integrated risk management plan update...2016/07/22 · keighley fire station dec-12 completed...

Purpose To update Members on progress against the wide range of initiatives approved as part of the current Integrated Risk Management Plan (IRMP)

Recommendations That Members note the progress made in implementing the approved IRMPinitiatives.

Summary This report provides Members with the very latest information on the progress of each project. Due to the number of new Members sitting on the Authority this year, it is felt appropriate to repeat some of the background information supplied previously. During 2011 and 2012, following extensive public consultation and negotiation, the Authority approved several proposals as part of its Integrated Risk Management Plan. The proposals are a fundamental part of how the Authority is responding to reductions in funding and the reducing levels of risk and demand across West Yorkshire. The report provides Members with details of progress against each IRMP initiative approved since 2011 which will deliver significant annual savings. The report also highlights the scale of the changes currently being developed and implemented.

OFFICIAL

Integrated Risk Management Plan Update Community Safety Committee Date: 22 July 2016 Agenda Item: 5Submitted By: Director of Service Support

Local Government (Access to information) Act 1972

Exemption Category: None

Contact Officer: GM M Langan – Strategic Development Team

Background papers open to inspection: None

Annexes: Annex A – Summary table of IRMP initiatives

Annex B - Summary of establishment changes

Annex C – Glossary of Terms

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

Planning (IRMP) process to deliver more efficient, effective services for a number of years. In recent years the focus has been on delivering major efficiencies and limiting any negative impact on community and firefighter safety.

1.2 A comprehensive review of emergency cover was commenced in 2011, with the first phase of the review forming a series of proposals which, following extensive public consultation, were approved by WYFRA in December 2011. Prior to this, in June 2011, some other changes had been approved by the Authority, changing duty systems and certain types of fire appliances. The second phase of the emergency cover review was completed in 2012 and, in December of that year, again following extensive public consultation, the Authority approved a further set of proposals.

1.3 In September 2012, the Authority approved the procurement of a fifth Combined Aerial Rescue Pump (CARP) for Leeds Fire Station, completing the transition from Aerial Ladder Platforms to CARPs across West Yorkshire. In October 2014 the Authority approved revised proposals for Rawdon and Otley following difficulties identifying suitable land for a new fire station at Menston. These revised proposals will see Rawdon and Otley fire stations remaining open. Rawdon will operate the Wholetime Day Crewing duty system to deliver similar levels of efficiencies as the original proposal.

1.4 In December 2015 the Fire and Rescue Authority was provided with a detailed report on the current progress of IRMP implementation with a look to the future. A further update was provided for the Community Safety Committee in April 2016. This report now provides the Community Safety Committee with information on the current position.

2 Information

2.1 All approved IRMP proposals are established as formal projects using the Authority’s Project Management Framework. The overall programme is monitored by the Change Management Board, chaired by the Chief Fire Officer. The Establishment Planning Group (chaired by Director of Service Support) and the Capital Programme Monitoring Group (chaired by Chief Finance and Procurement Officer) support the Change Management Board in ensuring resources are in place to deliver the changes.

2.2 The planning and procurement elements for the projects can be lengthy and complex, being subject to significant uncertainty and challenges outside the control of the Authority mainly due to the involvement of third parties including local authority planning officers. Information on the progress of each of the approved initiatives is provided in a summary table (Annex A).

3 Financial Implications

3.1 Details of the financial efficiencies have been supplied to Members on a number of occasions, most recently at the April 2016 Community Safety Committee. In summary the current approvals will deliver on-going salary savings of almost £14.0m once fully implemented.

3.2 As part of the process the Authority will close 15 of its existing stations and build 7 new stations, a replacement fire station has been built on the existing Rothwell site. A full refurbishment has been completed at Castleford Fire Station along with the construction of close call facilities. It is anticipated that this programme will deliver significant savings to station running costs.

3.3 In order to deliver these savings almost £27m in capital investment will be required. The Authority has already received a grant of £11.25m from central government towards this investment. In addition, the Authority received a further £3.5m which was allocated based on population, providing total grant income of £14.7m. Once the schemes are completed they will release spare

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land which will be used to generate capital receipts which will be used to further offset the building costs.

3.4 There is no doubt that the Authority will have to borrow to fund a significant proportion of the building costs, however the capital grants, capital receipts from sale of surplus land and current positive cash flow will limit the amount of new borrowing in 2016/2017.

3.5 Tight control of expenditure on individual project budgets is exercised through the programme management structure and whilst there remain a number of financial risks to individual projects, for example the cost of street works procured by local authorities (where the Authority has little control), the overall programme remains within approved expenditure levels.

4 Equality and Diversity Implications

4.1 Detailed information on the changes to establishment has been previously supplied to Members on a number of occasions. In summary, the IRMP initiatives in this report result in reductions of 369 wholetime firefighter posts and 42 Retained firefighter posts. The introduction of IRMP initiatives is however, where possible, planned to align to the leaver/retirement profile, ensuring service delivery is not adversely affected and compulsory redundancies are all but eliminated. Details of the equality and diversity implications arising from these initiatives were reported at the time of approval and again at the Fire and Rescue Authority meeting in December 2014. Equality and diversity will be considered and monitored throughout the development, implementation and evaluation of each individual project.

5 Health and Safety Implications

5.1 Details of the health and safety implications arising from these initiatives were reported at the time of approval and again at the Fire and Rescue Authority meeting in December 2014. Health and safety will be considered and monitored throughout the development, implementation and evaluation of each individual project.

6 Service Plan Links 6.1 IRMP initiatives help to support the four strategic priorities set out in the Service Plan. These

are:

Deliver a proactive fire prevention and protection programme Deliver a professional and resilient emergency response service Provide a safe and competent workforce Provide effective and ethical governance and achieve value for money in managing

resources.

6.2 The Authority’s 2016/17 IRMP Action Plan includes specific objectives to implement several of the initiatives contained in this report.

7 Conclusions

7.1 There continues to be good progress in implementing a programme of major change, delivering efficiencies, matching resources to risk and demand and limiting the impact of reductions in funding. Whilst there have been and continue to be challenges in identifying and procuring land and obtaining planning consent to build new fire stations, the flexibility in the programme ensures that service delivery is not adversely affected, delivering the best possible service within the Authority’s budgetary constraints. After some early delays the programme is now progressing well, remains within the approved budgets and in many cases is ahead of schedule.

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Project Old Site F&R Committee / FA Approval Date

Status Information

Dual crew a fire appliance and a specialist appliance at Stanningley fire station.

June 2011

Completed April 2012

Dual crewing the High Volume Pump at Stanningley has worked well with no adverse impact on the community.

Remove one of the two fire appliances from Silsden fire station

June 2011 Completed April 2012

Silsden remains a very low risk area. The single remaining appliance attended just 82 incidents in 13/14

Replace one of the two fire appliances at Moortown fire station with a Fire Response Unit (FRU)

June 2011

Completed July 2012

The FRU has been relocated to Stanningley fire station in line with current risk analysis and operational activity for Leeds District. It is proving to be an effective response to lower priority calls, including small fires, ensuring that front line fire engines are available for more serious incidents, training and community safety activity.

Change the whole-time duty system at Castleford fire station from 2x2x4 to Day Crewing (Close Call)

June 2011

Completed October 2012

The Day Crew Close Call crewing system has been successfully implemented, delivering the required efficiencies and response times remain good and relative to the risk area. The project also incorporated alterations to the fire station to deliver a shared facility with West Yorkshire Police, which is working well.

Remove one of the two fire appliances from Stanningley and replace it with the FRU from Moortown.

Dec-12

Completed January 2013

In the last year this FRU attended 957 incidents, successfully achieving its objective of ensuring other life-saving resources remain available for more serious incidents.

Remove one of the two fire appliances at Keighley fire station

Dec-12 Completed February 2013

The provision of one fire appliance at Keighley is now appropriate to the levels of risk and activity in the area and is delivering the required efficiencies. A Resilience pump is also available at Keighley should this be needed and can be brought into service very quickly.

Replace a fire appliance at Fairweather Green fire station with a FRU

Dec-12

Completed March 2013

This second FRU was introduced in 2013 and in the last year attended 975 incidents, successfully achieving its objective of ensuring other life-saving resources remain available for more serious incidents.

Remove one of the two fire appliances at Odsal fire station

Dec-12 Completed March 2013

The provision of one fire appliance at Odsal is now appropriate to the levels of risk and activity in the area and is delivering the required efficiencies.

Annex A

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Close Marsden fire station Dec-12

Completed April 2013

Contracts have been exchanged for Emergency House (Marsden Fire Station) with Holme Valley Mountain Rescue. The old fire station at Marsden has now been sold STC.

Replace a fire appliance and an aerial ladder platform at Bradford fire station with a CARP

June 2011

Completed November 2013

Appliance replacement programme has been successfully implemented and is delivering the required efficiencies.

Change the whole-time duty system at Morley fire station from 2x2x4 to Day Crewing

Dec-12


Day Crewing system has been successfully implemented and is appropriate to the risk profile for the area and is delivering the required efficiencies.

Change the whole-time duty system from 2x2x4 to Day Crewing at Garforth

Dec-12

Completed February 2014

Day Crewing system has been successfully implemented, delivering the required efficiencies.

Remove one of the two fire appliances at Halifax

Dec-12 Completed September 2014

The appliance replacement programme has been successfully implemented and is delivering the required efficiencies.

Replace a fire appliance and an aerial ladder platform at Huddersfield fire station with a CARP

June 2011

Completed September 2014

Crews have completed their training and the CARP is now operational and will replace a fire appliance and aerial ladder platform at Huddersfield.

Build a new fire station at Menston to replace Rawdon

Rawdon

December 2011, 30/11/2012 (F&R)

Now keeping Otley & Rawdon, changing Rawdon to Day Crewing

The change the duty system at Rawdon to Day Crewing was approved by WYFRA on 17th October 2014. Rawdon will change to Day Crewing on the 1st August 2016.

Close Otley station

Otley

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Close Haworth fire station and explore opportunities for an alternative service delivery model linked to volunteer community services in the Worth Valley.

Haworth Dec-12

Complete December 2012

The Haworth community group have been given until the end of July 2016 to demonstrate they will purchase the site. After July the site will be marketed for sale.

Build a new fire station in South Kirkby to replace South Elmsall and Hemsworth fire stations

South Elmsall December 2011, 30/11/12 (F&R)


The station went live on 16th January 2015. The firefighters at South Kirby are operating the Day Crew Close Call duty system. South Elmsall is now sold subject to contract.

Close Hemsworth fire station Hemsworth Closed

Feb 2015 The closure of the station was brought forward due to a redundancy package being accepted by RDS personnel. Hemsworth is now sold subject to contract

Rastrick Elland December 2011, 30/11/2012 (F&R)

Complete June 2015

The new Rastrick Fire Station became fully operational on 17th June 2015. The old site at Brighouse is currently being marketed for sale. The site at Elland has been sold subject to contract. Brighouse

Build a new fire station to replace those at Dewsbury and Batley

Dewsbury December 2011, 30/11/12 (F&R)

Complete August 2015

The new station went live on August 24th 2015. The official opening ceremony took place November 11th 2015.The old site at Dewsbury is awaiting planning permission before sale. The sale of Batley is now complete.

Batley

Build a new fire station to replace those at Gipton and Stanks

Gipton December 2011, 30/11/12 (F&R)

Complete October 2015

The station went live as planned on Tuesday October 6th. Gipton has now been sold. The Stanks site has been given planning permission for residential and is now being marketed.

Stanks

Build a new fire station to replace those at Shipley and Idle.

Shipley Dec-12 Ongoing

Work on the new fire station at Valley Road was delayed due to planning approvals. Construction started on the 6th June and will take 52 weeks. A temporary fire station will be operating from the Valley Road site Feb 2017, this will allow us to release our sites at Shipley and Idle to the new owners InCommunities. . Idle

Remove one of the two fire appliances from Hunslet fire station

Dec-12

On schedule

Currently planned for implementation in 2019, but subject to change in the event of staffing shortages due to other project delays.

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Build a new fire station to replace those at Cookridge and Moortown

Cookridge

Dec-12 Ongoing

A shared fire and police station on the police land at Weetwood is no longer a viable option. A new site has been identified on Black Moor Rd in Moor Allerton which is owned by Leeds City Council. We are currently in negotiations to buy the site and hopeful that the purchase subject to planning can be agreed to allow us to start building a new fire station on this site by Jan 2017. Consultants Bradshaw, Gass & Hope have been appointed to manage the scheme and initial design meeting have been undertaken. Planning for the Black Moor Rd site will be submitted September 2016 and the decision expected December 2016

Moortown

Change the whole-time duty system from 2x2x4 to Day Crewing at Rothwell and build a new fire station on the existing Rothwell station site

Dec-12 Completed May 2015

The Day Crewing system has been successfully implemented and the new fire station is complete and fully operational. An official opening took place on 16th July 2015.

Replace a fire appliance and aerial ladder platform with a CARP at Leeds station

Dec-12 Ongoing

Vehicle commissioning problems have delayed the implementation of CARP. Leeds personnel are currently undertaking refresher training; the CARP will be operational July 2016.

Remove one of the two fire appliances at Wakefield fire station

Dec-12 On schedule

To be implemented when Ossett fire station has been relocated closer to the City centre, This will take place October 2016.

Build a new fire station near Junction 40 of M1 motorway to replace Ossett fire station

Dec-12 On schedule

The station build is slightly ahead of schedule and the build is due to complete in August, the station will be operational in September 2016.

Introduce the Day Crewing duty system at Rawdon

Oct-14 On schedule

Rawdon will transition from the 2,2,4 shift system to the day crewing shift system on the 1st August 2016

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Summary of establishment changes arising from IRMP actions since 1st January 2012

Initiative Implementation Date

Capital Cost

£m

Staffing Implications Revenue Savings

£000

Posts Saved

Wholetime Retained

Dual Crewing at Stanningley April 2012 12 -444

Replace a fire appliance at Moortown with FRU April 2012 0.090 12 -444

Remove a retained appliance from Silsden April 2012 6 -60

Change duty system at Castleford to DCCC October 2012 0.300 11 -264

Replace a fire appliance with an FRU at Fairweather Green March 2013 0.090 4 -148

Remove a fire appliance from Keighley February 2013 20 -740

Remove a fire appliance from Odsal March 2013 20 -740

Close Marsden Fire Station April 2013 12 -225

Remove fire appliance from Stanningley and transfer FRU from Moortown April 2013 11 -407

Change duty system at Rothwell to day crewing October 2013 1.500 10 -320

Replace a fire appliance and aerial at Bradford with a CARP November 2013 0.680 16 -592

Change duty system at Morley to day crewing January 2014 10 -320

Replace a fire appliance and aerial at Huddersfield with a CARP February 2014 0.680 16 -592

Annex B

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Initiative Implementation Date

Capital Cost

£m

Staffing Implications Revenue Savings

£000

Posts Saved

Wholetime Retained

Change duty system at Garforth to day crewing February 2014 10 -320

Build a new fire station at South Kirkby to replace South Elmsall January 2015 2.000 11 -264

Close Haworth fire station December 2014 12 -225

Build a new fire station to replace Brighouse and Elland June 2015 2.500 24 -888

Close Hemsworth fire station June 2015 12 -225

Build a new fire station at Carlton Road to replace Dewsbury and Batley August 2015 4.000 24 -888

Build a new fire station at Killingbeck to replace Stanks and Gipton October 2015 3.700 24 -888

Remove a fire appliance from Halifax October 2014 20 -740

Replace a fire appliance and an aerial with a CARP at Leeds July 2016 0.680 16 -592

Build a new fire station to replace Ossett August 2016 3.300 0

Remove a fire appliance from Wakefield October 2016 20 -740

Change duty system at Rawdon to Day crewing August 2016 10 -320

Build a new fire station at Valley road to replace Idle and Shipley June 2017 4.800 24 -888

Build a new fire station to replace Cookridge and Moortown (Weetwood budget may change following analysis of new site)

2018 5.300 24 -888

Remove a fire appliance from Hunslet 2019 20 -740

Totals 29.620 369 42 -13,902

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GLOSSARY OF TERMS USED IN THIS REPORT

Emergency Vehicles

Fire Appliance (sometimes referred to as a Pump) – A standard fire engine with four or five firefighters with equipment to deal with a wide range of emergencies including larger fires and rescues from road traffic collisions.

Resilience Pump – A standard fire appliance which is fully equipped and available for deployment but without a permanent crew. These vehicles are strategically located across West Yorkshire and can be quickly brought into use during periods of high demand, for relief purposes at protracted incidents and to cover for major training events, by recalling off duty firefighters to duty. They provide a very cost effective method of temporarily increasing the levels of resources during the rare occasions they are needed.

CARP - Combined Aerial Rescue Pump – A vehicle which has a high reach platform for firefighting and rescue combined with the capability of a standard fire engine. It replaces a standard Fire Appliance and an Aerial Ladder Platform and saves money on reduced staffing costs without loss of capability.

ALP - Aerial Ladder Platform – A high reach firefighting and rescue vehicle which is being replaced by the CARP.

FRU - Fire Response Unit – A smaller vehicle crewed by three firefighters designed to deal with small fires and other less serious incidents including grass fires, car fires, refuse fires. These incidents make up a large percentage of all incidents and using an FRU ensures that standard fire appliances are available to deal with more serious incidents and important training and community safety activities are less likely to be interrupted.

HVP - High Volume Pump. A specialist vehicle used to pump large quantities of water over long distances. Can be used during flooding and also to supply water for firefighting at large fires.

Duty Systems

Wholetime Shift (sometimes referred to as 2x2x4) – where firefighters work shifts on duty to provide cover from a fire station 24 hours per day 365 days per year. Shift patterns usually consist of two 11 hour day shifts followed by two 13 hour night shifts across four different shifts or watches, supplemented by the Operations Resource Pool (see below). This duty system is suitable for areas of higher risk and

Day Crewing Close Call – The same as Day Crewing but where firefighters work from the fire station during the day and are available on call at night from adjacent property provided by the Authority. Response times at these stations match wholetime shift stations but cost much less to operate due to reduced staff numbers (approximately half). They are suitable for use in areas of lower risk and activity but where response times cannot be met using Day Crewing or RDS

Day Crewing – A duty system consisting of two watches where crews work from the fire station during the day, and provide cover on an evening from home by use of a pager alerting system. Home locations must generally be within 5 minutes travel of the station to ensure an appropriate emergency response. Suitable in areas where risk and activity are lower but where the RDS may not be suitable or practical. Response times at these stations match wholetime shift stations during the day and match RDS stations during the night. They cost much less than wholetime shift stations to operate due to reduced staff numbers (approximately half).

RDS – Retained Duty System. Where firefighters are employed to be on call to provide cover from home, a workplace or from another location. Callout locations must be within 5 minutes travel from the fire station to ensure an appropriate emergency response. Most RDS firefighters have other full time employment and some are wholetime firefighters who provide RDS cover when off duty. Suitable for use in areas of very low risk and activity and are a very cost effective means of providing emergency cover.

Annex C

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ORP – Operations Resource Pool. A pool of firefighters employed on full time contracts who work flexibly to cover shortages primarily at wholetime stations. This system provides an efficient method of covering absences which makes it possible to reduce the overall establishment (and cost) for crewing fire appliances.

Other Terminology

Dual (Alternate) Crew – Where operational crews primarily staff a fire appliance unless there is a demand for a specialist appliance to be crewed, for example the High Volume Pump when they transfer from the fire appliance on to the specialist vehicle. A cost effective method of mobilising vehicles with specialist equipment which is very important but where they are very rarely needed.

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Purpose To inform members of the publication of the West Yorkshire Resilience Forum Annual Report 2015/16

Recommendations That members note the contents of this report

Summary This report highlights the publication of the West Yorkshire Resilience Forum Annual Report 2015/16 and the contribution West Yorkshire Fire and Rescue Service make to the forum and its stated Strategic Objectives

OFFICIAL

West Yorkshire Resilience Forum Annual Report 2015/16 Community Safety Committee Date: 22 July 2016 Agenda Item: 6 Submitted By: DSD Dave Walton



Contact Officer: AM I Dunkley (01274 655783)


Annexes: West Yorkshire Resilience Forum Annual Report 2015/16

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1 Introduction 1.1 The Civil Contingencies Act 2004 (CCA 2004) requires that in every Police force area a Local

Resilience Forum must operate. In West Yorkshire this forum is referred to as the West Yorkshire Resilience Forum (WYRF).

1.2 West Yorkshire Fire and Rescue Service (WYFRS) are deemed a category one responder under the terms of the act and as such have specific duties relating to contingency planning. These duties are met utilising personnel from across the service and strategic representation at WYRF meetings is maintained via the Director of Service Delivery, who also acts as Deputy Chair of the WYRF and AM Ian Dunkley (Operations Support).

2 Information

2.1 At the end of the financial year the WYRF manager on behalf of the co-chairs produces an annual report which highlights the work and achievements of the forum against the previous year’s work programme. The WYRF Annual Report 2015/2016 is attached to this report for reference. From the report it can be seen from page 8 onwards that the forum operates through numerous sub groups, WYFRS Officers Chair the Interoperability, Training & Exercising and Risk and Capabilities Sub Groups.

2.2 The Annual Report also provides details of incidents that the forum has responded to (page 15 - 17) and details of the factors that will affect the forums capability and capacity over the forthcoming year (page 18). A Business Plan (page 19) for the following year is also provided.

2.3 The Financial Report for 2015/16 can be found at page 24, which details how member organisations contributions towards the running of the forum are attributed.

2.4 WYFRS and all other category one responders contribute £8000 per annum to the running costs of the forum. Funding for 2016/17 has been agreed and a review as to future funding is underway. It should be noted that West Yorkshire Police make up any funding shortfall on top of their own contribution.


3.1 WYFRS contribution towards the forum is £8000 per annum. It is considered that this contribution is excellent value for money for the organisation.


4.1 This report demonstrates how WYFRS works with its partners to plan and prepare for emergencies affecting West Yorkshire communities, including those who are particularly vulnerable and at risk and those with protected characteristics. Achieved through efficient and effective co-operation and information sharing, this demonstrates compliance with the FRS Equality Framework and the Public Sector Equality Duty.


5.1 WYFRS participation in the planning for major incidents and events ensures that the health and safety of all personnel is considered throughout the planning phase, this then leads to a safer working environment for personnel in the event of a major incident taking place.

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of 3

6 Service Plan Links 6.1 This report directly links to the following Priorities:

• Deliver a professional and resilient emergency response service.

7 Conclusions

7.1 WYRF provides the communities of West Yorkshire with a resilient response and recovery capability in the event of major incidents of a multi-agency nature.

