Performance Management Report...2017/09/22 · Performance Management Reports. 4 Health and Safety Implications 4.1 There are no health and safety implications arising from this report

Purpose To inform Members of the Authority’s performance against key performance indicators.

Recommendations That Members note the report.

Summary This report provides Members with information regarding the performance of West Yorkshire Fire and Rescue Service against targets to enable the Authority to measure, monitor and evaluate performance.

OFFICIAL

Performance Management Report Full Authority Date: 22 September 2017 Agenda Item: 15 Submitted By: Chief Legal and Governance Officer

Local Government (Access to information) Act 1972

Exemption Category: None

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

Background papers open to inspection: None

Annexes: Performance Management Report 1 April 2017 – 30 June 2017

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Performance Management Report Page 2 of 2

1 Introduction 1.1 The attached Performance Management and Activity Report outlines the Authority’s

performance against key performance indicators thereby enabling the Authority to measure, monitor and evaluate performance against targets.

1.2 The report shows a summary of the cumulative performance for the year 2017/18 to date against each of the indicators.

1.3 The Performance Management and Activity Report is monitored bi-monthly by Management Team and the Full Authority at each meeting.

1.4 An abridged version of the Performance Management Report is presented to each Audit Committee highlighting where targets are not being achieved.

1.5 A traffic light system is used to provide a clear visual indicator of performance against each of the indicators compared to the position at the same time in the previous year.

1.6 Other performance and activity information is also included within the report.

2 Financial Implications

2.1 There are no financial implications arising from this report.

3 Human Resources and Diversity Implications

3.1 Measurement against key indicators on human resources and diversity are included in the Performance Management Reports.

4 Health and Safety Implications

4.1 There are no health and safety implications arising from this report.

5 Service Plan Links

5.1 This report links to all of the Service Plan 2015-2020 priorities as the Performance Management Report covers all areas of performance of WYFRS.

6 Conclusions

6.1 That Members note the report.

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Performance Management and Activity Report 2017/18

Period covered: 1 April – 30 June 2017 Date Issued: 25 August 2017

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Table of Contents

Introduction/Summary 2Service Delivery Targets 31. Operational Risk Visits (including Fire Safety) 52. Home Fire Safety Checks 53. Safe and Well Checks 64. Incidents 75. Fire-Related Incidents - Six Pumps and Above 96. Violence at Work 14

Introduction/Summary

The purpose of this report is to provide information regarding the performance of West Yorkshire Fire and Rescue Service against selected national and local targets to enable the Authority to measure, monitor and evaluate performance.

In this report, monthly statistics have been utilised to identify trends in performance. Information regarding a selection of local performance targets has also been provided in this report and comparisons have been made with the previous year’s performance.

All data, unless specified, is for the reporting period 1 April – 30 June 2017.

A traffic light system has been employed to provide a straightforward visual indicator of performance against each of the FRS indicators.

Graphical representation of the performance of West Yorkshire Fire and Rescue Service is available through the Performance Management Information System (PMIS), which is accessed via the Service’s intranet site.

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Service Delivery Targets

Not achieving target (by more than 10%) Satisfactory performance (within 10% of target) Achieving or exceeding target

Actual Data

(2009/10)

Three Year

Average Target

(2014/17)

Actual Data to

date (2016/17)

Actual Data to

date (2017/18)

Performance Against Three Year Average (2017/18)

End of Year Projection (2017/18)

Arson 10897 5951 1579 2257 52.1% 9053

Actual Rescues 875 795 174 187 -5.7% 750

Total Activity 34270 21997 5561 6468 17.9% 25943

Dwelling Fires 1549 1222 299 298 -2.2% 1195

Non-Domestic Building Fires 513 451 125 127 12.9% 509

Prevalence of False Alarms 16750 10513 2504 2475 -5.6% 9927

Fire-Related Injuries 270 218 56 66 21.4% 562

Road Traffic Collisions 1060 629 138 140 -10.7% 590

Malicious False Alarms 713 336 73 85 1.5% 341

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Service Delivery Indicators - Performance compared to previous year

Description 2017-18 To Date

Same Period 2016-17

Accidental Dwelling Fires (per 10,000 dwellings) 2.56 2.47

Number of deaths arising from accidental fires in dwellings (per 100,000 population)

0.09 0.09

Number of Fire-Related Deaths (per 100,000 population) arising from fires other than Accidental Dwelling Fires

0.00 0.04

Number of Injuries arising from accidental fires in dwellings (per 100,000 population)

1.93 1.50

(a) Number of Serious Injuries(per 100,000 population) 0.17 0.31 (b) Number of Slight Injuries (per 100,000 population) 1.75 1.19 The percentage of dwelling fires attended where there was a working smoke alarm which activated

54.8% 57.8%

The percentage of dwelling fires attended where a working smoke alarm was correctly fitted but did not activate

21.4% 13.4%

The percentage of dwelling fires attended where a smoke alarm, because it was faulty or incorrectly sited, did not activate

3.0% 6.35%

The percentage of dwelling fires attended where no smoke alarm was fitted

20.7% 22.4%

Number of calls to malicious false alarms (per 1000 population) – attended

0.03 0.03

False alarms caused by automatic fire detection equipment (per 1000 non-domestic properties)

0.86 0.89

False alarms caused by automatic fire detection equipment (per 1000 domestic properties)

0.09 0.11

Fires in non-domestic premises (per 1000 non-domestic premises)

0.84 1.14

Number of Primary Fires (per 100,000 population) 42.07 39.17

Number of Fire Casualties – excluding Precautionary Checks (per 100,000 population)

2.89 2.34

Arson Incidents – All Deliberate Fires (per 10,000 population) 9.97 4.73

Arson Incidents – Deliberate Primary Fires (per 10,000 population)

2.00 1.18

Arson Incidents – Deliberate Secondary Fires (per 10,000 population)

7.97 3.55

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1. Operational Risk Visits (including Fire Safety)

The Fire Safety Strategy determines that operational crews will carry out visits to risk premises in support of fire protection personnel. These visits are known as Operational Risk Visits.

Crews carrying out an ORV will collect both operational risk information (risks and mitigating control measures which would be invaluable information in the event of an incident at the premises) and fire protection information in one single ORV.

An action was set in the 2016/17 WYFRS Action Plan ‘to implement a revised ORV process’. Following a systematic review of the process it is apparent that the process, as currently designed, is collecting a very significant amount of data about a large number of premises. However, the needs of the service are better serviced by collecting more, and better quality data, about a smaller number of higher risk premises, and supporting this with more generic data about lower risk premises. In order to redesign the process a decision has been made to cease the current programme of ORVs other than in the case of work already in progress, and in respect of new high risk premises which come to our attention (the exception to this has been the series of additional inspections that we have carried out on our high rise premises on the back of the tragic events at Grenfell Towers). The outcome of this is that the target set at the beginning of the year will not be met. All existing ORV data remains live and available to operational crews.

A small team of officers are now working on a revised process. This change has been well received by operational staff who recognise that the issues which they have raised about the ORV process during our consultations with them have been recognised, and acted upon. Further information will be reported in due course.

Following detailed analysis of the issues associated with the collection of Risk Information and the integration with Fire Protection information the development of an action plan has led to the streamlining of the ORV process. A specialist team has been established to ensure that the very highest risk premises are dealt with appropriately. WYFRS holds a large amount of data on buildings that have been classified as low risk. A revised risk scoring methodology will be applied to generate risk scores via accurate generic risk rating for each premises type (in line with the national guidance). This is being applied to the system to provide a consistent approach to similar premises. The development of the new ORV strategy will work in harmony with the newly developed risk based inspection programme.

2. Home Fire Safety Checks

Over the past ten years West Yorkshire Fire and Rescue Service has undertaken an intensive programme of Home Fire Safety Checks (HFSCs) aimed primarily at reducing the impact of domestic dwelling fires on injury, death and damage to property by increasing smoke detector ownership.

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Despite the successes in reducing house fires and associated injuries and deaths, it is clear that there is more to do in terms of targeting those households at most risk and, from 1 April 2013, WYFRS adopted a points-based strategy, which sought to identify such households through an assessment of both individual and geographical risk. The allocation of points for each HFSC aimed to incentivise those personnel carrying out prevention activities to identify risk and to reduce this risk to the maximum extent within the individual household.

Over the past three years, this strategy has delivered excellent outcomes in terms of risk reduction across West Yorkshire, despite a lower number of HFSCs being carried out.

WYFRS have exceeded the target at the end of last year by almost 5%, having achieved 309,719 points against a target of 293,850.

The new Safer Communities Programme has been established and the new Safer Communities (Prevention) Strategy was presented to the community safety committee in July 2017. Internal and external stakeholder consultation has been ongoing and key changes to the way WYFRS delivers its prevention and early intervention activities were approved by the Community Safety Committee January 2017. One fundamental change was to remove the targets for prevention activity. The points based targets did direct prevention activity towards risk but a new risk filtering process was introduced in April 2017 which will filter out low and very low risk individuals to allow our prevention activity to be focused on those most at risk, whilst offering alternative services to low and very low risk groups in the form of posted leaflets and online education.

3. Safe and Well Checks

Several pilots were carried out across the districts to assess the value of the new ‘safe and well’ home visits and these pilots have been evaluated with some positive learning. A comprehensive training programme is being rolled out to cover all the elements of the full ‘safe and well’ visit programme which will see WYFRS providing assessments and support for people who may be vulnerable to falls, cold homes, social isolation or crime. We will also offer basic support to help people to stop smoking . The training programme is being delivered in modules and will take almost 2 years to roll out across the organisation. We continue to engage key partners to progress the use of data and intelligence to target the most vulnerable people and will ensure delivery of appropriate resources to those most at risk. WYFRS is also engaged with local public health teams and a national working group on the evaluation of new community safety activities and once the full programme is being delivered, the national evaluation framework will be used to support the evaluation of our new strategy in respect of community safety activity. The traditional Home Fire Safety Check will therefore evolve into a more comprehensive Safe and Well check.

Total Number of Home Visits April to June 2017 – The number of visits carried out has reduced compared to previous years where a physical target was in place. This is a result of various factors including:

• risk filtering resulting in the offer of alternative provision for low risk households• training modules that are being completed• a requirement that operational crews deliver an increase in community

engagement projects, initiatives and events

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4. Incidents

The table and chart below show the operational activity of West Yorkshire Fire and Rescue Service for the financial year to date (1 April – 30 June 2017) categorised by incident type.

NOTE: The data on page 3 is based on data that has been verified and checked for completeness within IRS, the data below is based on the initial records which are created at the time of the incident.

Incident Category Number Percentage Primary Fires - Accidental 501 7.3% Primary Fires - Deliberate 456 6.7% Secondary Fires - Accidental 438 6.4% Secondary Fires - Deliberate 1,811 26.5% Road Traffic Collisions 145 2.1% Special Service Calls 690 10.1% False Alarm - Apparatus Non-Domestic 748 10.9% False Alarm - Apparatus Domestic 1,189 17.4% False Alarm - Apparatus Other (e.g. Shed or Private Garage) 2 0.0% False Alarm - Good Intent 780 11.4% False Alarm - Malicious 85 1.2% Total 6,845 100%

1664

3188

4704

6364

0

1000

2000

3000

4000

5000

6000

7000

April May June July

Total Number of Home Visits

Cumulative Total Monthly Count

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The table below shows the total number of incidents ten years ago, five years ago, and last year, and can be used as a comparison with the current year’s data above.

Comments on Fatal Fires

553 Harehills Lane, Leeds

27th April 2017 03:12hrs

The deceased male was 42 years old and lived in a privately owned two bedroom terraced house with one other person. On the night of the fire the other occupier of the premises had gone to bed and placed her clothing over a sodium lamp in the rear first floor bedroom which had been switched on by the deceased earlier in the evening. The

501 7% 456

7%

438 6%

1811 26%

145 2%

690 10%

748 11%

1189 17%

2 0%

780 11%

85 1%

Number Primary Fires - Accidental

Primary Fires - Deliberate

Secondary Fires - Accidental

Secondary Fires - Deliberate

Road Traffic Collisions

Special Service Calls

False Alarm - Apparatus Non-Domestic

False Alarm - Apparatus Domestic

False Alarm - Apparatus Other (e.g. Shed or PrivateGarage)False Alarm - Good Intent

False Alarm - Malicious

Incident Category

Number of incidents

1 April 2007 to31 March 2008 Percentage

Number of incidents


Number of incidents


Primary Fires - Accidental 2348 5.7% 1930 8.7% 1901 8.5%Primary Fires - Deliberate 3144 7.6% 1226 5.5% 1730 7.7%Secondary Fires - Accidental 1140 2.8% 1060 4.8% 1339 6.0%Secondary Fires - Deliberate 11321 27.4% 3577 16.1% 4514 20.1%Road Traffic Collisions 1093 2.6% 682 3.1% 571 2.5%Special Service Calls 3202 7.7% 1746 7.9% 1946 8.7%False Alarm - Apparatus 11831 28.6% 8501 38.2% 7187 32.0%False Alarm - Good Intent 5921 14.3% 3055 13.7% 2910 13.0%False Alarm - Malicious 1373 3.3% 457 2.1% 347 1.5%Total 41373 100.0% 22234 100.0% 22445 100.0%

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deceased discovered the fire and woke the other occupier who evacuated the property to summon assistance. The deceased stayed to try to extinguish the fire and was overcome by smoke. He was discovered in the bathroom by firefighters wearing breathing apparatus who removed him from the property and attempted resuscitation. He was pronounced dead at the scene by an officer from Yorkshire Ambulance Service outside the property.

The cause of the fire was accidental ignition of clothing which had been placed over a sodium lamp in the bedroom.

21A Saville Road, Halifax

5th May 2017 05:30hrs

The deceased was 50 years old and lived alone in a one bedroom second floor privately rented flat. He was cared for by his landlord on a daily basis as he was a heavy drinker, suffered from mental health issues and had Asperger’s syndrome. There was battery operated smoke alarm in his bedroom, but this did not actuate and the battery was flat when tested. This property had not received a HFSC. Fire Protection in conjunction with local authority housing is currently investigating the fire safety aspects within the block of flats. The fire was confined to the bed, smoke deposits within the flat were indicative of a smouldering fire the cause of which is deemed to be accidental ignition of bedding by a dropped or carelessly discarded cigarette.

5. Fire-Related Incidents - Six Pumps and Above

General Commentary

UK fire and rescue services determine the size of a fire by the final number of pumps mobilised to deal with it.

A number of additional pumping appliances and special appliances are often mobilised to these types of incidents to undertake supporting activities. These are described as support and specials.

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The following chart details the numbers and severity of such incidents over the last seven years up to 30 June 2017:

Fire-related incidents of this type require the attendance of a fire investigation officer to determine the cause of the fire. The cause is included in the table, but in some circumstances, it may be uncertain, as follows:

Not known - the evidence that remained after the fire was insufficient to determine the cause

Not Yet Determined / Pending Investigation -

as stated

For fires identified as deliberate, we work in accordance with a regionally agreed Memorandum of Understanding with the police, who are responsible for the investigation of all deliberate fires.

11 9

6

15

9 10

22

4

12 11

2 6 7

12

0 3

1 0 0

26

20

6

17 15

18

34

4

0

5

10

15

20

25

30

35

40

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

No.

of i

ncid

ents

Year

Six pumps and above 2012/13 - 2017/18 6-9 pumps10-20 pumps>20 pumpsTotal

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New incidents added to the table are shaded in white.

Date & Time Address Premises

Use Station

Area Cause Pumps

Plus Specials

Number of Personnel

Tuesday 13/04/17

New House Hall New House Road

Sheepridge Huddersfield

Dwelling 60

(Huddersfield) Cooking 6 pumps 2 support 3 specials

30 Ffs 7 Officers

Friday 28/04/17

Horton Ind Park Great Horton Road

Bradford Warehouse 47

(Odsal) Deliberate 8 pumps 3 support 6 specials

52 Ffs 7 Officers

Tuesday 23/05/17

The Combs Hall Lane Thornhill

Dewsbury

Derelict Building

83 (Dewsbury) Deliberate

6 pumps 3 support 5 specials

46 Ffs 7 Officers

Tuesday 20/06/17

Autocare Tyre Centre

Barkerend Bradford

Business 40 (Bradford)

Accidental 6 pumps 3 support

2 Specials

49 8 Officers

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Further detail on recent six pumps and above fire-related incidents:

New House Hall, New House Road, Sheepridge, Huddersfield, HD2 1EG

The incident occurred in Huddersfield station area and was a kitchen fire in a grade 2 listed building. The fire was approx 20m x 20m.

The initial pre-determined attendance was 2 pumps from Huddersfield. At the height of the incident a make pumps 6 message was received by Control. Appliances from Cleckheaton, Dewsbury, Mirfield and Odsal were mobilised along with the following support appliances.

The Command Unit LITE from Featherstone, an aerial appliance from Halifax, the Rapid Deployment Safety Crew from Stanningley, Personnal Welfare Unit from Slaithwaite Command Unit Sector Support from Rawdon and Command Unit Assistants from Morley.

At the height of the incident crews used five large jets, two hose reels and one aerial appliance to bring the fire under control.

Group Manager Farrell was Incident Commander, Area Manager Smith was Senior Advisor, Station Manager Watson was a Working Officer, Station Manager Greenwood was Command Support, Station Manager Donegan was Hazardous Materials and Environmental Protection Officer, Station Manager Booth was Health and Safety, Station Manager Cookson as shadow Fire Investigation Officer and Watch Manager Lister as Fire Investigation Officer.

The time of call for this incident was 13:07 on 13/04/2017 and the stop message was received by Control at 16:45 on 14/04/2017. The incident was closed at 07:54 on 15/04/2017.

The fire was deemed to have been caused by a wood burning cooking stove that ignited waste in an adjacent bin.

Cragg Mill, Cragg Street, Bradford, BD7 4ED The incident occurred in Odsal station area and involved a building fire in a single storey unoccupied warehouse. The building was approximately 60x30m with an asbestos roof involved. The incident was also persons reported.

The initial pre-determined attendance was 3 pumps from Odsal, Fairweather Green and Bradford. At the height of the incident a make pumps 8 message was received by Control who mobilised appliances from Stanningley, Bingley, Shipley, Idle and Cleckheaton along with the following support appliances.

An Aerial appliance from Bradford, the Welfare Unit from Cookridge, the Command Unit from Featherstone with Assistants from Brighouse, the Technical Rescue Vehicle from Cleckheaton, Command Unit Sector Support from Castleford, the Hose Layer from Mirfield and a Rapid Deployment Safety Crew from Halifax.

At the height of the incident crews used 8 BA, 7 Large jets used, PPV and CARP was used. No persons were found to be involved. The incident was sectorised.

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Station Manager Cookson was Working Officer (Initial Senior advisor) Group Manager Farrell was Incident Commander, Area Manager Butters was Senior Advisor, Station Manager Bates was Command Support Officer, Station Manager Goodall as Hazardous Materials and Environmental Protection Officer, Station Manager Naylor was Heath and Safety Auditor, Watch Manager Firth was Fire Iinvestigation Officer with Station Manager Hannah shadowing.

The time of call for this incident was 19:05 on 28/04/2017 and the stop message was received by Control on 28/04/2017 at 22:28:42. The incident was closed on 28/04/2017 at 23:01.

The cause of the fire was believed to have been started deliberately by youths with multiple seats of fire. It involved 7 cars and 2 vans which were located inside the property.

The Combs, Hall Lane, Thornhill, Dewsbury, WF12 0QL The incident occurred in Dewsbury station area and involved a fire in a derelict building.

The initial pre-determined attendance was 2 pumps from Dewsbury. At the height of the incident a make pumps 6 message was received by Control who mobilised appliances from Mirfiel, Rastrick, Morley and Hunslet along with the following support applainces.

CARPs from Wakefield, Leeds and Bradford, the Hose Layer from Otley, Command Support Assistants from Idle, the Command Unit Lite from Featherstone, Command Unit Sector Support from Castleford, Rapid Deployment Safety crew from Fairweather Green and the Personal Welfare unit from Mirfield.

Officers were mobilised due to the size of the incident. They were as follows:

Station Manager Holdsworth was a Working Officer, Station Manager Donegan was Hazardous Materials and Environmental Protection Officer, Group Manager Farrell was Incident Commander, Station Manager Booth was Health And Safety Officer, Station Manager Bates was Command Support Officer, Area Manager Bitcon was Senior Advisor and Watch Manager Firth was Fire Investigation Officer.

The time of call for this incident was 20:29 on 23/05/2017 and the stop message was received by Control on 24/05/2017 at 03:25. The incident was closed on 24/05/2017 at 11:08.

The cause of the fire was believed to have been started deliberately.

Autocare Tyre Centre, Garnett Street, Barkerend, Bradford, BD3 9HA

The incident occurred in Bradford’s station area and involved a fire in a building that was used for tyre storage. The building was 60mx15m and 100% involved. There were exposure risks to two sides.

The initial PDA was 2 pumps from Bradford 4002 and 4008. At the height of the incident a make pumps 6 message was received by control. The following appliances were mobilised; Shipley 5301, Stanningley 3101, Odsal 4701 and Fairweather Green 4201.

The following support appliances were also mobilised:

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4812 Hose Layer Unit 48 6201 Rapid Deployment Safety Crew 8428 Command Unit LIte 5001 Command Unit Sector Support 4101 Command Unit Assistants

At the height of the incident crews used 8 large jets and 2 Breathing Apparatus teams.

Officers were mobilised due to the size of the incident. They were as follows:

0408 SM Goldwater Incident Commander at make pumps 4. Became Working Officer Make Pumps 6

0608 SM Gardiner Command Unit 0112 GM Greenwood Senior Advisor at Make Pumps 4. Became Incident Commander at

Make Pumps 6 0155 SM Hall HMEPO 0118 SM Atkins Health and Safety Auditor 0111 AM Butters Senior Advisor 1004 WM Miller – Fire Iinvestigation Officer

The time of call for this incident was 01:57 on 20/06/2017 and the stop message was received by control on 20/06/2017 at 03:32. The incident was closed on 20/06/2017 at 10:37.

The cause of the fire was believed to be an accidental ignition of combustible materials with roof space. Hot works carried out on adjoining roof earlier in the evening.

6. Violence at WorkAttacks on Personnel There have been fourteen incidents reported by West Yorkshire FRS in this financial year, so far.

2010/11 2011/12 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Attacks on Firefighters 88 77 40 76 64 60 87 14

The table below summarises the events reported by firefighters and other staff. Where stations have not reported any incidents, they are not shown within this table.

For clarification, 'stoning' and 'firework' cover any thrown object identified respectively as a stone or firework; and 'missile' covers any other object used as a projectile.

