Agenda item
Minutes:
County Councillor Hurn introduced himself as the new Chair of the Performance Committee and welcomed the new Member, Loraine Cox to the meeting.
Councillor Cox advised that she had been involved with the previous year’s Brightsparx Campaign in Accrington and asked if it would run in 2023. The Assistant Chief Fire Officer explained that it would run again as it was an annual campaign which involved a great deal of planning with a multi-agency approach. Agencies worked together to minimise risk around the bonfire period.
The Assistant Chief Fire Officer presented a comprehensive report to the Performance Committee. This was the 4th quarterly report for 2022/23 as detailed in the Community Risk Management Plan 2022-2027.
Members were informed that proposed alterations to some KPIs would be taken to a future Planning Committee meeting, and if approved, the changes would be applied to the report from Quarter 1 of the current year.
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 January to March 2023, sixteen station visits were carried out by principal officers and area managers as part of the service-wide station visits programme. Ten station visits involving Corporate Planning and Human Resources (HR) departments were undertaken to engage with members of staff affected by duty system changes as part of the emergency cover review. Eighty-four wellbeing interactions were undertaken ranging from wellbeing sessions with crews to support dog interactions.
The Service engaged staff in several trials relating to the fleet, including helmet communications and firefighting equipment for high-rise buildings. Heads of department were surveyed as part of a review of hybrid working and HR met with two administration teams in relation to changes in rota management.
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: 8.640
The negative exception report was due to the number of shifts lost through absence per employee being above the Service target for quarter 4.
During quarter 4, January to March 2023, absence statistics showed whole-time personnel absence above target for the quarter.
1,156 Wholetime absence shifts lost = 1.86 against a target of 1.25 which was 3.64 shifts over target.
The Assistant Chief Fire Officer advised that, as discussed at the previous committee meeting, the data had been split between long-term and short-term absences as long-term absences were more likely to be cases of serious illness which were managed via specialist care. However, short-term absences could be managed and improved by effective application of sickness absence policy and procedures within the Service.
To benchmark Lancashire Fire and Rescue Service’s (LFRS) sickness absence levels and performance, the service had utilised the National Occupational Health data, Office for National Statistics (ONS) data, and Chartered Institute of Personnel and Development (CIPD) data within this Performance Report.
When benchmarking the number of shifts lost for wholetime employees against the performance of other Fire and Rescue Services (FRAs) between the period 1 April 2022 – 31 March 2023, the highest number of shifts lost reported was 26 and the lowest was 4.79, with an average of 11.43 wholetime shifts lost nationally. LFRS reported 8.64 wholetime shifts lost due to sickness.
In addition to benchmarking sickness absence rates against other FRAs, it was useful to set it within the context of absence rates across the UK. ONS had reported that the number of days lost due to sickness per employee had increased to 5.7 in 2022, but this had been impacted by furloughed workers. CIPD data reported in June 2022 stated that sickness absence rates had climbed to the equivalent of 7.3 days per employee. Nonetheless, the reliability of the comparison was not absolute given the differing reference periods.
Sickness absence rates for public sector workers had been consistently higher than private sector workers for every year on record. There were several factors which included: the difference in the types of jobs between sectors, some jobs had a higher likelihood of sickness than others and the remuneration arrangements.
There were 2 cases of long-term absence which spanned over the total of the 3 months; the reasons being:
· Cancer and Tumours (1 case)
· Musculo Skeletal - Back (1 case)
As a result of the above 2 cases of long-term absences, 91 shifts were lost during Q4.
There were 28 other cases of long-term absence also recorded within the 3 months:
· Mental health (other) – 6 cases
· Hospital / post operative – 6 cases
· Musculo skeletal (other unable to define) – 4 cases
· Musculo skeletal (Lower Limb) – 3 cases
· Mental health (stress) – 3 cases
· Heart, cardiac and circulatory problems – 2 cases
· Other known causes (not specified) – 1 case
· Musculo skeletal – shoulder – 1 case
· Respiratory (Cold/Cough/Influenza) – 1 case
· Cancer and Tumours – 1 case
Coronavirus absence was included in ‘time lost due to respiratory absences’ and an increased number of absences due to respiratory conditions was noted.
The Assistant Chief Fire Officer advised the committee that the Service had a robust Absence Management Policy which detailed the approach to managing periods of workplace absence to ensure that staff time were supported back to work at the appropriate time based upon their individual needs and in a compassionate way.
