Integrated Risk Management Plan - outcome of Efficiency ... · Purpose To update Members on the outcomes of the Efficiency Research Programme in relation to Integrated Risk Management

Purpose To update Members on the outcomes of the Efficiency Research Programme in relation to Integrated Risk Management Planning.

Recommendations That Members note the report.

Summary This paper presents the finding of the Efficiency Research Programme, it also identifies that these will need to be rationalised down and a number of them will be selected to form the next Integrated Risk Management Plan (IRMP)

OFFICIAL

Integrated Risk Management Plan - outcome of Efficiency Research Programme Community Safety Committee Date: 8 April 2016 Agenda Item: 5 Submitted By: DIrector of Service Support

Local Government (Access to information) Act 1972

Exemption Category: None

Contact Officer: Steve Rhodes, Director of Service Support E: [email protected] T: 01274 655703

Background papers open to inspection: None

Annexes: None

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mailto:[email protected]

1 Introduction 1.1 West Yorkshire Fire and Rescue Authority (WYFRA) has utilised its Integrated Risk Management

Planning (IRMP) process to deliver more efficient, effective services. In recent years the focus has been on delivering significant efficiencies and limiting any negative impact on community and firefighter safety. The current IRMP is the most comprehensive and ambitious programme of change ever approved by the Fire and Rescue Authority.

1.2 Over the past ten years the risk profile of communities and consequential levels of demand for the fire and rescue service in West Yorkshire and, for that matter, nationally has reduced dramatically. In 2004/5 WYFRS responded to 44,000 incidents and in 2014/15 this had reduced to 21,000 incidents. There are a variety of reasons for this reduction in demand:

• some of which can be attributed to community safety and fire prevention work • some as a result of proactive demand management including Call Challenge and reducing

responses to automatic fire alarms • some is due to changes in lifestyle including smoking cessation, changes in cooking and

eating habits, and product safety.

1.3 As a result of these changes and in response to reductions in government funding, WYFRA has reviewed its emergency cover provision and made some difficult but evidence based decisions to change the location of fire engines, the duty systems employed and the number and types of emergency vehicles available to respond. An analysis of the changes implemented to date indicates that the impact on community safety has been in accordance with that predicted in the original modelling. The approved changes will also deliver financial savings of approximately £14 million. As WYFRS reach the final stages of the implementation of the current IRMP, the overall objective of delivering large financial savings whilst minimising the impact on community safety and quality of service is being achieved.

1.4 Periodic progress reports on the current IRMP have been provided regularly to Members at Full Authority meetings, Community Safety Committee meetings and Finance and Resources Committee meetings. The most recent detailed update was provided to the Full Authority meeting on 18 December 2015.

1.5 The 18 December 2015 paper also provided the Authority with an overview of the outcomes of the Efficiency Research Programme (ERP) which recently concluded research into potential options to deliver the efficiency savings necessary to address the predicted budget deficit over the coming years.

1.6 The success of the latest IRMP in delivering the predicted outcomes provides reassurance that the methodology used is sound and the decisions made, based on the evidence, have been appropriate. The same methodology has therefore been applied for the ERP to develop options for the next IRMP. The major difference now is the need to not only re-examine the latest risk and demand, the locations and types of vehicles needed to respond, but also to examine the scope for a far more flexible approach to emergency cover.

1.7 The research programme identified areas of potential for delivering efficiencies, all of which have varied levels of risk, benefit and complexity. Each area has been analysed to determine:

• how much money could be saved • the potential effect on service delivery standards • what impact there may be on firefighter safety • what is the impact for community safety.

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2 Information 2.1 The medium term financial plan will allow for the re-introduction of whole-time firefighter

recruitment in 2018/2019.

2.2 It is predicted that that funding will be sufficient to maintain a whole-time establishment of approximately 900 firefighters. The existing IRMP will reduce the establishment to 965; consequently the next IRMP needs to reduce the establishment by approximately 65 additional posts.

2.3 Management Board have considered nine options to determine which will be included in the IRMP. The next step is to rationalise these further and select the most appropriate combination of the options to achieve the necessary establishment post reductions whilst minimising the impact on service delivery. This package will form the next IRMP. Details of the options have been shared with representative bodies and employees.

2.4 It has been stressed to representative bodies and employees that not all of the options will need to be implemented and that full consideration will be given to the views of representative bodies during the consultation process.

2.5 The selected package of proposals will be reported to WYFRA, when approval will be sought to undertake formal consultation.

3 The Efficiency Research Programme potential options (in no order of preference)

3.1 The Command and Leadership Programme – potential reduction of 30 posts

The CLM Programme consists of four projects: Command, Leadership, Management, Training and Development.

This programme will improve the Command, Leadership and Management of WYFRS by revising roles and responsibilities and reorganising the district structure.

This will reduce the district establishment and identify where change in support functions is required.

3.2 A revised Technical Rescue capability – potential reduction of 28 posts

The staffing at Cleckheaton Fire Station is 52, the firefighters currently work the 2x2x4 Day Crewing (specialist) duty system.

The option for Cleckheaton is to reduce station staffing to 24 (4 watches of 6), and dual crew the fire appliance with Technical Rescue Vehicle.

To maintain WYFRS national Urban Search and Rescue capability, a pool of staff will be based at other fire stations who would maintain competence and be available for an on-call rota.

3.3 Introduction of Day Crew Close Call stations – potential reduction of 33 posts

DCCC provides firefighters with a greater choice of duty systems and a greater level of flexibility in their working hours.

This system already works well at three stations (Castleford, Normanton and South Kirkby) it provides fully-staffed front-line fire appliances at all times whilst maintaining a level of service delivery similar to whole time 2x2x4.

Three stations are being considered, Bingley, Illingworth and Pontefract.

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3.4 Introduction of Day Nucleus stations – potential reduction of 23 posts.

WYFRS has previously used the DN duty system at Holmfirth and Skelmanthorpe.

Two models are being considered:

DN (only) – provides a whole time response during Monday – Friday when the fire station is occupied. Outside of these hours and during the weekend there is no fire cover provided from that fire station.

DN + Retained Duty System – provides a whole time response Monday – Friday when the station is occupied. Outside of these hours, fire cover is provided by RDS crews (who staff the appliance) the response profile is similar to the current Day Crew model, except that the weekend is crewed entirely by RDS firefighters.

Three stations are being considered, Todmorden, Normanton and Garforth.

3.5 Standard crewing of four firefighters on appliances at a selected number of fire stations – potential reduction of up to 58 posts.

A Risk Assessment and Task Analysis has provided evidence to demonstrate that crewing levels required to provide an initial rescue within safe systems of work can be based upon a minimum level of 4 firefighters. This would result in some appliances currently staffed with 5 firefighters being staffed with 4.

The risk assessment also reflects improvements in operational efficiency and additional control measures:

• Larger water tanks • Electronic pump controls • 22mm hose reels • Core drill and lance • Leader fans • Telemetry • Portable Mobile Data Terminals • San Js radios

3.6 Fire Response Units – Potential reduction of up to 32 posts

In 2014/15 the Leeds FRU attended 700 incidents and the Bradford’s FRU attended 800. This is a significant reduction from when the Leeds FRU was introduced in March 2011 (1610 incidents in 2011/12) and from when the Bradford FRU was introduced in March 2013 (1010 incidents in 2013/14).

Either:

1. Operate FRUs during core business hours only, outside these periods; five 2nd appliances would operate with an extended FRU footprint.

2. Removal of the FRUs. (An option remains where firefighters on secondary contracts or RDS firefighters with contract extensions could be used to staff an FRU when required i.e. during the busiest times of the year, or for pre-planned events.)

3.7 Peak Activity Crewing (PAC) for second appliances – potential reduction of 60 posts

This option will maintain 2nd appliances at the five 2 appliance stations (Leeds, Bradford, Huddersfield, Dewsbury and Killingbeck) during peak activity periods only, outside of peak periods the 2nd appliance would be stood down and fire cover from that station would be provided by one fire appliance.

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4 The Efficiency Research Programme (options reviewed but not currently being progressed)

4.1 Merger of Halifax and Illingworth Fire Stations – Potential reduction in 24 posts

Three models were considered for this option:

1. Merge both stations at an optimum location with 1 Whole-Time appliance. 2. Merge both stations with 1 Whole-Time and 1 Peak Activity Crewed (PAC) appliance (this

is a second appliance that is available only during periods of higher operational activity). 3. Merge both stations with 1 Whole-Time and 1 RDS appliance. The merger of these stations is based on reducing operational call and risk profile within both station areas.

4.2 Introduction of Retained Duty System at Garforth Fire Station – potential reduction of 14 posts.

To reflect the falling call profile Garforth was converted to the Day Crew duty shift system in February 2014.

The risk in the wards served by Garforth is Low or Very Low and the call profile has continued to decline. These two factors have prompted a further review into the way the service provided by Garforth is delivered. The RDS crew could be recruited from the local community.

5 Financial Implications

5.1 The financial efficiencies associated with the projects in this report have been previously supplied to Members on a number of occasions, most recently at the April 2015 Community Safety Committee. In summary, the current approvals will deliver on-going salary savings of almost £14.0m once fully implemented.

5.2 The medium term financial plan will allow for the re-introduction of whole-time firefighter recruitment in 2018/2019.

6 Equality and Diversity Implications

6.1 Detailed information on the changes to establishment arising from the IRMP has been previously supplied to Members on a number of occasions. As changes are introduced, the Human Resources Committee is informed and approves the new establishment. In summary, the next IRMP needs to result in the reductions of 65 whole-time firefighters. The introduction of IRMP initiatives is, where possible, planned to align to the leaver/retirement profile, ensuring service delivery is not adversely affected and compulsory redundancies are not required.

6.2 Specific details of the equality and diversity implications arising from the options selected for inclusion in the next IRMP will be reported to the Full Authority prior to full consultation.

6.3 The latest financial information indicates there will be reduction in the number of firefighters employed over the coming years, and that recruitment will start in 2018/19.

6.4 A detailed recruitment process will be developed to ensure effective and efficient recruitment takes place. Equality and diversity will be a fundamental aspect of the recruitment strategy and its implementation.

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7 Health and Safety Implications 7.1 There are no Health and Safety implications resulting directly from this report, details of the health

and safety implications arising from these initiatives will be reported to Full Authority prior to consultation.

8 Service Plan Links

8.1 IRMP initiatives help to support the four strategic priorities set out in the Service Plan. These are:

Deliver a proactive community safety programme Deliver a professional and resilient emergency response service Provide a safe, skilled workforce that serves the needs of a diverse community Provide effective and ethical governance and achieve value for money.

9 Conclusions 9.1 There continues to be good progress in implementing a programme of major change, delivering

efficiencies, matching resources to risk and demand and limiting the impact of reductions in funding.

9.2 A reduction in 65 whole-time firefighter posts is required. The ERP has identified nine potential options for the reduction in posts.

9.3 This paper informs Members that the options will be rationalised down to provide a package for inclusion in the next IRMP. The next IRMP will be submitted to Full Authority prior to formal consultation being undertaken.

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Purpose This report aims to provide an update on progress made to date in implementing the Primary Authority Partnership Scheme and provide information on additional work carried out by the Business Support Team. Attention will particularly be given to progress in the areas of partnerships thus far agreed.

Recommendations That the Community Safety Committee note the contents of this report in that Primary Authority Partnerships continue to be encouraged to grow and increase in number whilst ensuring adequate resources are deployed to fulfil partnership commitments.

Summary At the February 2014 Community Safety Committee members approved the active participation in Primary Authority Partnerships through the development of a new Business Support Team. Since that time the team has been formed and significant work has being carried out to develop working partnerships which are detailed further within this report. The development of the dedicated team has allowed West Yorkshire Fire and Rescue Service to provide additional support to businesses within West Yorkshire.

