INTEGRATED RISK MANAGEMENT ACTION PLAN · 2017-09-07 · Integrated Risk Management Planning (IRMP) process for inclusion in the 2012/13 Action Plan. ... Brighouse and Elland fire

INTEGRATED RISK

MANAGEMENT ACTION PLAN

2012-2013

CONSULTATION PAPER

2

INTRODUCTION

West Yorkshire Fire and Rescue Authority faces some difficult challenges in meeting its objectives

and at the same time delivering significant efficiencies over the next few years.

The following report presents seven important proposals for more efficient and effective ways of

working.

On 9 September 2011, the fire authority agreed that the recommendations from its chief fire officer

be published for a 12-week period of public consultation. A further report will then be considered by

the authority in December 2011.

If the proposals are approved they will be implemented between 2012 and 2017.

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WYFRA

FULL AUTHORITY

9 Sept 2011

ITEM NO

REPORT OF: DIRECTOR OF OPERATIONS

PURPOSE OF REPORT: To present a range of proposals as part of the

Integrated Risk Management Planning (IRMP) process

for inclusion in the 2012/13 Action Plan.

RECOMMENDATIONS: 1. Approval is given to undertake full consultation in

relation to:

The introduction of a Fire Response Unit and

Resilience Pump at Moortown to replace the 2nd

fire

appliance and the removal of up to 12 fulltime posts

by way of planned retirements.

Remove the 2nd

fire appliance at Silsden and transfer

it to Keighley as a Resilience Pump and the removal

of 5 Retained Duty System posts from the

establishment at Silsden.

The construction of a new fire station to replace South

Elmsall fire station with the removal of 11 fulltime

posts from the establishment by way of planned

retirements and the closure of Hemsworth fire station

with the removal of 12 Retained Duty System posts.

The construction of a new fire station to replace

Rawdon fire station with the removal of 11 fulltime

posts from the establishment by way of planned

retirements and the closure of Otley fire station with

the removal of 12 Retained Duty System posts.

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Brighouse and Elland fire stations and removal of

24 fulltime posts from the establishment by way of

planned retirements.


Batley and Dewsbury fire stations and removal of

24 fulltime posts from the establishment by way of



Gipton and Stanks fire stations and removal of 24

fulltime posts from the establishment by way of


2. The outcomes of the full consultation are reported

back to West Yorkshire Fire and Rescue Authority in

December 2011 for approval of the proposals subject

to the feedback received.

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LOCAL GOVERNMENT (ACCESS TO INFORMATION) ACT DETAILS

EXEMPTION CATEGORY: NONE

ACCESS CONTACT OFFICER: DCFO Beckley and AM Rhodes

BACKGROUND PAPERS: Service Plan 2011-15

Community Risk Management Strategy 2011-15

IRMP Community and Engagement Strategy

OPEN TO INSPECTION: www.wyfrs.co.uk

SUMMARY

WYFRA faces some difficult challenges in meeting its objectives and at the same time delivering

significant efficiencies over the next few years. There have been some major successes over

recent years in reducing risk, activity and demand, with the number of fires, deaths and injuries at an

all-time low, providing opportunity to consider more efficient and effective ways of working.

This paper presents seven proposals, each of which is supported by a business case.

Approval of WYFRA is sought to commence full consultation with all stakeholders and interested

parties over a 12 week period in relation to a range of proposals that will enable significant

efficiencies to be made.

A further report will be submitted in December 2011 to WYFRA, which will include the outcomes of

the consultation. Approval will be sought for the proposals, subject to any changes arising from the

process of consultation.

If the proposals are approved they will be included in the Action Plan for 2012/13 for implementation

between 2012 and 2016.

http://www.wyfrs.co.uk/

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1 BACKGROUND

1.1 Integrated Risk Management Planning was introduced by Government in April 2004,

replacing the 1985 Standards of Fire Cover. Since the introduction of Integrated Risk

Management Plans, WYFRS has not only complied with statutory requirements but has also

been proactive in developing initiatives that have enabled the delivery of an excellent Fire

and Rescue Service for the community of West Yorkshire. West Yorkshire is one of the best

performing fire services in the country; the Integrated Risk Management Planning process it

uses will enable it to remain a first class service whilst still delivering value for money.

1.2 In 2009 WYFRS reviewed its Integrated Risk Management Planning process in order to

prepare fully for the challenges that Fire and Rescue Services across the country were likely

to face due to budgetary reductions. In late 2009 firefighter recruitment was suspended in

anticipation that funding would reduce.

