The following pages
set out Lancashire Fire and Rescue Service’s Performance
Framework, an explanation of how our Key Performance
Indicator’s (KPI) are measured and how we are
performing.
The document
illustrates our performance across all our KPI’s and where
appropriate, by an analysis of the KPI’s which are classified
as being in exception, along with an analysis of the cause and
actions being taken to improve performance.
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Contents
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Page
(s)
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Introduction
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2
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Table of
Contents
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3
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Explanation of
Performance Measures
|
4
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Performance Framework
and Indicator Trends
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5 –
7
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Key Performance
Indicators
|
8 –
46
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Explanation of Performance
Measures.
4
Performance Framework and
indicator trends.
5
1.1
Overall Staff Engagement
8
1.2.1
Staff Absence Wholetime (WT)
9
1.2.2
Staff Absence On-Call (OC)
11
1.2.3
Staff Absence Greenbook.
12
1.3.1
Workforce Diversity.
14
1.3.2
Workforce Diversity Recruited.
15
1.4
Staff Accidents.
16
2.1
Risk Map.
17
2.2
Overall Activity.
18
2.3
Accidental Dwelling Fires.
20
2.3.1
ADF – Harm to people: Casualties.
21
2.3.2
ADF – Harm to property: Extent of damage (fire
severity)
22
2.4
Accidental Building Fires (Commercial Premises)
23
2.4.1
ABF (Commercial Premises) – Harm to property: Extent of
damage (fire severity)
24
2.5
Accidental Building Fires (Non-Commercial Premises)
25
2.5.1
ABF (Non-Commercial Premises: Private Garages and Sheds) –
Harm to property: Extent of damage (fire
severity)
26
2.6
Deliberate Fires Total: Specific performance measure of deliberate
fires.
27
2.6.1
Deliberate Fires – Dwellings.
28
2.6.2
Deliberate Fires – Commercial Premises.
29
2.6.3
Deliberate Fires – Other (Rubbish, grassland, vehicles
etc.)
30
2.7
Home Fire Safety Checks (HFSC)
31
2.8
Numbers of prevention activities such as: Childsafe, wasted lives
etc.
32
2.9
Fire Safety Activity (including Business Fire Safety Checks)
33
2.10
Building Regulation Consultations (BRC)
34
3.1
Critical Fire Response – 1st Fire Engine
Attendance.
35
3.2
Critical Special Service Response – 1st Fire
Engine Attendance.
36
3.3
Total Fire Engine Availability.
37
3.3.1
Fire Engine Availability Wholetime Shift System..
38
3.3.2
Fire Engine Availability On-Call Shift System..
39
4.1
Progress Against Allocated Budget
41
4.2
Partnership Collaboration..
42
4.3
Overall User Satisfaction..
45
KPI’s are
monitored either by using an XmR chart, comparing current
performance against that achieved in the previous years activity,
or against a pre-determined standard - for example: the response
standard KPI’s are measured against a range of set
times.
The set times are dependent upon
the risk rating given to each Super Output Area (SOA), which is
presented as a percentage of occasions where the standard is
met.
XmR chart
explanation (Value [X] over a moving [m] range
[R]).
|
An XmR chart is a
control chart used to highlight any significant changes in activity
so that interventions can be made before an issue arises. It can
also highlight where activity has decreased, potentially as a
result of preventative action which could be replicated
elsewhere.
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Activity is deemed to
be within standard if it remains within set upper and lower limits.
These limits are based upon the previous three years activity and
are set using a statistically derived constant, approximately
equivalent to three standard deviations.
An exception report is
generated if the upper, or lower, XmR rules are
breached.
The following rules
are applicable to the XmR charts and define when an exception has
occurred:
·
A
single point beyond the Upper Control Limit is classified as a
negative exception.
·
A
single point beyond the Lower Control Limit is classified as a
positive exception.
Example
XmR chart: In the example below, this KPI
would produce a negative exception for meeting rule 1, as the
activity, represented as a dark blue line, for May 2021
( ) is above the Upper Control Limit (UCL) and a
positive exception in September 2021 (
) for meeting
rule 2, being below the Lower Control Limit (LCL).
The Combined Fire
Authority sets the Service challenging targets for a range of key
performance indicators (KPI) which help them to monitor and measure
our performance in achieving success and meeting our priorities.
Performance against these KPI’s is scrutinised every quarter
at the Performance Committee.
The following graphic illustrates our priorities and how their
respective KPI’s fit within the overall performance
framework.
This section also provides an overview of the performance direction
of the KPI’s. Each KPI is shown within its priority, with an
indicator called Sparkline’s; which are the inset summary
charts and indicate the relative direction of travel over the last
four quarters. The last point of the chart represents the most
recent quarter. Sparkline’s are simple indicative indicators
and are not intended to have labelled points or axes.
A written update on
staff engagement will be provided on a quarterly basis.
Scope and definition:
Staff engagement is achieved
through a variety of activities carried out every day across the
service including station visits, digital staff sessions,
appraisals and team meetings. This includes a programme of
wellbeing interactions such as workplace toolbox talks, station
visits, workshops and wellbeing support dog visits.
All members of staff
can raise questions, ideas and improvements on the service’s
intranet and staff are regularly involved in testing and trialling
new equipment and ways of working. Surveys and consultations are
held on specific matters when required such as proposals for new
uniform, or engagement with our staff around Emergency Cover Review
proposals.
A comprehensive staff survey is
undertaken periodically to gain insight from all staff on a range
of topics including leadership and management, training and
development, and equality, diversity and inclusion. The feedback is
used to shape future activity and bring about improvements and new
ideas. The survey includes a staff engagement index which is a
measure of overall staff engagement based on levels of pride,
advocacy, attachment, inspiration and motivation. The current staff
engagement index score is 79% (2021).
Measurement/update:
From October to December 2022,
twenty-two stations visits were carried out by principal officers
and area managers as part of our service-wide station visits
programme. Executive board members held an engagement event at our
training centre for flexi duty officers and seven online question
and answer events were held with wholetime and on-call firefighters
in relation to winter challenges and the national pay
dispute.