The Human Resources (HR) system, I-Trent, automatically generated monthly reports to line managers and HR Business Partners in relation to employees and their periods and reasons for absence, and these were closely monitored. Where employees were absent due to mental health, or a stress related condition, they were referred to the Occupational Health Unit (OHU) as early as possible. Employees returning to work had a return-to-work interview and stress risk assessment, or individual health risk assessments were completed where required.
The Service had several support mechanisms available to support individuals to return to work or be exited as appropriate including guidance from Occupational Health, access to an Employee Assistance Programme and the Firefighters Charity.
Where an employee did not return to work in a timely manner, an absence review meeting would take place with the employee, the line manager and a representative from Human Resources. The meetings were aimed at identifying support to return an individual back to work which could include modified duties for a period, redeployment, but ultimately could result in dismissal, or permanent ill health retirement from the Service.
The Absence Management Policy detailed 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 had 3 or more periods of absence in 6 months, or an employee had 14 days absent. In terms of long-term absence, a formal review would normally take place at 3, 6, 9 and 11 months.
A key challenge for supporting operational staff returning to work was that the threshold for fitness and returning to work for operational firefighters was higher than in other occupations due to their hazardous working conditions.
In response to a question from County Councillor Kay regarding employees not returning to work due to no improvement in their mental health, the Assistant Chief Fire Officer stated that those cases were rare. The Service had invested into mental health resources and policies and procedures were in place for those employees who were ill with close contact being maintained. Employees could be referred to the Occupational Health Unit (OHU) and could also access the Employee Assistance Programme (EAP). Individual stress or health risk assessments were completed where required as well as absence review meetings and plans were tailored to the individual. Members were informed that ambassadors for mental health had helped to remove the stigma which had created an environment within the Service for individuals to be open and honest about their mental health challenges.
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, 1.46%.
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: 7.265
The negative exception report was due to the number of shifts lost through absence per employee being above the Service target for quarter 4.
For the benefit of newer Members, the Assistant Chief Fire Officer advised Members that Wholetime Staff were those in a firefighter, uniformed, grey book role. Green book staff were typically those in non-uniformed, support roles such as Human Resources and Health and Safety etc.
The agreed target performance level was 5 shifts lost per employee per year for green book staff. The actual shifts lost for the period for this group of staff was 7.265 which was 2.265 above target.
To benchmark LFRS’s sickness absence levels and performance, the Service utilised the National Occupational Health data, ONS and CIPD data in this report.
When benchmarking the number of shifts for Greenbook employees against the performance of other FRAs between the period 1 April 2022 – 31 March 2023, the highest shifts lost reported was 18.71 and the lowest was 2.93, with an average of 9.56 Green Book shifts lost nationally. LFRS reported 7.265 green book shifts lost due to sickness.
In addition to benchmarking sickness absence rates against other FRAs it was useful to set it within the context of absence rates across the UK. The Office for National Statistics (ONS) reported the number of working days lost due to sickness per employee had increased to 5.7 in 2022, but this had been impacted by furloughed workers. The Chartered Institute of Personnel Development (CIPD) data reported in June 2022 that sickness absence rates had climbed to the equivalent of 7.3 days per employee. Sickness absence rates for public sector workers had been consistently higher than those working in the private sector for every year on record. There were several factors including: the difference in the types of jobs between sectors, some jobs have higher likelihood of sickness than others and the remuneration arrangements.
During quarter 4, January to March 2023, absence statistics showed non-uniformed personnel above target for the quarter.
417 non-uniformed absence shifts lost = 1.94 against a target of 1.25
During the quarter there were no cases of long-term absence which spanned over the total of the 3 months. There were seven cases of long-term absence which were recorded within the 3 months:
· Mental health (other) – 2 cases
· Cancer and tumours – 1 case
· Musculo skeletal (other/unable to define) – 1 case
· Musculo skeletal (lower limb) – 1 case
· Mental health (stress) – 1 case
· Heart, cardiac and circulatory problems – 1 case
Coronavirus absence was included in the time lost due to respiratory absences which indicated an increase in the number of absences due to respiratory conditions.
The Service had an Absence Management Policy which detailed its approach to how it would manage absence ensuring that staff time was managed effectively, but also members of staff were supported back to work or exited from the Service in a compassionate way.
The Human Resources (HR) system, ITrent, automatically generated monthly reports to line managers and HR Business Partners in relation to employees, with the periods and reasons for absence, and those were closely monitored. Where Employees were absent due to a mental health, or stress related conditions, those employees were referred to the Occupational Health Unit (OHU) as early as possible. Employees returning to work had a return-to-work interview and stress risk assessment, or individual health risk assessments were completed where required.
