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Measuring Progress |
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Performance Report |
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Quarter 3: October 2024 – December 2024 |
Lancashire Combined Fire Authority
Performance Committee
Meeting to be held on 05 March 2025
Performance Management Information For 3rd Quarter 2024/25
(Appendix 1 refers)
Contact for further information – Sam Pink, Assistant Chief Fire Officer (ACFO)
Tel: 01772 866801
Executive SummaryThis paper provides a clear measure of our progress against the Key Performance Indicators (KPI) detailed in the Community Risk Management Plan 2022-2027.
RecommendationThe Performance Committee is asked to note and endorse the Quarter 3 Measuring Progress report, including two positive and two negative exceptions.
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Information
As set out in the report.
Business Risk
High
Environmental Impact
High – the report apprises the Committee of the Authority's progress.
Equality & Diversity Implications
High – the report apprises the Committee of the Authority's progress.
HR Implications
Medium
Financial Implications
Medium
Legal Implications
None
Local Government (Access to Information) Act 1985
Paper:
Date:
Contact:
Reason for inclusion in Part 2 if appropriate: N/A
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Measuring Progress |
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Performance Report |
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Quarter 3: October 2024 – December 2024 |
The following pages set out Lancashire Fire and Rescue Service’s (LFRS) 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 |
Page (s) |
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Introduction |
2 |
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Table of Contents |
3 |
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Explanation of Performance Measures |
4 |
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Performance Framework and Indicator Trends |
5 – 7 |
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Key Performance Indicators |
8 – 47 |
1.2.1 Staff Absence Wholetime (WT)
1.2.2 Staff Absence On-Call (OC)
1.2.3 Staff Absence Green Book
1.3.2 Workforce Diversity Recruited
2.3 Accidental Dwelling Fires (ADF)
2.3.1 ADF – Harm to people: Casualties
2.3.2 ADF – Harm to property: Extent of damage (fire severity)
2.4 Accidental Building Fires (ABF) - Commercial Premises
2.4.1 ABF (Commercial Premises) – Harm to property: Extent of damage (fire severity)
2.5 Accidental Building Fires (Non-Commercial Premises)
2.6 Deliberate Fires Total: Specific performance measure of deliberate fires
2.6.1 Deliberate Fires – Dwellings
2.6.2 Deliberate Fires – Commercial Premises
2.6.3 Deliberate Fires – Other (Rubbish, grassland, vehicles etc.)
2.7 Home Fire Safety Checks (HFSC)
2.8 Prevention activities delivered
2.9 Business Fire Safety Checks
2.10 Building Regulation Consultations (BRC)
3.1 Critical Fire Response – 1st Fire Engine Attendance
3.2 Critical Special Service Response – 1st Fire Engine Attendance
3.3 Total Fire Engine Availability
4.1 Progress Against Allocated Budget
KPI’s are monitored either by using an XmR[1] chart, comparing current performance against that achieved in the previous year’s 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.
[1]XmR chart explanation (Value [X] over a moving [m] range [R]).
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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. |
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.
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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 emergency cover reviews and working the on-call duty system.
A comprehensive staff survey is undertaken periodically to gain insight from all staff on a range of topics including leadership, training and development, health and wellbeing, 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 74% (2023).
Measurement/update:
From October to December 2024, 33 station visits were carried out by principal officers and area managers as part of our service-wide engagement programme. In addition, three online engagement events were held with on-call units across the county.
Forty-eight wellbeing interactions were undertaken ranging from workshops with crews to wellbeing support dog interactions.
The views of staff were sought by surveys in relation to a cleaning contract and to obtain feedback about the Service's Celebration of our People event. In addition, a staff focus group was held focussed on evaluation. A pulse survey to measure levels of staff engagement began in December with a January closing date.
The Service engaged with staff over several topics relating to our fleet and equipment including firefighting gloves and washing equipment for decontaminating fire helmets. Staff engagement over improvement works at Blackpool Fire Station continued and was undertaken in relation to office moves at Service headquarters. The Service's employee voice groups were consulted over a range of topics including an upcoming positive action campaign.
An engagement index is calculated based on five questions measuring pride, advocacy, attachment, inspiration and motivation; factors that are understood to be important features shared by staff who are engaged with the organisation.
For each respondent an engagement score is calculated as the average score across the five questions where strongly disagree is equivalent to 0, disagree is equivalent to 25, neither agree nor disagree is equivalent to 50, agree is equivalent to 75 and strongly agree is equivalent to 100. The engagement index is then calculated as the average engagement score in the organisation. This approach means that a score of 100 is equivalent to all respondents saying strongly agree to all five engagement questions, while a score of 0 is equivalent to all respondents saying strongly disagree to all five engagement questions.