Fifty-three wellbeing interactions
were undertaken ranging from health and wellbeing workshops to
support-dog interactions. The service engaged staff in several
trials relating to our fleet including new vehicle Closed Circuit
Television (CCTV) systems and the latest plug-in and self-charging
hybrid car technology. We also surveyed our on-call (OC) staff to
obtain their views and experiences as part of a review of the OC
duty system.
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Cumulative shifts
lost
6.710
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The cumulative number
of shifts (days) lost due to sickness for all wholetime staff
divided by the total average strength.
Annual Standard:
Not more than 5 shifts lost.
(Represented on the chart as
annual shifts lost ÷ 4 quarters = 1.25)
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Cumulative total
number of shifts lost:
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6.710
|
What are the reasons
for an Exception report
This is a negative
exception report due to the number of shifts lost through absence
per employee being above the Service target for quarter
3.
Analysis
During quarter
three October – December
2022,
absence statistics show Whole-time personnel absence above target
for the quarter.
1,492
Wholetime absence
shifts lost = 2.37 against a target of
1.25
There were
three cases of long-term absence which
span over the total of the 3 months. The absence reasons
being:
·
Gastro-Intestinal
(abdominal pain, vomiting, diarrhoea)
·
Cancer and
Tumours
·
Mental Health
– Other
There were
28other cases of long-term absence
which were also recorded within the 3 months:
|
Reason
|
Case/s
|
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Reason
|
Case/s
|
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Hospital/Post
Operative
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7
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Cancer and
Tumours
|
1
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Mental Health -
Other
|
4
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Cause Known, but not
Specified
|
1
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Other known causes
(not specified above)
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3
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Covid-19 Coronavirus -
Sickness
|
1
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Musculo Skeletal -
Other/Unable to define
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2
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Heart, Cardiac and
Circulatory problems
|
1
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Musculo Skeletal -
Back
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2
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Respiratory -
Cold/Cough/Influenza
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1
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Musculo Skeletal -
Lower Limb
|
2
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Skin
Condition
|
1
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Mental Health -
Stress
|
2
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Actions being taken to
improve performance
The Service aims to
continue with:
·
Early
intervention by Occupational Health Unit (OHU)
doctor/nurse/physiotherapist.
·
Human
Resources (HR) supporting managers in following the Absence
Management Policy managing individual long-term cases, addressing
review periods/triggers in a timely manner and dealing with
capability off staff due to health issues.
·
To be
included again within the leadership conference to assist future
managers understanding and interpretation of the
policy.
·
Encouraging
employees to make use of our Employee Assistance Programme provider
Health Assured and The Firefighters Charity.
·
HR to
be in attendance at Stress Risk Assessment meetings, to support
managers and to offer appropriate support to the employee along
with signposting.
·
OHU
to organise health checks for individuals on a voluntary
basis.
·
Support from
Service Fitness Advisor/Personal Training Instructors
(PTI’s).
·
Promotion of
health, fitness and wellbeing via the routine bulletin and Employee
Assistance programme.
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Cumulative
Absence
1.58%
|
The percentage of
contracted hours lost due to sickness for all On-Call contracted
staff. An individual’s sickness hours are only counted
as absent where they overlap with their contracted
hours.
Annual Standard: No
more than 2.5% lost as a percentage of available hours of
cover.
Cumulative On-Call
absence, as a percentage of available hours of cover at end of the
quarter, 1.58%.
|
Cumulative On-Call
absence (as % of available hours of cover):
|
1.58%
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Cumulative shifts
lost
5.427
|
The cumulative number
of shifts (days) lost due to sickness for all Greenbook support
staff divided by the average strength.
Annual Standard: Not more than 5
shifts lost.
(Represented on the chart as
annual shifts lost ÷ 4 quarters = 1.25)
|
Cumulative total
number of shifts lost:
|
5.427
|
What are the reasons
for an Exception report
This is a negative
exception report due to the number of shifts lost through absence
per employee being above the Service target for quarter
3.
Analysis
During quarter three
October – December 2022, absence statistics show
non-uniformed personnel absence above target for the
quarter.
507 non-uniformed
absence shifts lost = 2.40 against a target of 1.25
There were 3 case of
long-term absence which span over the total of the 3 months. The
reason being:
·
Cardiovascular
·
Heart, Cardiac
and Circulatory problems
·
Hospital/Post
Operative
There was one other
case of long-term absence which were also recorded within the 3
months:
|
Reason
|
Case/s
|
|
|
|
|
Hospital/Post Operative
|
1
|
|
|
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Actions being taken to
improve performance
The Service aims to
continue with:
·
Early
intervention by Occupational Health Unit (OHU)
doctor/nurse/physiotherapist.
·
Human
Resources (HR) supporting managers in following the Absence
Management Policy managing individual long-term cases, addressing
review periods/triggers in a timely manner and dealing with
capability off staff due to health issues.
·
To be
included again within the leadership conference to assist future
managers understanding and interpretation of the
policy.
·
Encouraging
employees to make use of our Employee Assistance Programme provider
Health Assured and The Firefighters Charity.
·
HR to
be in attendance at Stress Risk Assessment meetings, to support
managers and to offer appropriate support to the employee along
with signposting.
·
OHU
to organise health checks for individuals on a voluntary
basis.
·
Promotion of
health, fitness and wellbeing via the routine bulletin and Employee
Assistance programme.
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Diversity
Percentage
(Refer to
charts)
|
Workforce diversity as
a percentage: Performance measure of how representative our staff
are of our communities, to monitor equality and diversity within
Lancashire Fire and Rescue Service.
Combined diversity percentage of
Grey book operational and Green book support staff.
Diversity percentage by Grey book
operational staff and Green book support staff. Counts will include
double counts if dual contract between Grey and Green
book.
|
Gender
|
Female
|
Grey
|
9%
|
Green
|
60%
|
|
Male
|
91%
|
40%
|
|
Ethnicity
|
BME
|
Grey
|
3%
|
Green
|
6%
|
|
White
|
95%
|
89%
|
|
Not stated
|
2%
|
5%
|
|
Sexual
orientation
|
LGBT
|
Grey
|
4%
|
Green
|
3%
|
|
Heterosexual
|
51%
|
53%
|
|
Not stated
|
45%
|
44%
|
|
Disability
|
Disability
|
Grey
|
3%
|
Green
|
3%
|
|
No
disability
|
95%
|
90%
|
|
Not stated
|
2%
|
7%
|
|
|
|
Diversity
Percentage
(Refer to
charts)
|
Workforce diversity
recruited as a percentage: Performance measure of our success in
recruiting a diverse workforce to monitor equality and diversity
within Lancashire Fire and Rescue Service.
