Agenda item

The Assistant Chief Fire Officer (ACFO) presented a comprehensive report which provided a clear measure of the Service’s progress against the Key Performance Indicators (KPI) as detailed in the Community Risk Management Plan 2022-2027. 

 

The Performance Committee was asked to note and endorse the report which included two positive and one negative exception.

 

Members examined each indicator in turn:

 

1.1  Overall Staff Engagement

Members received an update on staff engagement during the period. From January to March 2026, 17 station visits were carried out by principal officers and area managers as part of a service-wide engagement programme. 40 wellbeing interactions were undertaken ranging from workshops with crews to wellbeing support dog engagements. An extended leadership workshop was held with middle and senior managers, and eight Watch Managers' Forum events took place to keep wholetime and functional watch managers informed of what was happening in service delivery and provided an opportunity to share feedback and be involved in changes. 

 

Engagement took place regarding improvements to Garstang Fire Station and several offices at Service Headquarters and the Leadership and Development Centre. The Service engaged with staff over topics relating to Service fleet and equipment including thermal imaging and situational analysis cameras, which were being trialled by breathing apparatus instructors. An ‘On the Menu’ online event was open to everyone in the Service to learn about equality impact assessments.

 

It was noted that the Service has an engagement index which was calculated based on five questions measuring pride, advocacy, attachment, inspiration and motivation. In 2025, the response rate was 44% and the engagement index was 69% which was a drop from the two previous survey years (2023 = 74%, 2020 = 79%). The survey results highlighted areas of success as well as areas for development and the feedback was considered by the Service and used to inform planning, as well as being provided to staff to demonstrate that views had been listened to in terms of action taken as a result.

 

1.2.1 Staff Absence Wholetime

It was noted that absence was calculated using the cumulative number of shifts (days) lost due to sickness for all wholetime staff divided by the total average headcount strength. This followed the National Fire Chiefs Council (NFCC) reporting methodology.

• Annual standard: Not more than eight shifts lost
• Annual shifts lost ÷ 4 quarters = 2
• Quarter shifts lost: 2.49
• Cumulative total number of shifts lost: 9.85

 

The agreed target performance level was eight shifts lost per employee per year across all staff. Actual shifts lost for both for 2025-26 was 8.70 shifts lost per employee, 0.70 above target. The negative exception report was due to the number of shifts lost per employee being above the Service target for Quarter 4 (period covered was from 1 January to 31 March 2026).

 

The agreed target performance level was 2 shifts lost per employee per quarter for wholetime staff. The actual shifts lost for the period for this group of staff was 2.49, 0.49 shifts above target for the quarter. During the same quarter the previous year, 2.23 shifts were lost, which was an increase of 0.26 shifts lost per wholetime employee compared to the same quarter last year.

 

1,493 wholetime absence shifts were lost in the quarter equalling2.49 against a target of 2.00. The number of cases of long-term absence which spanned over the total of the three months remained at 4 cases in Quarter 4. The absence reasons being mental health, musculo skeletal, hospital or post-operative, skin condition. 197 shifts were lost during the quarter as a result of the above four cases of long-term absence, this was in comparison to 46 shifts lost during the same quarter of 2024-25. These cases accounted for 0.33 shifts lost per person over the quarter.

 

There were 27 cases of long-term absence recorded within the 3 months:

• Mental health - 11
• Musculo skeletal - 9
• Other absence types - 5
• Hospital/ post-operative procedure – 2

 

In 2025-26, the agreed target performance level was 8 shifts lost per employee per year for wholetime staff. The actual shifts lost for the period for this group of staff was 09.85 which was 1.85 shifts above target for the year. During the same period the previous year, 8.28 shifts were lost which was an increase of 1.57 shifts lost per wholetime employee compared to the same period last year.

 

6,035 wholetime absence shifts were lost in the year which equated to 9.85 against a target of 8.00.

 

The increase in number of shifts lost between 2024-25 and 2025-26 were primarily explained by increased absences as a result of Musculo-skeletal and mental healthabsences. Musculo skeletal absence increased by 396 shifts lost and mental health absences by 371, which accounted for an increase in 767 shifts lost and for most of the overall 849 rise.

 

Councillor S Sidat asked whether the Service had any preventative or supportive measures in place for those staff who were sustaining Musculo-skeletal injuries at work. The ACFO commented on the fitness culture that the Service promoted, the availability of physio support and the role of the Fire Fighters charity in supporting post injury rehabilitation. 