1.3 This critical decision places WYFRS in a strong position to be able to respond to reductions in

funding. The high level strategy is based on the alignment of changes to the profile of

firefighters retiring. This enables the number of firefighters employed by WYFRA to reduce

gradually, in order to avoid wholetime firefighter redundancies.

1.4 As firefighters retire, obviously the numbers that remain to crew WYFRS fire appliances also

reduces. It is therefore necessary to change the number and locations of fire appliances to

maximise the capacity of the workforce by implementing a major change programme to

reorganise and restructure the Service.

1.5 At the heart of WYFRS’s strategy to meet the challenges and continue to make West

Yorkshire safer is the integration of prevention, protection, response and resilience services.

An explanation of how these key pillars operate together is contained within the Community

Risk Management Strategy 2011-2015, which explains how WYFRS determines a

proportional approach to the management of risk in order to deliver an equitable service to

the whole of West Yorkshire.

1.6 The risk management methodology adopted and set out in the Community Risk Management

Strategy has been externally validated to ensure that the Authority is provided with the

highest quality of robust information practicable. This document can be found on the home

page of the WYFRS internet site.

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1.7 Incidence of fire is comparatively rare; WYFRS has achieved great success in reducing the total

number of all incidents in West Yorkshire by 22% between 2004/5 and 2009/10, with the number

of more serious fires reducing by 42%. It is entirely appropriate that the general reduction of risk

and demand is taken account of when determining the level of resources required.

1.8 The principles outlined in the Community Risk Management Strategy 2011-15 enabled a range of

changes to be presented to WYFRA in June 2011. Approval was given at that meeting to carry out

internal consultation and negotiation with employees and their representatives as the changes

have an insignificant impact on fire cover. This report now presents further proposals requiring

full consultation.

2 INFORMATION

2.1 A comprehensive Emergency Cover Review has recently been concluded. This review enables

WYFRS to ensure that its emergency response resources are in the right place at the right time

and that they are being provided in an efficient and effective way. The Emergency Cover Review

provides the basis for determining proposals for future change. Such changes will alter the way

in which WYFRS delivers its emergency response and drive the optimum use of resources,

delivering better value for money.

2.2 Many fire stations are located in certain areas for historical reasons and due to the changes in risk

and demography, are no longer in the optimum location. The Emergency Cover Review has

provided strong evidence for major change.

2.3 The Emergency Cover Review has utilised a number of scientific evaluation tools alongside local

knowledge and professional judgment to identify the changes which would have the least impact

on service delivery. The risk process has been developed, and externally validated by Risk

Management specialists. The Review is also underpinned by a very detailed Resource

Optimisation Study jointly undertaken with experts in this field. The outcome of this extensive

and thorough collaborative work is a robust evidence base on which proposals can be

constructed.

2.4 The alignment of the retirement profile and the anticipated financial plan has enabled significant

changes to be identified that have a limited effect on fire cover. The Community Risk

Management Strategy approved by WYFRA in September 2010, presented a range of potential

types of change which could be introduced, these have been summarised below:

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Restructuring of Response resources based on Risk:

o Station Mergers and redistribution of appliances.

o Closure of some Retained Stations.

o Removal of 2nd appliances or change or supplement the types of appliances with,

for example, Fire Response Units.

Dual Crewing Specialist appliances.

Introducing Combined Aerial Rescue Pumps.

Day Crewing (Close Call) Stations.

Peak Activity Crewing.

Resilience Pumps.

2.5 The Emergency Cover Review has enabled the impact of these and other options for change

to be considered; those options which have the least impact have led to evidence based

business cases being produced.

2.6 Five of the proposals in this report will require the purchase of land and the building of new

fire stations. It has been necessary to include these proposals at this early stage to allow the

lengthy process of land purchase, planning permission and construction to be undertaken.

If approved, the implementation of the five new builds will take place between 2013 and 2017;

this is dependent on the availability of suitable land for purchase.

2.7 Further proposals will be presented to WYFRA in future years, however it is not anticipated

that these will involve any further new builds prior to 2016.

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3 FINANCIAL IMPLICATIONS

3.1 The table below summarises the financial implications of the proposals included within this

report. It can be seen that overall, once fully implemented, they will generate ongoing

revenue (staff) savings of £4.134m per year and will require capital investment of £14.45m

over the next four years. Detailed implications on each of the individual schemes are shown

within this report with a summary of the overall financial picture provided below.