During the survey period, the corporate communications department visited wholetime and on-call crews on 51 occasions to encourage participation in the survey. Five focus groups were held with on-call units by the Service’s independent researcher to obtain qualitative feedback on on-call specific matters, to complement the survey data.
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Quarter shifts
lost |
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 8 shifts lost.
(Represented on the chart as
annual shifts lost ÷ 4 quarters = 2)
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Cumulative total number of shifts lost: |
4.271 |
Measures the Service takes to manage absence
The Service has an Absence Management Policy which details its approach to how it will manage absence ensuring that staff time is managed effectively, but also members of staff are supported back to work or exited from the Service in a compassionate way.
The Human Resources (HR) system ITrent automatically generates monthly reports to line managers and HR Business Partners in relation to employees and the periods and reasons for absence and these are closely monitored. Where employees are absent due to a mental health, or a stress related condition, these employees are referred to Occupational Health Unit (OHU) as early as possible. Employees returning to work have a return-to-work interview and stress risk assessment, or individual health risk assessments are completed where required.
The Service has several support mechanisms available to support individuals to return to work or be exited as appropriate including guidance from Occupational Health, access to Trauma Risk Management (TRiM), access to an Employee Assistance Programme and the Firefighters Charity.
Where an employee does not return to work in a timely manner an absence review meeting will take place with the employee and the line manager and a representative from Human Resources. The meetings are aimed at identifying support to return an individual back to work which can include modified duties for a period, redeployment, but ultimately can result in dismissal, or permanent ill health retirement from the service.
The Absence Management Policy details when a formal review of an employee’s performance levels would normally take place. In terms of short-term absence, a formal review would take place where an employee has 3 or more periods of absence in 6 months, or an employee has 14 days absent. In terms of long-term absence, a formal review will normally take place at 3, 6, 9 and 11 months.
To ensure that Lancashire Fire & Rescue Service (LFRS) is managing sickness levels in line with good practice nationally, we undertook peer review and learning with another service. This work has led to a number of updates and improvements to our sickness procedures
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Cumulative
Absence |
The percentage of contracted hours lost due to sickness for all OC 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, 1.23%.
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Cumulative On-Call absence (as % of available hours of cover): |
1.23% |
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Quarter shifts
lost |
The cumulative number of shifts (days) lost due to sickness for all Green Book staff divided by the average strength.
Annual Standard: Not more than 8
shifts lost.
(Represented on the chart as
annual shifts lost ÷ 4 quarters = 2)
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Cumulative total number of shifts lost: |
5.098 |
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.
The agreed target performance level is 8 shifts lost per employee per year for Green book staff, which equates to a target of 6.00 shifts lost per employee per year for quarter 1 to 3. The actual shifts lost for the period for this group of staff is 5.10, which is 0.90 below target. During the same period the previous year, 6.22 shifts were lost which is a reduction of 1.12 shifts lost per green book employee compared to the same period last year.
Analysis
During April – December 2024, absence statistics show non-uniformed personnel absence above target for the period.
1,305 non-uniformed absence shifts lost = 5.10 against a target of 6.00 during the quarter 1 to 3. There was one case of long-term absence which spanned over the total of the 3 months, which related to Mental Health – Stress.
The number of long-term absence cases recorded in the quarter rose from seven in Q2 to 13 in Q3:
|
Reason |
Case/s |
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Musculo Skeletal |
6 |
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Mental Health |
3 |
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Other absence types |
4 |
406 shifts were lost during the quarter as a result of the above 13 cases of long-term absences, this is in comparison to 185 shifts lost during the previous quarter. These cases account for 1.59 shifts lost per person over the quarter and increase of 0.85 shifts lost from the previous quarter.
40 shifts lost were related to Respiratory related absences, this includes Coronavirus absence. This is compared to 27 shifts lost in Q2. This shows an increase of 0.05 shifts lost from the previous quarter.
Measures the Service takes to manage absence
The Service has an Absence Management Policy which details its approach to how it will manage absence ensuring that staff time is managed effectively, but also members of staff are supported back to work or exited from the Service in a compassionate way.
The Human Resources (HR) system ITrent automatically generates monthly reports to line managers and HR Business Partners in relation to employees and the periods and reasons for absence and these are closely monitored. Where employees are absent due to a mental health, or a stress related condition, these employees are referred to Occupational Health Unit (OHU) as early as possible. Employees returning to work have a return-to-work interview and stress risk assessment, or individual health risk assessments are completed where required.
The Service has several support mechanisms available to support individuals to return to work or be exited as appropriate including guidance from Occupational Health, access to Trauma Risk Management (TRiM), access to an Employee Assistance Programme and the Firefighters Charity.
