Agenda item

The Assistant Chief Fire Officer presented a comprehensive report to the Performance Committee. This was the 2^nd quarterly report for 2022/23 as detailed in the Community Risk Management Plan 2022-2027.

 

This quarter, 3 Performance Indicators (KPIs) were shown in negative exception. These were 1.2.1 Staff Absence Wholetime (WT), 1.2.3 Staff Absence Greenbook, and 3.3.2 Fire Engine Availability On-Call Shift Systems.

 

Members examined each indicator in turn focusing on those KPIs in exception as follows:

 

KPI 1 – Valuing our people so that they can focus on making Lancashire safer

 

1.1           Overall Staff Engagement

 

Members received an update on how staff were engaged during the period.

 

From July to September 2022, staff engagement centred on informing and involving people in relation to the emergency cover review (ECR) consultation. An extended version of the public consultation survey was created specifically for members of staff which included more detailed questions to collect their feedback on the proposals. The survey was available online and via paper copies. Twenty-seven staff engagement sessions with firefighters were held throughout the consultation period plus additional sessions with managers.

 

Sixteen station visits were carried out by principal officers and Area Managers during the period, along with 33 wellbeing interactions which included wellbeing support dog interactions, health and wellbeing workshops and traumatic incident briefings. The Service also engaged with staff in matters relating to vehicles and equipment including replacement of tactical PPE and breathing apparatus; road traffic collision tools and equipment; and climate change vehicles.

 

1.2.1   Staff Absence Wholetime

 

This indicator measured 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.

Annual Shifts Lost ÷ 4 quarters: 1.25

 

Cumulative total number of shifts lost: 4.513

 

The negative exception report was due to the number of shifts lost through absence per employee being above the Service target for quarter 2 as it was half way through the year. It was noted that the Office of National Statistics (ONS) reported nationally that absence rates were high across public services.

 

During quarter 2, July to September 2022, absence statistics showed Whole-time personnel absence above target for the quarter.

 

1,542 Wholetime absence shifts lost = 2.54 against a target of 1.25.

 

There were 2 cases of long-term absence which spanned over the total of the 3 months; the reasons being:

 

·         Mental health – Work related – 1 case

·         Gastro-intestinal (abdominal pain, vomiting, diarrhoea) – 1 case

 

There were 34 other cases of long-term absence also recorded within the 3 months:

 

·         Hospital / post operative – 9 cases

·         Mental health (Other) – 5

·         Musculo skeletal (Back) – 4

·         Mental health (stress) – 3 cases

·         Heart, cardiac & circulatory problems – 2 cases

·         Covid-19 Coronavirus (sickness) – 2 cases

·         Cause known, but not specified – 1 case

·         Gastro-Intestinal (abdominal pain, vomiting, diarrhoea) – 1 case

·         Cancer and tumours – 1 case

·         Respiratory (cold, cough, influenza) – 1 case

·         Musculo Skeletal (upper limb) – 1 case

·         Musculo Skeletal (lower limb) – 1 case

·         Musculo Skeletal (other, unable to define) – 1 case

·         Skin Condition – 1 case

·         Virus/Infectious diseases – 1 case

 

To improve performance, the Service aimed 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 of 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 (PTIs).

·         Promotion of health, fitness / and wellbeing via the routine bulletin and Employee Assistance Programme.

 

1.2.2   Staff Absence On-Call (OC)

 

This indicator measured the percentage of contracted hours lost due to sickness for all on-call contracted staff.

 

Annual Standard: No more than 2.5% lost as a % of available hours of cover.

 

Cumulative on-call absence (as a % of available hours cover) at the end of the quarter, 1.84%.

 

1.2.3   Staff Absence Greenbook

 

This new indicator measured the cumulative number of shifts (days) lost due to sickness for all green book support staff divided by the average strength.

 

Annual Standard: Not more than 5 shifts lost.

Annual Shifts Lost ÷ 4 quarters: 1.25

 

Cumulative shifts lost: 3.053

 

The negative exception report was due to the number of shifts lost through absence per employee being above the Service target for quarter 2.

 

During quarter 2, July to September 2022, absence statistics showed non-uniformed personnel above target for the quarter.