OFFICIAL

Primary Authority Scheme and Business Support Team - update Community Safety Committee Date: 8 April 2016 Agenda Item: 6 Submitted By: Deputy Chief FIre Officer and Director of Service Delivery



Contact Officer: Chris Kemp, Fire Protection Manager T: 01133874355 E: [email protected]


Annexes: None

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1 Introduction 1.1 This report provides an update on the progress of Primary Authority Partnerships delivered

through the Business Support Team (BST) which was introduced in Summer 2014 following approval by the Community Safety Committee and Executive Committee.

1.2 The Primary Authority Scheme (PAS) is a statutory scheme, established by the Regulatory Enforcement and Sanctions Act 2008 (the RES Act). It allows an eligible business to form a legally recognised partnership with a single local authority in relation to regulatory compliance. This local authority is then known as its ‘primary authority’.

1.3 Primary authorities play a valuable role in leading and shaping the regulation of businesses that partner with them. In doing so, they deliver benefits for the regulatory system as a whole, for the businesses they partner with, and for those that the regulations are designed to protect, consumers, workers and the environment.

1.4 As an Authority within a PAS partnership we are responsible for providing fire safety advice to our partners, that advice can then be adopted by the partner across all their sites in England and Wale, all other Fire and Rescue Authorities are statutory bound to accept it. This provides the partner which a consistent approach enabling them to be confident in the safety arrangements. This is all achieved by issuing assured advice and potentially issuing inspection plans however, inspection plans will only be utilised once a partnership is fully embedded and not in the early stages of a partnership.

2 Information – Primary Authority Scheme

2.1 In July 2014 the Business Support Team (BST) was set up and a new post, Business Support Supervisor was created by combining two teams within Fire Protection (Engineering & Planning). The Business Support Team sits within the Engineering and Planning section of fire protection. Recruitment for a Business Support Inspector took place in October 2014 with an internal advert being placed for the position, a successful candidate from our existing establishment was appointed following a selection process and interview.

2.2 Our first partnership was created with Asda Stores Limited. Asda is a grocery and general merchandise retailer operating out of 568 stores across the UK and employing approximately 175,000 staff. West Yorkshire Fire & Rescue Authority (WYFRA) were the first fire authority to issue fire safety “assured advice” under the scheme and we have now extended the partnership to incorporate explosives licensing (fireworks).

2.3 We have issued more assured advice to Asda than any other partnership and this work has been recognised by Asda through nominations for the Primary Authority Awards. The advice issued includes:

• Fire Safety Arrangements around their fire safety policy • Fire Watch – The procedures for how ASDA deal with fire alarm faults or downtime

has been described and assured. • Electro Magnetic Locks and Delayed Egress Devices – Assured Advice was issued

after ASDA described how these devices would be used in stores were they had a particularly high volume theft.

• Fireworks Storage • Fire Warden / Fire Marshal – The training and procedures for ASDA

Marshals/Wardens has been examined and assured. • Fires Exits at a specific store in Walsall – Assured advice was provided after ASDA

described their arrangements and rational for discounting a fire exit during low occupancy times in this store which also had a problem with theft.

• ASDA Fire Risk Assessment • ASDA Petrol Filling Station shops – Fire Safety Arrangements on ASDA Petrol Filling

Stations has been examined and assured.

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2.4 Other partnerships which have been secured under the scheme by the BST include:

British Red Cross

Gala Bingo Limited

Nationwide Caterers Association

Lloyds Banking Group (Incorporating: AA Financial Services, Aqua Card Services, Bank of Scotland, Birmingham Midshires, BLS Collections, British Gas Financial Services, Cheltenham & Gloucester, Goldfish, Halifax, Halifax Bank, Home Shopping Personal Finance, Intelligent Finance, Lex Autolease, Lloyds, Preference Account, Scottish Widows, Trustcard)

Yorkshire Building Society (Incorporating: Norwich and Peterborough Building Society; Barnsley Building Society; Chelsea Building Society; Accord Mortgages)

Together Housing Group Limited (Incorporating: Pennine Housing 2000; Chevin Housing Association; Green Vale Homes; Harewood Housing Society; Housing Pendle)

2.5 Assured advice has been issued to Lloyds Banking Group, Yorkshire Building Society, Nationwide Caterers Association and we are currently working on our first piece of advice for Gala Bingo Limited.

2.6 Current partnerships being progressed which appear likely to be agreed in the very near future include Morrison Stores Plc and Hanover Housing. Discussions with both companies are progressing extremely well with completion likely in the near future. We have had discussions with a number of other companies and organisations and on-going effort is being made to promote the benefits of Primary Authority Partnerships to prospective partners.

3 Information – Additional Business Support

3.1 Whilst the primary role of the BST is to facilitate and manage the primary authority partnerships, the development of the team has enabled WYFRS to provide additional business support to promote fire safety within West Yorkshire.

3.2 During the last 12 months we have engaged with and provided support in the following areas:

YWIB

The BST attended the annual Young Women in Business network event in Leeds. A lot of women at the event had set up their own businesses and were entrepreneurs looking for support to and advice around regulation. It provided them with a good opportunity to ask questions regarding fire safety and the impact it had on small and medium enterprises.

Leeds Business Continuity Alert

80 businesses attended a seminar at the Civic Hall in Leeds where the BST gave a presentation on fire safety. Risk assessments, interventions and partnerships were discussed which included what impact enforcement activity could have on a business and how that process can cause significant disruption.

Bradford Mosques Fire Safety Session

An information session on fire safety was delivered to the management committee members of a group of mosques in Bradford.

The session was extremely well attended and audience members were keen to learn more on complying with the fire safety regulations.

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The BST arranged for Prevention and Ops Response to be present which allowed a joint approach to provide input on emphasising the importance of fire safety in mosques.

Audience members have since been in touch with the BST and are now requesting more joint work to be carried out with the possibility of developing a fire safety toolkit for mosques.

Asian Fire Service Association (AFSA) Conference - Engagement with Diverse Businesses

The Business Support Team was invited to give a presentation to the audience at the annual conference held in Merseyside. The presentation covered some work which has been completed with the Migration Access Partnership in Leeds. The work focuses on providing support to people who are new to Leeds and are interested in establishing their own businesses. The workshop discussed the importance of Fire Risk Assessment and explained the considerations that potential businesses owners could have when selecting premises.

3.3 In addition to the planned work carried out as detailed above, the team have provided advice and support to various businesses within West Yorkshire who have contacted WYFRS for help.

4 Training 4.1 The Business Support Supervisor and Inspector both completed a full programme of Primary

Authority training by attending relevant Better Regulation Delivery Office (BRDO) courses and are competent to facilitate the scheme.

4.2 A training package was developed and delivered to all fire safety inspectors covering the implications of the scheme, how it operates and the requirements which are needed to be followed. We are now reviewing the need to deliver this to Operational Crews through a Topic Talk.

5 Financial Implications 5.1 The current charges for the scheme are chargeable daily are £75 for the first hour and £45 for

every subsequent hour which are designed to cover costs.

5.2 Whilst these charges will fully recover the cost of staff time on individual cases it is not anticipated that they will cover the full cost of the unit in the short term. It is however anticipated that as the amount of work increases and more companies become involved the unit will become self-sufficient. To date the unit have generated just over £18k in income.


6.1 The first Grade 8 Business Support Inspector post was advertised and short listed candidates were selected in such a manner that the process followed current equality and diversity policies and did not discriminate against any protected characteristic.

6.2 All dealings with partners and prospective partners are carried out in line with policy and do not discriminate against any protected characteristic.

6.3 The work of the BST is proactively supporting and assisting businesses and organisations whose members primarily include individuals from BME communities.

7 Health and Safety Implications

7.1 There are no Health and Safety implications directly relevant to employees of West Yorkshire Fire and Rescue Service.

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7.2 The engagement of PAS and the introduction of a Business Support Team assists and encourages both local and national businesses to improve general fire precautions within their premises therefore providing a safer community.

7.3 Current Health and Safety policy and Health & Safety Risk Assessments are adequate for the purpose of fulfilling the Business Support functions requirements. There are no new processes which introduce a previously unaccounted for risk.

8 Legal Implications 8.1 The Partnership Agreements are a formal legal contract. The Government agency promoting the

Scheme has provided some standard terms which help mitigate risks for participating authorities and the agreements the Authority enters into have been scrutinised and agreed by the Chief Legal and Governance Officer.

9 Service Plan Links 9.1 The introduction of PAS and the Business Support Team supports the organisation’s overarching

ambition to make West Yorkshire safer by ensuring the authority’s statutory fire protection duties are discharged efficiently and effectively. This is achieved by allowing our existing resources to be targeted at high risk premises which in turn will reduce the incidence of fire and the effects of fire should it occur

10 Conclusions

10.1 The Business Support Team is continuing to grow and progress is being made in the development and implementation of partnerships.

10.2 New partnerships will be pursued and encouraged in order to improve Fire Safety and to aid the operation of cost recovery

10.3 It is essential that the Support Team grow steadily to ensure progress is well managed and worthwhile.

10.4 The introduction of Primary Authority supports the local economy by providing businesses with consistency and assurance in order to support economic growth. At the same time the business support function is able to provide the small to medium businesses of West Yorkshire the support they need in setting up and developing, this links in to the work that Fire Protection are carrying out with the Leeds City Region Local Enterprise Partnership through the Better Business for All programme.

10.5 Through the PAS’s created, Fire Protection are not only ensuring that we make West Yorkshire Safer but are also having a positive impact in terms of fire safety on a national basis with the partnerships covering:

298,500 employees

at 38,051 premises

10.6 WYFRS have been at the forefront of PAS from the initial Chief Fire Officers’ Association (CFOA) pilots to the development of the scheme for Fire Safety. This has enabled us to be the number one Fire and Rescue Service in terms of delivering benefit and advice for our partners. We have achieved this through consistent delivery of bespoke advice and support and have issued more assured advice to our partners than any other FRS in a PAS partnership.

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Purpose To inform Members of recent changes in legislation in respect of the provision of Smoke and Carbon Monoxide Detection within the private rented sector and how West Yorkshire Fire and Rescue Service has supported landlords during the transition.

Recommendations That Members note the contents of the report.

Summary On 10 March 2015 the then Fire Minister, Penny Mordaunt MP, announced changes to legislation that would require all private sector landlords to install smoke alarms and carbon monoxide alarms. West Yorkshire Fire and Rescue Service received an allocation of detectors to support landlords in complying with the new regulations and this report provides information on how they have been distributed.

OFFICIAL

Smoke and Carbon Monoxide alarms in the private rented sector - update Community Safety Committee Date: 8 April 2016 Agenda Item: 7 Submitted By: Deputy Chief Fire Officer and Director of Service Delivery



Contact Officer: Chris Kemp, Fire Protection Manager

T: 01133874355

E: [email protected]

Background papers open to inspection: CSC Report dated 24 April 2015

Annexes: None

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1 Introduction 1.1 On 10 March 2015 at the Local Government Association conference, the then Fire Minister, Penny

Mordaunt MP announced changes to legislation that would require private landlords to provide smoke and carbon monoxide detectors within properties which they rent out.

1.2 This announcement was made following a period of consultation which was strongly supported not only by West Yorkshire Fire and Rescue Service (WYFRS) but also by the Chief Fire Officers’ Association (CFOA).

1.3 On 11 March 2015 a letter was received confirming the detail of the announcement and also outlining the provision of interim funding. This funding would be utilised to enable Fire and Rescue Services to support landlords in complying with the new regulations by providing free smoke and carbon monoxide alarms.

1.4 Following this a report was submitted to the Community Safety Committee on 24 April 2015 providing information on the new legislation and detailing that WYFRS would receive an allocation of 18,086 smoke alarms and 1,626 carbon monoxide detectors which should be provided to landlords of private rented accommodation.

