WEST YORKSHIRE ITEM NO FIRE AND RESCUE AUTHORITY 21 December AUTHORITY 2012 5
REPORT OF: THE DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO ADVISE OF A CHANGE IN MEMBERSHIP OF THE AUTHORITY
RECOMMENDATION: THAT THE REPORT BE NOTED.
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NIL
ACCESS CONTACT OFFICER: NICOLA HOUSEMAN 01274 655740
BACKGROUND PAPERS OPEN TO INSPECTION: LETTER OF APPOINTMENT FROM DISTRICT COUNCILS
Summary
This report advises of a change to the Fire Authority membership for 2012-13.
1 BACKGROUND
1.1 The Bradford Metropolitan District Council has notified the Authority of the following changes in Members:
Councillor Debbie Davies (Conservative) to replace Councillor Valerie Binney (Conservative)
1.2 The change in membership took effect on 11 November 2012.
2 COMMITTEE APPOINTMENTS
2.1 Subsequent upon the change in membership detailed at 1.1 above, the following changes to the Conservative Group Committee memberships are proposed;
Audit Committee
Councillor P Harrand to replace Councillor V Binney
Community Safety Committee
Councillor D Davies to replace Councillor V Binney
Community Safety Briefing Group
Councillor P Harrand to replace Councillor V Binney
Consultation and Negotiation Panel
Councillor D Davies to replace Councillor V Binney
ITEM NO
21 DECEMBER WYFRA FULL AUTHORITY 2012 12
REPORT OF: DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO INFORM MEMBERS OF THE AUTHORITY’S PERFORMANCE AGAINST KEY PERFORMANCE INDICATORS
RECOMMENDATION: THAT MEMBERS NOTE THE REPORT
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NONE
CONTACT OFFICER: ALISON DAVEY – 01274 655801 CORPORATE SERVICES MANAGER [email protected]
BACKGROUND PAPERS: N/A
SUMMARY:
This report provides Members with information regarding the performance of West Yorkshire Fire and Rescue Service against targets to enable the Authority to measure, monitor and evaluate performance. 1. INFORMATION
1.1 The attached Performance Management and Activity Report outlines the Authority’s performance against key performance indicators thereby enabling the Authority to measure, monitor and evaluate performance against targets. These are detailed in three categories as shown below:
Key Performance Indicators Service Delivery Indicators Corporate Health Indicators
1.2 The report shows a summary of the cumulative performance for the year 2012/13 to date against each of the indicators.
1.3 The Performance Management and Activity Report is monitored bi-monthly by Management Team and the Full Authority at each meeting.
1.4 An abridged version of the Performance Management Report is presented to each Audit Committee highlighting where targets are not being achieved or where comparisons with all Metropolitan Fire and Rescue Authorities identifies West Yorkshire as performing seventh out of the seven Metropolitan Fire and Rescue Authorities.
1.5 A traffic light system is used to provide a clear visual indicator of performance against each specific target and ‘direction of travel’ arrows indicate whether performance has improved, remained the same or deteriorated compared to the position at the same time in the previous year.
1.6 Other performance and activity information is also included within the report.
2 FINANCIAL IMPLICATIONS
2.1 There are no financial implications arising from this report.
3 EQUALITY AND DIVERSITY IMPLICATIONS
3.1 Measurement against key indicators on equality and diversity are included in the Performance Management Reports.
4 HEALTH AND SAFETY IMPLICATIONS
4.1 There are no health and safety implications arising from this report.
5 SERVICE PLAN LINKS
5.1 This report links to all of the Service Plan 2011-2015 priorities as the Performance Management Report covers all areas of performance of WYFRS.
6 RECOMMENDATION
6.1 That Members note the report. West Yorkshire Fire & Rescue Service
Performance Management and Activity Report 2012/13
Period Covered: 1 April 2012 – 31 October 2012 Date Issued: 26 November 2012
Table of Contents
Contents
1. Introduction/Summary 3 2. Target Summary – Overview 4 3. Performance Indicators – Comparison with other Fire and Rescue Services 6 4. Incidents 9 Chargeable Special Service Calls – District Performance 10 5. Six Pumps and Above Fire-Related Incidents 11 6. Safety Critical and Fire Safety Inspections 13 7. Home Fire Safety Checks 14 Smoke Alarm Ownership 15 8. Compliments and Complaints 16 9. Violence at Work 18 10. Service Plan - Action Plan 2012-13 21
1. Introduction/Summary
The purpose of this report is to provide information regarding the performance of West Yorkshire Fire and Rescue Service against selected national and local targets to enable the Authority to measure, monitor and evaluate performance.
The first twelve indicators (SD 1-12) contained within this report relate to Service Delivery indicators as identified within the 2011-15 West Yorkshire Fire and Rescue Service Plan. For these indicators, West Yorkshire Fire and Rescue Service has based the next five year’s aspirations on the last five year’s achievements.
In this report, monthly statistics have been utilised to identify trends in performance. Information regarding a selection of local performance targets has also been provided in this report and comparisons have been made with the previous year’s performance.
All data, unless specified, is for the reporting period 1 April 2012 – 31 October 2012.
A traffic light system has been employed to provide a straightforward visual indicator of performance against each specific target.
Comparative data, in respect of other Metropolitan Fire Authorities, is collated to allow West Yorkshire Fire and Rescue Service to benchmark its performance against those similar Authorities. This report details the ranking of all Metropolitan Fire and Rescue Authorities performance from 1 to 7 against indicators with 1 being the highest performing.
Graphical representation of the performance of West Yorkshire Fire and Rescue Service is available via the Performance Management Information (PMI) system, which is accessed via the Service’s intranet site.
Performance Management Report
2. Target Summary – Overview Legend Purple indicates target not applicable Red indicates not achieving target Amber indicates satisfactory performance (within 10% of target) Green indicates achieving or exceeding target Grey indicates there is currently no data available for this indicator Direction of travel, compared to position at this time last year (DOT) Service Delivery Indicators Indicator Description Target Performance DOT SD1 Accidental Dwelling Fires (per 10,000 dwellings) 13.35 6.77 SD2 Number of deaths arising from accidental fires in dwellings per 100,000 population 0.41 0.04 SD3 Number of Injuries arising from accidental fires in dwellings per 100,000 population 6.94 3.60 (a) Number of Serious Injuries per 100,000 population Not set 0.27 (b) Number of Slight Injuries per 100,000 population Not set 3.33 SD5 Number of calls to malicious false alarms per 1000 population – not attended 0.42 0.09 SD6 Number of calls to malicious false alarms per 1000 population – attended 0.58 0.12 SD7 Unwanted fire signals from automatic fire detection equipment per 1000 non-domestic properties 83.70 29.55 SD8 False alarms caused by automatic fire detection apparatus per 1000 domestic properties Not set 3.22 SD9 Fires in non-domestic premises per 1000 non-domestic premises 7.45 3.02 SD10(a) The percentage of fires attended in dwellings where there was a working smoke alarm 50.9% 54.67% SD10(b) The percentage of fires attended in dwellings where a smoke alarm, because it was faulty or incorrectly sited, 8.9% 6.13% did not activate SD10(c) The percentage of fires attended in dwellings where a correctly sited and working smoke alarm did not activate N/A 15.87% N/A SD10(d) The percentage of fires attended in dwellings where no smoke alarm was fitted 45.6% 23.33% SD11(a) Number of Primary Fires per 100,000 population 219.02 83.93 SD11(b) Number of Fire Fatalities per 100,000 population – Accidental Dwelling Fires 0.41 0.04 SD11(c) Number of Fire Fatalities per 100,000 population – Other Fires Not set 0.09 SD11(d) Number of Fire Casualties (excluding Precautionary Checks) per 100,000 population 9.99 4.80 Performance Management Report Page 4 of 25
SD12(a) Arson Incidents (All Deliberate Fires) per 10,000 population 55.34 13.75 SD12(b) Arson Incidents (Deliberate Primary Fires) per 10,000 population 13.13 3.50 SD12(c) Arson Incidents (Deliberate Secondary Fires) per 10,000 population 43.46 10.25
Corporate Health Indicators Indicator Description Target Performance DOT CH4 Average number of working days / shifts lost to sickness 6.25 3.65 CH5(a) Health and Safety <3 days injuries (Lost time) 46 16 CH5(b) Health and Safety (Total injuries) Fatal Injuries 0 0 CH5(c) Health and Safety (Total injuries) Major Injuries Not set 4 CH5(d) Health and Safety (Total injuries) 3 + days Injuries 34 7 CH7 Expenditure per head of population on the provision of fire and rescue services £40.00 £38.82 N/A CH9 Forecast Budget Variance (% Variance against overall budget) (2011/12 Q4 figure) <1% -1.2% CH10 The percentage of invoices for goods and services paid by the Authority within 30 days (stand alone month) 100% 97.81% N/A CH11 Forecast Capital Payments - Actual figures £s £4,116,000 £3,198,556 N/A CH13 Debtors – Value of debt outstanding which is over 60 days old Not set £20,482 N/A CH14(a) Customer Satisfaction - % Overall Satisfaction with the service provided: Quality of Service Domestic >95% 100% CH14(b) Customer Satisfaction - % Overall Satisfaction with the service provided: Quality of Service Non Domestic >95% 100% CH14(c) Customer Satisfaction - % Overall Satisfaction with the service provided: Home Fire Safety Checks >95% 98.45% CH14(d) Customer Satisfaction - % Overall Satisfaction with the service provided: School Fire Safety Visits >95% 99%
Other Indicators and Activity Indicator Description Target Performance DOT OI 47* People Killed or Seriously Injured (KSI) in Road Traffic Accidents (2012 Calendar Year) 1024 430 OI 48* Children Killed or Seriously Injured (KSI) in Road Traffic Accidents (2012 Calendar Year) 143 57 OI 12 Time taken from accepting a call from the British Telecom operator, to mobilisation of Fire and Rescue Not set 66.90 N/A Service resources seconds
*Data for these indicators are supplied half-yearly by West Yorkshire Safer Roads (Accident Studies Unit). These performance figures are for the period 1 January – 30 June 2012.
Performance Management Report Page 5 of 25
3. Performance Indicators – Comparison with other Fire and Rescue Services
The Metropolitan Fire and Rescue Services share information on a quarterly basis in respect of performance indicators. Information for the year 2012/13 (1 April 2012 – 30 September 2012) for the individual indicators is shown below. The information is unaudited and therefore may be subject to minor amendments, but it does allow up to date performance comparisons to be made between WYFRS and similar ‘family group’ FRSs showing the ranking from 1 to 7 with 1 being the highest performing. The figure in brackets for WYFRS indicates the ranking for the previous quarter as a comparison.
Data is also subject to the Fire and Rescue Authorities agreeing to share this data with WYFRS.
Greater South Reference Indicator Manchester London Merseyside Yorkshire Tyne & Wear West Midlands West Yorkshire SD1 Accidental Dwelling Fires per 10,000 dwellings 8.57 8.64 8.10 4.67 5.78 7.40 5.68 (2) Actual Number 1007 2821 488 273 274 804 522 Number of deaths arising from accidental fires in dwellings SD2 per 100,000 population 0.15 0.12 0.14 0.07 0.00 0.00 0.04 (1) Actual Number 4 10 2 1 0 0 1 Number of injuries arising from accidental fires in SD3 dwellings per 100,000 population 4.45 2.97 3.76 1.56 3.71 0.84 3.11 (4) Actual Number 117 244 52 21 41 23 70 Number of calls to malicious false alarms per 1,000 SD5 population - not attended 0.11 0.11 0.05 0.02 0.12 0.17 0.10 (3) Actual Number 281 909 68 24 135 466 219 Number of calls to malicious false alarms per 1,000 SD6 population - attended 0.30 0.20 0.04 0.03 0.03 0.44 0.08 (4) Actual Number 777 1615 60 37 31 1204 182 False alarms caused by automatic fire detection apparatus SD7 per 1,000 non domestic properties 28.10 46.87 38.13 12.68 41.15 17.72 25.10 (3) Actual Number 2676 13212 1502 481 1354 1631 1920 False alarms caused by automatic fire detection apparatus SD8 per 1,000 domestic properties 1.50 2.03 Not Reporting Not Collected 3.01 1.45 2.74 (3) Actual Number 1767 6628 Not Reporting Not Collected 1426 1571 2513 Fires in non-domestic premises per 1,000 non-domestic SD9 premises 4.11 4.64 4.60 5.75 4.30 4.58 2.63 (1) Actual Number 391 1307 181 218 135 422 201
Performance Management Report Page 6 of 25
Percentage of fires attended in dwellings where a smoke SD10(a) alarm had activated 54.16% 57.45% 51.33% Not Collected Not Collected 71.64% 54.17% (3) SD11(a) Number of primary fires per 100,000 population 98.12 69.55 93.83 77.46 79.00 74.72 71.75 (2) Actual Number 2580 5706 1296 1041 874 2046 1614 SD11(c) Number of fire fatalities per 100,000 population 0.30 0.22 0.22 0.15 0.00 0.26 0.09 (1) Actual Number 8 18 3 2 0 7 2 Number of fire casualties (excluding preliminary checks) SD11(d) per 100,000 population 6.58 4.47 6.59 0.22 4.34 1.53 4.18 (4) Actual Number 173 367 91 30 48 42 94
SD12(a) Arson incidents (all deliberate fires) per 10,000 population 14.96 2.89 18.80 13.01 17.59 10.52 11.68 (3) Actual Number 3934 2372 2596 1749 1946 2881 2627 Arson incidents (deliberate primary fires) per 10,000 SD12(b) population 3.67 1.22 3.79 3.55 3.19 2.26 3.01 (4) Actual Number 966 1004 523 477 353 620 678 Arson incidents (deliberate secondary fires) per 10,000 SD12(c) population 11.29 1.66 15.02 9.46 14.40 8.26 8.66 (3) Actual Number 2968 1366 2074 1272 1593 2261 1949
Note: Where two FRSs have achieved equal Key 1st (Highest 2nd 3rd 4th placing both are shown in the same colour Performing)
5th 6th 7th
Performance Management Report Page 7 of 25
Expenditure per head of population 2011-2012
The table below shows a comparison of West Yorkshire Fire Authority cost with the other metropolitan brigades. The table shows that not only does the Authority have the lowest expenditure per head of population but it also receives the lowest grant per head of population
Expenditure Grant Precept per head per head per head Greater manchester £42.01 £26.00 £16.14 Merseyside £51.19 £31.04 £20.18 South Yorkshire £42.18 £24.95 £17.31 Tyne and wear £50.33 £28.98 £21.52 West Midlands £41.61 £27.45 £14.38 West Yorkshire £38.32 £22.94 £15.71
Performance Management Report Page 8 of 25
4. Incidents The table and chart below show the operational activity of West Yorkshire Fire and Rescue Service for the financial year to date (1 April – 31 October 2012), broken down into category of incident. The table also shows a comparison for the same period in 2011. Number of Number of Incidents Incidents 1 April 2012 to 1 April 2011 to Incident Category 31 Oct 2012 Percentage 31 Oct 2011 Primary Fires - Accidental 1,101 8.0% 1,219 Primary Fires - Deliberate 787 5.7% 1,046 Secondary Fires - Accidental 680 4.9% 1,173 Secondary Fires - Deliberate 2,305 16.8% 5,440 Road Traffic Collisions 382 2.8% 530 Special Service Calls 1,146 8.3% 1,303 False Alarm - Apparatus Domestic 2,953 21.5% 3,243 False Alarm - Apparatus Non-Domestic 2,261 16.5% 2,842 False Alarm - Other (e.g. Shed or Private Garage) 7 0.1% 17 False Alarm - Good Intent 1,849 13.5% 2,789 False Alarm - Malicious 270 2.0% 410 Total 13,741 100% 20,012
Primary Fires - Accidental 270 1,101 1,849 Primary Fires - Deliberate 787 Secondary Fires - Accidental 7 680 Secondary Fires - Deliberate Road Traffic Collisions
2,261 Special Service Calls 2,305 False Alarm - Apparatus Domestic False Alarm - Apparatus Non-Domestic False Alarm - Other (e.g. Shed or Private Garage)
382 False Alarm - Good Intent False Alarm - Malicious 2,953 1,146
The table below shows the total number of incidents ten years ago, five years ago, and last year, and can be used as a comparison with the current year’s data above.
Number of Number of Number of Incidents Incidents Incidents 1 April 2001 to 1 April 2006 to 1 April 2011 to Incident Category 31 March 2002 Percentage 31 March 2007 Percentage 31 March 2012 Percentage Primary Fires - Accidental 3,130 6.0% 2,638 6.2% 2,122 7.0% Primary Fires - Deliberate 8,498 16.4% 3,494 8.2% 1,576 5.2% Secondary Fires - Accidental 2,576 5.0% 1,541 3.6% 1,638 5.4% Secondary Fires - Deliberate 13,192 25.5% 11,376 26.6% 7,147 23.7% Road Traffic Collisions 1,076 2.1% 1,109 2.6% 874 2.9% Special Service Calls 3,064 5.9% 2,846 6.7% 2,032 6.8% False Alarm - Apparatus 12,414 24.0% 13,452 31.5% 9,661 32.2% False Alarm - Good Intent 4,902 9.5% 4,719 11.0% 4,412 14.7% False Alarm - Malicious 2,896 5.6% 1,595 3.7% 641 2.1% Total 51,748 100% 42,770 100% 30,103 100% Performance Management Report Page 9 of 25
The Fire and Rescue Services Act 2004 sets out the categories of service for which charges can be made by FRA’s and the persons who can be charged. However, the Act limits the amount charged to the cost of providing the service and prohibits FRA’s from charging for fire-fighting or for the provision of emergency medical assistance. The sum recovered so far for 2012/13 is approximately £40,496 which is mostly comprised of charges for lift rescues (£32,558).
The chart below summarises the number of special service calls (chargeable and non- chargeable) attended by West Yorkshire Fire and Rescue Service for the financial year to date and provides a comparison with the figures for 2011/12.
Total Special Service Calls by Month 250 224 2011/12 205 200 195 198 2012/13 200 190 180 172 162 162 167 148 152 151 149 147 150 140 122 114 100
50
0
Chargeable Special Service Calls – District Performance
The chart below summarises the performance of special services by each respective district for the 2012/13 financial year to date. Specific information relating to lift rescues has been included, as these incidents occur more frequently than other ‘special service’ categories.
Special Service Calls 2012/13 by District
450 410 400 350 Lift Rescues 300 249 Total SSCs 250 200 175 181 150 131 72 100 34 50 19 19 5 0
Performance Management Report Page 10 of 25
5. Six Pumps and Above Fire-Related Incidents
General Commentary
A number of additional pumping and special appliances are often mobilised to these types of incidents to undertake supporting activities. The following chart details the numbers and severity of six pumps and above incidents over the last five years:
Six pumps and above 2008/09 - 2012/13 30 26 25 23 21 20 21 20 20 17 6-9 pumps 15 13 10-20 pumps 10 7 >20 pumps No. No. incidents of 4 5 3 3 Total 1 1 1 2 1 0 2008/09 2009/10 2010/11 2011/12 2012/13 Year
Fire-related incidents of this type require the attendance of a fire investigation officer to determine the cause of the fire. The cause is included in the table, but in some circumstances, it may be uncertain, as follows: Not known - the evidence that remained after the fire was insufficient to determine the cause Doubtful - thought to have been deliberate, but an accidental cause cannot be ruled out Not Yet Determined / - as stated Pending Investigation For fires identified as deliberate, we work in accordance with a regionally agreed Memorandum of Understanding with the police, who are responsible for the investigation of all deliberate fires.
Performance Management Report Page 11 of 25
New incidents added to the top of the table are shaded in white.
Pumps Date & Premises Station Number of Address Cause Plus Time Use Area Personnel Specials
Not Yet ACP Coatings Determined 13/06/12 64 13 pumps 7 Officers Hollins Mill Lane Industrial 00:55 (Halifax) Police 5 specials 62 FFs Sowerby Bridge Investigation Ongoing
Deliberate Elmete Hall, 20/05/12 26 11 pumps 7 Officers Elmete Lane Disused Police 00:21 (Moortown) 4 specials 52 FFs Roundhay, Leeds Investigation Ongoing
Deliberate St Annes Mills 02/04/12 20 10 pumps 6 Officers Commercial Road, Industrial Police 22:20 (Leeds) 3 specials 46 FFs Kirkstall, Leeds Investigation Ongoing
Further detail on recent six pumps and above fire-related incidents:
Nil report
Performance Management Report Page 12 of 25
6. Safety Critical and Fire Safety Inspections
The charts below show performance against the average monthly target and are formatted as per the traffic light colour scheme. Safety Critical Risk Inspections are carried out by Operational Firefighters on commercial premises to identify risks and mitigating control measures which would be valuable information in the event of an incident at the premises. The total of SCRIs recorded for the financial year to date is 3,873 against an aggregate target for the period of 3,661 inspections.
Total Safety Critical Risk Inspections Completed 7000
6000 Average Monthly Target = 523 Annual Target = 6275 5000
3873 4000
3178 3000 2765 2256
2000 1630 1135 1000 530
0
Fire Safety Inspections are inspections carried out by Operational Firefighters on commercial premises to ensure fire safety measures are in place. The total of FSIs recorded for the financial year to date is 2,022 against an aggregate target for the period of 1,806 inspections.
Total Fire Safety Inspections Completed 3500
3000 Average Monthly Target = 258 Annual Target = 3095 2500
2022 2000 1854 1636
1500 1305
955 1000 637 500 233
0
Performance Management Report Page 13 of 25
7. Home Fire Safety Checks
Note: These figures are provisional and are subject to amendments when checks are made on the items recorded in the database. After seven months of the financial year, the number of home fire safety checks completed has been recorded as 34,540, which is 2,340 more than the target to date of 32,200. The chart below shows performance against the average monthly target and is formatted as per the traffic light colour scheme.
Total Home Fire Safety Checks Completed
2011/12 Annual Target = 56250 2012/13 Annual Target = 55185 7000 Average Monthly Target = 4688 Average Monthly Target = 4600
5992 5885 5935 6000 5156 5354 5119 5165 4888 4839 4867 4771 5000 4721 4425
4000
3000
2000
1000
0
The Year 2 IRMP specified a target of 450,000 home fire safety checks to be completed by 31 March 2013. This target was passed during January 2012. From the beginning of 2004/5 to date, a total of 496,035 home fire safety checks have now been completed.
HFSCs Progress against Overall Target 700000 496035 664858 461495 626289 HFSCs Cumulative 600000 Detectors Cumulative 395347 547000 Target 500000 333502 453169
400000 270277 358185
300000 207850 266839
200000
100000
0 2004/5 2005/6 2006/7 2007/8 2008/9 2009/10 2010/11 2011/12 2012/13
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Smoke Alarm Ownership
Better performance is indicated by a higher percentage.
Targets were initially set in March 2006, based on the 2005/6 outturn of 40.4%, aiming for an actual increase of 2% each year.
Through analysis over recent years of high risk areas and groups, with improvements in partner referrals and the targeting of resources, performance has improved considerably. During 2011/12, this resulted in an improved outturn figure of 72.4%, far exceeding the target of 52.4%. With the target increased to 54.4% for 2012/13, performance has continued in the same upward direction, after a brief fall in May, with monthly figures consistently achieving levels of 65-75%.
The chart below shows month by month performance against target and is formatted as per the traffic light colour scheme.
Note: Targets differ to those set in indicator SD10.
Percentage of Dwelling Fires Attended where a Working Smoke Alarm was Correctly Fitted
90.0% Target 2011/12 52.4%
80.0% 77.2% 75.8% 75.8% 74.3% 72.4% 70.7% 70.0% Target 2010/11 50.4% 67.6% 67.7% 67.6% Target 2012/13 54.4% Target 2008/9 46.4% 57.7% 60.0% 55.4%
Target 2006/7 42.4% 50.0% 45.8%
40.0% 33.4% 30.0% 27.5% 27.9% 30.0% 26.5%
20.0%
10.0%
0.0%
Purple indicates no target set Red indicates target not achieved Amber indicates satisfactory performance (within 10% of target) Green indicates target achieved or exceeded
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8. Compliments and Complaints
Compliments
The charts below show by type the number of compliments and complaints received by West Yorkshire FRS since 1 April 2011, and provide a comparison between the years 2011/12 and 2012/13.
In the first seven months of 2012/13, West Yorkshire FRS has recorded 215 compliments, which is almost the same as the previous year’s average of 31 per month (374 in total).
Compliments by Type 80 69 70 66
60 54 50 43 40 28 30 24 19 19 19 19 21 21 20 14 16 10 3 5 3 0 1 0 0 Commercial Fire Fire Fundraising HFSC Incident Other School Station Training visit Prevention Protection Visit Visit
2011/12 to date 2012/13 to date
Performance Management Report Page 16 of 25
Complaints
After seven months of the financial year 2012/13, we have received 26 complaints as compared to 40 in the same period during 2011/12. Twenty two of the 2012/13 complaints have been resolved at Stage One of the complaints procedure and two were later attributed to a third party and one was withdrawn. One complaint is currently on-going and nine of the complaints were upheld. All complaints are dealt with in a consistent manner, with appropriate remedial action taken where necessary.
The table below shows the number of complaints received and upheld from 1 April 2012 to 30 October 2012 and a comparison with the same period during 2011/12.
Category 2011-12 2012-13 Received Upheld Received Upheld Attitude 10 3 2 Driving 3 6 3 Fire Prevention 0 0 Fire Protection 4 0 HFSC 2 1 1 1 Off Duty 3 4 On Duty 0 0 Operational 11 3 5 1 Procedure 1 3 Premises 3 1 2 2 Recruitment 0 0 Request for Information 1 1 Smoke Alarm 0 1 1 Station 1 1 1 1 Training 1 0 TOTALS 40 9 26 9
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9. Violence at Work
Attacks on Personnel The table summarises the events reported by Firefighters and Prevention staff. For clarification, 'stoning' covers any thrown object identified as a stone; 'firework' covers fireworks thrown or launched; and 'missile' covers any other object used as a projectile. Where stations have not reported any incidents of violence to staff, they have not been shown within the table. However, they are still included in the totals of incidents attended.
Attacks on Firefighters as a Percentage of Incidents Attended
No.of Incidents Physical Weapon Missile Firework Aggressive Verbal District / Station Attended Assault Brandished Thrown Thrown Stoning Behaviour Abuse Total Percentage Bradford District Bradford 1522 1 1 0.07% FWG 877 1 1 1 3 0.34% Keighley 558 1 1 0.18% Shipley 412 1 1 0.24% District Total 5268 0 0 2 2 1 0 1 6 0.11% Calderdale District Halifax 766 1 1 0.13% District Total 1723 0 0 0 0 1 0 0 1 0.06% Kirklees District Huddersfield 1130 1 1 2 0.18% Dew sbury 647 1 1 0.15% District Total 2931 0 1 0 0 0 1 1 3 0.10% Leeds District Leeds District FP 1 1 Gipton 1190 1 1 2 0.17% Hunslet 976 1 2 3 0.31% Stanningley 787 1 1 0.13% District Total 7500 0 0 1 1 0 3 2 7 0.09% Wakefield District Featherstone 86 1 1 1.16% Hemsw orth 98 1 1 1.02% South Elmsall 201 1 1 2 1.00% District Total 2470 0 0 1 0 0 1 2 4 0.16% Totals 20039 0 1 4 3 2 5 6 21 0.10%
In seven months of 2012/13, there have now been twenty-one incidents reported by West Yorkshire FRS staff. If this average of three per month continues for the rest of the year, the resulting total of 36 incidents will be a considerable reduction on the figures for 2011/12 (77 for the full year, at an average of approximately 6.5 per month) and 2010/11 (88 for the full year at an average of 7.3 per month). To put the figures into perspective, the previous table shows the number of incidents in which firefighters were subject to violence as a percentage of attendance, by station and by district. Some smaller stations appear to suffer a relatively high percentage of attacks, but this is largely due to the smaller number of incidents attended from such stations. However, there is a danger that the frequency and severity of just twenty-one attacks out of 20,039 attendances may seem insignificant when considering these very small percentages (0.1% overall) and although the number of attacks on firefighters has reduced, the Chief Fire Officer has re-emphasised that even one attack is one too many and that every assistance and encouragement will be given to the police to bring offenders to court. Work is continuing with a variety of agencies from the police and district councils to community groups and youth leaders to address these issues.
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District Actions to Address Violence
Bradford Unfortunately, after just one incident had been reported in the first six months, five more incidents have now been recorded since the last report. In the first incident, an egg that was thrown at, but fortunately missed, a firefighter from Bradford. This appears to have been an isolated incident and, although no one was caught, there have been no further incidents in this area. In October, stones were thrown at crews in the Fairweather Green station area. There was a multi-agency meeting called by the Station Commander and an education and engagement action plan was put into place. Unfortunately further attacks took place in the same area a few nights later. As well as the engagement and education programmes, visible Police and council patrols were increased. Although crews are not complacent, this appears to have worked, with no further attacks experienced in this area through the bonfire period. The incident in Shipley occurred in the Windhill area and was investigated by the Station Commander, who worked alongside Police colleagues to provide engagement to local schools and there have been no further occurrences.
Calderdale In the only recorded incident of violence in Calderdale in this financial year to date, an appliance from Halifax was called to a small fire in the open at Old Lane, Halifax and, upon arrival, was stoned by persons/numbers unknown. The appliance was withdrawn and the fire allowed to burn out. The police were informed. We remain vigilant and we continue to work with our partners to ensure the safety of all our personnel.
Kirklees Another pleasing period with no incidents reported. We have been updated regarding the incident earlier this summer in Rifle Fields, Springwood, Huddersfield, where crews came under attack from a member of the public with a samurai sword. The case will be heard at Leeds Crown Court on 28/29 November and a further update will be given following the hearing.