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NOT PROTECTIVELY MARKED

1

WEST YORKSHIRE RESILIENCE FORUM

ANNUAL REPORT 2015 / 2016

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CONTENTS PAGE FOREWORD 3 INTRODUCTION 5 WYRF PARTNER ORGANISATIONS 7 THE WORK AND ACHIEVEMENTS OF THE FORUM 8 DURING 2015 / 2016 KEY ISSUES DURING 2015 / 2016 15 THE YEAR AHEAD 2016 / 2017 18 WEST YORKSHIRE RESILIENCE FORUM BUSINESS 19 PLAN FOR 2016 / 2017 FINANCIAL REPORT 24 APPENDIX 1 – List of West Yorkshire Resilience Forum members 25

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FOREWORD It is with great pleasure that we introduce the sixth annual report for the West Yorkshire Resilience Forum (WYRF) which acknowledges its achievements over the last twelve months and sets out the path for the coming year. It is essential that all organisations responsible for responding to emergencies and assisting those affected, work together to minimise the impact of such occurrences and ensure an effective and coordinated response. The Local Resilience Forum is the mechanism by which all responsible organisations can plan and ensure that we in West Yorkshire are equipped and prepared to deal with any emergency that may occur. Emergencies have a huge impact on residents, communities and businesses and cause great distress through injury, loss of life, damage to property and people being forced out of their homes. The aim of the forum is to be able to respond in an appropriate manner to help in their times of need. As Co-Chairs of the WYRF, we remain confident in the commitment demonstrated by members of the WYRF to working together towards our common goal: “Preparedness for any emergency”. On a number of occasions over the past year our multi-agency plans have been put to the test through incidents and exercises. It is essential that we continue to learn from our experiences, events in Calderdale and Leeds during the winter of 2015 demonstrated the importance of working together and having a co-ordinated partnership approach to a fast developing critical incident. The reports that are published around the severe weather events during this time will provide direction and key work streams for the WYRF going forward. If we fail to act upon the recommendations produced we would not be carrying out our duties to the required standard expected from our communities. It is essential that we understand the challenges that face us and that we identify and address any gaps in our capacity and capability. The National Risk Assessments and our local risk registers help us to focus on what really matters to the people of West Yorkshire and empowers us so that we are equipped to deal with emergencies as and when they happen. The threat of terrorism, industrial action, protests and the likelihood of more severe weather are key issues that may have an impact on our county over the next twelve months. We supported the Tour de Yorkshire and found it to be a fantastic experience along with over 2 million people. This amazing event will be with us for the next few years and possibly beyond. Also coming up in 2016 /17 will be the International Triathlon being hosted in Leeds which will attract a worldwide audience with thousands flocking into the city. This annual report sets out the strategic business plan to help ensure that all member organisations are working together to further enhance the resilience of the county.

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We would like to thank all members of the Forum, the Management Group, the network of Sub Groups and the Secretariat for their hard work and commitment over the last year. We are sure that 2016 / 2017 will bring several challenges that will test our resilience but by working together and in striving to achieve the highest standards for the people of West Yorkshire we will continue to serve the communities and provide them with the response they deserve.

Mark Milsom Dave Walton Tom Riordan Assistant Chief Constable Deputy Chief Officer Chief Executive West Yorkshire Police West Yorkshire Fire & Rescue Leeds Council

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5

INTRODUCTION The West Yorkshire Resilience Forum (WYRF) was formally established as a response to the Civil Contingencies Act 2004, but was built upon some very firm foundations of emergency planning that served West Yorkshire for several years beforehand. The Forum helps its members meet their legal statutory obligations, as set out in the Act, through important relationships and provides strategic leadership for the programme of work. It also enables ‘co-operation’ and ‘sharing of information’ between responders in an efficient and effective way. Emergency Services, Local Authorities, the NHS and other public bodies are members on the Resilience Forum. Other organisations such as the Health and Safety Executive, Utility and Transport companies are represented on the Management Group and or Sub Groups. The Voluntary & Faith Sector, the Military and the Department for Communities and Local Government, also participate fully in the partnership. Other responding organisations play a vital role in day to day emergency planning and have the right to be invited and attend meetings of the WYRF. The WYRF Strategic Group meets formally on four occasions a year. However the bulk of the work of the Forum is discharged through the Management Group and a network of Sub Groups. WYRF has an agreed set of strategic objectives. These are:

Provide a systematic, planned and co-ordinated approach to encourage Category 1 Responders, in liaison with Category 2 Responders, to address all aspects of policy in relation to the duties imposed by the Civil Contingencies Act 2004 which are:

Risk assessment Planning for emergencies – including prevention and mitigation Planning for business continuity Publishing information about risk assessments and plans Arrangements to warn and inform the public and other aspects

of the civil protection duty Co-operating and sharing information – to enhance co-

ordination The promotion of business continuity management by Local

Authorities Make joint strategic, policy decisions relating to the County’s

preparedness and response. That lessons are learnt from events and exercising and that these are

incorporated and embedded across the WYRF partnership.

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6

Maintain and publish the Community Risk Register and ensure it provides a robust basis for planning.

Consider the implications of legislation, national initiatives and decisions that impact on the WYRF.

To approve an annual work plan and provide clear direction to oversee the activities of and task the working groups in the form of the Management Group.

Ensure there is sufficient resilience across West Yorkshire to support a proactive partnership during times of need.

Consider cross border risks and work with partners from neighbouring Local Resilience Forums, especially around mutual aid arrangements.

This Annual Report aims to demonstrate the excellent partnership arrangements and cooperation across West Yorkshire in planning for and responding to emergency events. It also demonstrates the achievements by members of WYRF and sets out the priorities and key challenges for the year ahead. The intended audience are members of WYRF, Chief Executives and Chief Officers from member organisations, Category 2 responders and members of the public. Member organisations are requested to promote the achievements of the WYRF and consider how the forthcoming Business Plan can be included within their own individual performance management structures.

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WYRF PARTNER ORGANISATIONS

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THE WORK AND ACHIEVEMENTS OF THE WYRF DURING 2015 / 2016

All the groups across the Forum have played an active part in taking key strands of work on and the below is a brief insight into some of the matters they have developed. Key Work of the WYRF Sub Groups over the Past 12 Months Mass Fatalities Sub Group: Neil Favager from the Wakefield Council Emergency Planning Team is the chair of the sub group and Andy Gale from the Bradford Mortuary is the deputy. The group have met over the past 12 months and have reviewed the capacity across the various mortuaries in the county to see how we would deal with an incident such as the horrendous attacks in Paris. The engagement with the Coroners for both the East and West of the county has continued with their valued attendance at the WYRF strategic members meeting. Neil also assisted with the mortuary input for the National CBRN ‘Exercise Leyland’ which is mentioned later in this report. Severe Weather Sub Group: The Severe Weather Sub Group under the guidance of Jason Shirazi and Graham Lindsay are testing the West Yorkshire Multi-Agency Severe Weather Plan to ensure that the staff are aware of their roles and responsibilities. This will assist in making sure we are better prepared for such a significant event like the flooding over Christmas 2015. All the local authorities have reviewed their site specific plans over the previous 12 months and are now looking at exercising these this coming year. The sub group also looked at the impact of space weather as part of its work programme and have ensured that each organisation has business continuity plans in place for an event such as a spontaneous solar flare impacting on our communities of West Yorkshire. The Met Office supports the resilience community with the provision of timely weather forecasts and warnings. Their presence at planning meetings and exercises has continued and the local Met Office Advisor is able to provide help and support wherever and whenever required by the Category (CAT) 1 and Category (CAT) 2 responders. Close partnership working will be central to the aims and ambitions going forward. Resilient Communications Sub Group Jim Grafton from Leeds Local Authority is the chair and Danny Cherry from West Yorkshire Police is the deputy for this group. Work has continued in supporting all the partner organisations across the forum with regard to provision of multiple alternative means of communication.

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The use of ResilienceDirect (RD) which is a national secure information sharing platform throughout the UK has grown significantly during the last year with it being used by other Local Resilience Forums. It is also used now to provide updates to COBR for national events and emergencies. The use of the mapping tool is now seen as an essential for the use of RD to progress further in the coming year, the development of an integrated “incident management system” is still some way off but can be used presently in a limited capacity. Jim has delivered some key work around this area and is taking this forward in West Yorkshire and to the wider Yorkshire Region. After the flooding over the winter period of 2015 into 2016 there is a requirement to identify critical infrastructure across our county and to see how we can be better prepared to maintain such during critical incidents. This piece of work will be part of the work plan into 2016-2017. Voluntary Organisations & Faith Sub Group: The sub group is chaired by Rebecca Todd from Leeds Council along with Andy Peers from the British Red Cross. During the past year the voluntary sector has provided great support to the communities of West Yorkshire at incidents and at training events. Rebecca and Andy have worked hard in assisting the various voluntary organisations across the county to contribute to the West Yorkshire Multi-Agency Voluntary Community and Faith Sector (VCFS) Response Plan and the West Yorkshire Multi-Agency Activation and Response Arrangements. In October 2015 a test of the Response Plan was activated requesting attendance for a fictitious incident at West Yorkshire Police, Carr Gate Complex, Wakefield. The response of the voluntary agencies to a short notice incident was outstanding and has allowed the sub-group to plan for a more detailed and involved exercise to hopefully go ahead during 2016-17. Warning & Informing Sub Group: Sean Westerby from Kirklees Council is the Chair, Lucy Wilkinson from Wakefield Council and Michelle Flint from West Yorkshire Police are the joint deputies on the sub group. They have reviewed and developed the West Yorkshire Media Protocol and Toolkit and these are now on ResilienceDirect. There has also been a refresh of the WYRF “Don’t panic, prepare” booklet which is distributed to the communities of West Yorkshire. The sub group is very aware of the key messaging that can be shared on social media and the growth of this is seen as ‘critical’ going forward. Throughout the year when and where possible all partner organisations have used social media to share posts as appropriate to warn and inform and this will continue to ensure the “digital footprint” of the forum increases.

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West Yorkshire Emergency Services Show On Saturday 11th of July 2015, the West Yorkshire Emergency Services Show took place at West Yorkshire Fire & Rescue Service HQ. This is the fifth year that responder organisations detailed below have come together to promote emergency preparedness and business continuity at the show.

Leeds Council - Communicated local risk and resilience. They did this by promoting and handing out “In case of Emergency” (ICE) cards and offering advice and information.

Kirklees Council – The Emergency Planning Team communicated messages

of risk and resilience. They handed out ICE cards and 10 minute household emergency plans. The Infection, Prevention and Control Team communicated messages of reducing the spread of infections, they had a variety of activities for children and adults. Kirklees Flood Management and Drainage Team gave advice about the equipment used to investigate drainage problems.

Environment Agency – Communicated with the public about flood risk. They

aimed to educate members of the public using a flood demonstration kit and handed out information leaflets. They also showed off some of their emergency response equipment as well as offering verbal advice and information.

Calderdale Council - Communicated with members of the public about local

risk and resilience. To aid the conversation they had lots of promotional items such as post-it notes, coasters, pens and other gifts.

Mid Yorkshire NHS Trust and Bradford Teaching Hospitals - Health

representatives demonstrated the equipment they would use in their response duties. They used these visual aids to inform the public of how they would assist in emergencies, what the equipment is for and how it works.

West Yorkshire Resilience Forum Secretariat - attended to assist with

messages to members of the public about resilience work.

The Emergency Services Show at West Yorkshire Fire & Rescue Service HQ, Birkenshaw, thousands of people came along and enjoyed the family day out.

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Recovery, Evacuation & Resources Sub Group: Mike Powell from Bradford Council is the chair and Laura Crofts from Kirklees Council the deputy who lead on this key area of work for the Forum. The group concentrate on Recovery and Site Clearance, Evacuation and Humanitarian Assistance and Resources, Fuel and Logistics. Over the past 12 months Laura has produced some invaluable work around the West Yorkshire Multi-Agency Humanitarian Assistance Framework and the Resilient Fuel Plan, both of these now being taken on across the county. Mike has looked at producing a mutual aid document for the county and the wider region that has agreements in place to deliver in key times of need. The WYRF Strategic Level Exercise for 2015 / 16 was CBRN focussed and looked at ‘Recovery’ as part of its key objectives. This was named ‘Exercise Linus’ and concentrated on the deliberate release of a toxic chemical into a shopping complex and how this would be dealt with by the multi-agency partnership. The exercise was led by the Government Decontamination Service (GDS) suitably supported by the WYRF Training and Exercising Sub Group. A de-brief report has been produced and the findings will be used to drive business forward into the new WYRF Work Programme for 2016-17 Health & Mass Casualties Sub Group: The West Yorkshire Health Resilience Sub Group now takes direction from the Local Health Resilience Partnership (LHRP), whilst remaining a sub group of the WYRF (WYRF), Adam Bland of NHS England is the chair. The year has been very challenging and has seen partners working together on a variety of incidents and exercise. Key highlights in 2015 / 2016 included: The successful health planning support to the Tour de Yorkshire in 2015 and the

continued joint planning for the Tour de Yorkshire for 2016. The managing of the Junior Doctors industrial action that impacted locally and

nationally across the NHS. Contributing to National CBRN Exercise Leyland as part of the test looking at the

national CBRN response to a chemical based terrorist attack and the impacts on the health system.

Collation of decontamination capability across hospitals in West Yorkshire in order to maintain appropriate response arrangements to chemical, biological, radiological, nuclear (CBRN) and hazardous materials (HazMat) incidents. This links in with the role out of the new guidance for IOR (Initial Operational response) and SOR (Specialist Operational Response) to CBRN related matters.

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Interoperability Sub Group: This sub group is led by Dave Teggart from West Yorkshire Fire and Rescue and Patrick Casserly from West Yorkshire Police. The group’s main focus is around:

- The effective partnership response and management of a Chemical, Biological, Radiological or Nuclear (CBRN) event.

- The response a terrorist incident. - How best to embed the Joint Emergency Service Interoperability Principles

(JESIP) into the three blue light agencies and key partner organisations. CBRN

The training and roll out of CBRN matters has continued across the forum as individual services and jointly, this culminated in Exercise Leyland which is explained in further detail below. Key learning has been identified and is being incorporated into all three blue light services and the wider responder community.

Terrorist related exercises

During 2015/16 the West Yorkshire response to a terrorist related incident has been exercised on several occasions. The exercises ‘Fade to Grey’ have tested the emergency services capability at an operational level and seminars have been delivered to a wide audience at Tactical and Strategic levels. After the events in Europe over the previous 12 months all organisations have review and in some cases amended their plans to be able to better respond.

JESIP

Operational and Tactical Command Training has been delivered to the West Yorkshire Emergency Services and some wider key partners, this will continue into 2016 – 2017. The original JESIP Commanders will be due to have their training refreshed this coming year and plans are in place to do this via the national team. The Joint Organisational Learning (JOL) tool has been rolled out and is there to assist organisations to learn from others either at incidents or at training / exercising events.

Looking forward the work of this sub group will remain critical to ensure that all responders are ready for any incidents that should happen within the county especially in regard to the threat from international terrorism.

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Training & Exercising Sub Group: The Training & Exercising Sub Group continues to meet on a quarterly basis chaired by Vince Macklam of West Yorkshire Fire and Rescue Service and Leah Bell as deputy chair from West Yorkshire Police. Key events for the group in 2015/16 were: On the 25th of February 2016 the sub group organised and supported ‘Exercise Linus’. This was the yearly WYRF Gold (strategic level) exercise based on a chemical attack with a toxic substance in a shopping complex. Feedback received was very positive and indicated that attendees found the exercise beneficial and gave a good insight into potential issues that may be faced during an actual event. The Government Decontamination Service were key to the day and led the discussions throughout with valuable guidance. In March 2016 a national multi-agency CBRN exercise took place at the West Yorkshire Police Complex at Carr Gate ‘Exercise Leyland’. The exercise was to support the National Fire Resilience Team in their testing of Immediate Operational Response (IOR) and Specialist Operational Response (SOR) to a chemical incident, to look at how assessment teams may be utilised in such an incident and the Joint Emergency Service Principles (JESIP).

The exercise had over 170 casualties involved and with around 200 responders taking part was a very intense and complicated day. The key objectives were achieved and in addition a great deal of learning has come out for all those involved. Once the final de-brief document has been completed this will provide focus for several work streams going forward.

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Over 1200 volunteers were trained for the Tour de Yorkshire event at the Carr Gate Police Complex. The volunteers had inputs around personal safety, suspicious packages and how to support the Tour de Yorkshire event. Tremendous feedback was received from all those that took part. Throughout 2015/16 the Training & Exercising Sub Group have supported other sub groups in the planning and execution of various exercises. Looking forward the incorporation of JOL will be managed by this sub – group on behalf of the forum. Planning has already began for the “gold” exercise for 2016/17. Risk & Capabilities Sub Group: The Risk & Capabilities Sub Group is chaired by Ben Bush from West Yorkshire Fire and Rescue Service and he is supported by Nigel Street from Leeds Council. Ben has been the driving force behind this group and he has led the other sub – group chairs to make sure that the allocated risks for our region have been reviewed and assessed and that any accompanying work has been delivered. The Community Risk Register (CRR) for the county has been reviewed and it is thought that an easier to understand document is required for sharing with the public during 2016/17. In November 2014 the WYRF responded to the National Capabilities Survey and will continue to support our colleagues in the Department for Communities and Local Government (DCLG) with this important piece of work when the new survey comes out in 2016. West Yorkshire Emergency Planning Officers (WYEPO) Seminars - During the last year the WYEPO seminars have looked at: Restructure of EPRR and the wider NHS Public Health England – what they deliver Human Trafficking Update Joint Decision Making Training - JESIP

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Some of the key matters for the forum during 2015/16: Flooding December 2015 The amount of rain during November and December 2015 had left the ground in certain parts on the country at saturation point, and when the torrential downpours hit the county on the 26th of December the outcomes were horrific. The worst affected areas were Calderdale and Leeds, with major concerns and issues that are still being dealt with as summer 2016 approaches. Thankfully there were no fatalities from the weather event and no serious injuries. The spirit of the people involved in the response and recovery phases was amazing from the various local authorities, emergency services and the public bodies involved to the volunteer responders. Elland Bridge, Calderdale Central Leeds

We have to be very aware that such severe weather events that were once treated as perhaps taking place once in every hundred years are now becoming more common. It may be that such an event happens again within the next couple of years and it is incumbent on all the partner agencies across the county that plans are in place to deal with such emergencies and that staff are exercised on a regular basis to see how they would potentially react to such a critical incident. Protest during 2015 / 2016 The county has had various demonstrations taking place over the past twelve months: We have had the EDL in Halifax and Bradford, The National Front in Wakefield and Britain First in Dewsbury. All four of these events were policed appropriately and with the proportionate level of resources, partnership work was the key to making sure that the events went as well as could have been expected. All the 5 districts have had different levels of protest around the austerity cuts and it is likely that these will continue.

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Cyber Seminar Event – Leeds In January 2016 the forum organised a Cyber Seminar in Leeds to look at how organisations are Cyber Resilient and to see how vulnerable individuals and organisations can be from an attack. The day was opened by Deputy Chief Fire Officer Dave Walton who welcomed over 70 delegates to the event at the Civic Hall. There were several different sessions that highlighted the current trends and risks to the various organisations across the county, there was some great interaction with the presenters and the audience with a free flow of ideas and questions. All those that came along found the day a valuable use of their time and provided some valuable feedback to the sessions. ‘The Tour de Yorkshire’ The Tour de France came to Yorkshire on the 5th and 6th of July 2014 and was a massive success with over 3 million people turning out to watch the event on the 2 days that it passed through the county. As a legacy of this the first Tour de Yorkshire race was held over the 1st, 2nd and 3rd of May 2015, passing through various parts of the county on different days. The event had 1200 volunteers supporting the three days and a fantastic multi agency approach to the race.

This was the first Tour de Yorkshire and attracted over 2 million people to view the race over the three days, a tremendous effort by all those involved and a superb advert for the region. International Terrorism The attacks in Paris in November 2015 and in Brussels in March 2016 highlighted the potential devastation that can be caused by terrorists anywhere across the world. Again this year the forum and the relevant sub groups have received updates as to the key issues and threats, and have ensured appropriate training for those who would have a pivotal role in responding to such matters has been developed and this will be continuing during 2016 /17.

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The Resilience Forum has continued to be part of the West Yorkshire CONTEST Board to ensure that a combined approach at a strategic level is delivered to support all responders across the county.

The attacks in Paris

and the picture showing the unity of

the people remembering the deceased and the injured afterwards.

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THE YEAR AHEAD - 2016 / 2017

The Leeds Triathlon – June 2016

Tour de Yorkshire – April / May 2016

The previous year saw four significant protests impact on the county with resources being diverted from normal business to accommodate these events. It is important to provide balance in supporting a legitimate right to protest and in protecting vulnerable communities going forward.

EU Referendum

Zika virus – Olympics in Brazil

European Football Championships in France

Finances and resources are under extreme scrutiny and some organisations have already reduced the resources available to support the work of WYRF and it is feared that the work of Emergency Planning will revert back to pre- Civil Contingencies Act days. This risk only increases the requirement for member organisations to support the WYRF especially in times of such austerity and for organisations to work to support each other. We have seen an overwhelming positive response from community volunteers across the county, these selfless people have made a genuine difference during recent emergencies and events. Looking forward there is a desire to see how to best utilise these fantastic people and their skills in any given situation that we may encounter. The link between warning and informing the public and Volunteering is an area of work to be developed within the WYRF mechanisms.

Closer working across all organisations in the West Yorkshire Resilience

Forum is essential, there is a genuine desire to co-locate resources in order to share vital skills, experience and learning. The key personnel are to develop this during the next 12 months.

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WYRF BUSINESS PLAN FOR 2016 / 2017 1. Improve processes for the earliest identification of ‘emergencies’ (as defined under the Civil Contingencies Act, 2004), or ‘those circumstances where a unified resilience response would add value to the communities of West Yorkshire’; 2. To generate strategic or ‘essential’ alliances with neighbouring resilience forums, other non-core county responders, voluntary and private sectors based on common geographical risks, or capability / capacity requirements; 3. To continue to provide a joint training & exercising strategy to develop the skills of the partnership, and to test preparedness and planning; 4. To continue to develop close working links with the Department for Communities and Local Government (DCLG), RED; 5. To improve the ability of all partners to meet their duty to ‘co-operate’ as described by the CCA (Regulations); 6. Improve partnership communication and interoperability; 7. To continue to review and monitor the performance of the WYRF The West Yorkshire Community Risk Register (CRR) has been fully reviewed and amended by the Risk and Capabilities Sub Group. The very high and high risks plus the threats will continue to drive the work programme for the following year. The work programme also includes the capabilities that are required to be in place within the county, such as arrangements to deal with mass casualties.

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Therefore the WYRF Work Programme for 2016 / 2017 will include work on: ITEM

DESCRIPTION RESPONSIBLE SUB GROUP CHAIR

Responses to a Terrorist Incident(s)

Work will continue on planning to respond to : Attacks on crowded places, Attacks on transport networks Attacks using non-conventional agents (chemical, biological,

radiological agents) Attacks on critical infrastructure

Patrick Casserly (West Yorkshire Police) Dave Teggart (WYFRS)

Severe Weather Plan

Review site specific reservoir inundation plans Develop and deliver site specific local off site reservoir inundation

exercises Review and amend the West Yorkshire Multi-Agency Severe

Weather Plan Consider seasonal weather risks and take action to mitigate e.g.

heat wave, heavy snow, ice and drought.

Jason Shirazi (Kirklees Local Authority)

Mass Casualty Planning

Review Flu Pandemic arrangements Develop MERIT arrangements Develop plans to support partial hospital evacuation Develop and provide assurance about Advanced Casualty

Clearance Stations (ACCS’s) Review arrangements for a Scientific and Technical Advice Cell

(STAC)

Adam Bland (NHS England )

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Mass Fatality Planning

Review and develop the West Yorkshire Mass Fatality Plan Develop Mortuary Plans that are appropriate for the county Conduct an exercise to test the Plan(s) Review arrangements for body storage in each district.

Neil Favager (Wakefield Local Authority)

Training and Exercising

Plan and deliver a Gold level exercise. Deliver multi-agency training and work shops Undertake 3 COMAH exercises over the year To ensure all agencies arrangements for training & exercising are

coordinated To disseminate and share best practice across all relevant

organisations

Group Manager Vince Macklam (WYFRS)

Risk and Capabilities

Review the West Yorkshire Community Risk Register Ensure that the Community Risk Register is published

appropriately Examine work undertaken as part of the CONTEST strategy Challenge resilience in relation to Essential Services

Ben Bush (WYFRS)

Resources, Evacuation & Recovery

Each district to continue to develop multi-agency evacuation plans

and take into consideration large scale evacuation both inward and outward and the short, medium and long term consequences.

Provide training opportunities for staff involved in Humanitarian Assistance to the public.

Continue to work with neighbouring / other LRF’s in planning for a mass evacuation / invacuation scenario.