Where an employee did not return to work in a timely manner, an absence review meeting would take place with the employee, the line manager, and a representative from Human Resources. The meetings were aimed at identifying support to return an individual back to work which could include modified duties for a period, redeployment, but ultimately could result in dismissal, or permanent ill health retirement from the Service.
The Absence Management Policy detailed 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 had 3 or more periods of absence in 6 months, or an employee had 14 days absent. In terms of long-term absence, a formal review would normally take place at 3,6,9 and 11 months.
The Assistant Chief Fire Officer advised that the policies and procedures relating to absences were consistent for both green book and grey book staff.
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 20% Male 80%
Ethnicity: BME 3% Not stated 3% White 94%
Sexual Orientation: LGBT 4% Heterosexual 53% Not stated 43%
Disability: Disability 3% No disability 95% Not stated 2%
Separate diversity percentage of grey book (operational) and green book (support) staff:
Gender: Female Grey book 9% Green book 60%
Male Grey book 91% Green book 40%
Ethnicity: BME Grey book 3% Green book 5%
White Grey book 95% Green book 89%
Not stated Grey book 2% Green book 6%
Sexual Orientation: LGBT Grey book 4% Green book 3%
HeterosexualGrey book 52% Green book 54%
Not stated Grey book 44% Green book 43%
Disability: Disability Grey book 3% Green book 3%
No disability Grey book 95% Green book 90%
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 11% Male 89%
Ethnicity: BME 7% White 90% Not Stated 3%
Sexual Orientation: LGBT 3% Heterosexual 92% Not stated 5%
Disability: Disability 3% No disability 94% Not stated 3%
During quarter 4, there were a total of 72 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, 17 for quarter 4; year to date 61; previous year to date 75. Quarterly activity increased 21.43% 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 18,841; previous year to date 18,940. Quarterly activity decreased 13.87% over the same quarter of the previous year.
In quarter 4, the Service attended 3,864 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) – 1815, 47%
· Total Primary Fire Calls (accidental dwelling / building and deliberate dwelling / commercial fires and other primary fires) – 414, 11%
· Total Secondary Fire Calls (deliberate and accidental fires) – 553, 14%
· Total Special Service Calls (critical incidents, gaining entry, RTCs, Flooding and other critical incidents) – 1055, 28%
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, 168 in quarter 4; year to date 772; previous year to date 846. Quarterly activity decreased 17.65% 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, 3 in quarter 4; year to date 8; previous year to date 6
Injuries appear Serious 6 in quarter 4; year to date 16; previous year to date 13
Injuries appear Slight 3 in quarter 4; year to date 21; previous year to date 24
Quarterly activity increased 33.33% 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 87% against same quarter of the previous year, combined percentage of 90%.
Combined quarterly percentage had therefore decreased 3% 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), 54 in quarter 4; year to date 250; previous year to date 281. Quarterly activity decreased 23.94% over the same quarter of the previous year.
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 81% against
· same quarter of the previous year, combined percentage of 75%.
Combined quarterly percentage had therefore increased 6% 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), 17 in quarter 4; year to date 85; previous year to date 77. Quarterly activity increased 41.67% over 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 6% against
· same quarter of the previous year, combined percentage of 25%.
Combined quarterly activity had therefore decreased 19% 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 – 400 in quarter 4; year to date 2,293; previous year to date 1,939. Quarterly activity decreased 2.91% 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, 21 in quarter 4, year to date 79; previous year to date 99. Quarterly activity increased 61.54% 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, 30 in quarter 4; year to date 119; previous year to date 128.
Quarterly activity decreased 3.23% 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, 350 in quarter 4; year to date 2,096; previous year to date 1,711. Quarterly activity decreased 4.56% over the same quarter of the previous year.
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, 5,850 in quarter 4; year to date 22,210; previous year to date 17,638. Quarterly activity increased 16.1% over the same quarter of the previous year.
HFSCs with high-risk outcomes, Quarter 4, 57%; previous year Quarter 4, 60%.
Quarterly activity decreased 3.0% 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, 203 sessions delivered to 6,410 attendees;
RoadSense, 189 sessions delivered to 5,947 attendees;
SENDSafe, 4 sessions delivered to 152 attendees;
Wasted Lives, 10 sessions delivered to 613 pupils;
Biker Down, 7 sessions delivered to 124 attendees;
FIRES, 33 completed referrals;
Partner Training, 23 organisations/agencies – 132 people.
Specific Education packages – delivered Water Safety, ASB, Deliberate Fire Setting etc (Covers key stages 2, 3 and 4), across 9 sessions, delivered to 633 attendees.