Leeds After just one incident in the first three months of this year, there have now been six incidents reported in the District in the last four months, July - October 2012. Stanningley White Watch turned out to a sheltered housing scheme following a Care Ring alarm call. The crew were warned that the elderly gentleman was not happy as the alarm system had been going off intermittently for some time, and although he had rung the alarm company, no-one had been out to look at it. The crew were asked to visit to check the property. On arrival, the gentleman was very agitated and abusive. He would not let the crew into his property and so they withdrew. The second incident was in Gipton station area. During an HFSC visit by the crew, the occupant became verbally aggressive to both crew and the Care Ring operative who they were talking to regarding the AFA. Regarding the two incidents detailed above, there is a new process currently being piloted with all the Community Alarm providers, including Leeds Care Ring, and meetings are being held to discuss any issues arising from the pilot, including how to avoid or deal with Performance Management Report Page 19 of 25
aggressive or abusive behaviour from service users towards crews or Prevention staff attending properties with Community Alarm provision. Crews and Prevention staff are regularly reminded to ensure that any health and safety concerns that may impact on the safety of staff visiting properties or areas within Leeds are recorded on the Safety Critical Information Point (SCIP), and that SCIP should be checked prior to going out on visits. Hunslet has experienced two incidents of aggressive behaviour. The first relates to an AFA incident. On arrival a crew member was holding a thermal image camera towards the building. A resident, who had obviously been drinking, thought pictures were being taken of him and demanded that the camera be given to him so that he could delete the images. Despite attempts to explain the situation, the man would not listen and became aggressive and verbally abusive. As the incident had been established as a false alarm, the crew left the scene before the man in question had the opportunity to become even more aggressive. The second incident at Hunslet relates to an HFSC visit. The occupant was a male around 50 years of age. He was on anti-depressants and had recently been the victim of an arson attack by his step-daughter at his previous address. Whilst telling the crew about the attack, he picked up a meat cleaver to demonstrate how he would deal with his step-daughter when he next saw her. The crew did not actually feel threatened themselves, but thought it appropriate to report the incident due to the unstable nature of the man’s behaviour. A further incident was experienced by a Hunslet crew in September. Whilst the crew were making up following an incident at Brett Gardens in Beeston, bottles and stones were thrown by youths at the crew and the fire appliance. The crew had finished their duties and so withdrew and, at the time, the Police were not informed. Brett Gardens is an area that has presented problems in the past, and work was previously carried out by the Leeds Arson Task Force team to reduce the likelihood of further attacks. It remains a topic for the Hunslet Station Commander to take forward to the Neighbourhood Forum meetings and the Leeds District Prevention team to work with crews and relevant partners to improve relationships in the Brett Gardens area. Hunslet will report all safety critical events in the future and the Police will be notified on every occasion. Silent Witness evidence will be scrutinised and made fully available to partners. Finally, Gipton experienced a firework attack on 20th October. An appliance was mobilised to a boy allegedly stuck on some scaffolding on Banstead Terrace, off Harehills Road. This incident turned out to be a malicious call. The crew obtained the caller’s mobile number and rang it, and the caller directed the crew to the basketball nets/climbing frame in Banstead Park where a youth was pretending to be stuck. Two firefighters approached to give assistance and once they were within 5/6 metres, the youth jumped down and threw a firework at them. Luckily the firework fizzed out in the damp grass and fortunately no-one was injured. The Police were requested and the crew stayed in the vicinity to assist in identifying the youth. As a result of the incident, all streets off Harehills Road were enhanced to two appliances until after the bonfire period. There have been no further incidents of violence towards fire crews in the Banstead Park area since then, and the two-pump enhancement has been relaxed.
Wakefield The overall figures are pleasing, with just one incident reported in the last four months. Whilst attending an incident in South Elmsall, fire crews were verbally abused by an aggressive member of public, who threatened and swore at anyone who attempted to enter his house. Whilst no actual violence occurred, the Police eventually arrived and arrested the individual and the crews were allowed to continue with their jobs to resolve the incident. The Police have subsequently charged the individual with other offences relating to this incident, but not specifically regarding any threats made to Fire Service staff.
Performance Management Report Page 20 of 25
10. Service Plan - Action Plan 2012-13 The Service Plan 2011-15 provides details of what we intend to do over the four year period and the Annual Action Plan details how we will achieve our priorities. The following section provides progress to date on the Annual Action Plan 2012-13.
West Yorkshire Fire & Rescue Service ACTION PLAN 2012-2013
DELIVER A PROACTIVE FIRE PREVENTION AND PROTECTION PROGRAMME
We will: Our action Progress Ensure the authority’s statutory fire Complete the 2012/13 Fire Safety Inspection programme 1059 Fire Safety Inspections have been carried out plus 500 referrals from crews giving a combined protection duties are discharged efficiently and carry out 2,000 fire safety audits including referrals number of 1559 inspections. and effectively in order to reduce the from crews, working with operational crews to 621 Residential Care visits by crews (supported by Fire Protection Inspectors) have been carried out. incidence of fire and the effects of fire should specifically target the 800 residential care premises and The Heritage project commenced on 1 October 2012 and since then 145 heritage inspections have it occur 170 heritage sites been carried out.
Implement the Fire Prevention and Protection restructure The interim Fire Prevention and Protection structures have been implemented and the full restructure will be complete in April 2013. Develop a risk based inspection programme that is This programme is linked to the competence based fire protection training programme for operational deliverable by operational staff staff and is currently being developed for submission to the December Service Delivery Board.
Develop a competence based fire protection training Work has commenced on the development of the training package which will commence in early 2013. programme for operational staff The programme will provide training to all Watch Commanders by April 2014 and all Crew Commanders by April 2015. Work with partners to deliver a reduction in Complete 54,200 Home Fire Safety Checks and pilot a 34,540 Home Fire Safety Checks have been carried out so far this year (1 April – 31 October 2012) fires, road traffic incidents and anti-social fire new targeted approach in one district and currently on target to achieve the 55,185 total. related behaviour Develop a new Home Fire Safety Check strategy for Targeted approach currently being piloted in Bradford District. Findings from the six month evaluation 2013 onwards are being compiled to establish the points target for the 2013/14 period.
Develop a competence based Home Fire Safety Training has been developed and delivered to all operational staff. A quality audit process has been Check/Prevention training programme for operational developed, to include templates, enabling findings and learning outcomes to be captured and is being staff rolled out through the District Prevention Managers to include all stations and prevention team. Plans are also being developed for mandatory Prevention Update training for Crew and Watch Managers to commence in 2014/15. Competencies will be included in operational staff Maintenance of Competence records. Develop partnerships, where appropriate, with the Partnerships with Rotary Clubs are flourishing across West Yorkshire and partnerships with local voluntary sector to reduce community risk voluntary and community groups are being developed through a new ‘Friendship’ scheme in the Bradford District as part of the targeted Home Fire Safety Check (HFSC) pilot. Evaluation of the ‘Friendship’ scheme is being compiled through the HFSC pilot, with a view to rolling out across the brigade.
Performance Management Report Page 21 of 25
DELIVER A PROFESSIONAL AND RESILIENT EMERGENCY RESPONSE SERVICE
We will: Our action Progress Improve operational capability in response to Complete a review of Personal Protective Equipment Review completed. Executive Committee approved the purchase of new firefighting kit. Order placed changes in risk and demand provision and purchase replacement firefighting kit for with an expected delivery date of September 2012. New fire fighting kit has now been received into operational personnel supplies and is being distributed to stations for a ‘go live’ date of January 2013. Action completed Complete a review of Breathing Apparatus provision and Review completed. Approval given by Management Board to tender for the purchase of new BA sets. commence a replacement programme The detailed set specification is now being developed for tender process. Detailed specification and tendering process completed. Assessment of tenders against specification currently underway before recommendation to the Authority for approval to purchase. Introduce a Combined Aerial Rescue Pump at Bradford The Combined Aerial Rescue Pump is currently being built for Bradford and is anticipated to arrive in fire station February 2013, with its deployment taking place by August 2013.
Introduce a Fire Response Unit in the Leeds District and The build and testing of the Fire Response Unit is complete and the Unit will be fully operational in Resilience Pump to replace the second fire appliance at August 2012. The Resilience Pump has been introduced at Moortown. Action completed Moortown
Develop the specification for an integrated mobilising, The tender process for the new mobilising and communications system is near completion. The communications and command and control system for alteration work to Safety Central for the new Command and Control Suite is due to commence in implementation in 2014/15 January 2013 following the award of contract in early December 2012. The collaboration with South Yorkshire Fire and Rescue Service is working very well and the project is on schedule. Introduce new staffing arrangements at Castleford and Construction of the Close Call accommodation is complete and the station became fully operational on Rothwell fire stations the new duty system on 1 October 2012. It is likely that West Yorkshire Police will occupy the first floor of the refurbished station as part of the ongoing collaboration between the two organisations. Plans for Rothwell are on hold subject to the outcome of consultation on IRMP Action Plan 2013/14. Provide assurance in relation to operational Complete an evidence based risk assessment of A full 12-week public consultation exercise commenced on 7 September 2012 and the outcomes of this performance changes for emergency cover during 2013-16 and will be reported to the Authority on 21 December 2012 where recommendations to revise emergency consult internally and externally on the proposed cover across West Yorkshire will be considered. changes
Enhance operational knowledge and Complete the Command Support project to ensure that Currently on stage 4 release of the Command Support Software. There have been technical issues competence of fire crews and officers crews and commanders can access appropriate risk with the integration of the software solution with existing WYFRS software packages. These issues information have been resolved, however this has delayed development of the project. A revised timeline has been negotiated with the contractor and no further capital expenditure made since the technical issue was identified. Next capital payment will be on the receipt and approval of stage 5. Complete the 2012/13 Firefighter Safety Risk At 21 November 2012 a total of 4,131 Firefighter Safety Risk Information visits had been undertaken. Information programme and complete 6,000 risk This equates to 66% of the annual target of 6,275 inspections. COMAH and Special Risk sites have inspections including the ongoing review of all the been identified and will receive a risk information visit on an annual basis. highest risk chemical sites (COMAH) and sites identified as special risk
Plan and prepare for the Olympic Games A regional and local response plan to the Olympic Torch Relay have been developed, a dedicated internal website has been constructed to give personnel up to date information regarding the games and torch relay. Action completed Ensure the Preparedness Framework provides A fundamental review of the Preparedness Framework is underway to crossmap the risks identified on continued compatibility with the strategic change across the Community Risk Register against WYFRS capability, any identified capability gaps will be the organisation addressed. IRMP interventions are being assessed as to their impact upon specialist capabilities.
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PROVIDE A SAFE COMPETENT AND DIVERSE WORKFORCE
We will: Our action Progress Facilitate the implementation of strategic Implement a fundamental review of the organisation by Human Resources Committee approved the second phase of the restructure on 30 March 2012, the change across the organisation March 2013 initial phases have been implemented and an implementation plan has been developed for 2012/13. All personnel moves were completed by 31 March 2013. A comprehensive equality analysis has been completed. A report was presented to the Human Resources Committee in November 2012 detailing the final outcomes of the restructure which came into effect on 7 October 2012. 50 people applied for and were granted voluntary severance. A programme of interviews has taken place to redeploy those staff who were displaced through the reorganisation into the new structure. A further report will be submitted to Members in April 2013 with the final outcomes of the Fundamental Review. Provide a healthy and safe workforce Review Section 3 health and safety policies and A number of Section 3 policies have been approved by Management Board and those remaining are guidance scheduled for completion by March 2013.
Update the corporate risk assessment library by Station based activity risk assessments have been reviewed and uploaded as templates into the December 2012 library. The project is on track for completion by December 2012.
Provide a competent and skilled workforce Implement the outcomes of the national Breathing The second phase of national consultation is being carried out by CFOA. WYFRS have crossed Apparatus Training review 2011/12 mapped all aspects of the proposed training and are assured that WYFRS provide a higher standard of training. Work with Skills for Justice and Edexcel to introduce the WYFRS’s command training is being aligned to the Incident Command Qualifications and a business new Breathing Apparatus and Incident Command case is being developed in relation to certification. WYFRS are awaiting national developments for the qualifications by April 2013 BA qualification.
Develop a succession planning strategy by March 2013 A Succession Planning Strategy was presented to Management Board in October 2012. Action completed Provide a diverse workforce See ‘Be an excellent Fire and Rescue Authority’ below See ‘Be an excellent Fire and Rescue Authority’ below
PROVIDE EFFECTIVE AND ETHICAL GOVERNANCE AND ACHIEVE VALUE FOR MONEY IN MANAGING RESOURCES O
We will: Our action Progress Provide appropriate and high quality Refurbish Castleford fire station and provide Day Castleford Close Call accommodation unit became operational on 1 October 2012. Refurbishment of buildings, vehicles and equipment to ensure Crewing Close Call accommodation the main station is ongoing. operational effectiveness, and be environmentally sound Acquisition of suitable land sites at Rastrick, Menston, Rastrick and South Kirkby site purchases approved at Executive Committee on 30 March 2012 subject Dewsbury, Killingbeck and South Kirkby to obtaining planning approval. Finance and Resources Committee approved land purchases for Killingbeck and Dewsbury on 30 November 2012. Negotiations ongoing for Menston site. Develop and deliver a service delivery hub at Safety A project is currently on-going that aligns the implementation of a Service Delivery Hub with the Central introduction of the new mobilising system. Finance and Resources Committee approved on 30 November 2012. Review and deliver the vehicle replacement programme All vehicles have been ordered and delivery is on track for completion by the end of March 2013.
Agree design standard for the construction of the five Ongoing basic designs have been agreed for South Kirkby, Rastrick, Killingbeck and Dewsbury to new fire stations incorporate within the planning applications and are at a draft stage for Menston station.
Performance Management Report Page 23 of 25
Provide effective systems of control and Review and implement a detailed study of information Review and rationalisation of Officers PCs / laptops is underway. Trials of operational devices for performance to ensure the service operates technology and mobile communication devices issued to command support is in progress. Review of Mobile Data Terminals is included within the remit of the efficiently personnel to ensure value for money control project. The roll-out of one device to each Station Manager is an on-going programme.
BE AN EXCELLENT FIRE AND RESCUE AUTHORITY O
We will: Our action Progress Maintain the Excellent Level of the Fire and Continue to develop equality and diversity initiatives and All equality and diversity initiatives are being reviewed due to the outcomes of the Fundamental Rescue Service Equality Framework measure the impact on community safety Review. The impact of equality and diversity initiatives will continue to be monitored through the Service Delivery Board.
The Corporate Driving Diversity Board continues to monitor maintenance of the Excellent Level of the Equality Framework.
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West Yorkshire Fire and Rescue Service Oakroyd Hall Birkenshaw BD11 2DY
www.westyorksfire.gov.uk ITEM NO
WYFRA FULL AUTHORITY 21 DECEMBER 2012 13
REPORT OF: DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO UPDATE MEMBERS ON THE CUSTOMER SERVICE EXCELLENCE ASSESSMENT 2012
RECOMMENDATION: THAT MEMBERS NOTE THE ATTAINMENT OF THE CUSTOMER SERVICE EXCELLENCE STANDARD WITH FULL COMPLIANCE AGAINST ALL 57 ELEMENTS INCORPORATING NINE COMPLIANCE PLUS AWARDS
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NONE
CONTACT OFFICER: ALISON DAVEY CORPORATE SERVICES MANAGER [email protected]
BACKGROUND PAPERS: ASSESSMENT REPORT – CUSTOMER SERVICE EXCELLENCE – 2012
SUMMARY:
This report provides details of the Customer Service Excellence Assessment 2012 which has resulted in West Yorkshire Fire and Rescue Service achieving full compliance against all 57 Customer Service Excellence elements incorporating the award of nine ‘Compliance Plus’ awards.
1. BACKGROUND
1.1 Since 1998, West Yorkshire Fire and Rescue Service has consistently attained the Charter Mark Standard, which is the Government’s national standard of customer service excellence for organisations delivering public services.
1.2 In August 2009 the Authority invited an assessment against the new Customer Service Excellence standard, which was being phased in and which has now fully replaced the Charter Mark standard. This new standard is derived from the core concepts of customer focus and the delivery of excellent customer service and assesses, in great detail, the following areas:
• Customer Insight • The Culture of the Organisation • Information and Access • Delivery • Timeliness and Quality of Service
2 INFORMATION
2.1 Having achieved the Customer Service Excellence standard in 2009 with full compliance against 55 elements incorporating four ‘compliance plus’ awards and only two partial compliance, West Yorkshire Fire and Rescue Service is subject to an annual assessment to ensure the standard is being maintained as part of a three year rolling programme.
2.2 In 2010 the assessor reviewed 23 of the elements including the four ‘Compliance Plus’ awards and the two partial compliance from the previous year’s assessment and awarded full compliance against all 57 elements maintaining four ‘Compliance Plus’ awards.
2.3 In 2011 the assessor reviewed 22 of the elements including the four ‘Compliance Plus’ awards and awarded full compliance against all 57 elements incorporating nine ‘Compliance Plus’ awards.
2.4 In October 2012 the assessor reviewed 27 of the elements including the nine ‘Compliance Plus’ awards. The annual assessment entailed a one and a half day visit by the assessor, reviewing evidence, meeting with staff, and contact with partner organisations including service users to assess the views of partners and customers regarding working with, and the service provided by, WYFRS.
2.5 Following this assessment, West Yorkshire Fire and Rescue Service has once again been awarded the Customer Service Excellence standard in recognition of the high standards in delivery of customer-focused services.
2.6 The Service has been awarded Full Compliance against all 57 elements maintaining the nine ‘Compliance Plus’ awards.
2.7 The Compliance Plus awards, which are awarded for behaviours or practices that exceed the requirements of the standard, and are viewed as exceptional or as an exemplar for others – either within the organisation or in the wider public service arena, have been awarded for the following elements:
Having an in-depth understanding of the characteristics of our current and potential customer groups based on recent and reliable information Protecting customers’ privacy both in face-to-face discussions and in the transfer and storage of customer information Valuing the contribution our staff make to delivering customer focused services, and leaders, managers and staff demonstrate these behaviours Taking reasonable steps to make sure our customers have received and understood the information we provide Evaluating how customers interact with the organisation through access channels and using this information to identify possible service improvements and offer better choices Having made arrangements with other providers and partners to offer and supply co-ordinated services, and these arrangements have demonstrable benefits for our customers Developing co-ordinated working arrangements with our partners that ensure customers have clear lines of accountability for quality of service Interacting within wider communities and demonstrating the ways in which we support those communities Responding to initial enquiries promptly and if there is a delay advising the customer and taking action to rectify the problem.
2.8 A summary of the assessment report detailing the assessor’s comments against each element of the standard has been prepared and is attached to this report which shows the comments from the 2009, 2010 (RP10), 2011 (RP11) and 2012 (RP12) assessments. . 2.9 The result of the Customer Service Excellence assessment is an excellent achievement for West Yorkshire Fire and Rescue Service and clearly demonstrates the continuous commitment to providing an excellent service to customers.
3 FINANCIAL IMPLICATIONS
3.1 Any costs involved in this work will be met from within the existing approved reserve budget.
4 EQUALITY AND DIVERSITY IMPLICATIONS
4.1 These results further demonstrate the progress of West Yorkshire Fire and Rescue Service meeting the customer service expectations of our diverse community linked to the Excellent Level of the Fire and Rescue Service Equality Framework.
5 HEALTH AND SAFETY IMPLICATIONS
5.1 There are no health and safety implications associated with this report.
6 SERVICE PLAN LINKS
6.1 The achievement of Customer Service Excellence links to all of the Service Plan 2011-2015 priorities.
7 RECOMMENDATION
7.1 That Members note the award of the Customer Service Excellence standard with Full Compliance against all 57 elements incorporating nine ‘Compliance Plus’ awards.
Customer Service Excellence Assessment Report Results for 2012
Introduction
Customer Service Excellence was developed to offer public services a practical tool for driving customer-focussed change within their organisation. It tests in great depth those areas that research has indicated are a priority for customers, with particular focus on delivery, timeliness, information, professionalism and staff attitude. There is also emphasis placed on developing customer insight, understanding the user’s experience and robust measurement of service satisfaction. It is designed to operate as a driver of continuous improvement, as a skills development tool and as an independent validation of achievement.
West Yorkshire Fire and Rescue Service achieved Customer Service Excellence in 2009 and is re- assessed on a rolling programme each year. The following is the Assessment Report for 2012.
Assessment Summary
Overview Overall Self-assessment Strong Overall outcome Successful
This summary was updated following a Rolling Programme Year 3 Assessment in October 2012.
West Yorkshire Fire and Rescue Service serves a population of more than 2.2 million people spread over an area of almost 800 square miles. It provides 24 hour cover dealing with a range of emergencies including fires, road, rail or air crashes, floods, chemical spills and terrorist incidents. The Service also provides a proactive fire prevention and protection programme to diverse communities.
The Service employs 1,700 people comprising full and part-time firefighters, mobilising and communications centre staff and those employed in supporting roles. It delivers services from 47 fire stations located around West Yorkshire, a safety exhibition complex and a command and administrative headquarters and has a current operational budget of over £89million.
An excellent Service and recognised nationally as a good practice example in many areas with innovative approaches to the use of databases and technology to design and test operational services, community fire safety work and information governance. Highly commended for a Bluetooth Assisted Fire Safety Campaign at the Local Government Yorkshire and Humber Making a Difference Awards, 2010 and has achieved 'Excellent' rating in the Fire and Rescue Equality Framework.
Another professionally presented application making the most of technology and supported by evidence from enthusiastic, well-motivated and dedicated members of staff and many examples of providing excellent customer service.
Fully compliant against the Customer Service Excellence Standard including nine Elements where Compliance Plus is well justified.
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1: Customer Insight
Criterion 1 self-assessment Strong Criterion 1 outcome Successful
Good evidence of using databases and technology to model resource allocation on which a major consultation exercise is now underway and for which Compliance Plus is justified in Element 1.1.1. A wide range of consultation mechanisms involving customers, partners and staff, well developed approaches to high risk and vulnerable customers and high levels of customer satisfaction across all main areas of service. Fully compliant against the Standard.
2: The Culture of the Organisation
Criterion 2 self-assessment Strong Criterion 2 outcome Successful
A strong emphasis on customer focus and customer care particularly in respect of high risk and vulnerable groups with staff encouraged to contribute to service improvements and empowered to deliver services in a flexible and effective manner. Compliance Plus in Elements 2.1.5 and 2.2.5 for a strategic approach to Information Management now recognised by CFOA as Good Practice and for fostering a culture which recognises and rewards members of staff for their contributions to customer focused services. Fully compliant against the Standard.
3: Information and Access
Criterion 3 self-assessment Strong Criterion 3 outcome Successful
A range of accessible information available for customers based on a sound knowledge of the customer base, a redesigned web site and innovative use of new technologies to reach different customer groups. Good evidence of innovative ways of disseminating information for which Compliance Plus is justified in Element 3.2.2 and in Element 3.3.2 for your approach to evaluating channel usage. Strong and effective partnership arrangements in place and Compliance Plus in Element 3.4.1 for partnership working, in Element 3.4.2 for co-ordinated working arrangements with partners and in Element 3.4.3 for your impressive community work. Fully compliant against the Standard.
4: Delivery
Criterion 4 self-assessment Strong Criterion 4 outcome Successful
Robust performance management arrangements demonstrating that performance standards and targets are routinely met with benchmarking against similar fire and rescue services. Effective and flexible working arrangements providing efficient use of resources. Fully compliant against the Standard.
5: Timeliness and Quality of Service
Criterion 5 self-assessment Strong Criterion 5 outcome Successful
Meets standards and increasingly challenging targets for timeliness and service quality. Compliance Plus for Element 5.2.5 because the systems in place to respond to customer requests and enquiries ensure a prompt response in all cases generating many compliments and favourable comparisons with other public bodies. Fully compliant against the Standard.
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1 CUSTOMER INSIGHT
1.1 CUSTOMER IDENTIFICATION 1.1.1 We have an in-depth understanding of the characteristics of our COMPLIANCE current and potential customer groups based on recent and PLUS reliable information.
1.1.1.1 We have an in-depth understanding of the characteristics of our current . . . You provide a detailed explanation of how you use your incident databases in combination with census data, 'Mosaic' and commercially available analysis software to model the outcomes of potential resourcing decisions. You also explain how you are piloting a new application to test the cost-effectiveness of both responsive and preventive solutions. You are taking a national lead in this area and working in conjunction with other Fire Services and Compliance Plus is justified. RP10 Your work in this area has progressed considerably with increased interest from other fire and rescue services and a recent external validation of your methodology by an internationally renowned consultancy with experience in this field. Compliance Plus continues to be well justified. RP11 You continue to bring together new technology, information from your databases and an innovative approach to exploiting the data laced with professional judgement to provide a deeper understanding of your customers. Your lead on this issue continues and Compliance Plus continues to be well justified. RP12 You continue to provide an abundance of evidence here and on WYFirespace that you analyse your data to provide an in-depth understanding of the characteristics of your communities and that you use the results to help target your resources. Compliance Plus continues to be justified. Evidence Value: Fully met 1.1.1.2 and potential customer groups . . . You also exploit your partnership working with a range of agencies to provide additional information about important customer groups and emerging issues. Asylum seekers and refugees are a good example of constantly changing populations with inherent risk factors. RP10 Staff provided evidence and your partners confirm that you explore every opportunity to seek out and engage customer groups who represent a particular risk. Examples include young and older people, learning disadvantaged groups and tenants of major urban ALMOs. RP11 Partners continue to confirm your work to identify the needs, preferences, risks and vulnerabilities associated with of different groups of customers and older people, those with disabilities and learning disadvantaged people are good examples. RP12 You include a recent Shaw Trust Award for developing an accessible website in conjunction with users of assistive technology as an example of addressing customer needs and preferences. Evidence Value: Fully met 1.1.1.3 based on recent and reliable information. Your databases provide an elaborate picture of your existing customer base and you provide good evidence of being able to sustain this work over the longer term. RP10 No change. Your work progresses with up to date information introduced as the data becomes available. RP11 No change. You demonstrate continued progress in refining your approach to delivering your services in many areas based on current information and the use of the latest technology. RP12 Your methodology has been independently validated and continues to be updated. Evidence Value: Fully met
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1.1.2 We have developed customer insight about our customer COMPLIANT groups to better understand their needs and preferences. 1.1.2.1 We have developed customer insight about our customer groups . . . Despite a sophisticated approach to the use of public and commercially available data and modelling tools, there appears to be less progress on developing customer insight. You provide details of recently introduced focus groups but there is little evidence of the use of other techniques and therefore little evidence of service improvements resulting from any fresh understanding of customer needs and preferences. Additional evidence is therefore required in this respect to help ensure full compliance. RP10 You provide several examples of new initiatives aimed at developing customer insight about different customer groups using traditional and more innovative ways of engaging your customers. Social marketing, mystery shopping, focus groups, quality sampling and feedback from e-recruitment as well as many more examples were provided demonstrating a sound approach to garnering insights about your customers. RP11 You continue to develop insights into your different customer groups and particularly those vulnerable groups posing a high risk of exposure to harm. You segment groups in various ways including location and housing type as well as personal circumstances to enable your services to be better targeted. Evidence Value: Fully met 1.1.2.2 to better understand their needs and preferences. Your current techniques for developing customer insight provide a wealth of information which appears to fall short of that required to develop deeper insights into your customers' needs and preferences and additional evidence is therefore required in this respect to help ensure full compliance. RP10 Your evidence also includes how you use your insights to better understand customers' needs and preferences. A good example is your work with Red Bullet and their data analyses and focus groups exploring how web site users navigate your site to identify their precise needs and preferences. Another example discussed at Safety Central concerns the work of your high risk fire safety teams who respond to safety checks where the customer is likely to have multiple needs including, for example, signposting on to social services and local voluntary agencies. RP11 You continue to develop insights about the needs and preferences of the people who access or need your services and the web accessibility focus groups are one example. You provided a demonstration of how those insights have been incorporated into your new website launched in February 2011. Evidence Value: Fully met
1.1.3 We make particular efforts to identify hard to reach and disadvantaged groups and individuals and have developed our COMPLIANT services in response to their specific needs. 1.1.3.1 We make particular efforts to identify hard to reach . . . Your approaches to meeting the needs of customers with specific needs as well as those who are classed as high risk and vulnerable are well developed with strong partnership working arrangements in place across the Authority. You have a High Risk Team in place and procedures to help identify high risk customers based on factors shown to increase the likelihood of death or injury from fire. Your partners confirm effective working arrangements. RP12 Your evidence includes an extensive list of partnership arrangements, many of which cater for the needs and preferences of those with particular needs and vulnerable groups. You explain how Mosaic and other software is used to help identify and target potentially vulnerable people. Evidence Value: Fully met 1.1.3.2 and disadvantaged groups and individuals . . . Customers are dealt with on an individual basis and information is available for those with special needs and consultation with partners representing special needs groups ensures that needs are met. Mutual referral arrangements are in place and where appropriate, personal visits by community fire safety officers ensure that thorough assessments of need are undertaken and appropriate safety measures taken. Page 4 of 29
RP12 Your work on equality and diversity and how you meet your responsibilities is described in N023a and supported by examples of how you cater for hard to reach and seldom heard groups within your communities. Young people at risk of harm or offending are a particular focus and partners confirm an integrated and well planned approach to partnership working with other key agencies. The Leeds ASB Team (embracing the Leeds Arson Taskforce) confirmed a substantial increase in customer satisfaction of almost 30% to achieve 90% following a co-ordinated approach by all agencies. Evidence Value: Fully met 1.1.3.3 and have developed our services in response to their specific needs. You provide ample evidence of developing and adapting services to cater for the needs of hard to reach and disadvantaged groups. Your Community Fire Safety Officers and High Risk Team are examples of your response to these needs. You also provided good evidence of increased investment in facilities and services designed to cater for people from all sectors of the community including those with specific needs and Safety Central is the latest example. Staff take pride in discussing how their work benefits vulnerable people and presented many examples of their work and the positive outcomes for a range of people. RP12 Partners confirm the enthusiastic involvement of your staff in delivering a range of preventative services from home visits, demonstrations and targeted talks to interventions with young people and children. Evidence Value: Fully met
1.2 ENGAGEMENT AND CONSULTATION
1.2.1 We have a strategy for engaging and involving customers using a range of methods appropriate to the needs of identified COMPLIANT customer groups. 1.2.1.1 We have a strategy for engaging and involving customers . . . You take a strategic approach to engaging and involving customers in your work with corporate strategies covering consultation, communication and information as examples. Your CFS staff provide good evidence of using partner agencies to help reach different groups and operational staff spoke about how they employ local knowledge to target people who are potentially at risk. Staff also explained how information derived from your databases is used to prioritise their work at a local level. RP10 You include evidence of your use of focus groups for engaging and involving customers and in some instances your own members of staff. You supplement this with evidence used elsewhere about mystery shopping using older people as subjects and surveys of your e-recruitment initiative amongst potential recruits. Evidence Value: Fully met 1.2.1.2 using a range of methods . . . You employ a variety of methods to encourage interaction with your customers ranging from an extensive programme of questionnaire surveys, your web site, attendance at community events and focus groups to personal visits and face to face meetings. RP10 No change. You continue to expand your methods of engaging and involving your customers using new approaches in some areas. Examples include the use of older customers to test a range of local services including the Fire and Rescue Service and the use of focus groups to help understand the impact of different safety messages aimed at young adults. Evidence Value: Fully met 1.2.1.3 appropriate to the needs of identified customer groups. Your staff explained how your contacts with customer groups are often mediated through statutory agencies and charitable and voluntary groups. They also explained how particular needs could be met and cultural sensitivities and language are good examples. RP10 Staff at Safety Central use a variety of ways to capture and retain the attention of different customer groups and examples of your 'staged incident' approach supported by interactive media for school children were demonstrated. Evidence Value: Fully met
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1.2.2 We have made the consultation of customers integral to continually improving our service and we advise customers of COMPLIANT the results and action taken. 1.2.2.1 We have made the consultation of customers integral to continually improving our service . . . Your IRMP evidence provides confirmation that consultation has a positive effect on services and examples have included a postponement of proposals for shifting resource between areas. Your IRMP Action Plan consultation arrangements for 2007/2008 remain a good example of how consultation on local issues can affect your rationalisation plans. RP11 You consult your customers on all important issues and fire cover and the reconfiguration of resources are examples which generate much public interest and comment. Your current website demonstrates how customers are being asked to comment on nine draft proposals for changes to fire cover and the draft IRMP. You also continue to exploit opportunities to consult with community groups and members of the public at staged events and though a programme of regular surveys. Service improvements resulting from consultation are amply demonstrated by a wealth of evidence ranging from alcohol impact courses to fireworks and bonfire safety.