 

329 non-uniformed absence shifts lost = 1.57 against a target of 1.25

 

There was 1 case of long-term absence which spanned over the total of the 3 months; the reason being:

 

·         Cardiovascular – 1 case

 

There were 5 other cases of long-term absence which were also recorded within the 3 months:

 

·         Hospital / post operative – 2 cases

·         Heart, Cardiac & Circulatory problem – 1 case

·         Cancer and tumours – 1 case

·         Covid-19 coronavirus (sickness) – 1 case

 

To improve performance, the Service aimed 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 of 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 Fire Fighters 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.

 

The Assistant Chief Fire Officer advised that the Service had robust HR practices across all levels within the Service. HR, Occupational Health, and the Service Fitness Advisor worked closely together to support individuals in restoring their health for returning to work.

 

In response to a question raised by County Councillor Kay regarding the process of returning to work from a long-term illness, the Assistant Chief Fire Officer advised that the Service eased individuals back to work on modified duties tailored around their condition; rebuilding confidence and competence in line with medical advice. He added that the ‘Fit to Ride’ programme helped refresh firefighter skills.

 

1.3.1   Workforce Diversity

 

This new indicator measured diversity as a percentage.

 

Combined diversity percentage of grey book (operational) and green book (support) staff:

 

Gender:                   Female 19%            Male 81%

Ethnicity:                 BME 4%                  Not stated 3%         White 93%

Sexual Orientation: LGBT 3%                Heterosexual 47%   Not stated 50%

Disability:                Disability 3%           No disability 94%    Not stated 3%

 

Separate diversity percentage of grey book (operational) and green book (support) staff:

 

Gender:                   Female         Grey book 8%         Green book 59%    

Male             Grey book 92%       Green book 41%    

 

Ethnicity:                 BME             Grey book 3%         Green book 7%      

                               White            Grey book 95%       Green book 87%    

                               Not stated     Grey book 2%         Green book 6%      

 

Sexual Orientation: LGBT            Grey book 3%         Green book 3%      

                               HeterosexualGrey book 46%       Green book 50%    

                               Not stated     Grey book 51%       Green book 47%    

 

Disability:                 Disability       Grey book 3%         Green book 4%      

                               No disability  Grey book 95%       Green book 89%    

                               Not stated     Grey book 2%         Green book 7%      

 

1.3.2   Workforce Diversity Recruited

 

This new indicator measured workforce diversity recruited as a percentage.

 

Combined diversity percentage of grey book (operational) and green book (support) staff:

 

Gender:                   Female 35%           Male 65%

Ethnicity:                 BME 0%                  White 95%              Not Stated 5%

Sexual Orientation: LGBT 16%              Heterosexual 73%   Not stated 11%

Disability:                Disability 3%           No disability 94%    Not stated 3%

 

During quarter 2, there were a total of 37 new recruits. It was noted that a further breakdown of the data would not be provided as it may enable the identification of individuals, due to the small numbers of recruits during certain periods.

 

1.4      Staff Accidents

 

This indicator measured the number of accidents which occurred to staff members at work within the quarter: Wholetime, On-Call and Greenbook.

 

Total number of staff accidents, year to date 33; previous year to date 44

Quarterly activity increased 8.70% over the same quarter of the previous year.

 

 

KPI 2 - Preventing, fires and other emergencies from happening and Protecting people and property when fires happen

 

2.1      Risk Map Score

 

This indicator measured the fire risk in each Super Output Area, of which there were 942. Risk was determined using fire activity over the previous 3 fiscal years along with a range of demographic data, such as population and deprivation. The County risk map score was updated annually and presented to the Performance Committee in the quarter 1 reporting period.

 

Annual Standard: To reduce the risk in Lancashire – an annual reduction in the County risk map score.

 

(Dwelling Fires ÷ Total Dwellings) + (Dwelling Fire Casualties ÷ Resident Population x 4) + Building Fire + (IMD x 2) = Risk Score.

 

The current score was 31,576 and the previous year’s score was 31,862 which meant that the fire risk continued to reduce.

 

2.2      Overall Activity

 

This indicator measured the number of incidents that LFRS attended with one or more pumping appliances. Incidents attended included fires, special service calls, false alarms and collaborative work undertaken with other emergency services i.e.: missing person searches on behalf of the Police and gaining entry incidents at the request of the Ambulance Service.

 

Incidents attended, year to date 10,286; previous year to date 9,853

Quarterly activity increased 8.41% over the same quarter of the previous year.