Mike Powell (Bradford Local Authority)

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Develop a mutual aid document for the local authorities Maintain arrangements in relation to a fuel disruption Train and exercise the West Yorkshire Fuel Protocol Review the Resources / Logistics Protocol Maintain emergency arrangements with local suppliers

Warning, Informing and Community Resilience

Continue to develop public awareness campaigns for those risks

identified as very high and high in the Community Risk Register. Encourage community resilience in vulnerable communities. Review arrangements for warning and informing the public Continue to develop the use of social media to warn and inform the

public, e.g. Twitter / Facebook Exercise arrangements for warning and informing the public.

Sean Westerby (Kirklees Local Authority)

Voluntary Organisations and Faith Communities

Maintain the West Yorkshire Voluntary Organisations and Faith

Communities Plan Organise a training event Conduct an exercise to test the plan and response arrangements

Rebecca Todd (Leeds Local Authority)

Resilient Communications

Continue to train and exercise first responders in the use of

Airwave Inter-operability Members to maintain arrangements for MTPAS Review, train and exercise the Resilient Telecoms Plan Provide guidance and support in relation to Resilience Direct

Jim Grafton (Leeds Local Authority)

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FINANCIAL REPORT for Period 2015 / 2016 Partner contributions for the running of the WYRF West Yorkshire Police £8,000 West Yorks Fire & Rescue Service £8,000 Yorkshire Ambulance Service £8,000 Bradford Local Authority £8,000 Calderdale Local Authority £8,000 Kirklees Local Authority £8,000 Leeds Local Authority £8,000 Wakefield Local Authority £8,000 NHS & Public Health England £16,000 Total = £80,000 Current WYRF Personnel Inspector Anwar Mohammed - WYRF Manager Jill Summerscales - WYRF Secretariat The shortfall in funding is picked up by West Yorkshire Police as detailed below: Inspector Mohammed £71,212 Jill Summerscales Scale 4 £24,564 4 x WYRF Buffets @ £200 £ 800 Mileage/travel £ 500 Total cost £97,076

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APPENDIX 1 - List of WYRF Members Co-Chairs: West Yorkshire Police West Yorkshire Fire & Rescue Leeds Local Authority

ACC Mark Milsom DCFO Dave Walton Chief Executive Tom Riordan

West Yorkshire Police

Tim Kingsman

West Yorkshire Fire and Rescue Service

Ian Dunkley

Yorkshire Ambulance Service

Ian Walton

British Transport Police

Eddie Wylie

Bradford Local Authority

Steve Hartley

Calderdale Local Authority

Robin Tuddenham

Kirklees Local Authority

Rachel Spencer–Henshall

Leeds Local Authority

Mariana Pexton

Wakefield Local Authority

Andrew Wallhead and Andrew Balchin

Environment Agency

Catherine Saxon

NHS England and Co-Chair of the LHRP

Brian Hughes

Public Health England (PHE)

Dr Mike Gent

Armed Forces

Lt. Col. Graham Whitmore

Northern Resilience Team (DCLG)

David Facey

Highways England

Andrew Charnick

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Purpose To provide Members of the Community Safety Committee with an update on the successful Primary Authority partnership between West Yorkshire Fire and Rescue Service and Asda Stores Ltd.

Recommendations The Members of the Community Safety Committee note the contents of this report.

Summary At the February 2014 Community Safety Committee Members approved the active participation in the Primary Authority Scheme through the development of a new Business Support Team. Since that time the Team has formed significant partnerships with key businesses, one such partnership with Asda has recently been recognised at the National Primary Authority Awards by receiving a highly commended award for the work the partnership has developed. Such work highlights how Primary Authority partnerships provide excellent benefits not only to businesses and West Yorkshire Fire and Rescue Service (WYFRS) but also to local communities by supporting and promoting key safety initiatives.

OFFICIAL

Primary Authority Scheme update - national awards Community Safety Committee Date: 22 July 2016 Agenda Item: 7 Submitted By: Deputy Chief Fire Officer and Director of Service Delivery



Contact Officer: Christopher Kemp, Fire Protection Manager E: [email protected] T: 0113 3874355


Annexes: None

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mailto:[email protected]

1 Introduction 1.1 This report provides an update on the progress of Primary Authority Partnerships and in particular

focuses on the work delivered by the Business Support Team (BST) for Asda Stores Ltd.

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.

2 Information 2.1 In July 2014 the Business Support Team (BST) was set up and currently consists of two members

of staff:- a supervisor and an inspector.

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 fire safety partnership within the scheme. The assured advice which has been 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.

2.4 The partnership has also focused on some key prevention activities, previously unseen on a national scale in the Primary Authority world. These initiatives have allowed WYFRS to deliver high profile safety messages by engaging with unprecedented numbers of members of the public shopping at Asda. These include:

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• Tick Tock – A national campaign to encourage people to test their smoke alarms when they change their clocks was supported by WYFRS and Asda. Through the partnership a message was created to remind customers to test their smoke alarms when changing their clocks. This message is played in all 568 Asda stores as a timely reminder to customers to check their smoke detectors.

• Water Safety – Asda and WYFRS supported the Chief Fire Officers Association water safety week campaign by demonstrating the effects and difficulties of rescuing people from rivers and canals. To increase publicity a number of Asda managers were placed in the canal outside ASDA head office in Leeds and were rescued by WYFRS Water Rescue Operatives.

• Chip Pan – WYFRS put on a demonstration outside Asda head office to all staff and visitors emphasising fire safety in the home and the issues around chip pans.

2.5 With the huge success of these initiatives the BST are currently looking at future activities such

as:

• Road Safety Week – How the partnership can promote this national campaign. • Training of Asda management and an understanding of fire with planned sessions in the

smoke house. • The use of Asda premises for operational crews to utilise for training/exercises at Head

Office / Asda MCE (Merchandising Centre of Excellence, this is a purpose built store which Asda use only for planning product ranges and is not open to the public).

3 The PAS National Awards

3.1 Due to the amount of work the partnership has produced and the varying content, Asda Stores Ltd logged an application for the partnership to be considered for the PAS awards. The aim of the Awards is to showcase best practice in Primary Authority Partnerships.

3.2 There are currently 10404 partnerships in the UK and in March 2016 WYFRS and Asda were notified that the application had been shortlisted in to the top 18, and furthermore then selected as a finalist with the judges stating “This entry highlights how a partnership can influence and shape the global safety management systems of a USA-based business.”

3.3 Officers from WYFRS accompanied colleagues from Asda to the awards ceremony which was held as part of the PAS seminar in Westminster.

3.4 Unfortunately the partnership did not win overall however the judges did select the partnership for a ‘Highly Commended’ award based on how the partnership has pushed the scope and boundaries of the scheme by supporting local communities within the UK but by providing advice to a business that is now being adopted internationally by Walmart.


4.1 West Yorkshire Fire and Rescue Service recovers costs from administering the PAS. These costs are recovered in line with the defined charges set out at the commencement of the Scheme and are reviewed on an annual basis.

5 Equality and Diversity Implications 5.1 All dealings with partners and prospective partners are carried out in line with policy and do not

discriminate against any protected characteristic.

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6 Health and Safety Implications 6.1 There are no Health and Safety implications directly relevant to employees of West Yorkshire Fire

and Rescue Service.

6.2 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 Service Plan Links

7.1 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

8 Conclusions

8.1 The Business Support Team are delighted that the work which has been developed over the last two years has been recognised nationally, this will allow the team to continue to grow and progress and assist in the development and implementation of new partnerships which will be pursued and encouraged in order to improve Fire Safety and to aid the operation of cost recovery.

8.2 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.

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Purpose To update Members of the Community Safety Committee on the development of the Safer Communities Programme, as detailed within the 2016/17 Action Plan.

Recommendations That Members note the contents of the report.

Summary The Fire and Rescue Service is currently looking at new models of prevention that deliver a broader range of assessment, signposting and interventions that include additional health and well-being assessments on top of the traditional home fire safety check. As such, the 2016/17 Action Plan has pledged to develop a comprehensive strategy to include community safety, health and well-being and working practices. A Programme Board has been established, set out the priorities within a Blueprint document and a series of pilots for a more comprehensive ‘Safe and Well’ check are being introduced across each district. This paper provides Members of the Community Safety Committee with an update on the progress of this programme.

OFFICIAL

Update on Safer Communities Strategy - Programme Development Community Safety Committee Date: 22 July 2016 Agenda Item: 8 Submitted By: Deputy Chief Fire Officer and Director of Service Delivery



Contact Officer: Chris Kirby, Area Manager – Fire Safety


Annexes: Appendix 1 - Programme Blueprint

Appendix 1a – National Consensus Statement

Appendix 1b – CFOA Safe and Well Principles

Appendix 2 – Fire Magazine Article – May 2016 – FRS as a Health Asset workshop hosted by WYFRS

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1 Introduction 1.1 This report provides Members of the Community Safety Committee with a detailed update against

two specific areas of the Proactive Community Safety Programme, detailed in the 2016/17 Action Plan as follows:

• Develop a comprehensive strategy to include community safety, health and well-being and working practices

• Develop partnerships through the Health Service Vanguard Projects.

1.2 The Fire Safety Strategy details how West Yorkshire Fire and Rescue Service (WYFRS) delivers both Prevention and Protection activity across the County to support the Service’s Ambition and Aim. The priority of the Fire Safety Strategy is to ensure the Authority’s statutory fire protection duties are discharged efficiently and effectively and to work with partners to deliver a reduction in fires, road traffic incidents and anti-social fire related behaviour. The document outlines the context of the Community Risk Management Strategy.

1.3 This report will focus on progress against ongoing work to review the existing Fire Prevention strand of the Fire Safety Strategy and areas being considered for a future Safer Communities Strategy, which will be introduced in April 2017.

2 Information

2.1 The existing Fire Prevention Strategy is aligned to the delivery of the Integrated Risk Management Plan (IRMP) and Service Delivery Framework, as outlined within the Community Risk Management Strategy. WYFRS set annual outcome targets for a range of incident types based around risk reduction aims set through the IRMP process.

2.2 The annual service delivery outcome targets are set each year by the Service Delivery Board and each target is distributed across the 5 Districts based on risk profile. District Action Plans are developed to detail how resources will be used to reduce identified risk within each local area.

2.3 The Fire Prevention Strategy is predicated on both operational crews and dedicated central prevention teams delivering education and other prevention activities across the County and prevention activity is becoming more and more targeted towards those with the greatest need. Improved partnership working, with referrals across services, has resulted in more targeted interventions aimed at those most vulnerable to fire. Partnership Board monitor the performance of local partnerships and develop shared best practice and learning across the 5 Districts.

2.4 The majority of work within the Prevention strand includes a programme of home visits (Home Fire Safety Checks – HFSC), arson reduction schemes, and community education programmes around fire safety, road safety and water safety. The people we target involve Children and Young People, Vulnerable adults and individuals referred to us from other agencies. Many such referrals will be classified as ‘high risk’. WYFRS also operate a post-fire ‘hot strike’ programme where we carry out high volume HFSC following a fire to increase local community awareness on the impacts of fire due to improved receptiveness following a fire within a local area.

2.5 Recent studies by WYFRS have found that individuals who are most likely to die in a house fire have certain lifestyle factors that may increase their likelihood of having a serious fire. The research into each fire death that occurred within West Yorkshire between 2008 and 2013 identified seven lifestyle factors that are influential indicators. These include:

• Mental Health • Poor Housekeeping • Alcohol

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• Smoking • Drugs (prescription or illegal) • Impairment • Living alone.

Age is also a factor and the average age of people dying in house fires across West Yorkshire over the past ten years is 67.

2.6 Discussions with Health professionals across West Yorkshire has identified that, if WYFRS are targeting those who are vulnerable to fire, there is a strong likelihood that they may also be vulnerable to a host of other health and wellbeing issues.

National Progress of Safe and Well Principles

2.7 The Fire and Rescue Service (FRS) is recognised as a highly skilled service in terms of its capacity to respond to emergencies. However, in recent years, more attention has been directed towards a prevention agenda and the FRS is now also recognised for its vital contribution to community safety activities through prevention and early intervention programmes.

2.8 The ‘trusted brand’ status that FRS’s have within the communities they serve is being increasingly recognised by health services and there is growing awareness of the widening role of many FRS’s within the health and wellbeing agenda.

2.9 The NHS Strategy document, ‘Five Year Forward View’ recognises the need for improvements in prevention and early intervention and makes specific reference to the future health of the population, the sustainability of the NHS and economic prosperity of Britain being dependent upon a radical upgrade in prevention and public health. As the demands on the health services continue to increase, with an ageing population and more long term, complex health conditions, the FRS is being viewed as a potential resource to support (but not replace) the work of health and social care professionals in delivering prevention and early interventions within the community.

2.10 The Health Fire Summit in 2015 brought together the leaders from the Chief Fire Officers’ Association (CFOA), Public Health England, NHS England, the Local Government Association (LGA) and Age UK. They discussed opportunities for greater collaboration and produced a Consensus Statement which is included as Appendix 1a. A key element of this work is development of a broader health and wellbeing check (Safe and Well) when the FRS carries out its programme of home visits. A set of design principles have also been published (Appendix 1b) which form the foundation for discussions between local health professionals and local FRS’s to determine the most effective and appropriate interventions based around local need.

Operating Model – Principles of Safe and Well Visits – Development within WYFRS

2.11 Many FRS’s are now extending their traditional HFSC approach to include assessments and interventions for risk factors that impact on wider safety, health and well-being issues.

2.12 WYFRS is now carrying out and developing a series of district pilots of ‘safe and well’ checks that increase the offer to the communities we serve. The development of this work will involve closer collaboration with partner agencies, especially from the health, social care and voluntary sectors.

2.13 This will undoubtedly involve looking into a broader range of interventions aimed at improving the health outcomes of vulnerable people in the community. In order to ensure that WYFRS is regarded by its strategic partners as a health asset, we are:

• developing relationships with regional and local health and social care partners, Local Authority health departments and the voluntary sector.

• developing the design principles within a Blueprint document (Appendix 1) and encouraging engagement from stakeholders for a ‘Safe and Well’ visit but building on the existing home fire safety check foundation.

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• exploring other areas where WYFRS resources can be utilised to improve health outcomes through prevention activities.

• identifying skills gaps for staff and developing training packages with support of regional and local health care providers to address identified gaps.

• developing awareness of local health commissioners of the interventions that WYFRS can offer and facilitate commissioning opportunities.

Safer Communities Programme Development

2.14 Within WYFRS there is a comprehensive project established and a Safer Communities Programme Board will monitor progress of the project over the development and implementation of the new Safer Communities Strategy.

2.15 A Blueprint document has been drafted, shared with key stakeholders and sets the vision of the new strategy development work. The Blueprint is included as Appendix 1.

2.16 This work has involved a series of engagement events with local health professionals, WYFRS staff and plans are being developed for a series of public engagement events over the coming months.

2.17 A feature article was placed in the National Fire magazine on the ‘Fire as a Health Asset’ partnership engagement event which WYFRS hosted on 5 April 2016 and is included as Appendix 2. This event included representatives from NHS England, Local Authority Public Health and Social Care, Yorkshire Ambulance Service, Clinical Commissioning Groups, Age UK and Humberside FRS.

2.18 Central Prevention teams carried out local focus group meetings during March and April 2016. They spent time talking to front line, operational crews from around Wakefield and Bradford. The purpose of the focus groups was to give crews the opportunity to discuss:

• what they would like to do differently in relation to delivering community safety activities in the future.

• what barriers currently existed to the delivery of high quality education and interventions. • what support they would need from the central prevention department and local managers

to make the prevention aspect of their job more rewarding and enjoyable whilst providing the best possible outcomes for the community.

• what ideas they had to improve the way things are currently done.

2.19 Also, a series of internal Safer Communities Workshops were held in May 2016. These were advertised and delivered across all 5 Districts and attendees were allowed opportunity to discuss the current Fire Prevention Strategy and consider new initiatives that WYFRS could engage with in the future.

2.20 The findings from the focus groups and workshops will inform the development of the new Strategy. Also, individuals who are engaged with this work will be invited to a series of engagement and development workshops to discuss the progress of the “Safe and Well” pilots and consider new initiatives for how WYFRS could use resources to make communities even safer across wider health and wellbeing issues as well as keeping focus on the key area of fire prevention.

2.21 One key area of concern to operational crews when considering wider engagement across health and wellbeing is the existing output targets for Home Fire Safety Checks. Service Delivery Board set annual output targets by way of ‘points’ which aim to incentivise visits to the highest risk properties. Points are awarded for HFSCs based on a combination of:

• Likelihood – The probability of having a fire • Severity – The risk factors of the individual based on lifestyle • Outcome – The interventions put in place to reduce the risk

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2.22 During the District pilots, it is considered appropriate in certain circumstances to allow crews to engage with the pilots without the concern that they will fail to reach their allocated ‘points’ target. The Safe and Well visits they conduct will potentially demand a significantly longer time to be spent supporting people with multiple vulnerabilities and, as such, their ability to visit the same number of households and thereby achieve the annual points-based target will become compromised. As such, the number of points (that the crews undertaking the pilots would be expected to achieve) will be added to the district total figure at the end of the trial period.

2.23 The development of the new Safer Communities Strategy will incorporate a review of the current rewards and recognition scheme that exists for community safety work. At present, operational crews and prevention staff receive no reward or recognition for certain elements of community safety work and this includes School talks, specific campaigns for road or water safety, or attendance at community engagement events.

2.24 The new Strategy will recognise all the various interventions that WYFRS can deliver in the community safety, health and wellbeing agendas. This may be wider than what is currently offered and an interventions directory will be developed that will propose interventions for recognised vulnerabilities which are identified during the Safe and Well visit. Some interventions will be very simple such as advice and basic education and awareness. Others may require more detailed interventions that WYFRS are not capable of, or trained to deliver, and, as such, a referral may be made to a support department within a partner agency. It is anticipated that some WYFRS staff could be trained and equipped to deliver with a wider set of health and wellbeing interventions to support some of the areas listed within the Safe and Well principles in Appendix 1b.

2.24 As such, a new Strategy will consider the removal of the existing points-based output targets to allow local crews and prevention teams to engage with local communities in an attempt to deliver the most appropriate community safety activity and interventions that are specific and appropriate for each individual being visited.

2.25 The existing output targets will remain and be the true measure against the new Strategy. However, working alongside Local Authority Public Health Teams and other key partners will allow the evaluation and measurement of other health and wellbeing interventions and WYFRS is confident that the delivery of the new Safer Communities Strategy could see improvements in the number of health issues due to the early intervention and prevention activity that will be targeted to the key vulnerable groups.

2.25 One other objective within the project is to determine who key vulnerable groups are. At present, we deliver a home visit service to anyone requesting the service and this does include providing home fire safety checks to individuals who are very low risk. Some individuals will have fully working, hard-wired smoke detection and be fully aware of fire prevention measures with no occupants with any specific risk from fire. If we are going to be able to spend more time with people who are at risk from fire and other health and wellbeing issues, we will need to consider the service we currently deliver to those who are low risk. If we continue to provide a service to these individuals, it does not necessarily have to be a home visit. This will require a change to the current service delivery model where everyone who requests a home fire safety check will receive one.

2.26 An internal workforce Newsletter providing an update on progress so far was issued in May. Further updates are planned throughout the remainder of the year.

District Pilots

2.27 Within each District, work is progressing with local partners in the development and implementation of a series of safe and well pilots. A summary of progress is provided below:

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2.28 Leeds

Leeds district prevention team are developing a new home sSafe and Well visit to be delivered by operational front line crews. They have established a multi-agency stakeholder group with partners from Local Authority Public Health, WY Police, Leeds City Council Housing Standards Team, Falls Prevention and Trading standards. Collectively a new home visit form has been developed and a service directory for crews to be able to signpost to appropriate agencies. The areas we will focus on during the home visit are housing standards (private rented and owner occupied), social isolation, nutrition and dehydration, falls prevention, excess winter death, access to benefits, crime prevention and scams prevention. Staff will engage with the occupiers on these issues and they deliver brief interventions, education, information packs and where appropriate signpost to partners for additional support. We will be piloting the new home visit in Garforth and Otley from the 1 September until March 2017. All staff will receive training from the agencies involved which is planned in August. The training will provide crews practical advice on what to look for, how to broach the subject with individuals and what services exist to offer support locally.

2.29 Calderdale

Progressing the concept of Safe and Well visits, falls assessments and community resilience with local partners.

Discussions are still ongoing with Clinical Commissioning groups and Age UK with a view to scoping out new initiatives regarding collaboration opportunities.

Following long consultation, a secondment opportunity exists within Calderdale MBC which will allow a Watch Commander to be seconded to the Council linking in with Adult and Child social care and a partnership collaboration inclusion group.

2.30 Wakefield

A series of internal focus groups have been carried out within Wakefield at the sites chosen for a local pilot and findings have been assessed. Crews consulted were generally in favour of extending the HFSC to take into account vulnerability of interest to partner agencies as long as it could be linked back to fire safety and falls prevention is an ideal example of this. The next stage, which has commenced, is to develop appropriate training and information to enable crews to pick up signs of vulnerability and to refer vulnerable individuals to the organisations that can help them.

Central Prevention will be working closely with crews at every stage of the process to ensure that the extended HFSC is something that crews feel confident to deliver as well as meeting the needs of our referral partners.

In addition, following the success of the Ossett ‘Sloppy Slippers’ event, which used the Exeter Data to identify vulnerable older people, a programme of similar events have been agreed with partners.

2.31 Bradford

In Bradford, there is a falls prevention pilot that has started in Keighley area. The Keighley crews have all received training from the falls prevention lead for the District on how to carry out a falls screening tool which includes a set of six non-clinical questions. If an occupier is at risk of having a fall, they will be referred for a Multi Factoral Falls Assessment (MFFA) which is a clinical intervention and requires a trained health professional to carry out. The referral pathway is simple and would be built into the new database on the completion of a successful trial and evaluation.

In the interests of closer collaborative working with West Yorkshire Police, a crime prevention checklist is being developed in conjunction with the local and Force Crime Prevention office This is intended to be delivered in the Idle area as part of the project to merge of Shipley and Idle Fire Stations. This is based on raising awareness and providing education and advice to reduce the number of burglaries within this targeted area. Joint training will be carried out by the local Crime

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Prevention officers with the Fire Prevention team and Idle crews. A 3-month trial is scheduled to begin in September 2016.

Finally, in Bradford, a mental health screening tool is being developed. The District Prevention Manager is working closely with Bradford District Care Trust and representatives from the Urgent and Emergency Care Vanguard group on this project. This will be developed alongside the role out of the First Response Service to Bradford District which is a support mechanism for any members of the public that are identified as needing support around their mental health, either on visits in the community or at operational incidents. This supports the work being done in the emergency service and mental health group, chaired by Bradford District Care Trust and West Yorkshire Police.

2.32 Kirklees

In Kirklees, there is an existing crime prevention partnership with WY Police around target hardening to reduce burglary rates. This involves simple spot checks on homes during the HFSC programme with advice and education to reduce the likelihood that someone would become a victim of burglary. Also, for any significant concerns, there is a simple referral pathway to the crime prevention officer for a follow up visit to provide further support to the occupant. All operational crews have received training and there is some refresher training being planned.

Kirklees are also developing an initiative with Age UK. This involves providing support for people who may be malnourished or not eating well. This is in the early stages of development but the District Prevention Manager hopes that some simple assessment of nutrition during the home visit can be carried out by FRS staff with referrals to Age UK for further support if there are any significant concerns. There would be some training required and occupants consent for the referral will also be required.

Finally, an initiative is being considered to link the FRS teams with hospital discharge teams. This will involve some basic training for the hospital discharge team that will add certain considerations to the discharge process and create a potential referral for the FRS to carry out a Safe and Well check on the individuals return home.

Evaluation

2.33 Understanding the impacts, costs and benefits of any new service delivery model for community safety will represent a major challenge in terms of ongoing, high quality and meaningful evaluation. The real benefits of the fire prevention campaigns is only recently being recognised by professionals in the wider health and social care field and FRSs have been involved in fire prevention activity for almost 20 years.

2.34 Inevitably, there will be some local variation in the design and implementation of safe and well checks and with any new service model, evaluating effectiveness is essential.