1.5 The issue of fires and fire deaths within the private rented sector is one that the Fire and Rescue Service as a whole and WYFRS in particular, have long lobbied to reduce the level of risk.

1.6 Prior to the introduction of the new regulations, of the housing stock in West Yorkshire some 12%, (or approximately one eighth), falls within the private rented sector whilst 20% of the fire deaths across the county occurred in these types of property.

1.7 Despite significant efforts to remedy this, the private rented sector in the UK has by far the lowest level of smoke detector ownership across all of the property tenures with just 81%, as opposed to 93% within Housing Association accommodation and average of 88% within owner occupied premises.

2 Information

2.1 The Smoke and Carbon Monoxide Alarm (England) Regulations 2015 came into effect on 1 October 2015 and require landlords of private rented properties to ensure that:

1. a smoke alarm is equipped on each storey of the premises on which there is a room used wholly or partly as living accommodation;

2. a carbon monoxide alarm is equipped in any room of the premises which is used wholly or partly as living accommodation and contains a solid fuel burning combustion appliance;

and

3. checks are made by or on behalf of the landlord to ensure that each prescribed alarm is in proper working order on the day the tenancy begins if it is a new tenancy.

2.2 Significant debate took place regarding the provision of carbon monoxide alarms only being required in rooms containing a solid fuel burning combustion appliance and not in rooms containing fuel burning appliances such as gas fires and boilers. There are already adequate controls in place to legislate for gas appliances with private landlords requiring a gas safety check on an annual basis and it was therefore felt by Government that further requirements were unjustified.

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2.3 Prior to delivery of the detectors a review of the original allocations was carried out and small adjustments were made, this increased the total number of detectors received by WYFRS which was:

19,090 Smoke Detectors (SD)

2,130 Carbon Monoxide Detectors (CO)

2.4 The distribution of these detectors involved work which was not foreseen when the annual Action Plan was developed. A significant amount of work was undertaken to develop a distribution plan to ensure that we could, as far as possible, fulfil the expectation set by Government whilst still delivering the service which was previously planned.

2.5 Through consultation with other Fire and Rescue Services, both regionally and nationally, a plan was developed to target landlords directly whilst at the same time targeting both managing and letting agents.

2.6 Joint meetings were held with the 5 local Housing Authorities who provided contact details for both landlords and agents.

2.7 Documentation was developed and distributed via email and letter which landlords completed prior to receiving their detectors. This enabled WYFRS to capture information regarding which property the detectors were to be installed in, how many storeys there were, the number of detectors supplied and the details of the landlord. This information has been kept on file should WYFRS be asked to demonstrate where the detectors have been distributed to.

2.8 To assist with communicating the message about the availability of detectors, the Fire Protection Manager attended various local authority landlord seminars and gave presentations to encourage landlords to utilise the opportunity of free detectors.

2.9 As a result WYFRS managed to distribute 10,640 detectors directly to landlords and agents. The detectors were collected from specific stations which were nominated as collection points on the receipt of the completed documentation.

2.10 Safeguards were put in place to ensure those requesting detectors provided the required information.

2.11 Towards the 1 October 2015 deadline when the new Regulations came into effect, the demand for detectors diminished even though promotion activities continued. As a result a meeting was held with all 5 West Yorkshire local Housing Authorities (LHA) and a proposal put to them which involved allocating the remaining stock across the 5 Districts. This was well received and legal advice was sought which supported the proposal.

2.12 Agreements were drafted which ensured that the detectors were only being provided on the basis that they were only to be supplied to landlords of properties where the Smoke and Carbon Monoxide Alarm (England) Regulations 2015 apply. Specifically, they were to be used to assist landlords where the Council identifies that those landlords’ premises have no fire safety provision and/or are not meeting the new Regulations.

2.13 It was also agreed that each LHA would collect the information detailed in 2.7 and provide WYFRS with that information to ensure a full audit trail.

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2.14 The allocations were determined based on the number of private rented properties in each area as supplied by each individual LHA and are as follows:

Leeds 2,460 SD 120 CO

Bradford 2,500 SD 140 CO

Calderdale 1,700 SD 80 CO

Kirklees 1700 SD 80 CO

Wakefield 1720 SD 100 CO

On 5 February 2016 the detectors were delivered to the 5 LHA’s.

3 Financial Implications 3.1 There are no financial implications arising directly from this report.


4.1 The private rented sector represents some of the most vulnerable members of the community and, as such, this initiative will be of particular significance in reducing the risk to individuals and groups with protected characteristics.


5.1 This initiative has improved the safety of people in their homes and will continue to do so in the future and in doing so reduce the incidence or scale of fires in the home, thus reducing the risk to firefighters.


6.1 This work clearly supports the priority to “Work with partners to reduce the likelihood of fires” and in doing so, has created a significant step forward in terms of “Making West Yorkshire Safer”.

7 Conclusions

7.1 This legislative change is a significant one which will, undoubtedly, save many lives over the coming years.

7.2 The English Housing Survey carried out by the Department for Communities and Local Government in 2014/15 stated that the proportion of UK households with working smoke alarms varied depending on household characteristics. Private renters were least likely to have at least one working smoke alarm (81%), compared with 92% of local authority renters and 93% of households in housing association properties. 88% of owner occupied properties had at least one working smoke alarm.

7.3 Between 2004-05 and 2014-15, the proportion of UK households with a working smoke alarm increased among owner occupiers (from 83% to 88%) and local authority renters (from 80% to 92%). No such change was observed among private or housing association renters.

7.4 The distribution of 20,220 smoke and carbon monoxide alarms to landlords for use in private rented properties will significantly increase the number of premises with detection within this sector in West Yorkshire.

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Purpose To inform Community Safety Committee of the Safeguarding activity undertaken during 2015/16 under the West Yorkshire Fire and Rescue Service (WYFRS) Safeguarding Procedure.

Recommendations That Community Safety Committee notes the information provided in this report and continues to promote the Authority’s commitment to safeguarding vulnerable members of the community of West Yorkshire

Summary This report provides Members with a summary of the 119 cases that have been referred through the safeguarding “cause for concern” process for the fiscal year from 1 April 2015 to 29 February 2016 (due to data available when the report was collated). Of the cases that were referred, 87 were identified as safeguarding referrals and subsequently referred to the respective District Local Authority Safeguarding teams, whilst the remaining 32 were identified as vulnerable individuals requiring additional support from WYFRS. The report also highlights the training that is required to support the process and outlines the initial impacts of the Care Act 2014.

OFFICIAL

Safeguarding - activity update Community Safety Committee Date: 8 April 2016 Agenda Item: 8 Submitted By: Director of Service Delivery



Contact Officer: Jo-Elle Byrne; Policy Assistant – 0113 3875727

Background papers open to inspection: WYFRS Safeguarding Procedure (Updated) 2016

Annexes: None

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1 Introduction 1.1 For the period from 1 April 2015 to 29 February 2016 (due to data available when report was

collated), 119 safeguarding “cause for concern” forms were raised by WYFRS personnel, an increase of 56 (48%) from last year’s total. Out of the 119 cause for concern forms submitted, 87 were due to safeguarding concerns and 32 identified vulnerable individuals.

2 Information

2.1 In the period from 1 April 2015 to 29 February 2016 (due to data available when report was collated), there have been 119 safeguarding “cause for concerns” raised by WYFRS personnel, 81 regarding adults and 38 regarding children. This demonstrates an increase of 47% and 48% in adults’ and children’s referrals respectively.

2.2 The breakdown of the 119 referrals by District is as detailed below:

District No. Referrals Adults Children

Percentage Increase on Previous Year Total

Referrals

Bradford 21 14 7 44%

Safeguarding 11 6 5 28%

Vulnerable 10 8 2 40%

Calderdale 17 12 5 65%



Kirklees 17 13 4 42%


Vulnerable 3 3 0 - 40%

Leeds 58 38 20 50%



Wakefield 6 4 2 33%


Vulnerable 1 1 0 0%

TOTAL 119 81 38 48%

2.3 The District Prevention Managers (DPM) / Assistant District Commanders (ADCs) are not only responsible for ensuring the prompt referral of concerns through to the appropriate safeguarding unit, but also to follow up on the status and outcomes of the referrals. Feedback is given to the member of staff who raised the concern as and when the information is available, but being mindful of any sensitive or confidential information that it may not be appropriate to share. In 2015/16 there has been some concern with the feedback loop of safeguarding referrals. Staff will often refer concerns but not receive feedback or notes on the next steps of the case or the outcomes achieved by their referral. This is being examined as part of the IT programme changes with a view to incorporating automated reminders to referring personnel with feedback/customer action plans, each time the form is updated.

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2.4 Safeguarding is now discussed during every Prevention Performance Management Visit as a reminder to operational personnel of our procedure and responsibilities within this. Additionally, safeguarding audits are undertaken quarterly by the Central Prevention Team to determine whether the safeguarding cause for concern which was raised has been identified correctly by the relevant manager, appropriate referee notes recorded to enable decisions to be made and suitable outcomes recorded.

2.5 As part of the implementation of WYFRS Safeguarding Procedure, an e-learning safeguarding module has been developed in-house which addresses how to recognise and respond to abuse. It includes relevant information and advice that is in keeping with WYFRS position as an ‘Alerter’ Authority. This training is currently undergoing further development as a result of findings through the audit process and developments from the implementation of the Care Act It will be rolled out for completion by WYFRS personnel as soon as possible.

2.6 An additional training module is available for WYFRS personnel whose role involves safeguarding, i.e. Designated Managers and ‘regulated activity’ roles, to ensure they are fully aware of their safeguarding roles and responsibilities. This is also currently under review and will be rolled out to relevant members of personnel as soon as possible.

3 The Care Act 2014

3.1 The Care Act 2014 states that Self Neglect should be classified as a type of abuse and is now reported through safeguarding processes. The expectation in 2014/15 was that referrals from WYFRS to Safeguarding Teams would increase due to the nature of some higher risk home fire safety check visits; specifically those completed by The Fire Prevention Team. It was anticipated that cases identified as safeguarding would rise; however, a rise was expected to be more prevalent within the cases identified as vulnerable individuals.

3.2 In anticipation of the changes, WYFRS DPMs have been in contact with each Safeguarding Board to further understand how these changes impact on current/historic processes. Additionally, a change in process took place during 2014 whereby the cause for concern form was amended to enable DPM’s to identify whether the concern is safeguarding related, or, the identification of a vulnerable individual.

3.3 Experience over the last fiscal year and feedback from Partnership Board Meetings has lead Prevention Management to believe that the cause for concern form will need to be re-examined in line with the key findings from the Audit process; specifically the addition of an auditable trail on the database to allow easier reporting and feedback. This issue and other minor IT changes are being addressed by the Central Prevention Team in conjunction with the DPMs and will be reflected in the IT programme imminently.

3.4 In analysing the safeguarding data it has become apparent that referrals have increased in the majority of cases and in the area of vulnerable persons as expected, which can be attributed to the changes in the Care Act 2014. It has, however, been identified through this analysis and the Audit Process that further training will be required to ensure DPMs are consistent in their identification of vulnerable individuals against safeguarding issues. DPMs will be invited to the audit meeting to input and learn from each other’s experiences. Although improved overall in the last fiscal year, this training/consultation process will address any continuing issues of poor quality data recording and missing essential data from the forms.


4.1 The costs of training and implementation of the safeguarding policy are met from within the current approved revenue budget.

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5 Equality and Diversity Implications 5.1 Implementation of the Safeguarding Procedure and the related training of employees supports the

safeguarding of children & vulnerable adults. An Equality Analysis on the Safeguarding Procedure and all associated training will ensure appropriate equality risks are identified and addressed effectively, and ensure Authority compliance with the Public Sector Equality Duty. Equality and diversity issues relating to children and vulnerable adults are referred to the appropriate safeguarding unit at the time of referral.