 

In quarter 2, the Service attended 5,386 incidents. The report presented a chart which represented the count and percentage that each activity had contributed to the overall quarter’s activity:

 

·       Total False Alarm Calls (due to apparatus, good intent and malicious) – 2420, 45%

·       Total Primary Fire Calls (accidental dwelling / building and deliberate dwelling / commercial fires and other primary fires) – 511, 10%

·       Total Secondary Fire Calls (deliberate and accidental fires) – 1298, 24%

·       Total Special Service Calls (critical incidents, gaining entry, RTCs, Flooding and other critical incidents) – 1139, 21%

 

The Assistant Chief Fire Officer highlighted that a paper would be taken to the Planning Committee early next year which would propose to extend the revised Automatic Fire Alarm Attendance policy to a 24-hour period as the data from April 2022 to date, had been positive.

 

2.3      Accidental Dwelling Fires (ADF)

 

This indicator reported the number of primary fires where a dwelling had been affected and the cause of the fire had been recorded as 'Accidental' or 'Not known'.

 

Members noted that a primary fire was one involving property (excluding derelict property) or any fires involving casualties, rescues or any fire attended by 5 or more pumping appliances.

 

Accidental Dwelling Fires, year to date 407; previous year to date 432

Quarterly activity increased 4.10% over the same quarter of the previous year.

 

2.3.1   ADF – Harm to people: Casualties

 

This indicator reported the number of fire related fatalities, slight and serious injuries at primary fires where a dwelling had been affected and the cause of fire had been recorded as ‘Accidental or Not known’.

 

A slight injury was defined as; a person attending hospital as an outpatient (not precautionary check). A serious injury was defined as; at least an overnight stay in hospital as an in-patient.

 

Fatal,                                 year to date 4; previous year to date 1

Injuries appear Serious,     year to date 6; previous year to date 5

Injuries appear Slight         year to date 7; previous year to date 17

 

Quarterly activity decreased 23.08% over the same quarter of the previous year.

 

2.3.2   ADF – Harm to property: Extent of damage (fire severity)

 

This indicator reported the number of primary fires where a dwelling had been affected and the cause of fire had been recorded as ‘'Accidental' or 'Not known'.

 

Extent of fire, heat and smoke damage was recorded at the time the ‘stop’ message was sent and included all damage types.

 

The table in the report showed a breakdown of fire severity with a directional indicator that compared:

 

·       current quarter, combined percentage of 89% against

·       same quarter of the previous year, combined percentage of 87%.

 

Combined quarterly percentage had therefore increased 2% over the same quarter of the previous year.

 

2.4      Accidental Building Fires (ABF) (Commercial Premises)

 

This indicator reported the number of primary fires where a building had been affected (which was other than a dwelling or a private building associated with a dwelling), and the cause of fire had been recorded as ‘'Accidental' or 'Not known'.

 

ABF (Commercial Premises), year to date 140; previous year to date 142

Quarterly activity increased 5.88% over the same quarter of the previous year.

 

The Assistant Chief Fire Officer explained that performance had been sustained due to the extensive work that had taken place with the Community Safety Partnerships, employing a partnership approach to identify and triage empty properties to make them secure.

 

2.4.1  ABF (Commercial Premises) – Harm to property: Extent of damage (fire severity)

 

This indicator reported the number of primary fires where a building had been affected (which was other than a dwelling or a private building associated with a dwelling), and the cause of fire had been recorded as ‘'Accidental' or 'Not known'.

 

Extent of fire, heat and smoke damage was recorded at the time the ‘stop’ message was sent and included all damage types.

 

The table in the report showed a breakdown of fire severity with a directional indicator that compared:

 

·       current quarter, combined percentage of 69% against

·       same quarter of the previous year, combined percentage of 76%.

 

Combined quarterly percentage had therefore decreased 7% over the same quarter of the previous year.

 

2.5      Accidental Building Fires (Non-Commercial Premises)

 

This indicator reported the number of primary fires where a private garage, private shed, private greenhouse, private summerhouse, or other private non-residential building had been affected and the cause of fire had been recorded as ‘Accidental’ or ‘Not known’.

 

ABF (Non-Commercial Premises), year to date 51; previous year to date 52

Quarterly activity remained static against the same quarter of the previous year.

 

2.5.1  ABF (Non-Commercial premises: Private garages and sheds) – Harm to property: Extent of damage (fire severity)

 

This indicator reported the number of primary fires where a private garage, private shed, private greenhouse, private summerhouse, or other private non-residential building had been affected and the cause of fire had been recorded as ‘Accidental’ or ‘Not known’.

 

Extent of fire, heat and smoke damage was recorded at the time the ‘stop’ message was sent and included all damage types.