Evidence Value: Fully met 1.2.2.2 and we advise customers of the results and action taken. Your IRMP evidence is one example of how the action to be taken is fed back to consultees and you provide good evidence that, where practical, you provide feedback on other issues. - You provide evidence of feeding back the results of consultation to customers, partners and staff through publications, your web site and meetings. RP11 The results of consultation are routinely fed back to members of the public through a variety of channels including local media and news briefings. Your website currently carries the outcome of recent surveys of quality of service, fire protection, complaints, school visits and HFSC’s. Evidence Value: Fully met
1.2.3 We regularly review our strategies and opportunities for consulting and engaging with customers to ensure that the COMPLIANT methods used are effective and provide reliable and representative results. 1.2.3.1 We regularly review our strategies and opportunities for consulting . . . Your Customer Care Policy was last updated in February 2008. You are revamping your web site to encourage customer comments and suggestions with a 'Have Your Say' section and an improved FAQ section. You also include details of policies and procedures as well as up to the minute news. RP12 You describe how methods of consultation and engagement with customers and communities are kept under review including large scale politically sensitive fire cover plans now out for consultation as well as day-to-day engagement with smaller groups such as schools and individuals seeking home fire safety checks.
Evidence Value: Fully met 1.2.3.2 and engaging with customers to ensure that the methods used are effective and provide reliable and representative results. You present good evidence of using reliable and valid methods of consulting your customers. You use commercial partners to add objectivity and expertise to your questionnaires and in ways which allow benchmarking with other fire services and home fire safety checks and follow-up surveys are examples. You commissioned work to brand your Safety Central initiative and the Bang survey provides the evidence. RP12 Your surveys of which home fire safety checks are an example are managed by your commercial partners and the methodology allows comparisons to be made with other fire and rescue services. Samples are drawn so as to ensure that the results provide reliable and representative results. Demonstrations and visits are evaluated to ensure their continued effectiveness. Evidence Value: Fully met Page 6 of 29
1.3 CUSTOMER SATISFACTION
1.3.1 We use reliable and accurate methods to measure customer COMPLIANT satisfaction on a regular basis. 1.3.1.1 We use reliable and accurate methods to measure customer satisfaction on a regular basis. Your key surveys are carried out by independent providers and ensure reliable results, accurate treatment of the data and valid interpretations of the results. You also use less formal methods to test other areas of your service and you make good use of complaints, comments and compliments data. RP10 External survey specialists continue to carry out your surveys producing reliable and valid results and detailed reports. Evidence Value: Fully met
1.3.2 We analyse and publicise satisfaction levels for the full range of customers for all main areas of our service and we have COMPLIANT improved services as a result. 1.3.2.1 We analyse and publicise satisfaction levels for the full range of customers . . . You test customer satisfaction using reliable and valid methods and for your larger surveys, use professional research agencies. The responses are analysed and published in various ways as well as forming a section of your web site which provides and includes the methodology and results. RP11 No change. You continue to analyse and publish satisfaction levels for the full range of your customers including the groups mentioned in Element 1.2.2
Evidence Value: Fully met 1.3.2.2 for all main areas of our service . . . All main areas of your service are covered by your surveys including response and CFS services as well as schools, commercial premises, domestic premises, enforcement and home fire safety checks. RP11 No change. All main areas of your service continue to be surveyed and the results analysed and publicised. Evidence Value: Fully met 1.3.2.3 and we have improved services as a result. Findings from your consultation on the new web site have been used to improve the appearance and content of the site and it will be independently assessed for accessibility by the Shaw Trust. Your Corporate Plan includes the remedial action taken and service improvements introduced as a result of customer dissatisfaction. RP11 Service improvements include a range of changes brought about after surveying and listening to your customers. They include improvements to home fire safety checks, school visits and the alcohol impact initiative. Evidence Value: Fully met
1.3.3 We include in our measurement of satisfaction specific questions relating to key areas including those on delivery, timeliness, information, access and the quality of customer COMPLIANT service, as well as specific questions which are informed by customer insight. 1.3.3.1 We include in our measurement of satisfaction specific questions relating to key areas including those on delivery, timeliness, information, access and the quality of customer service . . .
Customer Satisfaction questionnaires include questions covering service delivery, timeliness, the standard of information provided, ease of access and overall service quality. RP12 N315 shows the results of a recent Fire Peer Challenge where the areas of focus
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included specific issues measured against how well outcomes for local citizens are being achieved in response, prevention and protection. N159 is particularly important in this respect because it surveys respondents' satisfaction following domestic and non- domestic incidents asking detailed questions about all aspects of your service embraced by this Element. Evidence Value: Fully met 1.3.3.2 as well as specific questions which are informed by customer insight. Specific questions are included covering specific issues where appropriate. Examples include evaluations of customer satisfaction with training, the effectiveness of publicity campaigns and your web site. RP12 No change. Evidence Value: Fully met
1.3.4 We set challenging and stretching targets for customer COMPLIANT satisfaction and our levels are improving. 1.3.4.1 We set challenging and stretching targets for customer satisfaction . . . The corporate customer care policy includes a strong commitment towards customer satisfaction in all areas of the service and whilst specific targets for levels of satisfaction are not set, all main areas are tested including domestic, commercial, fire safety and schools as well as staff communications. The Place Survey has recently been undertaken in conjunction with local area partners. RP10 You continue to measure customer satisfaction with your main services including some aspects of those services and you set a target of greater than 95% for customer satisfaction in four main areas based on historical and benchmarked performance.
Evidence Value: Fully met 1.3.4.2 and our levels are improving. You include ample evidence of high levels of customer satisfaction. For example, satisfaction with quality of service and home fire safety checks has increased from 96% in 2006/7 to 98% in 2008/9) demonstrating that improved satisfaction is being sustained. RP10 Your evidence included the performance out-turn for 2009/2010 demonstrating increases in customer satisfaction. Evidence Value: Fully met
1.3.5 We have made positive changes to services as a result of analysing customer experience, including improved customer COMPLIANT journeys. 1.3.5.1 We have made positive changes to services as a result of analysing customer experience . . . You provide good evidence of the positive changes introduced following analysis of customer surveys. Flooding has now been included in a leaflet advising victims of incidents how to manage the aftermath of fires and floods. Increased call handling was introduced following a review of your response to recent floods and an enhanced FAQ section is now included in the new web site. RP11 You outline many examples of how you have changed your services including your surveys, consultation initiatives, complaints analysis and other means of analysing the experience of your customers. A recent example is your new website, launched following extensive consultation with different interest groups. Others include changes to your annual fireworks and bonfire safety campaigns following post-bonfire night evaluations, the results of surveys of, e.g. HFSC’s and the fine tuning of alcohol impact courses to reflect the experience of participants. Evidence Value: Fully met
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1.3.5.2 including improved customer journeys. Improvements have included changes to home fire safety check forms to allow additional information to be captured to help highlight those at higher risk and improve referral to other services and several pilot schemes covering hospital discharges, 'Telecare' and vulnerable adults including those with learning difficulties. RP11 Improved customer journeys include the improved delivery of public safety awareness training and events now concentrated at Safety Central where diverse groups can be better accommodated and the continued development of signposting and onward referral to partner agencies as part of normal service delivery and HFSCs are the best examples. Evidence Value: Fully met
2 THE CULTURE OF THE ORGANISATION
2.1 LEADERSHIP, POLICY AND CULTURE
2.1.1 There is corporate commitment to putting the customer at the heart of service delivery and leaders in our organisation actively COMPLIANT support this and advocate for customers. 2.1.1.1 There is corporate commitment to putting the customer at the heart of service delivery . . . Your corporate policies and procedures clearly set out your expectations of members of staff in their dealings with customers based on the core values of the Service described in your Corporate Plan 2008-2011. Your Customer Care leaflet sets out what your customers can expect from the Service. RP10 No change. Staff at all levels reflect the customer focused nature of your services a simple example of which was described as "fetching the bread and milk" for vulnerable people when conducting home fire safety checks. Evidence Value: Fully met 2.1.1.2 and leaders in our organisation actively support this and advocate for customers. Corporate documents including policies and procedures clearly demonstrate a commitment to customers on the part of elected members, chief officers and senior members of staff. The provision of Safety Central and the resources allocated to community initiatives are a clear demonstration of the priority placed on meeting customers' needs. RP10 No change. Managers at all levels continue to promote your customer service ethos.
Evidence Value: Fully met
2.1.2 We use customer insight to inform policy and strategy and to COMPLIANT prioritise service improvement activity. 2.1.2.1 We user customer insight to inform policy and strategy . . . You make the most of your data, your partnerships and your knowledge of your customers to inform policy and strategy and improve services. You present many examples of how that knowledge has led to changes and improvements in services. RP11 N286a describes a premises database required to fulfil your regulatory requirements but a recent initiative tracks vulnerable people using a CRM database on the basis that some people at greater risk also move home more frequently and into similar risky environments. Your staff are trained to recognise and record risk factors which together can predict increased vulnerability and afford a 'high risk' status to individuals which makes your tracking system an important development. Evidence Value: Fully met
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2.1.2.2 and to prioritise service improvement activity. An important development has been the redeployment of resources from response to proactive, preventative strategies and the development of community fire safety and specialist teams to work with high risk customers. That shift in emphasis has coincided with significant reductions in deaths and injuries from fire. RP11 Work continues to tailor service priorities to meet new challenges. Local and wide area flooding and alcohol misuse by young people are two examples where services have been boosted to address emerging priorities. Evidence Value: Fully met
2.1.3 We have policies and procedures which support the right of all COMPLIANT customers to expect excellent levels of service. 2.1.3.1 We have policies and procedures which support the right of all customers to expect excellent levels of service. You have a range of corporate customer care, equality and fairness and diversity policies and procedures are in place including policies relating to disability and sexual orientation. RP12 N023a and N023b are your five-year strategy for meeting your equality duties and your approach to equalities and diversity training respectively and supplement your policies and procedures. Evidence Value: Fully met
2.1.4 We ensure that all customers and customer groups are treated fairly and this is confirmed by feedback and the measurement of COMPLIANT customer experience. 2.1.4.1 We ensure that all customers and customer groups are treated fairly . . . Customer care and equality policies provide guidance on fairness and sensitivity and all members of staff have been appropriately trained. RP10 You now have a single equality scheme providing a strategic approach to equality of service for all customer groups. Evidence Value: Fully met 2.1.4.2 and this is confirmed by feedback and the measurement of customer experience. Your surveys variously seek customers' views on sensitivity, fairness, helpfulness and overall satisfaction with service quality with positive responses of 95%+. Your ranking against the Stonewall Workplace Equality Index for all organisations has improved year- on-year. RP10 No change. Positive responses continue to exceed 95% and you achieved a ranking of 25th in Stonewall's Workplace Index and the highest ranking for fire and rescue services nationally. Evidence Value: Fully met
2.1.5 We protect customers’ privacy both in face-to-face discussions COMPLIANCE and in the transfer and storage of customer information. PLUS
2.1.5.1 We protect customers’ privacy both in face-to-face discussions . . . You employ a range of policies and procedures to govern the way in which information is collated, managed and shared under an overarching Information Management strategy. The strategy provides a framework within which information can be better managed. This initiative goes beyond the requirements of this Element and Compliance Plus is justified. RP10 Your work in this area involves a shared Information Governance Framework and Toolkit to which all your local authority partners subscribe. Compliance Plus continues to be justified. RP11 You remain a beacon of best practice in this area recognised by other fire and rescue Page 10 of 29
services as a leader in the field. You host visits and staff are working towards level three of your e-learning programme. Compliance Plus continues to be justified. RP12 You provided an update on your work on Information Governance recently adopted by CFOA as good practice, which verifies that Compliance Plus continues to be justified.
Evidence Value: Fully met 2.1.5.2 and in the transfer and storage of customer information. You have data management policies and strategies for the handling of personal data and use information protocols to manage the sharing of personal and other information between partners. RP10 These arrangements foster confidence between partners and other organisations, particularly those involved in CONTEST about how information is handled. An e- learning package on information risk awareness has been rolled out across the Authority. RP11 The Audit Commission comments favourably on your "good data quality and data security" (supported by) "a data quality policy and information management strategy". RP12 No change. Evidence Value: Fully met
2.1.6 We empower and encourage all employees to actively promote and participate in the customer focused culture of our COMPLIANT organisation. 2.1.6.1 We empower and encourage all employees to actively promote . . . You continue to encourage members of staff at all levels to use their initiative to help improve services and to make particular efforts to help disadvantaged people through customer care policies and procedures. Examples of the efforts of members of staff to promote a customer focused approach are amply demonstrated in feedback from your surveys. RP12 You include an abundance of evidence of corporate backing for charitable work including an exhaustive record of activities held on your intranet. Evidence Value: Fully met 2.1.6.2 and participate in the customer focused culture of our organisation. You present excellent evidence of how individual members of staff make significant contributions to your work and your young firefighters initiative, work with fire setters and work with older people in Bradford provide excellent examples of how staff are empowered to take the initiative and develop ideas applicable throughout West Yorkshire. RP12 Your intranet record was only recently introduced and has attracted numerous entries from teams of staff. Your record of compliments includes comments such as, "You are a beacon amongst services for the community" and "I must say that the service has been the best amongst all public services I have encountered so far during my stay in the UK." Evidence Value: Fully met
2.2 STAFF PROFESSIONALISM AND ATTITUDE
2.2.1 We can demonstrate our commitment to developing and delivering customer focused services through our recruitment, COMPLIANT training and development policies for staff. 2.2.1.1 We can demonstrate our commitment to developing and delivering customer focused services through our recruitment . . . Your recruiting material, job specifications and descriptions provide information on the nature of the work with the West Yorkshire Fire and Rescue Service and emphasise working with the community. Applicants are chosen against aptitudes which value inter- personal skills and all members of staff receive training in customer care and other appropriate customer related issues on appointment. RP10 No change. Evidence Value: Fully met
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2.2.1.2 training and development policies for staff. All staff receive customer care and equalities training as part of their induction into the service. Continuous professional development ensures that training is updated. RP10 Equalities training is also provided to Members of the Authority. Evidence Value: Fully met
2.2.2 Our staff are polite and friendly to customers and have an COMPLIANT understanding of customer needs. 2.2.2.1 Our staff are polite and friendly to customers . . . Your surveys have been designed to include questions which allow you to assess your customers' views on whether they feel that staff are helpful and informative and whether they feel that they are treated sensitively, fairly and politely and almost all respondents answer positively on all questions. RP11 You present ample evidence from surveys and complaints data that customers consistently feel that your staff treat them politely. These include HFSCs, and both domestic and commercial incidents and include the initial contact and firefighters attending an incident. Comments include "helpful and reassuring", polite and friendly".
Evidence Value: Fully met 2.2.2.2 and have an understanding of customer needs. Open responses to survey questions clearly indicate that staff have a good understanding of customers' needs. RP11 Staff attending an incident or responding to a HFSC are well aware of the need to follow up on the initial call wherever necessary to minimise further calls for help, deal effectively with safety issues and protect vulnerable people. Your evidence and customers' comments clearly demonstrate that fire fighters and support staff have a well-developed understanding of the needs of different customers and the training and confidence to ensure that those needs are met. Evidence Value: Fully met
2.2.3 We prioritise customer focus at all levels of our organisation and evaluate individual and team commitment through the COMPLIANT performance management system. 2.2.3.1 We prioritise customer focus at all levels of our organisation . . . You provide good evidence of corporate initiatives which emphasise the importance placed on customer service at all levels of the organisation including training packages and internal and external awards. RP12 Training packages, including a bespoke customer service training module continue to be developed in support of your customer service policies and procedures and guide. Evidence Value: Fully met 2.2.3.2 and evaluate individual and team commitment through the performance management system. Your appraisal system is a 360 degree process which measures performance against key attributes and behaviours. You employ a system of awards and commendations for those teams and members of staff providing outstanding service and you include members of the public in your fire and rescue awards. RP12 No change. Evidence Value: Fully met
2.2.4 We can demonstrate how customer-facing staffs’ insight and experience is incorporated into internal processes, policy COMPLIANT development and service planning. 2.2.4.1 We can demonstrate how customer-facing staffs’ insight and experience is incorporated into internal processes, policy development and service planning. Staff are involved in planning services either directly as individuals or collectively through union representatives. Staff confirm attendance at watch officer meetings at station level where service improvements are discussed and examples were provided.
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A formal suggestion scheme with financial rewards for staff was confirmed. Staff provided many examples which have been supported by managers and adopted by the Service. Examples include the Young Firefighters initiative and partnership working with and on behalf of older people. A summary of all staff suggestions in receipt of an award together with a comparison with the previous years and how they were actioned is presented to Authority Members. RP10 No change. Members of staff continue to be encouraged to contribute to the development of policy and service planning. Staff confirm their involvement and provided examples. Evidence Value: Fully met
2.2.5 We value the contribution our staff make to delivering customer COMPLIANCE focused services, and leaders, managers and staff demonstrate PLUS these behaviours.
2.2.5.1 We value the contribution our staff make to delivering customer focused services . . . Managers are encouraged to recognise contributions to customer service and service improvements by members of staff and formal awards and recognition events provide the opportunity to do so. Your staff magazine Burning Issues, July/August 2009 details the shortlist for your Fire and Rescue Service Awards 2009 covering outstanding operational and non-operational contributions as well as charity fundraising. RP11 You present good evidence that the contribution made by all members of staff towards delivering excellent customer service is valued by chief officers and managers. You have put in place a culture of staff recognition supported by policies designed to keep this issue at the forefront of managers' minds. You include evidence covering all those who contribute to the Service's success including catering contractor's staff (Healthy Eating), support staff (MBE for the Toy Appeal) and uniformed staff (Young Firefighters Scheme). Compliance Plus is well justified. RP12 Burning Issues continues to celebrate the contributions of staff towards excellent customer service and this year's Spirit of Fire Awards and the Service's support for the World Firefighter Games are two examples amongst many. Evidence Value: Fully met 2.2.5.2 and leaders, managers and staff demonstrate these behaviours. Awards, recognition events and media publicity are used to showcase the achievements of members of staff. RP11 Charitable causes are a feature of the Service's community commitments and you encourage, promote and publicise both local and Service initiatives. The Toy Appeal is an annual event managed by the recipient of the MBE for her work and well supported by all staff as the photographic evidence, press cuttings and media coverage demonstrate. RP12 Managers and supervisors continue to recognise good customer service and are fully involved in charitable work. Evidence Value: Fully met
3 INFORMATION AND ACCESS
3.1 RANGE OF INFORMATION
3.1.1 We make information about the full range of services we provide available to our customers and potential customers, including COMPLIANT how and when people can contact us, how our services are run and who is in charge. 3.1.1.1 We make information about the full range of services we provide available to our customers and potential customers . . .
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Information about your services is available in a wide range of publications and on your new web site. Open days and publicity campaigns have been successful as the take-up of fire safety checks has demonstrated. RP10 You continue to explore alternative ways of publicising your services to the widest audience. Evidence Value: Fully met 3.1.1.2 including how and when people can contact us . . . You provide a 24 hour service and full contact information is readily available in various formats, media and languages. RP10 No change. Evidence Value: Fully met 3.1.1.3 how our services are run and who is in charge. Information about the Service and those held accountable for service delivery is available in general publications, on a display at Headquarters, at station level and on your web site. Performance Boards at all fire stations identify key members of staff. Photo-displays of elected members and key personnel are also available in reception areas in non-operational premises. RP10 No change. Evidence Value: Fully met
3.1.2 Where there is a charge for services, we tell our customers how COMPLIANT much they will have to pay. 3.1.2.1 Where there is a charge for services, we tell our customers how much they will have to pay. Special Services charges are applied on a cost recovery basis in line with national guidelines. Your Corporate Plan provides information about the cost of the Service and this information is now readily available on your web site. RP11 No change. Full details of charges and how to pay continue to be made available and you provided good evidence of how quickly information on charges is updated.
Evidence Value: Fully met
3.2 QUALITY OF INFORMATION
3.2.1 We provide our customers with the information they need in ways which meet their needs and preferences, using a variety of COMPLIANT appropriate channels. 3.2.1.1 We provide our customers with the information they need in ways which meet their needs and preferences . . . Customer information is well written in plain, jargon-free language and is available in various media and formats including audio tape, large print, Braille, child-friendly material and different commonly used languages. Guidance on the need for clear communications is made available to members of staff. You use focus groups to assess publicity campaigns and will shortly seek the assistance of the Shaw Trust to assess the suitability of your web site. RP10 Web site development continues with Red Bullet focus groups exploring the needs and preferences of customer groups. Evidence Value: Fully met 3.2.1.2 using a variety of appropriate channels. You employ a range of methods to make access to information and to your services easily available or to reach customers and potential customers. Your web site has been revamped to provide a cleaner look and easier navigation, you employ plasma screen displays at key information points including Leeds/Bradford Airport, Bluetooth technology to promote home fire safety checks has been successfully piloted. RP10 You use social networking sites, Twitter and YouTube and Bluetooth technology to provide alternative channels of communication aimed at the younger audience and you monitor hits to ensure that these new services continue to offer information in ways which meet your customers' needs and preferences. Evidence Value: Fully met
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3.2.2 We take reasonable steps to make sure our customers have COMPLIANCE received and understood the information we provide. PLUS
3.2.2.1 We take reasonable steps to make sure our customers have received . . . 'Hot Strike' campaigns and HFSCs ensure that customers receive and understand the information you provide and your high risk team are skilled in communicating with disadvantaged people. Requests for visits and advice from customers not taken up by the customer are pursued so that no request goes unanswered. RP11 You have increased the ways in which you ensure that customers receive the information you provide beyond the traditional methods used by most local authorities. Examples include targeting students' mobile 'phones using Bluetooth technology during Freshers' Weeks, using similar approaches to promote HFSCs at busy locations and exploiting social media via automated content management software to feed Facebook and Twitter accounts and YouTube. Analysis of customer queries generates relevant FAQs for your new website and your publication scheme provides a degree of transparency which goes beyond most similar organisations. Compliance Plus is well justified. RP12 Additional evidence includes increased use of YouTube and Google Analytics as well as QR codes (Barcoding) and quarterly auditing of website links to ensure that they remain current. N159 provides recent confirmation of good comparative performance on providing information and advice. Compliance Plus remains justified
Evidence Value: Fully met 3.2.2.2 and understood the information we provide. Evidence from your surveys confirms that customers receive and understand your information and that your information is helpful. Your web site now includes an extensive FAQs section designed to reflect customers' interests. RP11 You include good evidence that the information you provide is understood by the range of customers you serve from older people, those who are learning disadvantaged and children and young people. The Shaw Trust has audited your new website and you incorporated recommendations in the development phase and have subsequently made changes to ensure that people can understand the information you provide. Surveys provide confirmation. RP12 Your most recent post-incident survey shows that almost 90% of respondents were satisfied with the information they received and the reassurance they were given by crews. The guidance in your publication scheme coupled with a re-vamped website and a greater use of social media are designed to promote better understanding
Evidence Value: Fully met
3.2.3 We have improved the range, content and quality of verbal, published and web based information we provide to ensure it is COMPLIANT relevant and meets the needs of customers. 3.2.3.1 We have improved the range, content and quality of verbal . . . Your mobilising staff are trained in taking calls from people in distress and can offer immediate advice and reassurance to those seeking help. You use video technology and web based video clips to provide images and more interesting promotional and incident information. RP12 You continue to exploit technology to improve the range and reach of the information you provide. Google Analytics provides a snapshot of your audience from which you can gauge public interest in different incidents and issues. Evidence Value: Fully met 3.2.3.2 published . . . There is good evidence of reviewing and improving your information following customer feedback and promotional material in Polish is one recent example. Several new and revised documents and media demonstrate continuous improvements in providing Page 15 of 29
public information. RP12 N316 confirms that you have a system in place to review policies, procedures and supporting information. Evidence Value: Fully met 3.2.3.3 and web based information we provide to ensure it is relevant and meets the needs of customers. Your web site has recently been redesigned and now hosts an extensive FAQ section following analysis of page hits and customers requests for information. It also hosts video images carrying incident information and promotional material. The Shaw Trust will be carrying out an accessibility audit in due course to ensure that the site meets the needs of all customers. RP12 N001 confirms that the Shaw Trust audit of the accessibility of your website was completed in March 2012 achieving the top accreditation. Evidence value: Fully met
3.2.4 We can demonstrate that information we provide to our customers is accurate and complete, and that when this is not COMPLIANT the case we advise customers when they will receive the information they requested. 3.2.4.1 We can demonstrate that information we provide to our customers is accurate and complete . . . You are undergoing a systematic audit of your web site to ensure that the information provided is current, relevant, accurate and complete. A data quality policy is in place. RP12 Your website audit is complete and a quarterly audit of website links has been introduced. Your publication scheme ensures that the information you provide continues to be accurate and complete. Evidence Value: Fully met 3.2.4.2 and that when this is not the case we advise customers when they will receive the information they requested. FOI requests and responses to complaints are dealt with within the target time scales. Other requests are processed speedily and customers are kept informed if delays are anticipated. RP12 Most requests for information can be handled quickly and this is particularly so in the case of FOI requests all of which can be resolved well within the statutory time scale. Systems are in place to ensure that requests for service are logged and dealt with speedily and partners confirm that this is the case. Evidence Value: Fully met
3.3 ACCESS
3.3.1 We make our services easily accessible to all customers through COMPLIANT provision of a range of alternative channels. 3.3.1.1 We make our services easily accessible to all customers through provision of a range of alternative channels. Information is available in various media and formats including audio-tape, Braille, large print, text only web pages and commonly used languages. Many members of staff speak other commonly used languages and translation and interpretation facilities are available. Your web site complies with the latest Web Content Accessibility Guidelines. RP10 New media is used to target specific messages and the use of Bluetooth to offer safety advice and promote home fire safety checks has proved popular and cost effective. Twitter and YouTube keep customers updated on incidents and news items and you continue to develop existing means of communications to ensure that West Yorkshire Fire and Rescue Service continues to make its services accessible to all customer groups. Evidence Value: Fully met
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3.3.2 We evaluate how customers interact with the organisation COMPLIANCE through access channels and we use this information to identify PLUS possible service improvements, and offer better choices.
3.3.2.1 We evaluate how customers interact with the organisation through access channels . . . You present some good evidence that you evaluate how customers interact with your organisation through the use of different channels and your Bluetooth and Youtube initiatives are interesting examples as is the inclusion of FAQs on your web site. RP10 You present convincing evidence that you continue to monitor how your customers interact with West Yorkshire Fire and Rescue Service and in particular those channels of access which are relatively new. Analysis of YouTube hits, for example identifies what items interest your customers and web site analysis has identified that many users are your own members of staff looking for specific information. RP11 You present a wealth of evidence to demonstrate how you evaluate how your customers prefer to contact or engage with you. Google Analytics, YouTube and other technology allows you to know how and from where enquiries emanate as well providing other information which can be used to develop and refine access channels. Compliance Plus is justified. RP12 You mentioned 'Test it Tuesday’ and ‘Fire Facts Friday’ as the latest initiatives in this area. Compliance Plus continues to be justified. Evidence Value: Fully met 3.3.2.2 and we use this information to identify possible service improvements . . . The evidence on the use of your web site to request services and generally interact with the Service is patchy and there is little evidence in other areas, requests for home fire safety checks for example, that your evaluations result in potential service improvements. Neither is there sound evidence of changes in channel usage over time which might generate service improvements. More evidence is therefore required to help ensure full compliance. RP10 Customer contact with the Service continues to be telephone led with increasing use of email and electronic requests for service, particularly home fire safety checks. You respond to these changes by tailoring information to suit different media and audiences and your recent safety campaigns targeting young adults are good examples. Staff explained that the increasing use of the web site by staff may have an impact on how you use your intranet. You plan to go live with a re-vamped web site in November. RP11 Your new website was launched in February 2011 after careful testing with different groups of users. You use technology to identify and analyse customers' interests and use that information to make improvements and exploit different channels. YouTube is a good example and a recent incident topped the YouTube charts. You also use new social media to target younger people and specific groups such as new students to promote personal safety messages. RP12 No change. Evidence Value: Fully Met 3.3.2.3 and offer better choices. You provide good evidence that you record your activities to promote fire and road safety through campaigns and promotional initiatives and that your work is popular and well received. There is insufficient evidence that you use that information to improve choices of the services on offer and no evidence that the information is used to improve choices about how your customers interact with you. Additional evidence is therefore required to help ensure full compliance. RP10 You have expanded choice of access channels by the introduction of Twitter to feed your news audience, Bluetooth to provide cost-effective ways of targeting specific audiences at key locations and in the vicinity of hot strikes and YouTube for news and general interest. RP11 No change. You continue to exploit new technology to offer increased choice to your customers.