5.2 Statistically, the sexes of the identified safeguarding referrals are split at 58% female and 42% male; 69 and 50 referrals respectively. The age ranges of referred cases are divided as would be expected, with the majority of cases relating to children aged under 19 years and adults aged over 65 years.

The Office for National Statistics (ONS) states that 21.6% of West Yorkshire’s citizens are from ethnic minority groups; 13% of safeguarding referrals were attributed to the same.


6.1 None arising directly from this report however, robust safeguarding arrangements will help to ensure the safety of vulnerable adults and children across West Yorkshire, in addition to personnel implementing the procedure.


7.1 Safeguarding is a key element in terms of delivering WYFRS’ ambition of “Making West Yorkshire Safer” and is key in terms of working with partners to ensure that we deliver a proactive and inclusive prevention programme.

8 Conclusions 8.1 That Community Safety Committee notes the content of this report and continues to actively

promote the Authority’s commitment to preventing abuse and safeguarding children and vulnerable adults by supporting the internal safeguarding processes implemented under the Procedure.

Age No. Referrals Under 6 17 6 – 19 21 20 - 29 5 30 – 49 17 50 – 64 21 65 & Over 38 TOTAL 119

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Purpose To inform Members of the feedback from the annual Quality of Service, School Fire Safety Visit and Home Fire Safety Check Surveys 2014/15

Recommendations That Members note the contents of the report

Summary The attached reports provide Members with feedback from consultation on service delivery carried out during 2014/2015.

OFFICIAL

Quality of Service Surveys 2014/15 Community Safety Committee Date: 8 April 2016 Agenda Item: 9 Submitted By: Chief Legal and Governance Officer



Contact Officer: Alison Davey – 01274 655801 Corporate Services Manager [email protected]

Background papers open to inspection: After the Incident Survey: Incidents in the Home and Non-domestic incidents 2014/2015, Final Benchmarking Report for West Yorkshire Fire and Rescue Service Quality of Service: After the Incident Survey Domestic Incidents Quarters 1-4, 2014/2015 Quality of Service: After the Incident Survey Non-Domestic Incidents Quarters 1-4, 2014/2015 Home Fire Safety Check Follow-up Survey, Quarters 1-4, 2014/2015, Results for West Yorkshire Fire and Rescue Service

Quality of Service Survey: Home Fire Safety Check Survey 2014/2015, Final Benchmarking Report for West Yorkshire Fire and Rescue Service

Annexes: Quality of Service Survey 2014/15 (After the Incident) School Fire Safety Visits 2014/15 Home Fire Safety Check Follow-up Survey 2014/15

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1. BACKGROUND 1.1 In order to monitor performance, a Quality of Service survey is undertaken on a monthly basis.

Each month, a questionnaire is sent to a 10% random selection of the locations of incidents attended the previous month by fire stations throughout West Yorkshire. The questionnaire covers areas such as: • Satisfaction with the initial contact with the Fire Service • Service provided at the scene • Information and advice given • Follow-up contact from the Fire Service after the incident • Overall satisfaction with the service

1.2 A School Fire Safety Visit survey is also undertaken by requesting completion of an electronic form

by the teacher after carrying out the School Fire Safety Visit. The questionnaire covers the following areas:

• Age group • Planning and Visual Aids • The Presenters • Pupils • Overall Satisfaction • Appointment • Follow Up

1.3 A Home Fire Safety Check Follow-up survey is undertaken on a monthly basis. Each month, a

questionnaire is sent to approximately 60-70 randomly selected residents who have had a Home Fire Safety Check.

The questionnaire covers the following topics:

• Initial contact • The Home Fire Safety Check visit • Fire safety measures • Overall Service • About You

1.4 The Quality of Service and Home Fire Safety Check questionnaires are sent by West Yorkshire

Fire and Rescue Service (WYFRS) and returned directly to an independent research company via a freepost envelope. The returned questionnaires are analysed and a feedback report is sent to WYFRS.

1.5 The School Fire Safety Visit survey is sent electronically to the school for completion and return to

WYFRS. 2 INFORMATION Quality of Service Survey 2014/15 2.1 During 2014/15, 135 completed questionnaires were returned from domestic properties and 77

from non-domestic properties. 890 questionnaires were sent out, 587 to domestic and 303 to commercial giving a response rate of 23% from domestic and 25% from non-domestic properties.

2.2 Overall, the feedback is positive with 99% of respondents completing the domestic (incidents in

the home) questionnaire expressing satisfaction with the service they received and 98% of respondents to the non-domestic questionnaire expressing satisfaction with the service they received.

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School Fire Safety Visit Survey 2014/15

2.3 During 2014/15 39 completed questionnaires were returned. 2.4 Overall the feedback is positive with 97% of respondents satisfied with the overall School Fire

Safety Visit. Home Fire Safety Check Survey 2014/15 2.5 During 2014/15 1491 questionnaires were sent out, of which 388 were completed and returned.

This is a response rate of 26% which is good for the type of consultation. 2.6 Overall, the feedback is positive with 100% of respondents satisfied with the Home Fire Safety

Check, of whom, 95% were very satisfied. 2.7 A summary of each survey results is attached which also details a comparison with the results

from the previous year’s feedback. 2.8 These survey results will be used to address any areas for improvement in order to continue

positive satisfaction levels in the 2015/16 consultation exercise. 2.9 Other fire and rescue authorities use the same surveys. In order to benchmark the WYFRS’

performance with that of other fire and rescue services, Opinion Research Services provide a benchmarking report of the comparisons of the other fire and rescue services performance with WYFRS. Details of this benchmarking are included within the attached reports as appropriate.

3 FINANCIAL IMPLICATIONS 3.1 The costs of carrying out these surveys is £2,500 to £3,000 for the full year including printing

questionnaires, freepost charges and analysis. 4 EQUALITY AND DIVERSITY IMPLICATIONS 4.1 A full equality analysis has been carried out to ensure consistency across all communities and

there are no adverse equality issues. 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 2015-2020 priorities. 7 RECOMMENDATIONS 7.1 That Members note the contents of the report.

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Page 1 of 10

Quality of Service Survey 2014/15 (After the Incident)

Ownership: Corporate Services

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Page 2 of 10

Table of Contents

1 After the Incident Survey 2014/15 ....................................................................................... 3

2 Summary – Domestic Incidents (in the Home) ................................................................... 3

3 Summary – Non Domestic Incidents .................................................................................. 4

4 Interpretation of data ........................................................................................................... 4

5 Domestic Incidents Questionnaire ...................................................................................... 4

5.1 Initial Contact ......................................................................................................................... 4

5.2 At the Scene .......................................................................................................................... 5

5.3 Information and Advice Given ................................................................................................ 6

5.4 Overall Service ....................................................................................................................... 6

6 Non-domestic Incidents Questionnaire .............................................................................. 7

6.1 Initial Contact ......................................................................................................................... 7

6.2 At the Scene .......................................................................................................................... 7

6.3 Information and Advice Given ................................................................................................ 8

6.4 Overall Service ....................................................................................................................... 9

7 Benchmarking ...................................................................................................................... 9

7.1 Incidents in the home ............................................................................................................. 9

7.2 Non-Domestic Incidents ....................................................................................................... 10

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Page 3 of 10

1 After the Incident Survey 2014/15

In order to monitor performance, a Quality of Service survey is undertaken on a monthly basis. Each month, a questionnaire is sent to a 10% random selection of the locations of incidents attended the previous month by fire stations throughout West Yorkshire.

The questionnaire is sent out by West Yorkshire Fire and Rescue Service (WYFRS), and is returned directly to an independent research company via a freepost envelope. The returned questionnaires are processed and the information obtained is analysed and a feedback report is sent to WYFRS.

135 completed questionnaires were returned from domestic properties and 77 from non-domestic properties. 890 questionnaires were sent out, 587 to domestic and 303 to commercial properties giving a response rate of 23% and 25% for each respective survey.

The questions in the survey cover such areas as:

• Satisfaction with the initial contact made with the Fire Service

• Service provided at the scene

• Information and advice given

• Follow-up contacts from the Fire Service after the incident

• Overall satisfaction with the service

2 Summary – Domestic Incidents (in the Home)

135 completed questionnaires were returned to the independent research company out of the 587 sent out (23% return), 10 less than in 2013/14.

2014/15 2013/14

Completed questionnaires 135 145

• 98% of respondents said that they were very satisfied or fairly satisfied with their initial contact on the telephone with the Fire Service

• 37% said that the Fire Service arrived at the incident quicker than expected and 54% said that the arrival time was as expected

• 100% of respondents said that they were very satisfied or fairly satisfied with the service provided at the scene

• 99% of respondents felt that WYFRS kept the effects of the incident to a minimum

• 95% of respondents received fire safety information at the scene, 65% were offered a Home Fire Safety Check and 50% received an advice booklet

• Overall 99% of respondents expressed satisfaction with the service they received from WYFRS, of whom 92% said they were very satisfied

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3 Summary – Non Domestic Incidents

77 completed questionnaires were returned out of the 303 sent out (25% return), 5 less than in 2013/14.

2014/15 2013/14


• 98% of respondents said that they were satisfied or fairly satisfied with their initial contact on the telephone with the Fire Service

• 28% said that the Fire Service arrived at the incident quicker than expected and 68% said that the arrival time was as expected

• 100% of respondents felt WYFRS kept the effects of the incident to a minimum

• 100% of respondents said that they were very satisfied or fairly satisfied with the service provided at the scene

• 82% of respondents received fire safety information at the scene and 24% received an advice booklet

• Overall 98% of respondents said that they were satisfied with the service received from WYFRS, of whom 88% were very satisfied

4 Interpretation of data

In an ideal world, respondents to the questionnaires would answer every question, but in practice they do not, answering some questions with a “don’t know”, overlooking questions, or simply declining to answer. For this reason, the data considered here is the ‘valid data’ i.e. the views of those respondents that expressed an actual opinion on a question.

As a result of the above, the number of respondents for individual questions can fall below the total of completed questionnaires. Where this fall is significant, an appropriate comment is made in the text.

Finally in this section, it is worth noting that the percentage for the different replies to a question might add up to a figure other than 100%. This is because the percentages have been rounded to whole numbers and have not been presented as their exact figures.

5 Domestic Incidents Questionnaire

The questionnaire was sent out to a random 10% selection of incidents, covering a range of incident types. Although over three quarters of the questionnaires returned related to internal or building fires (67%), the remainder represented a wide range of other incidents, including flooding, external fires and the rescue of animals.

5.1 Initial Contact

The number of valid responses is smaller for these questions, as only 130 respondents contacted the emergency services themselves.

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Page 5 of 10

The questionnaire asks a number of specific questions about the qualities displayed by the FRS staff in the initial contact, with the following results and 2013/14 results included for comparison:

(Results are based on the number of respondents who strongly agreed or tended to agree that the FRS personnel on the telephone displayed these qualities).

Qualities 2014/15 2013/14

Polite 98% 99%

Helpful 98% 98%

Efficient 98% 98%

Reassuring 91% 94%

Informative 90% 98%

The 2014/15 results are similar when compared to those received in 2013/14. Whilst two results remain the same, three results are slightly lower.

Overall, 98% of respondents expressed satisfaction with their initial telephone contact with the Fire Service of whom, 88% said that they were very satisfied.

This reflects a decrease in satisfaction since 2013/14, when 95% of respondents expressed they were very satisfied with their initial telephone contact with the Fire Service.

5.2 At the Scene

The number of valid responses is slightly smaller for these questions, as only 134 respondents were present at the scene at the time of the incident.

37% of these respondents felt that the Fire Service arrived at the incident quicker than expected and 54% said that the arrival time was as expected.