Where an employee does not return to work in a timely manner an absence review meeting will take place with the employee and the line manager and a representative from Human Resources. The meetings are aimed at identifying support to return an individual back to work which can include modified duties for a period, redeployment, but ultimately can result in dismissal, or permanent ill health retirement from the service.
The Absence Management Policy details when a formal review of an employee’s performance levels would normally take place. In terms of short-term absence, a formal review would take place where an employee has 3 or more periods of absence in 6 months, or an employee has 14 days absent. In terms of long-term absence, a formal review will normally take place at 3, 6, 9 and 11 months.
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Diversity
Percentage |
Workforce diversity as a percentage: Performance measure of how representative our staff are of our communities, to monitor equality and diversity within LFRS.
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Diversity percentage by Grey Book staff and Green Book staff. Counts will include double counts if dual contract between Grey and Green Book.
|
Characteristic |
Diversity |
Grey Book |
% |
Green Book |
% |
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Gender |
Female |
Grey |
11% |
Green |
61% |
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Male |
89% |
39% |
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Ethnicity |
Other than white |
Grey |
3% |
Green |
6% |
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White |
93% |
85% |
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Not stated |
4% |
9% |
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Sexual orientation |
LGBT |
Grey |
4% |
Green |
3% |
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Heterosexual |
59% |
64% |
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Not stated |
37% |
33% |
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Disability |
Disability |
Grey |
3% |
Green |
5% |
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No disability |
95% |
89% |
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Not stated |
2% |
6% |
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Diversity
Percentage |
Workforce diversity recruited as a percentage: Performance measure of our success in recruiting a diverse workforce to monitor equality and diversity within LFRS.
Combined cumulative diversity percentage of Grey Book staff and Green Book staff. Outer circle represents the current quarter, with the inner circle illustrating the same quarter of the previous year.
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During quarter 3, there were a total of 40 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 |
This KPI details the numbers of accidents which have involved LFRS staff members at work within the quarter.
As part of our Health and Safety Management System we report and investigate all accidents which occur within LFRS to identify any learning opportunities which can contribute to improving our safety culture within the 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.
Quarterly activity increased 16.67% (2 incidents) over the same quarter of the previous year.
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Total number of staff accidents |
Year |
2024/25 |
Previous
year |
2023/24 |
|
44 |
14 |
46 |
12 |
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Risk
Score |
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.
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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.
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Risk Grade |
Very High |
High |
Medium |
Low |
Overall Risk Score |
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2024 count |
11 |
54 |
340 |
536 |
30,750 |
|
2023 count |
15 |
59 |
331 |
536 |
31,170 |
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Direction / % Change |
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Quarter
Activity |
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 Lancashire Constabulary (LanCon) and gaining entry incidents at the request of the North west Ambulance Service (NWAS).
A breakdown of incident types included within this KPI are shown on the following page.
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Incidents attended |
Year |
2024/25 |
Previous
year |
2023/24 |
|
12,947 |
4,278 |
13,716 |
4,191 |
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Current mean |
3 Year mean |
2023/24 |
2022/23 |
2021/22 |
|
Current mean activity and the monthly mean activity over the previous 3 years. |
1,439 |
1,532 |
1,449 |
1,570 |
1,578 |
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2.2 Overall Activity Breakdown |
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Quarter
Activity |
Incidents
attended by LFRS 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.
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FALSE ALARM incidents make up 45% of activity, with 62% being Fire alarm due to Apparatus incidents, 35% good intent false alarm and malicious false alarms accounting for 3%. |
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FIRE PRIMARY incidents encompass Accidental Dwelling Fires, which account for 43% of primary fires and are shown in KPI 2.3. |
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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 56% of secondary fires, with 44% being an accidental or not known cause. |
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SPECIAL SERVICE incidents are made up of many different activities, so only a selection of types, such as Gaining entry to a domestic property on behalf of NWAS and Road Traffic Collisions (RTC) can be shown, with the remainder being recorded under ‘other types’. These can range from trapped animals or hazardous materials incidents, to spill and leaks or advice only. |
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Quarter
Activity |
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 disused property) or any fires involving casualties, rescues, or any fire attended by five or more pumping appliances.
Quarterly activity increased 5.59% over the same quarter of the previous year, with the cumulative to date decreasing by 6.33%.
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Accidental Dwelling Fires |
Year |
2024/25 |
Previous year |
2023/24 |
|
518 |
189 |
553 |
179 |
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Current mean |
3 Year mean |
2023/24 |
2022/21 |
2021/22 |
|
Current mean activity and the monthly mean activity over the previous 3 years. |
58 |
65 |
59 |
64 |
71 |
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Quarter
Activity |
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.
