Agenda item
Minutes:
The Assistant Chief Fire Officer presented a comprehensive report to the Performance Committee. This was the 4th quarterly report for 2024/25 as detailed in the Community Risk Management Plan 2022-2027.
In quarter 4, one Key Performance Indicator (KPI), 2.9 Business Fire Safety Checks, was shown in positive exception and two KPIs were shown in negative exception. These were 1.2.1 Staff Absence Wholetime (WT) and 1.2.3 Staff Absence Greenbook.
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.
A pulse survey, a short survey designed to measure staff engagement levels in between full staff surveys, was conducted from 18 December 2024 to 7 January 2025. It was an online survey only and received 252 responses (20%).
The resultant staff engagement index score of 79% was a 5% increase on the 2023 score.
From January to March 2025, 17 station visits were carried out by Principal Officers and Area Managers as part of the service-wide engagement programme. In addition, six engagement sessions were held across the county for Station, Watch, and Crew Managers and Community Fire Safety Team Leaders with Heads of Service Delivery to reflect on progress achieved in 2024-25 and consider priorities for 2025-26.
Thirty wellbeing interactions were undertaken ranging from workshops with crews to wellbeing support dog interactions.
Seven online sessions were held to update all operational staff on the final stage of implementing the Service’s dynamic cover software. Two On the Menu digital sessions were held: the first was about leadership and development pathways and attended by 56 people, and the second was about digitalisation of the incident ground attended by 33 people.
The Service engaged with staff over several topics that related to the Service’s fleet and equipment, and views were sought by survey and through employee voice groups in relation to a new project to replace breathing apparatus. Staff engagement over improvement works at Blackpool and Preston fire stations continued.
As previously reported: A comprehensive staff survey was undertaken periodically to gain insight from all staff on a range of topics which included leadership, training and development, health and wellbeing, and equality, diversity, and inclusion. The feedback was used to shape future activity and bring about improvements and new ideas. The survey included a staff engagement index which was a measure of overall staff engagement based on levels of pride, advocacy, attachment, inspiration, and motivation. The current staff engagement score index was 74% (2023).
|
Year |
Engagement Index |
Response Rate |
|
2023 |
74% |
49% |
|
2020 |
79% |
44% |
|
2018 |
70% |
43% |
|
2016 |
64% |
31% |
The engagement index was calculated based on five questions that measured pride, advocacy, attachment, inspiration, and motivation; factors that were understood to be important features shared by staff who were engaged with the organisation.
For each respondent, an engagement score was calculated as the average score across the five questions, where strongly disagree was equivalent to 0, disagree was equivalent to 25, neither agree nor disagree was equivalent to 50, agree was equivalent to 75 and strongly agree was equivalent to 100. The engagement index was then calculated as the average engagement score in the organisation. This approach meant that a score of 100 was equivalent to all respondents saying strongly agree to all five engagement questions, while a score of 0 was equivalent to all respondents saying strongly disagree to all five engagement questions.
During the survey period, the corporate communications department visited wholetime and on-call crews on 51 occasions to encourage participation in the survey. Five focus groups were held with on-call units by the Service’s independent researcher to obtain qualitative feedback on on-call specific matters, to complement the survey data.
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 8 shifts lost.
Annual Shifts Lost ÷ 4 quarters = 2
Quarter shifts lost: 2.235
Cumulative total number of shifts lost: 8.284
The agreed target performance level was 8 shifts lost per employee per year across both Grey (KPI 1.2.1) and Green Book (1.2.3) staff. The actual combined shifts lost for both for 2024/25 was 7.97 shifts lost per employee, which was within the overall target.
The negative exception report was due to the number of shifts lost through absence per employee being above the Service target for quarter 4.
The element of that section of the report referred to sickness absence rates for the period 01 April 2024 to March 2025.
The agreed target performance level was 8 shifts lost per employee per year for wholetime staff. The actual shifts lost for the period for that group of staff was 8.28, which was 0.28 shifts above target. During the previous year, 8.72 shifts were lost which was a reduction of 0.44 shifts lost per wholetime employee compared to the same period of the previous year.