These results differ slightly to those of 2013/14 when 50% of respondents felt that the Fire Service arrived at the incident quicker than expected and 37% said that the arrival time was as expected.

97% of the respondents said that they were kept informed of what was happening during the incident, with just 3% (3 respondents) saying that they were not kept informed.

This is slightly higher compared to that of 2013/14 when 93% of respondents said they were kept informed of what was happening during the incident, with 7% (9 respondents) saying that they were not kept informed.

The questionnaire asks a number of specific questions about the qualities displayed by the firefighters at the scene, with the following results and 2013/14 results included for comparison:

(Results are based on the number of respondents who strongly agreed or tended to agree that the firefighters at the scene displayed these qualities).

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Qualities 2014/15 2013/14

Polite 99% 100%

Helpful 100% 99%

Informative 98% 98%

Efficient 100% 100%

Sensitive 98% 97%

100% of respondents felt that WYFRS kept the effects of the incident to a minimum; the same result as last year.

Two of the 2014/15 results are slightly higher, two of the results remain the same and one result is marginally lower when compared to those received in 2013/14.

Overall, 100% of respondents said that they were satisfied with the service provided at the scene. This is slightly higher than last year where 99% of respondents said they were satisfied with the service provided at the scene.

5.3 Information and Advice Given

95% of respondents received information at the scene, in the form of general safety advice. Of these 107 respondents, three of them did not find the advice useful.

This is similar to the 2013/14 results where 93% of respondents received general safety advice at the scene, and just one did not find the advice useful.

65% of respondents (76) had been offered a Home Fire Safety Check after the incident. Most accepted the offer, but 7% (9 respondents) of these declined it, for various reasons; some had already had one.

This is a slight decrease on the 2013/14 results, when 72% of respondents were offered a Home Fire Safety Check, even though 7 of these respondents declined the check.

73% of respondents had acted upon the advice given at the scene and/or in the Home Fire Safety Check, with just 6% (7 respondents) not acting upon it.

50% of the respondents received a FRS advice booklet after the incident. 99% found it informative, 98% easy to understand, 97% found it relevant and 96% found it helpful.

This is a reduction upon the 2013/14 results where 55% of respondents received a booklet after the incident.

5.4 Overall Service

Overall, taking everything into account, 99% of respondents expressed satisfaction with the service they received from WYFRS, of whom 92% said that they were very satisfied.

This is slightly higher when compared with satisfaction reported in the 2013/14 results where 98% of respondents expressed satisfaction with the service received. However, a slight decrease on the 94% who said that they were very satisfied.

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Page 7 of 10

6 Non-domestic Incidents Questionnaire

77 completed questionnaires were returned from the 307 sent out (27% return), 5 less than in 2013/14.

2014/15 2013/14


The responses received covered a cross-section of commercial and industrial premises, together with a number of schools, retail outlets and care homes. Consequently, the number of people on site at the time of the incident covered a broad range, from 1 to 1,000.

Although 63% of the questionnaires returned related to internal or building fires (49), the remainder represented a wide range of other incidents, including chemical incidents, external fires and the rescue of persons.

6.1 Initial Contact

The number of valid responses is smaller for these questions, as in 18% of the incidents; the emergency services were contacted through an automatic fire alarm system.

The questionnaire asks a number of specific questions about the qualities displayed by the FRS staff in the initial contact, with the following results and 2013/14 results included for comparison.

(Results are based on the number of respondents who strongly agreed or tended to agree that the FRS personnel on the telephone displayed these qualities).

Qualities 2014/15 2013/14

Polite 100% 98%

Helpful 100% 98%

Efficient 100% 100%

Reassuring 95% 81%

Informative 92% 91%

These results compare well with the 2013/14 results as all have increased or remained at 100%. There has been an increase in ‘reassuring’ of 14%.

Overall, 98% of respondents were satisfied with their initial contact with the Fire Service, of whom 80% said they were very satisfied.

This is slightly higher in satisfaction compared with 2013/14 performance where 96% of respondents were satisfied with their initial contact with the Fire Service.

6.2 At the Scene

The number of valid responses is fairly high for these questions, as either the respondent or a colleague was present at the scene in 59 (80%) of the incidents.

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Page 8 of 10

28% of respondents felt that WYFRS arrived at the incident quicker than expected and 68% said that the arrival time was as expected.

These results are slightly increased when comparing them with the 2013/14 results, where 27% of respondents felt that WYFRS arrived quicker than expected and 65% said the arrival time was as expected.

100% of respondents said that they were kept informed of what was happening during the incident, with no one saying that they were not kept informed.

This is a slight difference on the 2013/14 results, when 97% of respondents said they were kept informed of what was happening during the incident.

The questionnaire asks a number of specific questions about the qualities displayed by the firefighters at the scene, giving the following results and 2013/14 results included for comparison.

(Results are based on the number of respondents who strongly agreed or tended to agree that the firefighters at the scene displayed these qualities).

Qualities 2014/15 2013/14

Polite 100% 100%

Helpful 100% 98%

Informative 98% 98%

Efficient 99% 98%

Sensitive 93% 98%

100% of respondents felt that WYFRS kept the effects of the incident to a minimum. This is a slight increase on last year where 98% of respondents felt that WYFRS kept the effects of the incident to a minimum.

The 2014/15 results demonstrate a slight increase in the areas of ‘Helpful’ and ‘Efficient’, equal results in ‘Polite’ and ‘Informative’ and a slight decrease in ‘Sensitive’, when compared with the 2013/14 results.

Overall, 100% of respondents said that they were satisfied with the service provided at the scene, of which 90% said they were very satisfied.

This is a slight increase from the 2013/14 results where 97% of respondents said they were satisfied with the service provided at the scene.

6.3 Information and Advice Given

82% of the respondents received information at the scene, in the form of general safety advice. All of these found the advice helpful. 78% adopted the advice given whilst 22% (11 people) said the advice given was already in place.

This shows an increase upon 2013/14 where 70% of respondents had received general safety advice at the scene.

Only 24% (18 respondents) received a FRS advice booklet after the incident. However, all of these agreed that the information contained in the booklet was easy to understand and relevant, whilst 99% agreed it was informative and 98% felt it to be helpful.

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Page 9 of 10

This is an increase upon the 2013/14 figures where 20% of respondents received a FRS advice booklet after the incident.

6.4 Overall Service

Overall, taking everything into account, 98% of respondents expressed satisfaction with the service they received from WYFRS, of whom 88% said that they were very satisfied.

This result is similar to the 2013/14 survey where 97% of respondents expressed satisfaction with the service they received from WYFRS.

7 Benchmarking

A total of 21 Fire and Rescue Services (FRS) commissioned Opinion Research Services to monitor the views of their users who experienced Domestic Incidents in 2014/15 attended by the FRS.

Of these, 13 also commissioned ORS to monitor Non-Domestic Incidents. The same questionnaire used by West Yorkshire was used by these other FRS.

The questions which were benchmarked are as follows:

• Initial contact with the FRS: Five questions plus overall satisfaction for incidents in the home and non-domestic incidents

• Service provided at the scene: Eight questions plus overall satisfaction for incidents in the home and non-domestic incidents

• Information and advice: Eight questions for incidents in the home and three questions for non-domestic incidents

• Overall Satisfaction for Incidents in the Home and for Non-domestic Incidents

7.1 Incidents in the home

For Incidents in the Home, West Yorkshire scored in the top eight for the following questions:

Received safety advice at the scene 1st

Offered home fire safety check 2nd

Offered booklet 2nd

Advice at scene useful 3rd

Booklet was easy to understand 5th

Booklet was helpful 6th

Kept informed during incident 7th

Booklet was relevant 8th

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7.2 Non-Domestic Incidents

For Non-Domestic incidents West Yorkshire was ranked in the top three for the following questions:

Kept informed during incident (joint) 1st

Effect of incident kept to minimum (joint) 1st

Initial contact reassuring 2nd

Initial contact efficient 3rd

Firefighters helpful 3rd

Satisfaction with service at the scene 3rd

Offered information booklet 3rd

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Page | 1

School Fire Safety Visit 2014/15


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Page | 2

Contents

Introduction ............................................................................................................................................ 3

Age Group ............................................................................................................................................... 3

Planning and Visual Aids ....................................................................................................................... 3

The Presenters ....................................................................................................................................... 3

Length of visit ......................................................................................................................................... 4

Overall Satisfaction ................................................................................................................................ 4

Appointment ........................................................................................................................................... 4

Follow up …………………………………………………………………………………………………………..4

Comments ............................................................................................................................................... 5

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Page | 3

Introduction

In order to monitor performance, after completion of a school fire safety visit, a questionnaire is available to teachers electronically to complete and submit. 39 completed questions were returned during terms 1-3 2014/15. This is lower than the 149 returned during 2013/14. It should be noted that this is the first year that the electronic questionnaire has been used and it is expected that the number of completed questionnaires will increase in future years as reminders will be sent.

Age Group 100% of visits were given to key stage two year groups.

Planning and Visual Aids 97% agreed that the overall lesson was appropriate for the age of the class (74% strongly agreed), 100% agreed that the visual aid and support material were appropriate to the age of the class (67% strongly agreed), 100% agreed that the visual aids and support material used were appropriate to the lesson (67% strongly agreed). The comparison with 2013/14 results is detailed in the table below. 2014/15 2013/14

Agree Strongly Agree

Agree Strongly Agree

Overall lesson appropriate 97% 74% 100% 87% Visual aids and support material appropriate to age 100% 67% 100% 86% Visual aids and support material appropriate to lesson 100% 67% 100% 88%

The Presenters 95% of respondents agreed that the presenters engaged with the group (67% strongly agreed), 97% agreed that the presenters were approachable (72% strongly agreed), 95% agreed that the presenters were professional (79% strongly agreed), 97% agreed that the presenters were well informed (85% strongly agreed).

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Page | 4

The comparison with 2013/14 results is detailed in the table below. 2014/15 2013/14 Agree Strongly

Agree Agree Strongly

Agree Presenters engaged with the group 95% 67% 100% 82% Presenters approachable 97% 72% 99% 89% Presenters professional 95% 79% 99% 89% Presenters well informed 97% 85% 100% 93%

Length of visit 92% of respondents felt the length of the visit was “about right” whilst 8% thought it was “too short”. None of the respondents felt it to be “too long”.

Overall Satisfaction

97% of respondents were satisfied with the overall School Fire Safety visit, of whom, 74% were very satisfied. The comparison with 2013/14 results is detailed in the table below. 2014/15 2013/14 Satisfied Very Satisfied Satisfied Very Satisfied Overall Satisfaction 97% 74% 100% 80%

Appointment 82% of respondents answered that the original appointment was kept. 10% (4) of respondents answered that the original appointment for the school fire safety visit was not kept by the Fire and Rescue Service. Of the 4 appointments not kept, one was not kept because the Fire Service was called out to an emergency. One appointment was changed due to Industrial Action and two are ‘not known’. These results are slighter lower compared with the 2013/14 results where 87% of respondents answered that the original appointment was kept.

Follow up 38% of respondents answered that they would carry out follow up activities with their class. Most follow up activities involved discussions around what they have learnt, creating fire plans, completing booklets, drawing posters and having quizzes.

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Page | 5

This result is lower than compared with the 2013/14 result where 94% of respondents answered that they would carry out follow up activities with their class.

Comments

The majority of comments were positive. Most of them complimented how informative the session was, how approachable the firefighters were and how well they engaged with the children.

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Page 1 of 7

Home Fire Safety Check Follow-Up Survey 2014-15


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Page 2 of 7

Table of Contents

1 Introduction .......................................................................................................................... 3

2 Initial Contact ....................................................................................................................... 3

3 The Home Fire Safety Check Visit ....................................................................................... 4

4 Fire Safety Measures ........................................................................................................... 5

5 Overall Service ..................................................................................................................... 6

6 Interpretation of data ........................................................................................................... 6

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Page 3 of 7

1 Introduction

In order to monitor performance, a follow up survey is sent out to a sample of residents who have had a Home Fire Safety Check (HFSC).