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Casualty Status |
Year
to |
2024/25 |
Previous year to Date |
2023/24 |
|
Fatal |
7 |
2 |
3 |
2 |
|
Injuries appear Serious |
6 |
4 |
8 |
1 |
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Injuries appear Slight |
24 |
9 |
14 |
2 |
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Total |
37 |
15 |
25 |
5 |
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Current mean |
3 Year mean |
2023/24 |
2022/23 |
2021/22 |
|
Current mean activity and the monthly mean activity over the previous 3 years. |
4 |
4 |
3 |
4 |
4 |
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2.3.2 ADF – Harm to property: Extent of damage (fire severity) |
|
Quarter
Percentage |
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 ADF’s, 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 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 4.26% over the same quarter of the previous year.
|
Fire severity |
24/25 Q1 |
24/25 Q2 |
24/25 Q3 |
24/25 Q4 |
Ç/ò |
23/24 Q1 |
23/24 Q2 |
23/24 Q3 |
23/24 Q4 |
|
Limited to heat and/or smoke |
24% |
22% |
24% |
|
Ç |
23% |
26% |
23% |
32% |
|
Limited to item 1st ignited |
13% |
16% |
14% |
|
ò |
15% |
18% |
16% |
16% |
|
Limited to room of origin |
50% |
47% |
48% |
|
ò |
46% |
42% |
51% |
45% |
|
Limited to floor of origin |
7% |
7% |
8% |
|
Ç |
8% |
10% |
5% |
5% |
|
Spread beyond floor of origin |
5% |
6% |
4% |
|
ò |
6% |
2% |
2% |
1% |
|
Whole Building |
1% |
2% |
2% |
|
ò |
2% |
2% |
3% |
1% |
|
Combined percentage |
87% |
85% |
86% |
|
ò |
84% |
86% |
90% |
93% |
|
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|
|
Quarter
Activity |
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 disused property) or any fires involving casualties, rescues, or any fire attended by five or more pumping appliances.
Quarterly activity decreased 1.72% over the same quarter of the previous year.
|
Accidental Building Fires (Commercial Premises) |
Year |
2024/25 |
Previous
year |
2023/24 |
|
188 |
57 |
185 |
58 |
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|
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|
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|
|
Current mean |
3 Year mean |
2023/24 |
2022/23 |
2021/22 |
|
Current mean activity and the monthly mean activity over the previous 3 years. |
21 |
21 |
20 |
21 |
23 |
|
2.4.1 ABF (Commercial Premises) – Harm to property: Extent of damage (fire severity) |
|
Quarter
Percentage |
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 ABF’s, 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 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 7.4% over the same quarter of the previous year.
|
Fire severity |
24/25 Q1 |
24/25 Q2 |
24/25 Q3 |
24/25 Q4 |
Ç/ò |
23/24 Q1 |
23/24 Q2 |
23/24 Q3 |
23/24 Q4 |
|
Limited to heat and/or smoke |
15% |
27% |
16% |
|
ò |
16% |
12% |
19% |
14% |
|
Limited to item 1st ignited |
19% |
17% |
21% |
|
ò |
14% |
26% |
22% |
14% |
|
Limited to room of origin |
44% |
38% |
33% |
|
ò |
36% |
33% |
36% |
40% |
|
Limited to floor of origin |
13% |
13% |
12% |
|
Ç |
15% |
10% |
9% |
18% |
|
Spread beyond floor of origin |
1% |
2% |
9% |
|
Ç |
6% |
0% |
4% |
2% |
|
Whole Building |
8% |
3% |
9% |
|
ò |
13% |
19% |
10% |
12% |
|
Combined percentage |
78% |
82% |
70% |
|
ò |
66% |
71% |
77% |
68% |
|
|
|
|
Quarter
Activity |
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 disused 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 |
2024/25 |
Previous
year |
2023/24 |
|
58 |
16 |
62 |
13 |
|
|
|
||||
|
|
||||
|
|
Current mean |
3 Year mean |
2023/24 |
2022/23 |
2021/22 |
|
Current mean activity and the monthly mean activity over the previous 3 years. |
7 |
7 |
6 |
7 |
7 |
|
|
Quarter
Percentage |
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 ABF’s, 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.
As the property types of sheds and garages are typically of a single room construction, there is an increased likelihood of the whole building being affected.