2.35 Members of the programme team will attend a National Fire and Health Outcomes and Metrics group and this group is developing a Standard Evaluation Framework that FRS can use to support. A draft document has been shared with the national working group and includes a list of data collection criteria and supporting guidance to ensure that FRSs can collect high quality information and evaluate the effectiveness of their interventions.

2.36 The implementation of Safe and Well visits will raise questions that effective evaluation methods will support providing answers to, such as:

• Is the delivery of Safe and Well visits an appropriate use of FRS resources? • How effective are FRSs at targeting those who are most vulnerable? • Does a Safe and Well visit from the FRS improve the safety and wellbeing of the beneficiary? • Which Safe and Well visit delivery model works best? • Will Safe and Well visits reduce demand on health and social care?

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Development of Partnerships through the NHS Vanguard Programme

2.37 On 22 January, a report was presented to the Community Safety Committee on WYFRS’s involvement with the health service Vanguard projects. There are local community care models and larger urgent and emergency care Vanguard sites and WYFRS are involved in both types across West Yorkshire.

2.38 Initially, when the West Yorkshire Urgent and Emergency Care Vanguard was being developed, it was anticipated that the NHS funding being received into the West Yorkshire Vanguard programme would be significant and WYFRS submitted a bid to fund a project post. This funding has however not been realised. WYFRS will continue to support the development of partnerships and attend the Vanguard leadership meetings and relevant workstreams. This work is linking WYFRS with relevant organisations and support services which will in turn support the development of the new Safer Communities Strategy.

2.39 The common themes across services that attend Vanguard programmes include:

• Increasing access to high quality services. • Delivering person-centred services by a multidisciplinary workforce. • Building safer, more connected communities. • Promoting sustainability and resilience of services that meet community needs. • Reducing social and health inequalities especially within vulnerable groups e.g. children

and old people. • Collaborating with partners and other agencies across the region. • Integrating services where appropriate to remove unnecessary siloes and duplication of

efforts. • Ensuring good governance, transparency and value for money.

2.40 As part of the NHS shared planning guidance 2016/17 - 2020/21, every health and care system in England is required to produce a Sustainability and Transformation Plan (STP) showing how local services will evolve and become sustainable over the next five years, ultimately delivering the objectives set out in the Five-Year Forward View NHS strategy.

2.41 The existing work that WYFRS has committed to the Vanguard sites across West Yorkshire will support the links into the STP process and Vanguard lead officers will be in a position to champion the work of WYFRS in and around the wider health and wellbeing agenda when the STP meetings for West Yorkshire are taking place.


3.1 In the revenue budget for 2016/17, £363,400 was approved for community safety initiatives a proportion of which will be used to fund the Safer Communities Strategy.

3.2 To support the implementation the Safer Communities Strategy there will be a requirement to appoint a temporary Grade 10 post for a minimum period of 12 months at a cost of £37,872 per annum.

3.3 It is anticipated that the majority of training will be provided by specialist support teams in Local Authority public health and adult social care departments which it is expected will be at a minimum cost to the Authority. However, there may be a cost attributable with staff attending this training if it attended outside normal working time.

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4 Equality and Diversity Implications 4.1 As part of the development of the Safer Communities Programme there will be a comprehensive

Equality Analysis undertaken and this will also consider the ongoing future pilots that will be introduced across the 5 districts. The Diversity and Inclusion Officer is a member of the Safer Communities Programme Board and has been involved in the development of the Blueprint document. An assessment of how this work impacts on any of the protected characteristics will be included within the equality analysis and pilot evaluations to ensure we are providing the best possible service to the community.

4.2 There is a potential for the new strategy to focus attention on those most vulnerable to fire and other health and wellbeing issues. As such, the triggers for vulnerability will focus on age, mental health, people with limited mobility, people with addictions, and people who are socially isolated and living alone. As such, there may be someone with a protected characteristic who is assessed as being low risk on initial assessment and they would not necessarily receive a home safe and well visit. This rationale behind this decision will be captured within the Equality Analysis.


5.1 Any health and safety concerns will be captured during engagement with stakeholders and also picked up by reviewing the ongoing safe and well pilots across the 5 districts. Specific concerns raised so far include whether WYFRS will require DBS checks if WYFRS is engaging with people with a wider range of vulnerabilities that may include frailty and mental health concerns. These issues will be discussed at the Safer Communities Programme Board and resolved in partnership with stakeholder engagement throughout the project.

6 Organisational Dependencies

6.1 The outcomes of the ICT Strategy review may improve the ability of WYFRS to carry out some of the proposed new interventions and allow cross agency referrals to take place if the ICT systems are developed to integrate with key partner agencies. The ICT team will need to be aware of the development requirements arising from the Safer Communities Programme.


7.1 The development and implementation of the Safer Communities Programme will support the overall ambition of Making West Yorkshire Safer and will contribute to the following strategic priorities:

• Deliver a proactive community safety programme

• Provide a safe skilled workforce that serves the needs of a diverse community.

8 Conclusions

8.1 The Fire and Rescue Service is currently looking at new models of prevention that deliver a broader range of interventions that are wider than the traditional home fire safety check.

8.2 Health professionals are becoming increasingly aware of the need to focus attention on prevention activity and the success of the Fire and Rescue Service, our trusted brand within the local community and our knowledge, skills and adaptability have resulted in some attention being focussed on how we could contribute to a wider health and wellbeing agenda.

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8.3 The Safer Communities Programme development is progressing well with a number of District pilots underway and in development. Stakeholder engagement has been positive and continues to receive feedback that will inform the final strategy.

8.4 There will be a requirement for some key decisions to be made around WYFRS’s service delivery model for each category of risk to allow more attention to be paid to those most vulnerable to fire and other health, safety and wellbeing issues.

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1

Appendix 1

West Yorkshire Fire and Rescue Service Safer Communities Programme

Blueprint

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2

Contents Introduction ........................................................................................................................... 3

Aims of the Programme ........................................................................................................ 3

Vision .................................................................................................................................... 3

Background ........................................................................................................................... 4

National Context ................................................................................................................... 5

Operating Model – Principles of the ‘Safe and Well’ Visits .................................................... 6

WYFRS Safer Communities Programme - Governance ...................................................... 10

Appendix 1a ........................................................................................................................ 11

Appendix 1b ........................................................................................................................ 14

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3

Introduction

The purpose of the West Yorkshire Fire and Rescue Service (WYFRS) Safer Communities Programme is deliver improvements in the safety, health and wellbeing of communities in West Yorkshire through better partnership working with health professionals across the 5 districts. There are already some excellent examples of successful collaboration, but more can be done to improve the safety and well-being of the most vulnerable people within the communities of West Yorkshire.

This Blueprint will set the aims and vision for the Safer Communities Development programme and will act as a live document that will receive updates as the work progresses. For this reason, the document will remain in draft format and will receive updates following feedback from stakeholder engagement and meetings of the Safer Communities Programme Board.

Aims of the Programme

To design, develop and deliver improvements to community safety, health and well-being across West Yorkshire in support of the Authority’s ambition of ‘making West Yorkshire Safer’

Vision

This programme will achieve improvements in the quality of partnership collaboration to deliver the most effective and efficient service to the communities we serve. The health, safety and well-being of vulnerable communities is a key priority for many Public Service providers and a shared vision around collaboration will support the aim to deliver improved outcomes for all communities whilst reducing the burden on the public purse.

To deliver a wider offer from WYFRS to achieve improvements in the health outcomes of vulnerable people across West Yorkshire and reduce the demand on health services through investment in prevention activities.

We recognise the importance of quality referral pathways and understand that whilst everyone has their own role, the simple signs showing that someone may be vulnerable to fire can be easily identified with minimal training and instruction. All public service workers can become health and safety advocates and although we appreciate the value of the referrals we receive, there is more that can be done to strengthen the quality of the referrals we receive. In addition, our staff who enter people’s homes are in a unique position to spot the signs that someone may be vulnerable to other health and well-being issues and to signpost any issues to support services in partner organisations. Our referrals to external agencies can also be improved moving forwards.

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4

Our focus will continue to be on the safety and wellbeing of the communities we serve and the safety of our firefighters. Working in partnership with health professionals will allow better sharing of intelligence and information. This in turn will allow the FRS to target resources to the most vulnerable people in society. The risk factors we have identified will correlate with risk factors that trigger support from many other social services and the people most vulnerable to fire will also be vulnerable to a range of other health issues.

The comprehensive access and trust that the Fire and Rescue Services enjoy across the community place them in a unique position to deliver critical interventions, promote health and safety messages and refer vulnerable people to relevant services. It is clear that national support for the Fire and Rescue Service to broaden its remit into wider public health interventions is increasing and the consensus statement (appendix 1) on Improving Health and Wellbeing between NHS England, Public Health England, Local Government Association Chief Fire Officers Association and Age UK shows a strong commitment towards joint strategies for intelligence led early intervention and prevention activity.

Background

The demand for response activity in the Fire and Rescue Service has seen a significant decline in the past ten years. Investment in the fire prevention agenda in West Yorkshire has seen annual incident numbers reduce from over 50,000 in 2004/5 to 21,405 in 2014/15. This reduction in demand for service is due to a number of reasons. Improvements in product safety and furniture safety standards, building regulations (that now require hard wired smoke detection) and a reduction in false alarms due to call challenge and improved maintenance in commercial premises. However, the impact of the fire prevention programme cannot be overlooked. The scale of home visits carried out across West Yorkshire over the past ten to fifteen years has seen WYFRS visit over half of homes across the County. A gradual increase in smoke alarm ownership has resulted in more people being alerted to fire and given an early warning which allows a safe escape. Our prevention strategy has not only increased smoke alarm ownership, but also increased the awareness and education on fire safety in the home and now aims to deliberately target our resources to the most vulnerable people. We do, however, recognise that we can do better.

Statistics from a review of accidental dwelling fire deaths have identified a set of risk factors that would make someone more likely to die in a house fire. These risk factors are:

• Mental Health Issues • Poor Housekeeping • Alcohol • Smoking • Drugs (prescription and illegal) • Impairment • Living Alone.

It is also worth noting that the average age of people killed in preventable dwelling fires over the past ten years was 67. Age therefore is a significant element in determining how likely somebody is to die in a fire. When comparing these risk factors to issues that affect general health and well-being, we feel there is a significant correlation.

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5

National Context

The Fire and Rescue Service is recognised as a highly skilled service in terms of its capacity to respond to emergencies. However, in recent years, more attention has been directed towards a prevention agenda and the FRS is now also recognised for its vital contribution to community safety activities. It has a trusted brand and is successful at gainaing access to people’s homes to deliver prevention messages. The prevention approach has been highlighted in the NHS’s strategy document the ‘Five Year Forward View’. The document makes specific reference to the future health of millions, the sustainability of the NHS and the economic prosperity of Britain being dependant upion a radical upgrade in prevention and public health. As demand upon health services increase, the FRS is being viewed as a potential resource for supporting the health prevention agenda. Several documents have been published which highlight and give support to collaboration between the fire and health sectors. All consider expanding the current role of the FRS in support of improving the health and well being of vulnerable communies:

• Beyond Fighting Fire – published by the Local Government Association (LGA) and demonstrates how the FRS can use their unique position of trust to improve the public’s health and well-being;

• Ageing Safely – published by the Chief Fire Officer’s Association (CFOA) and sets a challenge to FRS’s to plan beyond their traditional emergency response role and deliver wider community safety initiatives aimed at supporting older people

• A Service for the Future : 670,000 Opportunities to add value – published jointly by CFOA and LGA highlighting where and how FRS’s can take community safety to the next level

• Fire Works – A report by Dr Clare Mansfield of the New Local Government Network and considers 3 critical areas for the future of the FRS. These include widening the prevention agenda, collaboration with other emergency services and how to achieve greater efficiencies.

Governance arrangement of WYFRS

In 11 September 2015, the Government published a consultation paper seeking views on a range of proposals to increase joint working between emergency services. On 26 January 2016, the Government published its findings with an intention to legislate to:

• A high level duty to collaborate on all three emergency services in improve efficiency and effectiveness;

• Enable Police and Crime Commissioners (PCCs) to take on the functions of fire and rescue authorities, where a local case is made.

At time of writing, there is still potential for a devolution deal to be brokered and several devolution ‘asks’ are still being considered for a possible Leeds City Region deal. Reference within those asks was made to the potential for both Police and Fire functions to feature as part of a new Mayoral led Combined Authority arrangement. What is clear from recent meetings of the West Yorkshire Leaders Group, is that these proposals will take some time to fully emerge.

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http://www.local.gov.uk/documents/10180/5873002/L15_149+Fire+case+studies_v07_40928.pdf/0dde8780-9c60-4a31-8f59-cd6c6594f6e7

http://www.nlgn.org.uk/public/wp-content/uploads/Fire-Works_Final1.pdf

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Until there is some clarity on the future governance arrangements for the Fire and Rescue Service in West Yorkshire, efforts will continue to drive better collaboration between the emergency services. The WYFRA also resolved that it would not wait for primary legislation to pursue opportunities for increased collaboration and as such is committed to seeking opportunities to enhance its work with other emergency responders and partner agencies. Part of this involves a significant desire to work better with the health sector and use the FRS’s unique position of trust within the communities across West Yorkshire.

Some examples include sharing buildings with our Police partners and the recent Emergency Fire Responder pilot recently launched between WYFRS and Yorkshire Ambulance Service.

The Health Fire Summits in 2015 brought together the leaders from CFOA, Public Health England, NHS England, the LGA and Age UK. They discussed opportunities for greater collaboration and produced a Consensus Statement which is included as Appendix 1. A key element of this work is development of a broader health and well-being check (Safe and Well) when the FRS carries out its programme of home visits. A set of design principles have also been published (Appendix 2) which form the foundation for discussions between local health professionals and local FRS’s to determine the most effective and appropriate interventions based around local need.

The development of information sharing protocols between fire and health has also allowed the sharing of the ‘Exeter data’ which allows local FRS’s access to the addresses of all individuals registered with a GP who are over the age of 65. This data set allows local FRS’s to target education and prevention work towards one of the most vulnerable groups in society. However, the elderly are not only vulnerable to fire. Information from health partners also suggest that elderly occupants are more susceptible to a range of health issues including falls, excess cold, social isolation and mental health. These are all areas that the FRS home visit could potentially support with a ‘one visit multiple message’ approach where ‘every contact counts’.

There are also other risk groups. Recent fire related incidents raise concerns over vulnerable families with young children and how effective we are as a collective at identifying this vulnerability and engaging with these families to make them as safe as they can be. There is clear collective responsibility here and as such, joint efforts should ensure that more people receive support when it is needed.

Operating Model – Principles of the ‘Safe and Well’ Visits

All FRS should consider extending their approach to safety in the home to include assessments and interventions for risk factors that impact on wider safety, health and well-being issues. The development of this work will involve closer collaboration with partner agencies and an assessment of the length of time allocated to such visits will be made during a series of district pilots during 2016/17.

The content of a ‘safe and well’ home visit should be co-designed with local health authority colleagues and based on local risk and demand.

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7

When considering support for risk factors that are identified during the safe and well check, there will be an activity scale developed that will look at all actions that are applicable to reduce the risk. This will start with basic advice, education and information at one end of the scale, referrals and signposting to support services within partner organisations where the need exists, to carrying our physical interventions during the visit.

A new Safer Communities Action Scale will be developed as shown below:

Referral pathways should be simple, consistent and effective. A particular challenge where FRS and health partners do not share the same geographical boundaries.

Health and Local Authority colleagues are encouraged to support the FRS with any initiatives through delivery of training to increase the knowledge and skills of FRS staff. In the development of training packages to support WYFRS staff to deliver any new initiative, the support of NHS and Public Health partners will be essential to the successful delivery of any new model.

Data sharing and intelligence will be fundamental in identifying the most vulnerable people in the community. New methods of targeting risk will be developed using data sets such as the Exeter Data (Over 65) and this will be stratified using weightings against the age of the individual, the mosaic risk category in which they reside and we will consider any previous visits by the FRS as well as other factors such as living alone. The fundamental difference to the current prevention strategy will be the additional interventions that FRS crews and prevention staff can deliver when they come across an individual or family with more complex needs. Again, the support of relevant agencies from the Health and Social Care sectors will be fundamental to ensuring we can implement such changes successfully.

Each district will develop better relationships with local authority health partners to identify which of the health factors listed in appendix 2 are worth exploring with regard to WYFRS delivering targeted prevention activity. This could be in the form of advice, signposting or physical interventions during the home visit. There will be a series of projects to develop partnerships with local authority health professionals that will see WYFRS delivering a wider

E = Low Reward

R = Medium Reward

I = High Reward

Education Referral Intervention

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set of health and well-being interventions during a revised home visit (safe and well check). These projects will take the form of micro trials in specific geographical locations and the projects will aim to deliver an evidence base to identify the value and impact of the interventions being trialled.

Some of the key objectives to the delivery of the new Safer Communities Strategy are discussed below:

Develop and agree the organisational structure to deliver the new Safer Communities Strategy

The existing structure for Fire Prevention is a central team that provides a ‘peripatetic’ working model to support prevention activities across the 5 districts. This team is made up of 18 delivery staff, managed by 1 Prevention Team Manager.

There is also a Partnerships team, managed by a Partnerships, Policy and Volunteering Supervisor. The team includes a post for a volunteer coordinator, 2 prevention training staff, a policy assistant and an admin post.

The Youth raining team also site within Prevention and includes a Youth Training Manager and 4 Youth Training Officers.

The Safer Communities Programme development will include a review of the existing structure within the Prevention teams and propose any amendments to support the delivery of the new strategy.

Agree who our key target groups are

One key aspect of the future operating model is to be able to identify those individuals, families and groups who are most vulnerable to health and safety issues. Vulnerability to fire often has a crossover to other health and well-being issues and if we can successfully target people at the highest risk from fire, there will be more likelihood that they have other care needs. The development of a ‘vulnerability matrix’ will support future working practices and allow ore targeted interventions to be delivered to provide more support those who need it most. This may require amendments to the information we collect from incidents regarding lifestyle factors for those who have repeat false alarms, small fires as well as that collected for more serious fires and fatalities. This will allow more informed targeting of risk in future.

Interventions Directory

The programme will involve the development of an ‘interventions directory’ which will detail all possible service interventions and support that we can deliver across Community Safety activities. The basic home fire safety checks will still feature on the interventions library in addition to existing community safety initiatives such as Year 5 School talks etc. However, any new intervention, approved through the development of the Safer Communities Programme, can be added to the library and where training to support such interventions is required, it will be designed, developed and completed before WYFRS staff apply any new interventions.

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Agreement on policy position for how WYFRS deliver prevention services to each risk category

Another critical requirement of the Safer Communities Programme is a strategy to deal with those individuals and families who are at lowest risk from fire and other health issues. Often, such individuals and families may call on our services as they have heard we offer a home visit service and we need to continue to provide a service to these people, but an agreed level of service provision that may not necessarily involve a home visit. The development of an interventions library will support the selection of appropriate services for people in the lowest risk category.

Design a develop a revised reward scheme for community safety activity

Historically, our prevention activities have only been measured by the number of home fire safety visits we carry out. Prior to 2013, we established an service wide pledge to visit 450,000 homes across West Yorkshire and this target was distributed to community safety teams and operational crews through individual and team targets. The new method uses a more risk based approach where ‘points’ are accrued through identification and reduction of risk during the home visit programme. This new approach aims to target the most vulnerable to fire as they would attract a higher number of points compared to someone who is very low risk.

The new strategy aims to develop a revised reward scheme to recognise the variety of community safety activities that ae carried out across the service. This will include all activity that is carried which attempts to making people safer. The Safer Communities Action Scale may be used to develop the new rewards scheme.

Engagement

Engagement with all stakeholders will be fundamental to the development of any new safer communities strategy. As such, engagement events will be organised to discuss the views of external partners, internal employees and the communities we serve. Engagement events will be advertised and the findings from the events captured to inform the strategy development.

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WYFRS Safer Communities Programme - Governance

Safer Communities Programme

Project Sponsor – DCFO

SRO – AM Fire Safety

PC – Chris Kirby

CMPB

FRS / Health Collaboration Board to feed progress into

CMPB

Programme Admin Support

Kirklees SC Projects PM – GM Farrell

PC – Mohammed Ali

Wakefield SC Projects PM – Tim Jones

PC – Mussarat Suleman

Safer Communities Programme Board

Membership

AM Fire Safety; Chris Kirby; Temp Safer

Communities Strategy Development officer DCs; DPM;s Project

Coordinators; Central Prevention manager and

assistant; Fire Investigation Team;

Diversity and Inclusion Officer; Policy,

Partnership Manager; Volunteering and work

skills coordinator; Youth Training Manager; Public

Information; Representative Bodies

Calderdale SC Projects PM – Martyn Greenwood

PC – Toby May

Leeds SC Projects PM – Russ Hepton

PC – Lisa Toner

Bradford SC Projects PM – GM Speed

PC –Thomas Rhodes

WYUEC Vanguard Project PC – Chris Kirby

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Appendix 1a

Consensus Statement on Improving Health and Wellbeing between NHS England, Public Health England, Local Government Association Chief Fire Officers Association and Age UK

This consensus statement describes our intent to work together to encourage joint strategies for intelligence-led early intervention and prevention; ensuring people with complex needs get the personalised, integrated care and support they need to live full lives, sustain their independence for longer and in doing so reduce preventable hospital admissions and avoidable winter pressures / deaths.

Headline consensus statement

We will work together to use our collective capabilities and resources more effectively to enhance the lives of the people we work with and we will support and encourage our local networks to do the same in their communities.

Introduction

Demand for health and social care is rising as a result of an increase in the numbers of children and adults with long term conditions, alongside an ageing population. The NHS Five Year Forward View highlights the need for an increased focus on integration and prevention so that resources are utilised more effectively, outcomes are improved and demand is reduced. It also recognises the need to broaden and deepen the involvement of the third sector in developing solutions. At the same time the number of fires has decreased due to preventative work by Fire and Rescue Services (FRS) and regulatory measures. This has resulted in new opportunities for the FRSs to complement and further support the health and social care sector.

Representatives from NHS England, Public Health England (PHE), the Local Government Association (LGA), Age UK and Chief Fire Officers Association (CFOA) met on 14 April 2015 to agree to develop a new working relationship with the shared aim of identifying and improving the quality of life of those who could benefit the most from early engagement with local services; for example, older people and people with multiple long term conditions and complex needs. This consensus statement represents a joined-up multi-agency approach to put into practice the national commitment to more integrated care, closer to people’s home. Its emphasis is on local initiatives to deliver preventive interventions to our people who would benefit most in their own homes and supports local action to deliver better health and well-being outcomes. 2

Shared purpose

There are common underlying risk factors which increase demands on both fire and health services, such as the number of long-term conditions, cognitive impairment, smoking, drugs or substance misuse, physical inactivity, poor diet, obesity, loneliness and/or social isolation, cold homes and frailty. By identifying people with these risk factors and taking a whole system approach to interventions which are centred on peoples’ needs, we intend to make every contact count, irrespective of which service it is from.

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Our individual and collective strengths

FRS: The 670,000 home visits carried out by the FRS in England provide an opportunity to deliver improved proactive support that delivers improved integrated care between the relevant organisations.

NHS, Public Health and local government: Equally health and local government staff have opportunities to identify households with complex conditions/needs and who are at an increased risk of fire

Age UK: with and through our network of 165 independent local Age UKs we provide, coordinate and signpost to a range of services for individuals, their families and carers, and with groups of older people in their own homes and in the community to help them to manage their long-term conditions, while improving their health and wellbeing.

Collectively we can offer an integrated approach to targeting through the better co-ordination, prevention and early intervention that has been demonstrated to increase the reach and impact of all services. For instance, in areas of best practice, health services have commissioned the fire and rescue service in collaboration with Age UK (and other voluntary sector organisations) to make interventions in people’s homes that have resulted in improved health and reduced risk. Early results have been positive, with a measurable significant impact on improving outcomes. This work could be expanded with the fire and rescue service working with a number of local commissioners.