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RP12 You now use Facebook and Twitter to provide additional choices. Evidence Value: Fully met
3.3.3 We ensure that where customers can visit our premises in COMPLIANT person facilities are as clean and comfortable as possible. 3.3.3.1 We ensure that where customers can visit our premises in person facilities are as clean and comfortable as possible. Workplace policies, procedures and cleaning contracts ensure that premises to which customers have access including community rooms in fire stations and Safety Central are safe and clean. Visits by managers are used to check working environments. RP12 You emphasise that DDA compliance and your work on equalities ensure that people with particular needs are accommodated in all your premises and particularly community rooms in fire stations and Safety Central. Evidence Value: Fully met
3.4 CO-OPERATIVE WORKING WITH OTHER PROVIDERS, PARTNERS AND COMMUNITIES. 3.4.1 We have made arrangements with other providers and partners COMPLIANCE to offer and supply co-ordinated services, and these PLUS arrangements have demonstrable benefits for our customers.
3.4.1.1 We have made arrangements with other providers and partners to offer and supply co-ordinated services . . . You maintain strategic and tactical partnerships with a range of statutory and voluntary organisations throughout West Yorkshire. Your partners confirm your involvement and welcome your expertise and energy and Compliance Plus is well justified. RP10 You include N188 as evidence of multiple and cross-cutting partnerships including initiatives involving schools, PACT meetings, community payback and 'Safety Seniors'. You also include a list of key partners who provided testimony about your degree of involvement and support. They are pleased to confirm your enthusiastic support for all your partnerships without which many organisations might struggle to continue. One recent initiative concerned a regional summer arson campaign involving all four fire and rescue services. The result was a significant decrease in arson fires and a saving across the region of over £.5m. Compliance Plus continues to be justified. RP11 You continue to develop your partnership approach and the Easier Access initiative at Morley help you refine your work with disabled groups. Compliance Plus continues to be justified. RP12 A wealth of self-explanatory new evidence, confirmed by partners in support of your Compliance Plus which continues to be justified. Evidence Value: Fully met 3.4.1.2 and these arrangements have demonstrable benefits for our customers. Your partnership arrangements have made a significant impact on meeting performance targets of direct benefit to customers and particularly vulnerable customers and those living in disadvantaged areas. Bradford City Council's Beacon Scheme application is a good example. RP10 The benefits to your customers and the wider community of your partnership arrangements are many and include working with the Youth Offending Service on the delivery of reparation activity covering the consequences of car crime and arson, the results of which have included a significant decrease in re-offending, Operation Champion targeting areas to assist residents in cleaning up their neighbourhoods, HFSC signposting to Carephone services, the safety rangers education programme and the Fire Emergency Support Service provided by the Red Cross. RP11 You provide evidence of recent examples of the benefits including savings from your partnership approach in N188f and N188j leading to a recent national award.
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RP12 Your partners readily confirm the benefits your enthusiasm and resources bring to their partnerships and the Leeds ASB Team, the MAGIC project co-ordinator and ENEH Leeds Housing ALMO are examples who welcome your support.
Evidence Value: Fully met
3.4.2 We have developed co-ordinated working arrangements with our COMPLIANCE partners that ensure customers have clear lines of PLUS accountability for quality of service.
3.4.2.1 We have developed co-ordinated working arrangements with our partners that ensure customers have clear lines of accountability for quality of service. Strategic partnerships, local forums and other joint working arrangements have effective working arrangements for accountability and for sharing information between and consultation with partners. Partners are complimentary about your involvement and the quality of your contributions. RP11 Your Partnership Policy sets out clear guidance for all members of staff on partnership working and was reviewed and updated in March 2011. It is supported by a Partnership Register available to all through WY Firespace, the internal website and provides links to each agreement and all the details necessary to fully understand the boundaries of the partnership agreement. This approach and the quality of work underpinning it goes well beyond the requirements of this Element and is worthy of Compliance Plus. RP12 Recent flooding events have stimulated an increase in multi-agency training exercises and a national event, 'Watermark' is detailed in N320 alongside Exercise Winter Palace based on a simulated building collapse at a local college involving other fire services. Compliance Plus continues to be justified. Evidence Value: Fully met
3.4.3 We interact within wider communities and we can demonstrate COMPLIANCE the ways in which we support those communities. PLUS
3.4.3.1 We interact within wider communities and we can demonstrate the ways in which we support those communities. You present convincing evidence that your community initiatives have been responsible for reducing fire deaths and injuries in West Yorkshire over several years. You present evidence of the range of community groups which regularly use your community rooms free of charge in return for fire safety presentations. Your community work represents a substantial and sustained commitment to the people of West Yorkshire and justifies Compliance Plus. RP10 You provide a wealth of evidence that you continue to interact with and support the communities of West Yorkshire. As well as your statutory responsibilities, you provide encouragement and expertise to a range of voluntary sector organisations representing a variety of customer groups. A DVD made in co-operation with and featuring adults with learning disabilities was demonstrated. You also continue to encourage charitable activity and events raising £10,000 for local charities at your annual gala. Compliance Plus is well deserved. RP11 The evidence shown above and described elsewhere in this report continues to justify Compliance Plus. RP12 Again, additional self-evident examples of community interaction backed by substantial evidence including an intranet database of charitable work with links to the charities themselves justify Compliance Plus. Evidence Value: Fully met
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4 DELIVERY
4.1 DELIVERY STANDARDS
4.1.1 We have challenging standards for our main services, which take account of our responsibility for delivering national and COMPLIANT statutory standards and targets. 4.1.1.1 We have challenging standards for our main services . . . Your Corporate Plan 2008/2011 and other performance management information set out precise, measurable and challenging standards and targets for all your main areas of service. RP10 You include your out-turn for 2009/2010 which also shows standards and challenging targets set up to 2011/2012. New environmental targets have also been added.
Evidence Value: Fully met 4.1.1.2 which take account of our responsibility for delivering national and statutory standards and targets. National Indicator standards and targets are included. RP10 No change. Evidence Value: Fully met
4.1.2 We monitor and meet our standards, key departmental and performance targets, and we tell our customers about our COMPLIANT performance. 4.1.2.1 We monitor and meet our standards, key departmental and performance targets . . . You present good evidence to demonstrate that you monitor your performance against your standards and targets on a monthly basis and report the results to chief officers monthly and three times each year to elected members at meetings of the full authority. RP11 You provide evidence demonstrating that you continue to monitor your performance against key standards and targets and that you meet and often exceed most of them.
Evidence Value: Fully met 4.1.2.2 and we tell our customers about our performance. You use your Corporate Plan and other publications as well as your web site to inform customers about your performance against your standards and targets. Performance information is available on performance boards in your fire stations and some good examples of informative performance boards were seen including a display in one of your Community Rooms with performance information tailored to what might interest local groups. RP11 No change. Performance information continues to be made available to customers, partners and the wider Service through reports and press releases, meetings and your revamped website. Evidence Value: Fully met
4.1.3 We consult and involve customers, citizens, partners and staff COMPLIANT on the setting, reviewing and raising of our local standards. 4.1.3.1 We consult and involve customers, citizens, partners and staff on the setting, reviewing and raising of our local standards. Standards and targets continue to be set at national level, by agreement with local strategic partners under LAAs and locally by elected members and tailored to meet local community needs and expectations. A strategic approach is adopted with targets set over a five year period and all main service areas are adequately covered. Your consultation on the annual IRMP Action Plan is one example of how carefully you deal with the local sensitivities involved.
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RP12 You provide additional evidence of a major consultation on a potential reorganisation of fire cover involving closing, merging and providing new fire stations as well as changes to working arrangements which better meet the current and future needs of all your communities and which are operationally and financially sustainable over the longer term. Evidence Value: Fully met
4.2 ACHIEVED DELIVERY AND OUTCOMES
4.2.1 We agree with our customers at the outset what they can expect COMPLIANT from the service we provide. 4.2.1.1 We agree with our customers at the outset what they can expect from the service we provide. Elected members drawn from across West Yorkshire represent the interests of the communities they serve and standards and targets are agreed with members. Your customer care policies and procedures include a customer service guide which sets out what customers can expect from the service. RP10 You include elsewhere evidence of consulting customers and partners on a range of services including what people expect from your web site. Evidence Value: Fully met
4.2.2 We can demonstrate that we deliver the service we promised to individual customers and that outcomes are positive for the COMPLIANT majority of our customers. 4.2.2.1 We can demonstrate that we deliver the service we promised to individual customers . . . Your performance monitoring information clearly demonstrates that you meet the majority of your standards and targets. Your surveys show that you continue to deliver that range of services requested by your customers and that you meet the commitments you make to groups of customers with particular needs. Older people and vulnerable customers are examples of groups who receive additional services. RP11 No change. Your performance information clearly demonstrates that you meet your standards and targets and that customers get the service you promise and they expect. Surveys consistently show that your performance figures are underscored by a high level of service quality demonstrated by high levels of satisfaction with the interactions between customers and members of staff in both emergency and non-emergency situations. Evidence Value: Fully met 4.2.2.2 and that outcomes are positive for the majority of our customers. Your surveys show that your customers value the services you provide and that the outcomes of those services are almost all positive. Responses to home fire safety checks and high risk visits provide good examples of how grateful your customers are for your services. In other areas, for example, visits to schools, teachers are complimentary about the outcomes for their pupils and staff testified to the successes of initiatives to divert young people into positive activities and away from anti-social behaviour. RP11 No change. After the Fire Surveys and similar exercises continue to show positive responses and very complimentary comments from your customers. Evidence Value: Fully met
4.2.3 We can demonstrate that we benchmark our performance against that of similar or complementary organisations and have COMPLIANT used that information to improve our service. 4.2.3.1 We can demonstrate that we benchmark our performance against that of similar or complementary organisations . . . The evidence presented shows your Service to be a top performing fire authority on the Modernisation Agenda, very favourable comparisons in many areas including Best
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Practice Service for sickness and ill-health and community fire safety. Comparisons with the 'Best of the Rest' metropolitan fire services can be misleading but your recent external audits and assessments together with other data clearly shows a high performing service and at the forefront in many areas. N155 and N160 provide the details. RP12 Your new evidence confirms that you continue to use benchmarking to compare performance, costs and other aspects of your work and N160, N315 and N155a as well as a wealth of other data provides the evidence. N159 is particularly useful in benchmarking customers' views of your performance at domestic and non-domestic incidents against other metropolitan fire services. Evidence Value: Fully met 4.2.3.2 and have used that information to improve our service. You present your Improvement Plan for 2009 showing areas for improvement derived from various sources including Audit Commission comparisons and 'horizon scanning'. Your Performance Management Report now includes comparisons of performance with other fire services. Measuring your performance against comparators is one way in which you judge your own services and strive towards improvements. RP12 Your five-year Service Plan is based in part on comparisons with similar metropolitan services and on your ambition to continue to improve your performance on your four key priorities. Evidence Value: Fully met
4.2.4 We have developed and learned from best practice identified within and outside our organisation, and we publish our COMPLIANT examples externally where appropriate. 4.2.4.1 We have developed and learned from best practice identified within . . . You provide a wealth of evidence that initiatives developed within the service are evaluated and if proved successful are rolled out to other parts of West Yorkshire and your Young Firefighters Scheme is a good example. Your suggestion scheme has provided many examples of initiatives suggested by staffs which are now routinely implemented elsewhere. RP12 You include N07a to demonstrate that members of staff regularly make suggestions for better equipment and for money-saving ideas. A recent example is the suggestion by a member of staff to make ropes used in night time flooding emergencies more visible to crews and flood victims by incorporating a luminous thread. Others include making toner cartridges last longer with a substantial saving on ink and improvements to the layout of vehicles to improve storage. Evidence Value: Fully met 4.2.4.2 and outside our organisation . . . You present good evidence of working with other fire services to identify and promulgate good practice and your work with Tyne and Wear on risk management and business continuity is a good example. You are also part of a small pool of services looking at and sharing expertise about the use of applications to integrate different types of data to help resource planning. RP12 Other examples from N07a include many where your staff have seen potential improvements made by other fire services and have suggested similar developments. N095 is a method of fire services seeking information about potential ideas from each other and the close call duty system is one example now introduced. Evidence Value: Fully met 4.2.4.3 and we publish our examples externally where appropriate. Professional publications and events as well as Audit Commission reports provide ways in which you tell other services about your initiatives and Fire magazine has carried articles about West Yorkshire Fire. You also host regular visits from other services and your response to the flooding emergencies in recent years has been seen as best practice nationally. RP12 You provide good evidence of publishing developments which may be of interest to other services and particularly where they have been judged as 'Best Practice' by outside bodies. Risk management arrangements and information governance and management are examples. Evidence Value: Fully met Page 22 of 29
4.3 DEAL EFFECTIVELY WITH PROBLEMS
4.3.1 We identify any dips in performance against our standards and explain these to customers, together with action we are taking to COMPLIANT put things right and prevent further recurrence. 4.3.1.1 We identify any dips in performance against our standards . . . Performance is monitored centrally down to station level and collated for the Service as a whole. Quarterly station audits are conducted by senior staff. A robust performance management system continues to identify areas of under-performance at local and corporate level. RP10 Your performance management system readily identifies under-performance against your standards and targets. Generally speaking, you continue to meet your national indicator standards and targets and your service delivery standards and targets with only a handful of indicators within your 10% tolerance levels. N016e is your Performance Management and Activity Report 2009/2010, available on your web site providing a full summary including where targets have not been met. Performance continues to be reported to Members. Evidence Value: Fully met 4.3.1.2 and explain these to customers . . . Reports to elected members now include exception reports to highlight under- performance against your own standards and targets and against comparator services. Performance reports including explanations of under-performance are publicly available on your web site. Your current Corporate Plan 2008/2011 shows historical performance against your standards and targets, 'Best of the Rest' comparisons and targets for the current year and succeeding years to 2010/2011. RP10 N016e identifies performance against your targets using the traffic light system and provides explanations for under-performance. Evidence Value: Fully met 4.3.1.3 together with action we are taking to put things right and prevent further recurrence. The Corporate Plan includes explanations of instances where the service provided has not been up to standard and details of the action taken to prevent or minimise the chance of recurrences. Performance management reports provide details of remedial action to address current under-performance. RP10 N016e includes explanations of remedial action being taken to address performance issues. This is supplemented by evidence of the actions you take for specific issues such as the increase in incidents around Bonfire Night. Evidence Value: Fully met
4.3.2 We have an easy to use complaints procedure, which includes a commitment to deal with problems fully and solve them COMPLIANT wherever possible within a reasonable time limit. 4.3.2.1 We have an easy to use complaints procedure . . . Your corporate complaints procedure is well written and easy to use. It includes compliments as well as complaints and is well publicised in your Customer Service Guide and other documents and is available at stations and on the web site. RP11 No change. The procedure was reviewed in September 2011. Evidence Value: Fully met 4.3.2.2 which includes a commitment to deal with problems fully . . . You provide a commitment to rectify problems at the point of delivery or via the formal procedure until a resolution is reached. RP11 No change. Remedial action is taken where analysis shows an increase in certain categories of complaint and staff attitude is one recent example. You provide evidence to show that the advice to staff included in your customer service guide was reinforced and a monitoring process put in place. Evidence Value: Fully met
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4.3.2.3 and solve them wherever possible within a reasonable time limit. Time limits for initial responses and full replies are included in the procedure. RP11 You attract about 50 complaints annually all dealt with within your published time scales. Evidence Value: Fully met
4.3.3 We give staff training and guidance to handle complaints and to investigate them objectively, and we can demonstrate that we COMPLIANT empower staff to put things right. 4.3.3.1 We give staff training and guidance to handle complaints . . . Guidance is available to all staff via the intranet and team leaders and managers are provided with further training in complaints handling. Staff confirm that they are well aware of the policies and procedures to follow. RP12 As well as training in complaints and for supervisors and manager, how to handle them, N321 demonstrates an intranet page providing details of the complaints policy together with guidance on how they should be dealt with, standard response letters together with data on complaints and the results of annual surveys of complainants. Evidence Value: Fully met 4.3.3.2 and to investigate them objectively . . . Complaints are taken seriously and investigated objectively and fairly by managers trained to deal with customer dissatisfaction. RP12 No change. Evidence Value: Fully met 4.3.3.3 and we can demonstrate that we empower staff to put things right. Staff are encouraged to resolve problems at the point of service delivery and feel confident in doing so. RP12 No change. Evidence Value: Fully met
4.3.4 We learn from any mistakes we make by identifying patterns in formal and informal complaints and comments from customers COMPLIANT and use this information to improve services and publicise action taken. 4.3.4.1 We learn from any mistakes we make by identifying patterns in formal . . . Complaints and compliments are recorded on a data base, analysed by type and reported annually to elected members. Your Corporate Plan shows the data for complaints and compliments for eight years with a decreasing trend for complaints against an increasing number of compliments. RP10 You provide annual complaints and compliments data from 2001 together with how you categorise them by type for 2009 and the first six months of 2010. The trend clearly indicates sustained reductions in complaints year-on-year against increasing numbers of compliments. You include a report to Members for June 2010 as evidence.
Evidence Value: Fully met 4.3.4.2 and informal complaints and comments from customers . . . Complaints resolved informally are included in the data. RP10 No change. Evidence Value: Fully met 4.3.4.3 and use this information to improve services and publicise action taken. Data for complaints and compliments is published in the Corporate Plan and shows that over time, compliments have increased and complaints have decreased. You provide evidence that details of remedial action are published in your Corporate Plan and in committee papers which are publicly available and accessible on your web site. RP10 Your web site includes the action taken following complaints and a report to Members dated March 2010 is an example. You also include similar information in your updated Corporate Plan 2008/2011. Evidence Value: Fully met
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4.3.5 We regularly review and improve our complaints procedure, taking account of the views of customers, complainants and COMPLIANT staff. 4.3.5.1 We regularly review and improve our complaints procedure . . . The complaints procedure is regularly reviewed and updated. Recent improvements include the use of a telephone answering machine, assistance with making complaints, a female point of contact and inclusion on your web site. RP11 Your complaints procedure was last reviewed in September 2011 in line with your commitment to review all your corporate policies regularly. You confirm that you conduct an annual audit of all complaints and check them against station records to ensure that the recording and complaints handling procedures are working correctly.
Evidence Value: Fully met 4.3.5.2 taking account of the views of customers, complainants and staff. A questionnaire survey seeking the views of complainants about their experience of the complaints procedure produced positive responses. The views of customers and staff have been taken into account and the improvements made reflect their concerns. RP11 In early 2011, you surveyed complainants about your procedure and whilst the response rate was not high, the results confirmed that the overwhelming majority of complainants felt that they had been dealt with politely by members of staff who were friendly and helpful and the majority were satisfied with the way in which their complaint had been handled. The evidence is available on your website. Evidence Value: Fully met
4.3.6 We ensure that the outcome of the complaint process for COMPLIANT customers (whose complaint is upheld) is satisfactory for them. 4.3.6.1 We ensure that the outcome of the complaint process for customers (whose complaint is upheld) is satisfactory for them. The evidence presented clearly shows that complaints are fully and fairly investigated with a high proportion being upheld. At the conclusion of a complaint, customers are surveyed about how they felt the matter had been dealt with. Reports suggest that of the sample seen, all complainants confirmed that the matter had been resolved to their satisfaction. RP12 You undertake an annual survey of complaints and although the response rate is disappointing, responses generally are positive. Importantly, many potential complainants become staunch supporters because of the positive way in which they are dealt with and N071a provides several examples. Evidence Value: Fully met
5 TIMELINESS AND QUALITY OF SERVICE
5.1 STANDARDS FOR TIMELINESS AND QUALITY
5.1.1 We set appropriate and measurable standards for the timeliness of response for all forms of customer contact including phone COMPLIANT calls, letters, e-communications and personal callers. 5.1.1.1 We set appropriate and measurable standards for the timeliness of response for all forms of customer contact including phone calls, letters, e-communications and personal callers. Your call handling protocol, customer care policy and customer service guide set standards for answering calls and responding to letters and emails as well as personal callers. RP10 No change. Evidence Value: Fully met
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5.1.2 We set comprehensive standards for all aspects of the quality of customer service to be expected in all dealings with our COMPLIANT organisation. 5.1.2.1 We set comprehensive standards for all aspects of the quality of customer service to be expected in all dealings with our organisation. Qualitative standards and targets are included in your customer care policies and guidelines. RP10 No change. Evidence Value: Fully met
5.2 TIMELY OUTCOMES 5.2.1 We advise our customers and potential customers about our COMPLIANT promises on timeliness and quality of customer service. 5.2.1.1 We advise our customers and potential customers about our promises on timeliness and quality of customer service. Your standards and targets are published in the Corporate Plan and some targets appear in a variety of public documents and on your web site. You have a customer service guide which contains your main standards and targets and which is widely distributed and available on your web site. RP11 Your Service Plan 2011-2015 which includes your performance standards and targets was the subject of consultation with customers before being adopted by the Authority. You also continue to publish an informal Customer Service Guide detailing your commitments towards timeliness and quality of service. The guide is readily available at all stations and in all public buildings and is reproduced on your website.
Evidence Value: Fully met
5.2.2 We identify individual customer needs at the first point of contact with us and ensure that an appropriate person who can COMPLIANT address the reason for contact deals with the customer. 5.2.2.1 We identify individual customer needs at the first point of contact with us . . . Your policies and procedures ensure that individual customer needs are identified at the first point of contact whether by MACC responding to calls about an emergency or incident or more generally through requests for advice and help. You use protocols and checklists to help staff to ask appropriate questions so that needs can be fully assessed. MACC also has access to language line to help in translations and interpretations. RP12 No change. Your response to emergency calls and requests for service are well handled and forwarded on within the Service or to partners appropriately. Evidence Value: Fully met 5.2.2.2 and ensure that an appropriate person who can address the reason for contact deals with the customer. Emergency responses are pre-planned and MACC mobilises resources accordingly. For more general matters such as home fire safety checks, response crews carry out checks themselves and provide appropriate advice and equipment depending on need. For more difficult cases, a high risk team is available and procedures are in place to ensure that customers are referred onwards to other agencies where appropriate. RP12 No change. Evidence Value: Fully met
5.2.3 We promptly share customer information with colleagues and partners within our organisation whenever appropriate and can COMPLIANT demonstrate how this has reduced unnecessary contact for customers. 5.2.3.1 We promptly share customer information with colleagues and partners within our organisation whenever appropriate . . . All incidents and more general requests for service are logged on databases and
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available to staff. Information sharing protocols govern the exchange of information between the Service and your partners and referral schemes both from and to the Service are well used to seek services for customers from other agencies. RP12 Your partnership arrangements are governed by a policy, are well thought out and well managed under partnership agreements. Your work on information governance will provide additional reassurance to partners that their information is handled properly and sensitively. Evidence Value: Fully met 5.2.3.2 and can demonstrate how this has reduced unnecessary contact for customers. You take opportunities to offer additional services once a customer has made contact and home fire safety checks are a good example of a service promoted in post-incident surveys and on your web site. Your Bluetooth initiative proved to be a cost-effective way of delivering safety messages to hard to reach customers such as students who might not otherwise have contacted you or been aware of your campaigns. RP12 Your High Risk Procedure ensures a co-ordinated response from within your Service as well as referral to other key agencies to the benefit of the most vulnerable people.
Evidence Value: Fully met
5.2.4 Where service is not completed at the first point of contact we discuss with the customer the next steps and indicate the likely COMPLIANT overall time to achieve outcomes. 5.2.4.1 Where service is not completed at the first point of contact we discuss with the customer the next steps . . . Services are normally delivered on request and completed at the time of asking. Follow-up arrangements are in place where a service has not been delivered or completed and staff explained how they called back at premises where no response had been received. Arrangements are also in place to refer vulnerable customers to your high risk team or other agencies. FOI requests and other requests for information are dealt with in accordance with the target time scales. RP12 No change. FOI requests continue to be dealt with quickly and well within the target time scales generating numerous compliments. Evidence Value: Fully met 5.2.4.2 and indicate the likely overall time to achieve outcomes. Requests for service not dealt with at the time are logged and responded to within reasonable time scales. Home fire safety checks would usually be completed within a week but would continue to be followed-up until complete or you were satisfied that a service was no longer required. RP12 Your most recent follow-up HFSC survey shows that 75% are dealt with within a week with only 2% having to wait more than 5 weeks, usually because of the non-availability of the person requesting the visit. Evidence Value: Fully met
5.2.5 We respond to initial enquiries promptly, if there is a delay we COMPLIANCE advise the customer and take action to rectify the problem. PLUS
5.2.5.1 We respond to initial enquiries promptly . . . Your customer care policy and customer service guide set standards for answering calls and dealing with letters and emails and target times are generally met. Operational responses were met on almost all occasions and surveys show prompt response to enquiries. RP11 Dealing with requests and enquiries is given a high priority and promptness, accuracy and transparency are key features of all your procedures. Standards and targets for service calls are met and more often than not exceeded. For other enquiries such as FOI requests or complaints, target timescales are tight but always met, often the same
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day. You provide evidence of your processes to ensure that delays do not occur. Customer comments from the FOI log testify to the speed and comprehensive nature of responses including compliments from professionals and very favourable comparisons with other public bodies. Compliance Plus is justified. RP12 No change. Performance data continues to confirm that Compliance Plus remains justified. Evidence Value: Fully met 5.2.5.2 if there is a delay we advise the customer and take action to rectify the problem. You provide good evidence to confirm that customers are kept informed of progress wherever a request remains outstanding. RP11 Your procedures include guidance on how to handle enquiries which cannot be satisfied promptly. RP12 Your target time of 60 seconds for mobilising a response following receipt of a BT emergency call was narrowly missed in 2011/2012. The target is under review because MACC staff are now seeking more details of an incident so as to mobilise an appropriate response rather than a speedy response. Evidence Value: Fully met
5.3 ACHIEVED TIMELY DELIVERY 5.3.1 We monitor our performance against standards for timeliness and quality of customer service and we take action if problems COMPLIANT are identified.
5.3.1.1 We monitor our performance against standards for timeliness . . . Performance management and monitoring arrangements provide a comprehensive and co-ordinated set of policies and procedures clearly setting out how performance is to be monitored. You have telephone and correspondence answering protocols and monitor how quickly calls are answered at your main switchboard. Staff demonstrated how correspondence was tracked electronically to ensure that time scales for answering are met. Surveys are used to check how customers feel about the response they received and the results confirm speedy responses to incidents and more general requests for service. RP10 You present good recent evidence that you continue to monitor your performance against your standards and targets for timeliness and attendance at incidents and responses to complaints and FOI requests are examples.
Evidence Value: Fully met 5.3.1.2 and quality of customer service . . . You use surveys to monitor quality of service over a range of services you provide including after the fire/flood incidents for both domestic and commercial premises, enforcement, home fire safety checks and school visits. RP10 Quality of service questionnaires continue to demonstrate high levels of customer satisfaction with service quality and quality standards and targets generally met and more often exceeded. Your report to the Audit Committee in September 2010 included the annualised results of your quality of service survey.
Evidence Value: Fully met 5.3.1.3 and we take action if problems are identified. You provide good evidence that you take action when problems become apparent and fire crews failing to provide advice or hand out leaflets is one example where crews were reminded of their responsibilities. RP10 Recent examples include the monitoring of returned calls to the switchboard and examinations of lunchtime cover and reminding crews to provide more fire safety advice at the scene. Evidence Value: Fully met
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5.3.2 We are meeting our current standards for timeliness and quality of customer service and we publicise our performance against COMPLIANT these standards. 5.3.2.1 We are meeting our current standards for timeliness . . . You provide good evidence to show that you meet your targets for timeliness and quality of service including Freedom of Information requests. N159 QOS and Complaints Survey as well as other documents provide the evidence. RP11 Performance management reports and other evidence demonstrate that you continue to meet your standards and targets for timeliness. Evidence Value: Fully met 5.3.2.2 and quality of customer service . . . You use surveys and complaints data to check quality of service. Complaints are decreasing over the medium term and compliments are on the increase. Surveys of quality show high levels of service delivery and that the majority of your customers are very satisfied with the overall quality of your service. RP11 Performance management reports and other evidence demonstrate that you continue to meet your standards and targets for service quality. Evidence Value: Fully met 5.3.2.3 and we publicise our performance against these standards. You publish details of surveys in various documents and on your web site. At fire stations, performance boards are displayed showing how the Service is performing against standards and targets for timeliness and quality. RP11 No change. You continue to publish and make available details of your performance against your standards and targets through all the normal channels including new media. Evidence Value: Fully met
5.3.3 Our performance in relation to timeliness and quality of service COMPLIANT compares well with that of similar organisations. 5.3.3.1 Our performance in relation to timeliness . . . The evidence presented shows West Yorkshire Fire and Rescue Service to be a top performing service with very favourable comparisons in many areas including Best Practice in a number of areas including community fire safety. Comparisons with the 'Best of the Rest' metropolitan fire services and your recent external audits and assessments together with other data clearly show a high performing service and at the forefront in many areas. RP12 You provide your 2011/2012 performance out-turn to demonstrate that you continue to compare very well against similar metropolitan fire services on both timeliness and quality. Of the 16 key performance indicators and measured against the seven other metropolitan services, West Yorkshire Fire and Rescue Service is ranked 6th in one, 5th in two, 4th in one and in the remaining 12 indicators are ranked first, second or third. Evidence Value: Fully met 5.3.3.2 and quality of service compares well with that of similar organisations. Your surveys provide convincing evidence that your customers rate your quality of service highly and where comparisons can be made, your overall performance on quality of service compares well with other metropolitan services. RP12 No change. See above comments. Evidence Value: Fully met
Page 29 of 29 ITEM NO
21 DECEMBER WYFRA FULL AUTHORITY 2012 14
REPORT OF: DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO PROVIDE MEMBERS WITH THE RESPONSE TO CLG ON THE GUIDANCE ON STATEMENTS OF ASSURANCE FOR FIRE AND RESCUE AUTHORITIES IN ENGLAND AND THE PROTOCOL ON GOVERNMENT INTERVENTION ACTION ON FIRE AND RESCUE AUTHORITIES IN ENGLAND
RECOMMENDATION: THAT MEMBERS NOTE THE CONSULTATION RESPONSE
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: NONE
CONTACT OFFICER: ALISON DAVEY CORPORATE SERVICES MANAGER [email protected]
BACKGROUND PAPERS: NONE
SUMMARY:
This report provides Members with the response submitted to CLG in November 2012 on the Guidance on statements of assurance for fire and rescue authorities in England and the Protocol on government intervention action on fire and rescue authorities in England.