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The above table shows the number of incidents in which firefighters were subject to violence as a percentage of attendance, by station and by district (0.21% overall). Some stations might appear to suffer a relatively high percentage of attacks, but this is largely due to the Station Manager aller number of incidents attended from such stations.

The Chief Fire Officer re-emphasises that even one attack is one too many and that every assistance and encouragement will be given to the police to bring offenders to court. Work is continuing with a variety of agencies from the police and district councils to community groups and youth leaders to address these issues.

District Actions to Address Violence

All districts are undertaking the following actions:

• Communicating a positive image of the Fire Service in the community

• Taking part in community events to support this image

• Asking questions to firefighters at Performance Monitoring Visits (PMVs) regardingthe e-learning package that was sent out in relation to reading the body language ofpersons and diffusing certain situations

• Encouraging all staff to use the SCIP when intelligence or other information isreceived for risk issues

• Encouraging any watch who place the information on SCIP to email other localstations to alert them to the fact that the address has been added and to make surethat they then view the SCIP for the details

• Consistently promoting the knowledge of Silent Witness cameras with crews and tothe public at events etc. to discourage anti-social behaviour

• Where incidents do occur, publicising through the media any arrests made by thepolice and any sentences given by the courts

• There is a working group established to look at ways of addressing the issues wehave experienced over past years in relation to violence to staff and in particularattacks on firefighters. This group will report progress to the Community SafetyCommittee

Attacks on Firefighters as a Percentage of Turnouts

District / Station No.of Turnouts

Physical Assault

Weapon Brandished

MissileThrown

FireworkThrown Stoning Aggressive

BehaviourVerbal Abuse Total Percentage

Bradford 811 1 1 2 0.25%

Odsal 333 3 3 0.90%

District Total 1940 0 0 3 0 1 1 0 5 0.26%

Rastrick 174 1 1 0.57%

Halifax 237 1 1 0.42%

District Total 622 0 0 0 0 0 0 2 2 0.32%

Cleckheaton 201 1 1 0.50%

Dewsbury 533 1 3 4 0.75%

District Total 984 0 0 0 0 0 2 3 5 0.51%

Hunslet 571 1 1 0.18%

Morley 90 1 1 1.11%

District Total 2268 0 0 0 0 1 1 0 2 0.09%

Totals 6578 0 0 3 0 2 4 5 14 0.21%

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Bradford On 24th April at 19:15hrs, whilst attending a skip fire in a compound on Rees Way, Bradford several stones were thrown at crews by a group of youths who also gave verbal abuse. The police were in attendance and once they drove towards the youths they dispersed.

On 28th April at 19:10hrs, whilst attending a building fire in a warehouse on Horton Industrial Park, Bradford, missiles were thrown at the crews and the appliance.

On 3rd May at 21:00hrs whilst tackling a refuse fire at Bishopdale, Buttershaw, Bradford verbal abuse and missiles were thrown at crews. The youths admitted starting the fire.

This happened again at another incident on the same street ten minutes later at 21:10hrs.

On 5th April at 21:28hrs crews attended a fire alarm actuation on Stallabrass Street, Bradford where the Watch Commander was threatened with physical violence by the occupier.

Calderdale

On 6th May at 19:45hrs, whilst attending a grass fire on Keighley Road, Illingworth, youths in attendance became abusive. The police were requested.

On 14th May at 11:00hrs whilst attending a dwelling fire at Banks End Road, Elland crews were verbally abused.

Kirklees On 6th May at 23:44hrs whilst attending a garage fire on West Park Street, Dewsbury, crews were subjected to extremely threatening behaviour from a group of men. Whilst the crews were dealing with the fire, one of the men sat in the appliance seat whilst the engine was running, and when asked to leave he became very aggressive, shouting and swearing at the officer who threatened to call the police at which point one of the men apologised for his friend’s behaviour and they left the scene.

On 8th May at 19:45hrs whilst attending a small fire in the open on Healey Lane, Batley crews were subjected to verbal abuse.

On 14th May at 13:30hrs crews were called to a bonfire out of control on Canterbury Road, Dewsbury where the owner became very abusive when crews attempted to extinguish the fire.

On 22nd May at 17:50hrs whilst attending a small fire in the open at Laurel Drive Play Area, Batley crews received verbal abuse from a group of children in attendance aged between 10 and 16.

On 10th June at 23:00hrs While attending AFA domestic at building 30-56 Brooklyn Rd Cleckheaton a resident of flat 54 was verbally abusive and threatening to staff.

Leeds

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On 16th April at 17:00 hrs whilst attending a fire in the open on Bodmin Street, Middleton, Leeds, crews received verbal abuse from two youths whilst extinguishing the fire.

On 18th June at 23:00hrs Whilst in attendance at 8 Common Lane, East Ardsley, to reports of a fire, the occupant became very aggressive threatening crews with violence.

Wakefield None to report

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Purpose To update Members of the progress on the Service Plan Action Plan 2017-2018

Recommendations That Members note the report

Summary This report is to update Members of the progress on the Service Plan Action Plan 2017-2018

OFFICIAL

Service Plan - Action Plan 2017-2018 Update Full Authority Date: 22 September 2017 Agenda Item: 16 Submitted By: Chief Legal and Governance Officer



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


Annexes: Action Plan 2017-2018 updated 22 September 2017

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mailto:[email protected]

Service Plan - Action Plan 2017-2018 Update Page 2 of 2

1 Introduction 1.1 At the Full Authority meeting held on 17 February 2017, Members approved the Service Plan

Action Plan 2017-2018 for publication.

2 Information

2.1 Progress on the implementation of the action plan is reported to each Full Authority meeting and the attached is the latest update.


3.1 Financial implications of each of the actions are incorporated within each project as appropriate.


4.1 Human resources and diversity implications are incorporated within each project as appropriate.


5.1 Health and safety implications are incorporated within each project as appropriate.


6.1 This report links to all the Service Plan 2015-2020 priorities.

7 Conclusions 7.1 That Members note the report.

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93

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Purpose To update members on the progress of the pilot scheme.

Recommendations Members note the content of this report

Summary This report considers the progress of the Emergency First Responder scheme to date. It notes the progress of the ongoing National Joint Council pay negotiations as well as the notification by the Yorkshire Ambulance Service (YAS) to cease the trial on 30th November 2017.

OFFICIAL

Emergency First Responding Pilot - Update Full Authority Date: 22 September 2017 Agenda Item: 17 Submitted By: Director of Service Delivery


Exemption Category: NA

Contact Officer: Director of Service Delivery

Background papers open to inspection: Fire Authority report: Emergency First Responding – Pilot Scheme; dated 11th September 2016

Annexes: None

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Emergency First Responding Pilot - Update Page 2 of 3

1 Introduction On 11th September 2015 the Authority gave approval for an Emergency First Responder pilot scheme to take place in partnership with YAS. This scheme is a regional model that is being delivered by Humberside, North and South Yorkshire FRSs. The WYFRS scheme is part of the National Joint Council emergency medical response trials.

The scheme went live in February 2016 has been operational for 18 months. Initially the trial was to conclude in February 2017, however, the trial period was extended to include consideration of the early outcomes of the Hertfordshire University report, which was commissioned by the NJC - “Broadening Responsibilities: Consideration of the potential to broaden the role of the uniformed fire service employees”.

Scheme Overview

Trained volunteers staff an emergency response vehicle and respond to the most serious of medical emergencies such as cardiac arrests. Three stations are currently operating the scheme in West Yorkshire; these are Skelmanthorpe, Ilkley and Featherstone.

• The EFR collaboration scheme is focused on community and patient centred outcomes.

• The YAS EFR scheme involves an on-call firefighter being mobilised by YAS to life-criticalcalls within a 6 minute radius of the individual’s location (home and / or station). YAS will also mobilise a response to the same call.

• The individual uses a marked car to travel to and from EFR incidents, and adopts aseparate uniform to identify the role they are carrying out, ie not FRS and not YAS.

• Individuals who volunteer operate a locally managed rota of availability.

• Individuals are trained initially by YAS, and then re-assessed every 6 months.

• Welfare support is also provided by YAS and is key to operating the EFR modelsuccessfully.

2 Information The continuation of the current scheme in WYFRS is dependent on a number of factors, mainly: the support of the Authority; willing volunteers at the pilot stations; the continued support from representative bodies as part of the NJC emergency medical response workstream and a commitment from YAS as laid out in the regional memorandum of understanding.

The NJC’s emergency medical response trials are subject to the negotiations that are currently taking place with regard to the firefighters pay. As such, this creates a degree of uncertainty with regard to the future of the trials. The FBU was planning to withdraw their support of the pilot on the 24th August 2017, however following a meeting of the FBU Executive Council on 23rd August 2017; a reprieve was given pending the outcome of membership consultation on the pay offer.

WYFRS has also received notification from YAS stating that, following a review it is their intention to cease the scheme on 30th November 2017.

Whilst this is a disappointing development it will allow all parties to fully evaluate the EFR scheme. We will continue to correspond with YAS to discuss the implications of this decision and the future collaboration opportunities.

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Page 3 of 3

Following consultation with the 3 stations all will continue to support the scheme until its conclusion on 30th November 2017. WYFRS recognises the significant contribution that volunteers, control personnel and the project team have made to the EFR scheme, ensuring its success within West Yorkshire. There is no doubt that lives have been saved. To date, and despite a number of setbacks, volunteers have attended over 300 medical incidents across the three stations with no detrimental impact on our fire cover in these areas.


The costs of operating the scheme are being recovered on a quarterly basis. A full financial analysis will be reported as part of the full evaluation at the end of the trial on 30th November 2017.

4 Equality and Diversity Implications

An Equality Impact Assessment has been completed for this pilot.


Workplace health and safety is the responsibility of the Authority. A comprehensive risk assessment has been produced for this scheme. This risk assessment underpins the operational procedures put in place for those volunteering on the scheme. The health and safety implications have been addressed via our policy and procedures.

6 Organisational Dependencies

The delivery of this pilot is not impacting on the existing change programmes taking place within the service. However should it develop further, requiring more stations to operate the scheme, the organisational impact will need to be considered.


This pilot links to the current Action Plan objective:

To deliver a professional and resilient emergency response service – work with blue light partners and other agencies to provide a safe and effective emergency response.

Continue the Emergency First Responding Pilot with Yorkshire Ambulance Service and evaluate the findings to inform future strategy

8 Conclusions

The emergency first responder pilots will continue until 30th November 2017 at which point YAS will cease the scheme across the region. WYFRS will then complete a comprehensive evaluation report which will be reported to the Fire Authority in due course.

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Purpose To provide Members with a high level assurance in relation to the performance of the key areas of service delivery.

Recommendations That Members note the content of the report and support the futuredevelopments identified within it.

Summary This report provides Members of the Fire and Rescue Authority with high level assurance in relation to Service Delivery performance and explains the processes that have been developed to provide that assurance. The report will be referenced in the Annual Statement of Assurance published by the Authority every year. Annex A provides information on the key areas of service delivery and a judgement on how each area is performing based on the information within the self-assessment toolkit. It also shows the last years rating along within information around any significant change to the score of that area.

All eight key areas are judged to be ‘Established’, i.e. performing well.

OFFICIAL

Service Delivery Assurance Report Full Authority Date: 22 September 2017 Agenda Item: 18 Submitted By: Director of Strategic Development



Contact Officer: Director of Service Support


Annexes: Annex A: Assurance of Key Areas of Service Delivery

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1. Background

1.1. In 2014 Management Board approved a Service Delivery Assurance process and delivery planwhich utilises the Operational Assurance (OpA) and Fire Peer Challenge Toolkit. This was developed by the Chief Fire Officers Association (CFOA) and the Local Government Association (LGA) as the basis for a framework for internal assessment, i.e. the West Yorkshire Fire and Rescue Service (WYFRS) Self-Assessment Toolkit. The OpA and Fire Peer Challenge process was selected because it is designed to form a structured and consistent basis to drive continuous improvement within the Fire and Rescue Service. It also provides elected members on fire and rescue authorities and chief fire officers with information that allows them to challenge their operational service delivery, their organisational effectiveness and to ensure they are efficient, effective and robust. The OpA toolkit was revised in 2015 and now includes an additional area ‘Preparedness/Resilience’; this is now a standalone Key Area of Assessment which was previously incorporated into Response. Call Handling and Incident Support within the OpA have been incorporated into Response. WYFRA however, have maintained this as a standalone key area for the purpose of this report, making 8 key areas in total.

1.2. The OpA and Fire Peer Challenge is designed to:

• Assist the Fire and Rescue Authority to identify its service’s strengths and areas to explore;

• Inform the FRA’s strategic improvement plans;

• Deliver a robust process for assessing operational performance;

• Complement (but not duplicate) any national requirements for financial audit, including thevalue for money judgement;

• Be used as a tool to assist Fire and Rescue Authorities (FRAs) in the identification anddissemination of notable practice; and

• Be flexible in design and simple in delivery.

1.3. The OpA process includes the facility to request a Peer Review by a team made up of officers and elected members from other fire and rescue authorities. A Peer Review was last undertaken in WYFRS in February 2012, it was generally very positive although a number of areas for improvement were identified. A detailed action plan was produced following the review, progress against this was monitored by the Management Team and reported back to the West Yorkshire Fire and Rescue Authority (WYFRA) Audit Committee where, at its meeting of 19 April 2013, it was confirmed that all actions were complete.

1.4. In 2011/12 the Government removed the requirements for collection and submission of a wide range of performance indicators and in their place, in respect of fire and rescue authorities, the Fire and Rescue National Framework sets out a requirement to publish Annual Statements of Assurance. It states:

‘Fire and rescue authorities must provide annual assurance on financial, governance and operational matters and show how they have had due regard to the expectations set out in their integrated risk management plan and the requirements included in the Framework. To provide assurance, fire and rescue authorities must publish an annual statement”

1.5. For the past four years WYFRA has produced an Annual Statement of Assurance, which provides links to a wide range of documentary evidence, for example, the Annual Governance Statement, the Statement of Accounts and performance management reports. Previously, WYFRS did not produce an annual report which summarised the assurance of service delivery. However for the

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last two years a Service Delivery Assurance Report has been produced and is included within the Annual Statement of Assurance.

1.6. The aim of this report is to provide an assessment of service delivery performance using the evidence within the WYFRS Self-Assessment Toolkit and any specific additional information provided by the directorates. This evidence will be utilised to write the Service Delivery section of the Annual Statement of Assurance. Examination of the evidence contained within the toolkit, along with information obtained from specific audits, allows the Service Assurance Team (SAT), and Kirklees Internal Audit to validate position statements in relation to Key Areas of Assessment. This allows for the identification of any notable best practice or areas for improvement to inform strategic improvement plans and to justify investment. The Service Delivery Assurance Team do not make judgements on the broad strategic themes covered in the CFOA/LGA toolkit i.e.:

• Understanding of local context and priority setting: Does the FRA understand its local contextand has it established a clear set of priorities? NB this question is also drawn out in theCommunity Risk Management section, reflecting the risk based nature of the fire and rescueservice.

• Delivering outcomes for local communities: How are the FRA delivering outcomes for the localcommunity, and is it performing well?

• Financial planning and viability: Does the FRA have a financial plan in place to ensure longterm viability and is there evidence that it is being implemented successfully?

• Political and managerial leadership: Does the FRA have effective political and managerialleadership and is it a constructive partnership?

• Governance and decision-making: Are effective governance and decision-makingarrangements in place to respond to key challenges and manage change, transformation anddisinvestment?

• Organisational capacity: Are organisational capacity and resources focused in the right areasin order to deliver the agreed priorities?

1.7. These are judgements that Management Board and the Fire and Rescue Authority will need to consider, based on information from a wide variety of sources, including the annual Service Delivery Assurance Report. The strategic themes can be seen in Table 1 along with examples of how WYFRA evidence them. Management board reviewed these judgements in August 2017.

Table 1

Leadership and Corporate Capacity Considerations/ Evidence Status

Understanding of local context and priority setting: Does the FRA understand its local context and has it established a clear set of priorities? NB this question is also drawn out in the Community Risk Management section, reflecting the risk based nature of the fire and rescue service.

CRMS 2015 - 2020

WYFRS Self-Assessment Toolkit

Delivering outcomes for local communities: How are the FRA delivering outcomes for the local community, and is it performing well?

CRMS 2015 – 2020

IRMP process

Performance Management Framework

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Financial planning and viability: Does the FRA have a financial plan in place to ensure long term viability and is there evidence that it is being implemented successfully?

Medium term financial plan

Long term financial plan

Efficiency 4 year plan

Political and managerial leadership: Does the FRA have effective political and managerial leadership and is it a constructive partnership?

Constitution

Staff Survey

Governance and decision-making: Are effective governance and decision-making arrangements in place to respond to key challenges and manage change, transformation and disinvestment?

Constitution

Staff Survey

Organisational capacity: Are organisational capacity and resources focused in the right areas in order to deliver the agreed priorities?

CRMS 2015 – 2020

IRMP Process

Fundamental Review

Collaborative projects

Staff Survey

1.8. The OpA and Fire Peer Challenge Toolkit uses four key descriptors to indicate the current level of performance. These are No Assurance, Developing, Established and Advanced. The same descriptors are used for WYFRSs’ self-assessment, which is based on evidence supplied and obtained during audits and as part of the annual update of information. Each Key Area of Assessment has a number of areas of focus which each have a different and comprehensive descriptor. The SAT takes these into account when producing a combined descriptor for the whole Key Area being assessed utilising a simple scoring system which counts the number of pieces of evidence in each descriptor. Annex A shows the level the KAA achieved in 2015/16 along with a revised score based on the 2016/17 evidence. There is also brief information around any significant changes. The Table 2 below provides a summary of the descriptor allocated for each of the eight Key Areas of Assessment for 2016/17.

Table 2

Descriptor No Assurance

Developing Established Advanced

Community Risk Management √

Prevention √

Protection √

Response √

Health and Safety √

Training and Development √

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Call Handling and Incident Support √

Preparedness (Resilience) √

2. Service Delivery Assurance

2.1. In April 2015 the new process for the assurance of service delivery began. Each Directoratehead has responsibility for assuring themselves in relation to the areas where they have responsibility and for populating the WYFRS Self-Assessment Toolkit with evidence measured against the 4 descriptors. Directorates are responsible for updating their evidence on an annual basis and this report is based on the updated evidence supplied by the Directorates between May and August 2017.

2.2. There are 8 key areas:

• Community Risk Management – How well does the authority understand the local contextand identify, plan for and prioritise the risks faced by the community?

• Prevention – How well is the authority delivering its prevention strategy?

• Protection – How well is the authority delivering its regulatory fire safety duties?

• Resilience – How well is the authority ensuring that its responsibilities for planning andpreparing are met?

• Response – How well is the authority delivering its response activities?

• Health and Safety – How well is the authority ensuring its responsibilities for health, safetyand welfare are met?

• Training and Development – How well is the authority ensuring its responsibilities for training,development and assessment of its staff are met?

• Call Handling and Incident Support – How well is the authority delivering its callmanagement and incident support activities?

2.3. The purpose of the Service Delivery Assurance process is to provide senior management and elected Members with confidence that the organisation, from a Service Delivery perspective, is performing effectively and efficiently. The process does not examine every detail but provides a high level overview based on the Key Areas of Assessment (KAA’s) which will be audited over a three year period (see below). Where Directors, or for that matter elected Members, have a particular concern, the resources of the SAT can be utilised to look into a particular area in more detail.

2.4. The role of the SAT is to:

• Monitor the self-assessment toolkit and quality sample the evidence supplied;

• Conduct specific audits into areas of concern;

• Support the existing audit framework undertaken by Kirklees Internal Audit;

• Provide assurance of the Station Performance Management Visit (PMV) process;

• Carry out full audits of the Key Areas as outlined in the triennial plan;

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• Support a Peer Review when this takes place;

• Systematically audit controls set out on the corporate risk register; and

• Report findings to the audit sponsors (Directorate Heads) in accordance with the governanceframework.

The work of the SAT is under review and will be streamlined with the introduction of the new Service Assurance Policy subject to the necessary approvals.

Each of the key areas (as part of the original SDA Plan) are subject to a full audit once every three years, with the reaming areas subject to a sample audit.

Table 2

SERVICE DELIVERY ASSURANCE TEAM THREE YEARLY AUDIT PLAN

Year 1 - 2015/16 Year 2 - 2016/17 Year 3 – 2017-18 Year 1 – 2018-19

Annual Plan Annual Plan Annual Plan Annual Plan

KAA 1

(Community Risk Management)

KAA 4

(Response)

KAA 3

(Protection)

KAA 1

(Community Risk Management)

KAA 7

(Call Management and Incident Support)

KAA 6

(Training & Development)

KAA 2

(Prevention)

KAA 7

(Call Management and Incident Support)

Spare Capacity to allow for movement of work based on priority

KAA 5

(Health & Safety)

Spare Capacity to allow for movement of work based on priority

KAA 8

(Resilience)

2.5. The SAT is now into the third year of the above cycle. Taking into account the fact that the new Command and Control system is not fully embedded, and the challenges faced with ESMCP in the future, it was agreed that the full audit of Call Management and Incident Support would be moved in 2018-19 alongside a full audit of Resilience.

2.6. The process for carrying out these full audits will move to a more risk based process following the introduction of the new Service Assurance Policy (subject to necessary approvals). 2016/17 will be the last year of carrying out the audits in this way. The policy details how the individual areas will focus on areas of development and good practice, producing action plans that will feed into the service wide action plan for 2017/18. This new process will ensure that as an organisation our focus is on development and improvement and will aim to remove some repetition identified within the current system.

2.7. The SAT works independently of the Service Delivery Directorate and are under the direction of the Director of Service Support. The Team actively supports Kirklees Internal Auditors, both teams work objectively to review evidence and accurately report on the findings. The work with Internal Audit, specific audits of key areas and sampling of evidence in the Toolkit provides the Service Delivery Assurance Team with information to produce this annual report, which provides an overview and some examples of evidence obtained. It is not intended to be a detailed picture of everything appertaining to each Key Area of Assessment.

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2.8. The Assurance work completed over the past 12 months is as follows:

• Year 2 Performance Management Visit audit

• Quality sampling of KAA 1, 7, 3, 2, and 8 of the self-assessment toolkit;

• Full audit of KAA 4, 5, 6;

• Introduction of a simple scoring mechanism and migration of the current toolkit to MicrosoftExcel

• Initial scoping meetings and additional Toolkit input for those due to receive a Full Audit thisyear: Training and Development, Health and Safety and Response;

• Implementation of Audit and Action Tracking Tool, allowing the SAT to monitor and assure allaudit actions and recommendations

• Development of a Service Assurance Process (Due Sep/Oct 2017 subject to necessaryapprovals)

• Review and update of the Audit Tracking Tool

• Review and removal of the current SDA Plan to be replaced by the Service Assurance Policy

• Quarterly updates to Management Team generating a clearer transparency of the assuranceprocess and allowing Directorate Heads to request specific audits

• Service Delivery Assurance Report.