 

The table in the report showed a breakdown of fire severity with a directional indicator that compared:

 

·       current quarter, combined percentage of 22% against

·       same quarter of the previous year, combined percentage of 30%.

 

Combined quarterly percentage had therefore decreased 8.7% over the same quarter of the previous year.

 

2.6     Deliberate Fires Total: Specific performance measure of deliberate fires

 

This new indicator provided an overall measure of primary and secondary fires where the cause of fire had been recorded as deliberate.

 

Deliberate Fires – Total, year to date 1,467; previous year to date 1,174

Quarterly activity increased 43.39% over the same quarter of the previous year.

 

2.6.1   Deliberate Fires – Dwellings

 

This indicator reported the number of primary fires where a dwelling had been affected and the cause of fire had been recorded as deliberate.

 

Deliberate Fires – Dwellings, year to date 36; previous year to date 57

Quarterly activity decreased 33.33% over the same quarter of the previous year.

 

2.6.2   Deliberate Fires - Commercial Premises

 

This indicator reported the number of primary fires where the property type was a building, other than a dwelling or a private building associated with a dwelling, and the cause of fire had been recorded as deliberate.

 

Deliberate Fires – Commercial Premises, year to date 53; previous year to date 78.

 

Quarterly activity decreased 41.67% over the same quarter of the previous year.

 

2.6.3   Deliberate Fires – Other (rubbish, grassland, vehicles etc).

 

This indicator reported the number of primary and secondary fires where the property type was other than a building, except where the building was recorded as derelict, and the cause of fire had been recorded as deliberate.

 

The majority of deliberate fires were outdoor secondary fires and included grassland and refuse fires. Derelict vehicle fires were also included under secondary fires.

 

Deliberate Fires – Other, year to date 1,378; previous year to date 1,039

Quarterly activity increased 55.36% over the same quarter of the previous year.

 

Members were informed that there had been a spike in deliberate fires in Hyndburn and South Ribble. The Assistant Chief Fire Officer confirmed that the Community Protection Manager and Group Managers in those areas worked with partners to help identify hotspot areas and provided/obtained support with the aim of preventing future incidents.

 

2.7      Home Fire Safety Checks

 

This indicator reported the percentage of completed Home Fire Safety Checks (HFSC), excluding refusals, carried out where the risk score had been determined to be high.

 

An improvement was shown if:

 

·       the total number of HFSC’s completed was greater than the comparable quarter of the previous year; and

·       the percentage of high HFSC outcomes was greater than the comparable quarter of the previous year.

 

HFSCs completed, year to date 10,427; previous year to date 7,590.

Quarterly activity increased 37.1% over the same quarter of the previous year.

 

HFSCs with high-risk outcomes, year to date 59%; previous year to date 68%

Quarterly activity decreased 9.0% over the same quarter of the previous year.

 

2.8      Numbers of prevention activities such as Childsafe, wasted lives etc

 

Members received an update on the number of sessions delivered against the following prevention activities during the quarter:

 

ChildSafe,             55 sessions delivered to 1,561 attendees;

RoadSense,         26 sessions delivered to 845 attendees;  

SENDSafe,           4 sessions delivered to 79 pupils;             

Wasted Lives,       4 sessions delivered to 176 pupils;

Biker Down,          3 sessions delivered to 52 attendees;

FIRES,                  37 completed referrals;

Partner Training,  58 organisations/agencies – 179 people.

 

Specific Education packages – delivered Water Safety, ASB, Deliberate Fire Setting etc (Covers key stages 2, 3 and 4), across 67 sessions, delivered to 4,713 young people.

 

Arson Threat Referrals - 199.

 

2.9      Fire Safety Activity (including Business Fire Safety Checks)

 

This indicator reported the number of Fire Safety Enforcement inspections carried out within the period which resulted in supporting businesses to improve and become compliant with fire safety regulations or where formal action of enforcement and prosecution had been taken for those that failed to comply.

 

An improvement was shown if the percentage of audits that required formal activity was greater than the comparable quarter of the previous year.

 

Total Fire Safety Enforcement Inspections, Quarter 2, 576;

Formal Activity in Quarter 2, 9%, same quarter of the previous year 6%.

Quarterly activity increased 3% over the same quarter of the previous year.

 

Members noted the cumulative number of Business Fire Safety Checks undertaken for 2022/23 was 819.