1. BACKGROUND
1.1 The Guidance on statements of assurance for fire and rescue authorities in England and the Protocol on government intervention action on fire and rescue authorities in England consultation documents were received by West Yorkshire Fire and Rescue Service on 21 September 2012.
1.2 The response to the consultation was to be returned to CLG by 15 November 2012.
2 INFORMATION
2.1 Officers have reviewed the consultation documents and responses have been collated and incorporated within the attached response. Due to the consultation period ending prior to the Full Authority meeting, lead Members have been consulted on the responses prior to submission to CLG.
3 FINANCIAL IMPLICATIONS
3.1 There are no financial implications associated with this report.
4 EQUALITY AND DIVERSITY IMPLICATIONS
4.1 There are no equality and diversity implications associated with this report.
5 HEALTH AND SAFETY IMPLICATIONS
5.1 There are no health and safety implications associated with this report.
6 SERVICE PLAN LINKS
6.1 This report links to all of the Service Plan 2011-2015 strategic priorities.
7 RECOMMENDATION
7.1 That Members note the consultation response.
Guidance on statements of assurance for fire and rescue authorities in England
Consultation
September 2012 Department for Communities and Local Government
© Crown copyright, 2012
Copyright in the typographical arrangement rests with the Crown.
You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit http://www.nationalarchives.gov.uk/doc/open-government-licence/ or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or e-mail: [email protected].
This document/publication is also available on our website at www.communities.gov.uk
Any enquiries regarding this document/publication should be sent to us at:
Department for Communities and Local Government Eland House Bressenden Place London SW1E 5DU Telephone: 030 3444 0000
September 2012
ISBN: 978-1-4098- 3630- 8 Contents
Ministerial foreword...... 4
Consultation questions...... 5
Introduction ...... 6
Context ...... 6
Assessment and ownership ...... 7
Content of the annual statement of assurance Financial ...... 7 Governance ...... 8 Operational ...... 10 Framework requirements ...... 12
3 Ministerial foreword
The Coalition Government is committed to unburdening local government: eliminating top-down bureaucracy, reducing needless red tape, and increasing local flexibility. We want to enable local government to get on with its job of providing services to communities.
For fire and rescue authorities, this ethos is demonstrated by the revised Fire and Rescue National Framework for England, published in July 2012, and in the provisions of the Localism Act 2011, which helps to free fire and rescue authorities from Whitehall control, allowing them to run their services as they see fit.
But with this freedom and flexibility comes the need for responsibility, accountability and transparency. It is no longer sufficient to provide an exemplar service. Increasingly, communities have the right to know how their services are being provided.
It is against this background that the Fire and Rescue National Framework for England set out a requirement for fire and rescue authorities to publish statements of assurance. This will provide appropriate assurance to communities and Government on a range of matters – financial, governance, operational – and demonstrating how authorities have met their Framework commitments.
The guidance on statements of assurance indicates what should be incorporated within authorities’ assurance statements, although they will have flexibility over format and presentation in order to best suit their own individual circumstances.
The Government is committed to giving fire and rescue authorities the power to deliver services in a way that best meets their communities’ needs. The Government is pleased with the progress on this to date and looks forward to new ways of working and further innovation in the sector.
I look forward to receiving comments to this consultation and working with fire and rescue authorities and other organisations to help make our communities even more informed and safer.
Brandon Lewis MP Minister for the Fire and Rescue Service
4 Consultation questions
Consultees are invited to respond to the following questions:
Question 1 Does the draft guidance set out sufficiently clearly what is expected of fire and rescue authorities to complete their statements of assurance?
Question 2 If not how could it be improved?
Question 3 Specifically, what would you change and what would you add?
Responses are required by 15 November 2012 and should be sent to: [email protected]
5 Introduction
1. The Fire and Rescue National Framework for England (the Framework) sets out the requirement for all fire and rescue authorities to provide annual assurance on financial, governance and operational matters and to show how they have due regard to the requirements included in the Framework and the expectations set out in authorities’ own integrated risk management plans. To demonstrate this, the Framework requires that each authority must publish an annual statement of assurance.
2. This document provides guidance on the content of these annual statements of assurance, and indicates how fire and rescue authorities’ existing assessment processes might feed into the statements. This guidance sets out the requirements for the contents of statements of assurance; fire and rescue authorities will be responsible for determining the format of their statements.
3. The Fire and Rescue Minister has indicated that statements of assurance should be seen as “a proportionate requirement for an important public service with no specific inspectorate.” However, the Minister is clear that these statements should not duplicate existing arrangements. Therefore, in producing statements of assurance, authorities may wish to consider how they can be aligned with other regular publications, perhaps providing a link to appropriate documents or other relevant material, in order to avoid duplication. Context
4. The delivery of public services is a matter of public interest, and how they perform is increasingly the subject of scrutiny. Fire and rescue authorities should be accountable for their performance to, and therefore open to evaluation by, the communities they serve. To enable this they should provide information on their performance that is accessible, robust, and fit- for-purpose; and that accurately reports on effectiveness and value for money.
5. There is already a range of matters on which fire and rescue authorities must report, for example their statement of accounts1. The statement of assurance sits alongside these requirements and is intended to be an easy-to-access document. Existing documents such as the statement of accounts, the governance statements1, or the integrated risk management plan, are comprehensive and specialised documents which may not be easy to read, or simple to navigate, to those unfamiliar with them. One of the principal aims of the statement of assurance is that it should be an accessible document which enables individuals, communities, and partners to make a valid assessment of their local fire and rescue authority’s performance.
1 Required under the Accounts and Audit (England) Regulations 2011
6
6. The statement of assurance can also be a mechanism for fire and rescue authorities to provide information to Government on specific areas of performance, as may occasionally be required under section 26 of the Fire and Rescue Services Act 2004. Where such information is to be required, fire and rescue authorities will be informed at the earliest opportunity.
7. This guidance does not set out a suggested template for the statement of assurance. It is for authorities to decide how they wish to present the information to Government, and their communities.
8. For clarity and consistency, fire and rescue authorities should aim to publish their statements of assurance annually to coincide with their other statutory and reporting requirements. Authorities should aim to publish their annual statements of assurance within three months of the publication of their statement of accounts. The first statements of assurance are due to be published in 2013, and annually thereafter. Assessment and ownership
9. In order to develop an evidence-base to inform and underpin the statements of assurance, authorities should assess their performance in the following key areas. Whilst the methodology used to undertake these assessments is a matter for the fire and rescue authority to determine, it will need to satisfy itself that the method taken is appropriate and fit-for- purpose.
10. The statement of assurance should be signed-off, in the usual way, by an elected member who can approve it on behalf of the authority. Content of the annual statement of assurance Financial
11. Fire and rescue authorities are responsible for ensuring that their business is conducted in accordance with the law and proper standards; and that public money is properly accounted for, and used economically, efficiently and effectively.2
12. It is a statutory requirement, under the Accounts and Audit (England) Regulations 2011 for authorities to publish the financial results of their activities for the year. This document (called the statement of accounts) shows the annual cost of providing the fire and rescue service.
2 It is a duty under section 3 of the Local Government Act 1999 for fire and rescue authorities to make arrangements to secure continuous improvement in the way in which their functions are exercised, having regard to a combination of economy, efficiency and effectiveness
7 13. The production and presentation of fire and rescue authority accounts is determined by the Code of Practice on Local Authority Accounting in the United Kingdom3. This specifies the principles and practices of accounting required to give a “true and fair” view of the financial position and transactions of the authority.
14. Since an authority’s financial statement is the principal means by which an authority accounts for the stewardship of public funds, this statement should be subject to a robust assessment as a means of quality assurance. Accordingly, the accounts must be certified by the authority’s chief financial officer (who must be a qualified accountant) and audited by an independent auditor. The authority has responsibility for the approval of the statement of accounts prior to publication.
15. The statement of assurance should briefly set out whatever assessment procedures are in place with regard to fire and rescue authorities’ statements of account. For example, some authorities may have in place internal control mechanisms which ensure efficient and effective management of accounts. Other authorities may have specific audit arrangements, either internally or under agreement with other authorities. Therefore, for the statements of assurance, authorities should set out what arrangements they have put in place, indicating their level of satisfaction with them and any proposals for improvements. Consideration should be given to referencing savings targets, budget planning, and value-for- money on spending.
Governance
16. Good governance structures enable an authority to demonstrate that, amongst other things, it has appropriate mechanisms for the control and management of risk. The Accounts and Audit (England) Regulations 2011 require local authorities, including fire and rescue authorities, to prepare an annual governance statement in support of the annual statement of accounts.
17. The purpose of the governance statement is to provide public assurance that authorities have a sound system of internal control, that they can demonstrate that the system is subject to a periodic review of its effectiveness and that appropriately robust corporate governance arrangements are in place which are designed to help manage and control their risks. The governance statement is an expression of what the authority has done to put in place appropriate business practice, setting high standards of conduct and sound governance.
3 Published by the Chartered Institute of Public Finance and Accountancy (CIPFA)
8 18. The Delivering Good Governance in Local Government: Framework4 states that the process for compiling the annual governance statement should be clearly set out and provided as part of supporting evidence. It sets out six key principles of good corporate governance.5 These are:
(i) Focusing on the purpose of the authority and on outcomes for the community, and creating and implementing a vision for the local area
(ii) Members and officers working together to achieve a common purpose with clearly defined functions and roles
(iii) Promoting the values of the authority and demonstrating the values of good governance through upholding high standards of conduct and behaviour
(iv) Taking informed and transparent decisions which are subject to effective scrutiny and management of risk
(v) Developing the capacity and capability of members and officers to be effective
(vi) Engaging with local people and other business partners to ensure robust public accountability
19. Some of these principles are reflected in the Framework requirements.
20. Fire and rescue authorities should keep under review the effectiveness of their governance arrangements. The statement of assurance should set out what work they have undertaken in conducting a review of the effectiveness of their governance framework, including the system of internal control.
21. Any such review should, for example, consider – but is not necessarily limited to – the following:
• the adequacy and effectiveness of any review processes put in place by the authority management
• any outcomes from a formal risk assessment and evaluation e.g. a risk register
4 The Chartered Institute of Public Finance and Accountancy / Society of Local Authority Chief Executives (CIPFA/SOLACE) framework Delivering Good Governance in Government includes best practice objectives that provide the basis for councils to develop and maintain a local code of governance which reflects its type, size, functions and nature
5 The six principles are taken from the Good Governance Standard developed by the Independent Commission on Good Governance in Public Services with support from the Office for Public Management and the Chartered Institute of Public Finance and Accountancy, in partnership with the Joseph Rowntree Foundation
9 • any self-assessments of specific service areas
• any other relevant internal audit reports
• any outcomes from reviews by other bodies including external auditors
• how the implementation of any recommendations made by such bodies are being taking forward
• the performance of any service that has been contracted out; including any areas where performance has fallen below a satisfactory standard, and any actions taken by the fire and rescue authority to rectify this
22. In drafting the statement of assurance, fire and rescue authorities should consider the principals of transparency set out in the Code of Recommended Practice for Local Authorities on Data Transparency6. The Code, which will be updated shortly, recommends that authorities adopt the following three key principles of transparency when publishing data:
• responding to public demand
• releasing data in open formats available for re-use
• releasing data in a timely way
23. Greater transparency is a key element of the Framework and is at the heart of the Government’s commitment to enabling the public to hold their authorities to account for the way they spend public money.
24. This principal is embodied in the requirement in section 38 of the Localism Act 2011 for all relevant authorities (including fire and rescue authorities) to prepare annual pay policy statements from the financial year 2012-13.
25. Fire and rescue authorities may wish to consider including a section within the statement of assurance on any areas where they have identified that improvements may be made, particularly where there are plans being implemented to that end. This would demonstrate that the authority is committed not only to properly managing its affairs but to striving to improve on its assurance arrangements.
Operational
26. Fire and rescue authorities function within a clearly defined statutory and policy framework. The key documents setting this out are:
• the Fire and Rescue Services Act 2004
6 The Code, published by the Department of Communities and Local Government in September 2011, is concerned with enshrining the principles of transparency by asking councils to follow specified principles when publishing data they hold. It is available online
10 • the Civil Contingencies Act 2004
• the Regulatory Reform (Fire Safety) Order 2005
• the Fire and Rescue Services (Emergencies) (England) Order 2007
• the Fire and Rescue National Framework for England
27. Fire and rescue authorities already consult on, and publish, their integrated risk management plans which set out local strategies including (where appropriate) cross-border, multi-authority and national arrangements. The contents of their integrated risk management plan are a matter for each fire and rescue authority. The statement of assurance should include details of the extent of the consultation exercise undertaken, and confirmation that communities were provided with relevant and appropriate information to enable active and informed participation in the decision making process.
28. The statement of assurance should also indicate where fire and rescue authorities have entered into agreements and/or mutual aid arrangements with other relevant bodies. Where appropriate, it should include an acknowledgement that fire and rescue authorities have business continuity plans in place which are reviewed at set periods. The level of detail included will be a matter for each individual fire and rescue authority and may be linked to their integrated risk management plan.
29. Though not a specific requirement, it may be of interest to communities, and would help encourage best practice, for fire and rescue authorities to include relevant summaries/information on:
• lessons learnt
• training and development
• any action plans arising from self assessments/ peer reviews
• operational assessments
30. It is not the aim of the statement of assurance to set out the operational procedures for fire and rescue authorities with regard to the response to fires, road/traffic accidents and other emergencies, or the duties required of authorities involved in wider national resilience.
31. However, the statement of assurance is the appropriate information point for communities and Government with regard to some considerations which have a bearing on operational competence/delivery. These include:
11 (i) Statutory advice received under health and safety or other legislation.
Following an incident or activity where advice (e.g. a Coroner’s rule 43 letter, or Health and Safety Executive improvement measure) has been issued to the authority, it is appropriate for the fire and rescue authority to use the statement of assurance as a means to inform their communities how they are taking forward that advice.
(ii) Single-issue or thematic areas of interest.
Some communities may have an interest in how their fire and rescue authority would respond to single issue events, such as outbreaks of civil disturbance, or a chemical leakage. Where this is the case, the authority should consider using the statement of assurance to make clear to their community that operational procedures are in place to deal with such incidents, backed up by appropriate resources; and how any potential issues of concern are actively being addressed.
(iii) Assurance and access to data and information.
Fire and rescue authorities’ integrated risk management plans may include defined local standards for the delivery of certain functions such as call-handling, operational response times, or levels of fire safety activity. Fire and rescue authorities may wish to utilise the statement of assurance to provide high level assurance of their performance in these areas, including any commentary on actions to improve performance.
Framework requirements
32. Where fire and rescue authorities are satisfied that the systems they have in place, and any specific measures they have undertaken, fulfil their Framework requirements, this should be clearly stated in the statement of assurance. Since many of the Framework requirements are linked to and overlaid with governance and operational procedures, as already set out in this guidance, authorities may prefer to make a simple declaration that the Framework requirements have been met.
33. If there are any outstanding issues with regard to fulfilling any of the Framework requirements, fire and rescue authorities should indicate in the statement of assurance the measures that have been taken to address these matters and when they are expected to be resolved.
12 GUIDANCE ON STATEMENTS OF ASSURANCE FOR FIRE AND RESCUE AUTHORITIES IN ENGLAND
Consultation questions
Consultees are invited to respond to the following questions:
Question 1
Does the draft guidance set out sufficiently clearly what is expected of fire and rescue authorities to complete their statements of assurance?
Response:
There is a clear overlap with documents that are already required by statute but no explanation of how they are interrelated. The Annual Governance Statement already covers the majority of the areas set out in paragraph 15.
In paragraph 8 the requirement to publish within three months of the publication of the statement of accounts means that it may not be published until the end of December, nine months after the end of the year.
Paragraph 10: It would seem more appropriate for the document to be signed by the Chief Fire Officer, Chief Finance Officer and Director of Corporate Resources prior to final signature by an elected member.
It is not clear what benefit there is to local communities to understand internal control arrangements. These are already provided in the Annual Governance Statement which is approved and published as part of the statement of accounts. The Authority also already publishes the annual audit letter.
Question 2
If not how could it be improved?
Response:
A brief summary of the financial performance of the previous year, a summary of the results of the audit along with a review of the medium term financial plan and prospects for the medium term would be beneficial.
It might also be useful to set out in plain English what the legal requirements for the governance arrangements are.
The timing for publishing the statement of assurance is important, as it should align to publishing outturn figures at the end of the financial year and linked to actions and targets within service plans.
Question 3
Specifically, what would you change and what would you add?
Response:
If there is a need for an assurance statement it would seem appropriate to issue it annually.
Although the majority of the statement is a duplication of things that are already published and may therefore not be in the public interest to duplicate this information. If Government have evidence that there is such a demand it would be interesting to see how this has been measured and would provide the opportunity to comment on how best to meet this demand.
Protocol on government intervention action on fire and rescue authorities in England
Consultation
© Crown copyright, 2012
Copyright in the typographical arrangement rests with the Crown.
You may re-use this information (not including logos) free of charge in any format or medium, under the terms of the Open Government Licence. To view this licence, visit http://www.nationalarchives.gov.uk/doc/open-government-licence/ or write to the Information Policy Team, The National Archives, Kew, London TW9 4DU, or e-mail: [email protected].
This document/publication is also available on our website at www.communities.gov.uk
Any enquiries regarding this document/publication should be sent to us at:
Department for Communities and Local Government Eland House Bressenden Place London SW1E 5DU Telephone: 030 3444 0000
September 2012
ISBN: 978-1-4098- 3631- 5 Contents
Ministerial foreword...... 4
Consultation questions...... 5
Introduction ...... 6
Terms in use ...... 7
Role of Local Government Association in supporting authorities at risk...... 7
Circumstances leading to statutory intervention ...... 7
What happens upon statutory intervention?...... 8
Exceptional or urgent cases...... 9
Publicity and media strategy ...... 10
3 Ministerial foreword
The consultation on the (revised) protocol on Government intervention action for fire and rescue authorities in England recognises that the best way to deal with an authority that is performing poorly is take full advantage of the experience, professionalism, and expertise that already exists in the sector; to work with the relevant fire and rescue authorities, and their political and professional leadership, and make full use of the wide range of support processes that are in place.
The protocol sets out the Government’s expectations for the fire and rescue sector, indicates what circumstances could lead to intervention being considered, and what might happen in the event of statutory intervention. The Government would only use its intervention powers as a last resort.
I look forward to receiving comments to this consultation and to working with fire and rescue authorities and other organisations to help make our communities even more informed and safer.
Brandon Lewis MP Minister for the Fire and Rescue Service
4 Consultation questions
Consultees are invited to respond to the following questions:
Question 1 Does the draft protocol clearly set out what is expected of the Government and fire and rescue authorities in their respective roles in the event of intervention by the Secretary of State?
Question 2 Is there anything you would change?
Question 3 Is there anything not included in the protocol that should be added?
Responses are required by 15 November 2012 and should be sent to: [email protected]
5 Introduction
1. It is a requirement under section 23 of the Fire and Rescue Services Act 2004 (the 2004 Act) that an intervention protocol be prepared, and for the Secretary of State1 to have a regard to it, in the exercise of his powers of intervention. Under section 22 of the 2004 Act, the Secretary of State has broad powers to secure that fire and rescue authorities are acting in accordance with the Fire and Rescue National Framework for England (the Framework). Intervention is by order, and subject to the negative Parliamentary procedure.
2. Such an order can only be made if the Secretary of State considers it would promote public safety; the economy, efficiency and effectiveness of the relevant authority; or economy, efficiency and effectiveness in connection with the matters in relation to which fire and rescue authorities have functions.
3. To date there has been no formal intervention into the operations of a fire and rescue authority by the Secretary of State under section 22 of the 2004 Act. Use of this power is seen as a last resort; the expectation is that the political and professional leadership will put in place processes to ensure that sector-led support is provided to any fire and rescue authority that needs it. For example, through peer-led improvement measures.
4. This intervention protocol sets out the arrangements between the Secretary of State, the Local Government Association, and fire and rescue authorities should formal intervention be considered necessary – for example, where the Secretary of State considers that a fire and rescue authority is failing, or is likely to fail, to act in accordance with the Framework which requires immediate government action to address2. This protocol applies to all fire and rescue authorities in England.
5. This intervention protocol recognises the vital role of the Local Government Association in maintaining an overview of performance in the sector so that preventative improvement support can be provided and the need for intervention alleviated. This echoes arrangements in place for the wider local government sector.
6. The principal aim of any intervention action is the swift and satisfactory resumption of normal service. In practice, this means that the fire and rescue is providing services which adequately meet the needs of the community it serves and is acting in accordance with the Framework.
1 Secretary of State for Communities and Local Government 2 Section 22 of the Fire and Rescue Services Act 2004
6 Terms in use
7. In this protocol the term 'intervention' is used to refer to action by the Secretary of State in exercise of his powers under section 22 of the 2004 Act. Although the Secretary of State also has other powers of intervention (for example, under section 15 of the Local Government Act 1999) this intervention protocol does not apply to them. Role of Local Government Association in supporting authorities at risk
8. The Local Government Association will, as part of their challenge and intelligence role, work collaboratively with fire and rescue authorities, other sector-owned bodies, inspection bodies and government departments to identify at an early stage where serious risks to performance are developing and where there is a risk of the authority failing to act in accordance with the Framework. The Local Government Association will work with them to mitigate the escalation of those risks which could have a negative impact on the reputation of the sector, or could lead to serious service failure.
9. Information sharing arrangements are in place between the Local Government Association, government departments, and any other bodies to ensure that the Local Government Association has the best possible intelligence to focus support.
10. If there are specific concerns in respect of a fire and rescue authority’s performance or evidence that indicates that a fire and rescue authority is at risk of failing its statutory duty, the Local Government Association will work with the authority to help them address the issues and improve.
11. This systematic approach to identifying authorities that could benefit from preventative support to achieve improvement, based on data and informal conversations with the sector, is set out in Sector led Improvement in Local Government, published in June 2012. Circumstances leading to statutory intervention
12. No intervention would be considered unless there was clear evidence that an authority was failing to act in accordance with the Framework; and that the failure was so serious as to require government intervention. Such evidence may emerge from an audit, or from other reports of financial accounts or performance data, or from Ombudsman or other investigations, or judicial findings.
7 13. If, following a sustained and determined attempt to resolve problems through sector led improvement, an issue cannot be resolved, or if a fire and rescue authority is unwilling or unable to engage with sector-led improvement measures, the Secretary of State can commission a corporate governance investigation, under section 10 of the Local Government Act 1999, to ensure a robust evidence base.
14. If there are concerns regarding operational performance, ministers may ask the Chief Fire and Rescue Adviser, as an appointed Her Majesty’s Inspector3, to lead an investigation. Ministers may also seek assurance from the Chief Fire and Rescue Adviser (or other advisers) in respect of specific issues that they may identify.
15. The Secretary of State has a wide range of powers with regard to, for example, requesting information regarding a fire and rescue authority’s functions4; or conferring on a fire and rescue authority functions relating to emergencies5. What happens upon statutory intervention?
16. In the event that statutory intervention is considered necessary, the Secretary of State will consult both the authority concerned and the Local Government Association, and any other body or authority which he considers necessary in the specific circumstances of the case, before exercising his powers of intervention under section 22.
17. In addition, in the event of a statutory intervention, the Secretary of State will formally notify both the authority concerned (and the Local Government Association) of the proposed order and the reasons for it. The relevant fire and rescue authority will be given the opportunity to make representations about the proposed order and to make the necessary improvements.6
18. The form or extent of any formal intervention will be a matter for determination on a case by case basis, taking into account the views of the Local Government Association, and the relevant fire and rescue authority, as much will depend on the nature and the seriousness of the failure under consideration.
19. Every effort will be made to reach agreement between the Department, the Local Government Association and the relevant fire and rescue authority as to what action should be taken.
3 Section 28 of the 2004 Act: determines the arrangements for appointing inspectors of the Fire and Rescue Service. 4 Section 26 of the 2004 Act 5 Section 9 of the 2004 Act 6 Section 22(4) of the 2004 Act specifies that before making an order under subsection (2), the Secretary of State must give the authority an opportunity to make representations about the order proposed
8 20. Following such deliberations, the Secretary of State may ask the relevant fire and rescue authority to draw up a recovery plan and they may be encouraged to seek help in the development of their plan. The recovery plan will need to consider alternative ways by which services might be improved and delivered.
21. The Secretary of State has wider order-making powers to ensure that fire and rescue authorities act in accordance with the Framework. The Secretary of State will have regard to this protocol, or any agreed memorandum of understanding, in making any such orders. For example, the Secretary of State may require the fire and rescue authority to:
• prepare or amend a recovery plan
• ensure that particular functions are carried out to achieve specified objectives or priorities
• take consultancy advice
• appoint interim management
• enforce appropriate levels of delegation
• secure a function from a specified provider or put the function out to tender
• appoint a nominee to exercise certain specified functions on behalf of the authority
• any other action that will secure the necessary improvements
22. The fire and rescue authority will normally be supported to make the necessary improvements itself. However, in exceptional cases of serious corporate or service failure, when there is a serious risk of harm or financial loss, paragraphs 23-24 will apply.
Exceptional or urgent cases
23. In urgent or exceptional cases, where there is a persistence of failure, or where the severity or the risk of harm or financial loss show that urgent action is necessary, and a fire and rescue authority has failed to take adequate action to address it, the Secretary of State retains the discretion to reduce or condense the procedures outlined.
24. When exercising the powers in this way, the Secretary of State will notify the authority and the Local Government Association as soon as practicable of the intervention, the reasons for it, and the reasons for curtailing the procedures.
9 Publicity and media strategy
25. It will be decided, on a case by case basis, whether a publicity or media strategy is required. If so, it will be shared with the fire and rescue authority concerned and the Local Government Association, as necessary.
10 PROTOCOL ON GOVERNMENT INTERVENTION ACTION ON FIRE AND RESCUE AUTHORITIES IN ENGLAND
Consultation questions
Consultees are invited to respond to the following questions:
Question 1
Does the draft protocol clearly set out what is expected of the Government and fire and rescue authorities in their respective roles in the event of intervention by the Secretary of State?
Response:
There is a tension or inconsistency between Section 21 and Section 22 of the 2004 Act in that the National Framework (NF) is issued under Section 21 and by virtue of Section 21(7) the obligation of the Fire and Rescue Authority (FRA) is merely to “have regard to the Framework in carrying out their functions” not to be bound to slavishly follow its content. The question therefore arises as to whether intervention should ever arise when the evidence indicates that the FRA has complied with Section 21(7) by having regard to the NF but chosen for discretionary reasons not to apply the strict “requirements” of the NF and there is the question of whether a distinction on the use of intervention powers should be made between a failure to comply with Section 21(2)(a) priorities and objectives and a failure to follow Section 21(2)(b) guidance ie the mandatory and the non-mandatory provisions in the NF.
There is the issue over whether “Function” means the functions set out in Part 2 of the Act or whether CLG considers it extends to other “ordinary” functions.
There is a failure to prescribe minimum time periods for carrying out consultations prior to intervention orders.
Paragraph 21 of the consultation refers to wider order-making powers and then provides a list of potential intervention actions – is there a published prescriptive power somewhere that CLG are relying upon or is this CLG interpretation of the potential breadth of Section 22(2)(a)-(c) ?
Question 2
Is there anything you would change?
Response:
Should there be a central team that does this to give greater consistency of approach.
Question 3
Is there anything not included in the protocol that should be added?
Response:
It would be useful to have the process for independent assessment and validation, ie. the triggers for action. Although sound arrangements are in place from a financial perspective, it may not be from a service delivery perspective. In the current regime, a failing authority could exist for a considerable period of time, without this being picked up and it is only where something actually goes badly wrong that an external examination would occur. Even peer review is voluntary. Otherwise, the arrangements for intervention seem to be a sensible approach although is intervention already covered by Section s15 of the Local Government Act 1999.
WYFRA FIRE AUTHORITY 21 DECEMBER 2012 ITEM NO
15
REPORT OF: DIRECTOR OF CORPORATE RESOURCES
PURPOSE OF REPORT: TO PRESENT THE OUTCOME OF THE FORMAL CONSULTATION PROCESS IN RELATION TO THE ELEVEN INTEGRATED RISK MAMANGEMENT PLAN (IRMP) PROPOSALS SUBMITTED TO FIRE AUTHORITY ON 7 SEPTEMBER 2012
RECOMMENDATION: THE AUTHORITY IS REQUESTED TO NOTE THE CONSULTATION RESPONSES DETAILED IN THIS REPORT AND TAKE THEM INTO ACCOUNT WHEN MAKING A DETERMINATION ON THE IRMP PROPOSALS SUBMITTED BY THE CHIEF FIRE OFFICER/CHIEF EXECUTIVE
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
EXEMPTION CATEGORY: None
CONTACT OFFICER: Mrs H Stoneman Consultation Co-ordinator/ Public Information Manager
(01274) 655717
BACKGROUND PAPERS: WYFRA’s Communication and Engagement Strategy 2011-16
Consultation submissions
Internal Audit Report (WYFRA/1413) – Consultation process for IRMP proposals APPENDIX 1: Response from the Fire Brigades Union APPENDIX 2: Response from the Fire Officers Association
SUMMARY
To present the outcome of public consultation (7 September - 30 November 2012).
