Agenda item

The Deputy Chief Fire Officer presented the report that updated Members the progress against the five key workstreams being progressed under the Blue Light Collaboration Board (BLCB). It was noted that the workstreams were effectively managed through the Strategic and Tactical Collaboration Boards.

1.    Missing Persons (Missing from home)

Lancashire Fire and Rescue Service (LFRS) continued to support Lancashire Constabulary (LanCon) with this successful collaboration and a closure report was now in development for this workstream.

It was noted that there were over 220 police requests into North West Fire Control (NWFC) for the Service’s specialist drone team within the last 12 months and most of these incidents were for missing persons.

The Missing Persons project was being enhanced further with the aim of training teams from several on-call stations within Lancashire. The locations were identified from data and analysis which showed where people were most likely to go missing from home, and where LanCon’s resources were limited. This enabled LFRS’ specialist teams to search familiar ground in reduced time and improve the likelihood of a positive outcome. This training developed the knowledge of what was required by LanCon in the management of a missing from home incident: including intelligence gathering, record keeping, search areas, and ensuring a crime scene wasn’t contaminated.

Training was also planned for the contact centre staff in LanCon to increase their knowledge of LFRS’ search capabilities.

A Memorandum of Understanding had been developed to provide a framework to further support the collaborative use of LFRS and LanCon drones.  The Deputy Chief Fire Officer advised that the Service would be starting to recharge to cover costs.

CC Shedwick commented that the fire service played a major part in collaboration and given the level of support to the Police was pleased the Service would be making a recharge. 

In response to a further comment from CC Shedwick the Deputy Chief Fire Officer advised that the drone team were on call and dependent on the level of incident it was not always necessary to mobilise a fire engine.

2.    Estates and Co-location

This was a long-term workstream which may deliver significant efficiencies and effectiveness where co-location sites were identified.

A set of principles were being developed in relation to co-location sites and a mapping exercise of the current co-location sites and benefits had commenced.

Blue Light partners were currently reviewing their strategic property asset plans to coordinate the future development plans over the next 5-10 years. The development plans would consider the potential for co-location, and with a view to further developing the integration of services at co-location sites to enhance the shared ethos and principles.

All Blue Light partners were included in the scoping work for the LFRS’ Preston area review.

3.    First Responder

As part of the Annual Service Plan priorities this year, the Service was running a trial involving staff volunteering as community first responders, supporting North West Ambulance Service (NWAS). Volunteers respond to life threatening emergencies in their communities from the workplace and administer first aid in the initial vital minutes before NWAS colleagues arrive. This collaboration aimed to save lives in Lancashire’s communities.

Phase 1 of the first responder scheme involved 5 non-operational LFRS’ staff from various departments across the Service volunteering to take part in the scheme. At least one life has been saved by LFRS’ volunteers.

Phase 2 had commenced which has enabled operational staff to volunteer for the scheme. Eight Flexible Duty Officers had so far volunteered to be a community first responder and were currently progressing through the onboarding process with NWAS.

In response to a question raised by CC Hennessy, the Deputy Chief Fire Officer advised that the FBU locally would not agree to a first responder scheme without agreement at national level; however, it was supported by the other grey book union bodies Fire Officers Association and Fire and Rescue Services Association.  He confirmed that discussions were ongoing and that staff currently on the trial were volunteers.  There was a benefit to the community given fire engines carried defibrillators and could often attend a cardiac arrest incident quicker than an ambulance.  He also stated that fire and rescue mobilisations would be in addition to an ambulance / NWAS response, not instead of.  There was also a duty under the Policing and Crime Act to collaborate and provide more effective and efficient public services.

4.    Leadership Development

The Learning and Development leads from each of the Blue Light partners were investigating leadership development collaboration opportunities.

An analysis of leadership development was ongoing between the three organisations, with the services currently exploring an additional mentorship programme for command and control.

5.    Command Units

The aim of this project was to establish and deliver additional collaborative uses of the command units in LFRS to support effective multi agency working amongst emergency responders. The key objectives were to improve operational effectiveness and in line with LFRS’ mission; ‘Making Lancashire Safer’.

LFRS’ Command Support Unit (CSU) project was listed in this year’s Service Plan and aims to upgrade not only the vehicles but to take advantage in recent technological advances to support operational incidents. The first new CSU went live on 1st November, crewed by on-call staff from Carnforth and Bolton-le-Sands fire stations. As part of the agreed capital vehicle replacement project, two larger command units would also be in service by the end of 2023.

It was expected that the initial benefits to be realised would be technological advances that would further develop information sharing and situational awareness aligned to improving and embedding the Joint Emergency Services Interoperability Principles. Further scoping and development would be overseen by the Blue Light Collaboration Board to ensure opportunities for joint working were effectively coordinated and delivered.

Resolved: that the report be noted.