Supporting local action and flexibility

We encourage local organisations to work together more effectively in partnership and to consider seeking greater integration of services where possible, while supporting meaningful local flexibility in the way this happens. FRSs, by working in an integrated way as part of a whole systems approach, can add even greater value and resilience to communities by understanding and responding to local needs and drivers.

Local areas, and the organisations we represent, are too diverse for a ‘one size fits all approach’. However, there are some key actions which we will take nationally to support local action.

Producing this consensus statement between NHS England, CFOA, PHE, Age UK and LGA that sets out how health, public health, the fire and rescue service and the Age UK can work together to encourage local action to prevent and minimise service demand and improve the quality of life of older people and children and adults with long term conditions.

Developing the design principles for a Safe and Well Visit that is informed by existing good practice within the FRS and Age UK network. The visit aims to identify and tackle risk factors that impact on health and wellbeing and which can lead to an increase in demand for health and local authority services. Wider health impacts are also addressed during the visit, such as the identification of frailty, promotion and support of healthy aging, help to avoid trips and falls; and signposting to relevant services through making every contact count and sources of help.

Identifying and exploring opportunities to improve local services, making them more efficient and effective by working more closely together and where appropriate integrating services

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through measures such as better information sharing, the promotion of existing guidance and initiatives, access to inclusion to improvement support programmes and joint communications.

Investigating the opportunities for more effective and appropriate information sharing across NHS England, PHE, Age UK and FRS.

Developing shared communications for our collective networks, the public, professionals, partners and other stakeholders to raise awareness of the benefits of a more connected approach and to provide reassurance about skills and knowledge, appropriate information sharing and joined up pathways.

Promoting and encouraging local collaboration through Health and Wellbeing Boards, Joint Strategic Needs Assessments, System Resilience Groups as well as through the commissioning of collaborative approaches.

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Appendix 1b

For over 10 years fire and rescue services have been carrying out interventions in people’s homes to reduce their risk from fire and to provide advice on actions to take in the event of fire. These interventions have various names across fire and rescue services but all are based on similar principles and every fire and rescue service delivers them. English fire and rescue services now deliver as many as 670,000 fire safety interventions in people’s homes every year. Although other factors have no doubt also been involved, this approach has resulted in a reduction of risk and dramatic drop in demand for fire and rescue services, and consequent reductions in the number of deaths and injuries from accidental fires in the home.

Our brand and the esteem in which the service is held gives us access to people’s homes that others cannot achieve; people seem more likely to engage in difficult conversations with our staff than with others. Perhaps this is due the public perception of the service as being broadly neutral.

A number of fire and rescue services have begun working more closely with colleagues in health and local authorities; to explore how the FRS might work to support them in improving health and quality of life outcomes for those most at risk in their communities. On many occasions the access that fire and rescue services have to the homes of the most vulnerable is seen as a vehicle to compliment these improvements; with firefighters facilitating direct contact with vulnerable people on behalf of other agencies. The initiatives arising from collaboration have included; falls risk assessments, alcohol and mental health advice and support and improved understanding and access to benefits, to name a few.

These initiatives have proven that there is more that fire and rescue services can do; beyond their current home fire safety role with the potential value this could add if delivered on a wider health and well-being scale.

From this successful fire prevention approach the concept of a ‘Safe and Well’ visit has evolved. It is envisaged that, through their interactions with people in their homes, and with the necessary additional awareness training, firefighters will be able to identify and act upon a significantly wider range of risks. Not only fire risks, but those that predispose people to a number of health issues that can significantly reduce life expectancy and/or quality of life. Of course, these additional factors often result in the need for individuals to access significant levels of support, or services, from social care and the NHS.

To assist in the underpinning of the concept of a ‘safe and well’ visit NHS England, PHE, LGA and CFOA have agreed to produce a framework/set of principles that will inform the design of locally agreed ‘Safe and Well’ visits.

Consequently, the following principles are proposed as a basis for discussion;

• That every fire and rescue service should consider extending its current approach to safety in the home to include risk factors that impact on health and wellbeing and which lead to an increase in demand for health and local authority services.

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• The content of a ‘Safe and Well’ visit in any fire and rescue service area should be co designed through discussions with local health and local authority colleagues and should be based on information regarding local risks and demand.

• When considering risk factors other than fire, the process should not be confined to merely signposting to other agencies, but also to how these can be mitigated during the initial visit.

Wherever possible the approach adopted should be one of;

• A light touch health check of all individuals in the home; • Identification of risk while in the home; • Provision of brief advice; • Provision of appropriate risk reduction equipment; • Referral to specialist advice and support where appropriate.

• To ensure that referrals to specialist advice and support are limited to those in need of such support; health and local authority colleagues should support fire and rescue services in training and raising the awareness of their staff, where necessary.

• Consistent referral pathways into specialist services should be developed across each fire and rescue service areas; CFOA and NHS England will agree principles and guidance to assist in achieving this. However, it is recognised that due to the number and nature of organisations involved absolute consistency is, at this stage, an aspiration.

• To ensure that visits improve quality of life outcomes, and lead to reduced demand for services, the quality of the visit should be balanced against the number delivered; with the probability that this will result in fewer than the 670,000 currently delivered nationally by FRSs.

• The number and scope of ‘Safe and Well’ visits completed by each fire and rescue service will be determined by the capacity within each organisation, which may differ significantly from service to service.

The adoption of these principles would mean that ‘Safe and Well’ could look significantly different across English fire and rescue services. However this framework would enable all fire and services to introduce new approaches at a pace and scale that takes account of local risks and capacity; rather than attempting to develop a ‘one size fits all’ approach that either cannot be achieved by all, or that does not make best use of the capacity that is held by others.

It must be emphasised that this is not an attempt to reprioritise the work of FRSs away from the duties that they are legally required to address; nor is it designed to create FRS specialists in areas of clinical or social care. Rather it is an agreed attempt by NHS England, PHE, LGA and CFOA to design a Fire contribution that is complementary to and part of, the wider health and public health prevention agenda, adding value to the dedicated work that other professionals already provide.

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By way of example, CFOA is now developing an approach to ‘Safe and Well’ that encompasses the following areas;

Fire

• Cooking • Candles • Electrical Equipment • Portable heaters and open fires • Provision of risk appropriate domestic fire detection and warning • Escape plans

Health

• Weight • Mobility • Falls • Frailty • Burns and scalds • Provision of clinical and other equipment in the home that could increase fire risk • Mental Health • Learning disability • Sensory impairment • Loneliness/Social Isolation • Smoking • E-Cigarettes • Alcohol • Drugs • Prescription medicines • Hoarding • Safety of under 5s • Employment • Home security • Consent to share information

This will significantly widen the scope and value of interventions by FRS staff while in the home. It is recognised that with the support of others this could be refined and further developed; however, it is understood that capacity within local FRSs and Health and Social Care organisations will differ, and consequently there will be a variation in the services delivered.

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Appendix 2 – Article from May 2016 edition of Fire Magazine

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Purpose To inform Community Safety Committee of performance against the District Risk Action Plans and targets for 2015-16.

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

Summary This report provides information on the District Risk Reduction Plans and related targets for 2015-16.

OFFICIAL

District Risk Reduction Plans 2015-16 Community Safety Committee Date: 22 July 2016 Agenda Item: 9 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 Risk Reduction Plans and performance against Targets

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1 Introduction 1.1 The attached District Risk Reduction 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 subsequently performance is being reported in July.

2 Information 2.1 2015-16 is the fifth year that Districts have had individual District Risk Reduction Plans and the

first year using the revised format that mirrors the Service Action Plan, thereby incorporating the District plans into a wider framework. The targets set for each District were, again, very challenging to ensure that the risk across West Yorkshire is reduced as far as is practicable.

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

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.” Performance in this particular year should be set against the context of particularly demanding targets and a national upturn across most incident types.


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 and vulnerable individuals.


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 were extremely challenging but are critical in relation to making the communities safer. New plans and targets have been developed for 2016/17 and were presented to Community Safety Committee in April. Districts will continue their hard work to achieve these new targets and plans and continually strive for improvements.

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Performance Monitoring Report - 31 May 2016 12:25:02 - Sourced from Performance Management Information System

WEST YORKSHIRE FIRE AND RESCUE SERVICE - PERFORMANCE MONITORING SYSTEM

DEFINITIONS

ACTUAL DATA (Baseline Years) Performance from the baseline year. 2009/10 is used as a baseline

3 YEAR AVG (Previous 3 Years) Average performance from the previous 3 financial years

TARGET (Current Year) End of year target for current year

TOTAL SO FAR (Current Year) Cumulative total for current year so far

AGAINST TARGET SO FAR (Current Year) Comparison of activity so far against the target so far - Red (outside 10% of target), Amber (within10% of target), Green (target achieved or exceeded)

END OF YEAR PROJECTION (Current Year) Projected value at the end of the financial year based on Total So Far and the number of daysremaining

ACTUALDATA

(2009/10

3 YEARAVG

(2012/15)

TARGET(2015/16)

[values to 31 Mar 2016 23:59:59]

TOTAL SO FAR(2015/16)

AGAINSTTARGET SO

FAR(2015/16)

END OF YEARPROJECTION

(2015/16)

Arson 10897 5323 5552 6110 10.1% 6110

Actual Rescues 875 738 678 942 38.9% 942

Total Activity 34270 22126 21692 22138 2.1% 22138

Dwelling Fires 1549 1271 1128 1228 8.9% 1228

Non-Domestic Building Fires 513 410 381 445 16.8% 445

Prevalence of False Alarms 16750 11383 10706 10447 -2.4% 10447

Fire Related Injuries 270 208 169 234 38.5% 234

Road Traffic Collisions 1060 648 577 665 15.3% 665

No. of Operational Risk Visits (IN) 6040 6343 5.0% 6343

Malicious False Alarms 713 385 338 331 -2.1% 331

No. of Home Fire Safety Check Points (IN) 293850 335677 14.2% 335677

COMMENTS RELATING TO PERFORMANCE INDICATORS

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BRADFORD LOCAL AUTHORITY (DRRT) - PERFORMANCE MONITORING SYSTEMDATE: VISITING COMMANDERS:

OFFICERS PRESENT:

DEFINITIONS







ACTUALDATA

(2009/10

3 YEARAVG

(2012/15)

TARGET(2015/16)

[values to 31 Mar 2016 23:59:59]


AGAINSTTARGET SO

FAR(2015/16)


(2015/16)

Arson 2760 1622 1593 1855 16.4% 1855

Actual Rescues 209 176 170 230 35.3% 230

Total Activity 8978 5972 5777 5679 -1.7% 5679

Dwelling Fires 421 332 301 320 6.3% 320

Non-Domestic Building Fires 133 108 103 95 -7.8% 95





Malicious False Alarms 227 127 119 122 2.5% 122



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Bradford District Performance Monitoring Report – 1st April 2015 – 31st March 2016

The District performance in the following areas either meets or exceeds the set target: • Total Activity Bradford District’s performance outstripped the target set for the total activity level by 1.7%. This is as a result of the hard work and targeted activity completed by Prevention staff, Protection staff and Operational crews. By utilising the performance management dashboard and mapping systems we are able to target resources to the areas of highest risk. WYFRS’ policy for responding to fire alarms has also reduced the number of unnecessary responses to false alarms. • Non-Domestic Building Fires The number of fires in non-domestic buildings was 95 in 2015/16 in the Bradford District, which was a 7.8% improvement on the target set. The work carried out by Operational crews gathering information and providing fire safety advice to well over 1300 premises a year seems to have had a positive effect on this target. Information gathering on unoccupied and derelict buildings and additional work with partners to secure these premises has also proven successful and we will continue our efforts in relation to this. Bringing the number of non-domestic fires in a year below 100 in a District the size of Bradford is a significant achievement. • Prevalence of False Alarms Bradford District has surpassed performance against the target set for false alarms by 12.4%. Work continues with Fire Protection on identified premises where issues arise. Positive working relationships with, among others, Incommunities (Bradford’s leading housing association), has resulted in a prompt response when problems have been identified. • Operational Risk Visits Bradford District has exceeded its target by over 10% in this important area. Operational Risk Visits are a critical aspect of improving firefighter safety. • Home Fire Safety Check Points Operational crews and Prevention staff have achieved a total of 89,612 home fire safety check points which is over 15% better than target. This excellent work has helped us to see the number of dwelling fires drop compared to previous years. Performance in the following areas are outside of the target set: • Arson Bradford District had 1855 deliberate fires last year which is 16.4% above the target set. This was despite significant efforts from the Prevention Team and Operational personnel, In particular the District’s Community Liaison Officer, who targeted the Districts high and very high risk wards to try reduce deliberate fires in these areas. One hopeful sign for the coming year is that, at the time of writing, there have been less deliberate fires than during the same

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period last year. One area where a particular increase has been noted is in deliberate vehicle fires and work is ongoing with West Yorkshire Police to mitigate this issue. • Actual Rescues

Bradford District was 35.3% above the target set for rescues. Actual rescues include those that are fire related, rescue post road traffic collision and the remainder are miscellaneous, including rescues from floodwater and this does go some way to explaining these figures as the District’s crews carried out many rescues during and immediately after the Boxing Day floods • Dwelling Fires

Bradford District has exceeded this very challenging target by 6.3%. However, it should be noted that when compared to the 3 year average of 332 dwelling fires per year, last year’s total of 320 represents a reduction of nearly 4%.The Home Fire Safety Check strategy ensures that we put the greatest effort into those areas and groups which are the most likely to suffer a dwelling fire. Referral schemes set up with partners enable us to target the people of highest risk. This targeted approach has resulted in reductions in dwelling fires occurring year on year • Fire Related Injuries and Deaths

There were 70 fire related injuries and deaths in Bradford District in 2015/16. The majority of injuries that have occurred have been minor. However, this figure does include 4 fatalities as a result of fires we suffered in the District in 2015/16. It is noteworthy that fire related injuries have increased, compared to the average for previous years, when both the dwelling fires and non-domestic building fire totals have decreased sharply when compared to the average for the previous 3 years. These incidents confirm the need to constantly strive to improve communication with partners. All serious incidents involving fatalities, serious injury or near miss result in a Serious Incident Review (SIR), led by WYFRS to identify lessons and improve procedures to try and prevent a re-occurrence. • Road Traffic Collisions There were 38% more RTCs in Bradford District than the target set. Furthermore, there were 29 more RTCs in 2015/16 than the average for the previous 3 years. The close working relationship with key partners on the Road Safety Partnership continues to be essential. We will continue to contribute to this group to work together to reduce RTCs in the District. • Malicious False Alarms There were 122 malicious false alarms in the District in 2015/16 which is 2.5% above the target set. However, it is slightly below the average for the previous 3 years. Summary Bradford District’s performance against the very challenging stretch targets set for 2015/16 has been relatively good and is a testament to the hard work and dedication of the staff working in the Bradford District. In particular the reductions, (when compared to the average for the previous 3 years), in both dwelling fires and non-domestic building fires is very encouraging. The very high numbers of operational risk visits completed and home fire

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safety check points achieved are also very pleasing to see and are a testament to the hard work of staff within the District.

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BRADFORD DISTRICT ACTION PLAN

2015 –2016

DELIVER A PROACTIVE COMMUNITY SAFETY PROGRAMME

We will:

Our action:

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

Carry out 1,300 planned Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme - 1433 ORV’s carried out in 2015/16.

Continue to promote and standardise best practice throughout the District via a training programme to the District’s Watch Commanders delivered by the District’s Station Commanders in cooperation with the Operations Risk Management team - Training delivered to all Districts WC’s.

Target derelict and unoccupied mills in Bradford city centre for operational risk visits – Completed.

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 - 89,618 HFSC Points achieved.

Use the new, fixed term, District Prevention posts; (Community Liaison Officer and Vulnerable Persons Advocate) to better target the Districts seven high and very high risk wards and high risk individuals within the District by improving the District’s partner referral schemes - Over 2,200 HFSC’s carried out resulting in 24,644 Points at an average of 11.1 Points per Visit from Partnerships.

Strengthen links with local Dementia support groups and implement interventions to manage fire related hazards - Dementia: 1. All Crews trained in basic dementia awareness; 2. District Prevention team acting in partnership with Alzheimer’s Society and attending local dementia cafes; 3. Partnership with Bfd Teaching Hospitals whereby all outpatients / discharges with dementia referred to WYFRS for HFSC.

Deliver road safety advice to 1,200 young people during the Police led ‘Spring’, ‘Summer’ and ‘Autumn’ camps - Completed.

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

Continue to exchange information with other blue-light responders within local tactical, operational and strategic groups - Completed. Embed the Joint Emergency Services Interoperability Programme (JESIP) into emergency response arrangements - Completed. Explore opportunities to improve cross-border emergency response arrangements - Exercises held with North Yorkshire from Keighley and Ilkley fire stations. Complete a training programme with District Neighbourhood Policing and Response Teams to ensure better interoperability at RTC’s within the District - All Police Sergeants in District trained.

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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 - Planning permissions granted, work started 6th June 2016.

Work with partner agencies to develop and deliver a local response plan for the 2015 Tour de Yorkshire event and all other significant local events - Completed.

Implement the District exercise programme to ensure every watch in the District will take a full part in two planned three to four pump exercises per year - District exercise programme now embedded.

Introduce modifications to the ‘Performance Management Visit’ programme to further test and confirm crews operational competence - Completed.

Support the introduction of Breathing Apparatus Telemetry - Completed. Complete the training across district of the new ‘Cleveland Load’ method of hose management - All stations in District attended large scale exercises at Salts Mill during January 2016.

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

Monitoring the quality of risk information as part of pre-planning and post incident de-briefs - Completed.

Monitoring the quality of risk information on turn out instructions and providing feedback as appropriate - Completed.

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

Implement an effective localised Training strategy in line with the Management of Risk Information Policy and Firefighter Safety Strategy - District exercise programme and multi-pump ‘drill’ programme now embedded.

Continue to provide feedback and requirements for future updates to MDTs and the new Systel system - Completed.

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

We will:

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

Our action:

Support employees to maintain their fitness and welfare - Completed.

Continue to monitor absences and support staff to promote attendance in line with the Absence and Attendance Policy - District sickness below ‘target’ for 2015/16.

Ensure the availability of Welfare Officers to support the rehabilitation of employees - Completed.

Undertake a work life balance and well-being survey to inform management of stress related ill health - Completed May 2016.

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Provide training and development to maintain a skilled and flexible workforce

Implement a training programme for Watch Commanders to allow them to confidently carry out all the tasks required of them by their role map - On-going.

Deliver a local Training and Development Strategy that focuses upon training to risk - District exercise programme and 3 pump ‘drill’ programme now embedded.

Review and provide new and challenging operational scenarios as part of the Performance Management Visit (PMV) programme - Completed. Introduce electronic maintenance of competence records at all fire stations in the District - Completed.

Maintain the equipment and skills held within district to allow local, regional and national deployment of national assets - Completed.

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 to ensure all the Districts staff are informed and engaged with the WYFRS IRMP planning process - Numerous Officer visits to all the Districts’ watches during 2015/16.

Ensure that managers discuss organisational and cultural change as part of the Personal Development Review process - Completed.

Deliver equalities training to all staff -e-learning – completed.

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CALDERDALE LOCAL AUTHORITY (DRRT) - PERFORMANCE MONITORING SYSTEMDATE: VISITING COMMANDERS:

OFFICERS PRESENT:

DEFINITIONS







ACTUALDATA

(2009/10

3 YEARAVG

(2012/15)

TARGET(2015/16)

[values to 31 Mar 2016 23:59:59]


AGAINSTTARGET SO

FAR(2015/16)


(2015/16)

Arson 825 471 485 514 6.0% 514

Actual Rescues 79 86 67 151 125.4% 151

Total Activity 2701 1886 1746 1925 10.3% 1925

Dwelling Fires 147 115 106 99 -6.6% 99


Prevalence of False Alarms 1238 845 711 798 12.2% 798







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Calderdale District Performance Monitoring Report - 1 April 2015 to 31 March 2016

District performance in the following areas either meets or exceeds the required target:

• Dwelling Fires – During 2014/15 Calderdale District managed to reverse the trend in an

increasing number of dwelling fires. Performance during the past twelve months has surpassed all expectations though and dwelling fires in the District are now at their lowest ever level. This is a fantastic achievement but the District Team is mindful of the challenges ahead. Performance outstripped the 2015/16 target by 6.6% and reflects the improvements made in how the District targets risk reduction initiatives to those more at risk from fires.

• Operational Risk Visits – During 2015/16, Firefighters from crews completed 704 Operational Risk Visits in Calderdale. This means that performance has exceeded the target by 10%. Performance does not reflect an additional 80 visits undertaken by Calderdale crews outside of the District boundaries though.

• Malicious False Alarms – Calderdale District continues to receive a very low number of malicious false alarms. During this reporting period, the District has responded to just 22 incidents following malicious calls, and this is consistent with the same period in 2014/15. This means that the District has surpassed its respective target by 15.4%. The continued trend suggests that the District’s educational and youth engagement initiatives are making a real difference.

• Home Fire Safety Checks - Calderdale District is working hard to target its finite resources to

individuals at higher risk from fire and other emergencies. During 2015/16, the District accrued 28,927 points from home fire safety check visits. It has therefore exceeded the District points target by 27.7%. Again, performance does not include an additional 3,409 points accrued by Calderdale firefighters while performing home fire safety checks outside of the District boundaries.

Performance in the following areas fall outside the required target: • Arson – Calderdale District fell short of the 2015/16 target set for arson by 6.0%. The District

had a poor start to the financial year with a spate of deliberate fires occurring in North East Calderdale and struggled to recover from this. Around 80% of deliberate fires in Calderdale are minor in nature and normally involve refuse, or grassland. Their predominance is particularly high in the Ovenden Ward though and twice that of many other wards. The District Team is working with the Police and local community groups though to develop youth engagement and anti-social behaviour initiatives in North East Calderdale. These initiatives are having a positive impact in the area.

• Actual Rescues – Normally, the majority of Calderdale’s rescues occur following road traffic collisions and dwelling fires. The wide scale flooding events on Boxing Day however led to an unprecedented number of rescues from water across the District. The District was struggling to meet the target for rescues irrespective of flooding. This is also set against the backdrop of an increasing number of multiple rescues from road traffic collisions. This combination means that the District has failed to meet the 2015/16 target by 125.4%. The District Team is working closely with its partners though to improve awareness of the risks presented by road traffic collisions, and flood water.

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• Total Activity – In 2015/16, emergency calls increased in Calderdale by 8.0% over the previous year’s total. There was a significant spike in emergency calls during December and this has impacted on the District achieving the target set for total activity. Calderdale has consequently fallen short of the 2015/16 target by 10.3%.

• Non-Domestic Building Fires – Calderdale District failed to meet the 2015/16 target for non-

domestic building fires by 85%. The target (20 fires) was extremely challenging and represented a 46% reduction against the target figure for 2014/15. This year’s incidents included a fatal fire at the Wellington Inn during June and a significant fire at North Dean Business Park during December. The District Team have initiated post fire initiatives following each non-domestic property fire.

• Prevalence of False Alarms - Last year, WYFRS made changes to how it responds to fire

alarm actuations and unwanted fire signals. This led to a significant reduction in the number of false alarms attended in Calderdale during 2014/15. The 2015/16 target for reducing these incidents was therefore very challenging and represented a 32% reduction on the previous year’s figure. Prior to the events on Boxing Day, the District was outstripping the target by 10%. Unfortunately false alarms increased sharply during December due to flooding, and the District finished the financial year 12.2% behind target.

• Fire Related Injuries – For successive years, Calderdale District has failed to meet the target

set for fire related injuries. This year’s target figure was 38% lower than that set for the previous year and therefore extremely difficult to achieve. Despite failing to meet the 2015/16 target by 10% fire related injuries in Calderdale are now at an all-time low. This is a fantastic achievement but the District Team is mindful that two people sadly lost their lives during a serious house fire in Lightcliffe, and a public house fire in Halifax. The District will continue to work with its partners to reduce fire related injuries and to continue with a sustained programme of home safety checks following significant fires (hot strikes).