Arson Threat Referrals - 181.
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 4,550;
Formal Activity in Quarter 4, 5%, same quarter of the previous year 7%.
Quarterly activity decreased 2% over the same quarter of the previous year.
Members noted the cumulative number of Business Fire Safety Checks undertaken for 2022/23 was 2,564.
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.
In Quarter 4 Building Regulation Consultations received 261, of which 244 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 undertaken in Q4 had increased 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.
KPI 3 - Responding to fire and other emergencies quickly
3.1 Critical Fire Response – 1st 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 – 1st Fire Engine Attendance, 88.07% in quarter 4; year to date 85.71%; previous year to date 86.82%.
Quarterly response increased 2.49% over the same quarter of the previous year.
3.2 Critical Special Service Response – 1st 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 – 1st Fire Engine Attendance, 89.30% in quarter 4; year to date 89.62%; previous year to date 89.98%.
Quarterly response decreased 3.12% 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, 85.35% in quarter 4; year to date 84.82%; previous year to date 88.16%.
Quarterly availability decreased 2.51% over the same quarter of the previous year.
It was noted that the key periods of Covid-19 restrictions/lockdowns were:
· 23rd March to 10th May 2020. The first national lockdown was announced.
· 22nd September 2020. New restrictions announced, including working from home.
· 5th November 2020 to 2nd December 2020. Second lockdown in England.
· 6th January 2021 to 29th March 2021. Third national lockdown / stay at home order.
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, 99.44% in quarter 4; year to date 99.31%; previous year to date 99.26%.
Quarterly response increased 0.10% 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 78%
· Not enough BA wearers 67%
· No driver 41%
Annual Aspirational Standard: 95%
Fire Engine Availability – On-Call Shift System, 73.91% in quarter 4; year to date 73.05%; previous year to date 79.14%.
Quarterly availability decreased 4.62% 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 4.
Availability of On-Call pumps during the quarter was recorded at 73.91%, with each month being below the 79.43% control limit, and below the Service’s 95% aspirational standard.
The service appointed 42 new recruits from the October 2022 recruitment campaign. However, there had been some staff resignations from that course. The positive effect of the new recruits on availability would be felt when they qualified as Breathing Apparatus (BA) wearers.
Due to a deficiency of Officer in Charge (OIC) and Large Goods Vehicle (LGV) drivers across on-call units in LFRS, On-Call Support Officers (OCSOs) were working to assist potential drivers who were in development to ensure those who were becoming LGV qualified did not fall behind with their portfolio work.
In quarter 4, there were successful transferees from other services into the On-Call duty system. This followed a successful skills gap analysis that identified whether a full initial, upskill course or BA course was required.
OCSOs had been working with unit managers to identify and develop potential OICs on their respective units.
Actions being taken to improve performance:
· 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.
· A retention study undertaken by station managers and OCSO team leaders would commence.
· 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.
· 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.
· OCSOs were working with the Incident Command team in workshops to support and develop OICs with their command skills.
· 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.
· Liaise with key persons on identifying a way that Whole Time (WT) staff living in On-Call areas could book on-call flexibility without being tied to a 60-hour contract.
The Assistant Chief Fire Officer advised that Steve Healey, Deputy Chief Fire Officer was the NFCC Lead Officer for On-Call. In this role, the Deputy Chief Fire Officer was involved with national and local projects and would seek to initiate policy change at a national level to support delivery of national on-call ambitions.
The Service had recently appointed a dedicated On-Call Station Manager whose sole focus would be to deliver project work and ultimately improve performance.
The Assistant Chief Fire Officer explained that key areas of focus for the project would drive improvements in performance in the highlighted areas of shortfalls (manager deficient, not enough BA wearers, crew deficient and no driver). How entrants were recruited and inducted would be explored with an emphasis on accelerating admission into the Service. Entry requirements had been reviewed for firefighters transferring from other fire and rescue services into the on-call system, as existing skills and competency were considered, making the process simpler. In addition, Members were informed that the Service was in the process of modifying a vehicle which would be dedicated to supporting recruitment for both wholetime and on-call positions.
In response to a query from County Councillor Kay regarding the opportunity to highlight recruitment during ‘Wasted Lives’ events, and other community safety events, the Assistant Chief Fire Officer highlighted that the Service viewed recruitment as being part of everyone’s role. Recruitment and improving workforce diversity was no longer solely the role of the Human Resources department, all staff were ambassadors of the Service and were expected to take all opportunities to promote the Service as a prospective employer.