Revenue Implications

3.2 Together with the rest of Local Government the Fire Service is experiencing significant cuts in

funding during the period of the current spending review. Overall fire funding will be cut by

25% over this period; however this will not be shared equally throughout the sector. In the

first two years whilst overall funding has been cut by 6.5% this Authority along with the other

metropolitan brigades will suffer a grant cut of over 10.5%.

3.3 In total the Authority will lose almost £6m of grant in the first two years and if the cuts are

shared out on a similar basis in the final two years could lose a further £12m, if not more.

3.4 The Authority therefore will have to deliver significant savings over the next 3 years in order to

maintain a balanced budget. As explained earlier in the report the Authority will take

advantage of firefighter retirements as a major element of its budget strategy and it is

anticipated that this will deliver a significant proportion of the savings.

3.5 This report identifies the proposed changes in the establishment to deal with the impact of

non-recruitment. An indication of the net savings in staffing costs in a full year once the

changes have been fully implemented is included within each section of the report

Moortown Silsden South Elmsall Rawdon Brighouse Dewsbury Gipton Total

Hemsworth Otley Elland Batley Stanks

Wholetime fire fighters -£288,000 -£434,000 -£434,000 -£932,000 -£932,000 -£932,000 -£3,952,000

Retained fire fighters -£60,000 -£255,000 -£300,000 -£615,000

£0

Running costs -£220,000 -£220,000 -£220,000 -£660,000

£0

Allowances £129,000 £129,000 £258,000

Capital financing charges £12,000 £170,000 £170,000 £170,000 £180,000 £180,000 £882,000

Total revenue implications -£276,000 -£60,000 -£390,000 -£435,000 -£982,000 -£972,000 -£972,000 -£4,087,000

Total capital cost £50,000 £2,800,000 £2,800,000 £2,800,000 £3,000,000 £3,000,000 £14,450,000

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3.6 The overall proposals will deliver ongoing revenue savings of approximately £4m per annum

which, when added to the proposals presented in June 2011, will bring annual savings of over

£6m once fully implemented. These savings will be delivered through non recruitment and

have already been factored into the medium term financial forecast.

3.7 It should be noted that even after the implementation of these proposals there will still be a

significant budget gap and the CFO/CE is developing further plans for WYFRA to consider.

Capital Implications

3.8 As can be seen from the table in paragraph 3.1 the estimated capital cost of delivering these

changes will be £14.45m over the next 4 years which is on top of the normal capital

requirement to replace fire appliances, purchase operational equipment and maintain and

refurbish the current building stock. Fire and Rescue Authorities no longer receive any

financial support towards the cost of borrowing from Central Government which means these

costs estimated to be £0.83m per annum will have to be met from the precept/efficiencies.

3.9 In the current year the Authority has received a capital grant of £2.5m as its share of a £70m

pot to fund fire capital schemes which will be used to reduce borrowing.

3.10 Whilst a similar pot is available for 2012/2013, this will be allocated on the basis of a

competitive bidding process and consequently there is no guarantee this Authority will be

successful. However it is hoped that the ongoing revenue savings that can be delivered

through capital investment should provide a compelling ‘invest to save’ business case.

3.11 The proposals include the removal/replacement of 10 fire stations which will be available for

sale once the individual schemes are completed. The value of this land will vary dependent

upon size and location; it is anticipated that some of the land may provide significant capital

receipts. However in the current economic climate it would not be prudent to assume any

significant level of capital receipts. For this reason the detailed financial implications

exclude any potential income from capital receipts. Any receipts that are generated will be

used to either fund other schemes later in the programme or reduce borrowing.

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4 PROPOSAL 1 - MOORTOWN FIRE STATION

4.1 This proposal involves the removal of the 2nd fire appliance at Moortown, replacing it with a

Fire Response Unit that is crewed during periods of high activity and provision of a Resilience

Pump. If approved this proposal will be introduced during 2012/13. (See appendix 1 for

the business case)

4.2 In the period between 2004/5 and 2009/10 the number of incidents in this area has reduced by

35% (there has been a reduction of 47% of serious fires). The reduction in risk has been achieved

by working with partners and local communities, making Moortown a safer place to live and work.

4.3 The provision of two 24/7 fire appliances is now disproportionate to the level of risk: On a cost

per risk basis Moortown is the second most expensive multi-pump fire station in West Yorkshire

(Dewsbury being the most expensive).