3. Future Developments

3.1. On the 19 July 2017 the Minister for Policing and the Fire Service announced that Her Majesty’sInspectorate of Constabulary would extend its responsibility to the inspection of fire and rescue services in England. The new inspectorate will be named Her Majesty’s Inspectorate of Constabulary and Fire and Rescue Services (HMIC FRS). Inspections will allow the public to see – from a small number of easy to understand categories – how well their local fire and rescueservice is performing. The inspection regime will focus on three areas: effectiveness, efficiency and leadership. FRSs will be judged in the following categories: outstanding, good, requires improvement or inadequate. This is the same approach taken with police forces in England and Wales.

3.2. The existing SDA process will be aligned to the new Service Assurance process which will begin in October 2018 (subject to the necessary approvals). The new process will continue to assess the performance of Service Delivery but will also focus on the support side of the organisation. It is envisaged there will be further work required to meet the expectations of the new inspectorate.

3.3. The current system for recording information and evidence will be reviewed by the SAT and will ensure that any system or process developed to satisfy the requirements of the HMIC FRS, also incorporates the requirements of the SDA and Service Assurance processes.

4. Financial Implications

4.1. There are no direct financial implications associated with this report although areas fordevelopment may require investment decisions which will be incorporated into each specific business case for funding.

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5. Equality and Diversity Implications5.1. There are no direct equality and diversity implications associated with this report although equality

impact assessments form an integral part of considerations for all aspects of service delivery. The assurance process will therefore provide further evidence of compliance with the requirements of equality legislation and WYFRA policy.

6. Health and Safety Implications

6.1. Health and safety is a fundamental consideration for all aspects of service delivery and for thisreason it receives specific attention as a Key Area of Assessment as part of the assurance process.

7. Service Plan Links

7.1. The current (2016/17) Action Plan contains the specific action to develop a Service SupportAssurance process with the strategic objective of providing effective systems of control, performance and assurance to ensure the service operates efficiently.

8. Conclusions

8.1. The Service Delivery Assurance process and the information contained in this annual report, in conjunction with periodic reports on performance management, financial and other matters, ensures that Members of the Fire and Rescue Authority are able to make an informed judgement regarding the overall performance of WYFRS. This judgment is then summarised in the Annual Statement of Assurance which is published on the WYFRA website in accordance with the requirements of the National Fire and Rescue Framework.

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ANNEX A

Response – Full Audit

The Response CFOA toolkit self-assessment was completed between May – Aug 2017. The self-assessment information and evidence is entered by the relevant person answering a number of pre-set questions. They must then provide a self-assessed assurance level for their answer. A role of the Service Assurance Team is to review the evidence and assurance level providing a report on the findings.

The 2015/16 self-assessment provided 21 answered questions resulting in ESTABLISHED assurance with a score of 60 out of 84. The two scoring matrix taken from the self-assessment can be seen below.

The 2016/17 self-assessment was completed again with the same 21 questions with a slightly better score of 61 out of a possible 84, still providing an ESTABLISHED assurance level. This is due to a number of areas:

Section 4.1 provided 5 pieces of evidence. Previously the evidence provided 2 developing and 3 established assurances. This increased to 1 developing and 4 established. The evidence provided has not changed but after a review, the previous assurance level should have been established with the evidence given – this was following a review with relevant personnel within the Response department.

Section 4.5 provided 4 pieces of evidence. Previously the evidence provided 1 no assurance, 2 developing and 1 established assurance. This has increased to 3 developing and 1 established assurance. The evidence has been reviewed and provides an accurate assurance level increase. The installation of MDT’s on front line appliances has resulted in the increase. As soon as risk information is available through the MDT’s this would result in the assurance level being increased again to established.

Section 4.6 provided 2 pieces of evidence both with established assurance. The assurance level has decreased resulting in 1 developing and 1 established assurance. This is due to the implementation of National Operational Guidance documents and the development of a process of review that will still be undertaken on an annual basis.

2015/16 Response self-assessment scoring matrix

No Assurance Developing Established Advanced 4.1 34.2 14.3 2 34.4 3 34.5 1 2 14.6 2

The total number of pieces of evidence is:

Total Number of Pieces of Evidence

1 4 13 3

Value of Evidence 1 2 3 4

Total Scores 1 8 39 12

Therefore, the total score is:

Assurance scoring level 0-31 32-52 53-73 74-84

Department overall Assurance level

Response 2016/17

21

60

Established

KAA 4Self-Assessment Toolkit Matrix

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2016/17 Response Self-assessment scoring matrix

KAA 6 Health and Safety – Full Audit

The Health and Safety CFOA self-assessment Toolkit was completed between May – Aug 2017. The self-assessment information and evidence is entered by relevant person/s who answers a number of pre-set questions. They must then provide evidence to support a self-assessed assurance level for their answer. A role of the Service Assurance Team is to review the evidence and assurance level providing a report on the findings.

A scoring Matrix has been designed to give the department/area an overall assurance level. The two scoring matrix from 2015/16 and 2016/17 self-assessments can be seen below.

The 2015/16 self-assessment provided 41 answered questions scoring 135 out of a possible 164 giving ESTABLISHED assurance.

The 2016/17 self-assessment was completed again with the same 41 questions giving a higher score of 137 out of a possible 165. This increase still provides an ESTABLISHED assurance level. The slight increase is due to a number of areas:

• 5.2 question b) – Developing to Advanced. Previous scoring should have possibly beenestablished. The increase in assurance is supported by the findings, recommendations andcompletion of the ROSPA report. This report can be found on the H&S intranet page or bycontacting the SAT.

• 5.3 question f) – Established to Developing. Reduced to developing due to more work required forsharing results of audits throughout the authority. Recommendation would be to develop a systemto do this.

No Assurance Developing Established Advanced 4.1 34.2 14.3 1 44.4 3 34.5 3 14.6 1 1



0 5 13 3

Value of Evidence 1 2 3 4

Total Scores 0 10 39 12

Therefore, the total score is:

Assurance scoring level

0-31 32-52 53-73 74-84


61

Established

Response 2017/18


21

110

• 5.11 question c) – Evidence provided supports the increase in assurance level. An example of thisis the ROSPA report which can be viewed on the intranet.

2015/16 2016/17

KAA 6 Training and Development – Full Audit

The Training and Development CFOA self-assessment Toolkit was completed between May – Aug 2017. The self-assessment information and evidence is entered by relevant person/s who answer a number of pre-set questions. They must then provide evidence to support a self-assessed assurance level for their answer. A role of the Service Assurance Team is to review the evidence and assurance level providing a report on the findings.

A scoring Matrix has been designed to give the department/area an overall assurance level. The two scoring matrix from 2015/16 and 2016/17 self-assessments can be seen below.

The 2015/16 self-assessment provided 55 answered questions scoring 155 out of 220 giving ESTABLISHED assurance.

The 2016/17 self-assessment was completed again with the same 55 questions giving a higher score of 153 out of a possible 220. This increase still provides an ESTABLISHED assurance level. The evidence provided throughout has either stayed the same or had additions to further support the self-assessment. More information can be gained from the SAT review found on the Toolkit. The slight increase is due to a number of areas:

• 6.3 question d) - Developing to Established. The evidenced provided is the same as previous butas T&D fall under the KAA’s that receive a self-assessment and review then this process supportsan established assurance.

• 6.4 question i) – Developing to Established. This has been increased due to the SAT review of theKAA. eMOC’s version 2 provides clear evidence regarding the minimum training standards andfrequency of training activity. This in turn provides the Established assurance level.

• 6.9 question f) – No Assurance to Established. No evidence was provided in the previousassessment resulting in No assurance. The Operational Fire Prevention team produce appropriatetopical training packages and deliver them to operational crews relevant to their roles. Thisaddition to the self-assessment supports the increased assurance level.

No Assurance Developing Established Advanced No Assurance Developing Established Advanced

5.1 1 2 5.1 1 25.2 1 3 5.2 45.3 1 5 5.3 2 45.4 1 2 2 5.4 1 2 25.5 2 5.5 25.6 4 5.6 45.7 1 1 3 5.7 1 1 35.8 1 1 5.8 1 15.9 1 1 5.9 1 1

5.1O 1 3 1 5.1O 1 3 15.11 2 1 5.11 1 1 1




1 6 14 20Total Number of Pieces of

Evidence1 5 14 21

Value of Evidence 1 2 3 4 Value of Evidence 1 2 3 4

Total Scores 1 12 42 80 Total Scores 1 10 42 84

Therefore, the total score is: Therefore, the total score is:

Assurance scoring level 0-62 63-103 104-144 145-164 Assurance scoring level 0-62 63-103 104-144 145-164



135

41

Established

For the department to move up an assurance level they must score the maximum for that level plus 50% of the higher assurance score. The score has been

calculated to incorporate this.

Health and Safety 2016/17 Health and Safety 2016/17



41

137

For the department to move up an assurance level they must score the maximum for that level plus 50% of the higher assurance score. The score has been calculated

to incorporate this.

Established

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6.1 1 1 6.1 1 16.2 6 6.2 66.3 1 4 6.3 56.4 9 6.4 8 16.5 1 6.5 16.6 1 2 6.6 1 26.7 1 2 6.7 1 26.8 2 6.8 26.9 1 5 6.9 6

6.1O 2 6.1O 26.11 4 2 6.11 4 26.12 1 1 6.12 26.13 2 6.13 26.14 4 6.14 46.15 1 6.15 16.16 1 6.16 1





Evidence1 12 40 2







153

For the department to move up an assurance level they must score the maximum for that level plus 50% of the higher assurance score. The score has been calculated to

incorporate this.

Established

Training and Development 2016/17 Training and Development 2017/18


55


148

55

Established



• 6.12 question d) Developing to Established. The implementation of the Operational RiskManagement Group supported by previous evidence has provided the increase in assurance level.

2015/16 2016/17

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1.1 6 1.1 1 1 3 11.2 2 3 1.2 1 41.3 1 3 1.3 1 31.4 1 7 1.4 1 71.5 3 2 1.5 3 21.6 5 1.6 51.7 1 5 1.7 1 51.8 1 3 1.8 1 31.9 2 1.9 2

1.1O 2 1.1O 21.11 1 1 1 1.11 1 1 11.12 1 1 1.12 1 11.13 1 1.13 11.14 1 1 2 1.14 1 1 2





Evidence2 5 20 30







192


incorporate this.

Established

Community Risk Management Community Risk Management

KAA 1 Self-Assessment Toolkit Matrix

57


183

57

Established



Sampled Audits

KAA1 - Community Risk Management

A sample of evidence and the scoring matrix has been reviewed. The reviewed evidence can be viewed on the toolkit itself. For this KAA there has been an increase of 8 points resulting in strong Established Assurance. The main increase is due to evidence being submitted to section 1.1 where there previously was none. There has also been an increase in section 1.2 but the evidence supplied is the same as previous which does not support the increase. There has been a decrease in assurance for section 1.12 from Advanced to Established but again the evidence supplied is the same. The decrease could be a difference of opinion or supporting evidence has not been supplied.

2015/16 2016/17

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2.1 3 1 2.1 1 32.2 1 2.2 12.3 3 1 2.3 42.4 1 1 1 2.4 32.5 3 1 2.5 42.6 1 2 2.6 1 22.7 1 1 2 3 2.7 3 3 12.8 2 2.8 22.9 2 1 2.9 2 1





Evidence0 11 16 4


Scores 3 14 45 24 Scores 0 22 48 16






86

31

Established



Established


31

86


incorporate this.

KAA 2 - Prevention

A sample of evidence and the scoring matrix has been reviewed. The reviewed evidence can be viewed on the toolkit itself. For this self-assessment there has been no change in points and still has an overall score of Established assurance. The major difference has been new developments within the department resulting in some scores being reduced from established to developing. This can be seen in section 2.1 questions a) and c), 2.3 a), 2.4 a), 2.5 a), 2.7 e) and g). These reductions are down to previous established/advanced processes being reviewed as the service evolves. Example of this is the development of the safe and well campaign. There have also been improvements in assurance level throughout the KAA. In sections 2.2 a), 2.4 c), 2.7 c) and d), 2.8 a) and b) and 2.9 a) and b) this can be seen. The increase has been down to no previous evidence supplied an improvement in the policies and procedures or the same evidence entered but an improved assurance. Where this has been done further questioning would be required.

2015/16 2016/17

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3.1 3 1 3.1 3 13.2 1 3.2 13.3 2 2 3.3 1 33.4 1 4 3.4 1 43.5 1 1 3.5 1 13.6 1 3 3.6 1 33.7 2 3.7 2





Evidence0 1 12 9






Department overall Assurance level Established


22

74

For the department to move up an assurance level they must score the maximum for that level plus 50% of the higher assurance score. The score has been calculated to incorporate

this.


73

22

Established



KAA 3 - Protection

A sample of evidence and the scoring matrix has been reviewed. The reviewed evidence can be viewed on the toolkit itself. For this self-assessment there has been an increase in 1 point and still has an overall score of Established assurance. New evidence has been entered throughout to further strengthen the assurance level given. The only change in assurance score is in section 3.3 question d) an increase from Developing to Established. The previous work around developing protection figures has now been completed and available on the protection web page.

2015/16 2016/17

115


7.1 2 7.1 1 17.2 4 7.2 2 1 17.3 5 7.3 2 37.4 2 3 7.4 57.5 3 1 7.5 2 27.6 2 2 7.6 2 27.7 2 7.7 27.8 1 3 7.8 1 2 17.9 3 7.9 3

7.1O 2 7.1O 27.11 2 2 7.11 1 3




0 17 16 6Total Number of

Pieces of Evidence0 8 22 9



Therefore, the total score is:Therefore, the total

score is:

Assurance scoring level 0-58 59-98 99-137 138-156Assurance

scoring level0-58 59-98 99-137 138-156


Department overall Assurance

level


106

39

Established



For the department to move up an assurance level they must score the maximum for that level plus 50% of the higher assurance score. The score has been calculated

to incorporate this.

Established


39

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KAA 7 - Call Management and Incident Support

A sample of evidence and the scoring matrix has been reviewed. The reviewed evidence can be viewed on the toolkit itself. For this self-assessment there has been an increase of 12 points and still has an overall score of Established assurance. The increase of assurance has mainly been from Developing to Established. This has been due to the implementation of procedures out of development. For example section 7.8 question b) utilising flexi-team members and recall to duty would ensure deficiencies of staffing within West Yorkshire are dealt with, which has increased the assurance to Established. There are a number that have improved in assurance but have the same evidence/statement submitted. Further questioning is required around this. There has been no reduction in assurance level throughout the self-assessment.

2015/16 2016/17

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8.1 4 1 8.1 4 18.2 4 8.2 48.3 3 8.3 38.4 4 8.4 48.5 3 8.5 38.6 3 1 8.6 3 18.7 1 8.7 18.8 3 8.8 38.9 1 8.9 1

8.1O 3 8.1O 3The total number of pieces of

evidence is:The total number of

pieces of evidence is:Total Number of Pieces of

Evidence0 3 27 1


0 3 27 1



Therefore, the total score is:Therefore, the total score

is:

Assurance scoring level 0-47 48-78 79-109 109-124Assurance scoring

level0-47 48-78 79-109 109-124


Department overall Assurance level Established


31

91


incorporate this.


91

31

Established



KAA 8 - Resilience

A sample of evidence and the scoring matrix has been reviewed. The reviewed evidence can be viewed on the toolkit itself. For this self-assessment there has been no change to the assurance score resulting in Established assurance. This is mainly due to the evidence been entered on a word document and not the self-assessment excel form. There has also not been updated assurance level. Further discussion with the KAA heads to complete the form and an updated matrix will be released in due course if there is any change.

2015/16 2017/18

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Purpose To present the West Yorkshire Fire and Rescue Authority Statement of Purpose.

Recommendations That Members approve the West Yorkshire Fire and Rescue AuthorityStatement of Purpose

Summary This report presents West Yorkshire Fire and Rescue Authority’s Statement of Purpose, which provides a link between the Government’s priorities and objectives as defined in the Fire and Rescue National Framework for England and the Authority’s statutory functions and strategic plans.

OFFICIAL

Statement of Purpose Full Authority Date: 22 September 2017 Agenda Item: 19 Submitted By: Chief Fire Officer and Chief Executive



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


Annexes: Annex A – Statutory framework Annex B – WYFRA Statement of Purpose

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1 Introduction 1.1 The Government has a responsibility to ensure that the public is adequately protected. For fires

and other emergencies it does this by providing financial resources, giving fire and rescue authorities the power to raise additional local funding, and by maintaining a statutory framework within which local fire and rescue authorities operate.

1.2 In 2012, Government issued the latest Fire and Rescue National Framework for England which provides overall strategic direction and Government’s strategic priorities and objectives for fire and rescue authorities. The Framework sets out a requirement for the Authority to publish an annual statement of assurance on financial, governance and operational matters to show how they have had due regard to the expectations in the Framework.

1.3 The first Statement of Purpose was produced in 2013, revised in 2016 and this current revision incorporates the new Values of the organisation which were introduced this year.

2 The Statutory Framework and Local Delivery Plans

2.1 The diagram at Annex A shows how the Authority and its Statement of Purpose provides a link between public expectations, established through legislation and government policy, and the local delivery of services.

3 Financial Implications 3.1 There are no financial implications arising directly from this report although the Statement of

Purpose clearly sets out the commitment of the Authority to deliver value for money and have in place robust and transparent governance arrangements.


4.1 The Statement of Purpose includes reference to the Fire and Rescue Authority’s commitment to Equality and Diversity.

5 Health and Safety Implications 5.1 The Statement of Purpose includes the strategic commitment to the health, safety and welfare of

employees and the public.


6.1 The Statement of Purpose provides the basis for all service planning.

7 Conclusions

7.1 It is appropriate to review the Statement of Purpose to ensure it remains current and continues to reflect the requirements of the Fire and Rescue National Framework for England.

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Statement of Purpose

West Yorkshire Fire and Rescue Authority (the Authority) is a Metropolitan Authority created as a body

corporate by the Local Government Act 1985 with 22 elected Councillors appointed by the County’s five

District Councils who are collectively responsible for the democratic oversight of the Authority and the

determination of its overall strategic direction.

This Statement of Purpose reflects the Fire and Rescue Services Act 2004, the Regulatory Reform (Fire

Safety) Order 2005 and the National Framework in setting down West Yorkshire Fire and Rescue

Authority’s commitments and expectations through its strategic priorities and objectives.

The primary legislation associated with fire and rescue services in England and Wales is The Fire and

Rescue Services Act 2004. This is an Act to make provision for fire and rescue authorities and their

functions and about employment by fire and rescue authorities and the powers of employees. The Act

also makes provision about receipt of emergency calls, education and training, firefighters’ pension

schemes, the supply of water, dealing with false alarms of fire and the funding of advisory bodies, and for

connected purposes. Also, the Fire and Rescue Services (Emergencies) (England) Order 2007, which is

an order made under the Act, gives fire and rescue authorities mandatory functions in connection with

chemical, biological, radiological or nuclear emergencies (CBRN emergencies) and emergencies

requiring the freeing of people from collapsed structures or non-road transport wreckages (urban search

and rescue, or USAR emergencies).

The Authority is responsible for enforcing fire safety regulations under the Regulatory Reform (Fire

Safety) Order 2005 and the Authority is also the licensing authority and enforcing authority for the storage

of petroleum and explosives under the Petroleum (Consolidation) Act 1928 and the Manufacture and

Storage of Explosives Regulations 2005.

Another important piece of legislation directly associated with the functions and expectations of the

Authority is the Civil Contingencies Act 2004. The Civil Contingencies Act, and accompanying non-

legislative measures, delivers a single framework for civil protection in the United Kingdom.

Under the Fire and Rescue Services Act, the Government will issue a Fire and Rescue National

Framework which sets out the Government’s priorities and objectives for fire and rescue authorities in

England. The Framework sets out high level expectations. It does not prescribe operational matters.

These are to be determined locally by fire and rescue authorities, working in partnership with their

communities; local citizens, businesses, civil society organisations and others. Key priorities for fire and

rescue authorities in the Framework include:

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• Identifying and assessing the full range of foreseeable fire and rescue related risks their area

faces.

• Making provision for prevention and protection activities and responding to incidents appropriately.

• Working in partnership with their communities and a wide range of partners locally and nationally

to deliver their service.

• Being accountable to communities for the service they provide.

In addition to the key pieces of legislation described above, there are other statutory requirements

imposed on the Authority, for example through the Health and Safety at Work etc. Act 1974 and

associated regulations and employment law. Further, there are many other pieces of legislation that

place direct or indirect obligations on the Authority.

Functions of the Fire and Rescue Authority

The Authority has a number of statutory responsibilities, the most important of which are:

• Promoting Fire Safety - The provision of information, advice, and encouragement on prevention

of fires, restricting spread of fires in buildings and means of escape from fires.

• Emergency Response and Rescue - The extinguishment of fires, protecting life and property in

the event of fires and rescuing of people trapped or injured from road traffic collisions and other

emergencies. The Authority also provides the capability to respond to major emergencies arising

from terrorist attacks and other events such as flooding and chemical release.

• Fire, Petroleum and Explosives Regulatory Enforcement – as referred to above, the

enforcement of fire safety regulations in nearly all premises other than single private dwellings and

enforcement of regulations and licensing associated with the storage of petroleum and explosives.

Structure and governance arrangements

The Authority is a corporate body with the legal responsibility for making decisions about all matters

concerning the functions, powers, duties and responsibilities of the Authority which are invested in it by

statute and/or common law.

There is an agreed constitution which sets out how the Authority operates, how decisions are made and

the procedures which are followed to ensure that these are efficient, transparent and accountable to local

citizens. Some of these processes are required by the law, while others are a matter for the Authority to

determine and the Authority will publish an Annual Governance Statement setting out its governance

framework.

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The Authority discharges its responsibilities through delegation to officers led by a Chief Fire Officer/Chief

Executive who has executive management responsibility for overall service delivery and management of

the fire and rescue service.

Access to information

The Authority makes information publicly available and promotes a spirit of openness and accessibility

adopting an approach of making information available and a commitment to sharing information whenever

it is appropriate in line with legislation.

Ambition and aim

The Authority’s Ambition is ‘Making West Yorkshire Safer’ and the Aim is to ‘Provide an excellent fire and

rescue service working in partnership to reduce death, injury, economic loss and contribute to community

well being’.