 

2.10    Building Regulation Consultations (BRC) (number and completed on time)

 

Where the Regulatory Reform (Fire Safety) Order 2005 applied to premises (or would apply following building work) the building control body must consult with LFRS for comments / advice regarding fire safety. LFRS should make any comments in writing within 15 working days from receiving a BRC.

 

This new indicator provided Members with information on the number of building regulations consultations received during the period together with improvement actions.

 

Building Regulation Consultations received 283, of which 170 were completed within timeframe (LFRS should make comments in writing within 15 working days of receiving a BRC).

 

Improvement Actions were noted as follows:

 

To comply with the NFCC Competency Framework for Fire Safety Regulators, consultations must be completed by Level 4 qualified Fire Safety Inspectors. It was the same inspectors who were 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. To achieve this and ensure consultation timelines were achieved:

·       Development work continued to qualify more of the existing staff to L4 standard.

·       Recruitment would be undertaken in Q3 to increase establishment in the function.

·       Improved administration and consultation monitoring arrangements would be implemented.

·       The newly formed Built Environment and Ops Liaison team would take an increasing role in co-ordinating the receipt and completion of consultations within timescales.

 

Area Manager – Head of Prevention & Protection, Matt Hamer was refining the delivery of protection activity and ensuring that resources were coordinated to meet the requirements and timeframes of the Building Regulation Consultation process.

 

KPI 3 - Responding to fire and other emergencies quickly

 

3.1      Critical Fire Response – 1^st Fire Engine Attendance

 

This indicator reported the ‘Time of Call’ (TOC) and ‘Time in Attendance’ (TIA) of the first fire engine arriving at the incident in less than the relevant response standard.

 

The response standards included call handling and fire engine response time for the first fire engine attending a critical fire, as follows: -

 

·       Very high-risk area = 6 minutes

·       High risk area = 8 minutes

·       Medium risk area = 10 minutes

·       Low risk area = 12 minutes

 

The response standards were determined by the risk map score and subsequent risk grade for the location of the fire.

 

Annual Standard: to be in attendance within response standard target on 90% of occasions.

 

Critical Fire Response – 1^st Fire Engine Attendance, year to date 84.74%; previous year to date 88.36%.

 

Quarterly response decreased 6.85% over the same quarter of the previous year.

 

The Assistant Chief Fire Officer informed Members that a paper would be taken to Planning Committee next year in relation to reviewing response standards. Lancashire Fire and Rescue Service had some of the quickest response times in the country which were set following previous Emergency Cover Reviews (ECR), however, due to changes within the current ECR, it was proposed to review the response times to make sure that they were fit for the future, sustainable and achievable.

 

3.2     Critical Special Service Response – 1^st Fire Engine Attendance

 

This indicator reported the ‘Time of Call’ (TOC) and ‘Time in Attendance’ (TIA) of the first fire engine arriving at the incident in less than the relevant response standard.

 

The response standard included how long it took the first fire engine to respond to critical special service (non-fire) incidents where there was a risk to life such as road traffic collisions, rescues, and hazardous materials incidents. For these critical special service call incidents there was a single response standard of 13 minutes (which measured call handling time and fire engine response time).

 

Annual Standard: to be in attendance within response standard target on 90% of occasions.

 

Critical Special Service Response – 1^st Fire Engine Attendance, year to date 90.10%; previous year to date 89.66%.

 

Quarterly response decreased 0.11% over the same quarter of the previous year.

 

3.3     Total Fire Engine Availability

 

This indicator measured the availability of fire engines by all crewing types. It was measured as the percentage of time a fire engine was available to respond compared to the total time in the period.

 

Total Fire Engine Availability, year to date 84.31%; previous year to date 88.75%.

 

Quarterly availability decreased 2.45% over the same quarter of the previous year.

 

It was noted that the key periods of Covid-19 restrictions/lockdowns were:

·       23^rd March to 10^th May 2020. The first national lockdown was announced.

·       22^nd September 2020. New restrictions announced, including working from home.

·       5^th November 2020 to 2^nd December 2020. Second lockdown in England.

·       6^th January 2021 to 29^th March 2021. Third national lockdown / stay at home order.

 

3.3.1  Fire Engine Availability – Wholetime Shift System

 

This indicator measured the availability of fire engines that were crewed by wholetime, day crewing and day crewing plus shifts. It was measured as the percentage of time a fire engine was available to respond compared to the total time in the period.