4.4 WYFRS intend to drive the level of risk down further by setting and achieving a number of

challenging risk reduction targets. The current location of the fire station continues to provide an

effective base for WYFRS resources, but as it was constructed over 50 years ago, investment will

be required to improve the standard of accommodation for firefighters and visiting members of the

community.

4.5 WYFRS’ commitment to providing an excellent and efficient service has informed the proposal to

introduce an innovative way of providing an emergency response service within the area of

Moortown and Leeds District. Instead of continuing to provide two front line fire appliances

WYFRS will replace one of them with a Fire Response Unit which will be capable of providing a

faster response to smaller incidents across Leeds District. This will maximise the availability of

front line fire appliances for life and property incidents.

4.6 A comprehensive trial of the Fire Response Unit at Moortown has been undertaken over the last 6

months; the pilot indicates that the Fire Response Unit is very effective. It attends a large number

of incidents across the Leeds District enabling other fire appliances to remain available to respond

to more serious incidents involving risk to life and property.

4.7 The staffing arrangements for the Fire Response Unit will improve efficiency and provide better

value for money. The existing 1st fire appliance at Moortown will continue to be crewed as it is

currently, providing an adequate and appropriate response for the area. The Fire Response Unit

will only be crewed during busier periods of activity.

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4.8 An additional fire appliance will be strategically located at Moortown fire station as part of

WYFRS’ resilience arrangements. This Resilience Pump will not be continuously crewed

but will be activated during periods of anticipated or unplanned/unexpected high levels of

operational activity and in response to significant events which could affect emergency

response. Examples of such events include wide area flooding, the bonfire period, periods of

bad weather, or for attending very large protracted incidents.

4.9 Financial Implications

Replacing the second fire appliance at Moortown with a Fire Response Unit and a Resilience

Pump will result in the removal of between 8 and 12 firefighters (dependent on the shift

pattern and staffing level agreed during the consultation and negotiation process). The

purchase/lease cost of the Fire Response Unit will be £50,000. The table below summaries

the financial implications of these changes based on the deletion of 8 posts.

NOTE: Salary includes on costs

If 12 posts removed the annual savings will rise to £420,000.

Salary Number Full year

Cost\Saving

Reduction in staffing

Firefighters £36,000 -8 -£288,000

Net staffing savings -£288,000

Capital expenditure £50,000

Capital financing charges £12,000

Net saving -£276,000

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5 PROPOSAL 2 – SILSDEN FIRE STATION

5.1 This proposal involves the relocation of the second fire appliance at Silsden to provide a

Resilience Pump at Keighley. If approved this proposal will be implemented during

2012/13. (see appendix 2 for the business case).

5.2 This proposal for Silsden fire station reflects the very low demand placed upon the fire

appliances stationed there. Silsden is one of the safest places to live in West Yorkshire,

and is categorised to be a Very Low Risk Area. During 2009/10 there were just 36

incidents (not including false alarms) within the station area (many of these were small

rubbish fires).

5.3 This is a low level of activity even when compared to the other Very Low Risk station

areas in West Yorkshire, (all of which are provided with one fire engine, not two as is the

case for Silsden). There has been a 43% reduction in all incidents between 2004/5 and

2009/10 (there has been a reduction of 63% of serious fires).

5.4 The fire station currently houses two front line fire appliances which are crewed by

retained duty system (part-time) firefighters who either live or work within close proximity

to the fire station and respond to emergencies from these locations. The provision of two

fire appliances at Silsden is greatly disproportionate to the risk. Silsden is the only

Retained Duty System station that has two fire appliances. This proposal will provide

the community of Silsden with the same level of service currently delivered to other West

Yorkshire Very Low Risk station areas.

5.5 Since 2010 WYFRS has provided operational and administrative support to retained

stations by the employment of whole-time Local Retained Support Officers, this provision

will be continued. The introduction of a Local Retained Support Officer on retained

stations has been highly successful in helping drive down risk, improving standards and

increasing the amount of time the fire appliances are fully staffed.

5.6 The fire appliance that is removed from Silsden will be strategically located at Keighley

fire station as part of WYFRS’s resilience arrangements as previously described

(paragraph 4.8).

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The removal of the second fire appliance at Silsden will result in the removal of 5 part-time

firefighter posts from the establishment. The table below summarises the financial

implications of these changes.