Values

The Authority seeks to promote the following values in its delivery of services to the community:

Team – Recognise the individual; work as one team

We will:

• Share understanding and have tolerance of other viewpoints, responding thoughtfully

• Treat everyone fairly and with respect, regardless of uniform, race, rank, etc.

• Respect and value the skills of everyone

• Have a team ethic, working towards common goals

• Promote a climate in which people feel safe to be open

• Respect people’s differing aspirations

Integrity – Act with Trust and Integrity

We will:

• Lead by example, consistently demonstrating behaviours that are expected from others

• State clearly what will be done and follow through on doing it

• Admit mistakes, apologise graciously and puts things right if able to

• Give credit to others where due

• Use common sense to do what is right

• Be aware of the impact of our behaviour on others

• Face up to reality

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Learn – Share and learn from experience and celebrate success

We will:

• Promote a culture where people feel encouraged to learn from mistakes

• Be open to change and try our best to adapt to change readily

• Treat colleagues in a supportive, inclusive way that encourages innovation

• Make efforts to understand the reality and perceptions of all colleagues

• Encourage diversity of input and thinking

• Welcome constructive feedback

• Celebrate success

Responsibility – Work positively, be decisive and take responsibility for your actions

We will:

• Take responsibility for promoting and adhering to these values and behaviours

• Challenge and encourage challenge of inappropriate behaviour in all situations

• Prevent or manage negative peer pressure

• Take responsibility for own knowledge and awareness

• Be reflective, demonstrating awareness of own influence and impact

• Strive for efficiency and effectiveness

Dialogue – Clarity of communication through dialogue

We will:

• Strive to make communication clear and relevant

• Seek to gain clarity and understanding

• Support others to suggest new ideas and to challenge

• Show awareness of what is appropriate and not appropriate to communicate

• Take responsibility for understanding organisational priorities

Strategic direction

The Authority has approved the following key strategic priorities, underpinned by a series of published

objectives, to guide the management of service delivery:

• Deliver a proactive community safety programme.

• Deliver a professional and resilient emergency response service.

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

• Provide effective and ethical governance and achieve value for money.

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Service Delivery Strategies

The Authority will approve a range of strategic plans and other documents which provide greater clarity in

relation to the delivery of the strategic priorities and objectives. One of the most important of these

documents is the Service Plan, which is produced periodically to set a wide range of outcome based

targets to achieve the ambition of ‘Making West Yorkshire Safer’. These targets are set by the

Management Board, approved by the Authority and delivered through District Risk Reduction Plans. The

Service Delivery Board, made up of senior officers, monitors progress and allocates resources to achieve

the targets. Performance is monitored by the Authority’s Community Safety Committee, Audit Committee

and by the full Authority.

Another important document is the Community Risk Management Strategy, which provides the

methodology for determining where, when and what resources are deployed in West Yorkshire to have

maximum effect. This document includes the risk assessment methodology used as the starting point for

all our work and provides a business case, risk assessment and outline of the Integrated Risk

Management Planning (IRMP) process. IRMP covers Prevention, Protection, Response and Resilience

strategies which reflect the risks and threats posed to members of West Yorkshire’s communities as well

as the associated demands placed upon the organisation, its employees and its management. Most

importantly, the methodology outlined in the Community Risk Management Strategy ensures an equitable

service across West Yorkshire based on need.

The Authority has approved a set of Risk Based Planning Assumptions (RBPA), which determine the

standard of emergency response service for any area in West Yorkshire. Operational policies underpin

the RBPA, ensuring resources are in the right location at the right time to deliver the highest possible

emergency response performance.

The Fire Safety Strategy outlines how the Authority will comply with its statutory duties for fire prevention

and fire protection, including its regulatory enforcement role. The Authority approves a risk based

inspection programme on an annual basis and allocates sufficient resources to deliver risk based and

proportionate enforcement and licensing under these regulations. The Authority is also consulted on fire

safety matters by virtue of regulations enforced by other agencies, for example Building Regulations and

Liquor Licensing applications. The fire safety strategy includes reference to the wide range of community

safety activities that will be undertaken in pursuit of the Authority’s ambition.

Each year an annual IRMP Action Plan is approved by the Authority which provides information on major

projects, tasks and activities of West Yorkshire Fire and Rescue Service, to be delivered within the year.

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A modern Fire and Rescue Service

The Authority expects its fire and rescue service to be adaptable, flexible and to keep pace with the

changes and challenges of a modern world. This modernisation philosophy is simple and supports the

on-going ambition of ‘Making West Yorkshire Safer’ as well as underpinning its approach to IRMP. It

centres on a number of pillars:

• Optimal resource allocation and deployment - Ensuring resources are in the locations that will

have the greatest impact.

• Changing the way that we deliver the Service - The implementation of innovative duty systems,

the introduction of new equipment and vehicles and the changing of working practices to meet

ever changing risk and demand.

• Value for money – Deliver the highest quality service with the resources available.

• Public and Firefighter safety – Continuing to deliver fire prevention and other community safety

initiatives and ensuring firefighters have the best equipment and training to do their job.

• Leadership – strong and effective leadership throughout the organisation to deliver an effective

and efficient service.

• Governance – ensuring integrity, transparency, effectiveness and inclusivity, managing and

mitigating risks to the organisation and complying with the Code of Corporate Governance.

Working in partnership

The Authority recognises that the causes of fires and other emergencies and the consequences of such,

cannot be addressed by the fire and rescue service in isolation. Working in partnership with other

agencies is therefore a fundamental part of the way services are delivered at all levels and in all areas;

partnership working is therefore regarded as being part of core business.

Planning for major emergencies

The majority of emergencies the fire and rescue service responds to are relatively small in nature and are

dealt with using local resources based at fire stations strategically located across West Yorkshire.

However, very occasionally, major events occur which require not only the bringing together of fire and

rescue service resources but also a multi-agency emergency response. The Civil Contingencies Act and

supporting regulations and statutory guidance establish a clear set of roles and responsibilities for those

involved in emergency preparation and response at the local level.

By working with partners in West Yorkshire and elsewhere, the Authority will ensure that, within its

statutory responsibilities, the necessary capability and capacity is in place to respond to foreseeable risks

and contribute appropriately to collective arrangements for national resilience, using the Community Risk

Register and National Risk Assessment as the basis. The Authority will also ensure it has robust

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business continuity arrangements in place to ensure it can continue to deliver its critical services at times

of crisis.

Delivering humanitarian and other services

Although the provision of an emergency response capability to respond to fires and road traffic collisions

is the primary focus, the Authority also chooses to provide a number of other specialised services where

the public can expect a prompt and effective response, for example, water rescue, animal rescue and lift

release. In certain cases a charge is levied for these services.

Provision and support of a professional efficient, effective and safe workforce

The Authority will ensure that it recruits, trains, develops and retains a workforce to undertake the variety

of roles within the fire and rescue service. It will utilise appropriate terms and conditions, including duty

systems, to deliver effective and efficient services in an economic way. The Authority is committed to

maintaining good employee relations and to this end will engage positively with recognised trade unions

to consult and negotiate in good faith on all matters associated with conditions of service.

The Authority is also committed to the health, safety and welfare of all its employees and will support the

provision of safety equipment, training and occupational health in the workplace.

Management and maintenance of our infrastructure

The fire and rescue service, by its very nature, is delivered in a distributed way across West Yorkshire.

This requires significant investment in premises, vehicles, information technology and other infrastructure.

The Authority will maintain an affordable capital investment plan to support a long term sustainable asset

strategy directly aligned to its service delivery objectives. The Authority will not hold surplus assets where

these represent an economic burden or where sale/disposal of such can support service delivery

objectives.

Equality and diversity

The Authority is committed to meeting, and where possible, exceeding the requirements of equality

legislation and public sector equality duties. Achievement of the Excellent Level of the Equality

Framework in 2010 remains the benchmark for future performance, ensuring equality is embedded in

service delivery. The general and specific duties of the Equality Act 2010 require publication of equality

objectives annually and these will be an integral part of the Service Plan and annual Action Plans. The

importance of an adequate evidence base for any decisions is acknowledged and engagement with the

community and employees is a continuous process to tailor the services provided and employment

practices introduced. Service delivery priorities are directed towards the most vulnerable communities

who are at risk from fire, fire related injuries and road traffic incidents.

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The environment

The Authority is committed to safeguarding the environment and recognises the need for effective

management action to reduce its environmental impact and to manage environmental risks.

Environmental risks have been identified as part of the Authority’s strategic risk management

arrangements, and it is through this process that associated management action is monitored.

The importance of the physical environment of West Yorkshire, including its heritage, land and waterways

is acknowledged and the Authority will ensure plans are in place to respond to and mitigate the effects of

fires and other emergencies affecting these important assets.

Revised: September 2017

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18 - Statement of Purpose annex A and B - Auth 23.09.16 Page 1 of 1

Annex A

Outcomes

Making West Yorkshire Safer

District Risk Reduction Plans

Community Risk Management Strategy

Service Plan Annual Organisational

Action Plan Annual Statement of

Assurance Annual Governance

Statement

West Yorkshire Fire and Rescue Authority Statement of Purpose Constitution

The Fire and Rescue Service Framework for England Expectations

Statutory Framework Government Policy Legislation

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Purpose To present Members with the annual Statement of Assurance 2016/17 for approval

Recommendations Members are requested to approve the Statement of Assurance 2016/17 as avalid assessment of West Yorkshire Fire and Rescue Authority’s performance.

Summary This report presents the annual Statement of Assurance 2016/17; the principal aim of which is to provide an accessible way in which communities, Government, local authorities and other partners may make a valid assessment of their local fire and rescue authority’s performance.

OFFICIAL

Statement of Assurance 2016/17 Full Authority Date: 22 September 2017 Agenda Item: 20 Submitted By: Director of Service Support / Chief Legal and Governance Officer



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

Background papers open to inspection: Department for Communities and Local Government Guidance on statements of assurance for fire and rescue authorities in England

Annexes: Statement of Assurance 2016/17

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1 Introduction 1.1 The Government is committed to unburdening local government; eliminating top-down

bureaucracy and increasing local flexibility. For fire and rescue authorities, this ethos is demonstrated by the revised Fire and Rescue National Framework for England (the Framework), and in the provisions of the Localism Act 2011, which helps to let them run their services as they see fit.

1.2 This freedom and flexibility is accompanied by the need for accountability and transparency. Providing an excellent service is only the starting point – communities expect to know how their services are being provided.

1.3 It is against this background that the Framework sets out a requirement for fire and rescue authorities to publish Statements of Assurance. It says:

‘Fire and rescue authorities must provide annual assurance on financial, governance and operational matters and show how they have had due regard to the expectations set out in their integrated risk management plan and the requirements included in the Framework. To provide assurance, fire and rescue authorities must publish an annual statement of assurance’.

2 Information

2.1 Whilst the Government have issued ‘Guidance on statements of assurance for fire and rescue authorities in England’, it is for individual fire and rescue authorities to determine the best way for them to present the information with their communities in mind.

2.2 West Yorkshire Fire and Rescue Authority (WYFRA) consider that the majority of the information required to meet the aim of the Statement of Assurance is already provided in an accessible way in which communities, Government, local authorities and other partners may make a valid assessment of the Authority’s performance and, where this is the case, the attached Statement links to those documents.

2.3 The Statement of Assurance will be used as a source of information on which to base the Secretary of State’s biennial report under section 25 of the Fire and Rescue Act 2004 and is required to be signed off by an elected member of West Yorkshire Fire and Rescue Authority. The Chair of the Authority is, therefore, requested to sign the statement on behalf of the Authority.

2.4 There is a requirement to publish the statement on an annual basis. The first statement was published in September 2013.

2.5 The Statement of Assurance for the year 2016/17 is attached to this report for Members to approve prior to sign off by the Chair of the Authority and publication on the Authority’s website.


3.1 There are no financial implications arising from this report.

4 Human Resource and Diversity Implications

4.1 The Authority remains committed to equality and diversity and to maintaining the highest possible standards. It takes a pragmatic and focused approach towards delivery of its legal equality duties.

4.2 The National Fire and rescue Service Framework is a tool which helps WYFRS set and deliver equality objectives. It enables the Authority to demonstrate compliance with the Public Sector Equality Duty and benchmark its equality performance against other Fire and Rescue services.

4.3 A self-assessment against the National Framework has been undertaken and a 3-year action plan, aligned to the Service Delivery Plan, is in place to improve equality performance.

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5 Health and Safety Implications 5.1 There are no health and safety implications arising from this report.


6.1 This report links to all of the priorities in the Service Plan 2015-2020 and in particular ‘Provide effective and ethical governance and achieve value for money’.

7 Conclusions

7.1 Members are requested to approve the Statement of Assurance 2016/17 as a valid assessment of West Yorkshire Fire and Rescue Authority’s performance for signature by the Chair of the Authority.

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Statement of Assurance 2016/17

OFFICIAL Ownership: Corporate Services Date Issued: 22 September 2017

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1

Table of Contents

Introduction ............................................................................................................................................ 2

Financial …………………………………………………………………………………………………………..2

Internal Audit .......................................................................................................................................... 2

Transparency .......................................................................................................................................... 2

Governance ............................................................................................................................................ 3

Information Governance ........................................................................................................................ 4

Risk and Business Continuity ............................................................................................................... 4

Operational (Service Delivery) ............................................................................................................... 4

Customer Service Excellence ................................................................................................................ 5

Communication and Engagement ......................................................................................................... 6

Service Delivery Performance ............................................................................................................... 6

Agreements and Mutual Aid Arrangements ......................................................................................... 6

Future Improvements ............................................................................................................................. 6

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2

Introduction

West Yorkshire Fire and Rescue Authority (WYFRA) is required to produce an annual Statement of Assurance as part of the Fire and Rescue National Framework for England. The purpose of the statement is to provide independent assurance to communities and the Government that the service is being delivered efficiently and effectively. Whilst the Fire and Rescue National Framework sets out the Government’s priorities and objectives for fire and rescue authorities in England, it does not prescribe operational matters as these are determined locally by fire and rescue authorities.

In April 2015, WYFRA published the Service Plan 2015-2020 which outlines the key priorities and objectives and builds upon the delivery and achievement of the Service Plan 2011-2015. The Service Plan 2015-2020 is fully electronic to make use of new technologies and enable ease of access to up to date information. Annual action plans are produced during the five year period to focus the work of West Yorkshire Fire and Rescue Service and to manage and monitor performance in order to achieve our ambition of ‘Making West Yorkshire Safer’.

This Statement of Assurance provides assurance that WYFRA is providing an efficient, effective and value for money service to the community of West Yorkshire in its financial, governance and operational matters.

Financial

In accordance with the 2016/17 Code of Practice on Local Authority Accounting based on International Financial Reporting Standards (IFRS) for 2016/17 and the Accounting Codes of Practice published by the Chartered Institute of Public Finance and Accountancy (CIPFA), WYFRA has produced the Statement of Accounts 2016/17. As the Authority is funded by public money, it has a responsibility to ensure this money is used lawfully, effectively, efficiently and economically.

The Annual Governance Statement, which is included within the Statement of Accounts, sets out the systems and procedures that are in place to ensure that the Authority’s resources are used in accordance with the law and provide best value for the tax payer.

The Authority’s governance framework comprises systems and processes, and cultures and values, by which the Authority is directed and controlled. It enables the Authority to monitor the achievement of its strategic objectives and to consider whether those have led to the delivery of appropriate, cost effective services.

Each year, the external auditors, currently KPMG, issue an audit opinion on the Authority’s financial statements and an assessment of the arrangements to achieve value for money in the use of resources. For 2016/17 the Authority once again received an unqualified opinion on both the Statement of Accounts and the arrangements for securing value for money.

The 2016/17 local government finance settlement provided details of a four year settlement covering the period to 2019/2020 showing total grant loss of a further £7.9m. In order to secure this funding the Authority has been required to produce and publish a four year efficiency plan.

When the settlement is built into the medium term financial plan, the Authority is still required to make further savings of £12m by the end of 2019/2020. However, the impact of the front loading of the efficiency savings coupled with the use of revenue balances will enable the Authority to recommence recruitment in 2017/18.

Internal Audit The Authority’s Chief Finance and Procurement Officer has a statutory duty to provide a continuous and effective internal audit. This internal audit service is provided under a service level agreement with Kirklees Council, which provides approximately 160 days of audit time each year.

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https://www.gov.uk/government/news/fire-and-rescue-national-framework-for-england-published

https://indd.adobe.com/embed/233f3bc1-bfdb-4465-bf53-b1959c216ec2?startpage=1&allowFullscreen=true

http://www.wyfs.co.uk/about-us/what-we-do/service-plan/

http://www.westyorksfire.gov.uk/wp-content/uploads/2016/09/STATEMENT-OF-ACCOUNTS-2015.16.pdf#page=22

3

The adequacy and effectiveness of the Authority’s risk management system and internal control environment is assessed by Internal Audit against an annual audit plan. The plan targets areas of highest risk as determined by the Authority through its risk management process and the resulting risk management matrix. Business risk based auditing accounts for approximately half of the available audit resource, with the other half involving the review of key financial systems and processes. The internal audit plan also considers audit areas where most value can be added.

Internal audit ‘opinions’ based on the level of assurance concerning each risk, system or process control is reported to the Authority’s Audit Committee on a quarterly basis. The Internal Audit Plan 2016/17 resulted in the majority of audits concluding with a ‘substantial assurance’ which confirms a robust framework of all key controls exists that are likely to ensure that objectives will be achieved. Internal Audit provides recommendations where it is thought that risks can be reduced and the control environment improved.

The audit plan and subsequent audits ensure an independent review is conducted at least once in a year of the effectiveness of the Authority’s systems of internal control, which assists with the formulation of the Annual Governance Statement.

Transparency In accordance with the Code of Recommended Practice for Local Authorities on Data Transparency, WYFRA is committed to greater openness and financial transparency through the publication, on the website, of information regarding how public money is being spent. This includes payments for goods and services to external bodies and suppliers above £500, details of salaries and allowances paid to staff and Members, transactions made via Government Procurement Cards, tender and procurement information, details of land and assets owned by WYFRA and details relating to Trade Unions.

The data is routinely published on either a quarterly or annual basis in accordance with the Code’s timescales. All published data can be viewed on the Data Transparency section of the website.

Governance

WYFRA has an approved constitution which sets out how the Authority operates, how decisions are made and the procedures which are followed to ensure that these are efficient, transparent and accountable to local citizens. Some of these processes are required by the law, while others are a matter for the Authority to determine.

The Authority is composed of 22 members, all of whom are a Councillor elected to one of the five constituent district councils within West Yorkshire; Bradford, Calderdale, Kirklees, Leeds and Wakefield. The overriding duty of Members of the Authority is to the whole community of West Yorkshire.

Members have an approved Code of Conduct designed to ensure high standards in the way they undertake their duties and are required to comply with the Principles of Public Life.

Codes of Conduct and Protocols included within the Constitution are:

• Code of Conduct for Members

• Officer Code of Conduct

• Member/Officer Relations and Procedural Protocol

• Officer Employment Procedure Rules

• Protocol regarding the use of Authority resources by Members

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http://www.westyorksfire.gov.uk/uploads/assets/media/pdfs/minutes_agendas_reports/503347a12ee602310e3b933bba9e1750762258ad.pdf#page=9

http://www.westyorksfire.gov.uk/about-us/access-to-information/data-transparency/

http://www.wyfs.co.uk/wp-content/uploads/2017/07/2017-June-Constitution-FINAL.pdf

http://www.westyorksfire.gov.uk/wp-content/uploads/2015/04/West-Yorkshire-Fire-Rescue-Authority-Code-of-Conduct-for-Members-78.47kb.pdf

http://www.westyorksfire.gov.uk/wp-content/uploads/2015/04/Principles-of-Public-Life-10.74kb.pdf

4

• Compliments and Complaints Policy

• Whistle Blowing Policy

In accordance with the Code of Corporate Governance and pursuant to the corporate performance monitoring processes an annual Corporate Health Report is submitted to the Annual General Meeting of the Authority to enable Members to scrutinise and challenge performance. A Performance Management Report is also presented to each Full Authority meeting to enable ongoing performance monitoring, scrutiny and challenge.

Information Governance

The Authority continues to develop, implement and embed a robust information governance framework needed for the effective management and protection of WYFRA information.

Information governance describes the approach within which accountability, standards, policies and procedures are developed and implemented, to ensure that all information created, obtained or received by WYFRA is held and used appropriately.

The Authority has an Information Governance Strategy and Policy which describes its commitment to ensuring effective information governance as a means to enable the service, to ensure it can make the best use of its information and to provide a solid foundation to enable it to be open and transparent.

At the same time it takes account of, and supports WYFRA’s operational objectives and ensures that a balance is struck between operational and compliance objectives.

The Authority has achieved excellent audit reports in respect of the handling and processing of information including the personal information relating to customers. This includes the achievement of the highest level of Compliance Plus within the annual Customer Service Excellence report for the strategic approach to Information Management particularly relating to our customers’ privacy and confidentiality. This standard was first achieved in 2009 and has been maintained at this level over the last eight years.

Risk and Business Continuity

WYFRA has a Risk Management Strategy and Policy and Business Continuity Management Strategy and Policy which provide clear and defined strategies to be implemented, adhered to and developed to aide achievement of the following objectives:

• Implement and maintain risk policy arrangements including a risk framework and processes, whichwill enable the organisation to identify, assess and manage strategic and corporate risks in aneffective, systematic and consistent manner. This also assists in embedding a risk managementculture.

• Implement and maintain a business continuity management system to ensure that key servicescan be maintained in the event of any disruption that threatens the delivery of services to thecommunity of West Yorkshire.

• Protect the organisation from disruptive events and service interruptions and facilitate a co-ordinated recovery of organisational services and critical functions during and following suchevents.

Operational (Service Delivery)

WYFRA operates within a clearly defined statutory and policy framework and the key documents setting this out are:

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• the Fire and Rescue Services Act 2004

• the Civil Contingencies Act 2004

• the Regulatory Reform (Fire Safety) Order 2005

• the Fire and Rescue Services (Emergencies) (England) Order 2007

• the Localism Act 2011

• the Fire and Rescue National Framework for England

The Authority’s Statement of Purpose reflects the key documents in highlighting WYFRAs commitments and expectations through its strategic priorities and objectives.

At strategic level, Integrated Risk Management Planning (IRMP) is an integral part of business planning process in West Yorkshire Fire and Rescue Service (WYFRS). The Service’s strategic assessment of risk covers all reasonably foreseeable risk within the County and establishes baseline standards of service.