The questionnaire is sent out by West Yorkshire Fire and Rescue Service (WYFRS), and is returned directly to an independent research company via a freepost envelope. The returned questionnaires are processed and the information obtained is analysed and a feedback report is sent to WYFRS.

1,491 questionnaires were sent out during 2014/15 of which 388 were returned giving a response rate of 26%.

2014/15 2013/14


The questionnaire covered the following topics:

• Initial Contact

• The Home Fire Safety Check Visit

• Fire Safety Measures

• Overall Service

• About You

2 Initial Contact

The majority of HFSCs completed were at the request of the resident (47%). 33% were carried out following an unscheduled visit by the Fire and Rescue Service (FRS) and 12% were requested by an external authority (e.g. Age Concern).

9% were completed following an incident/fire.

The majority of people found out about the HFSC from a member of the FRS coming to their door (26%).

Comparing these with the 2013/14 results, the percentage carried out at the request of the resident has increased from 43% to 47%, the percentage carried out at the request of a partner agency has decreased by 1% down to 12% and the percentage carried out following an incident/fire has decreased from 11% down to 10%.

Following initial contact the majority of respondents had their HFSC within one week (68%). Only 2% (4) had to wait five weeks or more for their HFSC following initial contact.

Comparing these with the 2013/14 results, the percentage carried out within one week has decreased by 5% from 73% to 68%. The percentage that had to wait five weeks or more has increased by 1%.

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Page 4 of 7

The questionnaire asks a number of specific questions about the qualities displayed by the FRS in the initial contact, with the following results along with the 2013/14 results included for comparison:

(Results are based on the number of respondents who strongly agreed or tended to agree that the FRS personnel displayed these qualities).

Qualities 2014/15 2013/14

Polite 99% 99%

Helpful 99% 99%

Efficient 98% 99%

Informative 98% 99%

Overall, 99% of respondents were satisfied with the service received during initial contact, of whom, 94% were very satisfied.

This represents the same response rate as on the 2013/14 figures where 99% of respondents were also satisfied with the service received during initial contact.

3 The Home Fire Safety Check Visit WYFRS managed to keep 97% of its appointments made for a HFSC. Of the five respondents whose HFSC was not kept, two were given an advanced warning. All respondents were given an apology and a reasonable explanation.

The questionnaire asks a number of specific questions about the qualities displayed by the FRS staff who visited the home, with the following results and 2013/14 results included for comparison:

(Results are based on the number of respondents who strongly agreed or tended to agree that the FRS personnel displayed these qualities). Results are similar across both years.

Qualities 2014/15 2013/14

Polite 99% 100%

Helpful 99% 99%

Efficient 99% 99%

Informative 100% 98%

In the main, WYFRS personnel spent between 16 and 45 minutes inside a resident’s home (67% of visits). This demonstrates efficient time being spent on HFSCs.

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Page 5 of 7

The HFSCs carried out to the 75 or over age group generally took longer than 15 minutes (only 23% took less). This is good to note as it would be more appropriate to spend more time with this vulnerable age group, particularly as they have a poor rate of implementing fire safety measures (implementation of fire safety measures covered later in the report).

Thinking about the advice given by WYFRS to residents, 100% of respondents agreed it was useful and 100% of respondents agreed it was easy to understand.

These represent a slight increase on results from 2013/14 when thinking about the advice given by WYFRS to residents, 99% of respondents agreed it was useful and 99% of respondents agreed it was easy to understand.

In 69% of visits, new smoke alarms were fitted into the resident’s home. This is a slight decrease on 2013/14 where new smoke alarms were fitted into the resident’s home in 70% of visits.

In 98% of visits, advice was given about smoke alarms fitted in the home. This advice was mainly about how to test the unit(s) (90%) but there was also a large amount regarding the 10 year battery life (81%) and how often to test the units (74%). The advice was understood by 94% of the respondents. In 81% of visits a safety leaflet was left with the resident.

Thinking about the HFSC visit itself, 99% of respondents were satisfied with the service received, of whom, 94% were very satisfied.

This represents a slight increase on the 2013/14 results where 98% of respondents were satisfied with the service received, of whom, 93% were very satisfied.

4 Fire Safety Measures 84% of respondents said they check their smoke alarms at least once every six months.

The next question asks “which fire safety measures do you currently have/do you take in your home?” responses are as follows:

− Close internal doors at night/when out 77%

− A planned escape route 69%

− A fire extinguisher 14%

− Turn off/remove plugs at night 57%

− Stopped using a chip-pan 42%

− Fire blanket 7%

50% of respondents said they have adopted some of the ‘new’ fire safety measures in their home, although 88% have not done so because their current fire safety measures are sufficient. 87% of respondents aged 75 and over have not adopted any of the new fire safety measures and a high percentage of these (11%) have not done so because they do not feel at risk from fire.

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Page 6 of 7

Of those who have adopted measures, the majority of the responses were closing the internal doors at night and when out (29%), check/test alarm regularly (23%), door and window keys placed where easily accessible (15%), planned escape route (9%) and switching off electricity at the plug and/or remove when not in use and at night (4%).

5 Overall Service

Taking everything into account, 100% of respondents were satisfied with the Home Fire Safety Check Service, of whom, 95% were very satisfied.

These results are very similar to those obtained during 2013/14 when taking everything into account, 99% of respondents were satisfied with the Home Fire Safety Check Service, of whom, 95% were very satisfied.

The demographic profile of the responses is as follows:

− 66% female, 34% male

− 59% respondents were aged 60 or above

− 16% smokers, 84% non-smoker

− 41% have a long standing illness, disability or infirmity

− 71% own the property themselves

− 94% White British, 6% Other Ethnic Group

6 Interpretation of data

In an ideal world, respondents to the questionnaires would answer every question, but in practice they do not, answering some questions with a “don’t know”, overlooking questions, or simply declining to answer. For this reason, the data considered here is the ‘valid data’ i.e. the views of those respondents that expressed an actual opinion on a question.

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Purpose This paper is to inform Members of a draft Volunteer Strategy for West Yorkshire Fire and Rescue Service (WYFRS).

Recommendations That Members of the Community Safety Committee agree to provide support in the development of a Volunteer Strategy.

Summary With increasing demands for an efficient and effective service, the opportunity for volunteers to become engaged in supporting the objectives of WYFRS is becoming increasingly difficult to ignore. One of the key challenges will be to determine quality volunteering opportunities that deliver benefits for the volunteers, the organisations involved and the communities we serve.

OFFICIAL

Draft Volunteer Strategy Community Safety Committee Date: 8 April 2016 Agenda Item: 10 Submitted By: Deputy Chief Fire Officer and Director of Service Delivery



Contact Officer: Ian Bitcon, AM Fire Safety E: [email protected] T: 01274 655720


Annexes: None

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1 Introduction 1.1 Volunteering is an effective way of engaging with communities and has huge potential benefits for

society. West Yorkshire Fire and Rescue Service recognise the value that volunteers can bring and a Volunteer Strategy will set the vision for volunteering across the Service to support our ambition of Making West Yorkshire Safer.

2 Information

2.1 WYFRS has existing arrangements with a number of voluntary organisations. Some support our prevention activities such as the Rotary Club, the Round Table in Mirfield and Age UK, but we also have organisations that support our response activity such as Plymouth Brethren, who provide emergency feeding at incidents through their Rapid Relief Team, and the Fire Service Emergency Support Vehicle from the British Red Cross, which provides support to people affected by the emergency incidents we attend.

2.2 These arrangements are covered through Memoranda of Understanding, although an overarching strategy document will now set the vision about how WYFRS intends to engage with volunteers from a cross-section of society. The strategy will be supported by policies to provide detail on specific areas such as recruitment and selection, training and development, health, safety and supervision.

2.3 The Volunteer Strategy document is still in draft form and feedback from internal stakeholders continues to be received. The document has been shared with the relevant representatives from the Fire Brigades’ Union, the Fire Officers’ Association and Unison and their comments are being received, with further meetings to discuss and consult on the draft Strategy. The Chief Fire Officers Association (CFOA) are to release a document giving details on Volunteering within the Fire and Rescue Service and, once this has been published, we will review our draft Strategy in line with any guidance issued from CFOA. Specific support is sought from elected Members in the development of the strategy.


3.1 There are no financial implications directly associated with this report


4.1 Volunteering should be something that is encouraged and promoted by all staff working in West Yorkshire Fire and Rescue Service. Volunteering should be promoted within all sections of society and will be more successful if those involved reflect the diverse communities which we serve. This way, they will be best placed to deliver key safety and well-being messages to their respective communities. They will also be able to determine what the issues are at the most local level so that we can be flexible around local need, tailor specific interventions and address issues in the most effective way.

5 Health and Safety Implications 5.1 Clearly, the Health and Safety of volunteers will be a high priority and, in some cases, an

increased level of health, safety and supervision may be required for volunteers who are working in the community.

5.2 Each type of volunteer activity will be risk assessed and the most appropriate control measures will be applied to eliminate or reduce the risks to tolerable levels. The risk assessments will be reviewed regularly.

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6 Service Plan Links 6.1 A Volunteer Strategy supports the four key objectives set out in the West Yorkshire Fire and

Rescue Service Plan 2015-2020:

• Deliver a proactive community safety programme • Deliver a professional and resilient emergency response service • Provide a safe skilled workforce that serves the needs of a diverse community • Provide effective and ethical governance and achieve value for money.

7 Conclusions

7.1 We aim to develop a Volunteer Programme that includes a wide range of people from a diverse range of communities to support our ambition of Making West Yorkshire Safer. The experience, skills and effort that volunteers can bring to the range of activities we are engaged in cannot be overestimated. To deliver the best value service to our local communities, we will plan and implement appropriate initiatives with support from elected Members, our staff partners and volunteers to improve the lives of the communities we serve.

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Purpose To inform Community Safety Committee of the District Risk Action Plans and targets for 2016 – 17.

Recommendations That the Community Safety Committee notes the content of this report.

Summary This report provides information on the District Action Plans and related targets for 2016 – 17. The District Action Plan now includes a wide range of activities that will be undertaken within each District and replaces the District Risk Reduction Plan 2015 – 16.

OFFICIAL

District Action Plans 2016 - 17 Community Safety Committee Date: 8 April 2016 Agenda Item: 11 Submitted By: Deputy Chief Fire Officer and Director of Service Delivery



Contact Officer: Ian Bitcon, Area Manager Fire Safety T: 01274 655720 E: [email protected]


Annexes: District Action Plans and Targets

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1 Introduction 1.1 The attached District Action Plans and associated targets are the mechanism that allows Service

Delivery Board and each District Commander to measure, monitor and evaluate performance within the Districts themselves.

1.2 In previous years it has been possible to provisionally report against progress for the previous financial year at the April meeting of Community Safety Committee with finalised figures being provided to Members in July. However, due to the reporting dates, this has not been practicable this year and 2015 – 16 performance will be reported in July.

2 Information 2.1 2016 - 17 is the sixth year that Districts have had individual District Risk Reduction Plans and the

second year using the revised format that mirrors the Service Action Plan, thereby incorporating the District Action Plan into a wider framework. The targets set for each District are, again, very challenging to ensure that the risk across West Yorkshire is reduced as far as is practicable. They are based around a three-year mean average of past activity and there has been a target of 2% reduction set together with a stretch target of 5% reduction.

2.2 The Service Delivery Framework and District Risk Reduction Plans have proved to be very successful in targeting resources where the risk exists in each District.