Cost\Saving


Retained Firefighters £12,000 -5 -£60,000


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6 PROPOSAL 3 – SOUTH ELMSALL AND HEMSWORTH

FIRE STATIONS

6.1 This proposal involves the construction of a new fire station to replace South Elmsall fire

station in an optimum location with the provision of one fire appliance and the transfer of the

fire appliance from Hemsworth to provide a District based Resilience Pump. Hemsworth fire

station will be surplus to requirements and will be closed. If approved this proposal will be

introduced between 2013 and 2017. (See Appendix 3 for the business case).

6.2 The Wakefield District of West Yorkshire is currently served by fire appliances at South

Elmsall, Hemsworth, Featherstone Pontefract/Knottingley and Ossett, with additional

appliances at Wakefield, Normanton and Castleford. At the south eastern extremity there

are two fire stations close together, one is based at a whole time staffed fire station at South

Elmsall and the other is a retained duty system (part time) fire station at Hemsworth.

6.3 Changes in the demographic profile of this area, combined with a series of sustained risk

reduction initiatives have resulted in a 36% reduction in the combined number of incidents for

South Elmsall and Hemsworth between 2004/5 and 2009/10 (there has been a reduction of

43% of serious fires). The road network has also undergone recent significant upgrade as

part of the social and economic strategy to regenerate the area. These improvements and

reduced appliance availability levels at Hemsworth are significant contributory factors for this

proposal. This area is one of the safer places to live in respect of fire-related emergencies in

West Yorkshire, and is considered by WYFRS to be a Very Low Risk Area.

6.4 The proposal is to introduce a more efficient and effective service by consolidating resources

in the South Kirkby area by building a new fire station with one front line fire appliance

replacing the existing two at South Elmsall and Hemsworth. This fire appliance will be

crewed by whole time firefighters providing a swift emergency response service and

improved prevention and protection services for the surrounding communities. This resource

is proportionate to the low level of risk and activity.

6.5 A more efficient duty system (Day Crewed Close Call) which utilises a smaller pool of

firefighters but delivers a comparable speed of operational response to that currently being

provided by resources based at South Elmsall and faster than that at Hemsworth, will be

introduced.

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6.6 Over the past 15 years a number of detailed reviews and studies have concluded that the

traditional approach to crewing emergency appliances needs to change and be replaced with

arrangements that are appropriate to the levels of risk and demand. Following extensive

research, WYFRS has successfully introduced a variation of the traditional Day-Crewing duty

system at Normanton fire station (and temporarily at Knottingley) called Day Crewing Close

Call which provides a comparable response service to that of the four shift duty system with

fewer firefighters working more flexibly. This duty system was approved by the WYFRA

Personnel Committee on 8 April 2011, following collective agreement with the Fire Brigades

Union.

6.7 The shift arrangements will be amended to improve efficiency and provide better value for

money. This will be done in such a way that ensures the fire appliance will be crewed to

respond to emergencies in less than two minutes from being mobilised (the same as

traditional wholetime shift fire stations). This is appropriate due to the very low number of

incidents at night time. Off-duty accommodation will be provided close to the fire station

which will enable firefighters to rest during the night but still be able to respond to calls as

quickly as they were when they were at work in the fire station. This can be achieved by

reducing staffing by 11 fulltime personnel.

6.8 The closure of Hemsworth Fire Station will result in the Retained Duty System firefighters

working there being removed from the establishment and the fire appliance will be

strategically located at the new station as part of WYFRS’ resilience arrangements as

previously described (Para 4.8).


The current duty system at South Elmsall comprises of four Watch Managers, four Crew

Managers and 16 firefighters; a total establishment of 24, costing £916,000 per annum.

Implementation of Day Crewing Close Call at the new fire station will reduce the

establishment to a total of 13, with two Watch Managers, one Crew Manager and 10

firefighters. In order to bring about these changes it will be necessary to invest £2.8m in

capital to construct the new fire station and suitable accommodation. The closure of

Hemsworth station will provide efficiencies of £0.255m (inclusive of staffing and maintenance

costs). There will be a reduction of 12 Retained Duty Systems posts from the establishment.

The table below summarises the financial implications of these changes.