Combined diversity percentage of
Grey book operational staff and Green book support
staff.
During quarter 3, there were a
total of 138 new recruits.
No further breakdown is provided
to prevent the possible identification of individuals due to the
small numbers of recruits during certain periods.
|
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Activity
11
|
This KPI details the
numbers of accidents which have occurred to LFRS staff members at
work within the quarter: Wholetime, On-Call and
Greenbook.
As part of our Health
and Safety Management System we report and investigate all
accidents which occur within Lancashire Fire and Rescue Service
(LFRS) to identify any learning opportunities which can contribute
to improving our safety culture within Service.
As the body ultimately
responsible for health and safety performance, this KPI enables
Fire Authority members to view LFRS progress on managing health and
safety risks within LFRS.
An improvement is
shown if the average number of staff accidents per quarter is
within the control limits.
Quarterly activity
decreased 35.29% over the same quarter of the previous
year.
|
Total number of
staff accidents
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
44
|
11
|
61
|
17
|
|
|
|
|
|
|
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Risk
Score
31,576
|
This indicator
measures the fire risk in each Super Output Area (SOA). Risk
is determined using fire activity over the previous three fiscal
years along with a range of demographic data, such as population
and deprivation.
Specifically, the risk
score for each SOA is calculated using the formula shown below.
Once an SOA has been assigned a score, it is then categorised by
risk grade.
|
|
The County risk map
score is updated annually before the end of the first
quarter.
Standard: To reduce
the risk in Lancashire - an annual reduction in the County risk map
score.
An improvement is
shown by a year-on-year decreasing ‘Overall Risk Score’
value.
The inset table below
shows the latest count of risk areas against the previous year,
along with the overall risk score compared to the previous
year.
 
|
|
Risk
Grade
|
Very
High
|
High
|
Medium
|
Low
|
Overall
Risk Score
|
|
2022
count
|
25
|
47
|
333
|
536
|
31,576
|
|
2021
count
|
21
|
61
|
338
|
521
|
31,862
|
|
Direction / %
Change
|
|
|
|
|
|
|
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Quarter
Activity
4,693
|
The
number of incidents that LFRS attend with one or more pumping
appliances. Includes fires, special service calls, false alarms and
collaborative work undertaken with other emergency services. For
example, missing person searches on behalf of the Police and
gaining entry incidents at the request of the Ambulance
Service.
A
breakdown of incident types included within this KPI are shown on
the following page.
Quarterly activity
increased 1.60% over the same quarter of the previous
year.
|
Incidents
attended
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
14,979
|
4,693
|
14,454
|
4,619
|
|
|
|
|
|
|
Current
mean
|
3 Year mean
|
2021/22
|
2020/21
|
2019/20
|
|
Current mean activity and the
monthly mean activity over the previous 3 years.
|
1,664
|
1,485
|
1,578
|
1,445
|
1,433
|
|
2.2
Overall Activity Breakdown
|
|
Quarter
Activity
4,693
|
Incidents
attended by Lancashire Fire and Rescue Service consist of a myriad
of different types. The breakdown below, whilst not an exhaustive
list, aims to illustrate how activity captured within KPI 2.2
Overall Activity is split by the different types of
incidents.
The chart figures
represent the count and percentage each activity contributes to the
quarter’s activity, whilst the inset table breaks the
incident types down further.
Fires yet to be
classified, and chimney fires (<1%) and are not shown on the
chart breakdown.
|
|
FALSE ALARM incidents make up 49%
of activity, with 67% being Fire alarm due to Apparatus incidents.
On 1st April 2022 a revised
false alarm policy was introduced to help reduce the number of
AFA’s. Since that time there has been a 42% reduction within
property types covered by the policy change.
|
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|
FIRE PRIMARY incidents encompass
Accidental Dwelling Fires at 46% and are shown later in the report
within KPI 2.3. Accidental Building Fires are split between
commercial (KPI 2.4) and non-commercial premises (KPI
2.5).
|
|
|
FIRE SECONDARY incidents are
caused by either a deliberate or accidental act, or the cause is
not known. Deliberate fires mainly involve loose refuse and
currently account for 52%, with accidental or not known fires
accounting for 48%.
|
|
|
SPECIAL SERVICE incidents are made
up of several different activities, such as: Gaining entry to a
property on behalf of the Ambulance Service, accounting for 33% and
Road Traffic Collisions (RTC) 21%.
*Subset of critical special
service incidents (KPI 3.2).
|
|
|
|
Quarter
Activity
200
|
The number of primary
fires where a dwelling has been affected and the cause of fire has
been recorded as ‘Accidental’ or ‘Not
known’.
A primary fire is one
involving property (excluding derelict property) or any fires
involving casualties, rescues, or any fire attended by five or more
pumping appliances.
Quarterly activity
decreased 4.76% over the same quarter of the previous
year.
|
Accidental Dwelling
Fires
|
Year
to date
|
2022/23
Quarter 3
|
Previous year
to date
|
2021/22
Quarter 3
|
|
605
|
200
|
642
|
210
|
|
|
|
|
|
|
Current
mean
|
3 Year mean
|
2021/22
|
2020/21
|
2019/20
|
|
Current mean activity and the
monthly mean activity over the previous 3 years.
|
67
|
70
|
71
|
72
|
68
|
|
|
|
Quarter
Activity
16
|
ADF
criteria as 2.3. The number of fire related fatalities, slight and
serious injuries.
·
A
slight injury is defined as: a person attending hospital as an
outpatient (not precautionary check).
·
A
serious injury is defined as: at least an overnight stay in
hospital as an in-patient.