 

Fire engines were designated as unavailable for the following reasons:

 

* Mechanical                              * Lack of equipment      * Appliance change         

                                                                                            over

* Crew deficient                          * Miscellaneous             * Debrief

* Engineer working on station    * Unavailable                 * Welfare

 

Annual Standard: 99.5%

 

Fire Engine Availability – Wholetime Shift System, year to date 99.18%; previous year to date 99.26%.

 

Quarterly response decreased 0.30% over the same quarter of the previous year.

 

3.3.2  Fire Engine Availability – On-Call Shift System

 

This indicator measured the availability of fire engines that were crewed by the on-call duty system. It was measured as the percentage of time a fire engine was available to respond compared to the total time in the period.

 

Fire engines were designated as unavailable (off the run) for the following reasons which include the percentage of off the run hours that each reason contributed to the total. Members noted that fire engines can be off the run for more than one reason; hence the percentages were interpreted individually (rather than as a proportion of the total):

 

·       Manager deficient                   60%

·       Crew deficient                         80%

·       Not enough BA wearers          73%

·       No driver                                 43%

 

Annual Aspirational Standard: 95%

 

Fire Engine Availability – On-Call Shift System, year to date 72.23%; previous year to date 80.21%.

 

Quarterly availability decreased 4.19% over the same quarter of the previous year.

 

The negative exception report was due to the percentage of On-Call (OC) pumps available to respond to emergencies being below the lower control limit during quarter 2.

 

Availability of OC pumps during the quarter was recorded at 71.38%, with each month being below the 79.43% control limit, and below the Service’s 95% aspirational standard.

 

An On-Call review would be undertaken in the current year to look at fundamental elements of the On-Call system with the desired outcome of improving appliance availability. The Service had also invested in the creation of additional On Call Support Officer (OCSO) posts to further strengthen the support to On-Call and help implement changes arising from the review. Five additional OCSOs were appointed in September 2022, increasing the total to 8.

 

Actions being taken to improve performance:

·       The Service appointed 35 successful applicants from the latest recruitment campaign.

·       The Service would continue to deliver a recruitment strategy, which incorporated a targeted approach to stations that were in exception, whilst utilising data to identify the specific contractual/availability needs of those stations.

·       The Service would continue to review On-Call contracts to ensure they were effective in improving appliance availability, whilst also ensuring contractual performance of staff was maintained.

·       Recent recruitment of On-Call staff into WT posts (e.g., LFRS, Greater Manchester FRS, and Lancashire Constabulary) had impacted units through several On-Call staff leaving, not being available during training or reducing their hours due to shift patterns.

·       Challenges around Light Goods Vehicle (LGV) and Officer in Charge (OIC) skills continued to be an issue across the Service. To remedy this, Firefighters in development could be nominated for LGV courses, following discussion with Station and Group Managers.

·       High levels of sickness on some stations continued to be an issue, with Covid-19 continuing to be a contributor during the quarter.

·       On-Call Support Officers (OCSOs) would continue to support On-Call units through the delivery of area-based training, primarily targeted at FFs in development. This support would aid progression through the FF development programme, subsequently increasing opportunities for FFs to progress to more specialist skills such as LGV driving or Incident Command.

·       OCSOs were working with the Incident Command team to develop workshops that would resume in the spring. Local ad hoc sessions had been delivered, post incident command assessment, to support and develop OICs 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 had been identified and requested which included new banners, QR code cards for each station, and new On-Call staff for advertisement.

·       Quarter 2 saw the expansion of the OCSO team following the appointment of new staff in September.

 

The Assistant Chief Fire Officer advised that the Deputy Chief Fire Officer was the lead at national level (within NFCC) on the provision of the on-call system.

 

In response to a question from County Councillor Woollam on how long it took to train an on-call recruit, the Assistant Chief Fire Officer advised that the Service recognised that individuals typically had employment elsewhere. Initial two weeks basic training was followed by a 6-month period of training on station which followed with a two-week BA course and other training which took place during the evening and weekends. The Service was conscious to deliver training that was sympathetic and flexible to an individual’s primary employment and home life. In response to an additional question, he confirmed that there were two back-to back courses planned in spring 2023 and two in autumn 2023 which provided the potential for 96 new on-call firefighters.

 

The Assistant Chief Fire Officer introduced Area Manager Mark Winder who gave a presentation regarding some of the challenges of the on-call system:

 

·        Often it was not a ‘one size fits all’ solution that was required

·        People nowadays often do not work in their local area

 

The On-Call Review Terms of Reference were set on 30June 2022. A project team briefing was conducted which identified 12 project deliverables across 3 themes. The 3 themes were: recruitment and retention; the On-Call Support Officer function; and response arrangements.