A total of 5,186 wholetime absence shifts lost = 8.28 against a target of 8.00.
The number of cases of long-term absence which spanned over the total of the 3 months reduced from 2 cases in Q3 to 1 case in Q4. Forty-six shifts were lost during quarter 4 as a result of the one case of long-term absence. This was in comparison to 158 shifts which were lost during the same quarter of 2023-24. That case accounted for 0.07 shifts lost per person over the quarter.
There were 27 cases of long-term absence which were recorded within the 3 months:
· Musculo Skeletal 8 cases
· Hospital/Post Operative Procedure 8 cases
· Mental Health (Other 4 cases) 4 cases
· Other absence types 8 cases
There were 64 shifts lost which related to Respiratory related absences including Coronavirus absence. This was compared to 154 shifts lost in the same quarter of 2023-24.
The Service had an Absence Management Policy which detailed its approach to how it would manage absence to ensure 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 and the periods and reasons for absence, which were closely monitored. Where employees were absent due to a mental health or 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 which included guidance from Occupational Health, access to Trauma Risk Management (TRiM), access to the Employee Assistance Programme (EAP), 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 return to work was that the threshold for fitness and return 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 A Riggott in relation to the possibility of including a breakdown of the ‘other absence types category’, the ACFO confirmed that this could be considered ahead of the next meeting.
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, 1.27%.
1.2.3 Staff Absence Greenbook
The ACFO explained that Grey book referred to operational staff and Green book referred to support staff who were generally non-operational. There were some dual contract green book staff who provided on-call cover whilst fulfilling their green book role.
This 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 8 shifts lost.
Annual Shifts Lost ÷ 4 quarters: 2
Quarter shifts lost: 2.123
Cumulative shifts lost: 7.221
The agreed target performance level was 8 shifts lost per employee per year across both Grey and Green Book staff. The actual shifts lost for both combined for 2024/25 was 7.97 shifts lost per employee, which was within the overall target.
The negative exception report was due to the number of shifts lost through absence per employee being above the Service target for quarter 4.
The agreed target performance level was 8 shifts lost per employee per year for Green Book staff. The actual shifts lost for the period for this group of staff was 7.22, which was 0.78 below target. During the same period of the previous year, 7.04 shifts were lost which was an increase of 0.18 shifts lost per green book employee compared to the same period last year.
During January – March 2025, absence statistics showed non-uniformed personnel absence above target for the quarter with 2.12 shifts lost in the quarter against a target of 2.00 shifts lost.
1,863 non-uniformed absence shifts lost = 7.22 against a target of 8.00 during the quarter 1 to 4. There were three cases of long-term absence which spanned over the total of the 3 months.
The number of long-term absence cases recorded in the quarter reduced from 13 in Q3 to 10 in Q4:
· Mental Health 5 cases
· Musculo Skeletal 2 cases
· Other absence types 3 cases
During the quarter, 188 shifts were lost as a result of the 10 cases of long-term absences, this was in comparison to 93 shifts lost during the previous quarter. These cases accounted for 0.73 shifts lost per person over the quarter.
Respiratory related absences accounted for 54 lost shifts, which included Coronavirus absence. This was compared to 28 shifts lost in the same quarter of 2023-24.
The Service had an Absence Management Policy which detailed its approach to how it would manage absence to ensure 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 and the periods and reasons for absence which were closely monitored. Where employees were absent due to a mental health or stress related condition, they were referred to the Occupational Health Unit (OHU) as early as possible. Employees that returned 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 which included guidance from Occupational Health, access to Trauma Risk Management (TRiM), 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 details when a formal review of an employee’s performance levels would normally take place. In terms of short-term absence, a formal review would take place where an employee 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.
County Councillor J Tetlow asked if the ‘other absence types category’ could be broken down for this section too, as suggested by County Councillor A Riggott in the earlier wholetime absences section.
1.3.1 Workforce Diversity
This indicator measured diversity as a percentage.