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South Kirby


Cost\Saving

Reduction in staffing South Elmsall

Firefighters £36,000 -6 -£216,000

Crew managers £40,000 -3 -£120,000

Watch managers £49,000 -2 -£98,000

Add additional allowances

Firefighters £9,500 10 £95,000

Crew managers £10,000 1 £10,000

Watch managers £12,000 2 £24,000

-£305,000

Closure of Hemsworth Retained -£255,000


Capital expenditure £2,500,000



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7 PROPOSAL 4 – RAWDON AND OTLEY FIRE STATIONS

7.1 This proposal involves the construction of a new fire station to replace Rawdon fire station in

an optimum location with the provision of one fire appliance and the transfer of the fire

appliance from Otley to the new station to provide a Resilience Pump. Otley fire station will

be surplus to requirements and will be closed. This proposal results in significant

efficiencies. If approved this proposal will be introduced between 2013 and 2017. (See

Appendix 4 for the business case)

7.2 The North West Area of Leeds District is currently served by fire appliances at Otley, Rawdon

and Cookridge, there are also appliances locally based at Shipley, Idle and Ilkley. Historically

this area has experienced very few incidents with a 19% reduction in incidents between 2004/5

and 2009/10 (there has been a reduction of 43% of serious fires). WYFRS’ proposal reflects this

low level of activity. This area is one of the safer places to live in respect of fire-related

emergencies in West Yorkshire. Both station areas are categorised as Very Low Risk areas.

7.3 The proposal is to introduce a more efficient and effective service by consolidating resources in

the Menston/Guiseley area by building a new fire station with one front line fire appliance and a

Resilience Pump replacing Rawdon and Otley appliances. The front line fire appliance will be

staffed by whole time firefighters providing a swift emergency response service and improved

prevention and protection services for the surrounding communities. This resource is

proportionate to the low level of risk and activity.

7.4 A more efficient duty system (Day Crewing Close Call) that utilises a smaller pool of firefighters

but delivers a comparable speed of operational response to that currently being provided by our

resources based at Rawdon and faster than those at Otley will be introduced.

7.5 This is the same Duty system being proposed for Proposal 3, South Elmsall/Hemsworth.

7.6 The closure of Otley Fire Station will result in the Retained Duty System firefighters working there

being removed from the establishment.

7.7 The other fire engine will be strategically located at the new fire station as part of WYFRS’

resilience arrangements as previously described (paragraph 4.8).


The current duty system at Rawdon comprises of four Watch Managers, four Crew Managers

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and 16 firefighters; a total establishment of 24, costing £916,000 per annum. Implementation

of Day Crewing Close Call at the new fire station will reduce the establishment to a total of 13,

with two Watch Managers, one Crew Manager and 10 firefighters. In order to bring about

these changes it will be necessary to invest £2.8m in capital to construct the new fire station

and suitable accommodation. The closure of Otley station will provide efficiencies of £0.30m

(inclusive of staffing and maintenance costs). There will be a reduction of 12 Retained Duty

Systems posts from the establishment. The table below summarises the financial

implications of these changes.


Rawdon Otley


Cost\Saving


Firefighters £36,000 -6 -£216,000

Crew managers £40,000 -3 -£120,000

Watch managers £49,000 -2 -£98,000

Add additional allowances

Firefighters £9,500 10 £95,000

Crew managers £10,000 1 £10,000

Watch managers £12,000 2 £24,000

-£305,000

Closure of Otley Retained -£300,000





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8 PROPOSAL 5 – BRIGHOUSE AND ELLAND FIRE

STATIONS

8.1 This proposal involves the construction of a new fire station to replace the fire stations at

Brighouse and Elland. The new station will be sited in an optimum location with the provision

of one fire appliance and one Resilience Pump. If approved this proposal will be introduced

between 2013 and 2017. (See Appendix 5 for the business case)

8.2 The South and East Calderdale area of West Yorkshire is currently served by fire appliances

at Brighouse and Elland, with surrounding stations at Halifax, Odsal, Cleckheaton and

Huddersfield.

8.3 The communities in the locality of Brighouse and Elland have historically been areas which

have experienced very few serious fires and associated rescues. The number of incidents

has reduced by 4% between 2004/5 and 2009/10 (there has been a reduction of 27% of

serious fires). A co-ordinated approach to risk reduction with partner organisations and

communities has led to the risk within these areas being maintained at a relatively low level.

The proximity of Brighouse and Elland fire stations to the M62 motorway results in WYFRS

resources based within these areas responding to a higher than average number of road

traffic collisions.

8.4 Elland is Low Risk, and Brighouse is Very Low Risk, compared to other areas of West

Yorkshire. The Elland/Brighouse area of Calderdale is one of the safer places to live in

respect to fire-related emergencies.

8.5 Both fire stations at Brighouse and Elland have one front line fire appliance and given the low

risk and low operational activity levels in these areas WYFRS can provide a more efficient

and effective service by consolidating these resources at a new fire station located within the

Rastrick locality. The new fire station will also improve the fire appliance arrival times into the

higher risk areas of Huddersfield.