Quarterly activity
increased 45.45% over the same quarter of the previous
year.
|
Casualty
Status
|
Year
to
Date
|
2022/23
Quarter3
|
Previous
year to Date
|
2021/22
Quarter 3
|
|
Fatal
|
5
|
1
|
4
|
3
|
|
Injuries
appear Serious
|
10
|
4
|
9
|
4
|
|
Injuries
appear Slight
|
17
|
11
|
21
|
4
|
|
Total
|
32
|
16
|
34
|
11
|
|
|
|
|
|
|
Current
mean
|
3 Year mean
|
2021/22
|
2020/21
|
2019/20
|
|
Current mean activity and the
monthly mean activity over the previous 3 years.
|
4
|
4
|
4
|
3
|
5
|
|
|
|
Quarter
Percentage
83%
|
ADF criteria as 2.3.
Extent of fire, heat and smoke damage is recorded at the time the
STOP message is sent and includes all damage types.
The table below shows
a breakdown of fire severity at accidental dwelling fires, with a
direction indicator comparing the current quarter to the same
quarter of the previous year.
An improvement is
shown if the combined percentage of fires is limited to
heat
and/or smoke damage only, the item 1st ignited
or to the room of origin,
is higher than the comparable quarter of the previous
year.
Combined quarterly
percentage decreased 4% over the same quarter of the previous
year.
|
Fire
severity
|
22/23
Q1
|
22/23
Q2
|
22/23
Q3
|
22/23
Q4
|
Ç/ò
|
21/22
Q1
|
21/22
Q2
|
21/22
Q3
|
21/22
Q4
|
|
Limited
to heat and/or smoke
|
23%
|
25%
|
22%
|
-
|
Ç
|
21%
|
30%
|
21%
|
23%
|
|
Limited
to item 1st ignited
|
13%
|
13%
|
19%
|
-
|
Ç
|
17%
|
17%
|
15%
|
16%
|
|
Limited
to room of origin
|
47%
|
51%
|
42%
|
-
|
ò
|
49%
|
41%
|
50%
|
51%
|
|
Limited
to floor of origin
|
10%
|
4%
|
10%
|
-
|
ó
|
8%
|
9%
|
10%
|
8%
|
|
Spread
beyond floor of origin
|
3%
|
6%
|
4%
|
-
|
Ç
|
5%
|
3%
|
3%
|
2%
|
|
Whole
Building
|
3%
|
1%
|
3%
|
-
|
Ç
|
1%
|
1%
|
0%
|
0%
|
|
Combined
percentage
|
84%
|
89%
|
83%
|
-
|
ò
|
87%
|
87%
|
87%
|
90%
|
|
|
|
Quarter
Activity
54
|
The number of primary
fires where a building has been affected, which is other than a
dwelling or a private building associated with a dwelling, and the
cause of fire has been recorded as Accidental or Not
known.
A primary fire is one
involving property (excluding derelict property) or any fires
involving casualties, rescues, or any fire attended by five or more
pumping appliances.
Quarterly activity
decreased 20.59% over the same quarter of the previous
year.
|
Accidental
Building Fires (Commercial Premises)
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
195
|
54
|
210
|
68
|
|
|
|
|
|
|
Current
mean
|
3 Year mean
|
2021/22
|
2020/21
|
2019/20
|
|
Current mean activity and the
monthly mean activity over the previous 3 years.
|
22
|
20
|
23
|
17
|
20
|
|
|
|
Quarter
Activity
70%
|
ABF criteria as 2.4.
Extent of fire, heat and smoke damage is recorded at the time the
STOP message is sent and includes all damage types.
The table below shows
a breakdown of fire severity at accidental building fires, with a
direction indicator comparing the current quarter to the same
quarter of the previous year.
An improvement is
shown if the combined percentage of fires is limited to
heat
and/or smoke damage only, the item 1st ignited
or to the room of origin,
is higher than the comparable quarter of the previous
year.
Quarterly activity
decreased 2% over the same quarter of the previous year.
|
Fire
severity
|
22/23
Q1
|
22/23
Q2
|
22/23
Q3
|
22/23
Q4
|
Ç/ò
|
21/22
Q1
|
21/22
Q2
|
21/22
Q3
|
21/22
Q4
|
|
Limited
to heat and/or smoke
|
16%
|
17%
|
20%
|
-
|
Ç
|
19%
|
28%
|
19%
|
24%
|
|
Limited
to item 1st ignited
|
21%
|
14%
|
11%
|
-
|
ò
|
16%
|
13%
|
15%
|
20%
|
|
Limited
to room of origin
|
30%
|
39%
|
39%
|
-
|
Ç
|
36%
|
35%
|
38%
|
31%
|
|
Limited
to floor of origin
|
24%
|
17%
|
21%
|
-
|
Ç
|
16%
|
13%
|
15%
|
11%
|
|
Spread
beyond floor of origin
|
3%
|
6%
|
2%
|
-
|
Ç
|
7%
|
4%
|
1%
|
6%
|
|
Whole
Building
|
6%
|
8%
|
7%
|
-
|
ò
|
5%
|
6%
|
12%
|
8%
|
|
Combined
percentage
|
67%
|
69%
|
70%
|
-
|
ò
|
72%
|
76%
|
72%
|
75%
|
|
|
|
Quarter
Activity
16
|
The number of primary
fires where a private garage, private shed, private greenhouse,
private summerhouse, or other private non-residential building has
been affected, and the cause of fire has been recorded as
Accidental or Not known.
A primary fire is one
involving property (excluding derelict property) or any fires
involving casualties, rescues, or any fire attended by five or more
pumping appliances.
Quarterly activity
increased 23.08% over the same quarter of the previous
year.
|
Accidental
Building Fires (Non-Commercial Premises)
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
68
|
16
|
65
|
13
|
|
|
|
|
|
|
Current
mean
|
3 Year mean
|
2021/22
|
2020/21
|
2019/20
|
|
Current mean activity and the
monthly mean activity over the previous 3 years.
|
8
|
8
|
6
|
11
|
6
|
|
|
|
Quarter
Activity
19%
|
ABF criteria as 2.5.
Extent of fire, heat and smoke damage is recorded at the time the
STOP message is sent and includes all damage types.