Combined diversity percentage of grey book (operational) and green book (support) staff. The percentages outside of the brackets represented the current quarter, with the percentage within the brackets illustrating the same quarter of the previous year:
Gender: Female 23%(21%) Male 77%(79%)
Ethnicity: BME 4%(4%) White 91%(93%) Not stated 5%(3%)
Sexual Orientation: LGBT 5%(4%) Heterosexual 61%(57%) Not stated 34%(39%)
Disability: Disability 3%(3%) No disability 94%(94%) Not stated 3%(3%)
Diversity percentage by Grey Book Staff and Green Book Staff. Counts included double counts if the member of staff was dual contracted between Grey and Green Book.
Separate diversity percentage of grey book (operational) and green book (support) staff:
Gender: Female Grey book 11% Green book 62%
Male Grey book 89% Green book 38%
Ethnicity: BME Grey book 3% Green book 6%
White Grey book 92% Green book 85%
Not stated Grey book 5% Green book 9%
Sexual Orientation: LGBT Grey book 5% Green book 3%
Heterosexual Grey book 59% Green book 65%
Not stated Grey book 36% Green book 32%
Disability: Disability Grey book 3% Green book 5%
No disability Grey book 95% Green book 89%
Not stated Grey book 2% Green book 6%
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. The percentages outside of the brackets represented the current quarter, with the percentage within the brackets illustrating the same quarter of the previous year:
Gender: Female 32%(32%) Male 68%(68%)
Ethnicity: BME 4%(5%) White 65%(90%) Not Stated 31%(5%)
Sexual Orientation: LGBT 6%(8%) Heterosexual 78%(87%) Not stated 16%(5%)
Disability: Disability 5%(4%) No disability 85%(94%) Not stated 10%(2%)
During quarter 4, there were a total of 59 new entrants.
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 persons recruited during the period.
County Councillor M Clifford asked if previous years comparison figures could be included within the report, the ACFO confirmed this could be included in future reports.
In response to a question from County Councillor L Parker, in relation to focusing on capability rather than diversity, the ACFO confirmed that this was a national requirement, and it was important for the service to reflect the community that it served. She added that the service would always appoint the best person for the job and there was no diversity quota to meet but diversity was important to the service.
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, 16 for quarter 4; year to date 61; previous year to date 70. Quarterly activity decreased 33.33% (8 incidents) 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 (SOA), 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 30,750 and the previous year’s score was 31,170 which meant that the fire risk continued to reduce.
County Councillor J Tetlow asked if the risk map could be labelled to allow for easier identification of areas and County Councillor A Riggott asked if members could have a digital version. AM Matt Hamer advised that there were roughly 1000 areas contained within the map and due to this volume it may be difficult to see with labels, he therefore offered to share the spreadsheet that informed the map with members.
County Councillor M Clifford asked why the number of high risk areas identified had increased for the 2025 risk map, the ACFO advised that some ward areas had changed which could impact areas, she further advised that some contributary factors were out of the services control as areas of deprivation were taken into account. County Councillor A Riggott requested that members be given a summary of changes once the 2025 map had been finalised.
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 Lancashire Constabulary (LanCon) and gaining entry incidents at the request of the North West Ambulance Service (NWAS).
Incidents attended, year to date 16,963; previous year to date 17,389. Quarterly activity increased 9.64% over the same quarter of the previous year, whilst the year to date activity decreased by 2.45%.
In quarter 4, the Service attended 4,027 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) – 1649, 41%
· Total Primary Fire Calls (accidental dwelling / building and deliberate dwelling / commercial fires and other primary fires) – 438, 11%
· Total Secondary Fire Calls (deliberate and accidental fires) – 704, 18%
· Total Special Service Calls (critical incidents, gaining entry, RTCs, Flooding and other critical incidents) – 1215, 30%
In response to a question from County Councillor J Tetlow in relation to weather related spikes during the summer period, the ACFO confirmed that these were often due to wildfires. AM Phil Jones added that as the temperature increased, lifestyles changed with more barbeques and outdoor activities. Additionally, the same practices were often carried out, such as burning weeds but additional dryness caused fires. The Chair asked if historical peaks were used to inform increased prevention activities, AM Phil Jones confirmed that weather warning messages were used to ensure the service could be proactive in its prevention activities. AM Matt Hamer added that every month a data and intelligence group broke down incidents to identify any trends and inform prevention activities.