In April 2015, the Community Risk Management Strategy 2017-2020 was published which explains how WYFRS identify, assess and manage risk in West Yorkshire and provides information on how the services are delivered. This document also provides the underpinning business case for delivering prevention, protection, response and resilience in a risk proportional manner. The strategy provides the means to deliver excellent but cost-effective fire and rescue services to communities across West Yorkshire. This latest strategy continues to underpin a flexible approach to managing risk and deliver future efficiency savings.

Customer Service Excellence

Since 1998, WYFRA has consistently attained the Charter Mark standard; the Government’s national standard of customer service excellence for organisations delivering public services. In August 2009 the Authority invited an assessment against the new Customer Service Excellence standard, which was being phased in and which has now fully replaced the Charter Mark standard. The Customer Service Excellence standard is derived from the core concepts of customer focus and the delivery of excellent customer service and assesses, in great detail, the following areas:

• Customer Insight

• The Culture of the Organisation

• Information and Access

• Delivery

• Timeliness and Quality of Service

WYFRA has an independent assessment against the standard annually and in 2016 was awarded full compliance against the 57 elements of the standard including fourteen ‘Compliance Plus’ awards, which are awarded for behaviours or practices that exceed the requirements of the standard, and are viewed as exceptional or as an exemplar for others – either within the organisation or in the wider public service arena. The summary of the Customer Service Excellence report clearly demonstrates the continuous commitment of the Authority to provide an excellent service to customers.

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Communication and Engagement

Extensive consultation is carried out with the community on the Community Risk Management Strategy and the Authority’s Communication and Engagement Strategy 2017-2020 determines how West Yorkshire Fire and Rescue Authority engages, communicates, and consults regarding how the service will be delivered. The strategy follows the public body consultation principles published by the government in 2012 which support a proportionate approach to such activities.

Service Delivery Performance

Service delivery standards are established in the Service Plan and the Community Risk Management Strategy. Performance against targets are reported to the Fire and Rescue Authority on a regular basis, with the latest annual Performance Management Report for 2016/17 submitted in June 2017.

The Community Risk Management Strategy includes reference to Risk Based Planning Assumptions (RBPA) for responding to emergencies. These are used to ensure resources are in the best place relative to risk and demand, with life risk incidents being the priority. The impact of any proposed changes can be measured and communicated by reference to the RBPA down to ward level. These were used in comprehensive consultation on changes to emergency cover in 2011 and 2012 and 2016. These changes enable WYFRS to provide appropriate emergency cover and fire prevention activity whilst delivering significant financial savings.

WYFRA discharges its statutory duties in relation to community safety, fire prevention and fire protection, including enforcement of relevant statutory regulations in accordance with the Fire Safety Strategy, with firefighters and specialist staff being deployed across districts where most needed based on risk.

In 2014, WYFRA introduced a Service Delivery Assurance process which utilises the Operational Assurance (OpA) and Fire Peer Challenge Toolkit developed by the Chief fire Officers Association (CFOA) and the Local Government Association (LGA). This provides the framework for internal assessment and the annual Service Delivery Assurance Report provides assurance that the organisation, from a service delivery perspective, is performing effectively and efficiently.

Agreements and Mutual Aid Arrangements

Sections 13 and 16 of the Fire and Rescue Services Act 2004 provide clear instructions for fire and rescue services in regard to mutual assistance and the discharge of functions by others. West Yorkshire Fire and Rescue Authority have Section 13 and 16 agreements with:

• Lancashire Combined Fire Authority

• North Yorkshire Fire and Rescue Authority

• Derbyshire Fire and Rescue Authority

• Greater Manchester Fire and Rescue Authority

• South Yorkshire Fire and Rescue Authority

These agreements are regularly reviewed and updated as necessary and are supplemented by specific agreements on specialist services, for example line rescue, and WYFRA is a major contributor to national and regional resilience with the capability to respond to major disasters and terrorist attacks.

Future Improvements

Having spent the last few years redesigning the service, moving fire station locations, and ensuring resources remain allocated appropriate to risk and demand, the Authority continues to face similar

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challenges and further levels of financial cuts over the coming years. The Community Risk Management Strategy continues to be the foundation for minimising the impact of the cuts and maintaining a focus on reducing the number of incidents. The Authority continues to revisit its Integrated Risk Management Plan (IRMP) in order to determine the most cost effective methods of providing operational cover.

The Authority has restructured at a senior level, transferring responsibilities for health and safety, workforce training development and employment resourcing to the Chief Employment Services Officer. It is anticipated that this change will further enhance improvements made within these areas.

The service has introduced a new Safer Communities Prevention Strategy in 2017 following extensive stakeholder engagement. This involved holding a series of partnership events, visits to all operational fire stations across West Yorkshire and a public engagement survey to inform the future prevention strategy. The service has started a two year staff training programme to implement a revised home visit programme that will build on the traditional fire prevention messages and include simple assessments, advice and signposting for additional health and well-being concerns. The new ‘Safe and Well’ checks will include an assessment of fire safety, falls and frailty, social isolation as well as support for crime prevention, winter cold and stopping smoking. A new risk filter approach to all referrals commenced in April 2017 and this ensures that we target resources towards people with the greatest need. Individuals assessed as being low risk are offered alternative education through a new online education tool or posted leaflets. The new strategy will ensure that the Authority is delivering the most efficient and effective early intervention and prevention service for those most vulnerable and that appropriate interventions are made available either through our actions or that of partners in order to reduce the risk as far as is possible. WYFRA has been successful in establishing a wide range of education programmes that help and support young people whatever their challenges may be and this was recognised in December 2016 when the Youth Intervention Team won an award for ‘Partnership of the Year’ at the Excellence in Fire and Emergency Awards.

Within the building safety environment, the Authority continues to respond to the needs of business and the demands placed upon them by fire safety regulation. The Primary Authority Scheme continues to grow and now encompasses both individual businesses and associations of business. These schemes allow consistent assured advice to be provided. WYFRA has played a significant role in the development of the nationally adopted short audit which helps to reduce the bureaucratic burden on business and have recently introduced nationally approved standard letters and paragraphs, again with the aim of making fire safety legislation both more consistent and proportionate. Overall the focus is now very much one of support, although where appropriate the full range of enforcement options is still used.

The Policing and Crime Bill, places a duty upon WYFRA to consider the scope for collaboration with other emergency services and work is being carried out with leaders of both West Yorkshire Police and the Yorkshire Ambulance Service to consider how best to achieve this. A collaboration board has been established to both scope and pursue suitable initiatives which will develop with the goal of greater effectiveness or efficiency. This board has reviewed an initial series of functions previously defined as in scope and is progressing the development of business cases to inform a series of final decisions. WYFRA recognises that there is already existing good practice and will seek to promote and expand into new challenges and opportunities. A shared premises arrangement with West Yorkshire Police is already in place and a number of trials of an Emergency Medical Responder scheme have been in place for the past year, in partnership with Yorkshire Ambulance Service. The future of this scheme is currently linked to an ongoing national discussion regarding firefighters pay, and as such its future remains unclear.

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A review of technical and specialist response capabilities has been undertaken and the introduction of new ways of working are supporting local, regional and national resilience.

Financial pressures will mean the need to continue to make significant changes to how services are delivered. It is vital that in the midst of this change the link between health and safety and IRMP remains strong and that the flow of safety critical information, both inside and outside of the Authority, is well managed. The importance of good health, as opposed to just safety can sometimes be overlooked, but plays a significant role in service delivery. The emphasis on improving mental health and wellbeing by improving our procedures and training, whilst developing a more robust framework of welfare support, continues to be a priority. This is being further developed following a staff survey carried out in February 2016 which emphasised the need for further improvement in leadership across the organisation which has, of course, a clear link to health and well-being. A revised leadership strategy is being developed which will take account of this.

As incident numbers have reduced so has experiential learning. The training priority continues to be to ensure that realistic training and shared learning continues to be developed to bridge this gap. The fire behaviour and breathing apparatus facilities at the Training Centre have been significantly improved, which has and will continue to provide excellent realistic breathing apparatus training for existing firefighters and trainees. New developments in equipment and procedures present opportunities to work more effectively but they place ever more technical demands on personnel and training must keep pace with these changes to the ways of working.

The call handling and mobilising function will face further challenges with the impending introduction of a new 4G LTE mobile phone network for the emergency services through the national Emergency Services Mobile Communications Programme (ESMCP). WYFRA has taken a lead role in this project, representing the region on the ESMCP Fire Customer Group and formulating and administering the Yorkshire and Humber Regional ESMCP Group. This will become an increasingly important project over the next twelve months; dedicated resources are being put in place to support the region in mobilising for and transition on to the Emergency Services Network as part of the national programme.

The Authority has completed a Strategic Asset Review which has informed an action plan to be developed to upgrade/rebuild in a cost effective manner a number of older and larger fire stations to ensure that they are fit for purpose and are economical, efficient and effective.

The Information and Communication Technology Strategy 2016-2020 has been developed and a programme of change is being implemented. The Strategy will maximise the use of electronic ways of working, simplify systems and produce a consistent user experience reducing repetition and exploiting the value of the information held within a secure and resilient infrastructure. It will ensure that the systems provide value for money and are fit for purpose whilst remaining within the boundaries of compliance requirements. The aim is to make the most of technology to ensure things are simpler, smarter and engaging.

Following extensive consultation with staff, 2017 saw the launch of revised values and behaviours for the organisation. The implementation was led by the Chief Fire Officer and Chief Employment Services Officer and involved workshops with more than 150 managers from right across the organisation. The workshops gave managers an opportunity to explore and understand the values as well as giving senior managers the opportunity to reinforce their importance. The values and behaviours form an integral part of the organisation’s appraisal system and the performance of all staff will be required to be consistent with the revised approach. The approach has been founded on the firm belief that strong, shared culture

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organisations tend to have better performance and more engaged staff and this provides a real opportunity to drive towards excellence and to become a true ‘employer of choice’. WYFRA wants to create and embed a systematic approach to engage and empower employees around any challenge. The successful realisation of the WYFRA vision will only be acquired by having a workforce that is truly involved and motivated, working together towards a shared and meaningful purpose.

For the first time in eight years, WYFRA has embarked on a programme of recruitment for whole-time firefighters. Some 80 firefighters have been recruited during 2017 and these will become fully operational from April 2018. Over 6,000 applications were received and following rigorous assessment, the best 80 were selected. Our workforce planning forecasts suggest that similar numbers of new recruits will be required in each of the next two years to ensure that effective fire cover continues to be provided across West Yorkshire.

This Statement of Assurance is signed on 22 September 2017 on behalf of West Yorkshire Fire and Rescue Authority.

Councillor Judith Hughes Chair of West Yorkshire Fire and Rescue Authority

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Purpose To present proposals as part of the Integrated Risk Management Planning

(IRMP) process for inclusion in the 2018/19 Action Plan.

Recommendations That approval is given to undertake internal consultation in relation to the five

proposals outlined in the body of the report. That the outcomes of the

consultation are reported back to West Yorkshire Fire and Rescue Authority in

December 2017 for decision based upon the feedback received

Summary This paper presents proposals for delivering significant efficiencies and seeks

approval to undertake consultation.

OFFICIAL

Integrated Risk Management Plan (IRMP) Proposals Full Authority Date: 22 September 2017 Agenda Item: 21 Submitted By: Chief Fire Officer and Chief Executive



Contact Officer: ACO Ian Bitcon

E: [email protected]

T: 01274 655703

Background papers open to inspection: Service Plan 2015-2020

Community Risk Management Strategy 2015-2020

WYFRA Communication & Engagement Strategy

Annexes: Appendix 1-5 Business Cases


1 Background

1.1. Public services have faced significant financial constraints over the past years; this has presented

West Yorkshire Fire and Rescue Authority (referred to as the Authority) with significant challenges.

Difficult decisions have been made to best match reducing resources against risk, demand and the

needs of the community. The ambition of “Making West Yorkshire safer” has continued to be at the

forefront of the Authority’s strategic and Integrated Risk Management Planning (IRMP).

1.2. In June and December 2011 the Authority approved IRMP 1, this ambitious IRMP set the strategic

direction for the years to come. It included the merger/closure of ten fire stations and construction of

five new stations in optimum locations; the introduction of a new duty system at Castleford; the

introduction of Fire Response Units (FRUs) and Combined Aerial Rescue Platforms and the removal

of one of two retained appliances at Silsden. Further savings were realised through a review of

senior management and support staff posts.

1.3. In 2012 the financial forecast identified that although the Authority had faced significant cuts in the

first two years of the spending review it was expecting to suffer further cuts in the following two years.

In December 2012 the Authority responded to these financial challenges by approving IRMP 2 in

order to manage further reductions in funding whilst at the same time optimising the resources

available. The changes approved included the closure of two retained duty system stations, the

removal of a number of second appliances, changing shift patterns at three stations to Day Crewing

and the merger/closure of four stations and construction of two new stations.

1.4. In May 2015, the Efficiency Research Programme (ERP) was established in response to the latest

announcement by Government on public sector spending. Based on the information available at that

time, and using a number of reasonable assumptions, the medium term financial plan highlighted

budgetary shortfalls until 2019/20. The current IRMP programme (IRMP 1 and 2) was almost fully

implemented. Following the outcomes of the ERP and in response to further budget reductions, in

February 2017 the Authority approved IRMP 3, which included the removal of the FRUs and changes

in staffing on the Technical Rescue Unit.

1.5. As part of the 2016/17 budget setting process the Authority received a draft four year financial

settlement, this settlement was fixed by the Authority submitting a four year efficiency plan to

Government. Again this presented financial challenges but it did also provide a higher level of

certainty than in previous years, further supporting long term planning.

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1.6. The following table identifies the scale of change (posts removed) between 2011 and now.

Green

Book

Whole-time

Firefighters

RDS

Firefighters

Control All Posts

April 2011 372 1383 161 52 1968

May 2017 289 964 120 43 1416

Post Reductions 83 419 41 9 552

1.7. The medium term financial plan requires that the whole-time firefighter establishment is reduced from

the current 964 posts to around 900 posts by 2020. The next IRMP(s) will make these reductions. It is

predicted that there will be a high number of whole-time firefighters leaving the service between now

and 2020 due to retirement. A recruitment strategy has been developed and is currently being

implemented in order to ensure that there are sufficient firefighters available to fill the 900 posts. The

medium term financial plan outlines the needs for this strategy to be supported by the use of

balances.

2. Information

2.1. Over the past ten years the risk profile of communities and consequential levels of demand for the fire

and rescue service (FRS) in West Yorkshire, and for that matter nationally, has reduced dramatically.

In 2004/05 West Yorkshire Fire and Rescue Service (WYFRS) responded to 43,812 incidents, this

has reduced significantly, in the last year 2016/17WYFRS responded to 22,447 incidents. There are a

variety of reasons for this reduction in demand:

• community safety and fire prevention work;

• proactive demand management including challenging people suspected of making a hoax call

and reducing responses to automatic fire alarms;

• changes in lifestyle including smoking cessation, changes in cooking and eating habits and

product safety.

2.2. The modernisation philosophy remains the same for this IRMP as it did for IRMPs 1 - 3; it supports

the on-going Ambition of “Making West Yorkshire Safer”; with the focus on four pillars:

• Public and Firefighter safety – Continuing to deliver fire prevention and other community

safety initiatives, ensuring that firefighters have the best equipment and training to do their job.

• Optimal resource allocation and deployment - Ensuring resources are in the locations that will

have the greatest impact

• Changing the way that we deliver the Service - The implementation of innovative duty

systems, the introduction of new equipment and vehicles, and the changing of working

practice

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• Value for money - Deliver the best possible service with the resources available to ensure an

efficient, cost effective provision

2.3. The strategy of IRMP 1 and 2 in relation to the closure/merger of stations and the building of new fire

stations in optimum locations has enabled WYFRS to put in place an excellent infrastructure of fire

stations and appliances. There are two proposals from IRMP 1 and 2 that have not yet been

implemented; these are the merger of Cookridge and Moortown fire stations and the removal of the

second fire appliance at Hunslet.

2.4. WYFRS have been unable to either purchase land or secure planning permission on a number of

preferred sites for the new fire station between Cookridge and Moortown. The decision has been

taken not to progress building a new station but to look at alternate options such as changes in

crewing arrangements. The removal of the second appliance at Hunslet is programmed to take place

in 2019.

2.5. The Chief Fire Officer and the Chair of the Authority have tasked senior management to reduce the

number of posts to around 900 without further reductions in fire stations or in the number of fire

appliances, including those at Cookridge, Moortown and Hunslet if alternative options can be agreed.

2.6. This paper recommends IRMP 4, which contains proposals that reduce the establishment of whole-

time firefighters from 964 to 934, and a further IRMP is developed for the remaining posts, taking

WYFRS to a whole-time establishment of around 900 by 2020.

2.7. In order to deliver this reduction in posts and keep the three appliances at Cookridge, Moortown and

Hunslet, IRMP 5 will need to be developed during 2018. It is essential that WYFRS work closely with

employees and representative bodies during the early part of 2018 to discuss the development of and

implementation of changes. These are likely to include efficiencies related to the Command,

Leadership and Management review and changes relating to the Operational Resource Pool, which

supports staffing of stations across the service. WYFRS will also consider other proposals that do not

reduce the overall number of fire appliances such as collaborative projects with blue light partners

and other agencies.

3. IRMP Communication and Engagement Strategy

3.1. The Authority’s Communication and Engagement Strategy has been developed to demonstrate how

the Authority intends to communicate, consult and engage on principal elements of the IRMP process

that deliver the aims and objectives of the Authority. This is particularly important due to the

complexity of the range of proposals and the need to ensure a consistent and transparent approach

over a protracted period of time.

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3.2. The Communication and Engagement Strategy defines the types of engagement the Authority will

undertake for each type of proposal. All change requires some form of communication and

engagement, but the time, effort and most importantly the financial resources spent on

communication must be proportionate to the changes proposed. The strategy therefore sets down

when it is appropriate to consult internally and when full public consultation is appropriate.

3.3. The key measure for determining if full consultation with the community is required is where the

proposed changes are likely to have a material impact on service delivery standards. In these

circumstances full consultation would be appropriate.

3.4. Where the impact on service delivery is not affected, or is minimal, extensive and costly community

consultation would not be appropriate, and information dissemination, engagement and/or internal

consultation/negotiation would be fit for purpose.

4. All the proposals in this report involve changes that have either no or a negligible impact on service

delivery; consequently, only internal consultation with WYRFS employees and their representative

bodies is appropriate.

The Proposals

4.1. This report provides Members with details of the latest proposals for emergency cover across West

Yorkshire that form IRMP 4 and requests approval to undertake consultation and if approval is given

to implement, would be implemented by 2020.

4.2. The Authority’s Community Risk Management Strategy is the basis for future planning. The strategy

uses a number of impact assessments to assist with understanding the broad and long term

implications of change in its wider context. Community, equality, firefighter safety and organisational

assessments form part of the business cases for such changes.

4.3. The first four proposals follow a traditional approach to meeting the four pillars of integrated risk

management planning, whilst the final proposal takes a different approach to meeting them by

providing a specific additional resource.

4.4. Proposal 1 – Reduce the establishment at all Day Crewed Stations by one post from 14 to 13 and introduce flexible staffing arrangements (reduction of six posts).

4.4.1. WYFRS has six stations that operate the Day Crewed duty system; they are Garforth, Morley,

Rawdon, Rothwell, Todmorden and Wetherby. This duty system is appropriate for the low levels

of operational activity in these areas.

4.4.2. Each station has 2 watches made up of seven firefighters per watch giving a total of 14 staff.

Where a more flexible approach to staffing is operating it is possible for 13 firefighters to work

across both shifts without them working any additional days. A more flexible approach helps to

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ensure that the appliance is staffed with the optimum number of five, rather than four on some

occasions and six on others.

4.4.3. WYFRS Day Crewed Close Call Stations operate very effectively with an establishment of 13

per station.

4.4.4. This proposal will not impact on fire cover, service delivery or firefighter safety.

Reduction in Staff across six stations

Salary Establishment Posts

Full year Cost/Saving

Firefighter £49,100 6 £295,000 Total 6 £295,000

4.4.5. The implementation of this proposal if approved will not require any compulsory transfer of

personnel from DC stations, there are vacancies at five of the stations, implementation at the

remaining station will occur when a natural vacancy arises.

4.5. Proposal 2 – Remove the Local Retained Support Officers (LRSOs) from the 10 Retained stations (reduction of 10 posts)

4.5.1. LRSOs were introduced in 2009 to support Retained Duty System (RDS) stations, their primary

roles were to carry our risk reduction work, provide administration support and address short

term operational crewing shortages.

4.5.2. Operations Directorate has assessed stated that there was opportunity to remove all the LRSO

posts.

4.5.3. The removal of the LRSOs post will reduce the establishment by 10 posts.

4.5.4. Operational activity indicates that removing the LRSOs will have minimal impact on fire cover;

the use of detached duties and the operations resource pool will mitigate any impact.

4.5.5. Operations Directorate has assessed identifies that RDS firefighters can carry out risk reduction

work that LRSOs currently carry out. This will enhance firefighter safety as the crews who are

most likely to attend any incidents at the premises will be inspecting the premises. Furthermore,

it offers the RDS firefighters the opportunity to earn extra, which may lead to increased

recruitment and staff retention and more interaction with the community.

4.5.6. This proposal will have minimal impact on fire cover, service delivery or firefighter safety.

Reduction in LRSOs

Salary Establishment Posts Full year Cost/Saving

Crew Commander

£43,400 10 £434,000

Prevention and protection work

£10,400 - £104,000

Total 10 £330,000

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4.5.7. This proposal can be implemented early in 2018 in close consultation with staff to find suitable

places for personnel to transfer into.

4.6. Proposal 3 – Convert five non-operational grey book posts into green book posts or remove entirely following organisational restructure (reduction of five grey book posts)

4.6.1. It has been identified that a number of roles that do not require the employee to have

operational skills and attributes that are currently occupied by grey book employees can be

converted to green book posts or removed. The proposal is based on a review of current grey

book posts to determine which should remain as “operational” roles and which can be carried

out by green book “non-operational roles”.

4.6.2. Consultation with managers and staff has highlighted additional benefits: grey book staff move

posts far more regularly than green book staff. This affects continuity within departments and

the proposal will minimise this turnover.

4.6.3. The posts will be removed from the following four departments:

• Training (including Driving and Training Support and Development)

• Employee Resources

• Service Delivery Assurance Team

• Operational Support

4.6.4. There is a difference in pay and conditions between grey and green book staff, which offers

considerable efficiency savings, which is attributable to the requirement to maintain operational

capability.

4.6.5. A full job analysis will ensure there is no loss of performance where a green book grade

replaces a grey book member of staff.