1. BACKGROUND
1.1 On 24 June 2011, WYFRA approved the Communication and Engagement Strategy 2011-16. It outlines the communication and engagement process for Integrated Risk Management Plan (IRMP) proposals. The process follows Government principles to adopt a proportionate and targeted approach to consultation.
1.2 On 7 September 2012, WYFRA gave approval to undertake public consultation regarding 11 proposals for changes to emergency cover in West Yorkshire.
1.3 In summary, the proposals for each district are:
BRADFORD DISTRICT
• Rationalise emergency cover in the Keighley and Haworth areas by closing Haworth Fire Station and removing one fire engine from Keighley.
• Merge Shipley and Idle fire stations at a new site between the two.
• Replace one engine at Odsal with the command unit vehicle.
• Introduce a fire response unit (FRU) at Fairweather Green to replace one fire engine.
LEEDS DISTRICT
• Merge Hunslet and Morley fire stations at a two-appliance station between the two. • Merge Rothwell and Garforth at a one-appliance station between the two. • Merge Cookridge and Moortown at a one-appliance station between the two. • Remove an engine from Stanningley.
WAKEFIELD DISTRICT
• Rationalise emergency cover in the Wakefield city area by building a replacement fire station for Ossett closer to the city and removing one engine from Wakefield.
KIRKLEES DISTRICT
• Rationalise cover in the Colne Valley by closing Marsden Fire Station.
CALDERDALE DISTRICT
• Align emergency cover in the Halifax area to risk by removing one engine from Halifax.
2 CONSULTATION REQUIREMENTS
2.1 Central government guidance on the consultation ministers expect fire authorities to undertake when developing integrated risk management action plans was originally issued in April 2003 and, in conjunction with Cabinet Office good practice guidelines updated in July 2012, forms the basis upon which the Authority seeks public comment.
2.2 Authorities must demonstrate consultation with:
• the general public, eg, Council Tax-payers • relevant community organisations • public representatives, eg, Members of Parliament • business organisations • local authorities, public agencies and other emergency services • employees (uniformed and non-uniformed) and their representatives • any other interested parties.
2.3 The process is also underpinned by WYFRA’s own Communication and Engagement Strategy 2011-16, which was approved by the Full Authority on 24 June 2011.
3 CONSULTATION ACTIVITY
3.1 Approximately 100 stakeholders were identified for direct contact, including Members of Parliament; district, town and parish councils; neighbouring fire authorities and emergency services; local representative bodies; external employer and employee organisations and voluntary bodies. Representations were invited by 30 November 2012.
3.2 In recognition of the fact that it was not possible to communicate individually with all those who may wish to submit observations, the proposals were also publicised via the internet and intranet, the print and broadcast media. This year a consultation email account was provided and published to improve ease of communication for the public. In addition, a consultation email account and hotline was established in the Public Information Office for people seeking further information and assistance on the consultation process and timetable.
3.3 On 9 November 2012 the Community Safety Committee received an update report on the consultation, together with an interim report by Internal Audit assessing the process undertaken by WYFRS.
3.4 Initial reaction to the proposals resulted in 23 formal responses received in the first month. As the consultation period progressed there has been a considerable volume of activity undertaken with full Q&A briefings with all station watches affected, meetings with representative bodies and briefings for district, town and parish councils and individual Members of Parliament.
3.5 As the consultation process gathered momentum many issues/questions were raised at external forums in which the service participates. WYFRS received and responded to 173 items of correspondence from residents, businesses, community groups, MPs and councillors from across the county.
3.6 District/Station Commanders, Senior Officers with additional support as required from the central integrated risk management planning and consultation teams, attended 62 meetings to explain the proposals and listen to people’s views, concerns and suggestions.
3.7 A final Internal Audit report assured that there were ‘no recommendations arising’. ‘That a robust framework of all key controls exist that are likely to ensure that objectives will be achieved’ and ‘the opinion of this review is that Substantial Assurance be allocated which signifies: The external consultation and engagement process in relation to the eleven IRMP proposals is being carried out in line with the Authority’s Strategy and recommended Government guidance.’
4 SUMMARY OF FORMAL REPRESENTATIONS
4.1 The Authority received seven letters/emails of support or indications of no objection to the proposals. These were from West Yorkshire Resilience Forum, Leeds City Council Safer and Stronger Scrutiny Committee, Humberside Fire and Rescue Service, North Yorkshire Fire and Rescue Service, Kirklees Council and two residents from Marsden and Morley.
4.2 12,037 letters/emails of objection/concern from individuals, groups or organisations were received - 1,309 being unspecific in nature. Across the county 45% of these relate to proposals in the Leeds district, 22% within the Bradford district, 13% in Wakefield district, 9% in the Kirklees district and less than 1% in the Calderdale district. This contrasts to a total 2,999 items of formal representation received following public consultation during September – December 2011 regarding seven proposals to change emergency cover in West Yorkshire.
4.3 There was a volume of correspondence that opposed changes in the districts of Bradford and Leeds. 258 letters/emails of objection/concern related to changes proposed across the Bradford District and 14 letters/emails were received relating to changes across the Leeds District. The issues of concern are captured under the relevant proposals below.
4.4 Activity/responses relating directly to the eleven proposals was as follows (all figures excluding responses by the Fire Brigades Union and Fire Officers’ Association which are outlined at sections 4.15.1 and 4.15.2 below).
Proposal 1 – Fairweather Green
4.4.1 NATURE OF CONSULTATION - Consultation took place with the district, town and parish councils, individuals, community and voluntary organisations and local MPs across the Bradford District. A presentation was made to the Bradford Corporate Overview and Scrutiny Committee. No requests for public meetings were received for the Fairweather Green area.
4.4.2 RESPONSES – 118 formal objections/expressions of concern were received from local residents.
4.4.3 CONCERNS – As part of the general opposition to the proposal, a principal concern was the attendance times for a second fire engine to arrive at incident. In addition, a call for an increase in precept was suggested.
Proposal 2 – Keighley and Haworth
4.5.1 NATURE OF CONSULTATION – Briefings were given to a number of local councillors, groups and individuals. WYFRS Officers presented to three public meetings in Keighley, including the Town Council meeting which was publicised in advance; and to the Haworth, Cross Roads and Standbury Parish Council meetings attracting a total attendance of approximately 80 people.
4.5.2 RESPONSES – 24 individual letters/emails of objection/concern were recorded against this proposal, amongst them the Haworth Parish Council, Oakworth Village Society, The Bronte Society, Keighley Constituency Labour Party and Oxenhope Parish Council. The Haworth, Cross Roads and Stanbury Parish Council submitted a series of alternative considerations, as part of their formal representation. A 231-signature petition was received, 40 general oppositions and 408 pre-formatted signed letters of objection were recorded as part of the consultation process.
4.5.3 CONCERNS – A principal concern was the reduction in fire cover for the areas; specifically the perceived impact of the loss of a second fire engine at Keighley and increase in response times to incidents as a result of Haworth Fire Station closure.
Proposal 3 – Idle and Shipley
4.6.1 NATURE OF CONSULTATION - Consultation took place with the city, town and parish councils, individuals, community and voluntary organisations and MPs, David Ward MP and Philip Davies MP. Communication with Councillor Jeanette
Sunderland and Bradford Council Neighbourhood Co-ordinators facilitated requests for public meetings – all of which were fulfilled. WYFRS Officers presented at Neighbourhood Forums in Baildon (Hoyle Court and Charlestown), Windhill, Shipley North, Fagley, Eccleshill, Thackley and Idle with approximately 20 people in attendance at each forum. Correspondence was received from local councillors and communities regarding response times, including questions raised via Philip Davies MP and resulting in formal representation. Two notes of appreciation were received from Shipley Area Co-ordinator’s Office and Shipley Town Hall for public meetings held in the area.
4.6.2 RESPONSES – A total of 1,109 letters/emails of objection/concern were registered, including one from Philip Davies MP, Councillor Middleton and Councillor Wadsworth, a 374-signature petition and pre-formatted letters with support from 725 members of the public.
4.6.3 CONCERNS - The main concerns expressed through correspondence and formal representation related to the perceived impact of response times and the location of the proposed merged fire station.
Proposal 4 – Odsal
4.7.1 NATURE OF CONSULTATION - Consultation took place with the district, town and parish councils, individuals and the community. A request for public meeting was fulfilled with a presentation delivered to the Marshfield Neighbourhood Forum. The meeting was attended by approximately 20 people including councillors and local police officers.
4.7.2 RESPONSES – During the consultation period a submission of 94 formatted- signed letters was recorded against this proposal.
4.7.3 CONCERNS - The formal representations opposed the removal of the second fire engine from Odsal.
Proposal 5 – Halifax
4.8.1 NATURE OF CONSULTATION - Consultation took place with the district and town councils, individuals, community and voluntary organisations and local MPs. A briefing was provided to Calderdale Council and further formal presentation made to Calderdale Communities Scrutiny Panel. Issues were raised by Linda Riordan MP resulting in formal representation. No requests for public meetings were received.
4.8.2 RESPONSES – A total of three formal representations were recorded. Councillor Wilkinson of Calderdale Communities Scrutiny Panel submitted a motion agreeing to lobby central government regarding funding and to liaise further with WYFRA. Linda Riordan MP proposed that the current provision
should remain. A local resident submitted representation in general opposition to the proposal.
4.8.3 CONCERNS - A principal concern was the perceived impact of the removal of a fire engine on the response times for Halifax; and a request for continuation to lobby for funding.
Proposal 6 – Marsden
4.9.1 NATURE OF CONSULTATION - Consultation took place with the district, town and parish councils, individuals, community and voluntary organisations. A public meeting was held in Marsden where WYFRS officers provided a presentation to approximately 100 people. This meeting was facilitated by Councillor Nicola Turner and resulted in a significant volume of formal representations recorded as part of the consultation process. Correspondence was exchanged with Holme Valley Mountain Rescue regarding continued dialogue on the proposals and inter-emergency service provision.
4.9.2 RESPONSES – A total of 1,071 letters/emails of objection was registered. Amongst these, 55 individual letters/emails, a 596-signature e-petition via Councillor Turner and Councillor Ridgway, and a 420-signature e-petition from the secretary of Huddersfield Socialist Party. No formal opposition was received from Kirklees Council and an email of support from a resident was recorded.
4.9.3 CONCERNS – A central concern related to the response times to Marsden, including rural communities and the surrounding moorland area.
Proposal 7 – Stanningley
4.10.1 NATURE OF CONSULTATION - Consultation took place with the city, town and parish councils, individuals, community and voluntary organisations. Bramley Community Forum received a presentation.
4.10.2 RESPONSES – One email objection was recorded from Councillor Lewis and one letter from a resident opposing any changes in the Leeds district, including Stanningley.
4.10.3 CONCERNS - General opposition.
Proposal 8 – Hunslet and Morley
4.11.1 NATURE OF CONSULTATION - Consultation took place with the City, town and parish councils, individuals, community and voluntary organisations and local MPs. A briefing was delivered to Leeds Safer and Stronger Communities Scrutiny Board regarding the proposals across the Leeds district. Ed Balls MP received a briefing and visited Morley Fire Station, resulting in formal
representation. Hilary Benn MP submitted correspondence, replied to by return by WYFRS. A presentation was provided to Leeds Inner and Outer South Area Committees, Morley Council meeting and Tingley Tenants and Residents Association. The proposal was further presented to attendees of the Robin Hood Community Group and at a public meeting in Morley Town Hall, attracting approximately 20 people.
4.11.2 RESPONSES – 2,396 objections/letters/emails of concern were registered, amongst them the largest volume of opposition was represented by the Morley residents via 2,382 signed-formatted letters. These letters requested that the WYFRS acknowledged receipt. The Public Information Office received five calls from members of the public questioning receipt of the acknowledgement letter. With further explanation of the consultation process, one person asked for their representation to be removed. Morley Town Council, Councillor A Thornton and Councillor Dawson also registered objections/concerns.
4.11.3 CONCERNS – Response times to incidents and traffic congestion were central areas of concern. Ed Balls MP requested that consideration be given to a reduction in the number of fire engines at each station.
Proposal 9 – Cookridge and Moortown
4.12.1 NATURE OF CONSULTATION - Consultation took place with the city, town and parish councils, individuals, community and voluntary organisations and local MPs. A briefing was provided to Greg Mulholland MP and WYFRS officers presented to Leeds North West Area Committee resulting in formal representation. A Moortown local residents’ meeting was organised via Councillor Sobel, specifically for the older members of the community.
4.12.2 RESPONSES – An online petition with 42 e-signatures was received via Councillor Sobel and 314 pre-formatted letters objecting to the proposal were registered. Fabian Hamilton MP and Greg Mulholland MP sent formal objections. A letter of objection was received from local charity, OPAL Projects, that supports older people in their own homes.
4.12.3 CONCERNS – A principal concern throughout the formal representations was the increase to response times.
Proposal 10 – Garforth and Rothwell
4.13.1 NATURE OF CONSULTATION - Consultation took place with the city, town and parish councils, individuals, community and voluntary organisations and local MP. A briefing was provided to Alec Shelbrooke MP and presentation delivered to Garforth and Swillington Forum during the consultation period. Correspondence was received and, where questions were raised, WYFRS replied by return. Local councillors, Swillington Parish Council and Ledston Parish Council submitted formal representation.
4.13.2 RESPONSES – 2,649 letters/emails of concern/objection were registered. Of these, a 2444-signed petition was delivered by Councillor Bruce and Councillor Nagle and an e-petition of 188 online signatures was recorded as part of the consultation process.
4.13.3 CONCERNS – The level of cover for the proposed area and impact on response times were concerns raised through formal representation. Local councillors submitted a request to consider retaining the fire stations and changing the staffing arrangements to meet financial challenges.
Proposal 11– Wakefield and Ossett
4.14.1 NATURE OF CONSULTATION - Consultation took place with the district, town and parish councils, individuals, community and voluntary organisations and local MP. A presentation was provided to Wakefield Community Safety Overview and Scrutiny Committee and their subsequent correspondence took regard of the proposal. Ossett Community Forum received a presentation by WYFRS Officers, with approximately 50 people in attendance. A briefing was provided to Mary Creagh MP.
4.14.2 RESPONSES – Three e-petitions were recorded. Ossett Town Centre Partnership submitted 748 signatures, the Socialist Party submitted 381 signatures and Wakefield residents submitted 366 signatures via email. A pre- formatted letter was supported by 35 people. Objections were also received from the Ossett Civic Trust, Councillor Richardson and Councillor Hemingway.
4.14.3 CONCERNS – General opposition to the proposal and specifically response times to incidents.
Response of Representative Bodies
4.15.1 Fire Brigades Union (FBU)
Details of the FBU representation including a variety of issues and objections are presented in their full response at Appendix 1. WYFRS provides a response to the submission in the following report, item 16.
4.15.2 Fire Officers’ Association (FOA)
FOA raised no issues with proposals 3,4,5,8,9,10 and 11. Details of the FOA representation including a variety of issues relating to proposals 1,2,6 and 7 are presented in their full response at Appendix 2. WYFRS provides a response to the submission in the following report, item 16.
6 FINANCIAL IMPLICATIONS
6.1 The cost of consultation process has been met within the Authority’s existing budget and has, in the main, been that of WYFRS officer and support staff time.
7 EQUALITY AND DIVERSITY IMPLICATIONS
7.1 The Communications and Engagement Strategy allows appropriate communication to take place with stakeholders regarding the levels of service commensurate with their risk and in-line with our Public Sector Equality Duty.
8 CONCLUSION
8.1 The Authority is invited to consider the responses to the consultation detailed in this report and take them into account when making a determination on the IRMP proposals detailed in the Chief Fire Officer/Chief Executive’s report on this agenda. Members or persons wishing to examine any individual consultation responses in more detail are able to do so by contacting Mrs H Stoneman or Mrs N Houseman.
West Yorkshire Fire Brigades Union
The FBU Response to
Proposals for Change to
Emergency Cover in West Yorkshire
November 2012
1
West Yorkshire Fire Brigades Union
Contents Page
Preface 3
Introduction 4
Executive Summary 5
Last Year’s proposals 6
Consultation 7
Current proposals 10
Conclusion 12
2
West Yorkshire Fire Brigades Union
Preface
This document contains the response of the Fire Brigades Union (FBU) to the West Yorkshire Fire and Rescue Authority (WYFRA) proposals for changes to emergency cover in West Yorkshire.
The primary concerns of the FBU in making this response are for the protection of the people of West Yorkshire, their homes, businesses and the environment.
The FBU is also concerned for the protection and safety of West Yorkshire‟s firefighters and Control staff, the very men and women in the frontline of these proposals, whose safety we regard as paramount and whose safety the FBU believe, will be put at greater risk should these proposals be accepted.
The FBU would like to echo and support the ambition of the WYFRA „Making West Yorkshire Safer‟ as this suggests that West Yorkshire will be a “Safer place” than last year. However, it is our view that should these proposals be approved, this will not be the case - it will mean fire stations will be closed and fire engines removed from service, resulting in a loss of over 200 firefighters and that can only mean West Yorkshire is not a safer place.
West Yorkshire FBU commits to continue to engage with the WYFRA in a constructive and open manner to ensure improvement in West Yorkshire Fire and Rescue Service (WYFRS).
West Yorkshire Fire Brigades Union Brigade Committee. November 2012.
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West Yorkshire Fire Brigades Union
Introduction
The FBU welcomes the opportunity to not only further express our views but also to reflect on continued good industrial relations within the WYFRS.
The FBU represents the overwhelming majority of firefighters, both whole-time, retained duty shift systems and control officers in West Yorkshire. Put into context, we represent nearly 95% of all operational staff from firefighters to senior managers. With that wealth of experience and knowledge of their profession we believe we can assist in the development of West Yorkshire Fire and Rescue Service.
This FBU response is intended to be constructive and based on the principles contained within its IRMP framework document wherever possible. The FBU believes in and supports the IRMP process as described in all of the current national guidance, however it is the view of the FBU that this guidance hasn‟t been followed in arriving at these proposals.
Like the previous year‟s submission, the FBU fully recognises the continued financial constraints imposed by Central Government that has increasingly dictated how the Fire Service is delivered throughout West Yorkshire and has indeed been a major hurdle for both parties.
It‟s interesting to know that not only does WYFRA have the lowest expenditure per head of population but it also receives the lowest grant per head of population out of the 6 Metropolitan Brigades, with the precept per head being second lowest, behind West Midlands.
This difficulty has been made to feel even more acute by the ever growing negative impact of the decision WYFRA took not to increase the precept in the previous years. The FBU feel that, if the Grant settlement remains low and an increase in the precept is not pursued, then the issues addressed in the IRMP each year will become of such an increasingly fundamental nature that an impasse between the FBU and the management of the WYFRS will become inevitable and confrontation unavoidable.
4
West Yorkshire Fire Brigades Union
Executive Summary
The document is disingenuous and infers that WYFRS will still be able to maintain the same cover to the community, when in fact it will not. The impact on response times shows that 23 wards will benefit from improved response times or remain the same. You would expect some wards to get a better response times, especially seeing how there will be an investment of tens of millions of pounds and 5 new stations, some built in new ward areas. However, if you break the figures down you will see out of the 23 wards:
8 wards see no change what-so-ever. 7 wards have better response times of 00:01- 00:10 seconds. 5 wards have better response times of 00:10 – 00:25 This leaves just 3 wards with response times significantly reduced, one of those wards is in a very low risk area.
Yet the worst case scenarios see some ward areas double in attendance times and in one ward residents, who may be trapped in a house fire, will have to wait nearly 13 minutes for a fire engine to arrive.
The FBU note “….the decision by the Authority to suspend firefighting recruitment in late 2009. This critical decision has placed WYFRS in a strong position to be able to respond to reductions in funding”. (Item number 16 of the report of the Chief Fire Officer to the Full Fire Authority, 7/9/12). Yet since 2009 the Authority‟s “other employees” (less senior Officers) receiving £50,000 or more have doubled from 25 in 2009 to an astonishing 50 employed between 2011 and 2012. (Statement of Accounts 2011/2012, 26th August 2012).
One of the main concerns of the FBU is that at the time of writing, the Government haven‟t announced the grant settlement for Fire and Rescue services in the UK, yet WYFRA are considering closing stations, removing fire engines and cutting operational firefighters. We believe this is incredibly short-sighted and has exasperated MPs who, on behalf of the FBU and FRS‟s, were lobbying for a better deal, especially for the Metropolitan Brigades. This resulted in an Early day motion 694 being submitted; at the time of writing 34 MPs had supported this motion. Many of the West Yorkshire MPs the FBU have spoken to said that “their hands had been tied because of the Chief (Fire Officer) saying he can cope with the reduction in funding”.
The continued rush for cash from front line services has and will further expose WYFRA to an unprecedented risk in relation to response activities that should, and could be avoided whilst still delivering savings.
5
West Yorkshire Fire Brigades Union
Last year’s proposals
The FBU are concerned that the effects of last year‟s IRMP proposals which was approved to close 10 fire stations, with 5 new builds, resulting in the subsequent removal of 7 front line fire appliances and loss of 125 firefighters have not yet been fully realised. The FBU are extremely concerned that a reduction in the number of firefighters that are being proposed pose a serious health and safety risk to the communities of West Yorkshire and to that of the firefighters who will be left to deal with the emergencies.
The only changes that have been implemented from “West Yorkshire Fire and Rescue Service Plan 2010-2015” last year has been the removal of one of the two retained fire engines from Silsden and the introduction of the widely disputed Fire Response Unit, initially stationed and crewed with staff at Moortown, now stationed and crewed at Leeds.
We also saw retained firefighters losing their jobs due to compulsory redundancies, this was despite the proposals saying that there would be no such redundancies; this is also reflected in this year‟s proposals.
It needs noting however that since last year‟s agreement to cut the front line services by closing stations and losing 125 firefighter posts there has been an increase in the Authority‟s “other employees” receiving £50,000 or more from 33 in 2010/11 to 50 in 2011/12 and this excludes the employers pension contributions. This has increased spending on wages by more than £1,000,000.
The result of the Authority‟s approach last year has been to ignore the professional views of the FBU and its members, your employees, members of the public, MPs, Town and Ward councils and various other groups and agree to implement front line cuts. This was despite nearly twice as many people (2,973 plus a 399 signature petition) sending letters of objection to the cuts, than actually looked at the proposals (only 1,700 hits on the website).
The FBU can only hope that this year greater consideration is taken by the Fire Authority in relation to the vast numbers and different sections of society that are opposing these cuts.
6
West Yorkshire Fire Brigades Union
Consultation
This year, as well as last year, the WYFRA have produced a consultation document in conjunction with OHR, a management consultancy firm who undertake “resource planning studies” and not what should be considered, an “Integrated Risk Management Plan. The work carried out by WYFRS in producing these proposals equates to more than 500 hours and £28,000 just for the consultancy fees alone. As with last year‟s consultation the FBU has severe reservations of how thorough this process has been carried out. Clearly, 1,700 hits on a website was not public consultation and the FBU believe that not all stakeholders have been contacted. With a population of 2.2 million people in West Yorkshire the list of stakeholders will be very extensive and their responses should be made available to ensure that they have understood the proposals and to confirm that all concerns have been raised and any actions taken where appropriate. The FBU carried out a survey of over 1,000 people in Leeds City centre and 92% didn‟t know that some fire stations were being closed, just 8% “had heard” of station closures. Of those 8% none had actually seen the proposals. When explained where they could be found and shown on a hand held device they were asked “Would you be able to find it yourself if you had been told it was on West Yorkshire Fire Service web-site”, 94% said they wouldn‟t.
Local MPs
The FBU engaged with the local MPs early on in the consultation period, building on the links made from last year‟s closures. The FBU provided an initial letter highlighting our immediate concerns which were subsequently followed up by meetings in their respective constituency offices. Individual meetings were arranged between the FBU officials and Gerry Sutcliffe, George Mudie, Jason McCartney, Fabian Hamilton, George Galloway, David Ward, Linda Riordan, Yvette Cooper, Greg Mulholland and Ed Balls. The latter 2 MPs have also been to stations earmarked for closure to speak to the crews about their concerns. This lobbying of MPs led to George Galloway sponsoring EDM 659 which relates specifically to West Yorkshire. As part of a national lobby of Parliament on the 7th November, West Yorkshire FBU sent 12 delegates and managed to speak to Phillip Davies, George Mudie, Hilary Benn, Rachel Reeves, John Trickett, Ed Balls, George Galloway, Mike Wood, Yvette Cooper and Mary Creagh. Prior to the lobby Kate Hoey sponsored Early Day motion number 694, at the time of writing there were 36 MPs who have signed it.
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West Yorkshire Fire Brigades Union
Town and Parish Councils
Since the announcement of the proposed cuts, both the FBU and representatives from WYFRS management team have been doing presentations and in the case of the FBU, virtually non-stop. Sometimes these presentations have been given at the same meeting, on other occasions at separate meetings, however, what was blatantly apparent at almost every single one of these meeting was the overwhelming opposition to what is being proposed. The result of one meeting at Haworth, resulted in a desperate proposal from the Town Council to consider the establishment of a “Community Emergency Support Unit” including a „first responder style‟ Fire and Rescue vehicle and a possible asset transfer request to acquire Haworth Fire Station. This lead to the headline in the Yorkshire Post “Desperate villagers plan to run their own fire service.”
“The plans as they stand will put people’s lives at risk”
Former Chair of the Fire Authority and current Kirklees Mayor, Councillor David Ridgway, speaking to the Huddersfield Examiner in September.
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West Yorkshire Fire Brigades Union
General Public
On the 7th November, the FBU in West Yorkshire organised a march and rally in Leeds city centre. The response and support we received from the public was staggering, many shoppers stopped what they were doing and began applauding. The march made the front page of the Yorkshire Evening Post and the messages of support continue to flood in. Public meetings have been held in various locations throughout West Yorkshire including a meeting held in Marsden where more than 100 people turned up where a local resident said “we should get the same services as they do in Huddersfield as we pay the same rates”.
It is expected that by the 30th November, some 12,000 letters of objection will have been sent into WYFRA opposing the cuts.
The public’s responses has been one of outrage at the desecration of the fire service, the attendance at the public meetings are a clear indication of that. At every meeting that the FBU have attended the overwhelming majority of people in West Yorkshire are opposed to these cuts.
9
West Yorkshire Fire Brigades Union
Current proposals
In order to fully consider these proposals the FBU looked at the “ambition” of West Yorkshire Fire and Rescue service; “Making West Yorkshire Safer”
We then asked the question “Can the FBU support these proposals and if we do will this make West Yorkshire Safer?”
The dictionary definition of “safer” is “secure from liability to harm, injury, danger, or risk: a safe place”. Clearly a reduction of 12 fully equipped fire engines and closing 11 stations with just 5 new builds resulting in 200 job losses added to the station closures last year would not make West Yorkshire safer.
A reduction of fire engines, some in very high risk areas, coupled with some station areas doubling in size, equates to only one thing, an increase in attendance times.
The FBU believes that only through early intervention will people be saved from dwelling fires and that is a position shared by Communities and Local Government. In Circular 9/2009 Publication of Research report on Response Times it‟s reported that an increase of attendance times from 5.5 minutes to 6.5 minutes may have contributed to about 13 additional fatalities in dwelling fires and about 65 additional deaths at Road Traffic Collisions . Further to that it is estimated this would cause an additional annual loss of about £85m in respect of other buildings fire damage each year. It‟s only fair to presume that if the average attendance times increases further the losses will be greater.
So in answer to the question, NO, the FBU cannot support these proposals as we believe that cuts cost lives.
But the FBU are not alone.
10
West Yorkshire Fire Brigades Union
The Chief and Assistant Chief Fire Officers agree with the FBU.
At a Commons Local Government Committee held on the 16th July, WYFRS Assistant Chief Officer Redfearn was answering questions (along with principle managers from the other 5 Metropolitan Fire Brigades) about the funding for Fire Services. They were asked if they thought lives would be lost as a result of cuts and he answered honestly, he said “Being a blunt Yorkshireman the answer‟s yes, but long term”.
But to further substantiate Assistant Chief Officer Redfearn‟s statement is a document produced by the “Association of Metropolitan Fire and Rescue Authorities”. In the conclusion it says;
“The cuts planned for years 3 and 4 are unsustainable and would lead to life threatening reductions in fire cover and national resilience capacity, particularly to deal with terrorism threat, flooding and a high incidence of other events arising from climatic change.”
“The Metropolitan Fire and Rescue Authorities response to the Government Resource Review”
11
West Yorkshire Fire Brigades Union
Conclusion
In light of the fact that at the time of writing WYFRS and the FBU are not aware of the size of the cuts it is the view of the Fire Brigades Union that these proposals were very premature and station closures and subsequent removal of fire engines not necessary. (It is anticipated that the autumn statement will be announced on the 5th December with a later date for the grant settlement specifically for the Fire and Rescue authorities.)
The FBU believe that closing fire stations will increase attendance times and this will result in our members being placed at greater risk when dealing with incidents.
An increase of attendance times from 5.5 minutes to 6.5 minutes may have contributed to about 13 additional fatalities in dwelling fires and about 65 additional deaths at Road Traffic Collisions each year. CLG report into Response Times.
The cuts to the service will lead to life threatening reductions of fire cover and lives will be lost as a result of the cuts, this isn‟t the FBU scaremongering but the words said or supported by the Chief and Assistant Chief Officer.
Finally, “the plans as they stand will put people‟s lives at risk”, the very words spoken by the last year‟s Chair of the Fire Authority and now Mayor of Kirklees Councillor David Ridgway.
The Fire Brigades Union find it difficult to be able to select any of these proposals which do not, to a greater or lesser extent, strike at the very core of what, as public servants, we are all seeking to achieve, public safety delivered in a safe and effective manner, and the health and safety of our members.