County Councillor L Parker asked if prevention literature could be shared with Lancashire County Council (LCC) colleagues for distribution around communities, AM Matt Hamer confirmed that he would be happy to do this and any support would be gratefully received.
The ACFO explained that work was ongoing to reduce road travel to automatic fire alarm (AFA) detections, this included working with alarm handling companies and North West Fire Control (NWFC). The service would always attend calls where there was a sleeping risk and although the figures looked high they had been reduced. The ACFO added that malicious calls were very minimal and were continuously worked on.
In response to a question from County Councillor A Riggott in relation to how good intent false alarms were defined and how these could be reduced, AM Matt Hamer explained that there were three categories of false alarms. System and maintenance faults, where the service would work with businesses to educate them. Malicious calls which often originated from specific sites including mental health units and schools, who the service would work with to prevent future calls and calls of good intent where the caller had the right intention and the service needed to consider what the outcome could have been if the intent had been correct. To reduce the number of good intent false calls, North West Fire Control (NWFC) would challenge callers where appropriate and the service would provide education through schools and educate and communicate at key times throughout the year. AM Phil Jones added that any false alarms with good intent from sheltered housing accommodation would received a fire safety check and appropriate safeguarding, AM Matt Hamer added that these would be treated as near misses.
In response to a question from County Councillor M Clifford in relation to fire alarm faults caused by the building owner not maintaining alarms, AM Matt Hamer explained that most business owners worked collaboratively with the service but every month false activations in commercial properties were reviewed, the first step was engagement with business owners, should they not engage enforcement would then be implemented before moving to prosecution if required. Most business owners complied with enforcement activity.
County Councillor A Riggott asked if the service published enforcement and prosecution activity in the same way that trading standards published the outcome of their test purchasing. AM Matt Hamer confirmed that any prosecution outcomes were published via the services Corporate Communications Team and any enforcement activity was recorded on a public register but not publicised as the service was promoting collaboration with enforcement notices. AM Matt Hamer added that every three months a protection fire safety newsletter was published including any learning and business safety advice which informed the services communication campaigns. Additionally, the Business Fire Safety Checks (BFSCs) included teaching and education. County Councillor A Riggott asked if anonymised enforcement activity could be shared and the Chair asked if the protection fire safety newsletter could be shared with members. AM Matt Hamer confirmed that the newsletter was moving to a new system but he would bring this to a future Performance Committee meeting, he also confirmed he would take away the idea of publicising anonymised information.
County Councillor J Tetlow asked if the service could fine businesses for repeated false alarms, the ACFO confirmed that the service would identify trends and work with businesses to reach a solution. AM Matt Hamer added that full cost recovery and fines could be implemented at court on successful prosecutions. County Councillor L Parker asked if national data could be brought to the next meeting.
Councillor S Sidat asked about the cost implications of an AFA detection, AM Matt Hamer explained that it could be difficult to quantify the cost of an AFA but national work was ongoing and a paper could be brought to future meetings. Councillor S Sidat asked if any fines would cover the cost to us. AM Matt Hamer confirmed that any prosecutions would result in full cost recovery and a fine in court. He explained that the service could also have an impact with enforcement activity which could include restricting use of areas of the business which would encourage compliance.
County Councillor J Tetlow asked if fines could be used for income generation and if this was done nationally, AM Matt Hamer explained that the fire safety act didn’t allow this to be done but the service would be fully recompensed in court at prosecution stage.
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 686; previous year to date 705. Quarterly activity increased 10.53% over the same quarter of the previous year, with the cumulative to date decreasing by 2.70%.
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 0 in quarter 4; year to date 6; previous year to date 3
Injuries appear Serious 1 in quarter 4; year to date 7; previous year to date 12
Injuries appear Slight 8 in quarter 4; year to date 32; previous year to date 30
Quarterly activity increased 45% 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 85% against same quarter of the previous year, combined percentage of 93%.
Combined quarterly percentage had therefore decreased 8.00% 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), 65 in quarter 4; year to date 253; previous year to date 235. Quarterly activity increased 30.00% over the same quarter of the previous year, and by 7.66% in the year to date.