Combined quarterly percentage increased 6.7% over the same quarter of the previous year.
|
Fire severity |
24/25 Q1 |
24/25 Q2 |
24/25 Q3 |
24/25 Q4 |
Ç/ò |
23/24 Q1 |
23/24 Q2 |
23/24 Q3 |
23/24 Q4 |
|
Limited to heat and/or smoke |
14% |
0% |
12% |
|
Ç |
5% |
0% |
0% |
0% |
|
Limited to item 1st ignited |
10% |
5% |
6% |
|
ò |
23% |
0% |
31% |
0% |
|
Limited to room of origin |
14% |
5% |
19% |
|
Ç |
10% |
11% |
0% |
20% |
|
Limited to floor of origin |
14% |
19% |
19% |
|
Ç |
5% |
0% |
0% |
10% |
|
Spread beyond floor of origin |
0% |
0% |
0% |
|
ó |
0% |
0% |
0% |
0% |
|
Whole Building |
48% |
71% |
44% |
|
ò |
57% |
89% |
69% |
70% |
|
Combined percentage |
38% |
10% |
37% |
|
Ç |
38% |
11% |
31% |
20% |
|
|
|
2.6 Deliberate Fires Total: Specific performance measure of deliberate fires |
|
Quarter
Activity |
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 21.21% over the same quarter of the previous year.
|
Deliberate Fires |
Year |
2024/25 |
Previous
year |
2023/24 |
|
1,477 |
440 |
1,508 |
363 |
|
|
|
||||
|
|
||||
|
|
Current mean |
3 Year mean |
2023/24 |
2022/23 |
2021/22 |
|
Current mean activity and the monthly mean activity over the previous 3 years. |
164 |
168 |
151 |
191 |
162 |
|
|
Quarter
Activity |
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 disused property) or any fires involving casualties, rescues, or any fire attended by five or more pumping appliances.
Quarterly activity is static against the same quarter of the previous year.
|
Deliberate Fires - Dwellings |
Year |
2024/25 |
Previous
year |
2023/24 |
|
63 |
21 |
70 |
21 |
|
|
|
||||
|
|
||||
|
|
Current mean |
3 Year mean |
2023/24 |
2022/23 |
2021/22 |
|
Current mean activity and the monthly mean activity over the previous 3 years. |
7 |
7 |
7 |
7 |
8 |
|
|
Quarter
Activity |
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 second incident activity line is shown which excludes Crown premises which fall outside of our legislative jurisdiction.
A primary fire is one involving property (excluding disused property) or any fires involving casualties, rescues, or any fire attended by five or more pumping appliances.
Quarterly activity decreased 6.06% over the same quarter of the previous year.
|
Deliberate Fires – Commercial |
Year |
2024/25 |
Previous
year |
2023/24 |
|
102 |
31 |
105 |
33 |
|
|
|
||||
|
|
||||
|
|
Current mean |
3 Year mean |
2023/24 |
2022/23 |
2021/22 |
|
Current mean activity and the monthly mean activity over the previous 3 years. |
11 |
11 |
12 |
10 |
11 |
|
2.6.3 Deliberate Fires – Other (Rubbish, grassland, vehicles etc.) |
|
Quarter
Activity |
The number of primary and secondary fires where the property type is other than a building, except where the building is recorded as disused, 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. Abandoned 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 abandoned .
Quarterly activity increased 25.57% over the same quarter of the previous year.
|
Deliberate Fires – Other |
Year |
2024/25 |
Previous
year |
2023/24 |
|
1,312 |
388 |
1,333 |
309 |
|
|
|
||||
|
|
||||
|
|
Current mean |
3 Year mean |
2023/24 |
2022/23 |
2021/22 |
|
Current mean activity and the monthly mean activity over the previous 3 years. |
146 |
150 |
132 |
175 |
143 |
|
|
Quarter
Activity |
The percentage of completed HFSC’s, excluding refusals, carried out by LFRS personnel 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 4.9% against the same quarter of the previous year.
High risk outcomes decreased 3% against the same quarter of the previous year.
|
|
2024/25 |
Ç/ò |
2023/24 |
||
|
|
HFSC completed |
% of High HFSC outcomes |
Progress |
HFSC completed |
% of High HFSC outcomes |
|
Q 1 |
5,839 |
53% |
ó/ò |
5,807 |
54% |
|
Q 2 |
6,336 |
52% |
Ç/ó |
5,930 |
52% |
|
Q 3 |
6,010 |
51% |
Ç/ò |
5,728 |
54% |
|
Q 4 |
|
|
|
5,835 |
54% |
|
Cumulative year to date activity |
|
|
|
|
|
Activity |
Description |
Targets for delivery |
Data for quarter 3 2024/25 |
|
ChildSafe |
Fire Safety education package to Year 2 (key stage 1) |
Offered to all year 2 pupils |
189 sessions delivered to 5,592 students |
|
RoadSense |
Fire and Road Safety education package to Year 6 (key stage 2) |
Offered to all year 6 pupils |
153 sessions delivered to 4,638 students |
|
SENDSafe |
Fire Safety education package for learners with Special Educational Needs and Disabilities (SEND) |
Offered to all SEND schools |
2 sessions delivered to 55 students |
|
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 |
5 sessions delivered to 590 students.