 

Theme 1 – Recruitment and Retention

·         Review – Entry Requirements.

·         Review – Maintenance of Skills requirements.

·         Review – Remuneration.

·         Review – Contract Changes.

·         Review – Middle Managers Performance Training.

·         Review – Recruitment methods and opportunities.

·         Review – Specialist roles, i.e., Driver only.

·         Standardise & coordinate recruitment campaign process.

 

Area Manager Mark Winder explained that entry requirements for on-call firefighters included living within 5 minutes of an on-call fire station and meeting the necessary fitness standard. The 5-minute locality radius was a limitation which would be considered. It was recognised that on-call firefighter training was a significant commitment with training taking place within leave from employment, on weekends and in the evenings, however, initial support was also offered from OCSOs which could facilitate additional training to suit an individual’s personal life. The refinement of the maintenance of skills would be investigated and the new Learning Management System would be introduced in April/May 2023.

 

On-call firefighter pay would be reviewed although Members were informed that LFRS paid the highest retaining fee in the UK. Currently, the minimum contract for an on-call firefighter was 60 hours per week with a maximum of 120 hours. The service employed a number of dual contract staff whose primary employment was with LFRS as firefighters and who also provided additional on-call hours. To achieve the highest level of availability, a flexible approach may be needed regarding contracted hours.

 

The Middle Managers Performance Training ensured that middle managers fully understood the challenges facing the on-call system and that individuals were performing appropriately.

 

Recruitment methods and opportunities would be explored and maximised with current employers that provide on-call staff and firefighter transfers from other Fire and Rescue Services.

 

Specialist roles were being considered, such as whether a ‘driver only’ role could be achieved. 

 

Theme 2 – On-Call Support Officer Function

·         1 – Review structure and invest in team.

·         2 – Standardise induction and development.

·         3 – Standardise OCSO role across the Service (including cover).

·         4 – Upskill OCSO as Service Trainers.

·         5 – Review ARA for the role in line with others of similar nature.

·         6 – Standardise & coordinate recruitment campaign process.

·         7 – Provide Recruitment vehicle.

·         8 – Continual professional development sessions.

·         9 – Issue Service iPads to OCSO.

 

Area Manager, Mark Winder stated that the number of OCSOs had increased which gave support for the unit managers and provided a clear line management chain. Standardising induction and development was set up around the OCSOs to ensure that individuals were given the required skills and met expectations within the role. OCSOs would provide support to operational cover which included incident command.

 

All OCSOs would be provided with a training qualification to enable them to support with on-call recruit training at Service Training Centre (STC). This would also help to build awareness and familiarity with the on-call staff.

 

The provision of recruitment vehicles would enable the promotion of on-call to be mobile and to attend events. OCSOs would be supported with continual professional development sessions which would help to maintain their skills. As an investment into the role, OCSOs had been issued with service iPads which gave them the ability to work from different locations.

 

Theme 3 – Response Arrangements

·         Turn in arrangements – Extension of turn in times (Preesall trial).

·         Turn out arrangements – Virtual unit on Gartan.

 

The Service was running a trial at 2 on-call fire stations that faced recruitment challenges, by extending the time to respond to station. During the trial at Preesall fire station, the response period had been expanded to 8 minutes. Broadening the response time would extend the area that the Service could recruit from, allowing more people to apply.

 

Regarding Turn Out arrangements, the Service would mobilise a fire engine with a standard crew of 4. It was being considered whether, for those on-call stations located closely together, individuals could be mobilised together to make up the mobilisation numbers and increase availability: there could be opportunities within the Gartan system to achieve this.

 

In response to a question raised by County Councillor Kay, Area Manager Mark Winder confirmed that the On-Call Support Officers worked proactively engaging with local businesses to attract individuals onto the on-call system.

 

County Councillor Beavers queried whether the on-call firefighters needed to be as highly trained as wholetime staff given the intense level of training required while maintaining a work/life balance. In response, Area Manager Mark Winder advised that in recognition of the initial and ongoing training required, on-call firefighters training did not include additional specialist skills found in the wholetime workforce (such as for special appliances, swift water training etc). Issues experienced by staff were being worked through with the aim of getting the best balance for individuals and the best levels of availability.