• Road Traffic Collisions - Calderdale contains a long stretch of the M62 motorway and several

other major road carriageways. The likelihood of serious road traffic collisions is therefore particularly high within the District. The District Team is delivering several initiatives to help improve road safety. These include partnership initiatives with the Local Authority, Police, and local businesses and running the flagship “Road show” event at the Victoria Theatre in Halifax. Despite our best efforts, road traffic collisions are increasing in Calderdale and performance fell short of the 2015/16 target by 26.2%.

Summary Meeting the service delivery targets set for 2015/16 presented a significant challenge to the Calderdale District Team. The target numbers are generally low and provide very-little flexibility for underperformance. This means that performance struggles to absorb the impact of unusual incidents, like multiple rescues and/or injuries attributable to single incidents. Despite the Team’s best efforts, the unprecedented floods on Boxing Day have skewed performance and have unfortunately scuppered what has been a fantastic effort. I am extremely proud though, that dwelling fires and fire related injuries are now at an all-time low level in Calderdale. This is a true reflection of the strategy and work-ethic adopted across the District.

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CALDERDALE DISTRICT

ACTION PLAN

2015 - 2016

West Yorkshire Fire & Rescue Service


We will:

Our action:

Progress:

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

Carry out 740 planned Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme Target high rise, residential care, multiple occupancy, properties as part of the Operational Risk Visit programme Assist Kirklees District in undertaking Operational Risk Visits at sites located in Ashbrow and Lindley Wards

The District Risk Based Inspection Programme target was adjusted from 740 to 640 visits to reflect IRMP interventions. Crews completed 704 visits inside Calderdale at sites that presenting greatest risk to firefighters and to reflect policy themes Operational crews visited several high rise and multi-occupancy buildings during the first half of 2015/16. Residential care properties were then targeted during the second part of the year, following the delivery of topic talks by Fire Protection officers During 2015/16, crews from Rastrick Fire Station completed several Operational Risk Visits in the Kirklees District. Around 15% of all commercial premises visited were located outside of Calderdale

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

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 Deliver a targeted Home Fire Safety Check programme in Sowerby Bridge Continue to work with partners to develop the referral and intervention process for hoarding issues Strengthen links with local Dementia support groups and implement interventions to manage fire related hazards Deliver the flagship “Road show” as part of national Road Safety Week and to communicate life-long safety messages to local sixth form students Investigate scope for other organisations and volunteers to deliver Home Fire Safety Checks within the District

Calderdale District has embedded a good strategy for targeting higher risk properties for Home Fire Safety Checks. The District exceeded its annual points target by 27.7% during 2015/16 The District has targeted a small proportion of households in the Sowerby Bridge ward for Home Safety Checks. Work is progressing with the Human Resources Group though to provide the means to achieve a sustained programme in the area The District Prevention Assistant for Calderdale is making excellent progress in improving partnership arrangements within the District. This is ensuring that the District continues to play a key part in intervention plans for cases regarding hoarding Calderdale District is building upon its current partnership working with groups like “Dementia Friendly Todmorden.” Discussions with local representatives of the Alzheimer’s Society have resulted in a formal partnership agreement with them The District hosted the annual “Road Show” event to coincide with National Road Safety Week. It was a resounding success and received excellent feedback from various stakeholders. The District plans to refresh the format of the Roadshow during 2016/17 The District is still pursuing a number of options to enable employees of its partner organisations to deliver Home Fire Safety Checks across Calderdale. This is now part of a wider piece of work within the “collaboration” and safer communities remit

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We will:

Our action:

Progress:

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

Continue to exchange information with other blue-light responders within local tactical, operational, and strategic groups Explore opportunities to improve cross-border emergency response arrangements Embed the Joint Emergency Services Interoperability Programme (JESIP) into emergency response arrangements

Members of the District Team regularly attend multi agency group meetings with the Police, YAS and Local Authority representatives Local exercising and exchange of operational information is taking place with out of county fire stations like Bacup and Littleborough. This will continue during 2016/17 All firefighters have completed the JESIP e-learning programme. The District Team has also incorporated a testing regime into the Performance Management Visit programme


Work with partner agencies to develop and deliver a response plan for the 2015 Tour de Yorkshire event Improve the availability of the Retained Duty System crewed fire appliance at Mytholmroyd Locate a fire appliance and specialist water rescue resources at Rastrick

The planning arrangements were extremely effective. This helped to ensure a safe and successful event for all to enjoy Availability for this appliance is still low in comparison to other WYFRS fire appliances. This is due to long-term absences, a shortage of emergency response drivers, and Crew Commanders. The fire station will shortly receive some new trainees which will help to improve availability. The District Team is also trying to secure another Local Retained Support Officer to improve the availability of Crew Commanders The new fire station went live on 17 June 2015. The fire appliance and water rescue resources are in place and providing effective emergency cover

Learn from our own and others experiences through continuous evaluation to improve emergency response

Improve the quality of risk information by identifying and rectifying common errors and learning from best practice

Provide a “training to risk” strategy in line with the Management of Risk Information Policy and Firefighter Safety Strategy

The quality of risk information is improving. The District has invested considerable time and effort in providing additional training for Operational Risk Visits. The District is also using robust monitoring arrangements to ensure the quality of information recorded on data bases The District Team have produced a District Training Strategy which establishes key training objectives for a three-year period. A risk assessment process determines the training themes for each year, and this aligns to the Firefighter Training Strategy

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PROVIDE A SAFE COMPETENT AND DIVERSE WORKFORCE TO REFLECT THE NEEDS OF THE COMMUNITY

We will:

Our action:

Progress:

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

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

The District is continuing to support its employees with their fitness and welfare. During 2015/16 the Team assisted several employees to recover from absence and return to full operational duties. The Team is continuing to provide early support via Welfare Officers The District Team has effective sickness monitoring arrangements in place. The District Team also continues to encourage absent employees to perform modified duties when they are likely to be absent for longer periods All Calderdale District Officers provide the Welfare Officer role. They are actively involved in supporting a number of employees and aiding their rehabilitation

Provide a highly skilled, competent and flexible workforce

Deliver a local Training and Development Strategy that focuses upon training to risk Review and provide new and challenging operational scenarios as part of the Performance Management Visit (PMV) programme Introduce electronic maintenance of competence records at all fire stations in the District

The District Team have produced a District Training Strategy which establishes key training objectives for a three-year period. A risk assessment process determines the training themes for each year, and this aligns to the Firefighter Training Strategy. The Team successfully implemented all of the year-one objectives within the Strategy During 2015/16, the District Team refreshed the PMV programme. The programme contained several new scenarios aligned to the District Training Strategy themes The new electronic records went live in Calderdale District at the start of the 2015/16 fiscal year. The District Team is continuing to quality sampling these records as part of the PMV programme

Support and develop our staff to drive and embrace organisational and cultural change

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

The District Team continues to invest considerable time and effort in communicating with its employees. Last year, the Team communicated key organisational changes including, the Service Plan, Community Risk Management Strategy, IRMP interventions, and the Efficiencies Research Programme The District Team is monitoring awareness as part of the PMV programme. The Team also evaluate awareness levels following any welfare, discipline, or grievance issues Performance Development Reviews commenced in November 2015 and the process concluded in February 2016. Each appraiser received clear instructions from the District Team to discuss organisational and cultural change during appraisals with members of their respective teams

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KIRKLEES LOCAL AUTHORITY (DRRT) - PERFORMANCE MONITORING SYSTEMDATE: VISITING COMMANDERS:

OFFICERS PRESENT:

DEFINITIONS







ACTUALDATA

(2009/10

3 YEARAVG

(2012/15)

TARGET(2015/16)

[values to 31 Mar 2016 23:59:59]


AGAINSTTARGET SO

FAR(2015/16)


(2015/16)

Arson 1764 722 783 827 5.6% 827

Actual Rescues 154 110 83 146 75.9% 146

Total Activity 5598 3415 3215 3483 8.3% 3483

Dwelling Fires 265 202 150 199 32.7% 199









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Kirklees District Performance Monitoring Report – 1 April 2015 – 31 March 2016 The District performance in the following areas either meets or exceeds the required target: Prevalence of False Alarms. The number of false alarms is 0.6% below the target set. Work continues with operational crews and Fire Protection Team to identify premises where issues arise. 71% of the False alarms were caused due to faulty apparatus and this has prompted the owners to look at the required improvements in the system which will result in fewer false alarms. Increased call challenge at the point of call and the embedded charging policy for repeated false alarms has made a reduction in the number of unwanted calls for service. Operational Risk Visits. Kirklees crews have completed 1049 Operational Risk Visits and were 13.4% above the target set. This has been an excellent effort by the operational crews. These inspections and the data will be used to ensure the safety of personnel when dealing with incidents at these premises. Malicious False Alarms. The number of malicious false alarms is 2.2% below the target. Continuation of call challenging from Control in addition to the work carried out by local staff who visit premises where repeat malicious calls have been received, has resulted in the numbers of such incidents continuing to fall. The figures have dropped by approximately 58% as compared to the last year. The Year 5 school talks carried out by operational crews and targeted talks around the bonfire period by district prevention staff has contributed to this reduction. No of HFSC Points The number of HFSC points for 2015-16 has exceeded the required target by 16.0%. The annual target for Kirklees in 2015/16 was 47,910 points, which was an increase of over 11% from the 2014/15 target. The strengthening of the existing partnerships within the district has played a vital role in identifying the most vulnerable and high risk individuals. Performance in the following areas are outside of the target set: Arson. Kirklees District is above the target for arson by 5.6%. We continue to work with partners including the youth teams to reduce the incidents of arson. Crews are tasked to identify premises which are unoccupied or derelict and by working closely with District Prevention Team and partners to secure them to avoid further incidents. There has been a reduction of 10% in refuse fires as compared to last year. Actual Rescues – Kirklees District is above the target for actual rescues by 75.9% with 146 rescues recorded for this period. From the 146 rescues 13% were from the dwelling fires, 37% from RTC and the remainder 50% are others; these include the extracation of people from machinery and other rescues. Total Activity The total number of incidents attended across Kirklees is 8.3% above the target figure set. This is as a result of an increase in activity for actual rescues, dwelling fires and Road Traffic Collisions. The District Team continues to work with Kirklees Road Safety Partnership to address local issues in relation to the road accidents.

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Dwelling Fires. Kirklees District is above the target for dwelling fires by 32.7%, with a total of 199 dwelling fires recorded for this period. 27% of the incidents are cooking related hence the continuation of the trails for the stove guards with Kirklees Neighbourhood Housing. Smoke detectors were fitted in 81% of the properties and in 56% of the cases the smoke alarm activated and raised the alarm. During this period we had a day of thunder and lightning which resulted in fire to 4 properties next to each other at the same time. Refresher training is being delivered to partners so that they can identify fire risks within the home and make the necessary referrals to WYFRS. Kirklees District has set up a hoarding panel which consisting of members from the Environmental Health, Homecare, Adult Social Care, Housing and Mental Health, and is chaired by the District Prevention Manager. Non-Domestic Fires. The number of non-domestic building fires is 1.8% (1 incident) above the target set for Kirklees for 2015/16. When compared to last year’s activity there has been a reduction of 22% for Non-Domestic Fires. Any incidents of note where operational staff have concerns over fire safety arrangements are referred to the Fire Protection team to carry out follow up visits to ensure all relevant fire safety legislation is being complied with. Fire Related Injuries and Deaths. Kirklees District is 28.0% above the target set. These injuries occurred as a result of 29 incidents. Many of the fire related injuries are contributed to smoke inhalation or minor burns. Unfortunately, Kirklees has reported 3 fire fatalities this year. One incident involved 2 young children. The District Prevention Team is working with Kirklees Children Services to develop a partnership and establish training for front line staff to refer vulnerable and high risk individuals to WYFRS for a Home Fire Safety Check. The partnership with the Kirklees Adaptions Team is also being developed. Road Traffic Collisions. The number of RTCs is currently 37.0% above the target set for this period. As previously mentioned, we will continue to work with partners through the Kirklees Road Safety Partnership, to identify hot spots and carry out educational work. The road safety app was launched in August 2015 following road safety issues highlighted by the Kirklees Road Safety Partnership. The partnership has commissioned 3 themed road safety videos which will be launched in 2016-17 and will be featured on the Road Safety App. Summary It can be noted that in general the number of incidents within Kirklees are still reducing. With the current economic climate and reduced resources within the district, it has been very challenging to achieve the targets set. Kirklees District Team will continue to work with existing partners to further strengthen the established partnerships and also develop the partnership with Kirklees Children’s Services. A project has been set up to carry more focused work within the Dewsbury West Ward as this has been highlighted as high risk ward. The 2016/17 District Action Plan details how we aim to continue to work alongside partners to reduce the risk and improve the lives of people living and working in Kirklees.

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KIRKLEES DISTRICT ACTION PLAN

2015 - 2016



We will:

Our action:


Carry out 925 planned Operational Risk Visits (ORV) in line with the WYFRS’ Risk Based Inspection Programme. Additional training of all Crew and Watch Commander within Kirklees to further improve the quality of information on the premises risk database - training to be carried out by the Local Retained Support Officers (LRSO) in conjunction with Operations Risk Management Team.

Staff from Kirklees completed 1049 ORV during 2015/16 exceeding the target by 13.5%. Completed Training was provided to Watch and Crew Commanders in June and September 2015, with the aim of improving the quality of risk information entered on the premises risk database. Further training support was also made available from the LRSO’s. Station Commanders continue to monitor the information quality of ORV. Completed


Deliver the prevention target of 47,910 points by carrying out Home Fire Safety Checks across the district, targeting the most vulnerable members of the community. Strengthen existing partnerships – Locala, Kirklees Neighbourhood Housing (KNH), NHS. These will deliver high quality referrals for prevention visits which will identify the most vulnerable people and allow us to target our prevention activities effectively. Strengthen partnership working with Care Phones in Kirklees.

The number of HFSC for 2015/16 has exceeded the set target by 16%. The total point achieved by staff from Kirklees is 55586. Completed A partnership agreement between Kirklees Neighbourhood Housing (KNH) and WYFRS was signed in July 2015. This agreement has facilitated the referral of HFSC for vulnerable people occupying KNH properties. Completed A partnership with Locala District Nurses is now in place to provide HFSC referrals and hot desking facilities for Kirklees Prevention staff at five locations within the district. Completed

100

Police / FRS referral initiative – this is a joint project within Kirklees where FRS staff have received training on how to identify people who may be vulnerable to property crime. In return, Police staff will receive ongoing training from FRS about how to identify people who may be vulnerable to fire and a simple referral system is established and working. Continue to rollout the ‘Desktop Icon’ referral web portal. This initiative allows people to make web referrals through the use of a simple desktop icon. This is proving popular with partner agencies as it is a simple method to refer someone for a HFSC. Establish further partnerships to identify the most vulnerable individuals within Kirklees and to provide them with fire safety education. Kirklees Road Safety Partnership – working with WYP, Kirklees Council Road Safety Team, and a local road safety charity (Brake) and LV to deliver education programs aimed at improving awareness of road safety across a variety of at risk groups. This work will link with the West Yorkshire Safer Roads Group and will report back to Kirklees Safer Stronger Partnership Executive. Continue to work with partners within Kirklees Council and West Yorkshire Police to support the development of a Kirklees Responsive Website. Hoarding project – working with Kirklees Noise and Pollution Team to carry out joint visits and educate the individuals about the dangers of hoarding and provide multi-agency support to reduce the risk of fire where possible.

Joint training has taken place between West Yorkshire Police and WYFRS staff for HFSC referrals and Crime Prevention awareness. Further refresher training is planned for 2016 as part of the Safer Communities Programme. Completed The desk top icon for HFSC referrals has been installed on 1200 Locala computers. Through the introduction of this system, WYFRS has received a significant number of HFSC requests for visits to vulnerable people. Completed As part of the Safer Communities Programme, the District Team are exploring opportunities to develop partnership working with Kirklees Children’s Services, Public Health and Age UK. . The District Team continues to work and support the Kirklees Road Safety Partnership. WYFRS has contributed to the development of the Kirklees Road Safety App which was launched in August 2015. Crews from Kirklees delivered awareness initiatives to six form students during Road Safety week in November 2015. The District Team has had discussions with partner agencies to explore the options for developing a Kirklees responsive website. The District Prevention Manager has been involved with establishing a multi-agency hoarding framework toolkit. The purpose of the framework is to facilitate a multi-agency approach to deal with hoarding cases within the district. Completed


We will:

Our action:


All staff will undergo JESIP (Joint Emergency Services Interoperability Programme) training and will attend a variety of exercises to test interoperability and collaborative working within simulated emergency scenarios. Continue to train with other emergency services to improve inter-operability All Station Commanders will undergo various training scenarios and CPD events aimed at improving the awareness of interoperability during emergency scenarios.

All Station Commanders have completed the JESIP training for operational command and exercised with blue-light and local agency partners. The JESIP principles are now embedded within Kirklees and are maintained through continuous professional development. Completed Operational crews have received awareness training on the JESIP principles and further updates are given as part of the PMV programme for 2015/16. Completed

101


The new Dewsbury Fire Station will replace the existing Dewsbury and Batley Fire Stations to provide fire cover for the Dewsbury and Batley areas. This was approved by the Fire and Rescue Authority in December 2012. This will go live around September 2015. Work alongside local and regional partners to develop a response plan for the inaugural 2015 Tour de Yorkshire bike race. Deliver a brigade level exercise at one of the district’s highest risk sites (Huddersfield Manufacturing Centre, Leeds Road) to test our preparedness to respond to a major incident at site. Two district level exercises (5 pumps) will be organised to provide realistic training on identified risks. Complete the training across district of the new ‘Cleveland Load’ method of hose management. Support the introduction of Breathing Apparatus Telemetry.

The new station at Dewsbury became operational on the 24th August 2015. The official opening ceremony was held on the 9th November 2015. Completed The District Team worked alongside partner agencies within Kirklees to support the development of response plans for this event. Completed Due to unavailability of the Manufacturing Centre on Leeds Road, an alternative site was chosen. A large scale exercise was held on the 23rd October 2015. The scenario involves a local night club requiring the rescue of a significant number of casualties. Completed On the 27th July 2015, crews from Kirklees attended an exercise at a local manufacturing site at Victoria Mills, Slaithwaite. On the 26th August 2015, a Breathing Apparatus exercise involving a number of casualties was carried out at Lawrence Batley Theatre, Huddersfield. Completed The ‘Cleveland Load’ hose management training for Kirklees Stations was completed on 15th May 2015. Assurance of this training was undertaken as part of the PMV programme for 2015/16. Completed Breathing Apparatus Telemetry training for operational crews in Kirklees is now complete. This equipment is now in operational use within Kirklees. Assurance of this training was undertaken as part of the PMV programme for 2015/16. Completed

102


Monitoring the quality of risk information as part of pre-planning and post incident de-brief’s.

Monitoring the quality of risk information on turn out instructions and providing feedback as to required updates.

Ensuring that there is an effective localised ‘Training to Risk’ strategy in line with the Management of Risk Information Policy and FF Safety Strategy. Providing feedback and requirements for future updates to MDT’s and the new Systel system. Working with Resilience for horizon scanning for events (festivals etc.) and assisting in plan development.

Station Commanders continue to monitor the quality of risk information obtained by crews and evaluate the incident debrief process for significant incidents. A system is in place for monitoring the quality of risk information and turn out instructions. The system is coordinated by the Kirklees Assistant District Commander. The Kirklees District Training and Development Strategy was reviewed and updated in August 2015. This strategy is aligned to the ‘Training to Risk’ strategy. Completed As mentioned above, feedback on the Systel system is coordinated by the Kirklees Assistant District Commander. The Assistant District Commander liaises with the Resilience Team regarding events occurring within Kirklees. No pre-planning for events was required during 2015/16.


We will:

Our action:


Continue to carry out 6 monthly fitness assessments of all operational staff. Continue to support the development of all staff through organised training; health and safety awareness courses and certain officers will receive additional welfare training. All newly promoted Station Commanders will undertake the Nebosh Health and Safety qualification.

All operational staff completed the 6 monthly fitness assessments during September 2015 and March 2016. Completed Operational crews continue to training, exercise and maintain a high standard of health and safety awareness. Advice and mentoring for welfare support has also been provided to Station Commanders with the assistance from Occupational Health & Safety Unit. All Kirklees Station Commanders have gained the Nebosh Health and Safety qualification. Completed


Following a review of the Local Retained Support Officer (LRSO role), the Kirklees LRSO’s will operate from district and be used as a district resource to support district Performance Monitoring Visits (PMV), operational training and prevention and protection activities across the district, with responsibility for their respective RDS stations. Staff in key project coordinator roles will undertake the APM Project Management E Learning Licence.

The revised way of working for LRSO’s has supported a number of objectives and improved the operational efficiency of this role within Kirklees. LRSO’s have supported the training delivery of Operational Risk Visits, ‘Cleveland Load’ and Breathing Apparatus Telemetry. The increased flexibility of the LRSO role has also contributed to the personal development of the individuals working within these posts. Completed Four members of staff within Kirklees District have completed the Project Management E learning to support them in their roles. Completed

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Continue to assess Watch level competencies and skills through our programme of annual Performance Management Visits (PMVs). Maintain the equipment and skills held within district to allow local, regional and national deployment of national assets such as Urban Search and Rescue (USAR), Incident Response Unit (IRU) and Detection, Identification and Monitoring (DIM) capabilities.

The PMV programme 2015/16 in Kirklees assessed the competencies and skills of operational staff. This was done through scenario based exercising to assess both command and operational skill levels. Completed Kirklees District continues to host and train with a number of the national resilience assets. The USAR Team based at Cleckheaton was deployed in August 2015 as part of national arrangements to support Cheshire FRS. The IRU and DIM capability were involved in Exercise Leyland. This national exercise tested the initial and specialist operational response to a terrorist incident involving unknown chemicals. Completed


Continue to roll out the Electronic Maintenance of Competence Training Records with all staff within Kirklees adopting the new E-MOC system by 30 April 2015. Discuss organisational change at all PMVs to increase staff awareness across Kirklees. Deliver equalities training to all staff

Operational staff received training on the Electronic Maintenance of Competence Training Record and the system is now standard working practice within Kirklees District. Completed Visits to discuss organisational change within Kirklees have focussed on the following subject areas: Service Plan 2015/20, Efficiencies Research Programme & Options, Interoperability, Future FRS Governance and the Emergency First Responder pilot. All staff from Kirklees District completed the Equality and Diversity e-learning module during this reporting period. Completed

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LEEDS LOCAL AUTHORITY (DRRT) - PERFORMANCE MONITORING SYSTEMDATE: VISITING COMMANDERS:

OFFICERS PRESENT:

DEFINITIONS







ACTUALDATA

(2009/10

3 YEARAVG

(2012/15)

TARGET(2015/16)

[values to 31 Mar 2016 23:59:59]


AGAINSTTARGET SO

FAR(2015/16)


(2015/16)

Arson 3900 1852 2002 2034 1.6% 2034

Actual Rescues 299 256 255 302 18.4% 302

Total Activity 12203 8150 8187 8308 1.5% 8308

Dwelling Fires 538 483 441 466 5.7% 466


Prevalence of False Alarms 6049 4477 4283 4344 1.4% 4344


Road Traffic Collisions 354 223 213 209 -1.9% 209

No. of Operational Risk Visits (IN) 2135 2069 -3.1% 2069




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Leeds District Performance Monitoring Report – 1st April 2015 – 31st March 2016 The District performance in the following areas either meets or exceeds the set target: • Road Traffic Collisions. Leeds District has surpassed performance against the target in this

area by some 1.9%. Throughout the district there has been a reduction in the number of road traffic collisions [RTC`s] attended. The very close working relationship with key partners continues to be effective. Leeds District is a key stakeholder at the Leeds Safer Roads group. Furthermore, there have been events run throughout the year targeting those most at risk of being involved in RTC`s. A number of multiagency events have been held and are planned at secondary schools throughout the district. In addition, we have focused on delivering some targeted work with cyclists who commute to work through Leeds City Centre.