|
|
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 130 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 |
44 referrals opened prior to Q3 and carried over. 40 referrals received in Q3. 38 referrals closed in Q3. 48 referrals carried to 2024-25, Q4 |
|
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 |
22 sessions delivered to 253 |
|
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 |
45 Bright Sparx sessions, delivered to 3,432 students. Plus 8 virtual sessions delivered to 19 schools and 7,979 pupils |
|
Arson Threat Referral |
Bespoke service where a threat of arson has been made. Referrals largely come from the Police. |
Meet demand from LanCon |
186 completed |
|
|
|
|
|
|
|
Quarter
Activity |
Business Fire Safety Checks (BFSC) are interventions which look at different aspects of fire safety compliance, including risk assessments, fire alarms, escape routes and fire doors. If the result of a BFSC is unsatisfactory, fire safety advice will be provided to help the business comply with The Regulatory Reform (Fire Safety) Order 2005. If critical fire safety issues are identified, then a business safety advisor will conduct a follow-up intervention.
· The pro rata BFSC target is delivered through each quarter.
A +/-10% tolerance is applied to the completed BFSC’s and the year to date (YTD) BFSC’s, against both the quarterly and YTD targets. When both counts are outside of the 10% tolerance they will be deemed in exception. This enables local delivery to flex with the needs of their district plan over the quarters.
|
Cumulative year to date activity |
Top five completed BFSC’s: satisfactory and unsatisfactory premise types.
*Workplaces undefined.
What are the reasons for the Exception
This is a positive exception due to the number of completed Business Fire Safety Checks (BFSC) being greater than 10% of the quarterly target, and the cumulative year to date target.
Targeting Strategy
Service delivery personnel have been carrying out BFSC’s in their respective districts for over 2 years, and this work is now embedded into business-as-usual activity.
The KPI dashboard and District Intel Profiles are used to identify and target both the business types and business locations for this activity.
|
|
Quarter
Activity |
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.
Quarterly activity remained static against the same quarter of the previous year.
|
|
2024/25 |
2023/24 |
||||||||||
|
Quarter |
Fire Safety Enforcement Inspections |
Formal |
% Formal Activity |
Informal Activity |
% Informal Activity |
Satisfactory Audit |
% Satisfactory Audit |
Business Safety Advice |
% Business Safety Advice |
Progress |
% Formal Activity |
% Informal Activity |
|
1 |
530 |
31 |
6% |
426 |
80% |
64 |
12% |
9 |
2% |
ò |
7% |
78% |
|
2 |
531 |
32 |
6% |
387 |
73% |
73 |
14% |
32 |
6% |
ó |
6% |
80% |
|
3 |
499 |
38 |
8% |
329 |
66% |
112 |
22% |
20 |
4% |
Ç |
5% |
82% |
|
4 |
|
|
|
|
|
|
|
|
|
|
7% |
78% |
|
|
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 be 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 LFRS. LFRS then comments on FSO 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.
|
Building Regulation Consultations |
24/25 Q1 |
24/25 Q2 |
24/25 Q3 |
24/25 Q4 |
|
Received |
208 |
226 |
226 |
|
|
Completed within timeframe[1] |
207 |
220 |
219 |
|
|
% Completed within timeframe |
99.5% |
97.3% |
96.9% |
|
[1] LFRS should make comments in writing within 15 working days of receiving a BRC.
|
|
Quarter
Response |
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 standards when the time between the ‘Time of Call’ (TOC) and ‘Time in Attendance’ (TIA) of the first fire engine arriving at the incident, averaged over the quarter, is less than the relevant response standard. Expressed in minutes & seconds.
|
Critical Fire Response |
Quarter 1 |
Quarter 2 |
Quarter 3 |
Quarter 4 |
Year |
Previous Year to Date |
|
Very High (6 min) |
[06:02] |
05:55 |
[06:03] |
|
06:00 |
05:53 |
|
High (8 min) |
07:12 |
06:35 |
06:09 |
|
06:36 |
06:10 |
|
Medium (10 min) |
07:00 |
06:54 |
07:35 |
|
07:10 |
06:43 |
|
Low (12 min) |
08:51 |
09:02 |
08:14 |
|
08:43 |
08:49 |
|
Overall |
07:40 |
07:42 |
07:37 |
|
07:39 |
07:24 |
[Out of standard response times are expressed within square brackets]
|
|
What are the reasons for an Exception report
This is a negative exception report due to the critical 1st fire first appliance average response time to very high risk areas marginally exceeding the standard in quarter three.
Analysis
The standard within a very high risk area is 6 minutes. The average time achieved during quarter three exceeded this by 3 seconds.
The monthly average response times to very high risk areas are shown below.
|
October |
November |
December |
Quarter 3 |
|
05:30 |
05:41 |
07:19 |
06:03 |
This shows that only December exceeded the 6 minute average, with an average time of 07:19 being made up of just three incidents, of which, two recorded a response longer than six minutes.