Posts Salary Establishment Posts


Reduction in grey book £45,600 5 £228,000 Additional green book posts

£33,900 -5 -£169,000

Total 5 £59,000 Note * indicates an estimation based on Watch Manger A salary and grade 8 Salary.

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4.6.6. Implementation would take places following the recruitment of the green book posts, it is

anticipated that this will be in the first half of 2018.

4.7. Proposal 4 – Reduce the number of Flexible Duty System Station Manager posts from 45 to

approximately 36 (reduction of nine posts)

4.7.1. WYFRS Flexible Duty System (FDS) officers work a five-week rota pattern. FDS officers

provide cover to attend emergency incidents in addition to carrying out daily managerial duties.

4.7.2. WFRS currently have 45 Station Managers working on the flexible duty system, these officers

work on a five week rota system which gives a minimum of nine on duty at any one time,

usually at the weekend. There are days during the week when this number is much higher than

required.

4.7.3. This level of operational cover is higher than that provided by other Metropolitan FRS that have

similar risk profiles.

4.7.4. This proposal will facilitate the introduction of an Organisational Development Manager on

Green Book conditions of service to design and implement structured activities that help the

organisation achieve and sustain success in a changing environment.

4.7.5. Senior management has assessed that 36 station manager posts are required for managerial

roles within the organisation. Operations Directorate has assessed the number of officers

required to be on duty for effective command and control at emergency incidents needs to be

six station managers and two group managers.

4.7.6. Operational activity for station managers across West Yorkshire has reduced by 24% since July

2012. The planning assumptions for FDS officers have been reviewed because of this reduction

and with changes in ways of working. The outcome is that the total number of officers can be

reduced from 45 to 36 with a minimum of six on duty at any one time whilst maintaining an

effective command and control capability.

4.7.7. This reduction can take place with the FDS station managers remaining on their existing five-

week rota (with no change to their working routine). However if this proposal is approved it

would be advantageous to work closely with representative bodies to consider alternate rota

systems which would be beneficial for the Service and Officers. There are many different rota

systems available and being used by other services effectively.

4.7.8. WYFRS will also work with representative bodies to develop resilience arrangements, which will

formalise the arrangements for bringing additional officers in for unplanned high levels of activity

such as the 2015 Boxing Day floods.

4.7.9. This proposal will have minimal impact on managerial and operational service delivery.

Page 9 of 11

Reduction in Station Managers



Station Manager £67,400 9 £607,000 Grade 13 £50,800 -1 - £51,000 Total 9 £556,000

4.7.10. The implementation of this proposal will coincide with forecasted retirements, avoiding the

need for any compulsory redundancies. Nine FDS station managers are forecast to retire

between now and September 2018.

4.8. Proposal 5 – Pilot the concept of RDS appliances in urban areas by the introduction of an additional appliance at Fairweather Green fire station

4.8.1. In 2013 Sir Ken Knight published “Facing the Future” which was the findings from the fire review

of efficiencies and operations in fire and rescue authorities in England. During his research he

visited WYFRS and discussed a range of issues.

4.8.2. The report states that “Retained duty staff, or ‘on-call firefighters’, are the backbone of the

provision for many fire and rescue authorities particularly those that are most rural, and make

up the majority of fire stations in the county. The challenge for all fire and rescue authorities in

the new reduced demand-environment is to fully consider how they can best use on-call staff”.

4.8.3. The report also suggests that is “for each fire and rescue authority to determine their own rules

for response times and the distance of an on call firefighter from a station”.

4.8.4. The provision of an RDS appliance in an urban area provides an opportunity for WYFRS to

increase the diversity of the workforce to better reflect the community and in doing so improve

engagement with communities and improve both operational response and risk reduction work.

The ‘Attacks on Firefighters Working Group’ Update presented to the Community Safety

Committee on 21st July 2017 identified an objective to improve ‘Community engagement in the

areas where most attacks tend to occur, to form effective partnerships which minimise the risk

of attacks in those areas.’

4.8.5. The introduction of an RDS appliance at Fairweather Green would attract employees from the

Manningham and Toller Wards, which are very multi-cultural areas where minority communities

make up 74% of the population.

4.8.6. This implementation involves growth in the RDS establishment. The average employee cost for

an RDS station is £147,000. There will be no capital outlay for a new fire appliance as an

appliance currently held for resilience will be used.

Page 10 of 11

Increase in staff for an RDS appliance



Total -£147,000

4.8.7. It is anticipated that the implementation of this proposal including advertising, recruitment,

training and implementation will be 18 months. The initial operational response of this

appliance will need to be supported by whole-time firefighters at Fairweather Green until the

RDS firefighters gain experience enough to respond independently.


5.1. The four-year local government finance settlement in January 2016 delivered further grant loss of

£7.95m over the next four years of which £6m will be lost in the first two years. The proposals

included within this report will deliver additional efficiency savings of £1,093,000 in salary costs, which

will be achieved by means of non-recruitment.

6. Human Resources and Diversity Implications

6.1. Implementation of the proposals would lead to a reduction of 30 whole-time posts from the

establishment. These changes would take place through the natural reductions aligned to the

retirement profile of firefighters, with the objective being to avoid compulsory redundancies where

possible.

6.2. These proposals would see the introduction of five green book posts and 12 RDS grey book posts.

6.3. The FRS 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.

6.4. 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. Targeted

community safety (prevention) activities are undertaken to identify individuals and families who are

particularly vulnerable to fire related incidents due to lifestyle factors, irrespective of where they live.

6.5. One of the objectives 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.

6.6. 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.

6.7. 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 driven by a robust equality analysis process. From the equality

analysis WYFRS is confident that no further adverse impact has been identified and will continue to

Page 11 of 11

deliver a service that meets the needs of those most at risk in our diverse community. However, it is

clear that the shift patterns for operational staff, which are largely nationally determined, do little to

encourage diverse representation amongst the workforce. We will continue to work with the

recognised trade unions to encourage the development of more flexible working arrangements.

6.8. Equality impact analysis indicates that the implementation of these proposals does not

disproportionately affect any group within the workforce.


7.1. Firefighter safety is a fundamental consideration of Integrated Risk Management Planning process.

WYFRS minimise risk to firefighters through planned and managed changes. Detailed risk

assessments sit behind each proposal to support them. The alternative would be appliances would

be unavailable on an ad hoc basis and the risk to firefighters and the community would be far more

difficult to manage.

8. Service Plan Links

8.1. The Integrated Risk Management Plan is critical to the delivery of the Service Plan and the Ambition

of “Making West Yorkshire Safer”. The four strategic priorities are listed below:

• Deliver a proactive community safety programme

• Deliver a professional and resilient emergency response service

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

• Provide effective and ethical governance and achieve value for money

8.2. IRMP is integral to delivering these priorities as this ensures that both the community and firefighters

are protected from risk whilst maintaining the excellent standards that have been achieved with the

optimal distribution of resources.

9. Conclusions

9.1. The proposals in this paper represent a reduction in firefighter posts, yet maintain appropriate levels

of emergency response; this strategy avoids the need for whole-time compulsory redundancies by

aligning the introduction of the changes to the retirement profile.

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

significantly to addressing the budget gap.

1

Appendix 1

2017/18

IRMP Team

IRMP 4 Review

July 2017

Reduction in Day Crewed Staffing Business Case

Reduce the establishment at all Day Crewed Stations by one post from 14 to 13 and introduce flexible staffing arrangements (reduction of six posts in total).

2

Contents Key Points: ............................................................................................................................................................................................... 3

1. Overview .................................................................................................................................................................................... 3

Community Impact Assessment ...................................................................................................................................................... 4

2. Risk Levels and Risk Reduction ................................................................................................................................... 4

3. Impact across West Yorkshire and resilience ....................................................................................................... 5

Firefighter Safety Impact Assessment .......................................................................................................................................... 5

4. Firefighter Safety ................................................................................................................................................................... 5

Organisational Impact Assessment ................................................................................................................................................ 5

5. Assessing the impact of the proposals ..................................................................................................................... 5

6. Financial Information .......................................................................................................................................................... 6

Equality Impact Assessment ............................................................................................................................................................. 6

7. Assessing the Impact .......................................................................................................................................................... 6

8. Timeline for implementation ............................................................................................................................................ 6

Recommendation ................................................................................................................................................................................... 6

3

Proposal 2 - Reduce the establishment at all six Day Crewed Stations by one post from 14 to 13 and introduce flexible staffing arrangements (reduction of 6 posts).

At a Glance – the key points of this proposal

Key Points:

1. This Proposal is to remove one Firefighter (FF) post from each of the Day Crewed (DC)

stations in West Yorkshire resulting in the establishment being reduced by six posts.

2. This will not require any redundancies as the grey book employees will transfer to existing

whole-time establishment posts.

3. There are currently six stations in WYFRS that operate the DC duty system. These are

Todmorden, Wetherby, Rawdon, Morley, Garforth, and Rothwell.

4. The current establishment for a DC station is 14 firefighters which allows for stations to be self-

sufficient with regards co-ordinating leave and covering vacancies.

5. Reducing the staffing levels at DC stations from 14 to 13 will have no impact on service

delivery. Standard Staffing of five on each appliance will continue to be maintained.

6. The estimated ongoing efficiency savings with a reduction of 6 establishment posts at DC

stations will be £246,000 per year.

7. Introducing flexible staffing arrangements may provide further efficiencies at these stations.

1. Overview

1.1. Day Crewing is an established system used by many fire and rescue services. It is particularly

suitable for areas with lower levels of operational activity. This is reflected in the response profile of

the six DC stations.

1.2. Grey Book Conditions of Service describe Day Crewing as; ‘the hours of duty for full-time employees

on this system shall be an average of forty-two per week. The hours of duty of part-time employees

shall be:

1) An average of thirty-five hours per week shall be worked at the station.

2) An average of seven hours per week shall be on standby at home. Employees are required to

respond to any emergency call received during this standby period.

4

3) Employees on this system may be requested to undertake retained duties outside the hours at (1)

and (2).

4) There shall be at least two complete periods of twenty-four hours free from any duty each week.

5) One hour per day shall be specified as a meal break. Account shall be taken of meal breaks

interrupted by emergency calls.

1.3. The DC duty system functions with 14 personnel at each station who work a combination of positive

and standby hours over a 24 hour period. Positive hours are worked on the fire station premises or

appliance and standby hours are worked on call from the firefighters residence a maximum of five

minutes travel from the fire station.

1.4. The current crewing arrangements on the DC stations ensure that this resource is available to

respond to emergency incidents as set out in the DC policy and agreement. The proposal presented

in this business case will reduce staffing numbers at each DC station, but will not adversely affect

response to incidents. This proposal will not affect crewing levels on the appliance at any of the DC

stations which will remain at five in line with standard staffing arrangements across the service.

1.5. The DC duty system is operated by two watches consisting of seven personnel on each watch;

working a shift pattern over an eight day cycle (4 days on - 4 days off) or over a ten day cycle (3 days

on - 2 days off - 2 days on - 3 days off). DC stations across West Yorkshire currently use one of these

two systems.

1.6. Existing arrangements for covering any staffing shortfalls will still be available if this proposal is

implemented. More flexible working arrangements at DC stations will offer an opportunity to improve

the management of staffing shortfalls and allow even greater flexibility to staff and managers working

within the DC system to provide cover across the watches.

Community Impact Assessment

2. Risk Levels and Risk Reduction

2.1. A reduction in the crewing arrangements from 14 to 13 staff at each DC station is an appropriate

method of reducing costs and will lead to the least impact upon the delivery of prevention, protection

or response services to local communities.

2.2. The average number of calls per year over 2016/ 2017 for DC stations is 320, with Rawdon attending

438 and Todmorden 177 .This would be classed as low operational activity levels which is one of the

reasons the stations were able to convert to DC staffing in the first place. The proposal still allows DC

stations to be able to respond to incidents within these communities as they are now.

5

2.3. When not attending emergency incidents, the crews at DC stations have the same training

commitment, community safety and fire protection work as 2-2-4 stations. It is not anticipated that

changing from 14 to 13 will have any material impact upon the delivery of prevention, protection or

response services to local communities.

3. Impact across West Yorkshire and resilience

3.1. This proposal does not affect the resilience arrangements across West Yorkshire.

Firefighter Safety Impact Assessment

4. Firefighter Safety

4.1. The proposal will not affect firefighter safety as it does not reduce current standard staffing

arrangements. DC appliances will maintain standard staffing of five as they do now. It will give the

opportunity to roster in fewer times when appliances at DC stations are overstaffed at six.

4.2. The proposal does not alter the service commitment to ensure that it gathers operational risk

information for premises that present risks to firefighters, members of the public and the environment.

Up to date risk information is available via Mobile Data Terminals fitted to all front line fire engines.

This information provides specific details of hazards in premises and helps our operational crews

adopt appropriate fire and rescue tactics.

4.3. This proposal delivers significant efficiency savings without compromising the effectiveness of this

operational resource or safety to Firefighters and the community. If this proposal is approved there is

no effect to operational response.

Organisational Impact Assessment

5. Assessing the impact of the proposals

5.1. After discussion with Day Crewed station personnel, the increased flexibility that this proposal offers

would be welcomed.

5.2. There is no anticipated change to the current situation with the implementation of this proposal. DC

stations will maintain standard staffing to carry out current workloads across the station area.

Response times and availability will not be affected from current levels.

5.3. This proposal would remove six Firefighter establishment posts from DC stations (currently 84,

reducing to 78) to be re-deployed into other posts across the service. With all but one of the six DC

6

stations currently carrying vacancies this proposal would have minimal impact on firefighters at DC

stations if implemented.

6. Financial Information

6.1. The current cost of firefighter posted on a DC station, with on costs, is £49,000. This figure includes

all staff allowances and turnout fees averaged across all DC stations.

6.2. The current cost of firefighter posted at each DC station, with on costs, is £294,000. Implementing this proposal realises an efficiency saving of £294,000 per year.

6.3. The implementation of alternative crewing arrangements at Day Crewed Stations will therefore deliver significant efficiency savings with minimal impact upon service delivery levels.

Equality Impact Assessment

7. Assessing the Impact

7.1. One of the key priorities identified by the Fire and Rescue Service Equality and Diversity Strategy

2008-18 is to, “Assess the impact of all new policies, plans, procedures and practices to ensure

effective service delivery to all communities is tailored to their needs”.

7.2. An Equality Impact Assessment (EIA) covers this proposal to ensure that it does not negatively,

disproportionately or unfairly affect any group or individuals by virtue of their age, race, religion,

gender, sexuality or disability.

7.3. Following discussions and consultation with day crewed station personnel, and a full EIA process,

there is no evidence to suggest this proposal negatively affects any group either within the workforce

or the community.

8. Timeline for implementation

8.1. All but one of the six day crewed stations are currently carrying vacancies and therefore the

implementation of this proposal at five of the six stations can be carried out immediately. The final

post at Todmorden can be removed in line with the retirement profile.

Recommendation

West Yorkshire Fire and Rescue Authority (WYFRA) consider the impacts detailed within the business case

and approve this proposal to reduce establishment by one post at each of the DC stations.

Appendix 2

2017/18

IRMP Team

IRMP 4 Review

September 2017

Removal of Local Retained Support Officer Posts Business Case

2

Contents

Key Points: ............................................................................................................................................................................................... 3

1. Overview .................................................................................................................................................................................... 3


2. Emergency Response Times .......................................................................................................................................... 4


4. Impact across West Yorkshire and Resilience ...................................................................................................... 6








Timeline ..................................................................................................................................................................................................... 8

9. Engagement, Selection and Training.......................................................................................................................... 8

Recommendation ................................................................................................................................................................................... 8

3

Proposal 2 - Remove the Local Retained Support Officer (LRSOs) from the 10 retained stations (reduction of 10 posts)

At a glance – the key points of this proposal

Key Points:

1. This proposal follows a review of the Retained Duty System (RDS) by the Operations Directorate in

2017.

2. There are ten Local Retained Support Officer (LRSO) posts on the establishment.

3. The LRSO posts supplement the management of the RDS stations.

4. This proposal will not require any redundancies as Grey Book employees in post will transfer to

existing whole-time establishment posts.

5. The wards served by the RDS stations affected are categorised as very low risk.

6. Removal of LRSO posts will not affect the local or service-wide operational emergency response

times.

7. Local RDS crews will undertake the prevention and protection activities currently carried out by the

LRSOs.

8. There will be minimal impact on retained appliance availability.

9. The estimated ongoing efficiency saving this proposal will realise is £330,000 per annum.

1. Overview

1.1. The RDS review in the Integrated Risk Management Plan 2009 identified a need for LRSOs to

supplement RDS stations to fulfil risk reduction activities, administration support and address short-

term operational crewing shortages.

1.2. The Operations Directorate reviewed the LRSO role and RDS stations in 2011 and more recently in

2017.

1.3. In 2011, the review recommended the LRSO role became a District resource rather than assigned to

one RDS station. Districts implemented this to various degrees and the posts remained attached to

the RDS stations establishment.

1.4. Operations Directorate has assessed and stated that, ‘This proposal provides the opportunity for the

authority to remove the LRSO role from RDS station’”.

4

1.5. Currently the establishment includes ten whole-time LRSO posts of which four are vacant; many see

the role having limited opportunity for development.

1.6. Some Green Book staff do prefer the flexible 37 hour/week staffing system the LRSO post requires.

1.7. Activity records demonstrate that the RDS appliances require little operational support from LRSOs.

1.8. Operations Directorate recommended that existing RDS staff can carry out the prevention and

protection work that the LRSO currently deliver; activity records support this.

1.9. It is not necessary to provide RDS stations with supplementary administration support; the four RDS

stations with long-term LRSO vacant posts have illustrated this is the case.


2. Emergency Response Times

2.1. The service-wide effect on emergency response times is minimal: the absence of the LRSO role

would have affected 45 mobilisations out of 29,000 in West Yorkshire in 2016/17.

2.2. Part of the role of the LRSO is to assist the availability of the RDS appliance by riding either as a

firefighter or in a Crew Commander role. Table 1 below identifies the number of occasions each of the

retained appliances attended an incident with an LRSO maintaining its availability.

2.3. Central Staffing have options to augment staff numbers at RDS stations if the crewing of appliances

becomes an issue. These include using detached duties and the operations resource pool.

2.4. The next nearest appliance would be mobilised to any incident if an RDS appliance was unavailable.

2.5. Table 1 below demonstrates the FRS stations which are more likely to be available are those with a

vacant LRSO post and seems contrary to expectations. RDS crews offered an explanation in

feedback: paragraph 3.4 below states feedback from RDS crews identifying they are more likely to be

available for emergency response when engaged with the community safety activity the LRSO would

otherwise carry out.

5

2.6. Table 1: LRSO contribution to RDS appliance response

Station LRSO post filled

Percentage of time appliance available for calls

Number of occasions the RDS appliance has attended incidents with the LRSO in role

Crew Commander Firefighter Total

Skelmanthorpe Y 98% 3 3 6

Mirfield N 82% 3 0 3

Silsden N 81% 0 0 0

Meltham N 81% 0 0 0

Slaithwaite Y 77% 1 2 3

Featherstone Y 76% 1 7 8

Mytholmroyd N 70% 0 0 0

Otley Y 66% 6 13 19

Holmfirth Y 65% 2 0 2

Ilkley Y 65% 1 3 4

Total 17 28 45


3.1. The current risk assessment methodology has been in place since 2009. The risk level in all wards

covered by RDS stations is very low.

3.2. The LRSOs currently carry out the majority of the risk reducing prevention work in their area. If this

proposal is approved the RDS crews will carry out this work.

3.3. The LRSOs currently carry out the majority of the risk reducing protection work in their area. If this

proposal is approved the RDS crews will carry out this work.

3.4. Operations Directorate has assessed and stated that, ‘The opportunity to undertake this type of work

is part of the feedback requested from stations. They felt it would have a positive impact on daytime

cover through individuals being available more throughout the day due to the ability to earn payment

for the managed workloads’”

3.5. Otley RDS crew are more reliant upon their LRSO for operational support. On 19 occasions, the

LRSO at Otley ensured the appliance could respond to emergency incidents; this accounts for 15% of

all of Otley’s mobilisations in 2016/17.

3.6. The LRSO post at Otley will maintain the availability of the RDS appliance whilst a sustained

recruitment campaign increases firefighter strength at the station.

6

4. Impact across West Yorkshire and Resilience

4.1. If this proposal is approved, there will be minimal impact on service-wide operational resilience;

LRSOs were mobilised as part of an RDS crew on less than one percent of all mobilisation in

2016/17.



5.1. The impact on the health and safety of firefighters has been risk assessed.

5.2. There are no changes to the ways of working for RDS firefighters and the number of RDS firefighters

will potentially increase due to proposed recruitment.

5.3. It is likely that the opportunity to carry out more prevention and protection activities will promote

firefighter safety.

5.4. There are no additional risks to the current LRSO Crew Commanders, RDS crews or the rest of the

Service because of this initiative.

5.5. If this proposal is approved, the crew commanders in the LRSO posts will return to fully operational

roles. Individuals will have the opportunity to develop their skills and knowledge through more

frequent competency based training and attending more emergency incidents.

5.6. Additional training and exposure to more operational incidents will promote the safety awareness of

the current LRSO Crew Commanders.



6.1. The LRSO posts are typically hard to fill, which is why four posts are currently vacant. When a

vacancy arises in future, the organisation will use the RDS staff to maintain availability and have the

option to maintain staffing and appliance availability on RDS stations using operational resource pool

or pre-arranged detached duties. Central Staffing apply this process within the context of also

maintaining whole-time cover across West Yorkshire.


7.1. If this proposal is approved, the implementation involves reduction in the Grey Book establishment.

The salary of a crew commander with on-costs is £43,400. The saving of 10 LRSO posts is

7

therefore: 10 x £43,400 = £434,000 . These savings are against the establishment of 10 LRSO posts.

7.2. Operations Directorate calculates the cost attributable to each station to cover the LRSO activities is:

Cost for three hours prevention activity per week = £4,600 per RDS station per annum

Cost for one and a half hours protection activity per week = £5,800 per RDS station per annum

Cost of prevention and protection cost = £10,400 per RDS station per annum

7.3. The saving as a result of this proposal is therefore: £434,000 - £104,000 = £330,000




2008-18 is to, ‘Assess the impact of all new policies, plans, procedures and practices to ensure

effective service delivery to all communities tailored to their needs’.

8.2. An Equality Impact Assessment (EIA) covers this proposal to ensure it does not negatively,



8.3. The findings of the EIA are that this proposal will not lead to any changes in the delivery of

Prevention, Protection and Response services and consequently there will be no anticipated impact

upon under-represented groups.

8.4. The findings of the EIA are that this proposal will not lead to any changes in ways of working. There

will be more opportunities for all RDS firefighters to become involved in prevention and protection

activities and routine station work.