8.6 Brighouse also provides a combined Swift Water Rescue and Flood Response capability for

the surrounding area and supports a response to water incidents across West Yorkshire.

8.7 The new station will house one front line fire appliance instead of the two appliances currently

based at the existing locations. The fire appliance at Rastrick will be able to respond quickly

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into Elland and Brighouse whilst still being able to access the motorway network. The Swift

Water Rescue and Flood Response capability will also be provided at the new Rastrick Station.

The new fire station will be built to a high specification and will provide modern accommodation

and training facilities for firefighters. The surrounding communities will receive continuous fire and

rescue cover, provided by the whole time staffing of one front line fire engine.

8.8 The shift arrangements will remain unchanged. The reduction from two to one continually

staffed fire appliance improves efficiencies and provides better value for money. This can be

achieved by removing 24 fulltime posts from the establishment by way of planned retirements.

8.9 Another front line fire appliance will be strategically located at the new fire station as part of

WYFRS’ resilience arrangements as previously described (paragraph 4.8).


The merging of Brighouse and Elland will provide efficiency savings of four Watch Managers,

four Crew Managers and 16 firefighters. In order to bring about these changes it will be

necessary to invest £2.8m in capital to construct the new fire station. The table below

summarises the financial implications of these changes.


Brighouse Elland


Cost\Saving


Firefighters £36,000 -16 -£576,000

Crew managers £40,000 -4 -£160,000

Watch managers £49,000 -4 -£196,000

-£932,000

Saving in running expenses -£220,000

Net staffing savings -£1,152,000




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9 PROPOSAL 6 – DEWSBURY AND BATLEY FIRE

STATIONS


Dewsbury and Batley. The new station will be sited in an optimum location with the

provision of two fire appliances and one Resilience Pump. If approved this proposal will be

introduced between 2013 and 2017. (See Appendix 6 for the business case).

9.2 The East area of Kirklees is currently served by two fire appliances at Dewsbury, with Batley,

Mirfield, Ossett, Cleckheaton and Morley each housing one fire appliance each. Dewsbury

is a High Risk station area and Batley is Medium Risk. The risk in both these station areas is

reducing and the provision of two fire appliances in this area is proportionate to the risk and is

comparable to other similar station areas.

9.3 Despite successful risk reduction activities and a 17% reduction in the number of incidents

between 2004/5 and 2009/10 (there has been a reduction of 34% of serious fires); WYFRS

recognise that the level of risk in this area warrants a swift fire and rescue response. The

provision of a new station will replace the ageing fire station at Dewsbury. Dewsbury and

Mirfield are less than two miles apart (Mirfield is a retained fire station), the close proximity of

these two stations means that the three fire appliances cover the same areas. Relocating

Dewsbury to a location between Batley and Dewsbury will make better use of the fire

appliance at Mirfield.

9.4 The proposal is to build a new fire station in the area between Dewsbury and Batley with two

fire appliances plus one Resilience Pump.

9.5 The new station will be built to a high specification and will provide modern accommodation

and training facilities for firefighters. It will also continue to provide a base for community

safety activity which will work proactively within the community to reduce the incidence of fire

related events.

9.6 The shift arrangements will remain unchanged; the reduction from three to two continually

staffed fire appliances improves efficiency and provides better value for money. This can be

achieved by removing 24 fulltime posts from the establishment.


23

WYFRS’ resilience arrangements as previously described (Para 4.8).


The merging of Dewsbury and Batley will provide efficiency savings of four Watch Managers,


necessary to invest £3.0m in capital to construct the new fire station. The table below

summarises the financial implications of these changes.


Dewsbury Batley


Cost\Saving


Firefighters £36,000 -16 -£576,000

Crew managers £40,000 -4 -£160,000

Watch managers £49,000 -4 -£196,000

-£932,000






24

10 PROPOSAL 7 – GIPTON AND STANKS FIRE STATIONS


Gipton and Stanks. The new station will be sited in an optimum location with the provision of

two fire appliances and one Resilience Pump. If approved, this proposal will be introduced

between 2013 and 2017. (See Appendix 7 for the business case).

10.2 The North East Area of West Yorkshire currently has two fire appliances at stations at Gipton,

Leeds and Moortown. Garforth, Stanks, Wetherby and Rothwell stations each house one fire

appliance. North East Leeds (in particular Gipton) has historically been an area that has

experienced higher numbers of fires and rescues. The coordinated risk reduction work

undertaken with partner organisations, local communities and the highly successful Arson Task

Force has, resulted in a 28% reduction in incidents at Gipton and Stanks between 2004/5 and

2009/10 (there has been a reduction of 61% of serious fires) .