The first incident was within a domestic property where unattended food on a hob activated smoke detection. The nearest pump to this incident was engaged at another incident, which led to the first attending pump responding from another station area, hence an extended run time.
The second incident involved dried towels within a kitchen of a retail premises that had self-combusted due to oils within the cloths. The delay was due the nearest appliance being engaged at another incident.
Actions to Improve
Response times are constantly monitored and, where they do not meet the target, the reason why is reported on and then scrutinised at regular performance monitoring meetings. This allows for trends to be identified, and improvements implemented as necessary.
|
3.2 Critical Special Service Response – 1st Fire Engine Attendance |
|
Quarter
Response |
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 standards when the time between the ‘Time of Call’ (TOC) and ‘Time in Attendance’ (TIA) of the first fire engine arriving at the incident, averaged over the quarter, is less than the response standard. Expressed in minutes & seconds.
|
Critical Special Service Response |
Quarter 1 |
Quarter 2 |
Quarter 3 |
Quarter 4 |
Year |
Previous Year to Date |
|
(13 min) |
08:22 |
08:36 |
08:50 |
|
08:36 |
08:34 |
[Failures are expressed within square brackets]
|
|
|
|
Quarter
Availability |
This indicator measures the total availability of the 1st fire engine at each of the 39 fire stations. It is measured as the percentage of time the 1st fire engine is available to respond compared to the total time in the period.
|
Standard: 90%
|
Quarterly availability increased 0.84% over the same quarter of the previous year.
|
Fire engine availability – WT, FDC, DCP & OC |
Year |
2024/25 |
Previous
year |
2023/24 |
|
87.45% |
89.30% |
88.59% |
88.46% |
|
|
|
||||
|
|
||||
Progress update
Due to the positive progress made over the quarter, this is a progress update to the end of quarter 3.
Overall availability across all stations for the quarter recorded 89.30%, with the month of December exceeding the 90% standard, recording 90.35%.
The following table shows the availability by each of the stations designated first pump crewing type during quarter 3.
|
Crewing |
WT |
DCP |
FDC |
OC |
Total |
|
Availability |
99.39% |
98.85% |
99.42% |
76.43% |
89.30% |
Whilst all of the Wholetime (WT) appliances achieved exceptional availability, the 1st appliance at our wholly On-Call stations contributed to the availability falling below the 90% standard for the quarter. However, throughout quarter 3, LFRS have seen a significant increase in On-Call appliance availability.
Actions contributing to the improvement in performance
· The On-Call Improvement Programme (OCIP) is driving transformation for On-Call across the Service with several workstreams to improve recruitment, development, and retention.
· A shortage of staff with the Officer in Charge (OIC) skill has been a significant contributing factor to low On-Call availability. On-Call Support Officers (OCSOs) have worked with station-based staff and management, together with our Leadership and Development Centre, to support those in development and identify opportunities for staff to acquire additional skills earlier in their career.
· Incident Command trainers have reviewed the process for On-Call Incident Command Courses, which has resulted in a significant uplift in staff trained as OICs in 2024.
· On-Call Performance Managementtraining for Station Managers and Unit Managers was completed, which included the roll-out of sector-leading innovative software for On-Call Availability, Recruitment and Skills (OARS). The software has improved the efficiency and effectiveness of workforce planning, development, and performance. OARS is the first of its kind nationally, and the Service demonstrated the project and software as best practice at the NFCC On-Call Conference in 2024.
· On-Call recognition events commenced in quarter three, to acknowledge the dedication and efforts of our On-Call firefighters, their families, and their employers.
|
|
Quarter
variance |
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.
The annual revenue budget for 2024/25 was set at £75.1 million and spend at the end of December was £51.8 million. The annual forecast is £75m, which is a small underspend of (£0.1) million.
The revised capital budget for 2024/25 is £12 million and spend at the end of December was £2.5 million. The total annual spend forecast is £5.9 million, and £0.2 million savings have been identified predominantly in Information Technology (IT). It is also anticipated £5.9 million expenditure will slip into 2025/26. Extended lead times and resourcing shortfall ensued the slippage.
|
*Revenue budget variance: |
-0.13% |
|
|
A written update on partnership collaboration will be provided on a quarterly basis.
Scope and definition:
The Police, Fire & Rescue Service, and Ambulance Service have a duty to collaborate under the Policing and Crime Act 2017. The objectives are to improve efficiency, effectiveness, and deliver improved outcomes.
This paper provides an update on the progress against key workstreams being progressed under the Blue Light Collaboration Board (BLCB). The workstreams are effectively managed through the Strategic and Tactical level meeting structures and are contributing towards improving outcomes, providing better value for money, reducing demand, and reducing inequalities within communities.