8.5. A number of the LRSOs who have chosen the role fit their work/life balance. Every consideration will

be made to find posts for these individuals which most benefit them and the organisation.

8.6. This proposal will result in no redundancies.

8

Timeline

9. Engagement, Selection and Training

9.1. If this proposal is approved, Workforce Planning have indicated that the implementation of this

proposal will commence in February 2018 in line with the promotion timetable.

Recommendation

That West Yorkshire Fire and Rescue Authority consider the impacts detailed in the business case and

approve the proposal to remove ten LRSO posts from the establishment.

1

Appendix 3

2017/18

IRMP Team

IRMP 4 Review

September 2017

Conversion of Grey Book Posts to Green Book Posts Business Case

2

Contents

Key Points ................................................................................................................................................................................................. 3

1. Overview .................................................................................................................................................................................... 3

2. Grey Book Posts Identified .............................................................................................................................................. 4











9. Timeline for implementation ............................................................................................................................................ 7

Recommendation ................................................................................................................................................................................... 7

3

Proposal 3 - Convert five non-operational Grey Book posts into Green Book posts or remove entirely following organisational restructure (reduction of five Grey Book posts)


Key Points

1. This proposal is to convert five Grey Book establishment posts to Green Book posts or

remove them entirely from the establishment.

2. The proposal will not require any redundancies as the five Grey Book posts will transfer into

existing operational vacancies..

3. The analysis of current Grey Book management roles means that only those which do not

require operational skills and attributes will be converted to Green Book management roles or

removed if this proposal is approved.

4. There is a difference in pay and conditions between grey and Green Book staff, which offers

considerable efficiency savings; this difference is attributable, in part, to the requirement of

Grey Book personnel to maintain operational capability.

5. If the proposal is approved, a full job analysis will ensure there is no impact where a Green

Book post replaces a Grey Book post.

1. Overview

1.1. West Yorkshire Fire and Rescue Service (WYFRS) currently employ staff on Grey Book and Green

Book conditions of service. Grey Book staff are specifically trained and competent to respond to fire

and rescue emergencies, Green Book staff provide specialist skills and deliver a wide range of

support services.

1.2. WYFRS continually review ways of working and evaluate the benefit of replacing established Grey

Book posts with Green Book posts such as operational legislative Fire Safety Inspecting Officers with

Green Book Fire Safety Officers.

1.3. The proposal is based on a review of current Grey Book posts to determine which will require a

knowledge of operational firefighting roles and those which can be carried out by staff without an

operational background. This will also ensure that the Authority continues to comply with legislation in

the areas of equality, discrimination and ‘Best Value’.

1.4. There are a substantial number of Grey Book establishment posts that do not require an operational

commitment; in the main these roles are situated within Training Centre or Operational Support

departments.

4

1.5. A role that requires experience and competence in firefighting techniques and procedures is one that

will necessitate it being a Grey Book post.

1.6. The factors considered which determine whether posts should remain Grey Book are:

• Does the post appropriately provide an emergency response element?

• Does the post require a current knowledge or experience of firefighting or rescue

techniques and practice?

• How many posts need to be maintained for the organisation to operate a suitable and

sufficient operational resilience?

1.7. If the proposal is approved, all roles will undergo a full job analysis to ensure all associated tasks are

reallocated and performance levels are maintained before any Grey Book posts are replaced.

1.8. If the proposal is approved, consultation will take place with representative bodies prior to

implementation

2. Grey Book Posts Identified

2.1. Following consultation with managers and Human Resources, four departments with Grey Book posts

fulfilling administrative roles and matching the criteria for removal or conversion to Green Book were

identified :

• Training (including Driving, Training Support and Development)

• Employee Resources

• Service Assurance Team

• Operational Support

2.2. Driving School, Employee Resources and Operational Support currently have Green Book staff

working alongside Grey Book staff in comparable roles; for example Driving School recently

appointed two members of staff on Green Book contracts as WYFRS driving instructors.

2.3. Human Resources will evaluate the suitable Green Book grade against each post. This involves

analysis of the role and the development of a suitable job description; this will ensure an appropriate

grade for the level of responsibility of that role.

5



3.1. If this proposal is approved it will not adversely affect risk reduction across West Yorkshire.

3.2. Operational response will not be affected by this proposal as the Grey Book posts under

consideration are all non-operational.

3.3. If this proposal is approved, Human Resources will ensure a consistent delivery of service by

ensuring Green Book terms of reference adequately cover the Grey Book terms of reference.


4.1. This proposal has no impact upon operational service delivery or resilience across West Yorkshire.



5.1. If this proposal is approved, the Grey Book posts identified will be assessed ensuring operational

knowledge or experience is not a requirement to fulfil the role and, therefore, replacement with a

Green Book post will not affect safety.



6.1. Consultation with managers and staff has highlighted positive effects such as continuity in the role;

Grey Book staff move posts more frequently than Green Book staff; this affects consistency within

teams. The longer a person is in post the greater the chance to build long-term working relationships

with both internal and external partners. This is important in support departments.

6.2. If this proposal is approved, recruiting employees into Green Book roles will present the opportunity to

engage people with role specific skills and experience.


7.1. If this proposal is approved it will involve reduction in the Grey Book establishment. The majority of

Grey Book non-operational roles in the departments identified are primarily Watch Managers. The

salary of a Watch Manager ‘A’ with on costs is £45,600. The salary of a Watch Commander ‘B’ with

on costs is £48,700.

6

7.2. If the proposals are approved and all five posts are removed completely it would offer a saving of at

least £228,000. The saving would be increased to £243,000 if the posts identified were all Watch

Manager ‘B’.

7.3. Green Book grade eight has been selected as the bench mark to be used for this proposal when

calculating the financial impact of a Green Book replacement. This is based on the model used

previously by the Fire Protection department when Watch Managers were replaced by Green Book

inspectors. Human Resources have also been consulted regarding the grade eight bench mark and

have advised this would be an appropriate grade to use for calculating financial impact.

7.4. The salary of a grade eight Green Book post with on costs is £35,145, the salary of a grade nine

Green Book post with on costs is £38,374.

7.5. The cost of five grade eight Green Book posts is £175,725 and the cost of five grade nine posts is

£191,870.

7.6. Assuming all five Grey Book posts are replaced with Green Book posts the likely saving will be

between £36,130 and £67,275.






8.2. An Equality Impact Assessment (EIA) covers this proposal to ensure it does not negatively,

disproportionately or unfairly affect any group or individual by virtue of their age, race, religion,



Prevention, Protection and Response services and consequently there will be no anticipated negative

impact upon under-represented groups in the community.

8.4. The removal of five Grey Book posts from support departments or training marginally reduces flexible

working opportunities for Grey Book members of staff. However, this proposal only removes a small

proportion of non-operational Grey Book posts.

7

Timeline

9. Timeline for implementation

9.1. If approved, this proposal could be implemented in line with the IRMP4 proposals in 2018 and

aligned to the retirement profile and staffing plan.

Recommendation

That West Yorkshire Fire and Rescue Authority consider the recommendations detailed in this business

case and approve the proposal to convert five Grey Book posts into Green Book posts or remove them

entirely. The detail of this proposal will be determined throughout the consultation process and the exact

proposal will be presented at the December Fire Authority meeting.

Appendix 4

2017/18

IRMP Team

IRMP 4 Review

September 2017

Reduction in number of Flexi-Duty Officers Business Case

2

Contents

Key Points ................................................................................................................................................................................................. 3

1. Overview .................................................................................................................................................................................... 4

2. Resilience Arrangements .................................................................................................................................................. 5

3. Comparison with other Metropolitan FRS ................................................................................................................ 5



5. Impact across West Yorkshire and Resilience ...................................................................................................... 6








Timeline ..................................................................................................................................................................................................... 8

10. Reduction Planning ......................................................................................................................................................... 8

Recommendation ................................................................................................................................................................................... 8

3

Proposal 4 - Reduce the number of Flexi-Duty System Station Manager posts from 45 to approximately 36 (reduction of nine posts)


Key Points

1. This proposal is to reduce flexi-duty system (FDS) establishment Station Managers by nine posts.

2. Operational activity for Station Managers across West Yorkshire has reduced by 24% since the last

revision of the planning assumptions in July 2012.

3. This proposal supports the recent operations assessment of officer planning assumptions that suggest

the number of FDS Station Managers can reduce to six on duty whilst still maintaining an effective

command and control capability.

4. This proposal is also based on an assessment of appropriate managerial posts made within district

structures and support departments, which suggests an appropriate number is 36 posts.

5. If approved, this proposal will facilitate the introduction of an Organisational Development (OD)

Manager on Green Book conditions of service to design and implement structured activities that help

the organisation achieve and sustain success in a changing environment. (This appointment is subject

to approval by the Human Resources committee).

6. An FDS Station Manager’s salary is £50,600, this includes 20% flexible duty allowance; with the

addition of ‘on costs’ this amounts to £67,400. The grade of the OD Manager is provisionally set at 13

that will cost £50,800.

7. If approved, a reduction in the establishment of nine Station Manager posts and the introduction of the

OD Manager will give potential savings of up to £556,000 per annum.

8. If approved, the implementation of this proposal will align with forecasted retirements, avoiding the need

for any compulsory redundancies. Ten FDS Station Managers are forecast to retire between now and

December 2018. There are also three Group Managers due to retire within the same period.

9. A revised level of Station Managers available to attend operational incidents will align the provision with

other Metropolitan Fire and Rescue Services that have similar risk profiles whilst continuing to meet

planning assumptions.

10. If approved, implementation of this proposal will be January 2019. This allows time for consultation and

negotiation should a revised duty system be required.

4

1. Overview

1.1. West Yorkshire Fire and Rescue Service (WYFRS) FDS officers work a five-week rota pattern. FDS

officers provide cover to attend emergency incidents in addition to carrying out daily managerial

duties.

1.2. WYFRS have an establishment of 45 Station Managers and 12 Group Managers on the flexi-duty

rota.

1.3. The 45 FDS Station Managers are spilt into five leave groups. Feedback and discussion with the

current Station Manager cohort suggests the existing rota is popular.

1.4. Two rota groups are on duty Monday to Thursday (up to six Group Managers and 18 Station

Managers). In contrast, one group is on duty Friday to Sunday (two Group Managers and nine Station

Managers).

1.5. Introducing a revised rota system would aim to provide an improved balance of officers available

through the week and for weekend cover.

1.6. Each FDS Station Manager provides an average of 72 hours per week of emergency response

capability. In 2016/17, the average percentage of working time each officer spent allocated to

operational incidents was 1.7%. Reducing Station Managers by nine would increase this figure to

2.2%.

1.7. A management review has assessed that 36 Station Manager posts are required for managerial roles

within the organisation.

1.8. The current assessment of operational planning assumptions carried out by the Operations

Directorate recommends maintaining six Station Managers and two Group Managers on duty. The

revised command model shows a reduction in the number of FDS officers available will safely meet

planning assumptions when employed with appropriate resilience arrangements.

1.9. There are a number of officers with specialist roles required on duty at any one time, such as

Technical Rescue or Command Support officers. To facilitate a reduction in FDS officers there will be

a realignment of specialist roles. The revised planning assumptions suggest that Watch Managers

may be up-skilled and utilised more effectively to assist with specialisms where appropriate.

1.10. If approved, the OD Manager post will be responsible for the workforce development and training

functions. The role will undertake a wider brief to support organisational development; this role is

currently unfulfilled.

5

2. Resilience Arrangements

2.1. The revised officer planning assumptions suggests that six Station Managers and two Group

Managers should be maintained to provide effective operational cover. However, there are occasions

when operational activity is very high and further officer support is required, above what is maintained

on the rota.

2.2. There is currently a ‘re-call to duty’ policy in place to provide resilience. There are various options

available to ensure a robust resilience arrangement continues should we move forward with a reduction in officers; any changes to rota systems that include periods of availability for resilience will

need consultation with representative bodies.

• Change to a new duty system which includes adequate resilience.

• Change to a new duty system with additional resilience arrangements

• Maintain the current duty system with officers working additional weekends.

3. Comparison with other Metropolitan FRS

3.1. The table below gives a comparison with other Metropolitan FRS. It shows minimum numbers of

officers currently maintained on flexi-duty rotas based on current Home Office figures:

FRS Station Managers Group Managers

West Yorkshire 9 2

West Midlands 6 2

Greater Manchester 5 3

Merseyside 4 2

South Yorkshire 4 2

Tyne and Wear 2 2

3.2. WYFRS currently has the highest proportion of Station Managers relative to the workforce of all

Metropolitan FRSs.

3.3. The FRAs above use a variety of different rotas to staff their FDS rota. These are four, six or 12-week

rotas. WYFRS currently use a five week rota system. There are a number of options available for a

new FDS Rota to facilitate a reduction in Station Manager numbers.

6



4.1. Reducing the numbers of Station Managers will lead to no practical impact on the delivery of

prevention, protection or emergency response services to local communities.

4.2. More robust resilience arrangements will provide assurance of response during periods of high

operational activity.

5. Impact across West Yorkshire and Resilience

5.1. FDS officers may experience a slight increase in operational attendance.

5.2. The introduction of this proposal will not adversely affect service delivery and the addition of more

robust resilience arrangements will enhance response during periods of high activity.



6.1. If approved, the reduction of officer numbers will not affect Firefighter attendance to operational

incidents.

6.2. This proposal allows WYFRS to rationalise its Command Procedures and, where appropriate, upskill

Watch Managers to carry out specialist roles on the incident ground.

6.3. Working within the safe firefighter concept and a more flexible FDS rota with additional resilience

available will have minimal effect on operational incidents.

6.4. The principle concern of command at operational incidents will always be safety and ensuring safe

systems of working. If approved, this proposal will not affect firefighter safety at any level of

command.



7.1. An increase in FDS operational activity will enhance the operational experience and skills of FDS

officers.

7.2. Senior management has assessed that 36 Station Manager posts are required for managerial roles

within the organisation. Operations Directorate has assessed that the number of officers required to

7

be on duty for effective command and control at emergency incidents needs to be six Station

Managers and two Group Managers.

7.3. All FDS Station Managers also undertake managerial and project duties. Continual appraisal of

managerial and project workload will ensure this proposal is introduced with minimal impact to the

organisation.

7.4. Command, leadership and management projects will monitor and control the possible increase in

workload on Station Managers to reduce the impact on personnel.

7.5. The key responsibilities of the OD Manager role will include the design and implementation of

structured activities that help the organisation achieve and sustain success in a changing

environment. The post holder will work with departments to develop leadership and coaching skills at

all levels.


8.1. This implementation involves reduction in the Grey Book establishment. The salary of a Station

Manager with on-costs is £67,400.

8.2. If approved, the saving of nine Station Manager posts amounts to £607,000. If funding for resilience

arrangements needs to be negotiated as part of this proposal, the resilience costs should be offset

against the saving.

8.3. If approved the grade of the OD Manager is provisionally set at 13 that will cost £50,800.

8.4. If approved, the total saving for this proposal is therefore £556,000.




2008-18 is to, ’Assess the impact of all new policies, plans, procedures and practices to ensure


9.2. An Equality Impact Assessment (EIA) covers this proposal to ensure that it would not negatively,

disproportionately or unfairly affect any group or individual by virtue of their age, race, religion,


9.3. The findings of the EIA are that this proposal would not lead to any changes in the delivery of

Prevention, Protection and Response services and consequently there will be no anticipated impact

upon under-represented groups within the workforce or the community.

8

9.4. If approved, the OD manager will promote equality and diversity in all development interventions.

The post holder will help develop and implement the organisation’s leadership strategy and continue

to support the developments around culture and values and employee engagement.

Timeline

10. Reduction Planning

10.1. If approved, the retirement profile indicates that the implementation of rota changes could be

complete by September 2018 with the full implementation of the proposal to commence in January

2019.

NB. Implementation may be subject to negotiation of a contract required for resilience arrangements.

Recommendation

That West Yorkshire Fire and Rescue Authority (WYFRA) consider the impacts of this proposal and give

approval for the reduction of nine Station Manager posts from the establishment. That WYFRA approve the

introduction of the OD Manager post to the establishment.

1

Appendix 5

2017/18

IRMP Team

IRMP 4 Review

September 2017

Additional Retained Duty System (RDS) Appliance at Existing Whole-Time Station

Business Case

.

2

Contents

Key Points ................................................................................................................................................................................................. 3

1. Overview .................................................................................................................................................................................... 3

2. Station Options ....................................................................................................................................................................... 3












Timeline ..................................................................................................................................................................................................... 6

10. Engagement, Selection and Training ..................................................................................................................... 6

Recommendation ................................................................................................................................................................................... 6

3

Proposal 5 - Pilot the concept of RDS appliances in urban areas by the introduction of an additional appliance at Fairweather Green fire station


Key Points

1. Introducing a Retained Duty System (RDS) appliance in areas within West Yorkshire would improve

community engagement and community safety in urban areas, subsequently reducing attacks on

firefighters.

2. Local wards will also observe the benefits to emergency response times mainly in the second pump

average response times.

3. An RDS appliance would increase resilience across West Yorkshire. Modelling suggests it will

attend approximately 100 incidents per year under current RDS mobilising arrangements. This

leaves other frontline appliances available to respond to simultaneous incidents.

4. The provision will be in addition to existing emergency response. It will provide an opportunity to test

new ways of working for the RDS cohort in West Yorkshire.

5. A whole-time appliance costs approximately £926,000 to staff the average RDS pump costed

£147,000 in employee costs last year (2016/17).

1. Overview

1.1. Implementation of an urban RDS appliance encourages community engagement and community

safety and enhances inclusion through promotion of diversity, subsequently reducing attacks on

firefighters.

1.2. The proposal will also deliver benefits in terms of improved response times to operational incidents

and a greater service-wide resilience.

1.3. An additional RDS appliance will facilitate WYFRS to explore new ways of working with the RDS

cohort.

1.4. A resilience appliance will become the RDS appliance which will minimise capital outlay.

2. Station Options

2.1. The Data on firefighter attacks, community diversity and general risk profile was assessed to

determine the most appropriate location for an additional RDS appliance. This highlighted that

Halifax, Odsal and Fairweather Green would be suitable for this pilot.

4

2.2. The ‘Attacks on Firefighters Working Group’ Update presented to the Community Safety Committee

on 21st July 2017 identified an objective to improve ‘Community engagement in the areas where

most attacks tend to occur, to form effective partnerships which minimise the risk of attacks in those

areas.’ Historically Fairweather Green have suffered a series of attacks.

2.3. 33% of Bradford is from a minority ethnicity; this is greatest in Manningham ward and Toller ward

where minority communities make up approximately 74% of the population. The catchment area for

Fairweather Green fire station covers these two wards.

2.4. Based on the evidence provided with regards to risk and the requirement for community engagement,

the maximum benefit from this proposal would be realised at Fairweather Green fire station.


3.1. An RDS appliance would increase resilience across West Yorkshire. Modelling suggests it will attend

approximately 100 incidents per year under current RDS mobilising arrangements.

3.2. Local wards will observe the benefits to emergency response times mainly in second pump average

response times.

3.3. The table below shows the positive improvement in second appliance average response times

following the introduction of RDS appliance at Fairweather Green:

Ward Risk Improvement on Average 2nd Pump Response Time

Clayton and Fairweather Green Ward VL 2 mins 02 secs Thornton and Allerton Ward VL 2 mins 44 secs

3.4. There are no wards where a delay to either the first appliance attending incidents or second is

observed for any of the proposed stations.



4.1. A benefit of involving under-represented sections of the community is that the fire prevention

message will be passed more effectively into these groups.

4.2. Each District’s Risk Reduction Plan describes the partnerships and initiatives designed to reach those

most at risk, strengthen links with local communities and make the most vulnerable groups safer. The

introduction of an RDS pump at FWG will allow WYFRS to forge even stronger links with the local

community.

5


5.1. This proposal has a positive impact upon service delivery across West Yorkshire. There will be an

improvement in the resilience of the Service with the addition of a front line emergency appliance.



6.1. The provision of more firefighters available to respond to larger incidents will improve firefighter

safety.

6.2. In addition, the RDS appliance will respond to approximately 100 incidents per year reducing the

operational workload on existing whole-time appliances.



7.1. The provision will be on top of the existing emergency response. It will be an opportunity to test new

ways of working for the RDS cohort in West Yorkshire. For example, increasing turn out time from 5

minutes to 10 minutes would increase the traditional RDS catchment area by a factor of four.

7.2. There are currently no joint whole-time/RDS stations in West Yorkshire. There is potential for

replication of the intervention in future IRMP strategy if it proves an effective model when introduced.


8.1. This implementation involves growth in the RDS establishment. The average employee cost for an

RDS station is £147,000.






6

9.2. An Equality Impact Assessment (EIA) covers this proposal to ensure that it does not negatively,




Prevention, Protection and Response services and consequently there will be no anticipated negative

impact upon under-represented groups or employees.

9.4. RDS firefighters will be recruited from the population immediately surrounding the fire station. The

2011 census contains the following population data.

9.5. These percentages are all increases on the 2001 census data.

9.6. An increase in the diversity of the RDS cohort will demonstrate the immediate impact of this proposal.

Timeline

10. Engagement, Selection and Training

10.1. Operations Department have indicated that they anticipate the process of advertising, engaging,

selecting and training an RDS appliance crew to be up to 18 months. Operations based this on the

last time an RDS appliance was set up.

10.2. The benefit of this intervention is a well-established whole-time station available to support the

process from the outset to continued development of the local RDS cohort once introduced to the

organisation.

Recommendation

That West Yorkshire Fire and Rescue Authority consider the impact and approve the introduction of a new

RDS appliance at Fairweather Green fire station. This is based on operational benefits and benefits to the

local community. The Authority also considers the concept of whole-time/RDS stations as a potential model

for future interventions.

Purpose To update Fire Authority members of the progress in Local Transition requirements for transition onto Emergency Services Network (ESN)

Recommendations That Fire Authority notes the contents of this update.

Summary This update includes the latest position of the ESMCP and progress in various areas of the programme for the WYFRS.

OFFICIAL

Emergency Services Mobile Communication Programme - Update Full Authority Date: 22 September 2017 Agenda Item: 22 Submitted By: Director of Service Support



Contact Officer: Area Manager Nick Smith

Background papers open to inspection: 35T

Annexes: 35T

195

1 Introduction 1.1. The 107 police, fire and ambulance services in Great Britain currently communicate using the

Airwave radio system. The system is currently provided by Airwave Solutions Limited, and contracts expire in 2019. The Government’s Chief Technology Officer Liam Maxwell reported to the Public Accounts Committee that Airwave costs the Government £450 million per year. In 2011, the Government set up the Emergency Services Mobile Communications Programme (ESMCP) to look at options to replace Airwave.