10.3 Notwithstanding this success in reducing risk it is also recognised that the level of risk within this

area of the county is still Very High and warrants the provision of a swift fire and rescue response.

The provision of a new station will replace the ageing fire station at Gipton and will resolve the

access and egress restrictions caused by traffic calming measures at Stanks fire station.

10.4 The proposal is to build a new fire station in the Killingbeck/Seacroft area that houses two front

line fire appliances replacing the existing fire stations at Gipton and Stanks. The existing three

front line fire appliances will be reduced to two located at the new station, plus one Resilience

Pump.

10.5 The new station will be built to a high specification and will provide modern accommodation and

training facilities for firefighters. It will also continue to provide a base for the Arson Task Force

team who work proactively within the community to reduce the incidence of fire setting. WYFRS’

continued commitment to work closely with local communities will be reflected by the provision of

improved facilities available for use by local partners and community groups. WYFRS will also

continue to work with local schools to support younger members of the community by delivering

the Young Firefighters Scheme at this fire station.

10.6 The shift arrangements will remain unchanged; the reduction from three to two continually staffed

fire appliances improves efficiency and provides better value for money. This can be achieved by

removing 24 fulltime posts from the establishment by way of planned retirements.

25


WYFRS’ resilience arrangements as previously described (Para 4.8).


The merging of Gipton and Stanks will provide efficiency savings of four Watch Managers,


necessary to invest £3.0m in capital to construct the new fire station and suitable

accommodation. The table below summarises the financial implications of these changes.


Gipton stanks


Cost\Saving


Firefighters £36,000 -16 -£576,000

Crew managers £40,000 -4 -£160,000

Watch managers £49,000 -4 -£196,000

-£932,000






26

11 EQUALITY AND DIVERSITY IMPLICATIONS

11.1 The Fire and Rescue Service is delivered to the whole community of West Yorkshire. The

challenge is that service provision needs to be proportionate to the risks from fire and related

incidents within individual communities. The level of risk is not the same across the county;

some communities are safer than others.

11.2 This requires a greater level of prevention, protection and response services being provided

where the risk is greatest and where communities are more vulnerable to fire related

incidents.

11.3 The obvious consequence of this strategy is that fewer resources are deployed in areas

where the communities are at less risk from fire.

11.4 Targeted community safety (prevention) activities are undertaken to identify individuals and

families who are particularly vulnerable with regard to fire related incidents due to lifestyle

factors, irrespective of where they live.

11.5 The objective behind the Public Sector Equality Duty is to ensure that WYFRS considers

equality issues as part of its decision making and routine day to day operational service

delivery.

11.6 The way in which WYFRS ensures that equality issues are embedded at a strategic planning

level is via the Service Plan and Service Delivery Framework, both of which are supported by

the Corporate Driving Diversity Board. This enables strategic decisions to be fully informed

by equality analysis.

11.7 At a local level WYFRS endeavours to deliver its services in a manner which is tailored to the

needs of individuals and communities, this is supported by the completion of Equality Impact

Assessments (EIA). An EIA has been completed for each proposal and is included within

each business case.

27

12 CONCLUSIONS

12.1 The proposals in this paper represent a significant reduction in firefighter posts, yet maintain

appropriate levels of emergency response; this strategy avoids the need for wholetime

compulsory redundancies by aligning the introduction of the changes to the retirement profile.

12.2 Due to the timescales involved in the identification and procurement of land, obtaining

planning consent and construction of new fire stations, it would not be possible to deliver the

same efficiencies by the adoption of compulsory redundancies without impacting on public

and firefighter safety.

12.3 The proposals have been supported by comprehensive business cases and are

proportionate to risk.

12.4 The proposals put forward are those that have the least impact on service delivery, yet

contribute significantly to addressing the budget gap.

12.5 The Service Delivery Framework and range of community safety initiatives that are being

undertaken have been designed to reduce the impact of such changes.

28

INTEGRATED RISK

MANAGEMENT ACTION PLAN

2012-2013

Documents

INTEGRATED RISK MANAGEMENT ACTION PLAN · 2017-09-07 · Integrated Risk Management Planning (IRMP) process for inclusion in the 2012/13 Action Plan. ... Brighouse and Elland fire