 

Councillor Smith had queried whether the 95% target for fire engine availability for the on-call system was set too high. The Assistant Chief Fire Officer advised that the Service recognised the need for a review in the way on-call availability was reported. He proposed that options be taken to Planning Committee at its meeting in February next year.

 

 

KPI 4 - Delivering value for money in how we use our resources

 

4.1      Progress Against Allocated Budget

 

Members received an update on spend against the approved budget for the year.

 

The annual budget for 2022/23 was set at £63.0 million.

It was noted that the spend at the end of 30^th September was £23.5million, £0.3million more than the budget, the majority of which was attributable to inflation and particularly, increases in fuel and energy prices.

 

The variance for quarter 2 was 0.48%.

 

4.2     Partnership Collaboration

 

Under the Policing and Crime Act 2017, blue light services were under a formal duty to collaborate to improve efficiency, effectiveness and deliver improved outcomes.

 

LFRS, Lancashire Constabulary and North West Ambulance Service had met at both tactical and strategic levels and had agreed and signed a strategic statement of intent which contained the following aims:

 

•        Improved Outcomes – The collaboration maintains or improves the service we provide to local people and local communities;

•        Reduce 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.

 

This new indicator provided Members with an update on partnership collaboration during the period.

 

Update

The Blue Light Collaboration board met on the 30^th of September 2022, where a presentation on the initial five projects was 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 was as follows:

 

Estates and Co-location

This project aimed to understand the partnership footprint in terms of what was on offer;

 

This project would be considering the following opportunities:

·       LanCon Headquarters regeneration,

·       Review of the LanCon Estate arising from Target Operating Model (TOM) and Estates Roadmap.

·       The environmental shift in fleet to electronic vehicles and the Sustainability and Environmental Strategy.

 

The project was currently in coping phase and the PID was in production.

 

Leadership Development

This project aimed to map out the current offer by all partners and understand what was already underway and planned, develop a joint MOU, and hold a roundtable discussion between partners and explore mechanisms in relation to how this could practically work (cost, booking on staff, which systems were used, evaluation, familiarisation with terminology).

 

This project would be considering the following opportunities:

·       The ‘Outside In’ programme.

·       The ‘Leading the Way’ course days 1, 2 and 3.

·       Recruitment and selection training.

·       CPD development days with quality speakers and the Durham University Leadership Programme.

 

It may also consider learning from other organisations such as away days for new recruits.

 

Command Units

The aim of this project was to establish and deliver additional collaborative uses of the command units in LFRS in line with Joint Emergency Services Interoperability Programme (JESIP) principles. The key objectives were to improve operational effectiveness and in line with the LFRS mission; ‘Making Lancashire Safer’.

 

Missing Persons (MisPer)

This project aimed to improve the existing collaborative approach to identification of the location of missing persons. The existing offer had been evaluated and learning and improvement had been made. The existing training for the Missing from Home (MFH) manager training for LanCon staff would continue to be supported by LFRS in terms of assets available.

 

Initially, two personnel across the USAR team and Drone team were to undertake the Missing From Home manager course. Additional crews in LFRS had been identified as specialist teams and would receive a bespoke training programme which was currently being mapped out. These teams would develop an increased knowledge of managing a missing person within the context of potential crime scene management. All LFRS assets would remain available regardless of the additional skills imparted to the specialist teams.

 

First Responder

The final project was between LFRS and North West Ambulance Service (NWAS). The aim of the project was to train a small initial team of five Community Safety Staff to participate in NWAS First Responder scheme. They would respond from the workplace to a restricted call set that revolved primarily around defibrillator use and cardiac arrest. Once proof of concept was ascertained, the plan was for the scheme to be broadened.

 

4.3     Overall User Satisfaction

 

People surveyed included those who had experienced an accidental dwelling fire, a commercial fire, or a special service incident that the Service attended.

The standard was achieved if the percentage of satisfied responses was greater than the standard.

 

Annual Standard: 97.5%

 

Since July, 54 people had been surveyed and the number satisfied with the service was 53; 98.83% against a standard of 97.5%; a variance of 1.37%.

 

 

The Chair thanked the Assistant Fire Officer for a detailed and concise update of the report.

 

RESOLVED: - That the Performance Committee:

 

i)         noted the Quarter 2 Measuring Progress report, including the three negative exceptions; and

ii)       approved that options for a revised on-call availability key performance indicator and critical fire 1^st pump response, be presented to Planning Committee at its meeting in February 2023.