«Fire Safety Policy Fire Safety Strategy West Yorkshire Fire & Rescue Service Oakroyd Hall Birkenshaw Bradford BD11 2DY Date Issued: 01/04/2013 Review ...»
The Fire Safety Support and Performance Team are responsible for developing the systems that monitor performance in relation to the delivery of fire protection whilst the application of these systems falls to the relevant Assistant Fire Protection Managers for Fire Protection staff or Station Commanders for Operational staff.
Ultimately, the Area Manger Fire Safety is responsible for performance management of Fire Protection to the Director of Service Delivery, Service Delivery Board and Community Safety Committee.
Page 16 of 38 Qualitative and quantitative elements form a critical element of performance management and performance monitoring systems. Whilst both of these elements have well developed systems to support them, they are regularly reviewed in order to strive towards continuous improvement.
Through the implementation of robust performance monitoring and management procedures we ensure that we continuously improve the service we provide to the communities of West Yorkshire and develop the skills and abilities of our staff in the performance of their roles.
This enables Fire Protection to:
Effectively manage the department, its services and people.
Measure, monitor and evaluate performance.
Continuously improve the service we provide.
Irrespective of the role which an inspector fulfils, procedures are in place to ensure that we achieve and maintain a service to the community that is professional, fair and consistent, and takes into account the principles of the compliance code, enforcement activity will be subjected to regular scrutiny via the implementation of our performance monitoring process. This is a
continuous programme and covers:
Enforcement Inspectors Planning/Engineering Inspectors Licensing Inspectors Petroleum and Explosives Inspectors Station Personnel Procedures are in place to ensure that ORV‟s are checked by the Station Commander (SC).
Additionally any referrals that are sent through to Fire Protection for further action will be subject to additional scrutiny and feedback will be provided from the inspector dealing to the referring crew.
Station Commanders are supported by both Fire Safety Support and Performance Team and the Operational Risk Management Team in the monitoring of performance by Operational staff.
The overall Information Strategy for Fire Protection is to ensure that wherever possible modern developments are used to enhance rather than restrict the delivery of service, with that in mind the goal is to minimise the level of administrative burden that is associated with the delivery of Fire Protection.
The shape and size of the Service is ever changing but the need to provide high levels of service to our community will remain and be set against a backdrop of reduced budgets. With these new challenges will come new opportunities; using ICT to enable the Service to achieve efficiencies, providing the infrastructure to support and keep pace with citizens‟ changing needs and expectations.
ICT is no longer just a support service; it has become a critical service. If it is unavailable, the organisation cannot operate. It has the ability to transform the way services are organised and delivered. It has a fundamental role to play in improving efficiency, reducing cost across the organisation and underpinning the organisational change programme.
We will continue the process of standardisation and simplification based on the premise of a common infrastructure designed to enable local delivery suited to local needs.
We place a strong emphasis on providing choice in the way people access services. This ensures maximum choice to respond to individuals‟ circumstances and preferences, and the provision of quick and effective responses.
Our programme of embracing modern working practices, rationalising office accommodation, eliminating unnecessary bureaucracy and administration, and supporting community based service delivery drives efficiencies.
Investing in our people is a high priority. We continue to improve the ICT skills of our workforce, equipping them with the skills they need to enhance their community.
We continually review the replacement and upgrading of ICT hardware and systems to ensure that our workforce has the right solutions for their work.
Information security is a critical focal point within the strategy given the increase in the amount of malware and the diverse ways that information can be shared. We place great emphasis on
Fire Investigation Strategy The Authority will adopt procedures for conducting the investigation of fires in line with Fire and Rescue Circular 1/2006. Guidance is available for all those officers undertaking such activities.
The Regional Fire Investigation Policy (Yorkshire and Humberside) model framework provides the underpinning structure to enable fire and rescue authorities within the region to work together to enhance fire, explosion and arson investigations.
The Service Delivery Directorate will coordinate the activities of fire investigation officers in West Yorkshire.
All personnel likely to investigate fires have received relevant training in line with National Occupational Standards and are authorised in writing as required by the Fire and Rescue Service Act. An appropriate number of officers have received additional training to enable them to undertake more complex investigations.
Arrangements are in place to call upon the police, forensic or other fire investigation expertise where a need is identified.
Arrangements exist to pass appropriate information gathered during the course of fire investigations to other departments of the Authority. Such information is used to identify trends and issues to assist in the targeting of campaigns that seek to reduce the number of fires and their associated risks of death and injury.
Introduction The Prevention Strategy is completely aligned to the delivery of Integrated Risk Management Plans (IRMP) and Service Delivery Framework as outlined in the Community Risk Management Strategy. Annual targets for risk reduction outcomes are based on the risk reduction aims within the IRMP. They are set by Service Delivery Board and using these targets, local plans for each district are developed. Within each district, priority areas are identified, and detailed plans prepared for reducing specific risks within community. Within the Community Risk Management Strategy the Prevention of fires and other emergencies from occurring is viewed as the first step of the Service Delivery hierarchy. This may be achieved, for example by effective education through a variety of delivery methods, both in the home, at various events and venues and many other fire prevention activities.