Therefore the Fire Brigades Union strongly oppose the proposals put forward by West Yorkshire Fire and Rescue and we would urge the Chair of the Fire Authority and the Chief Fire Officer to reconsider these within the “Changes to Emergency Cover in West Yorkshire.”
The Fire Brigades Union are fully committed to working with the management of West Yorkshire Fire and Rescue Service to make improvements wherever possible so that the communities that we serve and our members within the organisation will all benefit.
12
WYFRA FIRE AND RESCUE 21 DECEMBER 2012 ITEM No AUTHORITY 16
REPORT OF: Chief Fire Officer/Chief Executive
PURPOSE OF REPORT: To present proposals for changes to emergency cover for West Yorkshire, having had regard to the relevant and substantive issues raised during the 12 week consultation period.
RECOMMENDATIONS 1. That Members reconsider the proposals in Section 5 of the report and note how the original proposals have been revised as a result of the consultation process.
2. That having had regard to the issues raised during the consultation process, Members now approve the recommendations set out in Section 12 of this report.
______
LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS
Exemption Category: None Access Contact Officer: Deputy Chief Fire Officer Beckley Director of Strategic Development Background Papers Open to Inspection: Report of the CFO/CE to the Fire and Rescue Authority on 7th September 2012 on proposals for changes to emergency cover. ______Summary
On 7 September 2012, the Authority approved commencement of a full public consultation exercise on a number of Integrated Risk Management proposals. The proposals, if implemented, will result in significant efficiency savings that will contribute towards addressing the shortfall in funding following the cuts in government grant and yet maintain levels of emergency response within the Authority’s approved Risk Based Planning Assumptions. The proposals also reflect significant reductions in risk and demand across the county over the past ten years. The implementation of these proposals can currently be achieved without the need for wholetime compulsory redundancies by aligning the introduction of the changes to the retirement profile. The public consultation exercise concluded on 30 November 2012 and a separate report submitted to the Authority presents the outcome of that process. Having had regard to the issues raised and captured by the consultation process, this paper now seeks approval from the Authority to implement a set of proposals for changes to emergency cover across West Yorkshire between April 2013 and March 2020.
1 BACKGROUND
1.1 At its meeting on 7 September 2012, West Yorkshire Fire and Rescue Authority (the Authority) approved commencement of a public consultation exercise on proposals for changes to emergency cover across West Yorkshire. The consultation ended on 30 November 2012 and the result of the consultation process is outlined in a separate report.
1.2 The strategy currently being implemented to match resources to risk and demand to support the ongoing ambition of “Making West Yorkshire Safer” centres on four pillars:
Optimal resource allocation and deployment. Ensuring resources are in the locations that will have the greatest impact. Changing the way that we deliver the service. The implementation of innovative duty systems, the introduction of new equipment and vehicles and the changing of working practices. Value for money. Doing the best possible with the resources available and ensuring a high quality not a cheap service. Public and Firefighter safety. Continuing to deliver fire prevention and other community safety initiatives and ensuring firefighters have the best equipment and training to do their job.
1.3 In response to the significant cuts in government grant and constraints on precept increases, the Authority has previously approved annual recurring efficiencies in excess of £5 million over the past 3 years without any significant impact on front line service delivery. This has been achieved through changes in duty systems, reductions in numbers of officers, sustainable improvements in sickness absence and more efficient procurement, management arrangements and back office functions.
1.4 In December 2011, the Authority approved a series of proposals following the first phase of a detailed review of emergency cover across West Yorkshire. These included the merger of ten fire stations with the construction of five new stations in optimum locations.
Leeds District - Gipton and Stanks merged and relocated to Killingbeck Kirklees District - Dewsbury and Batley merged and relocated to Batley Carr. Calderdale District - Elland and Brighouse merged and relocated to Rastrick. Bradford/Leeds District - Rawdon and Otley merged and relocated to Menston. Wakefield District - South Elmsall and Hemsworth merged and relocated to South Kirkby. 1.5 The changes also included the removal of one of the two retained fire engines from Silsden and the removal of the second fire engine from Moortown. Implementation of these changes is progressing well and should be complete by the end of 2015/16. In addition the Authority approved a further review of the senior management and support staff establishment for implementation by 31 March 2013, which will deliver further savings of £2.5m. Together these initiatives will deliver ongoing sustainable savings of £7.2m by 31 March 2014, although these may not be sufficient to deal with the expected further cuts in grant.
2 THE LATEST FINANCIAL PICTURE
2.1 In his Autumn Statement the Chancellor of the Exchequer indicated that the austerity measures will have to continue through the next spending review and therefore it is vital that the Authority continues to plan to manage with significantly reducing resources. The proposals included within this report are designed to enable the Authority to manage the forecasted reductions in grant for the duration of the current spending review and into the next spending review period.
2.2 By far the largest area of the Authority’s expenditure is on firefighter salary costs and consequently reductions in these costs form a significant part of the Authority’s budget strategy. The Authority delivers these savings through its policy of non-recruitment which was introduced in 2009, that is by not replacing firefighters when they retire. Therefore, the changes proposed in this report will be implemented over a number of years, directly aligned to the retirement of wholetime firefighters.
2.3 The order in which each proposal will be implemented will be dependent on a range of variables, a key one being the availability of land for new fire stations. For this reason, it is not yet possible to give definitive dates between 2013 and 2020 when each selected proposal would be implemented. In the case of station mergers, it is not the intention to close any fire stations until their replacement is completed.
3 MAKING WEST YORKSHIRE SAFER
3.1 The Authority has had much success in reducing the total number of emergency incidents in West Yorkshire. In the past five years, between 2006/7 and 2010/11, the total number of incidents has reduced by 30%, and the number of fires in the home has reduced by 25%. The Service Delivery Framework continues to help drive down risk and demand and the number of very high risk station areas in West Yorkshire has reduced from 5 to just 3 since 2010. These successes continue and West Yorkshire Fire and Rescue Service (WYFRS) is on target to achieve the further reductions specified in the Service Plan 2011/15. It is therefore appropriate to review the resources that are provided by the Authority and align them to the new levels of risk and demand.
4 FEEDBACK AND RESPONSES FROM THE CONSULTATION PROCESS
4.1 Members have been provided with a summary of the consultation process that commenced on 7 September and concluded on 30 November 2012. All the consultation responses have also been made available for viewing by Members. Information on the process itself as well as the responses received is contained in a separate report to the Authority. Information is now provided below, which responds to the general and specific issues raised. Having had regard to the outcomes of the consultation process, some of the original proposals remain unchanged but the majority have been reconsidered and revised following an analysis of the impact.
4.2 It is not surprising, given the scale of the latest proposals and following the wide ranging changes approved in December 2011, that public concerns have been raised. The most significant common concern relates to the unavoidable increase in attendance times compared to current provision. The consultation process has however been extremely effective in explaining what is being proposed, the reasons why changes are necessary and the impact of the changes. The consultation process has also provided opportunity for a wide range of interested parties to have their say. Overall, there has been recognition of the difficult position the Fire and Rescue Authority is in, with some strong support for the argument of increased or at least fairer funding from Central Government.
4.3 The reductions in Government grant, coupled with the constraints on Council Tax and therefore Precept increases, leave the Authority with very few options other than to make significant savings through rationalisation of emergency response provision. The process of redistributing a reducing number of emergency vehicles and firefighters to ensure optimum coverage, using the Authority’s Risk Based Planning Assumptions (RBPA) as the benchmark, is the most effective way of minimising the impact of these reductions. The RBPA is the response time set for an area (usually a ward) based on its predominating risk characteristics and the incident type. Appendix A shows the current RBPA approved by the Authority.
4.4 The consultation process has not identified any alternative solutions to the adopted strategy, therefore, any decision not to implement any of the individual proposals would require efficiencies to be found elsewhere, which are most likely to have even greater impact on public and firefighter safety.
4.5 Representative Bodies have been consulted and formal responses have been received from the Fire Brigades Union (FBU) and the Fire Officers Association (FOA). The full responses from both are contained in a separate report on the consultation process.
4.6 The FBU response is mainly focused on opposition to reductions in funding and offers no alternative solutions but ongoing negotiations during the consultation period have been very constructive and are referenced elsewhere in this report. Comment is made by the FBU in relation to the analysis and attendance times, all of which have been summarised in the consultation document and explained in more detail in the Community Risk Management Strategy. All information and evidence underpinning the proposals has been transparent throughout the consultation process.
4.7 The FBU also challenge the approach adopted by the Authority, stating that, in their view, current national guidance on Integrated Risk Management Planning (IRMP) has not been followed. Members have received information on the IRMP process and further information is available in the Community Risk Management Strategy. These processes follow and in some cases exceed national guidance, including guidance issued by the FBU and use state of the art software and other analytical tools. The process has also been externally and independently validated and peer reviewed. From the viewpoint of the FBU, the Authority should not take into account the availability of resources (funding) if it is to adopt a truly risk based approach; this is regarded as an unrealistic stance for the FBU to adopt.
4.8 The FBU make reference to a Government report on response times from 2009 and it is worth noting that this report was updated in July 2012. The latest research report (Department for Communities and Local Government, Fire Incident Response Times, England, 2011-12) states that “although average response times increased over recent years the average severity of fires has been decreasing. Over the ten years from 2001-02 to 2011-12 numbers of fire non-fatal casualties fell by 54% and fire fatalities fell by 34%”. The report goes on to say that “These decreases correspond with improvements in fire safety and prevention which have, on average, greatly outweighed the effects of longer response times”.
4.9 One particular comment by the FBU which requires clarification is their reference to the increase in the number of employees receiving a salary of more than £50,000 per annum. This is factually correct and relates to information which is available on the WYFRS website. The information on the website is not specific in relation to which staff group this refers to and it is understandable that the FBU would choose to highlight this as a potential area for criticism in light of current budget constraints. In fact, the increase in earnings has arisen following a collective agreement with the FBU and FOA for a reduction in the number of Flexible Duty Officers. In order to ensure appropriate cover for operational incidents, the remaining officers cover additional weekends for which they receive additional pay; this has lifted their individual earnings just above the £50,000 statutory reporting limit. Rather than resulting in an increase in expenditure of £1 million as stated by the FBU, this initiative actually delivered annual sustainable savings in excess of £750,000.
4.10 The FOA response to the consultation is very constructive and all their comments have been considered and where appropriate, incorporated into the revised proposals.
4.11 During the consultation process, meetings have been held with representatives of the Local Authorities, West Yorkshire Police and Yorkshire Ambulance Service, to discuss respective asset management and regeneration plans. It is hoped that the proposals contained in this report, if approved, can be aligned with their plans with a view to optimising land and building utilisation.
5 THE PROPOSALS AND REVISIONS ARISING AS A RESULT OF THE CONSULTATION PROCESS
5.1 Following the approval of the changes arising from the first phase of the review of emergency cover, a second phase of the review commenced, taking into account the latest analysis of risk and demand. This review was cognisant of the impending financial pressures the Authority would face from 2013 to 2020. Following extensive analysis and consideration of a wide range of options, 11 proposals were developed as part of an interrelated package to deliver the most effective emergency cover within the resources available.
5.2 Once again, the proposed changes affect all five Districts of West Yorkshire. The sections below provide an outline of the September proposals and an overall assessment of the relevant comments made during public consultation. Having had regard to the comments and concerns raised some of the proposals have been amended to incorporate alternative risk based options along with the implications of each of these. Final recommendations are made within each proposal and then summarised in Section 12 for consideration and approval by Members as appropriate.
Proposal 1 – To replace the second fire engine at Fairweather Green with a Fire Response Unit
(a) The Fire Response Unit (FRU) is a smaller fire engine used for incidents of a less serious nature, which reduces demand on larger fire engines ensuring they are available for more serious incidents. The FRU is crewed with fewer firefighters and delivers efficiencies without any significant impact on operational effectiveness. The introduction of an FRU for Leeds District has been highly successful and these units have become an important part of the future strategic approach to fire and emergency cover for West Yorkshire. The FRU at Fairweather Green will cover the City of Bradford and surrounding areas.
(b) The main area of public concern identified during the consultation process relates to the attendance times for the second fire engine to more serious fires. This has been considered as part of the initial options appraisal. The fire engine at Fairweather Green will meet all the RBPA for its area and the average time delay between the arrival of the first and second fire engine is approximately two minutes. For major incidents, it will be possible to deploy five fire engines into this area within ten minutes.
(c) The provision of the FRU, to deal with small fires and automatic fire alarms during busy periods, will increase the likelihood of the remaining fire engine at Fairweather Green and the fire engines at surrounding stations, being available to attend more serious fires.
(d) Negotiations with the FBU regarding the introduction of the FRU have been constructive. During these negotiations, an alternative solution has been put forward to justify the application of the wholetime shift-based duty system rather than the new duty system designed to match the demand profile for the FRU. The revised approach is to use the firefighters on the FRU to also crew other special appliances that are extremely valuable, but are required less frequently. Such practice is known as “dual crewing” and is widely used elsewhere in West Yorkshire.
(e) This revised approach will not deliver the financial efficiencies required and discussions with the FBU have identified other changes which could deliver savings which would have been generated by the introduction of the new duty system designed specifically for the FRU. These additional savings arise from reducing the crewing on the Combined Aerial Rescue Pumps (CARP’s) from six to five; which also supports the revisions to the Stanningley proposal (Proposal 7).
(f) The proposal to dual crew the FRU at Fairweather Green with other special appliances results in an amendment to the proposal to locate the Command Unit at Odsal (Proposal 4 below). By locating the Command unit at Fairweather Green instead of Odsal it is also then possible to site the Welfare Unit at the same station resulting in a more cost effective solution with the added advantage of the FRU being available 24 hours per day.
(g) It is therefore recommended that this proposal be amended to remove the second appliance from Fairweather Green, replace this with the FRU and alternate crew the Command Unit and Welfare Unit with the FRU.
(h) Financial and personnel implications.
Fairweather Green Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -4 -£144,000 Crew managers £40,000 0 £0 Watch managers £42,000 0 £0 Station manager £46,000 0 £0 Clerk £8,500 0 £0 -£144,000
Saving in running expenses
Net staffing savings -£144,000 Capital expenditure £500,000 Capital financing charges £46,250 Net saving -£97,750
Proposal 2 – To rationalise fire cover in the Worth Valley, closing Haworth fire station and removing one of the two fire engines from Keighley fire station
(a) The current provision of emergency cover in the Keighley, Bingley, Haworth and Silsden area is generous relative to risk and activity. Keighley fire station is the quietest fire station with two fire engines and the removal of one fire engine will bring it in line with similar areas of the county. The removal of this fire engine supports the retention of Silsden and Bingley fire stations which, together with Keighley will provide emergency cover in line with the Authority’s approved RBPA. The area of Haworth is very low risk with large parts being remote rural. There were just 64 incidents in Haworth area in 2011/12, with only two involving residential property and both incidents were very minor in nature.
(b) Notwithstanding this, the average travel times from Keighley to the populated areas of Haworth are on the limits of the RBPA set by the Authority. If Haworth were to be closed, the average response time to all incidents in the Worth Valley ward, which includes some large rural areas, would be outside the RBPA, albeit the vast majority of incidents occur in the more populated areas of the town, which are within the RBPA. This situation is not unique to the Worth Valley ward and similar situations also exist in Ryburn ward, Wakefield Rural ward and other very low risk communities in rural areas.
(c) The community have been particularly vocal in opposition to this proposal. The public consultation meetings have failed to sufficiently reassure the community that the proposal will not have a significant impact on their safety. The main concerns relate to the time it will take for the Keighley fire engine to arrive from its current location and the additional impact of the loss of the second fire engine at Keighley. The consultation process also highlighted concerns in relation to the high rise premises in the area which have been considered as part of this proposal. One related concern is the potential loss of the fire station as a local facility for use by other organisations.
(d) The Haworth, Crossroads and Stanbury Parish Council have responded constructively to the consultation and wish to engage in further meaningful dialogue with the Authority to identify a mutually beneficial solution. The Parish Council has responded formally to the consultation and have listed the following as objectives they would wish to pursue:
The establishment of a Community Emergency Support Unit, including a ‘first responder style’ Fire & Rescue Vehicle. A possible asset transfer request to acquire Haworth Fire Station. The undertaking of a Feasibility Study concerning not only Fire & Rescue Services but the potential for placing other Community Services within the same operation.
(e) The objectives of the Parish Council represent an innovative and potentially viable solution; however this will take a significant period of time to evaluate. It is therefore recommended that the Authority approves the removal of the fire engine from Keighley in 2013 and that Officers are authorised to enter into discussions with the Parish Council to evaluate the feasibility of the options raised. In the meantime, the closure of Haworth fire station would be suspended for a maximum of two years to allow a detailed feasibility study to be completed. The impact of the removal of the second fire appliance from Keighley can be accurately measured during this period.
(f) Financial and Personnel Implications
Haworth Salary Number Full year Cost\Saving Reduction in staffing Retained firefighters -9 £0 Retained crew managers -2 £0 Retained watch managers -1 £0
Total savings including running costs -£234,000
Keighley Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -16 -£576,000 Crew managers £40,000 -4 -£160,000 Watch managers £42,000 0 £0 Station manager £46,000 0 £0 Clerk £8,500 0 £0 -£736,000
Saving in running expenses
Net staffing savings -£736,000 Capital expenditure Capital financing charges Net saving -£736,000
Proposal 3 – To merge the fire stations at Idle and Shipley by building a brand new fire station with one fire engine at an optimum location between the two existing stations.
(a) The fire cover modelling for this proposal provides an optimum solution to improve response times in the very high risk ward of Manningham and the medium risk ward of Eccleshill and yet retain an emergency response within the RBPA for the lower risk wards. The proposed changes at Fairweather Green and Stanningley also have an impact on the location for the Shipley/Idle merger.
(b) The majority of objections to this proposal relate to the potential location of the new station rather than the merger itself. The modelling indicates that the new station should be towards the city end of Canal Road. A variety of alternative locations have been put forward during the consultation process, many of which do not provide appropriate emergency cover. However, one workable option which has emerged is to position the new station closer to Leeds Road, Shipley rather than the proposed location on Canal Road, thereby providing improved response times for Baildon, Shipley and Idle.
(c) This option has been modelled and it is possible to retain a good standard of performance in the lower risk wards without worsening the current attendance times into Manningham. The main challenge with this option is that the Eccleshill Ward is affected albeit still remaining within the RBPA and with good cover from surrounding stations at Bradford, Stanningley and Fairweather Green. There has also been significant success in reducing the number of fires in the Eccleshill area and this fire prevention work will continue. Appendix B provides a comparative assessment of the impact on attendance times for a Canal Road site and an alternative site in the Leeds Road, Cragg Road, Briggate area of Shipley. The analysis shows that a fire station located on the Leeds Road area represents a compromise between the fastest response into higher risk areas where most fires occur (Manningham, Toller and Heaton) and addressing the concerns raised during the consultation process regarding response into the lower risk area of Baildon.
(d) Overall, the option to site the new fire station in the Leeds Road, Shipley area does represent a reasonable compromise, with three wards seeing improvements over the Canal Road option and three wards receiving very similar performance to the current response times. Only the medium risk Eccleshill ward and low risk Bolton and Undercliffe wards will see a notable increase in response times albeit these areas will still be within the RBPA. It is therefore recommended that the Authority approves the proposal for the merger of Shipley and Idle but that the search for an appropriate site incorporates a wider area, with the preferred solution being closer to Baildon and yet providing emergency cover for the higher risk wards that is, where possible, similar to current provision and within the RBPA.
(e) Financial and personnel implications
Shipley Idle Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -16 -£576,000 Crew managers £40,000 -4 -£160,000 Watch managers £42,000 -4 -£168,000 Station manager £46,000 0 £0 Clerk £8,500 -1 -£8,500 -£912,500
Saving in running expenses -£175,000
Net staffing savings -£1,087,500 Capital expenditure £3,000,000 Capital financing charges £202,500 Net saving -£885,000
Proposal 4 – To replace one of the fire engines at Odsal with a Command and Enhanced Logistics Support Unit.
(a) The Command Unit is a vehicle used to support command and control at major incidents. The vehicle also provides support at major incidents outside West Yorkshire as part of the national resilience arrangements, for which the Authority receive funding from government. The main area of concern identified during the consultation process relates to the attendance time for the second fire engine to more serious fires in the area. This has been considered as part of the initial options appraisal. The cover from surrounding stations and the remaining fire engine at Odsal will meet all the RBPA for its area. The predicted time between the arrival of the first and second fire engine varies for each ward and ranges between less than one minute for Tong and 4 minutes 41 seconds for Royds. Response for a major incident in the area remains very good, with five appliances in attendance within approximately 8 minutes.
(b) The provision of the FRU at Fairweather Green for the Bradford District, to deal with small fires and automatic fire alarms (which are currently dealt with by the second fire engine at Odsal), will increase the likelihood of the remaining fire engine at Odsal and the fire engines at surrounding stations, being available for more serious incidents.
(c) This proposal also included the provision of the Command Unit, being relocated from Batley when the new fire station to replace Batley and Dewsbury is built. The consultation document already identified that there would need to be structural alterations to Odsal fire station to accommodate this vehicle. As referenced in Proposal 1 above, the negotiations with the Fire Brigades Union on the duty system for the FRU have identified an alternative location for the Command Unit.
(d) It is therefore recommended that the proposal to remove one fire engine from Odsal be approved, with the Command Unit being located at Fairweather Green and not Odsal.
(e) Financial and personnel implications
Odsal Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -16 -£576,000 Crew managers £40,000 -4 -£160,000 Watch managers £42,000 0 £0 Station manager £46,000 0 £0 Clerk £8,500 0 £0 -£736,000
Saving in running expenses
Net staffing savings -£736,000 Capital expenditure Capital financing charges Net saving -£736,000
Proposal 5 – Remove one fire engine from Halifax fire station, leaving the Combined Aerial Rescue Pump.
(a) This proposal has received some negative comments regarding the impact on the service provided for Halifax and specifically the response time of the second fire engine into Halifax. These issues have previously been analysed and the impact was included in the consultation document. There have been no substantive issues raised during the consultation period to alter this assessment.
(b) The Combined Aerial Rescue Pump (CARP), is a modern, purpose built vehicle with the full capability of a standard fire engine plus the added capability for high reach firefighting and rescue. Firefighters at Halifax have raised concerns about the accessibility of the CARP in certain parts of Halifax due to its size and weight and they have put forward a very useful practical solution. They have suggested that the second fire engine at Halifax is retained as a Resilience Pump, fully equipped but not crewed. By using local knowledge and information stored on the new Mobilising System, firefighters could select the most appropriate vehicle for the incident they were attending.
(c) It is therefore recommended that the proposal to provide one CARP and one alternative appliance be approved. It should be noted that negotiations on options for a duty system for the FRU at Stanningley and Fairweather Green will result in reductions in the minimum crewing on the CARP from six to five.
(d) Financial and personnel implications
Halifax Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -20 -£720,000 Crew managers £40,000 -4 -£160,000 Watch managers £42,000 0 £0 Station manager £46,000 0 £0 Clerk £8,500 0 £0 -£880,000
Saving in running expenses
Net staffing savings -£880,000 Capital expenditure Capital financing charges Net saving -£880,000
Proposal 6 – Close the fire station at Marsden.
(a) The levels of risk and activity no longer require the provision of a dedicated resource for this village, due to the proximity of Slaithwaite fire station, which can meet the Authority’s RBPA for the area. As would be expected, the local community in Marsden are significantly concerned at the loss of the Fire Station. Some of the concerns raised relate to moorland fires and incidents in tunnels but these incidents are very rarely attended by a single fire engine and the resources, specialist equipment and operational plans will still be in place to respond effectively to such risks.
(b) Mention has also been made of the impact of the loss of the fire station on other local services such as Holme Valley Mountain Rescue and community first responders (for the Ambulance Service) who are currently located at Marsden. Discussions with these groups will be held to identify potential alternative solutions, including Slaithwaite and Meltham fire stations.
(c) The consultation did reveal a suggestion to merge the two stations between Slaithwaite and Marsden. This has been evaluated and is not regarded as a feasible or cost effective option for a number of reasons. In addition to covering Slaithwaite, Linthwaite and surrounding areas, the fire station at Slaithwaite also provides back up into Huddersfield and analysis of the risk and activity profile for the turnout area places the best location for a fire station in Slaithwaite. The additional capital cost of a new fire station may also be restrictive compared to any minor benefit this would bring in response times for Marsden. In addition, there may be problems recruiting retained firefighters who must live within five minutes of the fire station.
(d) The option of providing a single day crewed station in the Colne Valley to replace Marsden, Meltham and Slaithwaite has also been put forward during consultation. This option was considered but is not regarded as a suitable alternative due to the geography of the valley and also the predicted response time on evenings and nights from the one station. It is therefore recommended that Marsden fire station be closed.
(e) Financial and personnel implications
Marsden Salary Number Full year Cost\Saving Reduction in staffing Retained firefighters -9 Retained crew managers -2 Retained watch managers -1
Total savings including running costs -£225,000
Proposal 7 – To remove one fire engine from Stanningley.
(a) The risk and activity levels in the area no longer require two fire engines. The concerns that have been raised relate to the loss of a fire engine where currently there are two, the impact of which was fully explained in the consultation document.
(b) In addition to the two fire engines, Stanningley fire station also houses the Hose Layer (for delivering water over large distances, primarily for firefighting) and the High Volume Pump (a large capacity pump for use during flooding). These vehicles are dual crewed with the second fire appliance and it has already been identified that alternative arrangements would need to be made if the second fire engine was removed. Negotiations with the Fire Brigades Union in relation to the duty system for the introduction of the FRU’s have identified a potential solution to this issue involving Stanningley.
(c) The effectiveness of the Leeds District FRU would be improved if it was located at Stanningley because the majority of incidents it attends are in and around the city centre of Leeds. If the FRU also provided 24 hour cover, as has been suggested by the FBU, it would be possible to dual crew the vehicle with FRU with the Hose Layer and High Volume Pump at Stanningley. This would work in the same way as the Bradford District FRU and Command Unit at Fairweather Green (the revised Proposal 1 above). By ensuring the FRU is available 24 hours each day this further reduces the impact of the removal of the second fire engine. In addition, it would also be possible to relocate the second Welfare Unit to Stanningley, improving the operational efficiency of this station.
(d) This proposal has the same drawbacks as Proposal 1 in that the cost of crewing the FRU on a 24 hour basis will be more than the original proposal. In spite of the additional advantages of ensuring availability of the other specialist vehicles, funding for the change will need to be met from other initiatives. The proposal to reduce crewing on CARP’s, which is referred to elsewhere in this report, will offset the additional costs of crewing the FRU on a 24 hour basis.
(e) It is therefore recommended that the second fire engine is removed from Stanningley and replaced with the Leeds District FRU and that the High Volume Pump and Hose layer remain at Stanningley along with the Welfare Unit.
(f) Financial and personnel implications
Stanningley Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -8 -£288,000 Crew managers £40,000 -3 -£120,000 Watch managers £42,000 0 £0 Station manager £46,000 0 £0 Clerk £8,500 0 £0 -£408,000
Saving in running expenses
Net staffing savings -£408,000 Capital expenditure Capital financing charges Net saving -£408,000
Proposal 8 – To merge the fire stations at Morley and Hunslet by building a brand new fire station with two fire engines at an optimum location between the two existing stations.
(a) As with similar station mergers, for example Gipton and Stanks and Dewsbury and Batley, this merger reflects significant changes in risk and demand in and around major towns and cities. In common with other changes to local services, there has been strong local opposition to this proposal, primarily from Morley. This is because the risk profile of this merger is appropriately focussed in the Hunslet area where more fires and other emergencies occur and when modelled, the best location for the new station is closer to the higher risk areas. Morley is therefore no different to any other lower risk community where station mergers have been approved or are proposed.
(b) The second fire engine response time was also a consideration when selecting the station merger option and this is an important consideration in the higher risk areas of the current Hunslet station where the likelihood of a property fire is greater than in Morley.
(c) The issue of traffic congestion has also been raised during consultation and this is something which affects the whole of West Yorkshire. Specialist training of drivers ensures fire engines are able to effectively manoeuvre through heavy traffic. The recent introduction of traffic light controls on fire engines, which automatically turn traffic lights to green, has been successfully piloted at Hunslet fire station. This has had a dramatic effect on the reduction of travel times to incidents and is now being introduced in other areas.
(d) The consultation has revealed an alternative proposal to the station merger and that is to remove one fire engine from Hunslet and leave Morley in situ. This was formally submitted as an option by the FBU to the Leeds City Council Community Safety Scrutiny Committee, although it did not form part of the FBU’s final submission to the Authority. This option would be more expensive due to the increased number of firefighters required at two single pump shift-based stations compared to one fire station with two fire engines.
(e) Hunslet Fire Station also currently hosts the specialised petrochemical firefighting capability and this capability would transfer to the new merged fire station. Whilst it would be less practical to achieve this at a fire station with one fire engine, regular combined training between Hunslet and Morley fire stations would offer a solution. Alternatively, it may be possible to relocate this capability to another larger station with two fire engines but there would be significant initial training implications.
(f) The fundamental issue therefore relates to cost and it would be necessary to change the duty system at Morley to a Day Crewed station for this provision to be cost effective. Day Crewed stations provide the same response as a wholetime shift station during the daytime but in the evening and at night time, the attendance is increased by up to five minutes because firefighters respond from their homes in the nearby area. The cost of providing one fire engine at a Day Crew station at Morley and a single fire engine at Hunslet is less than the original proposal.
(g) Day Crewing is only suitable for quieter stations and analysis of activity levels at Morley supports the introduction of the duty system. This option has therefore been modelled and Appendix C provides a revised impact assessment. It can be seen that compared to the merger option, the single fire engines at the two stations can achieve very similar attendance performance in most wards and all remain well within the RBPA. The attendance time for the second appliance into the area has also been considered and there is good support from surrounding stations. Morley fire station would require some capital investment if it is to stay in situ as a Day Crewed station but this would be significantly less than the cost of a new fire station for the station merger option.