The table below shows
a breakdown of fire severity at accidental building fires, with a
direction indicator comparing the current quarter to the same
quarter of the previous year.
An improvement is
shown if the combined percentage of fires is limited to
heat
and/or smoke damage only, the item 1st ignited
or to the room of origin,
is higher than the comparable quarter of the previous
year.
Quarterly activity
decreased 4.3% over the same quarter of the previous
year.
|
Fire
severity
|
22/23
Q1
|
22/23
Q2
|
22/23
Q3
|
22/23
Q4
|
Ç/ò
|
21/22
Q1
|
21/22
Q2
|
21/22
Q3
|
21/22
Q4
|
|
Limited
to heat and/or smoke
|
4%
|
9%
|
6%
|
-
|
ò
|
3%
|
4%
|
8%
|
8%
|
|
Limited
to item 1st ignited
|
0%
|
13%
|
0%
|
-
|
ó
|
10%
|
17%
|
0%
|
17%
|
|
Limited
to room of origin
|
16%
|
0%
|
13%
|
-
|
ò
|
0%
|
9%
|
15%
|
0%
|
|
Limited
to floor of origin
|
8%
|
13%
|
0%
|
-
|
ó
|
0%
|
13%
|
0%
|
17%
|
|
Spread
beyond floor of origin
|
0%
|
0%
|
0%
|
-
|
ó
|
3%
|
0%
|
0%
|
8%
|
|
Whole
Building
|
72%
|
65%
|
81%
|
-
|
Ç
|
83%
|
57%
|
77%
|
50%
|
|
Combined
percentage
|
20%
|
22%
|
19%
|
-
|
ò
|
14%
|
30%
|
23%
|
25%
|
|
|
|
Quarter
Activity
421
|
The number of primary
and secondary fires where the cause of fire has been recorded as
deliberate.
This is an overall
total measure of deliberate dwelling, commercial premises, and
other fires, which are further reported within their respective
KPI’s.
Quarterly activity
increased 19.60% over the same quarter of the previous
year.
|
Deliberate
Fires
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
1,892
|
421
|
1,526
|
352
|
|
|
|
|
|
|
Current
mean
|
3 Year mean
|
2021/22
|
2020/21
|
2019/20
|
|
Current mean activity and the
monthly mean activity over the previous 3 years.
|
210
|
168
|
161
|
153
|
189
|
|
|
|
Quarter
Activity
22
|
The number of primary
fires where a dwelling has been affected and the cause of fire has
been recorded as deliberate.
A primary fire is one
involving property (excluding derelict property) or any fires
involving casualties, rescues, or any fire attended by five or more
pumping appliances.
Quarterly activity
decreased 24.14% over the same quarter of the previous
year.
|
Deliberate Fires
- Dwellings
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
57
|
22
|
86
|
29
|
|
|
|
|
|
|
Current
mean
|
3 Year mean
|
2021/22
|
2020/21
|
2019/20
|
|
Current mean activity and the
monthly mean activity over the previous 3 years.
|
6
|
9
|
8
|
9
|
10
|
|
|
|
Quarter
Activity
32
|
The number of primary
fires where the property type is a building, which is other than a
dwelling or a private building associated with a dwelling, and the
cause of fire has been recorded as deliberate.
A primary fire is one
involving property (excluding derelict property) or any fires
involving casualties, rescues, or any fire attended by five or more
pumping appliances.
Quarterly activity
increased 68.42% over the same quarter of the previous
year.
|
Deliberate Fires
– Commercial
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
88
|
32
|
97
|
19
|
|
|
|
|
|
|
Current
mean
|
3 Year mean
|
2021/22
|
2020/21
|
2019/20
|
|
Current mean activity and the
monthly mean activity over the previous 3 years.
|
10
|
10
|
11
|
8
|
12
|
|
|
|
Quarter
Activity
367
|
The number of primary
and secondary fires where the property type is other than a
building, except where the building is recorded as derelict, and
the cause of fire has been recorded as deliberate.
The majority of
deliberate fires are outdoor secondary fires and include grassland
and refuse fires. Derelict vehicle fires are also included under
secondary fires.
Primary fires are when
the incident involves casualties or rescues, property loss or 5 or
more pumping appliances attend the incident, and can include large
scale moorland fires or vehicle fires which are not
derelict.
Quarterly activity
increased 20.72% over the same quarter of the previous
year.
|
Deliberate Fires
– Other
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
1,747
|
367
|
1,343
|
304
|
|
|
|
|
|
|
Current
mean
|
3 Year mean
|
2021/22
|
2020/21
|
2019/20
|
|
Current mean activity and the
monthly mean activity over the previous 3 years.
|
194
|
149
|
143
|
136
|
167
|
|
|
|
Quarter
Activity
55%
|
The percentage of
completed HFSC’s, excluding refusals, carried out by LFRS
personnel or partner agencies in the home, where the risk score has
been determined to be high.
An improvement is
shown if:
·
The
total number of HFSC’s completed is greater than the
comparable quarter of the previous year and,
·
The
percentage of high HFSC outcomes is greater than the comparable
quarter of the previous year.
Quarterly activity
increased 15.7% over the same quarter of the previous
year.
High risk outcomes
decreased 7.0% over the same quarter of the previous
year.