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 76% against
· same quarter of the previous year, combined percentage of 68%.
Combined quarterly percentage had therefore increased 8.00% over the same quarter of the previous year, with whole building decreasing by 7.00%.
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), 13 in quarter 4; year to date 71; previous year to date 72. Quarterly activity increased 30.00% over the same quarter of the previous year, whilst the year to date increased by 1.39%.
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 15% against
· same quarter of the previous year, combined percentage of 20%.
Combined quarterly activity had therefore decreased 5.00% over the same quarter of the previous year.
2.6 Deliberate Fires Total: Specific performance measure of deliberate fires
This indicator provided an overall measure of primary and secondary fires where the cause of fire had been recorded as deliberate.
Deliberate Fires – 450 in quarter 4; year to date 1,928; previous year to date 1,811. Quarterly activity increased 48.51% over the same quarter of the previous year, and the year to date increased by 6.46%.
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 86; previous year to date 84. Quarterly activity increased 50.00% (7 incidents) over the same quarter of the previous year, and the year to date increased 2.38% (2 incidents).
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, 38 in quarter 4; year to date 140; previous year to date 145.
Quarterly activity decreased 5.00% over the same quarter of the previous year, and year to date decreased by 3.45%.
A second incident activity line was shown on the graph which excluded Crown premises which fell outside of the Service’s legislative jurisdiction.
In response to a question from the Chair in relation to the driving force for fires within Crown premises, AM Matt Hamer explained that there was a prison working group to address fire safety within Crown premises. The service had no enforcement ability for Crown premises but had good working relationship with partners. He explained that the drivers were usually crime and weapon related or to engineer a move within the prison system. He also explained that e-cigarettes and vapes were involved in a number of prison fires. The service was providing prevention advice in prisons and working with the probation service. The chair asked a further question in relation to funding, AM Matt Hamer explained that funding for fire services within Crown establishments was funded by the crown services. He added that the number of fires in crown premises’ was a national risk and figures were high nationally.
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, 391 in quarter 4; year to date 1,702; previous year to date 1,582. Quarterly activity increased 57.03% over the same quarter of the previous year, and the year to date increased by 7.59%.
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, 5,330 in quarter 4; year to date 23,533; previous year to date 23,300. Quarterly activity decreased 11.30% against the same quarter of the previous year.
HFSCs with high-risk outcomes, Quarter 4, 55%; previous year Quarter 4, 54%.
High risk outcomes increased 1% against 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, 171 sessions delivered to 5,492 students;
RoadSense, 197 sessions delivered to 5,830 students;
SENDSafe, 5 sessions delivered to 97 students;
Wasted Lives, 22 sessions delivered to 3,461 students;
Biker Down, 4 sessions delivered to 38 attendees;
FIRES, 48 referrals opened prior to Q4 and carried over. 43 referrals received in Q4. 41 referrals closed in Q4. 53 referrals carried to 2025-26, Q4;
Partner Training (including care providers), 22 sessions delivered to 111;
Specific Education packages – delivered Water Safety, BrightSparx, ASB, Deliberate Fire Setting etc (Covers key stages 2, 3 and 4). Planning undertaken for commencement of water safety campaign. Bright Sparx campaign report and evaluation completed.
Arson Threat Referrals – 193.
2.9 Business Fire Safety Checks
This indicator reported the number of Business Fire Safety Check (BFSC’s) completed and whether the result was satisfactory or unsatisfactory. If the result of a BFSC was unsatisfactory, fire safety advice would be provided to help the business comply with The Regulatory Reform (Fire Safety) Order 2005. If critical fire safety issues were identified, then a business safety advisor would conduct a follow-up intervention.
- The pro rata BFSC target was delivered through each quarter.
A +/-10% tolerance was applied to the completed BFSCs and the year to date (YTD) BFSCs, against both the quarterly and YTD targets. When both counts were outside of the 10% tolerance, they would be deemed in exception which enabled local delivery to flex with the needs of their district plan over the quarters.
BFSCs completed, 887 in quarter 4; Cumulative 3,637; YTD target, 2,500; previous YTD 3,372.