(h) Therefore, in summary, if the duty system at Morley was changed to Day Crewing and one fire engine was removed from Hunslet, the attendance time performance for the first fire engine is comparable to the original proposal at lower cost. It is therefore recommended that this proposal is revised and Hunslet and Morley Fire stations should remain in their current locations. Hunslet fire station would reduce from two fire engines to one, where the wholetime shift duty system will apply and Morley fire station will retain one fire engine and the Day Crew duty system will apply.
(i) Financial and personnel implications
Hunslet Morley merge Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -16 -£576,000 Crew managers £40,000 -4 -£160,000 Watch managers £42,000 -4 -£168,000 Station manager £46,000 0 £0 Clerk £8,500 -1 -£8,500 -£912,500
Saving in running expenses -£175,000
Net staffing savings -£1,087,500 Capital expenditure £4,000,000 Capital financing charges £270,000 Net saving -£817,500
Hunslet Morley Day crew Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -22 -£792,000 Crew managers £40,000 -6 -£240,000 Watch managers £42,000 -2 -£84,000 Station manager £46,000 £0 Day crewing £126,000 -£990,000
Saving in running expenses -£30,000
Net staffing savings -£1,020,000 Capital expenditure £100,000 Capital financing charges £6,750 Net saving -£1,013,250
Proposal 9 – To merge the fire stations at Cookridge and Moortown by building a brand new fire station with one fire engine at an optimum location between the two existing stations.
(a) The communities of Cookridge and Moortown have become safer places to live, with latest analysis showing that the risk of fire is now reducing to low and medium risk respectively. An appropriately sited wholetime shift fire station will provide good emergency cover for both towns, relative to risk and activity.
(b) The proposal to merge the two stations of Moortown and Cookridge has received some objections and these mostly relate to the increased attendance times for the two areas. All areas covered by the new fire station would be well within the RBPA and no suitable alternative proposals have been put forward. Some concern has been raised regarding the number of aged person’s homes in the area but these homes must have suitable fire precautions and should not rely on the response of a fire engine, albeit the response times from the new station would still be very good. It is therefore recommended that Cookridge and Moortown fire stations are merged with a single fire engine at a new fire station in a suitable location to provide a good response into both areas.
(c) Financial and personnel implications
Cookridge Moortown Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -16 -£576,000 Crew managers £40,000 -4 -£160,000 Watch managers £42,000 -4 -£168,000 Station manager £46,000 0 £0 Clerk £8,500 -1 -£8,500 -£912,500
Saving in running expenses -£175,000
Net staffing savings -£1,087,500 Capital expenditure £3,000,000 Capital financing charges £202,500 Net saving -£885,000
Proposal 10 - Merge the fire stations at Garforth and Rothwell by building a brand new fire station with one fire engine at an optimum location between the two existing stations.
(a) The area covered by these two wholetime shift stations is low risk and low activity and the current arrangements now represent significant over provision. In spite of this fact, there has been strong local resistance to the proposal. The cost of continuing to provide such a high level of resource is unsustainable and the original proposal to merge the two fire stations remains a strong case; delivering appropriate cover in a very cost effective way.
(b) The consultation process has however raised the option of maintaining both fire stations at the current locations and changing the duty system to Day Crewing to make them more affordable. Day Crewed stations provide the same response as a wholetime shift station during the daytime but in the evening the attendance is increased by up to five minutes because firefighters respond from their homes in the nearby area. If this option is selected there will need to be significant capital investment at Rothwell fire station although this cost would clearly be offset by not constructing a new station if the merger proposal was not progressed.
(c) Appendix D provides details of the impact on response times for the two options and it can be seen that the Day Crewing option provides a good alternative and all the response times for these low risk and very low risk wards are well within the RBPA. It is only the Garforth and Swillington ward where the station merger option provides better performance than the Day Crew option. The major factor in the decision to merge the two fire stations is therefore cost, with the two station option costing more than the station merger. However, the provision of a new station will cost approximately £3 million, with capital financing charges in excess of £200,000 per annum.
(d) The immediate availability of an additional fire engine also has strategic operational benefit, providing improved resilience when dealing with a major incident.
(e) Taking into account the cost and benefit of the two options it is recommended that Rothwell and Garforth fire stations should remain in their current location and the Day Crew duty system will apply at both stations. This option still remains more expensive than the original proposal, even after removing the cost of a new fire station. However, the day crewing option for Morley fire station in Proposal 8 delivers additional savings which would offset some of the additional costs for this proposal.
(f) Financial and personnel implications
Garforth Rothwell Merge Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -16 -£576,000 Crew managers £40,000 -4 -£160,000 Watch managers £42,000 -4 -£168,000 Station manager £46,000 0 £0 Clerk £8,500 -1 -£8,500 -£912,500
Saving in running expenses -£175,000
Net staffing savings -£1,087,500 Capital expenditure £3,000,000 Capital financing charges £202,500 Net saving -£885,000
Garforth Rothwell day Crew Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -12 -£432,000 Crew managers £40,000 -4 -£160,000 Watch managers £42,000 -4 -£168,000
Day crewing costs £252,000
-£508,000
Savings running expenses -£30,000 Capital expenditure £1,000,000 Capital financing charges £67,500 Net saving -£470,500
Proposal 11 - Remove one fire engine from Wakefield fire station, leaving the Combined Aerial Rescue Pump and build a brand new fire station to replace Ossett fire station at a location closer to Wakefield.
(a) This proposal is similar in nature to Proposal 5 at Halifax where the second fire engine is to be removed, leaving the Combined Aerial Rescue Pump (CARP), which is a modern, purpose built vehicle with the full capability of a standard fire engine plus the added capability for high reach firefighting and rescue. The consultation document explained that a merger between Wakefield and Ossett was considered but fire cover in Wakefield South and Wakefield Rural wards was compromised and the likely station location was some distance from Ossett. The replacement of Ossett fire station with a new station closer to Wakefield was therefore preferred and included consideration of the second fire engine response time into the high risk areas of Wakefield. The previously approved merger between Dewsbury and Batley fire stations also strengthens the case for moving Ossett fire station because the new fire station at Batley Carr will be closer to Ossett than either Batley or Dewsbury currently are.
(b) Although the consultation has highlighted concerns in relation to the loss of one of the two fire engines at Wakefield, the additional information given during the various meetings has resulted in an improved understanding of the rationale. The additional proposal from crews at Halifax to retain a second fire engine fully equipped but not crewed is also applicable to Wakefield and therefore, by using local knowledge and information stored on the new Mobilising System, firefighters could select the most appropriate vehicle for the incident they were attending. It should be noted that negotiations on options for a duty system for the FRU at Stanningley and Fairweather Green will result in reductions in the minimum crewing on the CARP from six to five.
(c) The main concerns from this proposal have been focussed on the location of the replacement Ossett fire station. Whilst the Flanshaw area is the best modelled option, due to the higher risk area of Wakefield East, there are other locations that provide excellent coverage and, in some cases, improved response to areas that have been historically problematic from an emergency cover perspective.
(d) Constructive exchanges during the consultation process have identified possible alternative sites and these have been modelled to determine their impact. Appendix E provides details of the outcome of this additional analysis based on a site at Junction 40 of the M1. It can be seen that of the 10 wards affected, one is almost the same, eight get a better response and one will get a slightly worse response. It is important to note that the high risk ward of Wakefield East is where more incidents occur, although the increase in attendance times is not significant and the response time is still well within the RBPA. Another notable impact is the improvement in the average response to Wakefield Rural which would bring it inside the RBPA for the first time.
(e) It is therefore recommended that the proposal to remove one fire engine from Wakefield and construct a new fire station to replace Ossett is approved and that the location should be at junction 40 of the M1 Motorway.
(f) Financial and personnel implications
Wakefield Ossett Salary Number Full year Cost\Saving Reduction in staffing Firefighters £36,000 -20 -£720,000 Crew managers £40,000 -4 -£160,000 Watch managers £42,000 0 £0 Station manager £46,000 0 £0 Clerk £8,500 0 £0 -£880,000
Saving in running expenses
Net staffing savings -£880,000 Capital expenditure £3,000,000 Capital financing charges £202,500 Net saving -£677,500
6 FINANCIAL IMPLICATIONS 6.1 Financial Outlook
The Chief Finance Officer presented a report to the Finance and Resources Committee on 30th November 2012 setting out the financial forecast for the remainder of the current spending review and the next spending review period. In common with the public sector as a whole, the Authority has already suffered significant cuts in funding in the first two years of the current spending review and is expecting to suffer further cuts over the next two years. By the end of the current spending review period the Authority will have lost between £14m and £17m of government grant and frozen its precept for a minimum of 2 years. (The Chief Finance Officer will deliver a verbal update to the meeting on the outcome of the local government finance settlement if it is available.)
The Authority will have delivered £7.2m savings by 31st March 2013 and anticipates being required to make further savings of between £8m and £12m by 31st March 2015 to balance the books.
The financial outlook for the next spending review period is no better with local government facing further significant cuts in funding as the economy struggles to come out of recession. The proposals included within this report will enable the Authority to manage the further reductions in funding whilst at the same time optimising the resources that are available.
6.2 Scheme Details
The financial implications of each of the proposals included in the body of the report are summarised in the table below. The table shows the required capital investment, the impact on the establishment and the annual revenue saving once the schemes have been fully implemented.
The section below the table provides a brief explanation of how the costs have been calculated along with the impact of the alternative proposals which are included within the report. An explanation of the staffing changes is included within Section 7 of the report.
Capital cost Firefighter Reductions Revenue Wholetime Retained Savings SCHEME Fairweather Green £500,000 -4 0 -£97,750 Haworth £0 0 -12 -£234,000 Keighley £0 -20 0 -£736,000 Shipley Idle £3,000,000 -24 0 -£885,000 Odsal £0 -20 0 -£736,000 Halifax £0 -24 0 -£880,000 Marsden £0 0 -12 -£225,000 Stanningley £0 -11 0 -£408,000 Hunslet Morley £100,000 -30 0 -£1,013,250 Cookridge Moortown £3,000,000 -24 0 -£885,000 Garforth Rothwell £1,000,000 -20 0 -£470,500 Wakefield Ossett £3,000,000 -24 0 -£677,500
ORIGINAL PROPOSALS £10,600,000 -201 -24 -£7,248,000
6.3 Capital Cost
The total capital cost of £10.6m is the estimated cost of the new build stations or the cost of refurbishment where required. This expenditure will be funded from three possible sources as explained below:
Borrowing
The major sources of funding available is borrowing and the estimated cost of borrowing to fund the whole of the expenditure has been included within the revenue implications. This cost will be £0.7m per annum in capital financing charges and this cost has been included in the calculation of the future years savings.
Capital Grant
CLG has capital grant of £140m available for the fire service over the next 2 years and have asked Authorities to bid for this grant against certain criteria. The Authority has submitted two bids totalling £11.2m of which £3.3m is to fund schemes within the IRMP 2. If the Authority is successful with the bid relating to these schemes it will reduce borrowing costs by £0.2m per year.
Capital Receipts
Once the proposals included within the IRMP approved in December 2012 are implemented it will release 5 former fire station sites which the Authority will sell, the capital receipts from these sites will be used either to reduce future borrowing or repay existing debt. Similarly the schemes included within this report will release land which the Authority will be able to sell to generate further capital receipts.
Revenue Savings
The proposals included in this report will generate ongoing revenue savings of £7.25m per annum once fully implemented. The forecast savings take account of the savings in salaries and running costs along with the future costs of borrowing.
The figures shown are the full year savings once the schemes are fully implemented. It is not possible to show the year on year savings as this will depend on two key factors, the firefighter retirement profile and the ability of the Authority to deliver the capital plan.
6.4 Alternative Proposals
As detailed in the body of the report management are recommending alternative proposals for some of the schemes, two of which have significant financial implications. The overall financial impact of these changes which have been included within the financial implications are explained below.
Garforth \Rothwell and Hunslet \Morley
The day crew options for these schemes will reduce the capital investment required by £5.9m and reduce on-going revenue savings by £0.22m per annum having taken account of the reduced borrowing costs.
Haworth
The delay in the implementation of the Haworth schemes will reduce annual savings by £0.22m.
7 PERSONNEL IMPLICATIONS
7.1 The table included at Appendix F provides a full breakdown of the changes to the establishment for each proposal.
7.2 Wholetime
The changes to the wholetime establishment will be aligned to the retirement profile of firefighters. It may be necessary to transfer staff between stations to accommodate the changes but the timescales associated with the proposals should allow for this to be achieved without compulsion. Where this is not possible, transfer requests back to original stations as vacancies arise will be considered. However, all staff are contracted to work at any fire station within West Yorkshire and travelling expenses are available where the individual’s travel costs are increased.
7.3 Retained Duty System
The number of Retained Duty System (RDS) staff retiring is low in comparison with their wholetime colleagues and reducing staff numbers by retirement, within the timescales necessary to deliver savings, is problematic. Retained Duty System staff must also live within 5 minutes of the station and redeployment is also difficult as there are currently no wholetime firefighter vacancies. Therefore, any reduction in the RDS establishment as a result of a station closure will put staff at risk of redundancy. Before any redundancies are completed, the Authority will consider redeploying staff into any vacancies that are available. Currently, there are two vacant Green Book (support staff) posts and there are also a number of vacancies at other Retained Duty System stations. The posts that are available when a station is closed will be offered to those facing redundancy. The Authority’s Relocation Assistance Policy is available for those who wish to move home in order to be able to work at another RDS station.
7.4 The consultation process has highlighted concerns associated with the ongoing availability of RDS stations compounded by the current recruitment freeze pending the outcome of the Emergency Cover Review. This situation will now need to be reviewed in light of decisions associated with the proposals contained in this report.
7.5 Day Crewing
Day Crewing is a duty system contained within firefighters' national terms and conditions, however, any move on to this system is voluntary, as it requires staff to live within 5 minutes of the station. Firefighters are suitably recompensed with an on-call allowance, turnout fees and rent/fuel allowance. In theory, there are sufficient staff living within the 5 minute zone at all stations proposed to change to the Day Crewing system but further work is required to establish interest in working this duty system.
7.6 Station Commanders
The allocation of Station Commanders to stations varies depending on the size of station (numbers of firefighters) and the duty system (Wholetime, RDS, Day Crewing or Day Crewing/Close call). The establishment for Station Commanders will therefore need to be reviewed subject to the decisions made by the Authority in relation to this report.
8 EQUALITY & DIVERSITY IMPLICATIONS
8.1 The Public Sector Equality Duty requires WYFRS to consider equality issues as part of its decision making and routine day to day operational service delivery. The Fire and Rescue Service is delivered to the whole community of West Yorkshire and service provision must be proportionate to the risks from fire and related incidents within individual communities. The level of risk is not the same across the county; some communities are safer than others.
8.2 With diminishing resources, it is important to ensure that services are delivered equitably. This does not mean all communities get the same service but the IRMP process does ensure that, relative to risk and as far as is reasonably practicable, each community gets a service that is proportionate to the risk of fire, within the resources available. By using ward based data, and in some cases at a more granular level, comparative analysis can be undertaken to determine appropriate standards of service delivery. This includes not just the emergency response service but also fire prevention, fire protection and preparedness for major incidents and severe weather. In terms of fire prevention, services are even targeted at individual level by working with partners to identify vulnerable people.
8.3 The way in which The Authority ensures that equality issues are embedded at a strategic planning level is through the Service Plan and Service Delivery Framework, both of which are supported by the Corporate Driving Diversity Board. This enables strategic decisions to be fully informed by equality analysis.
8.4 The original proposals in the consultation document were designed to ensure that the resources available for responding to emergencies are distributed in a way which had least impact, using the approved RBPA as a basis for the analysis. Following the extensive consultation exercise, the proposals have been revisited and in some cases revised, having had regard to the concerns and issues raised. The greatest challenge has been to address the concerns of people who live in communities where the likelihood of fire is low and yet still ensuring resources are provided in the areas where risk is higher.
8.5 The Public Sector equality duty requires the Authority to provide a service objectively, based on need and not based on the volume of objections to a particular proposal. With diminishing and finite resources, this challenge becomes extremely difficult. The analysis undertaken when developing the revised proposals has ensured that, where appropriate, the Authority can have regard to the concerns raised during the consultation process without resulting in an overly negative impact in the higher risk areas by maintaining very good performance against the RBPA across the county.
9 HEALTH & SAFETY IMPLICATIONS
9.1 The Integrated Risk Management Planning process is vital in maintaining firefighter safety. It is through planned changes that West Yorkshire Fire and Rescue Authority is able to ensure that the risk to firefighters is mitigated. The decision of the Authority to freeze recruitment of wholetime firefighters to deliver the majority of the savings necessary to meet funding shortfalls remains extant. This position is unlikely to change for the foreseeable future. The Service must therefore adapt to the reducing number of firefighters. In considering how and where to make efficiency savings it is also important to ensure that sufficient resources remain available to procure and maintain equipment, invest in firefighting vehicles and fire stations and ensure safe systems of work in dangerous environments.
9.2 If no action is taken to reduce the number of fire engines and redistribute remaining resources, fire engines would become unavailable on an ad-hoc and piecemeal basis and those remaining would not be in the best locations to meet the RBPA set by the Authority. Response times would become worse, increasing risk to firefighters and the community. In the absence of any improvement in the financial position of the Authority, the proposals contained in this report represent a robust and evidence based approach to meeting the challenges the Authority faces as well as the concerns raised during the consultation exercise. They also reflect the fact that there has been a significant reduction in risk and demand over the past ten years.
10 SERVICE PLAN LINKS
10.1 The IRMP is critical to the delivery of the Service Plan and the ambition of “Making West Yorkshire Safer”. The four strategic priorities of the Authority are listed below:
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.
10.2 IRMP is integral to delivering these priorities to ensure that the community and firefighters are protected from risk whilst maintaining the very high service standards that have been achieved with the optimal distribution of resources. Specifically, the West Yorkshire Fire and Rescue Service Action Plan 2012/13, as approved by the Authority in February 2012, includes the action to:
Complete an evidence based risk assessment of changes for emergency cover during 2013/16 and consult internally and externally on the proposed changes. 11 CONCLUSIONS
11.1 The 12 week public consultation process has been extremely effective in explaining proposals for changes to emergency cover across West Yorkshire including the reasons why changes are necessary and the impact of the changes. The consultation process has also provided opportunity for a wide range of interested parties to have their say. Overall, there has been recognition of the difficult financial future faced by the Authority, which has generated strong support for the argument of increased or at least fairer funding from central government. 11.2 The proposals in this paper reflect the significant reduction in firefighter posts over coming years, yet maintain levels of emergency response in accordance with the Authority’s Risk Based Planning Assumptions. The strategy being adopted avoids the need for wholetime compulsory redundancies by aligning the introduction of the changes to the retirement profile of wholetime operational firefighters.
11.3 The proposals have been supported by comprehensive research and analysis and continue to be proportionate to risk, taking into account the resources available. The final proposals put forward for approval have had regard to the issues raised during the 12 week consultation period without fundamentally undermining this risk based approach. When faced with reductions in funding of such magnitude it is impossible to leave frontline services untouched but these proposals represent changes that will have the least impact on service delivery, yet contributing significantly to addressing the financial gap the Authority must address.
11.4 The Service Delivery Framework and range of community safety initiatives that are being undertaken have been designed to reduce the impact of such changes and will continue to be delivered as the proposals are implemented. The future strategy of the Authority will continue to focus on community and firefighter safety, delivering a high quality and efficient and effective fire and rescue service.
12 RECOMMENDATIONS
12.1 Members are requested to approve the following recommendations as part of its Integrated Risk Management Plan for implementation between 2013 and 2020. A more detailed implementation plan will be developed as part of a Strategic Plan to deliver the Authority’s objectives covering the same period:
1. Remove one fire engine from Fairweather Green and replace this with a Fire Response Unit, to be dual crewed with the Command Unit and Welfare Unit. The current wholetime shift duty system will apply, ensuring immediate response 24 hours per day.
2. Remove the second fire engine from Keighley, with the closure of Haworth fire station being suspended for a maximum of two years to allow a detailed feasibility study to be completed on any possible alternatives.
3. Close Shipley and Idle fire stations and replace them with a new fire station with one fire engine at a site in the vicinity of the Leeds Road/Cragg Road/Briggate area ensuring a response within the RBPA to the higher risk areas. The current wholetime shift duty system will apply, ensuring immediate response 24 hours per day.
4. Remove one fire engine from Odsal.
5. Remove one fire engine from Halifax and provide a fully equipped Resilience Pump which can be utilised when required as an alternative to the Combined Aerial Rescue Pump.
6. Close Marsden fire station.
7. Remove the second fire engine at Stanningley and replace it with the Fire Response Unit for Leeds District, to be dual crewed with the High Volume Pump, Hose Layer and Welfare Unit. The current wholetime shift duty system will apply, ensuring immediate response 24 hours per day.
8. Retain Hunslet and Morley fire stations in their current locations and remove one fire engine from Hunslet. The Day Crew staffing system will apply at Morley and the current wholetime shift duty system will apply at Hunslet, ensuring immediate response 24 hours per day.
9. Close Cookridge and Moortown fire stations and replace them with a new fire station with one fire engine between the two at a suitable location to provide appropriate cover for both areas. The current wholetime shift duty system will apply, ensuring immediate response 24 hours per day.
10. Retain Rothwell and Garforth fire stations in their current locations. The Day Crew staffing system will apply at both fire stations.
11. Remove one fire engine from Wakefield and provide a fully equipped Resilience Pump which can be utilised when required as an alternative to the Combined Aerial Rescue Pump and construct a new fire station to replace Ossett at Junction 40 of the M1 motorway. APPENDIX A
West Yorkshire Fire and Rescue Authority Approved Risk Based Planning Assumptions
The Risk Based Planning Assumptions (RBPA), are used for planning purposes to locate fire engines in the best locations throughout West Yorkshire to ensure that they arrive at an emergency as quickly as possible. The Risk Based Planning Assumptions for an area will vary depending on the likelihood of a fire occurring and the potential impact of that fire; the first priority being fires where it is suspected that people may be involved (life risk incidents). The second priority is to attend fires involving property (without life risk) and finally there are planning assumptions for all other smaller incidents. The table below provides a description of WYFRS risk categorisation and the Risk Based Planning Assumptions (response times) for incidents occurring in these areas.
Risk Life Property Other Description Area
Areas possessing high levels of life risk, deprivation, commercial premises and Very 7 mins 9 mins 11 mins people. These areas pose a very high High risk of multiple fatalities or extensive injuries. Areas possessing high deprivation levels, a predominance of commercial High 8 mins 10 mins 12 mins premises and high numbers of people. These areas pose risk of multiple fatalities and extensive injuries. Suburban city areas and small towns with lower deprivation levels and varied commercial risk. These areas pose a Medium 9 mins 11 mins 13 mins moderate risk of fatalities or extensive injuries.
Small market towns relatively affluent suburbs with low deprivation levels and Low 10 mins 12 mins 14 mins lower commercial risk. These areas pose low risk of fatalities or extensive injuries. Areas of low population density limited Very concentration of commercial and 11 mins 13 mins 15 mins Low industrial risk. These areas pose very low risk of fatalities or extensive injuries.
APPENDIX B
Impact analysis of options for a fire station at Canal Road or Leeds Road Shipley.
Leeds RBPA Current Canal Ward/Risk Road/Carr (Mins) Response Road Lane Very High 6 minutes 4 minutes 6 minutes Manningham 7 11 seconds 19 seconds 12 seconds High 5 minutes 4 minutes 5 minutes Toller 8 11 seconds 54 seconds 14 seconds Medium 5 minutes 6 minutes 8 minutes Eccleshill 9 36 seconds 42 seconds 27 seconds Medium 3 minutes 6 minutes 4 minutes Shipley 9 27 seconds 41 seconds 18 seconds Medium 6 minutes 5 minutes 6 minutes Heaton 9 2 seconds 48 seconds 02 seconds Bolton & Low 5 minutes 4 minutes 6 minutes Undercliffe 10 9 seconds 14 seconds 07 seconds Low 4 minutes 7 minutes 7 minutes Idle & Thackley 10 18 seconds 50 seconds 57 seconds Windhill & Low 5 minutes 5 minutes 3 minutes Wrose 10 6 seconds 17 seconds 40 seconds Very Low 6 minutes 8 minutes 6 minutes Baildon 11 37 seconds 13 seconds 43 seconds
The analysis predicts that the Leeds road option would see improvements in four wards compared to the Canal Road option and four wards would receive very similar performance to the current average response times. Only the medium risk Eccleshill ward will see a notable increase in response times albeit this area will still be within the RBPA. A number of options were modelled and this represented the best overall performance after the Canal road option.
APPENDIX C
HUNSLET & MORLEY PROPOSAL OPTIONS
The table shows the comparison of average response times for the first fire engine to arrive at an incident for the following options:
Two fire stations in their current locations with one fire engine crewed by wholetime shift firefighters based at the current Hunslet fire station and fire engine crewed by Day Crew firefighters at Morley fire station.
Two fire engines crewed by wholetime shift firefighters based at a single new fire station.
The two station columns relate to the quickest fire engine response from either station at their current locations. The response in the evening and at nights from Morley would be delayed by up to five minutes compared to its current performance due to firefighters responding from home and therefore, in some cases, the wholetime shift Hunslet fire engine would respond faster into Morley’s area. As would be expected, the response times from the Hunslet station are very similar to its current performance.
Two Merged Fire Two station Two station station Ward & Risk Station Daytime Evening/Night overall Average Average Beeston & 5 minutes 38 5 minutes 21 5 minutes 4 minutes 57 Holbeck seconds seconds 26 seconds seconds 4 minutes 49 4 minutes 35 4 minutes 5 minutes 7 City & Hunslet seconds seconds 38 seconds seconds 7 minutes 43 7 minutes 04 7 minutes 7 minutes 11 Middleton Park seconds seconds 15 seconds seconds 5 minutes 07 6 minutes 48 6 minutes 7 minutes 17 Morley South seconds seconds 17 seconds seconds 6 minutes 53 7 minutes 46 7 minutes 7 minutes 43 Morley North seconds seconds 31 seconds seconds Ardsley & 7 minutes 58 7 minutes 41 7 minutes 7 minutes 06 Robin Hood seconds seconds 46 seconds seconds
Key
Red = Very High Risk – RBPA of 7 minutes Amber = High Risk – RBPA of 8 minutes Green = Low Risk – RBPA of 10 minutes APPENDIX D
GARFORTH & ROTHWELL PROPOSAL RESPONSE TIMES IMPACT ASSESSMENT
The table shows the comparison of average response times for the first fire engine to arrive at an incident for the following options:
Two day crewed fire engines, one based at Garforth and one at Rothwell fire stations.
One fire engine crewed by wholetime shift firefighters based at a new fire station in between Garforth and Rothwell.
Two Two Merged Fire Two stations stations Ward & Risk Stations Station Evening/Night Overall Daytime Average Average Ardsley & 7 minutes 8 minutes 02 7 minutes 8 minutes 29 Robin Hood 28 seconds seconds 58 seconds seconds Rothwell 5 minutes 7 minutes 52 7 minutes 8 minutes 15 29 seconds seconds 18 seconds seconds Temple 6 minutes 6 minutes 17 6 minutes 6 minutes 14 Newsam 20 seconds seconds 19 seconds seconds Garforth & 5 minutes 7 minutes 48 7 minutes 6 minutes 23 Swillington 41 seconds seconds 17 seconds seconds Kippax & 7 minutes 8 minutes 44 8 minutes 9 minutes 17 Methley 23 seconds seconds 29 seconds seconds
The Day Crewing option provides a good alternative to the wholetime shift station in terms of response times for most wards. However, the station merger option provides notably better performance for Garforth and Swillington ward. All the response times for these low risk and very low risk wards are well within the Risk Based Planning Assumption (RBPA).
Key
Green = Low Risk – RBPA of 10 minutes Blue = Very Low Risk – RBPA of 11 minutes APPENDIX E
WAKEFIELD & OSSETT PROPOSALS RESPONSE TIMES IMPACT ASSESSMENT
Key Amber = High risk – RBPA 8 Minutes Yellow = Medium Risk – RBPA 9 minutes Green = Low Risk – RBPA 10 minutes Blue = Very Low Risk – RBPA 11 minutes
Current Flanshaw M1 Junction Ward/Risk Response Lane Site 40 Site
4 minutes 29 4 minutes 50 4 minutes 54 Wakefield East seconds seconds seconds
4 minutes 50 4 minutes 34 4 minutes 52 Wakefield North seconds seconds seconds
6 minutes 36 6 minutes 50 6 minutes 26 Wakefield South seconds seconds seconds
11 minutes 04 11 minutes 36 9 minutes 42 Wakefield Rural seconds seconds seconds
3 minutes 41 7 minutes 12 5 minutes 15 Ossett seconds seconds seconds
Stanley & 6 minutes 47 7 minutes 28 7 minutes 01 Outwood East seconds seconds seconds
Horbury and 6 minutes 50 8 minutes 04 6 minutes 50 South Ossett seconds seconds seconds
Crofton, Ryhill & 10 minutes 02 10 minutes 12 10 minutes 09 Walton seconds seconds seconds
Wrenthorpe and 7 minutes 55 7 minutes 58 7 minutes 07 Outwood West seconds seconds seconds
3 minutes 39 3 minutes 50 3 minutes 44 Dewsbury East seconds seconds seconds APPENDIX F
PERSONNEL IMPLICATIONS SUMMARY
Establishment Posts Removed Proposal Ff CM WM Total 1 Fairweather Green 4 0 0 4 Keighley 16 4 0 20 2 Haworth 9* 2* 1* 12* 3 Idle/Shipley 16 4 4 24 4 Odsal 16 4 0 20 5 Halifax*** 20 4 0 24 6 Marsden 9* 2* 1* 12* Stanningley 4 0 0 4 7 FRU Staffing 4 3 0 7
8 Hunslet 1 pump and Morley 22 6 2 30 Day Crewed**
9 Cookridge/Moortown 16 4 4 24 10 Garforth and Rothwell 12 4 4 20 11 Wakefield***/Ossett 20 4 0 24 Total
Wholetime 150 37 14 201
Retained Duty System 18* 4* 2* 24*
Notes * Retained Duty System posts ** Day crewed staff receive additional payments which increases the cost. *** Includes reduction in CARP staffing to balance increase for FRU