Leadership Development
Collaboration between Lancashire Fire and Rescue Service (LFRS), Lancashire Police (LanCon) and North West Ambulance Service (NWAS) has continued to explore efficiencies and build professional working relationships across the Blue Light Services. The potential for a collaborative coaching and mentoring network has also been identified, leading to shared learning on a more regular basis and improved on-the-ground relationships when working together.
It was agreed for each Service to host a Leadership Event, and through intelligence from each organisation, three common themes were identified.
The first session, ‘Nourish to Flourish’, focussed on well-being and self-care and was hosted by LFRS. This aims to improve the physical and mental wellbeing of staff, which will have positive effects for each organisation. Several efficiencies were enabled for this session, by using our Leadership and Development Centre and the cost for the guest speaker was shared between all three services.
The Services are planning the next session which will be hosted by NWAS in February 2025, where the focus for this event will be on ‘Media’.
The final session will be hosted by LanCon in Spring 2025. The group are considering an interesting area around ‘Generational Differences’.
Missing from Home
This collaboration between LFRS and LanCon focusses on supporting high-risk missing person searches. The partnership led to the development of a Standard Operating Procedure and training for front-line personnel. LFRS assets, such as drones and search dogs, have proved effective in locating missing persons and improving public perception whilst maximising effectiveness and the potential for successful outcomes to the people of Lancashire.
Empowering trained resources from LFRS to respond to such incidents with partner agencies ensures that missing persons are located earlier, using the best available technology such as LFRS drones. Furthermore, the use of LFRS trained dogs enhances the canine capabilities for other fire specific deployments both within the UK (through USAR and other requests) and oversees (ISAR deployments). Real life incident exposure for the dogs is invaluable and without which, their ability to develop becomes limited. Where required, LFRS recover costs under the nationally agreed National Fire Chiefs Council (NFCC) / National Resilience recharge protocol and locally agreed MOUs.
LFRS receive around 200 drone requests each year from LanCon, with most requests for missing persons searches.
Estates and Co-location
The co-location of estates between LFRS, NWAS, and LanCon aims to identify opportunities for site sharing to improve collaboration and value for money. Successful site-sharing arrangements at Lancaster, St Annes, Darwen, Preston and Lytham Fire Stations has resulted in efficiencies and shared facilities. The shared working arrangements have also built positive relationships and a greater understanding of the differing roles across the Blue Light community. In an operational context this will no doubt have improved outcomes for the people of Lancashire.
The revised Blue Light Collaboration Project Initiation document has provided the Estates and co-location sub-group leads with a renewed focus for potential areas of collaboration. The quarterly Estates sub-group meetings between Heads of Estates Departments at LFRS, NWAS and LanCon has identified that the potential benefits are greater than just co-location. The project objective, principles and benefits have been redefined and in-scope works updated. Examples of areas of collaborative working, in addition to site sharing, are knowledge sharing in relation to systems, sharing of procurement specification documents, along with supplier framework procurement and opportunities.
Community First Responders
UK FRS have been providing Emergency Medical Response (EMR) services to the public in recent years. According to a cost-benefit analysis conducted by the New Economy, the benefits of EMR far outweigh the initial investment required. The analysis estimates an overall financial return on investment of £4.41 per £1 invested.
The Community First Responder (CFR) workstream involves LFRS staff volunteers responding to life threatening emergencies in their communities from the workplace and administering life-saving interventions in the initial vital minutes before NWAS colleagues arrive, including patients that are unresponsive/ collapsed, not breathing, cardiac arrests, seizures, strokes, and choking. In providing additional CFRs in areas that currently see extended response times from NWAS, LFRS has improved outcomes for Lancashire communities. This has been achieved by ensuring a quicker response to those people requiring help with a medical emergency – and our staff have delivered lifesaving interventions whilst awaiting the arrival of ambulance colleagues, with around 200 incidents attended since 2023.
Evaluation
Through evaluation LFRS has considered the value and benefits of several workstreams and has considered how the BLCB contributes to LFRS’ aim of “Making Lancashire Safer”
Two new Blue Light Collaboration Workstreams are currently being established – ‘Wellbeing (Mental Health and Welfare)’, and ‘Recruitment Initiatives’.
|
|
Percentage
satisfied |
The percentage of people who were satisfied with the service received from 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.
51 people were surveyed; 51 responded that they were very or fairly satisfied.
|
Question |
Running Total |
Number Satisfied |
% Satisfied |
% |
% Variance |
|
Taking everything in to account, are you satisfied, dissatisfied, or neither with the service you received from Lancashire Fire and Rescue Service? |
3,771 |
3,723 |
98.73% |
97.50% |
1.26% |