Cumulative YTD BFSCs being satisfactory, 3,191. Top 5 completed satisfactory premise types (Shops 1173, Factories/Warehouses 429, Other Workplaces 382, Offices 359, Other Public Premises 253).
Cumulative YTD BFSCs being unsatisfactory, 446. Top 5 completed unsatisfactory premise types (Shops 208, Factories/Warehouses 62, Licensed Premises 41, Other Workplaces 36, Offices 28).
The positive exception report was due to the number of completed Business Fire Safety Checks (BFSCs) being greater than 10% of the quarterly target, and the cumulative year to date target.
Service delivery personnel had carried out BFSCs in their respective districts over the last 2 years, and BFSC work was now embedded into business-as-usual activity. The KPI dashboard and District Intel Profiles were used to identify and target both the business types and business locations for that activity.
In response to a question from Councillor S Sidat in relation to timescales for compliance, AM Matt Hamer explained that there were no timescales given in relation to education and advice, enforcement notices could be fast tracked to 28 days or they could be 3 to 6 months. He added that due to the scale of work and delays with materials and skills, cladding related enforcement could be years. He emphasised the need to give realistic timescales as unrealistic timescales could impact prosecutions. County Councillor S Sidat asked a further question relating to risk to life, AM Matt Hamer stated that any risk to life would be prioritised and the risk mitigated by working with the buildings responsible person.
County Councillor A Riggott remarked that he was surprised to see the number of shops with unsatisfactory BFSCs. He explained that town centres have teams supporting town centres where licensing inspections were discussed but not fire safety checks, he stated that shops and their sleeping arrangements fed into a wider town centre strategy. AM Matt Hamer explained that Fire Safety Managers worked closely with Community Safety Partnerships but he could look to share the risk information further. County Councillor A Riggott suggested that city centre shops could promote passing their BFSC which would push all businesses to achieve this.
In response to a question from the Chair in relation to inspection of asbestos, AM Matt Hamer explained that the service would record asbestos as present but would not provide advice and could share the information if requested. County Councillor J Tetlow asked if asbestos provided a similar risk when involved in a fire to when broken apart, the ACFO confirmed that there would be a risk and anyone involved in an incident would decontaminate their kit, gloves and helmet and follow an established bagging procedure. She added that the service was careful with decontamination of all dust.
Councillor S Sidat asked if places of worship were visited, AM Matt Hamer confirmed that places of worship did receive a BFSC and were offered specific advice. The ACFO added that a Hindu Temple had recently been visited and provided advice to use battery operated candles during Diwali to mitigate the risk that traditional candles presented. Councillor S Sidat asked if the buildings surrounding places of worship were also considered, AM Matt Hamer confirmed that they were and the service would also advise on refurbishment or changes within the building with a view to making them more compliant.
2.9.1 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, 424;
Formal Activity in Quarter 4, 8%, same quarter of the previous year 7%.
Quarterly activity increased 1% against the same quarter of the previous year.
Members noted the cumulative number of Fire Safety inspections undertaken for 2024/25 was 1,984.
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 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 247, of which 235 were completed within the timeframe (LFRS should make comments in writing within 15 working days of receiving a BRC).
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.
Standards were achieved when the time between the ‘Time of Call’ (TOC) and ‘Time in Attendance’ (TIA) of the first fire engine arriving at the incident, averaged over the quarter, was less than the relevant response standard. Expressed in minutes & seconds.
Critical Fire Response – 1st Fire Engine Attendance, Quarter 3, Very High 06:03 min; High 06:09 min, Medium 07:35 min, Low 08:14 min.
Q4 overall 07:31 min. Year to date overall 07:38 min. Previous year to date overall 07:30 min.
In response to a question from County Councillor J Tetlow in relation to whether the impact of the Haweswater Aqueduct Resilience Programme (HARP) which may require road closures had been considered, AM Phil Jones confirmed that the service was notified of road closures by highways and would usually be involved in larger projects. He added that the service had not been made aware of this project yet.
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).
Critical Special Service Response – 1st Fire Engine Attendance, 09:14 min in quarter 4; year to date 08:46 min; previous year to date 08:31min.