• Malicious False Alarms. Leeds District has beaten this target by an encouraging 8.6%. The

Prevention Team and Operational crews conduct annual Year 5 talks and more focused presentations around the bonfire period, where this issue continues to be addressed. Local Registered Housing providers are being encouraged, via partnerships, to work in conjunction with occupants of high rise properties to reduce malicious false alarms. This initiative is being supported by the Local Neighbourhood Policing Teams in Leeds. This year we have seen some success in reducing malicious false alarms in partnership with Housing Leeds through the installation of CCTV.

• Home Fire Safety Check Points. Leeds District has beaten this target by an impressive 11.3%. Operational crews and Prevention staff have completed a total of 120,911 home fire safety check points. The new point’s totals and effective targeting strategy has proved challenging for Leeds District in 2015/16 as we continue to increase Day Crewed fire stations.

Performance in the following areas are outside of the target set:

• Arson. Leeds District has failed to achieve performance against the target set for arson by 1.6%. The continued work of the Prevention Teams and Operational personnel has in general seen the number of such incidents reduce significantly over the last decade. Close working relationships with partner agencies continue to contribute to this success. Particular success around the bonfire period can be attributed to successful planning and implementation of the Leeds District Bonfire Plan which included a robust approach to completing environmental visual audits and reporting fly tipping to Leeds City Council [LCC] for removal; during the bonfire period 42 referrals where made to LCC for fly tipping removal. In addition, the plan delivered targeted education to young people attending secondary schools within identified hotspot areas and prior to the bonfire period we educated approximately 5000 young people.

• Actual Rescues. Leeds District has failed to achieve performance against the target set for actual rescues by 18.4%; this indicator has been seriously impacted upon by two main issues. One the unprecedented flooding over the Christmas period, two the high number of cell fires and rescues in the Young Offender Institution at Wetherby. The total number of rescued at YOI was 44 rescued by prison staff and 1 by WYFRS. Actual rescues include those that are fire related rescue post road traffic collision and the remainder are miscellaneous; these range from releasing children’s heads from railings, rescues from

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height (usually roofs or trees) to assisting YAS to gain entry to a house where someone has collapsed.

• Total Activity. Leeds District has on this occasion failed to achieve the performance against target set for total activity level by 1.5%. This reflects a period of extreme activity during extensive flooding over the Christmas 2015 period.

• Dwelling Fires. Leeds District has unfortunately failed to achieve performance against this challenging target by some 5.7%. An increase in criminal activity and drug related house fires unfortunately impacts on this important target. In 2015/16 Leeds District experienced 7 drug related house fires (cannabis cultivation) and a further 41 incidents where drugs/alcohol where a contributory factor in the fire starting. Therefore out of a total of 466 incidents, some 10.3% of all Leeds house fires are now unfortunately linked to organised crime. This somewhat clouds the issue and overshadows the extensive Prevention work completed in the law abiding communities.

• Non-Domestic Building Fires. Leeds District has failed to meet this challenging target by 32%, which is actually 48 incidents across the District. With a significant number of unoccupied buildings in Leeds this indicator has proved very challenging when added to the current economic climate. Issues and change in HM Prison Service has seen an unexpected rise in fire related incidents which directly impacted on this most challenging of targets. The Young Offenders Institute at Wetherby has seen an upward trend of 88 incidents this year. WYFRS have no statutory power to enforce change in this establishment and we continue to work with the local governor on a multi - agency solution.

• Prevalence of False Alarms. Leeds District has marginally failed to achieve the target set for false alarms, in this case by 1.4%. Work continues with Fire Protection on identified premises where issues arise. A positive working relationship with LCC has resulted in a prompt response when problems have been identified; the proposal to charge persistent offenders should support a downward trend still further in 2016/17.

• Fire Related Injuries and Deaths. Leeds District has failed to achieve this challenging

target by 23.7%. Of those injuries that have occurred; the vast majority have been minor. Unfortunately, there have been a number of fatal dwelling fires, seven in total. These tragic, infrequent events were fully investigated; the findings were in general that these individuals were known to other agencies and had not been visited by WYFRS. These incidents and all other significant fires receive intensive follow up community prevention campaigns. These promote fire safety in the home, together with a strengthening of all partnership referrals. This performance is unsatisfactory and will improve in 2016/17. We tragically experienced three accidental dwelling fire fatalities in one single incident in the East End Park area of Leeds. Injuries attributed to incidents in secure establishments also impact on this PMI; there were 20 fire related injuries in Leeds prisons. Leeds District have seconded WYFRS members working in LCC Adult Social Care and the Leeds & York Partnership NHS Foundation Trust. In addition we have members of LCC housing seconded in to Prevention to work directly with WYFRS across the city of Leeds. These posts are instrumental in identifying vulnerable adults living in the community so we can target delivery of our prevention interventions.

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• Operational Risk Visits. Leeds District marginally failed to achieve this target by some 3.1%. Operational crews have targeted the higher risk premises within Leeds District and completed 2069 inspections against an aspirational target of 2135. Database and recording issues have contributed to some issues related to monirtoring.

Summary

Overall the performance of Leeds District has been high, particularly in light of the increasingly challenging times and particularly challenging targets. The current economic climate and reduced resources provide a continuous challenge to all Leeds District staff, however, we are not complacent; a great deal of work is being delivered to improve performance across all areas. The key to success continues to be the work carried out with partners. The challenge is to improve this level of performance as our structure significantly changes. 2015/16 has been a challenging year with unacceptably high accidental fire deaths, unprecedented major flooding activity and criminal activity both in the YOI and the local communities has begun to have an impact on a number of critical PMI`s.

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LEEDS DISTRICT ACTION

PLAN

2015 - 2016



We will:

Our action:

Progress:


Carry out the planned 2135 Operational Risk Visits in line with the WYFRS’ Risk Based Inspection Programme. Target high rise, residential care, multiple occupancy, properties as part of the Operational Risk Visit programme Assist Leeds District in undertaking Operational Risk Visits at sites with specific risks including timber framed buildings.

Satisfactory progress and final outcome just short of target. Ongoing and promoting local ownership with “adopt a block” initiative for LCC high-rise accommodation. The ORV process is now subject to a significant review. Timber framed inspection and response plans produced for all local timber framed sites.


Deliver a point’s total of 108,600 by carrying out Home Fire Safety Checks across the district, targeting the most vulnerable members of the community. Deliver a targeted and planned Home Fire Safety Check IRMP programme in Gipton and Stanks station area. Develop strategic working relationships with Leeds Adult Social Care and Leeds and York NHS Foundation Trust through the secondment of WmB's into those organisations. Continue to work with Leeds City Council Housing Standards team to target private rented accommodation within Leeds to deliver Home Fire Safety Checks and raise housing standards. Strengthen links with Leeds Dementia Alliance and implement interventions to manage fire related hazards. Deliver Planned campaigns throughout the year including CFOA Water Safety and Drowning Prevention week (April), CFOA Road Safety Week (May), Gipton Safety Rangers (July), CFOA Older Persons Week (October),) and BRAKE Road Safety Week (November). We will take this opportunity to deliver key safety messages to target audiences.

Made excellent progress against this action and as a district we achieved 122, 764 points. Targeted campaign completed. We completed 555 Home Fire safety Checks and leafleted an additional 750 properties. We have successfully established a strong partnership and working arrangements with social care and mental health. DPM chairs a new MA delivery and scoping group in Leeds to derive partnership progress. Ongoing and effective Housing Leeds Secondee`s working well. Action Complete. District team is now part of the Leeds dementia action alliance and attends and contributes at forum. In addition, our staff are training other professionals and partner agencies to become “Dementia Friends”. CFOA Water Awareness and Drowning Prevention delivered successfully on the river Aire, follow-up actions still ongoing. During CFOA Road Safety Week we worked with the road safety team to promote key messages. Gipton Safety Rangers ran successfully with a MA attendance at Gipton. Older Persons Week we attended 6 planned MA events to engage with older people.

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Continue to build on success from previous years by working with key partners to deliver a planned prevention campaign over Bonfire Period. Strengthen links with Housing Leeds by seconding three full time members of staff to work for WYFRS delivering a structured programme of preventative work within Housing Leeds housing stock. Develop working arrangements with Leeds City Council to Investigate the scope for tackling domestic violence and fire related incidents within the city. Continue to strengthen partnership arrangements with Leeds Federated Housing with a focus on reducing risk for tenants whom are hoarders. This will involve attendance at joint training events. Leeds will continue to develop and strengthen the breadth of meaningful partnerships in order to identify those most vulnerable from fire to generate high risk quality referrals. We will build upon existing Serious Incident Review processes locally. Following a serious incident or fire fatality an element of the review process will be to attend coroner’s court and ensure a holistic approach to identifying and implementing learning outcomes is adopted.

Integrated response plan delivered by adopting a targeted approach. We worked closely with Community Safety Partnership. Plan included delivery of education in key secondary schools, high visibility presence in community and proactive Arson audits. In addition, we supported MA diversionary activities. Three full time members of staff are employed by Leeds City Council and seconded to WYFRS. There primary role is to deliver HFSCs in Housing Leeds properties. New Front door DV hub established and WYFRS are now embedded in this initiative, we receive numerous referrals direct and frontline crews are trained to deliver the HFSC. In total since the project started we have received 1157 referrals. Firm partnership arrangements have been established. WYFRS and Leeds Fed jointly paid for a Hoarding Course to be delivered to Prevention management. Due to success this training will also be delivered to Assistants and Advisors. Complete. We are focusing on delivering on our secondment partnership within Leeds and York partnership Foundation Trust and Leeds Social Care, Public Health and Third Sector. These partnerships are beginning to be embedded and we are yielding results of quality high risk Home Fire Safety Check referrals. We have established a MA steering group to drive this partnership and deliver against agreed objectives outlined within a business plan. This action also encompasses the work we have developed with safer Leeds in relation to the DV safeguarding hub. This approach has proved beneficial and supports and assists potential learning opportunities for WYFRS and other agencies involved in the SIR`s.


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

Ongoing locally and at a brigade level, all Leeds District larger scale exercises feature other blue-light responders and supporting agencies. IRMP team are leading at a strategic level on this topic.

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Embed the Joint Emergency Services Interoperability Programme (JESIP) into emergency response arrangements Deliver key multi-agency [MA] training exercises including water rescue training with West Yorkshire Police, city center tower crane exercise with HART team, MA exercise in conjunction with Leeds Arena management team Deliver a MA district exercise at The Tannery in conjunction with Unite Student Housing, focusing on fire engineering solutions in high rise buildings Deliver a multi-agency exercise with Leeds Hospital Trust designed to test operational resilience and interoperability Forge closer links with LCC to secure realistic off site training venues that improve the exposure and effectiveness of operational crews in line with the Leeds District Training Strategy Work closely with Leeds Bradford International Airport to maintain and improve operation knowledge and response

Integrated in to training and exercising. Delivered effectively, other than the cancellation of the tower crane exercise. Completed, successful large scale MA exercise in a modern fire engineered building with a large life risk. Delivered successfully on the 19/09/15 at the LGI featuring mass decontamination and MA liaison / command and control – JESIP Effective arrangements in place, various venues continue to be assessed and utilized. Effective contact and liaison in place, training session delivered to all Leeds ADC`s.


Maintain and develop a close working partnership with the Leeds Resilience Group [LRG] Work with partner agencies to develop and deliver a local response plan for the 2015 Tour de Yorkshire event and all other significant local events Support and take an active role in LCC event delivery groups, Safety Advisory Groups [SAG] and Safety Advisor Assurance Groups [SAAG] Complete new build fire stations at Rothwell and Killingbeck, introduce a combined aerial appliance at Leeds Fire Station Progress and develop the Command Leadership and Management [CLM] pilots running throughout Leeds District Develop an off-site performance management visit programme that focuses on “training to risk” Develop and maintain the Leeds District Training and Development Strategy Develop and circulate bespoke response plans for “Timber Framed” buildings whilst in their construction phase

Ongoing positive working relationship Completed successfully. Ongoing and effective, new MA IT solution now operating effectively. Rothwell and Killingbeck stations completed. CARP training ongoing. Now completed at Wm level. Ongoing off site delivery working well from LCC or Leeds Teaching Hospitals NHS Trust properties. Op`s ADC`s delivering and recording realistic training to risk across the district. Ongoing and proving successful, Morley timber framed incident was well manged, effective and featured no reported injuries or fire spread to exposure risks.

Learn from our own and others experiences through continuous evaluation to improve emergency response

Improve the quality of risk information by identifying and rectifying common errors and learning from best practice

ORV reference to one ADC, training and awareness now providing a more focussed consistent approach. This is an area of work that is not without problems and is currently under review.

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Support and feedback to LRG, SAG and SAAG debriefs after delivery of specific events or response plans

Provide a “training to risk” strategy in line with the Management of Risk Information Policy and Fire-fighter Safety Strategy Actively attend and support the “ Safer Leeds Executive Group” Identify and communicate district or Brigade learning encountered as part of the performance management visit strategy

Process established and delivers MA learning. Ongoing and embedded in Leeds District. Ongoing Ongoing, promotion of best practice


We will:

Our action:

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

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

ADC HR focus`s in this area, sickness and stress still a district priority. ADC HR focused on this issue and attends specific meetings with Central HR and OHSU. Ongoing custom and practice.

Provide a highly skilled, competent and flexible workforce

Deliver a local Training and Development Strategy that focuses upon training to risk involving external partners Review and provide new and challenging operational scenarios as part of the Performance Management Visit [PMV] programme. This involves sourcing and providing realistic offsite training locations with a focus on command and control as well as specific training areas. We will work with partner agencies including Leeds City Council and Leeds Teaching Hospitals NHS Trust to identify suitable venues Introduce electronic maintenance of competence records at all fire stations in the District Develop the Watch Manager role in line with CLM and the new methods of working pilots

Ongoing and effective at every practical opportunity. Leeds District use off site venues and “live fire” scenarios to embed and reward best practice tactical applications by front line crews. The PMV practical offers an opportunity for the Wm or Cm to demonstrate Command and Control practically whilst being observed by experienced District staff. Complete Ongoing and will be utilised in the implementation of the CLM project.


Continue to develop all Command Leadership and Management [CLM] pilots and promote effective culture 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

Pilots have now terminated pending negotiation with rep bodies Ongoing and continuous work in progress. Ongoing, awareness levels are good.

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Ensure that managers discuss organisational and cultural change as part of the Personal Development Review process

PDR process now revised and promoting more professional discussion and potential development.

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WAKEFIELD LOCAL AUTHORITY (DRRT) - PERFORMANCE MONITORING SYSTEMDATE: VISITING COMMANDERS:

OFFICERS PRESENT:

DEFINITIONS







ACTUALDATA

(2009/10

3 YEARAVG

(2012/15)

TARGET(2015/16)

[values to 31 Mar 2016 23:59:59]


AGAINSTTARGET SO

FAR(2015/16)


(2015/16)

Arson 1648 656 689 880 27.7% 880

Actual Rescues 134 110 103 113 9.7% 113

Total Activity 4790 2703 2767 2743 -0.9% 2743

Dwelling Fires 178 138 129 144 11.6% 144




Road Traffic Collisions 150 101 91 87 -4.4% 87


Malicious False Alarms 43 29 21 26 23.8% 26



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Wakefield District Performance Report from 1st April 2015 – 31st March 2016

The District performance in the following areas either meets or exceeds the target:

Total Activity

Wakefield District has bettered its ‘Total Activity’ target by 0.9%, with 2743 incidents recorded for the year. Resources within the district have been prioritised to target high risk areas. Proactive measures contributing to the reduction in incident activity include school talks, fire fighter risk and fire safety inspections, together with arson related initiatives with the Police and other partners.

Prevalence of False Alarms

Wakefield District has beaten the target set by 4.2% with 1138 incidents recorded for the year. Station Commanders have been working to identify common links, however the incidents have been occurring across different business sectors within the district. The implementation of the AFA charging policy is assisting with raising awareness and ultimately supporting the reduction of false alarms.

Road Traffic Collisions (RTC)

Wakefield District’s performance has exceeded the target set by 4.4%, with 87 incidents recorded. Targeted partnership work remains a priority within the district, with particular focus on identified hot spots.

The focus over the coming year will be to develop and implement the Arson and RTC Hub in South Kirkby. A project officer has been appointed, part funded through the Community Safety Partnership to deliver a number of set objectives. The number and severity of Arson and RTC related incidents remains a concern within Wakefield Rural and the South East wards. To ensure a successful reduction a targeted partnership approach will be critical. Education and influencing behaviours is a key objective in our risk reduction strategy.

Operational Risk Visits (ORV)

Wakefield District continues to achieve the challenging targets set. Operational crews across the district have completed 1088 visits to local businesses within the commercial sector, exceeding the target by 4.6%. These ORVs and the risk information collected continue to contribute to the safety of personnel when dealing with fires and other incidents at these premises.

Home Fire Safety Check Points (HFSC)

Wakefield District has exceeded the target set for the number of HFSC points by 9.9% equating to a total of 40635 points. The focus for the year ahead will be to continue to develop partnership approaches that can assist in reaching out to the most vulnerable in our communities. Additionally, Wakefield are establishing a number of new partnerships within the health sector. Our collaboration with West Wakefield Vanguard will see a number of new pilots implemented including the trial of a new Safe and Wellbeing check.

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Performance in the following areas are outside of the target set:

Arson

Arson is above the set target by 27.7%, with 880 incidents recorded against a target of 689. Secondary fires involving loose refuse and illegal tipping remains a concern within the district alongside high risk derelict properties. Work is near completion in developing a robust system to capture relevant data on unoccupied premises across the district, whilst having the facility to provide real time surveillance information to key partners where relevant.

Objectives set within the South Kirkby Hub will assist in enhancing arson awareness and education. The delivery will be supported by a range of packages including the recently developed interactive arson package.

Actual Rescues

Actual rescues are above the set target by 9.7%, with 113 rescues recorded against a target of 103. From these incidents a large proportion were attributed to RTC extrications. A small proportion of the incidents included dwelling fires with the remainder attributed to Special Service Calls (SSC). These included rescues from height, the release of child’s foot stuck in a wooden bench, assisting YAS with bariatric patients and entry to property to rescue collapsed persons.

Dwelling Fires

Wakefield District finished the year with 144 dwelling fires, 11.6% above the set target of 129. Although above the target, the number of incidents is a reduction from 2015/16. Dwelling fires are spread across the district with Wakefield local area showing a higher number of incidents compared to the other areas. A large number of dwelling fires have been cooking related. Kitchen safety is reinforced during HFSCs and a kitchen safety leaflet is available for use by both the operational crews and prevention staff as part of educational delivery.

The Hot Strike Policy continues to ensure that we focus our prevention resources immediately after the event and in the locality of a dwelling fire. Work is underway within the district looking at an advanced after the fire support package, with the aim to roll this out over the coming months.

Non – Domestic Building Fires

Wakefield District has not met the challenging target set for non-domestic building fires. The district finished 11.5% above the target, equating to 58 incidents. The early identification, regular monitoring and better information sharing of derelicts will support in preventing many premises becoming the target of arson. The Fire Safety and Fire-fighter Risk Information Inspection programme gives us the opportunity to offer advice to businesses to reduce the risk of fire occurring within their properties.

Fire Related Injuries

Wakefield District is 128.6% above the target for fire related injuries, 48 recorded injuries against the challenging target set at 21. Approximately 70% of the total incidents were

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accidental with about half related to cooking and careless disposal of smoking materials. Work continues in raising awareness of fire safety in the home and partners are actively involved and educated in recognising potential risks, identifying vulnerable people and reinforcing the safety messages.

Malicious False Alarms

Malicious false alarm calls within the district are above the set target by 23.8% with 26 incidents recorded against a target of 21. The firefighters continue to deliver the schools programme which includes the Year 5 talks. Our youth engagement interventions carried out at Castleford and Wakefield Fire Stations focus on arson awareness contributing to our district prevention delivery.

Summary

The performance over the last 12 months has been positive considering the challenging targets set. Despite several indicators falling outside the target, the overall performance can be seen favourably when compared to the 2015/16 outcomes. A primary objective over the next year will be to build on the partnerships within the district and develop the Arson and RTC hub. The district team will continue to focus on the outcomes and outputs from our district action plan and key performance indictors ensuring resources are used to the greatest effect.

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WAKEFIELD DISTRICT ACTION PLAN

2015– 2016


We will:

Our action:

Progress:

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 1040 planned Operational Risk Visits and collect safety critical risk information in line with the WYFRS’ Risk Based Inspection Programme Continue to monitor and work alongside partners to reduce the attendance at persistent false alarms from Automatic Fire Alarm Systems Support the mobile working concept for protection personnel and monitor progress to identify further opportunities for mobile working To undertake a joint visit program to moderate consistency advising and enforcing fire safety across local businesses

The target for operational risk visits exceeded the set target with good quality and appropriate risk information captured. Our attendance at false alarms continues to reduce. The district team continues to work closely with companies supporting them in reducing the instances of false alarm occurrences. Close working with protection personnel has supported this success. The Wakefield team is working closely with the local protection personnel to support the mobile working agenda. Mobile working opportunities for the district team are being explored and lessons learned from the protection personnel utilised. A number of planned joint visits have been conducted working closely with Fire Protection, WY Police and Strategic Housing. District prevention continues to support Quality Intelligence meetings alongside partners such as the Council Commissioning Services, CQC, Adult safeguarding and the Police. Intelligence gathered is shared with fire protection to inform future work as relevant.

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

Deliver a point’s total of 36,990 by carrying out Home Fire Safety Checks across the district, targeting the most vulnerable members of the community. Actively engage with new partners to develop a referral process for Home Fire Safety Checks within the District Develop and implement the strategy for a new innovative arson and road traffic collision Hub in South Kirby

The Home Fire Safety Check programme exceeded the set target. Operational crews have delivered a number of targeted initiatives throughout the district, including targeting high risk mosaic postcodes, after the fire visits and attendance at events. District continues to work closely with the West Wakefield Vanguard targeting the most vulnerable in the community to provide a holistic health and wellbeing service. District Prevention has been working closely with partners to develop a partnership referral process focusing on the high risk and most vulnerable individuals. Some of the successful new partnerships have included a Special School, a local Lettings Agent, Victim Support and Handyperson Service. Following the development of a comprehensive business case, part funding has been secured through Community Safety Partnership. A project officer has been seconded who is developing a strategy to deliver against the set objectives working closely with local crews and partners.