2.3 The Service Delivery Framework and the subsequent local ownership of delivering the outcomes has seen a dramatic reduction in the number of incidents for all types. This is testament to the level of commitment across the organisation to its ambition of “Making West Yorkshire Safer.”


3.1 There are no financial implications arising from this report.


4.1 Prevention activities and a range of partnership working continue to target at risk communities.


5.1 Targeted risk reduction activities reduce risk to health and safety of firefighters and the community; this is supported by effective performance monitoring and management.


6.1 The District Risk Reduction activities and performance monitoring are an example of the following priorities;

• Delivery of a proactive community safety programme • Delivery of a professional and resilient emergency response service • Provision of a safe skilled workforce that serves the needs of a diverse community, and • Provision of effective and ethical governance and achieving value for money

7 Conclusions

7.1 The plans for each District remain extremely challenging and are critical in relation to making the communities safer. Progress against the Action Plans will be reported to Community Safety Committee halfway through and at the end of the each year.

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Three Year

Mean

New Target

(98% of 3 year

mean)

Stretch Target

(95% of 3 year

mean)

Arson 5761 5646 5473Actual Rescues 822 805 781Total Activity 22060 21619 20957Dwelling Fires 1257 1232 1194Non Domestic Building Fire 418 410 397Prevalence of false alarms 10804 10588 10264Fire related Injuries and Deaths 220 216 209RTC 656 643 623Malicious False Alarms 339 332 322

WYFRS

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Three Year

Mean

New Target

(98% of 3 year

mean)

Stretch Target

(95% of 3 year

mean)

Arson 1745 1710 1658

Actual Rescues 200 196 190

Total Activity 5844 5727 5552

Dwelling Fires 326 319 310

Non Domestic Building Fire 103 101 98

Prevalence of false alarms 2730 2675 2593

Fire related Injuries and Deaths 64 63 61

RTC 150 147 142

Malicious False Alarms 115 113 110

Bradford

58

Three Year

Mean

New Target

(98% of 3 year

mean)

Stretch Target

(95% of 3 year

mean)


Calderdale

59

Three Year

Mean

New Target

(98% of 3 year

mean)

Stretch Target

(95% of 3 year

mean)


Kirklees

60

Three Year

Mean

New Target

(98% of 3 year

mean)

Stretch Target

(95% of 3 year

mean)


Leeds

61

Three Year

Mean

New Target

(98% of 3 year

mean)

Stretch Target

(95% of 3 year

mean)


Wakefield

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BRADFORD DISTRICT ACTION PLAN

2016 – 2017

DELIVER A PROACTIVE COMMUNITY SAFETY PROGRAMME

We will:

Our action:

Ensure the authority’s statutory fire protection duties are discharged efficiently and effectively in order to reduce the risk of fire and the effects of fire should it occur

Carry out 1300 planned Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme. Continue to undertake Operational Risk Visits at sites previously categorized as Very High, High, and Medium risk. Target Operational Risk Visits to reflect:

• The themes outlined within the WYFRS Risk Based Inspection Programme • Premises identified as high risk by watches.

Work with partners to reduce the risk of fires, road traffic incidents, other emergencies and enhance community well-being

Deliver a points total of 77,700 by carrying out Home Fire Safety Checks across the district. Work with Partners to target the highest risk individuals and areas within the District. Support the transition of Home Fire Safety Check visits to a programme that reflects the Safe and Well principles. Deliver a targeted and sustained Home Fire Safety Check programme in identified higher risk areas covered by Shipley and Idle fire stations prior to the merger of those two stations. Develop an RTC reduction strategy which compliments priorities within the district’s Road Safety Partnership and contributes to RTC reduction in Bradford District. Strengthen links with local Dementia support groups and implement interventions to manage fire related hazards. Train all District watches to recognise signs of Dementia and be a ‘Dementia Friendly District’ Deliver Community Safety messages to up to 1200 young people during the Police led Spring, Summer and Autumn camps. Work with partners, specifically WYP and Bradford College to further exploit the potential of community volunteers to deliver fire service safety messages.

DELIVER A PROFESSIONAL AND RESILIENT EMERGENCY RESPONSE SERVICE

We will:

Our action:

Work with blue-light partners and other agencies to provide a safe and effective emergency response

Pilot emergency 1st responding in Ilkley. Embed the Joint Emergency Services Interoperability Programme (JESIP) byImproving operational co-working with Police through joint training programmes. Complete a training programme with District Neighbourhood Policing and Response Teams to ensure better interoperability at Missing Persons Incidents within the District. Continue to exchange information with other blue-light responders within local tactical, operational, and strategic groups.

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Ensure emergency response is dynamic and resilient reflecting changes to the level of risk and demand

Oversee the start of the new station on Valley Road, Bradford, to ensure it fully supports a highly effective emergency response. Embed the District exercise programme to ensure every watch in the District will take a full part in two, planned, four pump exercises per year. Implement recommendations from the review of flood and water rescue assets.

Continuously improve our emergency response by learning from ours and others experiences

Effectively debrief the District and Brigade exercise programme to ensure all learning from exercises is fully embedded.

Implement an effective localised Training strategy in line with the Management of Risk Information Policy and FF Safety Strategy. Deliver the 2016/17 District Training Strategy objectives and ensure that the “training to risk” approach continues.

PROVIDE A SAFE SKILLED WORKFORCE THAT SERVES THE NEEDS OF A DIVERSE COMMUNITY

We will:

Our action:

Promote the health, safety and well-being of all employees

Continue to monitor absences, and support staff to promote attendance in line with the Absence and Attendance Policy. Ensure the availability of Welfare Officers to support the rehabilitation of employees.

Provide training and development to maintain a skilled and flexible workforce

Deliver a local Training and development Strategy that focuses on training to risk. Embed the District exercise programme to ensure every watch in the District will take a full part in two, planned, four pump exercises per year. Introduce challenging, quarterly, three pump drills / exercises, organised by district WCs and involving the district’s FDS officers.

Create an environment that enables our staff to develop and embrace organisational and cultural change

Discuss the issues identified within the Community Risk Management Strategy with staff during Pefromance Management Visits and other meetings with the District’s management team, to ensure all the District’s staff are informed and engaged with the WYFRS IRMP planning process. Ensure that managers discuss organisational and cultural change as part of the Personal Development Review process.

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CALDERDALE DISTRICT ACTION PLAN

2016 – 2017


We will:

Our action:


Carry out 640 planned Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme Target Operational Risk Visits to reflect the themes outlined within the WYFRS Risk Based Inspection Programme Continue to revisit and undertake Operational Risk Visits at sites previously categorised as Very High, High, and Medium risk


Deliver a points total of 22,650 by carrying out Home Fire Safety Checks across the district, targeting the most vulnerable members of the community Utilise new demographic data to target those most at risk from fire and other emergencies for Home Fire Safety Checks Support the development of Home Fire Safety Check visits to a programme that reflects the Safe and Well principles Deliver a targeted and sustained Home Fire Safety Check programme in Sowerby Bridge Refresh and improve partnership, and referral arrangements for hoarding issues Increase the number of friendship and partnership arrangements with local Dementia support groups Support and contribute to any appropriate Vanguard Schemes established within Calderdale Deliver the flagship “Road show” as part of national Road Safety Week and to communicate life-long safety messages to local sixth form students Deliver a structured road safety awareness training programme to communities resident in the Park Ward Continue to develop links with the Salvation Army to support the ongoing Cherished Campaign (and Age UK….maybe) Work together with Calderdale MBC and other partners to deliver flood safety, and after the flood advice to communities in the Upper and Lower Valleys Investigate scope for other organisations and volunteers to deliver Home Fire Safety Checks within the District Deliver thematic topic talks to operational firefighters in Calderdale regarding specific community safety issues

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We will:

Our action:


Continue to exchange information with other blue-light responders within local tactical, operational, and strategic groups Task Watch Commanders based at Todmorden Fire Station and Rastrick Fire Station with arranging joint operational training with GMC, and Lancashire FRS Undertake joint training initiatives with the Calder Valley Mountain Rescue Team Test knowledge and understanding of the Joint Emergency Services Interoperability Programme (JESIP) principles via multi-agency exercising


Reinstate Mytholmroyd Fire Station without moving the fire appliance off site Continue to improve the availability of the Retained Duty System crewed fire appliance at Mytholmroyd Implement IRMP initiatives that involve fire stations within Calderdale Implement recommendations from the review of flood and water rescue assets


Continue to improve the quality of risk information by identifying and rectifying common errors and learning from best practice

Deliver the 2016/17 District Training Strategy objectives and ensure that the “training to risk” approach continues Continue to encourage employees to use the debrief outcomes facility to share their experiences with others, and ensure that common themes are shared

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We will:

Our action:


Support employees to maintain their fitness and welfare Monitor absences and implement effective measures to promote attendance in line with the new Absence and Attendance Policy Ensure the availability of Welfare Officers to support the rehabilitation of employees


Deliver year two of the Training and Development Strategy that focuses upon training to risk Review and provide new and challenging operational scenarios as part of the Performance Management Visit (PMV) programme Undertake a comprehensive review of the quality of information recorded in the electronic maintenance of competence records at all fire stations in the District


Start to implement the recommendations of the Command, Leadership, and Management project including restructuring of the District Team Communicate organisational and cultural expectations Monitor the level of awareness regarding fairness, dignity and respect policies and implement arrangements to improve this Ensure that managers discuss organisational and cultural change as part of the Personal Development Review process

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KIRKLEES DISTRICT ACTION PLAN

2016– 2017


We will:

Our action:


Carry out 850 Operational Risk Visits to reflect the themes outlined within the WYFRS risk based inspection programme Continue to revisit and undertake Operational Risk Visits at sites previously categorized as Very High, High, and Medium risk Develop an initiative to target domestic properties above commercial properties


Deliver a points total of 47,910 by carrying out Home Fire Safety Checks across the District, targeting the most vulnerable members of the community Utilise new demographic data (Exeter data) to deliver a more targeted approach to Home Fire Safety Checks Support the transition of Home Fire Safety Check visits to a prevention strategy that reflects the Safe and Well principles Deliver a targeted and sustained risk reduction initiative in Dewsbury West Ward Further develop the friendship and partnership arrangements with local Dementia support groups Develop a partnership with Kirklees Children’s Services Work with partner agencies to deliver fire prevention advice to asylum and migrant communities within Kirklees Continue to support the Kirklees Road Safety Partnership and deliver education programs aimed at improving the awareness of road safety issues Explore the opportunities for a prevention liaison role working in partnership within Kirklees Council and Kirklees Neighborhood Housing


We will:

Our action:


Deliver and evaluate the Emergency First Responder pilot scheme across the nominated Retained Duty System stations Organise a joint exercise with emergency service partners at Syngenta, Huddersfield Organise a District exercise involving emergency service partners and the five Kirklees Retained Duty System stations

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Implement IRMP initiatives and recommendations from the National Resilience review that involve fire stations within Kirklees Contribute to the review into the availability of appliances at Retained Duty System stations and make recommendations for improvements


Continue to monitor the quality of risk information by identifying and rectifying common errors and learning from best practice

Assure the knowledge and understanding of crews following recent changes to the Incident Command System and Breathing Apparatus procedures

Continue to encourage employees to use the debrief outcomes facility to share their experiences with others, and ensure that common themes are shared Complete the project evaluation for the new Dewsbury Fire Station


We will:

Our action:


Support employees to maintain their fitness and welfare Monitor absences and implement effective measures to promote attendance in line with the new Absence and Attendance Policy Ensure the availability of Welfare Officers to support the rehabilitation of employees


Align Retained Duty System training across Kirklees to facilitate scenario based exercises with whole-time crews Develop an inter-station training programme based on the ‘training to risk’ methodology Assess the command and leadership skills of supervisory commanders as part of the Performance Management Visit programme Undertake a comprehensive review of the quality of information recorded in the electronic maintenance of competence records at all fire stations in the District