3.3 Total Fire Engine Availability
This indicator measured the availability of the 1st fire engine at each of the 39 fire stations. It was measured as the percentage of time the 1st fire engine was available to respond compared to the total time in the period.
Standard: to be in attendance within response standard target on 90% of occasions.
Total Fire Engine Availability, 89.57% in quarter 4; year to date 87.97%; previous year to date 88.66%.
Quarterly availability increased 0.69% over the same quarter of the previous year, whilst the year to date decreased by 0.69%.
A progress update was provided up to the end of quarter 4.
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 2024/25 was set at £75.1 million. Spend at the end of the year was £74.5 million. £0.6 million savings was mainly attributable to bank interest received.
The capital budget was £12 million, with a spend at the end of the year of £4.1 million. The remaining £7.9 million would slip into the 2025/26 year. Extended lead times and a resourcing shortfall ensued the slippage.
Quarter 4 variance -0.80% (Revenue budget variance).
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.
Lancashire Fire and Rescue Service (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.
The following were examples of partnership working from a number of departments across the Service. The aim was to increase efficiency and effectiveness of working practices whether this related to equipment, technology, appliances, or training.
· North West Fire Control (NWFC) Mobilising System replacement – following a successful procurement phase, the implementation phase had now started with a regional collaboration between NWFC, Lancashire, Cumbria, Manchester and Cheshire Fire and Rescue Services to introduce a state of the art mobilising system in Spring 2026.
· Regional Breathing Apparatus (BA) Procurement – This project had been initiated and would ensure new and improved BA sets were procured and successfully rolled out to relevant staff. The procurement exercise would include regional Fire and Rescue Services and would involve operational and support staff from across the region,?including?procurement, training, fleet, health and safety,?policy, ICT, and equipment teams, as well as the firefighters themselves.
· Welfare Unit Project – This project would deliver improved facilities on the incident ground for LFRS staff, it was currently in the scoping phase and discussions were ongoing with LanCon as to whether they wanted to collaborate on the unit.
· 13/16 agreement for the North West region – 13/16 arrangements form part of the Fire and Rescue Services Act 2004, this enabled Fire and Rescue Services to collaborate across authority boundaries to ensure continuity of service and mutual support. An updated regional agreement had been signed by all five Fire and Rescue Services, this has resulted in the removal of any charging for appliances going across the border.
· Hazardous Materials and Environmental Protection Officer training – during the last quarter LFRS hosted initial training for new officers at the Leadership and Development Centre. The Service collaborated with Cheshire and Cumbria who sent delegates, this reduced the cost per student whilst providing consistency in terms of the skills & training received.
· The chair of both the Strategic and Tactical Blue Light Collaboration Boards had transferred to Lancashire Constabulary until 2026. Terms of Reference for both boards had been updated. The Strategic board had agreed changes to reduce the collaboration subgroups to 4 groups. The Estates subgroup now included Fleet and Kit – this is with a view to issues such as electric vehicles and charging, where all services faced similar challenges and it was useful to work together on potential efficiencies, good practice, or learning from one another. An on-going example of a Fleet collaboration was a new welfare vehicle that LFRS were procuring, and there were possibilities to be explored with a memorandum of understanding and a financial contribution from other agencies if required.
AM John Rossen explained that a focus of the Blue Light Collaboration Board was Community First Responders and LFRS had responded to over 200 cardiac arrests. County Councillor J Tetlow asked if operational staff carried defibrillators, AM John Rossen confirmed that all fire engines, flexi duty officers (FDOs) and community first responders carried defibrillators.
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: 97.50%
In quarter 4, 100 people had been surveyed and the number satisfied with the service was 97. The running number of people surveyed for the year was 3,871 with 3,820 of those people being satisfied with the Service; 98.68% against a standard of 97.50%; a variance of 1.18%.
Resolved: - That the Performance Committee noted and endorsed the Quarter 4 Measuring Progress report, including one positive and two negative exceptions.
Supporting documents:
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Item 4 - Q4 Measuring Progress Report 2024-25, item 4-25/26
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