In the event of a fire occurring, prevention activity is there to ensure that people are protected in properties by undertaking home fire safety checks and the fitting of smoke alarms, and so people can either remain safe within the property until rescued or can escape through development of escape plans.
The active involvement of all key functions within the Service Delivery Directorate enables interdepartmental working to flourish and the use of a wide range of staff and partners lies at the core of the delivery of the Authority‟s Prevention Strategy. This is evident in the joint working undertaken to produce targeted, risk based District Risk Reduction Plans. The District Commander (DC) and District Prevention Manager (DPM) manage the implementation of the district plan and uses a range of information to manage and monitor risk locally. The DPM has a key role in implementing locally the service wide policies and strategies developed within the Prevention Team. The Fire Prevention Team develops individual action plans for each District to outline and monitor progress on areas of support provided to ensure the delivery of the IRMP priorities of the District Risk Reduction Plans.
The Authority‟s Prevention Strategy is predicated on operational crews delivering prevention activities supported by the Fire Prevention Team who are able to deal with individuals or communities at a higher level of vulnerability. The Fire Prevention Team is also responsible for ensuring the continued training of WYFRS personnel in prevention activities, as well as the development of policies and procedures, and providing the strategic direction of the function as a whole.
Structure The Fire Prevention Team is led by the Fire Prevention Manager and is separated into two
distinct functions as detailed in the organisational chart below:
These teams provide the vital support for the district structures. Within each District the District Commander is responsible for the delivery against outcome targets and is supported by a District Prevention Manager and District Prevention Assistants.
Home Fire Safety Checks (HFSC) form the very backbone of the Prevention Strategy as they provide the community with very focused education regarding preventing fires in the home and what to do in the event of fire, furthermore a significant part of the check is ensuring that people have fitted and working smoke detection in their properties. Without doubt the increased ownership of smoke detectors has led to massive increases in terms of public safety as fires are detected earlier and can be dealt with quickly or they give occupants sufficient warning to make good their escape from any developed fire. Since 1996 West Yorkshire Fire and Rescue Service (WYFRS) has undertaken an intensive programme of HFSCs aimed primarily at reducing the impact of domestic dwelling fires in terms of injury, death and damage to property and increasing smoke detector ownership. In 2004 the plan introduced was to carry out a HFSC in 450000 homes across West Yorkshire. The objective was to complete this by April 2013, but was so successful that it was achieved by April 2012. This means that WYFRS have provided safety advice in over half the homes in the county.
Despite the overwhelming successes in reductions in house fires and associated injuries and deaths as a result of this strategy, it is clear from the WYFRS research, that there is more to do in terms of targeting those at most risk. Those properties that continue to be targets include those at the higher end of risk. This has led to the development and introduction of a pointsbased strategy that targets these higher levels of risk.
The points-based strategy identifies different ways of highlighting those in greater need of our service and reduce risk amongst West Yorkshire‟s most vulnerable households. The strategy adopts a targeted approach based upon individual and geographical risk. Through the allocation of points, there is an incentive for personnel carrying out prevention activities to identify those most at risk and reduce this risk to the maximum extent within those households. This is carried out in a planned and targeted way within areas of greater geographical, incident related and lifestyle factor risk. This strategy ensures that resources are maximised and reduces risk to the same degree as the previous volume based strategy.
Research has demonstrated that three factors influence the level of risk and associated risk reduction and subsequently, the points awarded for a particular HFSC within the strategy are
based on a combination of:
Likelihood – The probability of having a fire.
Severity – The risk factors of the individual based on lifestyle.
Outcome – The interventions put in place to reduce the risk.
Whilst the system appears to be complex, in nature it is actually very simple and is built upon
three basic concepts:
Carrying out HFSC in areas of highest risk or with vulnerable individuals will attract the highest number of points Accurate recording of risk and activity is important to truly reflect the difference that our activities are making to the Community.
Working with partner and volunteer agencies will support the achievement of our objectives in relation to HFSC.
The Performance Management System is used for the monitoring of activity and of success. It records all activity within an area, whoever that activity is carried out by, be it, Operational staff Prevention personnel or partner agencies. This ensures that effective performance is taking place.
Targets are based upon the resources available and the level of risk in a specific area. These are calculated using each year‟s HFSC activity to predict the expected number of points which will be achieved. This points total is then divided proportionally by risk amongst the Districts.
District numerical targets as such are not set; however, guidance is provided to assist with achieving the number of points required. It is anticipated that a minimum of 42000 HFSC will be carried out in any given year.
Where IRMP changes to response provision are made, Prevention Team resources will be used to a greater extent. It is important to recognise that whilst the number is lower than previous targets the level of vulnerability where they are carried out is expected to be greater.
HFSC activity will be closely monitored through PMVs and the District Prevention Managers Quality Sampling Audits.
Due to the period since the commencement of HFSC‟s, several batteries in the ten-year smoke detectors that were fitted early in the campaign are now becoming worn out. This has led to a risk assessed process of revisit or providing additional literature to the occupier where required, as an alternative, rather than a simple replacement of the detector. This principle will be