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Continue to work with partners and local educational establishments raising awareness of fire safety issues and identify new opportunities for collaboration Strengthen links with the local drugs and alcohol, mental health and domestic abuse teams to target the most vulnerable in the community Actively engage and take part in national campaigns in conjunction with partners supported by operational and prevention personnel whilst maximizing the use of social and local media Support in the development of the upgraded Prevention database and the roll out of the training for the district Work with partners to ensure continuous sharing of intelligence that will inform risk reduction intervention within the priority areas of the district Work with the five West Yorkshire authorities to actively promote road safety and reduce road related incidents and ensure all districts are updated / informed regarding current trends Undertake focussed risk reduction interventions within the Eastern European community across Wakefield District Link in with the Newhall women’s prison community programme and deliver identified fire safety interventions Identify and implement a new strategy to support risk reduction in the Featherstone area

District Prevention has been working closely with a range of partners such as the Councils Strategic communities’ team and has attended a range of successful community events throughout the district including the Yorkshire Day and Havercroft and Ryhill Family fun Day. A range of talks and events have also been held at schools and colleges covering fire, arson and road safety. District prevention have developed good working relationships with local teams and continues to explore new opportunities to engage with the most vulnerable in the community. Links in with WDH Mental Health Navigators continues to be developed. A number of national campaigns in conjunction with partners have been support by the district and operational teams. Key campaigns cover Water Safety Week with a joint multi-agency exercise supported by Prevention, Junction 32 Outlet extrication event, Deaf Awareness Week promotion at the Trinity Centre, Dementia Awareness Week events at the Ridings Centre. The media department has supported with media/news releases and utilization of a range of social media deliveries. District operational and prevention personnel have supported and contributed to a number of working groups. Consultation with operational staff has been very positive. The next phase will be to support the training and roll out of the database. Active contribution at area management groups and area action groups have helped shape joint priorities and address issues, for example, District Bonfire Action Plan developed working in conjunction with the Police, Clayton Hospital risks at unoccupied premises and Wakefield district 7 area plans working closely with partners and ward councilors. Wakefield District is the lead representation at the West Yorkshire and Yorkshire and Humber Road Safety partnership meetings. Road Safety reports compiled by the Council using Stats 19 data are shared with the five districts on a quarterly basis outlining trends in their local area. Partnership planning and priority setting for the County is also shared and discussed. Working closely with the Council and other key partners such as the Eastern European communities, community services, NPT and CRI a focused event was delivered at Lightwaves Wakefield. Work continues to develop through the newly formed HMO working group . Following the successful engagement with the prison, work continues in engaging with the individuals utilizing the fire awareness programme. A risk reduction strategy has been put in place and additional support provided in key areas including carrying out of HFSCs and community engagement activities. Following the recruitment of a new LRSO risk reduction work in the area has expanded.

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We will:

Our action:

Progress:

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

Continue to explore opportunities to improve cross-border emergency response arrangements Continue to train with other emergency services to improve inter-operability Continue to work closely with partners in joint sharing of facilities to better assist with information exchange Actively explore further collaboration opportunities for enhanced training Embed the Joint Services Interoperability Programme (JESIP) into emergency response arrangements

Links with the district team in South Yorkshire Fire & Rescue have developed and a number of meetings undertaken with GM Tony Carlin (East Area - Rotherham & Doncaster Districts). Meetings have identified higher risk premises that are attended by both Fire & Rescue Services. Risk information is being shared to ensure crews are appropriately informed in case of an incident. Joint training with local SY crews has taken place focusing on Positive Pressure Ventilation techniques, this has improved command & control at joint incidents. Close collaboration with West Yorkshire Police continues at both Pontefract and Castleford fire stations. Strategic meetings are undertaken on a monthly basis with the District Commander for Wakefield District (Fire) and the Chief Superintendent for Wakefield District (Police) and other strategic partners including Wakefield Council. Links to private sector organisations and local businesses have realised opportunities for advanced training exercises which have included fire scenarios and technical rescues. A large scale exercise was delivered at Nostel Priory (large heritage risk within the district). Discussions have commenced with organisations for the development of training at Healey Mills rail yard and Ferry Bridge Power Station All crews within the district have been trained and their knowledge assessed regarding the JESIP arrangements. The district Performance Management Visits (PMV) continues to discuss and question the crews on the JESIP principles and utilised during practical exercises.


Continue to liaise with partner agencies and the operational team to ensure smooth deployment of Tour de Yorkshire event plan Undertake a comprehensive evaluation of the Close Call operational system at Normanton, Castleford and South Kirby as per the IRMP proposals Continue with Wakefield District CLM trial and monitor outcomes and implement changes to enhance service delivery

This was a successful event with no issues or risks realised. Crews were well briefed and a comprehensive contingency plan was put in place to ensure resources could be utilised effectively if required. Data gathering and evaluation Has been taken place to inform the final report for the Close Call system that operates within the district. Information includes operational incidents attended, prevention and protection activity undertaken and financial benefits realised. An interim establishment paper was submitted to HR Committee detailing the required establishment changes. The final evaluation paper will be completed in Autumn 2016 The Command Leadership and Management trial has been completed and a consolidated evaluation (linked with the Leeds district pilot) delivered to Management Board. District continues to support the new CLM programme through attendance at the 4 project groups

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Support the relocation of the Command Unit to Pontefract Complete the planning for the design, staffing and implementation new fire station at Ossett Undertake a comprehensive evaluation of Wakefield IRMP interventions

The Command Unit has been successfully relocated to Pontefract Fire Station. All personnel have been trained and the unit has successfully deployed to both exercises and operational incidents. Construction on the site is well underway and the build is on schedule to be completed in September 2016. Stakeholders including authority members have visited the build site throughout the construction phase and have been assured of the quality and progress during construction. Data gathering and scrutiny based on the number of incidents, attendance times and fire station locations has been undertaken with support from the central IRMP team to inform the evaluation. Evaluation will continue following the Ossett project to support an informed report.


Continue to monitor and improve the quality of risk information as part of pre-planning and post incident de-brief’s.

Continue to provide an effective localised ‘Training to Risk’ strategy in line with the Management of Risk Information Policy and Firefighter Safety Strategy

Continue to provide feedback and requirements for future updates to MDT’s and the new Systel system

Monitoring and training interventions have been ongoing in order to improve the quality of risk information for the district. Post incident debriefs have included scrutiny of available risk information and appropriate interventions for improvements. Local exercises and training has been implemented at venues across the district including Healey Mills Rail Yard, Ferry Bridge Power station, South Kirkby residential care home (Triggot Court) and Ridings Shopping Centre in Wakefield city. Wakefield Command Team are closely linked with the New Control project team and continuously provide feedback regarding the Systel system and the new MDT software. South Kirkby FS have been fundamental in the initial MDT software trials and have provided constructive feedback during the pilot phase.

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

We will:

Our action:

Progress:


Continue to develop and monitor inter-agency information sharing to better assist with health and safety of our personnel Review and monitor sickness absences and implement effective support measures in conjunction with Occupational Health and Safety Continue to support personnel to maintain their fitness and welfare through the application of the published fitness programme

New links have been established with Wakefield Emergency planning team and more exercises are planned for the future. Protocols for the management of large / protracted incidents are being established to improve information sharing and H&S. Liaison with other blue light partners continues to develop A new electronic monitoring system has been developed by the Wakefield Command Team in consultation with OHSU to improve sickness and welfare monitoring. This along with a robust approach to sickness management has realised a marked reduction in sickness absence across the district. The system is now live and used successfully across the brigade and departments. All personnel within Wakefield district have access to the fitness equipment and are encouraged to utilise the facilities to support fitness and wellbeing. Personnel who have not achieved the required fitness standards have allocated welfare officers supporting their individual requirements and a robust programme is established to monitor progress.

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Support the introduction of the electronic Maintenance of Competence records Review and modify the District Performance Management Visits (PMV) in order to improve service delivery across all required areas. Develop a robust district Training and Development Strategy with particular focus on training to risk, officer media development and administration proficiency

The new EMOC system has been embraced and all staff are receiving support from the individual Station Commanders on completing their records accurately. Wakefield has taken a lead position along with the EMOC team in completion of the 6 monthly audit process. Feedback from the Workforce Development Team audits have been very positive. Wakefield has modified the PMV process in order to close the assessment loop and feedback development areas to the watches. The individual watches are then reassessed by the Station Commanders and the outcomes recorded for audit by senior managers. A comprehensive training strategy has been developed by the district training officer and a number of training exercises established based at identified risks across the area. Crews have attended the training sessions gaining valuable local knowledge that will support operations should an incident occur.

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

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 us in effectively meeting the needs of our diverse communities Undertake research and education regarding risk around travelling community Ensure continued support and training is offered to our personnel in order to embrace organisation and cultural change programmes

Individual watch command team meetings have taken place with the District Commander. These meetings are focussed on the equality framework with specific reference to the role of the manager in the workplace. All of the commanders in Wakefield have cascaded this input to their individual watches. The PMV timetable has a specific session where the District team discuss topical points with the watch and assess their understanding of equality duties within the community. The prevention element of the PMV focusses on specific intervention projects where the watches focus on the most vulnerable / minority groups within our community to reduce risk and increase wellbeing. Links with the local authority Liaison Officer have been established and a number of initiatives discussed however this has been a particularly challenging area for interventions. The district prevention team, along with Pontefract crews continue to work with other partners and a new strategy has been established for the next financial year to increase intervention possibilities. The IRMP programme within Wakefield district has delivered numerous changes that have required appropriate support from the district command team. The relocation of the command unit to Pontefract has required comprehensive training for the crews which has been completed and the unit is now fully operational. The impending changes at Ossett and Wakefield are being communicated regularly with the crews and the representative bodies in order to support personnel with the future changes. Regular communication through PMVs takes place and discussions are held regarding safer communities programmes.

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Purpose To update Members on three examples of how the Authority meets the service delivery needs of vulnerable and at risk groups or individuals

Recommendations That Members note the report

Summary The report brings to the attention of Members initiatives across the entire County which are innovative examples of how West Yorkshire Fire and Rescue Service seeks to reduce risk and improve partnership working.

OFFICIAL

Service Delivery 'Spotlight On' Case Studies Community Safety Committee Date: 22 July 2016 Agenda Item: 10 Submitted By: Deputy Chief Fire Officer and Director of Service Delivery



Contact Officer: Ian Bitcon, T/ Director of Service Delivery T: 01274 655702 E: [email protected]


Annexes: Annex 1, Spotlight On case study – Get Started with Boxing

Annex 2, Spotlight On case study – West Wakefield Vanguard

Annex 3, Spotlight On case study – Halifax Initiative

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1 Introduction 1.1 The Fire Authority is committed to meeting the needs of West Yorkshire’s diverse communities.

Members are aware that we direct our resources particularly towards the most vulnerable groups or individuals: those who are most at risk because of their lifestyles, behaviours or the way their protected characteristics, such as race, or religion or belief, influence their day-to-day life.

2 Information

2.1 The different geographical, historical, socio-economic, cultural and ethnic profile of West Yorkshire means that WYFRS must target resources appropriately to address the specific risks.

2.2 Committee Members receive updates on the delivery of District Action Plans and performance against targets.

2.3 The ‘Spotlight On’ case studies attached provide examples of how these Action Plans and targets are delivered by firefighters, and fire safety employees. They demonstrate how the Service tailors its services to achieve positive outcomes for vulnerable/at risk individuals and groups in West Yorkshire, who have protected characteristics1.

2.4 The case studies also explicitly link to the organisation’s Strategic Objectives and the Equality Act protected characteristics. They will be made available to the public on the "Why We're Excellent" section of the www.westyorksfire.gov.uk web site.

2.5 The process of ‘Spotlight On’ has previously been reported to Human resources Committee as part of the Public Sector Equality Duty –Annual Update, however, the detail of the activities that are presented sit more reasonably with reporting at Community Safety Committee.

3 Financial Implications 3.1 There are no financial implications associated with this Report.


4.1 The ‘Spotlight On’ Case studies illustrate how the Authority meets the needs of service users who share a protected characteristics and how it fosters good relations, two keys requirements of the Public Sector Equality Duty.


5.1 There are no health and safety implications directly associated with this Report.


6.1 The ‘Spotlight On’ case studies provide examples of the following priorities;

• Delivery of a proactive fire prevention and protection programme.

1 As set out in the Equality Act 2010: race, disability, age, sex (gender), transgender, marriage and civil partnership, pregnancy and maternity, religion or belief, sexual orientation).

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http://www.westyorksfire.gov.uk/

Spotlight on...Get started with boxing

What the need was and how we identified it:

WYFRS have successfully been reducing levels of antisocial behavior (ASB) through the delivery of the Young Firefighter’s scheme. The building of a relationship between local stations and young people has given them an understanding of the pressures and demands placed on a fire and rescue service. In addition to reducing ASB attacks whilst responding to incidents, the Young Firefighter’s scheme has given young people the opportunity to develop their personal skills and understand their social responsibility within the community.

With this combined approach in mind, the Youth Intervention Team has recognised the possible impact that a wider catalogue of courses can have in the lives of young people. Through the development of inter and intra personal skills in young people, we can impact on their access to education, volunteering, work placement opportunities, training and promote a healthier positive lifestyle.

Young people not in education, training or employment have a significant impact on the economy and communities of West Yorkshire. For a young person not in education, employment or training, the barriers to moving forward in one of these areas can be huge. One of the most effective ways of achieving a safer community is to work with young people from groups at particular risk of becoming involved in crime and disorder, arson and deliberate fire-setting. This in turn helps those young people who are at risk through unhealthy, chaotic and potentially harmful lifestyles, to get into work, training or education.

What we did:

WYFRS Youth Intervention Team, two operational Firefighters and Stanningley’s SC, worked in partnership with the Prince’s Trust, Leeds City Council and Boxing England to deliver a one week intensive programme called Get Started with Boxing (GSWB) for young people between the age of 16 and 25. The first five day course (Monday to Friday, 9:30 to 16:00) took place at Stanningley Fire Station in August 2015 and the second course took place in April 2016. Each course

included a taster day held during the week before the main delivery, at which we have had over 40 attendees, and a follow up reunion event the week following the course.

Each programme has offered 16 (32 in total) young people from a variety of backgrounds the opportunity to work with some of our staff both operational and non-operational, a Boxing England coach, an Olympic Boxer and players from Leeds Rhino’s; the intention being for them to learn about (amongst other things) self-discipline, teamwork, healthy and nutritional eating, first aid, personal responsibility, positive mental health and fitness. The intensity and pace of delivery requires the group to work hard and work together in order to develop boxing knowledge and the personal skills, which they put into practice during ‘The Challenge’ and ‘The Celebration’ on the last day of the course.

Through the development of these essential personal skills, and with an extra boost of motivation, the young people attending the course are given a starting point to move into education, training or employment. As many of them face a range of issues on a day to day basis, the completion of this course is a huge achievement in itself.

What difference are we making?

21 out of the 25 young people attending the August 2015 and April 2016 course moved on to positive outcomes within the three months following the course. The paths of progression included 7 young people attending college full time to gain qualifications, which they had never even considered priory to the GSWB programme, and one of these young people has decided he would now consider university studies as well. 3 young people went on to full time employment in the food and retail sector, whilst others have gained volunteering opportunities.

Other progression routes from this course, identified through the partnership with Leeds City Council and The Prince’s Trust, is to attend either the Dame Kelly Holmes ‘Get on Track’ programme or the Prince’s Trust TEAM programme. These courses work on building continued

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An excellent Fire and Rescue Service Making a difference 126

confidence and employability skills for those who still require additional support in these areas. The story of one young person’s progression on from this GSWB course is the best example of what differences we are making.

At the time of attending the GSWB in August 2015, the young person in question was part of a rehabilitation programme for alcoholism. Peaks and troughs were a regular part of the course for this young person, but they did fully complete the course and took part, although very nervously, in the presentation of that week’s course in front of a packed room full of friends, family and professionals. The young person moved on to complete the Dame Kelly Homes Trust ‘Get on Track’ Programme, further giving them the skills to be able to move into full time education, training or employment. By April 2016, that same young person was able to attend the second GSWB course, this time not as a fellow attendee, but as a guest speaker, when she described her journey over the previous 8 months. She could proudly say that she had secured full time employment and devoted some of her spare time to volunteering. It was great to hear her say, in front of a WYFRS audience, that her success would not have been possible without having attended the catalyst course provide by the GSWB team. In the long term this young person has moved into an overall better position in their life and will ultimately not be contributing to the demand placed on blue light services in the future because of this.

Other outcomes:

• Engagement with these young people has built a trust in the FRS and provided positive role models for their future personal development. 100% of feedback from the young people suggested they now had a better understanding of the work a FRS can do and that they would inspire to live more positively due to this new understanding.

• The course actively promotes equality and diversity, evidenced by the mixture of both girls and boys and BME attending the taster day and the course itself.

• Due to the close partnership working with the Prince’s Trust, who promote and recruit young people through their outreach teams, we are able to impact on group we would not usually have access to.

• Lifestyle management issues are addressed during the follow up support provide by the Prince’s Trust, including where applicable guidance on money, bills, employment and job seeking skills, healthy eating and exercise, linking the project closely to the Safe and Well key priorities.

• The staffing structure provides the strongest combination of special green book roles and grey book interests, talent and experiences, to deliver the highest impact to the young people attending.

What are the keys to our success?

The success of this course is in the joint working between WYFRS, The Prince’s Trust, Boxing England and Leeds City Council. The combination of effort to deliver against a priority to improve the community and deliver economic growth in high vulnerability areas, results in an engaging and highly impactive course with focused progression for young people, added social value for the community and longer term prevention for WYFRS.

What next?

It is clear that the Fire and Rescue Service ignites the potential in young people and helps them step onto the ladder of success, we are therefore holding the next GSWB at Stanningley Fire Station in December 2016. We hope to see as many attend the taster day as in the last two cases, providing an opportunity to work with the most vulnerable young people in our community. Further to this course, a project is in development to offer any young person the opportunity to become an ambassador for WYFRS, inspiring the next generation of young people to make positive changes.

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An excellent Fire and Rescue Service Making a differenceThis ‘spotlight on’ contributes to...

DELIVERING A PROACTIVE FIRE PREVENTION AND PROTECTION PROGRAMME ENSURING WE DELIVER TO VULNERABLE GROUPS IN OUR COMMUNITIES

Equality priorities

AGE, YOUNG ADULTS.

TO ADVANCE EQUAL OPPORTUNITY BETWEEN PEOPLE WHO SHARE A PROTECTED CHARACTERISTIC AND THOSE WHO DO NOT. FOSTERING GOOD RELATIONS BETWEEN PEOPLE WHO SHARE A PROTECTED CHARACTERISTIC AND THOSE WHO DO NOT.

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What the need was and how we identified it:

The NHS published Five Year Forward on the 23rd of October 2014. In this report it sets out the new shared vison for the NHS based around the new care model programme. This instigated a new approach using individual organisations the opportunity to apply to be a Vanguard. Vanguard’s are pilots that have the ambition to deliver wider health prevention and collaborate with other service providers to deliver care to the right people, at the right time.

There are three Vanguard types in Wakefield – integrated primary and acute care systems; enhanced health in care homes; and, multispecialty community providers. West Wakefield is a multispecialty community provider that will focus on delivering improved access and availability of local health services.

How does this fit with Fire?

Nationally a new partnership has been established with CFOA and NHS England reviewing their collective capabilities to enhance the lives of vulnerable persons. As a fire service nationally we visit over 670,000 homes annually completing HFSC’s and providing basic interventions. However, fire deaths and injuries are still happening and it is even more difficult to identify and access those who are the most vulnerable. Many of these vulnerable people may be accessing health services, so it seems logical to work with health to provide advice and care to the people who need it the most. By providing a more holistic safety approach we are able to identify the households with complex conditions that may lead to an increased risk of fire. Therefore able to put in basic health interventions that benefit and improve the quality of life and reduce risk of fire.

What we did and the difference it has made:

Since working with West Wakefield Vanguard Wakefield district have been able to:-

1. To Identify and Access the most vulnerable, the people we may not have had access to before through our usual methods. 2. Test the Exeter data to identify the most vulnerable people. 3. Hold a series of community events that target the most vulnerable and have good attendance. 4. Understand and give awareness training to our staff to help them understand the more complex nature of some health conditions 5. Give fire safety awareness and training to Community health providers. 6. Establish a robust referral process between fire and health. 7. Give the community more access to health services

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8. Establish partnerships and develop communication pathways

Aims and Objectives of West Wakefield Vanguard are:

ACCESS

• additional routine and urgent appointments running from 8am to 8pm, 7 days a week • a bigger primary care team including physiotherapy, pharmacy and social workers • someone in every surgery to help you find your way around the care system • new methods to access care digitally for those who wish to use them

CHOOSE

• appointments in person, or by phone, email or video link • a wider range of professionals to help you • new tools and services to help support your health and wellbeing

CONNECT

• getting you to the right service for your needs as quickly as possible • using technology to make sure the right people have the right information to care for you, wherever and whenever they see you • creating digitally connected teams of social care workers, nurses, hospitals, community and mental health services, GPs and voluntary services • using social networks to better connect with you

Outcomes:

• Following the success of the ‘sloppy slippers’ event developed and delivered at Ossett fire station, West Wakefield Vanguard have been able to replicate this initiative model to target the most vulnerable. This has meant together we have been able to give fire and health interventions to over 65’s in the Ossett area, significantly reducing them having a fire.

• Wakefield fire station have been able to test the Exeter data on behave of central prevention, though identifying and targeting the right people to attend the right events, using an extensive leaflet campaign.

• Partnerships have been created with West Wakefield Vanguard and the rest of the health services across the Wakefield district though the Wakefield Provider Alliance. Which will enable the following:-

o Sharing of data o Enhanced training delivered by partners

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o A robust referral process into both services fire and health o Future collaboration opportunities o Clear roles and responsibilities. o A more integrated service for the community o Reduce waiting times from referrals

• Fire has been invited to sit on strategy board to help develop community health strategies and the wider health prevention plan.

Keys to success:

• A strong involvement and commitment by all service providers. • Correct governance in place to ensure the right people with the correct authorisation attend the right meetings at the right time. • Strong leadership and decision making • SMART objectives that are practical to implement.

This Spotlight On supports the delivery of the Strategic Priority:

• 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.

Equality priorities:

• Age, disability, social deprivation • Advance equality of opportunity between people who share a protected characteristic and those who do not share them

Contact: Clare Hesselwood, Wakefield district office [email protected]

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mailto:[email protected]

Five year forward

Sloppy slipper event a Ossett fire station with West Wakefield Vanguard team.

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What the need was and how we identified it

The Park Ward in Halifax contains six Lower Super Output Areas (SOAs) within the 10%

most deprived in the country. The ethnic composition of the ward is diverse with just 40% of

the local population classified as White British.

Analysis of dwelling fire data shows that more dwelling fires occur in the Park ward than

anywhere else in the District. The District Team have used this data to determine the

ratio/prevalence of fires to provide a “per head of population” comparison. The results

highlight that Park ward is in the top quartile for all of West Yorkshire’s wards.

Neighbourhood Statistics and the Calderdale UDP also highlight the particularly high

percentage (23%) of privately rented households in the Park ward. They suggest that there

are 1,171 privately rented households in the Park ward. The District Team’s initial

assessment was that at least 19% (483) of these households did not have working smoke

detection. These households were therefore identified as a priority to receive home fire

safety checks.

What we did and the difference it has made

The District Team used the Hot-strikes toolkit to generate a list of address points for each

SOA in the Park ward. Each SOA was then cross-referenced against the dwelling fire profile,

and Optevia, to discount households that had recently benefitted from home safety checks.

The Team then selected two of the higher risk SOAs to receive a sustained risk reduction

programme.

The Team contacted the St Augustine’s Centre in Halifax. They asked if they could provide a

translation service to assist local fire crews during a two-day risk reduction programme. The

centre were happy to oblige, and were able to supply three multi-lingual interpreters. The

District Team also secured the services of local Police Community Support Officers and the

Local Authority wardens for the duration of the event.

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Outcomes

The main objectives for undertaking the risk reduction programme initiatives in Park ward

are:

• to deliver a large volume of home fire safety checks in areas of higher deprivation

and higher dwelling fire rates

• increase smoke alarm ownership to a comparable level to other wards in the District

• reduce the risk of dwelling fires and associated injuries

• create stronger links between communities and front line services

Resources completed 117 home fire safety checks during the two-day period, yielding 917

points. Many of the visits were to properties without working smoke alarms and some

identified individuals that are particularly vulnerable. The interpreters were invaluable,

because several householders did not use English as their first language. Without them,

safety messages would not have been communicated effectively and entry into several

homes may have been refused.

Analysis following this programme indicates that smoke alarm ownership in this area is much

lower than anticipated. Around 40% of the houses visited did not have any smoke detection.

The initiative has therefore helped to improve this situation, but it has also highlighted the

need for more targeted risk reduction work.

Keys to success

• Continuing to work in partnership with local organisations

• Effective use of information to target resources toward areas of higher risk

• Buy-in from all stakeholders

• Provision of interpreters

• Support from Central Prevention Team

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integrated risk management plan update...2016/07/22 · keighley fire station dec-12 completed...

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