|
|
2022/23
|
Ç/ò
|
2021/22
|
|
|
HFSC
completed
|
% of
High HFSC outcomes
|
Progress
|
HFSC
completed
|
% of High HFSC
outcomes
|
|
Q
1
|
5,024
|
58%
|
Ç/ò
|
3,650
|
66%
|
|
Q
2
|
5,432
|
60%
|
Ç/ò
|
3,940
|
68%
|
|
Q
3
|
5,800
|
55%
|
Ç/ò
|
5,015
|
62%
|
|
Q
4
|
|
|
-
|
5,033
|
60%
|
|
Cumulative
year to date activity
|
|
 
|
|
|
|
|
Activity
|
Description
|
Targets for
delivery
|
Data for quarter
3 2022/23
|
|
ChildSafe
|
Fire
Safety education package to Year 2 (key stage 1)
|
Offered
to all year 2 pupils
Due
to Covid offer to all year 3 in 2021/22 academic year
|
241
sessions delivered to 8,274 attendees
|
|
RoadSense
|
Fire
and Road Safety education package to Year 6 (key stage
2)
|
Offered
to all year 6 pupils
|
172
sessions delivered to 5,640 attendees
|
|
SENDSafe
|
Fire
Safety education package for learners with Special Educational
Needs and Disabilities (SEND)
|
Offered
to all SEND schools
|
6
sessions delivered
|
|
Wasted
Lives
|
Pre
Driver information session in workshop or assembly format. Aimed at
Year 10 or Year 11 in high school (key stage 4)
|
Increase
delivery aligned to district risk in the academic year
22/23
|
9
sessions delivered to 1,146 pupils
|
|
Biker
Down
|
3
hour course aimed at Powered 2 Wheel riders covering incident
management, first aid and the science of being seen
|
Deliver
a minimum of 12 sessions per year
|
5
sessions
75
attendees
|
|
FIRES
|
Fire
setting intervention delivered to 4-17 year olds. Referrals made by
anyone who might work or support the family of a child who is
setting fires
|
Deliver
an intervention to all referrals
|
29
completed referrals
|
|
Partner
Training (including care providers)
|
LFRS
deliver a ‘train the trainer’ package to
organisations/agencies within health and social care. There are
currently 190 preferred partners and 73 standard partners
registered with LFRS. Partnerships are reviewed and RAG rated
quarterly
|
Increase
the number of partners rated green on the RAG report and continue
to review partnerships and provide training
|
34
organisations/ agencies
195
people
|
|
Specific
education sessions such as Water Safety & Bright
Sparx
|
Education
package delivered either virtually or in person to educate about
Water Safety, Anti-Social Behaviour (ASB), deliberate fire setting
etc. Covers key stages 2,3 and 4
|
Increase
delivery
|
157 sessions
delivered to 24,849 attendees. These mainly consisted of
BrightSparx ASB in quarter 3.
|
|
Arson
Threat Referral
|
Bespoke
service where a threat of arson has been made. Referrals largely
come from the Police.
|
Meet
demand from LanCon
|
166
|
|
|
|
Quarter
Activity
9%
|
The
number of Fire Safety Enforcement inspections carried out within
the period resulting in supporting businesses to improve and become
compliant with fire safety regulations or to take formal action of
enforcement and prosecution of those that fail to comply. Formal
activity is defined as one or more of the following: enforcement
notice or an action plan, alterations notice or prohibition
notice.
An improvement is
shown if the percentage of audits ‘Requiring formal
activity’ is greater than the comparable quarter of the
previous year. This helps inform that the correct businesses are
being identified.
Quarter 3 recorded an
increase of 3% against the same quarter of the previous
year.
|
|
2022/23
|
Ç/ò
|
2021/22
|
|
Quarter
|
Fire
Safety Enforcement Inspections
|
Formal
Activity
|
Informal
Activity
|
Satisfactory
Audit
|
Business Safety
Advice
|
%
Formal Activity
|
%
Informal Activity
|
Progress
|
%
Formal Activity
|
%
Informal Activity
|
|
1
|
504
|
28
|
333
|
95
|
48
|
6%
|
66%
|
ò
|
7%
|
63%
|
|
2
|
576
|
52
|
402
|
82
|
40
|
9%
|
68%
|
Ç
|
6%
|
63%
|
|
3
|
360
|
34
|
225
|
72
|
29
|
9%
|
63%
|
Ç
|
6%
|
54%
|
|
4
|
|
|
|
|
|
|
|
|
7%
|
70%
|
|
2022/23
|
Cumulative
Business Fire Safety Checks
|
1,615
|
Building Regulations:
If a business intends to carry out building work it must do so in
accordance with the requirements of current Building
Regulations.
There are two building
control bodies that can used, the Local Authority or an Approved
Inspector.
These bodies are then
responsible for ensuring compliance with building regulations which
generally apply when:
·
Erecting a new
building
·
Extending or
altering an existing building
·
Providing
services and/or fittings in a building
·
Altering the use
of a building
Purpose of the
consultation process: If the Regulatory Reform (Fire Safety) Order
2005 (FSO) applies to the premises, or will apply following the
work, the building control body must consult with Lancashire Fire
and Rescue Service (LFRS). LFRS then comments on Fire Safety Order
requirements, and may also provide additional advice relevant to
the building type which may exceed minimum requirements but, if
adopted, would further enhance safety or resilience (e.g. use of
sprinklers).
LFRS cannot enforce
building regulations but can offer observations to the building
control body regarding compliance if it is felt the proposals may
not comply. In addition to securing a safe premises, an important
outcome of the process is to ensure that the completed building
meets the requirements of the FSO once occupied, so that no
additional works are necessary. Reference:
LABC -
Building Regulations
And Fire Safety Procedural Guidance.
|
Building Regulation
Consultations
|
22/23 Q1
|
22/23 Q2
|
22/23 Q3
|
22/23 Q4
|
|
Received
|
183
|
233
|
285
|
|
|
Completed within
timeframe[1]
|
103
|
170
|
244
|
|
[1]
LFRS should make
comments in writing within 15 working days of receiving a
BRC.
Actions to
Improve
To comply with the
NFCC Competency Framework for Fire Safety Regulators these
consultations must be completed by Level 4 qualified Fire Safety
Inspectors. It is the same inspectors who are required to complete
the more complex audits required by the risk-based inspection
program, consequently use of finite resources must be fully
co-ordinated and balanced. Toachieve this and ensure
consultation timelines are achieved:
·
Development work
continues to qualify more of the existing staff to L4
standard
·
Recruitment
undertaken in Q3 to increase establishment in the
function
·
Improved
administration and consultation monitoring arrangements will be
implemented
·
The
newly formed Built Environment and Ops Liaison team will take an
increasing role in co-ordinatingthe receipt and
completion of consultations within timescales
|
|
|
Quarter
Response
85.48%
|
Critical fire
incidents are defined as incidents that are likely to involve a
significant threat to life, structures or the environment. Our
response standards, in respect of critical fires, are variable and
are determined by the risk map (KPI 2.1) and subsequent risk grade
of the Super Output Area (SOA) in which the fire
occurred.