Start to implement the recommendations of the Command, Leadership, and Management project including restructuring of the District Team Communicate organisational and cultural expectations Monitor the level of awareness regarding fairness, dignity and respect policies and implement arrangements to improve this Ensure that managers communicate organisational and cultural change as part of their routine communication with staff

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LEEDS DISTRICT ACTION PLAN

2016 – 2017


We will:

Our action:


Carry out the planned 2,060 Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme Target Operational Risk Visits to reflect the themes outlined within the WYFRS Risk Based Inspection Programme Continue to revisit and undertake Operational Risk Visits at sites previously categorized as Very High, High, and Medium risk including timber framed buildings


Deliver a point’s total of 108,600 by carrying out Home Fire Safety Checks (HFSCs) across the district, targeting the most vulnerable members of the community Deliver a targeted and planned Home Fire Safety Check Programme in Moortown and Cookridge station areas prior to scheduled station closures Deliver a targeted and planned Home Fire Safety Check Programme in Rawdon prior to change in duty system Continue to develop strategic working relationships with Leeds Adult Social Care and Leeds and York NHS Foundation Trust through the secondment of Watch Manager B`s (WMBs) into those organisations. We have established a steering group to drive this piece of work and ensure that priories’ are delivering against an agreed muti agency business plan Continue to work with Leeds City Council Housing Standards team to target private rented accommodation within Leeds to deliver Home Fire Safety Checks and raise housing standards Deliver planned campaigns throughout the year including Chief Fire Officers Association (CFOA) Water Safety and Drowning Prevention week, CFOA Road Safety Week, Stanningley Safety Rangers, CFOA Older Persons Week and BRAKE Road Safety Week. We will take these opportunities to deliver key safety messages to target audiences Continue to build on success from previous years by working with key partners to deliver a planned prevention campaign over Bonfire Period Strengthen links with Housing Leeds by seconding three full time members of staff to work for WYFRS delivering a structured programme of preventative work within Housing Leeds housing stock Continue to strengthen our Partnership arrangements with Safer Leeds and the Domestic Violence Breakthrough projects. We will continue to be a part of the multiagency Front Door Project and contribute to improving service delivery of this programme through attendance at the operational steering group We will explore piloting new and innovative forms of assistive technology in conjunction with Housing Leeds to reduce risk to those most vulnerable, this year we will undertake a trial of the Innohome Stovegaurd Device We are consulting with partners across different health organisations including Public Health to develop a Leeds based “Safe and Well Visit”. We will pilot a safe and well visit and evaluate its effectiveness and outcomes We will link in with the central youth training team and explore new ways of delivering youth based intervention within Leeds

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Continue to develop and strengthen the breadth of meaningful partnerships in order to identify those most vulnerable from fire to generate high risk quality referrals We will build upon existing Serious Incident Review processes locally. Following a serious incident or fire fatality an element of the review process will be to attend coroner’s court and ensure a holistic approach to identifying and implementing learning outcomes is adopted We will actively support the River Side Safety Group and endeavour to reduce loss of life in the river Aire


We will:

Our action:


Continue to exchange information with other blue-light responders within local tactical, operational and strategic groups and pre-planned exercise Explore opportunities to improve cross-border emergency response arrangements Embed the Joint Emergency Services Interoperability Programme (JESIP) into emergency response arrangements Deliver key multi-agency (MA) training exercises including water rescue training with West Yorkshire Police, District wide best practise road traffic collision training exercises, training to risk in the river Aire for local water crews Deliver a MA district exercise, focusing on fire engineering solutions in high rise buildings working closely with “Unite” student accommodation provider Deliver a multi-agency exercise with Leeds Hospital Trust designed to test operational resilience and interoperability Deliver a multi-agency white board exercise with Leeds Emergency Planning team designed to test operational resilience and MA interoperability Forge closer links with Leeds City Council (LCC) & Leeds Hospital Trust to secure realistic off site training venues that improve the exposure and effectiveness of operational crews in line with the Leeds District Training Strategy Work closely with Leeds Bradford International Airport to maintain and improve operation knowledge and response throughout the district


Maintain and develop a close working partnership with the Leeds Resilience Group (LRG) Work with partner agencies to develop and deliver a local response plans for all significant local events Support and take an active role in LCC event delivery groups, Safety Advisory Groups (SAG) and Safety Advisor Assurance Groups (SAAG) Introduce the Day Crewing shift system at Rawdon fire station Suspend the Command Leadership and Management (CLM) pilots running throughout Leeds District pending formal

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negotiation Develop an off-site performance management visit programme that focuses on ‘training to risk’ Develop and maintain the Leeds District Training and Development Strategy Develop and circulate bespoke response plans for ‘Timber Framed’ buildings whilst in their vulnerable construction phase Introduce a Combined Aerial Rescue Pump at Leeds Fire Station Support the introduction of Breathing Apparatus Telemetry and embed new breathing apparatus operational procedures Implement selected options from the new Efficiencies Research Programme


Improve the quality of risk information by identifying and rectifying common errors and learning from best practice Support and feedback to LRG, SAG and SAAG debriefs after delivery of specific events or response plans Provide a ‘training to risk’ strategy in line with the Management of Risk Information Policy and Firefighter Safety Strategy Identify and communicate District or Brigade learning encountered as part of the Performance Management Visit strategy Provide constructive feedback regarding MDT updates and the new Systel system Actively attend and support the ‘Safer Leeds Executive Group’


We will:

Our action:


Support employees to maintain their fitness, welfare and mental health- Continue to monitor absences and implement effective measures to promote attendance in line with the Absence and Attendance Policy Ensure the availability of Welfare Officers to support the rehabilitation of employees Undertake a new upcoming “Your Voice” Staff Survey, collating information about staff perceptions and experiences of working for WYFRS


Deliver a local Training and Development Strategy that focuses upon training to risk involving external partners Review and provide new and challenging operational scenarios as part of the Performance Management Visit (PMV) programme. This involves sourcing and providing realistic offsite training locations with a focus on command and control as well as specific training areas. We will work with partner agencies including Leeds City Council to identify suitable venues Suspend development of the Watch Manager role in line with Command Leadership and Management and the new methods of working pilots pending formal negotiation Maintain the equipment and skills held within district to allow local, regional and national deployment of national assets Deliver continued professional development sessions to all station based staff on prevention topics and issues

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Suspend development of all Command Leadership and Management pilots pending formal negotiation, continue to promote effective cultural change Communicate organisational and cultural expectations throughout the district via the PMV strategy Monitor the level of awareness regarding fairness, dignity and respect policies and implement arrangements to improve this Ensure that managers discuss organisational and cultural change as part of the Personal Development Review process Deliver equalities training to all staff

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WAKEFIELD DISTRICT ACTION PLAN

2016– 2017


We will:

Our action:


Carry out 990 planned Operational Risk Visits and collect safety critical risk information in line with the WYFRS ‘Risk Based Inspection Programme’. Develop the Houses of Multiple Occupancy (HMO) partnership with the local authority to identify high risk premises and undertake appropriate interventions to reduce the likelihood of fire. Continue to revisit and undertake Operational Risk Visits at sites previously categorised as Very High, High, and Medium risk. Continue to monitor and work alongside partners to reduce the attendance at persistent false alarms from Automatic Fire Alarm Systems.


Deliver a points total of 36,990 by carrying out Home Fire Safety Checks across the district, targeting the most vulnerable members of the community. Utilise local authority data alongside the Exeter data set to target those most at risk from fire and other emergencies and deliver appropriate interventions. Develop a sustainable partnership with the ‘West Wakefield Vanguard’ and identify opportunities for risk reduction and enhanced community well-being through the partnership. Support the development and delivery of the ‘WYFRS Health Collaboration Programme’, identifying local opportunities for collaborative working with Public Health and supporting the delivery of targeted well-being interventions to the most vulnerable. Develop stronger links with care homes and domiciliary care providers utilising the ‘Wakefield Care Home Vanguard’ to target the most vulnerable in the community. Work with the Community Safety Partnership (CSP) and the Police to deliver targeted interventions for the South East and Wakefield Rural wards through the newly established ‘Arson and Road Traffic Collision Hub’ based at South Kirkby Fire Station. Continue to lead and support the five West Yorkshire authorities in actively promoting road safety and the reduction of road related incidents. Strengthen links with local Victim Support, Domestic Abuse Services and Early Help Hubs through the delivery of training and collaborative interventions to support the most vulnerable in the community. Work with partners to develop our existing youth intervention ‘Choice Programme’ and to implement new intervention programmes within the priority areas of the district. Working with partners continue delivery of focused risk reduction interventions within the Eastern European community across the district. Actively engage and take part in national campaigns in conjunction with partners supported by operational and prevention personnel whilst maximising the use of social and local media.

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Further develop the ‘Night Owl’ interactive blog /social media intervention with Police partners to deliver focused safety messages.

DELIVER A PROFESSIONAL AND RESILIENT EMERGENCY RESPONSE SERVICE D

We will:

Our action:


Continue to support and develop partnership working with other blue-light responders in particular the Castleford, Pontefract and South Kirkby crews. Develop stronger links with South Yorkshire Fire & Rescue border fire stations through the South Kirkby crews to support the delivery of West Yorkshire Tactical Ventilation training and familiarisation. Undertake joint exercises with Wakefield Emergency Planning team to enhance the joint response capability at large incidents within the district. Embed the knowledge and understanding of the Command Unit and Enhanced Logistics Support (ELS) capability at Pontefract Fire Station through a scheduled training and exercising programme with local crews and partner agencies. Embed the swift water rescue capability at the new Ossett Fire Station through the continual exercising and assessment of the crews utilising local authority sites and water awareness trained personnel. Support the delivery of the ‘Emergency First Responder’ (EFR) pilot at Featherstone Fire Station.


Support the delivery and opening of the new Ossett Fire Station and the transition of the operational capability to the new site. Continue to improve the availability of the Retained Duty System crewed fire appliance at Featherstone, to be achieved through targeted support of existing personnel and the recruitment of new personnel when required. Implement the approved IRMP changes at Wakefield Fire Station following the completion of the Ossett Fire Station project. Support the delivery of the Command Leadership and Management (CLM) programme and implement required changes to enhance service delivery.


Continue to improve the quality of Operational Risk Information through the continued training and development of personnel and assurance consultations with support departments and other districts.

Continue to provide feedback and requirements for future updates to the new Mobile Data Terminals and the Systel START mobilising system. Continue monitoring the submission of Incident Debrief Outcomes forms from district based personnel to ensure they share their experiences with others, and that learning opportunities /issues are captured.

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We will:

Our action:


Monitor absences and implement effective measures to promote attendance in line with the Absence and Attendance Policy. Continue developing the district Welfare Officer provision to enhance the rehabilitation and support of employees. Continue to develop and monitor inter-agency information sharing to better assist with health and safety of personnel. Continue supporting personnel to maintain their fitness and welfare through the application of the published fitness programme.


Review and modify the District Performance Management Visits (PMV) utilising suitable IT solutions to enhance data capture and evidence based assessment. Deliver the objectives detailed in the 2016/17 Wakefield District Training and Development Strategy. Maintain the equipment and skills held within district to allow local, regional and national deployment of national assets.


Undertake targeted Continuous Professional Development training to ensure all personnel are aware of and implement the Authority’s Equality Framework in their service delivery. Continue to communicate and raise awareness of our Equality and Diversity duties to assist in effectively meeting the needs of our diverse communities. Ensure continued communication, support and training is available for the district personnel in order to support the change programmes that will be implemented through 2016/17.

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Integrated Risk Management Plan - outcome of Efficiency ... · Purpose To update Members on the outcomes of the Efficiency Research Programme in relation to Integrated Risk Management

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