1.2. The programme is run by the Home Office but it is co-funded by the Department of Health, and the Scottish and Welsh Governments. The solution that will replace Airwave is called the Emergency Services Network (ESN).

1.3. ESN will provide emergency services with better mobile data capabilities by using an existing and enhanced commercial 4G mobile data network instead of building a dedicated public service network.

1.4. In 2015, the programme awarded contracts to Motorola Solutions Inc and Everything Everywhere (EE) to provide the core elements of the new system and the current plan is that all emergency services transition on to ESN by end-December 2019. By that time, £1.2 billion will have been spent developing the ESN and a further £1.4 billion on running down Airwave. The estimated cost once ESN is fully operational is a further £2.6 billion between 2020 and 2032.

1.5. On the basis of a report by the National Audit Office, the Public Accounts Committee took evidence, on 16 November 2016, from the Home Office and Department of Health about progress in delivering the upgrade to the emergency services network. The Public Accounts Committee published its report on 25 January 2017 listing 5 conclusions.

2 Information 2.1 Direct Network Service Provider (DNSP)

This is the fibre optic connection that will link the Fire Control Room to the ESN. WYFRS has submitted all relevant technical information requested by the Home Office. South Yorkshire Fire and Rescue are the first organisation to have had their DNSP surveys completed. They are now awaiting an engineer to complete this work by making the connection to a router that SYSTEL (the existing SYFR/WYFRS control room system provider) can link into. WYFRS is currently awaiting a site survey to start their installation.

2.2 Devices

There are three types of ESN devices that will be available to organisations:

2.2.1 Hand Held Devices

These are a ruggedised Smartphone that will work on the ESN. The Programme is currently running a tender process and has invited a number of suppliers to provide more detailed tender documentation and to demonstrate their device to users at a number of workshops. The Programme had to cancel recent workshops due to the number of devices not being sufficient and device evaluation being delayed. The tenders will be evaluated. During August / September 2017 within the regions and a regional representative will feedback their findings at a national workshop in September 2017.

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2.2.2 Fixed Vehicle Devices

There is no vehicle device currently commercially available. This procurement is very much a developmental one with a potentially longer delivery period for a finished product. A vehicle device is not expected to be available before early 2019.

2.2.3 Gateway devices

These are devices that operate as routers or hubs for devices in vehicles. At a recent devices workshop it was reported that organisations may be able to use their existing gateway devices. The WYFRS IT Department believe that the WYFRS gateway is capable of taking an upgrade to achieve the required status.

2.3 Control Room

WYFRS is working with SYSTEL to achieve the required security standards by the end of December 2017. The aim is to achieve Public Service Network (PSN) compliance and certification. PSN is the government’s high-performance network, which helps public sector organisations work together, reduce duplication and share resources.

The final ESN release from Motorola will be available to Systel in November 2017 and Systel’s ESN product is planned to be available in March 2018 . This solution will be installed after a process of Factory Acceptance Testing (FAT) and User Acceptance Testing (UAT). A control requirements checklist is been compiled by the National Fire team that will allow organisations to check that the suppliers solutions will provide all the required ESN functionality. The delivered solution will need to be approved by the Network Approval Testing Service (NATS) to ensure it satisfies the ESN Code of Connection (CoCo) requirements before it can be connected to the ESN network.

2.4 Applications (APPs)

The nature of ESN technology allows the use of APPs on devices to enhance functionality. All Systel functionality will be reviewed to ensure it meets the required security level. The types of functionality that use APPs are:

• Risk and safety information for crews to access at incident• Procedures and Policy information• Status Messaging allows short data message to be sent to control and update the mobilising

system.• SATNAV• Officers to book on duty, change station ground and receive turnout information without

manual input by operator.• Retained firefighters will be able to use the APP to amend their availability from their

Smartphone meaning they need not attend the Fire station to access the PC that manages theappliance availability or telephone control who would manually update availability.

2.5 Coverage

As the network is developing, WYFRS need to monitor the progress and level of coverage available. To assist with this EE has developed a coverage mapping tool that is available via a

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web portal. This tool will allow the project teams to view EE’s progress in upgrading the network and identify areas of poor coverage that can be prioritised in the testing plans as they are developed. The 3 Emergency Services will also develop a coverage testing strategy for their own assurance. Opportunities to collaborate within the region and across the Services to test coverage are being considered.

2.6 Training

WYFRS has produced an organisational training plan that will link into the device installation schedule. The regional team will then develop a regional training strategy based on areas of similarity that could identify potential intra-service collaboration opportunities.

ESMCP is an agenda item on the fire regional training meeting to identify collaborative areas and support that can be provided between FRSs. Regular meetings with Police and Ambulance colleagues identify potential inter- service training collaboration opportunities.

2.7 Service Management

West Yorkshire Police (WYP) currently have in-house service and maintenance arrangements for their Airwave radios supporting an equivalent number of devices to the countrywide Fire and Rescue devices total.

Discussion with WYP indicate that if WYFRS’s operational decision on the ESN devices identifies the same devices as the WYP process, there could be an opportunity to collaborate. The number of devices required by WYFRS could be incorporated into the WYP service and maintenance with a minimal level of impact but would allow WYFRS potential economies of scale that would not be available to them as a single entity providing they both procure the same devices.

2.8 Regional Team

A Yorkshire & Humberside regional team is now in place to support the 4 FRSs consisting of:

• Regional Programme Manager• Regional Project Support Officer• Regional Project Support Administrator

These posts are funded from the regional transitional funding received from the Central Programme.

2.9 Regional Delivery

A presentation was made to the August Regional Programme Board about the Police’s regional delivery strategy. A decision was made that to optimise collaboration, FRSs would mirror the Police work stream structure as below.

• Training - South Yorkshire/Humberside Police• Procurement – Yorkshire and Humberside• Vehicle Fleet – West Yorkshire Police• Devices – South Yorkshire/Humberside Police• Coverage and Assurance – North Yorkshire Police• Operational Readiness – West Yorkshire Police• Technical – West Yorkshire Police

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2.10 Planning

WYFRS and the Yorkshire region are awaiting the publication of the Integrated ESN Implementation Plan (IEIP) due for release Early November 2017. The release of the full IEIP will allow the further development of local and regional project plans to meet the revised national timescales.

3 Barriers to progress 3.1. The IEIP has not been released to User Organisations (UO) within the promised timescales. This

directly impacts on the UO and regional team’s ability to develop realistic project plans.

3.2. Some organisations and regional actions have been scheduled based on the delivery dates for the IEIP and will now have to be rescheduled or depending on the new timescales may require a review, repeat or an element of refresher training.

3.3. As all control room suppliers should be at the same stage of development in November 2017. It is estimated that it should take two months of development to integrate their solutions. This could result in a “log jam” of all the suppliers all requiring testing at the same time.

3.4. Currently all planning assumptions are based on a regional transition roll out process. However as the timescales are now compacting there is a degree of uncertainty with some UOs. It has been suggested that there may be case to move to an incremental roll out process where each UO makes the decision to declare that they are ready to transition irrespective of other regional partners. If this occurs all planning elements will need to reviewed and revised as will any collaborative arrangements with other FRSs and Agencies.

3.5. There are challenging deadlines for work and information requested from the centre. Recently a number of tasks have been requested with short turnaround times, however after the requested submission date an extension has been posted. This effectively hinders UOs who have re prioritised work, committed additional resources or cancelled leave to meet the original deadline. This could have a detrimental effect as UOs can get to state where they assume deadlines will be extended for most work packages and fail to deliver on time.

3.6. Coverage assurance will be provided by EE with an assumption that access and coverage for ESN will be at least the same or better than the commercial network.

3.7. Emergency Services would need to review data presented on the portal then make plans to test in areas of poor coverage or low levels of test data. This will enable organisations to gain a level of assurance that they are comfortable with to allow a decision to transition to ESN. Collaboration between services will optimise the resources available for testing. This will prevent duplication of effort and increase the effectiveness of the testing within the limited timescales available.

3.8. As the ESN is the first Emergency Services Communications network to be delivered using a commercial network anywhere in the world the initial testing of device capability and network coverage must be rigorous to provide the assurance that the CFO and Fire Authority require before allowing transition to commence. The sooner the UOs can secure testing devices the greater the scope for testing that is available to them. Collaboration with other services for testing can only enhance the scope for testing.

3.9. Public Services Network (PSN) was the original code of connection standard required for a UO to connect to the ESN. This may now be diluted down to a lower level ESN version. This could cause

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problems further down the line when organisations connect to ESN will potentially have different levels of security which may affect the ability to exchange data.

4 Financial Implications 4.1. WYFRS receives funding for the local delivery of the ESMCP Project. The Finance Department

also manages and distributes the regional transitional budget for Yorkshire and Humberside.

The areas that can have a financial cost attributed to them at this time are associated with the transition of the Control Room at Service Delivery Centre (SDC) at Bramley.

An independent IT Health Check (ITHC) has been compiled and delivered to WYFRS costing £4,925.00. Systel has quoted a cost £222,192.57 to complete the remediation work identified. Meeting all the actions in the ITHC will achieve PSN accreditation for the Control Rooms security allowing it to connect to the ESN.

A second quote for £175,717.91 from Systel is for work that will upgrade the control systems to allow them to utilise the ESN and associated functionality.

4.2. A second funding Bid has been submitted to the centre. This covers decommissioning of Airwave equipment serving the Control room and replacing fall-back radio provisions in the control room.

• Decommissioning work £3660 • 11 fixed mobile devices for fall back £33,000 • 2 Aerials and installation £10,000

It has now been reported back from the central team that the fixed mobile devices will be incorporated into the device procurement process.

The decommissioning of Airwave equipment will be revisited when the areas of responsibility have been defined between the project and Airwave.

5 Public Accounts Committee

5.1. On the basis of a report by the National Audit Office, the Public Accounts Committee (PAC) took evidence, on 16 November 2016, from the Home Office and Department of Health about progress in delivering the upgrade to the emergency services network. The Public Accounts Committee published its report on 25 January 2017 listing 5 conclusions. On 28th March 2017 the Government provided it’s response as recommendations to those 5 conclusions in Treasury Minutes cm 9433.

5.2. The Government agreed with all 5 recommendations.

5.3. The next sitting of the PAC will be October 2017


6.1. As WYFRS is required to deliver some elements of the programme locally, an assessment of capacity and internal resources will be undertaken and monitored. If capacity is an issue temporary, fixed-term contracts may be required to ensure the programme is resourced appropriately.

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7 Health and Safety Implications 7.1. The programme will aim to ensure that the health and safety of personnel is maintained

throughout the delivery and transition phase by assessing the impact on internal departments workloads and providing additional resource where required.

7.2. The existing and replacement radio network is critical for incident communications. It is vital that this system is reliable and resilient to minimise the risk to the health and safety of the public and firefighters.


8.1 This programme supports WYFRS strategic priorities to:

• Deliver a professional and resilient emergency response service• Provide effective and ethical governance and achieve value for money• There is a specific objective within the 2017/18 Service Action Plan to:

“Work collaboratively across the Yorkshire and Humber Region to prepare fortransition to the ESN as part of the ESMCP.”

9 Conclusions

9.1 The ESMCP programme remains very challenging at national, regional and local level. Whilst progress is being made WYFRS and the Yorkshire and Humberside region are heavily reliant on information and action being delivered at a national level to enable local plans to be put in place.

9.2 WYFRS and the region have established good governance arrangements and are working collaboratively with Fire Colleagues and Police and Ambulance. Funding so far has been forthcoming but concerns remain about future funding being made available if the programme is delayed further.

9.3 The region is engaged at Fire Customer Group level with the programme and continues to monitor and manage progress.

201

Purpose To consider Member attendance at the Local Government Association (LGA) Fire Leadership Academy.

Recommendations That consideration be given to the attendance of Members at the FireLeadership Academy on 18 – 19 October 2017 and 20 – 21 February 2018.

Summary As part of the Authority’s Member awareness programme, attendance has been previously approved at the bespoke Fire Leadership Academy which is held in Coventry. The programme offers Members the opportunity to participate in learning and networking experiences in a Fire Authority-focussed environment.

OFFICIAL

Fire Leadership Academy - Member attendance Full Authority Date: 22 September 2017 Agenda Item: 23 Submitted By: Chief Legal and Governance Officer



Contact Officer: Nicola Houseman, Committee Services Manager E: [email protected] T: 01274 655740


Annexes: Annex A – Detail of the Fire Leadership Academy programme

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1 Introduction 1.1 Information has been received from the Local Government Association (LGA) with regard to a Fire

Leadership Academy programme to be held at the Warwick Conference Centre, Coventry.

2 Information

2.1 The Fire Academy has been operating since early 2014 and has been attended on 6 separate occasions by Members of this Authority. Feedback from those attending has been very positive and they particularly appreciated the opportunity to network with other Fire Authority members.

2.2 Further programmes are planned for 18 – 19 October 2017 and 20 – 21 February 2018 (see Annex A). On this occasion two places are guaranteed on the course (fully subsidised by the Local Government Association), with one place currently taken. Two further places are available on the 20 – 21 February 2018 programme.

2.3 Approval has been given in the past on the basis on one Member from each political group. However, availability on the course has now been reduced to two free places.


3.1 This course if fully subsidised by the LGA and includes accommodation, meals, refreshment, materials and tuition. Any additional travel and subsistence costs for the attending Member(s) would be met from within existing budgetary provision.

4 Equality and Diversity Implications

4.1 Personal development of Members via the Fire Academy will support them in their role when assessing the extent to which the Fire Authority meets its legal equality duties.


5.1 There are no health and safety implications arising directly from this report.


6.1 Attendance on relevant development programmes will support the Authority in providing effective and ethical governance.

7 Conclusions 7.1 Members are invited to consider participation in the next Fire Leadership Academy programmes

on 18 – 19 October 2017 and 20 – 21 February 2018 on the basis of two Members who have not attended the programme previously.

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Purpose To recommend the adoption of a formal fire station visits by elected representatives policy

Recommendations That Members consider approving the adoption of a formal fire station visits byelected representatives policy as detailed in this report

Summary This report sets out a formal policy for regulating visits to fire stations by elected representatives which the Authority is invited to adopt.

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Station Visits by Elected Representatives Policy Full Authority Date: 22 September 2017 Agenda Item: 24 Submitted By: Chief Legal & Governance Officer



Contact Officer: MG Barnes Chief Legal & Governance Officer T: 01274 655710 E: [email protected]


Annexes: Appendix 1: Draft Visits to Authority Premises Policy

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1. Information1.1. Currently there is not an approved policy setting out the arrangements for approving and

conducting visits to Fire Stations by Members of the Authority and other elected representatives such as Members of Parliament and Councillors who are not Members of the Authority. On the basis that subject to service demands taking priority such visits should be welcomed as part of an information exchange opportunity and to better promote the work of the Fire and Rescue Service it is suggested that it would be beneficial for the Authority to have an approved policy in order to ensure consistency in the manner in which requests to visit stations by elected representatives are dealt with and to address procedural approvals and other aspects such as safety of such visitors whilst on Fire stations.

1.2. The attached draft policy (Appendix1) has been distributed to Members in advance of this meeting and no objections to the introduction of such a policy have been received.

1.3. The policy is aimed at expediting the process of approving visits in order that most requests can be made direct to the local station commander and approved by that officer. That would be the ordinary process by which Members of the Authority would be expected to make a request to visit their local fire station and they are both encouraged and welcome to visit fire stations particularly within or adjacent to their own ward area in order that they can enhance their own knowledge of local service delivery performance issues in discussion with station commanders and other staff. The policy also addresses the access and safety procedures to ensure that any visit can go as smoothly as possible.

1.4. In the case of requests to visit by elected representatives who are not Members of the Authority whilst these are also welcomed it may in exceptional circumstances be necessary to further regulate visits in which case the final decision on visit approval will be made by the Chief Executive/ Chief Fire Officer. This may for example arise during election periods when it is particularly important to avoid any suggestion of political bias or inappropriate use being made out of visiting fire station premises such as party political publicity arising out of a visit and for that reason the proposed policy effectively makes the point that visits should not be conducted in such a way or publicised so as to give the impression in any way of being designed to achieve electoral support for candidates.


2.1. There are no direct financial implications associated with this report.

3. Equality and Diversity Implications

3.1. There are no direct equality and diversity implications associated with this report.


4.1. There are no direct Health and Safety implications associated with this report.

5. Conclusions5.1. In conclusion the adoption of the attached station visits by elected representative’s policy is

recommended for consideration and approval by the Authority. Visits to Fire and Rescue Headquarters by external elected representatives including Government Ministers etc will continue to be dealt with at corporate level direct by the Chief Executive / Chief Fire Officer or other Executive Officer who will consult with the Chair of the Authority as appropriate.

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Visits to Authority Premises Policy

OFFICIAL Ownership: Chief Legal & Governance Officer Date Issued: [Issue Date] Version: 0.1 Status: Draft[File Status Field]

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Issue Date: [Issue Date] File ID:

Visits to Authority Premises Policy Visits to Authority Premises

Page 1 of 5 OFFICIAL

Revision and Signoff Sheet

Change Record

Date Author Version Comments

Reviewers

Name Version Approved Position Organisation Date

Distribution

Name Position Organisation

Document Properties

Item Details

Document Title Visits to Authority Premises Policy

Author Administrator

Creation Date 05 July 2017

Last Updated 13 September 2017

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

2 Visits by Members of the Authority .................................................................................... 3

3 Visits by Members of Parliament, Members of the European Parliament, District Councillors ........................................................................................................................... 4

4 Arrangements during an election period ............................................................................ 4

5 Political support ................................................................................................................... 4

6 Further Advice ...................................................................................................................... 5

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1 Introduction

1.1 This policy sets out the arrangements that must be followed when a request is received to visit Authority premises.

1.2 This policy applies to all requests for visits whether received at a fire station, by a District Commander, or at headquarters. The Authority is concerned to ensure the health, safety and welfare of visitors to the Authority’s premises and staff must also follow the procedures set out in the Authority’s Health and Safety policy.

1.3 On arrival at a fire station or other operational establishment the visitor must be given a safety briefing. This must include what the visitor should do if fire station staff have to turn out to an incident, leaving the station empty.

1.4 This policy does not apply to visits to headquarters. Requests or issues will be dealt with as they arise by the Chief Executive/Chief Fire Officer or other Executive Officer.

1.5 The Authority has a discretion how it treats requests to visit fire stations or its other premises. The Authority must however be even handed in its treatment of visitors affected by this policy.

2 Visits by Members of the Authority

2.1 The Authority encourages its Members to visit the Authority’s premises to see at first hand the operation of the Authority’s services.

2.2 In the interests of health and safety and for practical operational reasons Members have been asked to advise, wherever possible, the officer responsible for the premises to be visited (the Station Commander) of the date and time of their proposed visit. The Station Commander shall notify the District Commander and the Chief Executive/Chief Fire Officer’s Personal Assistant.

2.3 It is for Members visiting Authority premises to decide whether they wish to be accompanied during their visit. Members should notify the Station Commander of any request to be accompanied. No reasonable request should be refused. If the Station Commander considers that a request by a Member to be accompanied should be refused they should notify the Chief Executive/Chief Fire Officer who will make the final decision.

2.4 Members are asked to make themselves known to the senior officer in charge (the watch manager in the case of a fire station) and are advised that they may be asked to show their Authority identity card.

2.5 Members may ask questions of staff about the activities being undertaken at the premises but care should be taken not to disrupt vital operational routines.

2.6 Members are advised that if they arrive at a fire station and the staff have already been called out to an incident they should remain outside the fire station until the staff return, or get in touch with the Personal Assistant to the Chief Executive/Chief Fire Officer who will endeavour to arrange for a member of staff to meet them in the absence of station personnel.

2.7 If during a visit to a fire station staff are called out to an incident the station or watch manager must make sure that the Member has received the necessary safety advice.

2.8 There can be sensitivities about involving Authority staff, premises or equipment in media interviews, photographs or other publicity activities. If in doubt about meeting a Member’s

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request the Head of Corporate Communications should be consulted (who will seek legal guidance as necessary). See in particular paragraph 5.

3 Visits by Members of Parliament, Members of the European Parliament, District Councillors

3.1 The following procedure applies when a District Councillor (who is not a Member of the Authority) or MPs/MEPs makes a request to visit the Authority’s premises.

3.2 The Chief Executive/Chief Fire Officer and the Chief Legal and Governance Officer must be informed of the request in advance of any visit. The Chief Executive/Chief Fire Officer may impose restrictions on any visit or cancel any visit in consultation with the Chair of the Authority and the Chief Legal and Governance Officer.

3.3 The visitors should be advised by the Station Commander that as much notice as possible should be given of the visit together with relevant details (such as the numbers attending, what is to be viewed) so that the necessary arrangements can be made. Wherever possible at least seven days’ notice should be given.

3.4 The Station Commander will consult the Head of Corporate Communications on the arrangements for the visit.

3.5 The Station Commander or that officer’s nominee should be present to greet the visitors at the start of the visit and should accompany them during the visit.

3.6 There is no obligation upon Authority employees to enter into detailed dialogue with the visitors. However the Authority expects its employees to extend the normal courtesies to any visitor to its premises.

4 Arrangements during an election period

4.1 An election period generally starts no later than the date on which the notice of election is published. However separate instructions will be issued as necessary notifying staff of the actual dates of elections and the election periods which apply. Visits by politicians who are not members of the Authority during this period must be authorised by the Chief Executive/Chief Fire Officer.

4.2 The Authority must be even handed in its treatment of candidates, whether or not they are current Members of the Authority. The procedure set out in paragraph 3 must be applied to all candidates. See also paragraph 5. Candidates have no special legal entitlement to visit Authority premises or address Authority employees and there is no obligation on the Authority to allow them to do so. The Authority has a discretion how it treats requests by candidates to visit fire stations or its other premises.

5 Political support

5.1 Neither Authority premises nor staff carrying out their employed roles should be used for the purpose of giving political support for any view or to any person or political party.

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5.2 The Authority’s staff, premises and equipment must not be used for photographs of visitors (or for any other activities) which appear designed to achieve electoral support for a political party or person. This does not prevent photographs of visitors taken on Authority premises which do not exhibit party political overtones. If in doubt about meeting a request the responsible officer should seek guidance from the Head of Corporate Communications (who must take legal advice as necessary).

6 Further Advice

6.1 Station Commanders who have any doubt about implementing this policy should contact the District Commander or Area Manager of Service Delivery before proceeding further.

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Documents

Performance Management Report...2017/09/22 · Performance Management Reports. 4 Health and Safety Implications 4.1 There are no health and safety implications arising from this report