The response standards
include call handling and fire engine response time for the first
fire engine attending a critical fire, and are as
follows:
|
·
Very
high risk area = 6 minutes
|
·
Medium risk area
= 10 minutes
|
|
·
High
risk area = 8 minutes
|
·
Low risk area = 12 minutes
|
We
have achieved our 90% standard when the time between the
‘Time of Call’ (TOC) and ‘Time in
Attendance’ (TIA) of the first fire engine arriving at the
incident is less than the relevant response standard.
Quarterly response
increased 0.93% over the same quarter of the previous
year.
|
Critical Fire
Response
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
84.90%
|
85.48%
|
87.18%
|
84.55%
|
|
|
|
|
|
|
|
Quarter
Response
88.90%
|
Critical special
service incidents are non-fire incidents where there is a risk to
life, for example, road traffic collisions, rescues and hazardous
materials incidents. For these incidents there is a single
response standard which measures call handling time and fire engine
response time.
|
The response standard for the
first fire engine attending a critical special service call = 13
minutes.
|
We have achieved our
90% standard when the time between the
‘‘Time of
Call’ and ‘Time in Attendance’
of first fire engine
arriving at the incident is less than the response
standard.
Quarterly response
increased 0.53% over the same quarter of the previous
year.
|
Critical Special
Service Response
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
89.71%
|
88.90%
|
89.23%
|
88.37%
|
|
|
|
|
|
|
|
Quarter
Availability
85.32%
|
This indicator
measures the availability of fire engines by all crewing
types. It is measured as the percentage of time a fire engine
is available to respond compared to the total time in the
period.
Refer to KPI 3.3.1 and
3.3.2 for breaches of control limits and reasons fire engines are
designated as unavailable.
Quarterly availability
decreased 1.95% over the same quarter of the previous
year.
|
Fire
engine availability – WT, FDC, DCP & OC
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
84.65%
|
85.32%
|
88.26%
|
87.27%
|
|
  
|
|
|
Key periods of Covid 19 pandemic
restrictions/lockdowns:
·
23rd
March to 10th May 2020. The first national lockdown is
announced.
·
22nd
September 2020. New restrictions announced, including working from
home.
·
5th
November 2020 to 2nd December 2020. Second lockdown in
England.
·
6th
January 2021 to 29th March 2021. Third national
lockdown/stay at home order.
|
|
|
Quarter
Availability
99.46%
|
This indicator
measures the availability of fire engines that are crewed by
wholetime, flexible day crewing and day crewing plus shifts.
It is measured as the percentage of time a fire engine is available
to respond compared to the total time in the period.
Fire engines are designated as
unavailable for the following reasons:
|
·
Mechanical
|
·
Lack of
equipment
|
·
Appliance change
over
|
|
·
Crew
deficient
|
·
Miscellaneous
|
·
Debrief
|
|
·
Engineer working on
station
|
·
Unavailable
|
·
Welfare
|
Standard:
99.5%
Quarterly availability
increased 0.30% over the same quarter of the previous
year.
|
Fire
engine availability
–
WT, FDC and DCP
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
99.27%
|
99.46%
|
99.23%
|
99.16%
|
|
|
|
|
|
|
|
Quarter
Availability
73.83%
|
This indicator
measures the availability of fire engines that are crewed by the
On-Call duty system. It is measured by calculating the
percentage of time a fire engine is available to respond compared
against the total time in the period.
Fire engines are
designated as unavailable (off-the-run) for the following reasons.
This is further broken down by the percentage of off-the-run (OTR)
hours that each reason contributes to the total.
A Fire engine can be
OTR for more than one reason; hence the percentages are interpreted
individually, rather than as a proportion of the total:
|
·
Manager
deficient
|
|
·
Not enough BA
wearers
|
|
|
·
Crew
deficient
|
|
·
No driver
|
|
Aspirational
standard: 95%
Quarterly availability
decreased 3.77% over the same quarter of the previous
year.
|
Fire
engine availability
–
OC
|
Year
to Date
|
2022/23
Quarter 3
|
Previous
year
to Date
|
2021/22
Quarter 3
|
|
72.76%
|
73.83%
|
79.43%
|
77.60%
|
|
|
|
|
What are the reasons
for an Exception report
This is a negative
exception report due to the percentage of On-Call (OC) pumps
available to respond to emergencies being below the lower control
limit during quarter three.
Analysis
Availability of OC
pumps during the quarter was recorded at 73.83%, with each month
being below both the 79.43% control limit, and the Service’s
95% aspirational standard.
An On-Call review is
to be undertaken this year to look at fundamental elements of the
On-Call system with the ultimate goal of improving appliance
availability. The Service has also invested in additional On
Call Support Officer (OCSO) posts to further strengthen the support
to On-Call units and help implement changes arising from the
review. This led to an additional five OCSO’s being
appointed during September 2022, increasing the total to 8, with
the benefits expected to be seen in later months.
Actions being taken to
improve performance
·
The
Service appointed 42 new recruits from the October 2022 recruitment
campaign.
·
The
Service will continue to deliver a recruitment strategy, that
incorporates a targeted approach to stations that are in exception,
whilst utilising data to identify the specific
contractual/availability needs of those stations.
·
Commencement
of a retention study undertaken by Station Managers and OSCO team
leaders.
·
The
Service will continue to review On-Call contracts to ensure they
are effective in improving appliance availability, whilst also
ensuring contractual performance of staff is maintained.
·
Challenges around Large Goods
Vehicle (LGV) and Officer in Charge (OIC) skills continue to be
an issue across the Service.
To remedy this, Firefighters in development can be nominated for
LGV courses, following discussion with Station and Group
managers.
·
OCSO’s are working with the
incident command team in workshops to support and develop
OIC’s with their command skills.
·
Support
national On-Call campaigns and utilise their recruitment literature
and designs. Align recruitment campaigns with NFCC On-Call
Firefighter Days and raise the profile of the occasion during
national volunteers week.