Discussions were also taking place with the Fire Brigades Union (FBU) around the potential for new, more flexible contract options which would include wholetime firefighters being able to offer adhoc on-call cover in their off-duty periods, to assist in improving fire engine availability.
Councillor Smith asked whether benchmarking against national statistics could be used against this KPI. The Assistant Chief Fire Officer advised that some fire and rescue services did not publish their data, therefore it was not available for benchmarking purpose, however the DCFO was endeavouring to gather this via his national lead role.
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 figure was not available, presently, due to the move to the new Finance System. An updated figure would be presented to a future meeting of the Resources Committee.
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
At a meeting of the Blue Light Collaboration board, an update on the ongoing projects was presented to the strategic leads. An agreement was also made in terms on ensuring that a suitable evaluation process was implemented for each project. This would provide evidence in terms of outputs and outcomes, additionally, it would enable learning to be identified.
Missing Persons (MisPer)
It had been identified that LFRS mobilisations had reduced. Therefore, the main project objective was to improve the existing collaborative approach to identification of the location of missing persons. Learning had been identified from the original process and improvements had been made. LFRS was reviewing the mobilisation of specialist assets and the memorandum of understanding would be updated.
In terms of practical items, the Missing from Home Manager training for specific LFRS staff was being planned. This training would develop knowledge and understanding regarding aspects of planning and undertaking a search.
Furthermore, Lancashire Constabulary had provided training to Control staff to raise awareness. There had already been an increase in the number of LFRS mobilisations.
Estates and Co-location
This project was a longer-term work stream with interdependencies, as there were several internal projects within Lancashire Constabulary to review current building stock. This included Lancashire Constabulary headquarters, and various police stations. Property Leads from all three agencies had been in regular contact and there were now a series of meetings scheduled to look at opportunities moving forward.
Community First Responder
A phased approach had been agreed in terms of volunteers signing up to the scheme. Phase 1 was being rolled out to non-operational LFRS staff, such as Community Fire Safety. Subsequently, phase 2 would consider the roll out to Flexi Duty Officers (FDOs) and On-Call staff.
Progress on phase 1 had resulted in the successful onboarding of one non-operational member of LFRS. Four other staff who volunteered for the project had completed the recruitment and selection process. The training was being planned and it was anticipated that they would be ‘on the run’ within the next two months. The NWAS reporting system had been modified to include LFRS staff to enable the Service to analyse data and monitor the mobilisations.
In terms of technology, the NWAS application that was used to mobilise First Responders had been updated, which had significantly improved effectiveness. Staff using the system had an option to accept or decline the request forwarded to them which offered some flexibility.
Further discussion would take place with Lancashire Constabulary to review if there were any suitable non-operational roles that could be added as First Responders. It was noted that operational staff, including Armed Response units did attend cardiac arrests alongside NWAS and that collaboration to this effect was already in place.
Leadership Development
Initial scoping had been completed, in terms of what each organisation currently delivered for leadership development. The project was being delivered in two phases. Phase 1 covered some short-term objectives, seeking to maximise existing courses and events, and provide opportunities for staff from all three organisations to utilise places on these courses. Staff from Lancashire Constabulary’s organisational development team attended LFRS values and behaviours module that new firefighter apprentices complete, to observe the content and how it is delivered.
Another example was opening up places on the ‘Inside Out’ programme which was offered by Lancashire Constabulary. A benefit would be improved efficiency, through utilisation of unfilled places. Additionally, it would provide a platform for discussing ideas and sharing learning, as many of the leadership challenges are cross cutting in all three organisations.
Phase 2 would scope opportunities to collaborate on specific elements of supervisory and middle manager leadership programmes. This would lead to some efficiencies, as well as a platform to share ideas.
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’.
LFRS were currently progressing the implementation of new command units. This would also include the introduction of new command software, which would enhance the capture of information and provide better shared awareness across blue light organisations at incidents. Once this work was complete, there would be some joint training events planned, so commanders from each organisation would gain a better understanding of the capabilities. Mobilisation criteria would be reviewed to ensure that the command units were utilised in the most effective way.
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%
In quarter 4, 80 people had been surveyed and the number satisfied with the service was 78. The running number of people surveyed for the year was 3,266 with 3,226 of those people being satisfied with the Service; 98.78% against a standard of 97.50%; a variance of 1.31%.
The Chair thanked the Assistant Fire Officer for his comprehensive report.
Resolved: - That the Performance Committee noted and endorsed the Quarter 4 Measuring Progress report, including the three negative exceptions.
Supporting documents:
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