·
Invest in On-Call using relevant
recruitment material and effective allocation of internal
resources. Additional resources for the recruitment vehicle have
been identified and requested which include, new banners, QR code
cards for each station, and new On-Call staff for
advertisement.
|
|
|
Quarter
variance
n/a
|
The total cumulative
value of the savings delivered to date compared to the year’s
standard and the total.
As a public service we
are committed to providing a value for money service to the
community and it is important that once a budget has been agreed
and set, our spending remains within this.
This figure is not
available at the present time due to the move to the new Finance
System, an updated figure will be presented to Resources Committee
in due course.
A written update on
partnership collaboration will be provided on a quarterly
basis.
Scope and
definition:
The Police Force, Fire
& Rescue Service and Emergency Ambulance Service are under a
formal duty to collaborate under the Policing and Crime Act 2017.
The objectives are to improve efficiency, effectiveness and deliver
improved outcomes.
To meet the
requirements of this duty, the respective blue light services,
Lancashire Fire and Rescue (LFRS), Lancashire Constabulary
(LanCon), and North West Ambulance Service (NWAS), have met at both
tactical and strategic levels. Through these meetings the
collaboration board have agreed and signed a strategic statement of
intent. This contains the following aims:
·
Improved
Outcomes – The collaboration
maintains or improves the service we provide to local people and
local communities.
·
Reduced
demand – The collaboration should
contribute towards our longer-term strategic objective of
decreasing risk in communities and reducing demand on
services.
·
Better Value for
Money – The collaboration produces
quantifiable efficiencies either on implementation or in the longer
term.
·
Reduced
inequalities within our communities –The collaboration
contributes towards reducing inequalities wherever
possible.
Measurement/update:
The Blue Light
Collaboration board met on the 30th of September 2022
where a presentation on the initial five projects were delivered to
the strategic leads. This presentation incorporated the Project
Initiation Documents (PID) and Highlight Reports for each project.
Progress for the planning of each project is as follows:
Missing Persons
(MisPer)
Following a review of the
mobilisation data, it was identified that the opportunities to
provide LFRS support to these incidents had reduced. Therefore, the
main project objective is to improve the existing collaborative
approach to identification of the location of missing persons.
Learning has been identified from the original process and
improvements have been made. LFRS support for the Missing from Home
Manager training for Lancashire Constabulary staff will be
continued in terms of LFRS assets available. Furthermore,
Lancashire Constabulary have provided training to Control staff to
raise awareness.
The initial plan
includes a small number of LFRS personnel from the Urban Search and
Rescue (USAR) team and Drone team to undertake the Missing from
Home manager course. This will develop knowledge and understanding
regarding aspects of planning and undertaking a search. Additional
crews in LFRS have been identified as specialist teams and will
receive a bespoke training programme which is currently being
mapped out. These teams will develop an increased knowledge of
managing a missing person within the context of potential crime
scene management. All LFRS assets will remain available regardless
of the additional skills imparted to the specialist
teams.
Estates and
Co-location
This is a longer-term
work stream with interdependencies, as there are several internal
projects within Lancashire Constabulary to review current building
stock. This includes Lancashire Constabulary headquarters, and
various police stations. Property Leads from all three
agencies are in contact with each other, and plans were being
developed to organise a monthly catch-up meeting. This will ensure
that each Blue Light Service was sighted to internal findings and
provided with awareness in terms of future
opportunities.
First
Responder
A phased approach was agreed in
terms of volunteers signing up to the scheme. Phase 1 is being
rolled out to non-operational LFRS staff, such as Community Fire
Safety. Subsequently, phase 2 will consider the roll out to
operational staff.
Progress on phase 1 has resulted
in the successful on boarding of one non-operational member of
LFRS, who is responding to category 1 incidents. The NWAS reporting
system has been modified to include LFRS staff, so we are able to
analyse data and monitor the mobilisations. There are 4 additional
volunteers identified, and they will undertake training shortly.
Once the 5 initial volunteers have been operating for 3 months, the
data will be analysed, and regular welfare checks will be
completed. The findings will be used to inform plans for phase
2.
In terms of technology, an NWAS
application is used to mobilise First Responders and there is an
option for them to accept or decline the request forwarded to
them. This data will also be used to report on the overall
number of calls and responses received.
Further discussion
would take place with Lancashire Constabulary to review if there
are any suitable non-operational roles that could be added as First
Responders. It was noted that operational staff did attend cardiac
arrests alongside NWAS and that collaboration to this effect was
already taking place.
Leadership
Development
Initial scoping has been
completed, in terms of what each organisation currently delivers
for leadership development. The project is being delivered in two
phases. Phase 1 covers some short-term objectives, seeking to
maximise existing courses and events, and provide opportunities for
staff from all three organisations to utilise places on these
courses. An example of this is the ‘Inside Out’
programme, which is offered by Lancashire Constabulary. A benefit
will be improved efficiency, through utilisation of unfilled
places. Additionally, it will provide a platform for discussing
ideas and sharing learning, as many of the leadership challenges
are cross cutting in all three organisations.
Phase 2 will scope
opportunities to collaborate on specific elements of supervisory
and middle manager leadership programmes. This will lead to some
efficiencies, as well as a platform to share ideas.
Command
Units
The aim of this
project is to establish and deliver additional collaborative uses
of the command units in LFRS in line with the Joint Emergency
Service Interoperability Programme (JESIP) principles. The key
objectives are to improve operational effectiveness and in line
with LFRS mission; ‘Making Lancashire
Safer’.
|
|
|
Percentage
satisfied
98.81%
|
The percentage of
people who were satisfied with the service received as a percentage
of the total number of people surveyed.
People surveyed
include those who have experienced an accidental dwelling fire, a
commercial fire, or a special service incident that we
attended.
The standard is
achieved if the percentage of satisfied responses is greater than
the 97.50% standard.
99 people were
surveyed; 97 responded that they were very or fairly
satisfied.
|
Question
|
Running
Total
|
Number
Satisfied
|
% Satisfied
|
%
Standard
|
% Variance
|
|
Taking everthing in to
account, are you satisfied, dissatistfied, or neither with the
service you received from Lancashire Fire and Rescue
Service?
|
3,186
|
3,148
|
98.81%
|
97.50%
|
1.34%
|