 

County Councillor G Mirfin expressed concern regarding the number of absences and asked about the overall health of staff. The ACFO responded that the staff were very fit and healthy but that firefighters worked in a role that placed significant demands on physical fitness and required a high level of physical capability and endurance. It was noted that, in addition to their own personal fitness regimes, firefighters were required to do two hours a day of robust training exercises. As well as healthy training and fitness regimes, staff were also aware of the benefits of healthy nutrition.

 

The Group Manager – Protection also reassured members of the Service’s procedures in the event of a near miss. The Head of People – Human Resources then commented on the Service’s focus on good nutrition and gave the example of encouraging staff towards the use of air fryers to cook healthier meals.

 

The Chair asked if injuries were sustained in or out of work and the ACFO commented that either could be the case. The ACFO indicated that we now were comparing benchmark data which evidenced national trends for firefighter injuries which could be built into future reports.

 

County Councillor G Mirfin commented on firefighters’ fitness and resilience in the past compared to the present and commented that the higher incidence of mental health issues was of concern. The ACFO commented that a high level of base fitness was very important when joining the Service. Mental health-related absence was attributed to a range of factors, most commonly personal circumstances, but also workplace-related stress arising from events or incidents experienced at work. Area Manager Phil Jones noted an increase in staff experiencing trauma following attendance at distressing incidents.

 

County Councillor A Riggott enquired as to how the KPI was set and the ACFO confirmed that it was set according to a national standard.

 

The Chair asked whether most absences where typically in one block of time and the ACFO confirmed this was the case with long-term sickness cases.

 

County Councillor A Riggott commented that it would be helpful to know the percentage figures for staff who had no time off at all, against the data for staff who did have significant absences. The ACFO noted this and also shared that absence trends were monitored by the Service, to identify whether there were patterns around weekends or during school holidays.

 

County Councillor G Mirfin commented on the small number of long-term absence cases which contributed significantly to the overall figures.

 

The number of instances of absences increased at a broadly similar rate to the increase in shifts lost. The largest increases in instances related to musculo skeletal absences, which rose from 38 occurrences in 2024-25 to 67 occurrences in 2025-26, an increase of 29 separate periods of absence. Mental health absences increased from 34 occurrences to 60.

 

Absence was predominantly medically supported and longer?term, not short?term sickness. Respiratory and gastrointestinal illness remained prevalent, particularly in winter months but were typically short?term and self?resolving. The majority of time lost related to longer?term, medically supported absence, rather than repeated short?term episodes. Self-certified absences of under seven days also accounted for a significant proportion of absences with 114 occurrences which affected 109 wholetime staff.

 

The Service managed staff absence through an Absence Management Policy supported by the Human Resources (HR) system I-Trent which provided monthly absence reports to line managers and HR Business Partners. Employees absent due to a mental health or a stress related condition were referred early to the Occupational Health Unit and all returning employees had a return-to-work interview and relevant stress risk assessments. Support mechanisms included Occupational Health guidance, Trauma Risk Management (TRiM), access to an Employee Assistance Programme and the Firefighters Charity. If an employee did not return to work promptly, absence review meetings were held to explore support options such as modified duties or redeployment; outcomes could include dismissal or ill health retirement.

 

Formal review thresholds were triggered by:

• Short-term absence: three or more periods of absence in six months or 14 days
• Long-term absence: reviews at three, six, nine and 11 months.

 

During Quarter 4, 14 Stage 1 and one Stage 2 meeting were conducted.

 

1.2.2 Staff Absence On Call

This indicator measured the percentage of contracted hours lost due to sickness for all on-call contracted staff. The annual standard was for 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 was 1.47%.

 

1.2.3 Staff Absence Green Book

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

• Annual Standard: Not more than 8 shifts lost.
• Annual Shifts Lost ÷ 4 quarters: 2
• Quarter shifts lost: 1.69
• Cumulative shifts lost: 5.97

 

This was a positive exception report due to the number of shifts lost through absence per employee being below the Service target. The agreed target performance level was eight shifts lost per employee per year for Green Book staff. The actual shifts lost for the period for this group of staff was 5.97, which was 2.21 within target. During the same period the previous year, 7.22 shifts were lost which was a decrease of shifts lost compared to the same period last year.

 

During the period, January 2026 – March 2026, absence statistics showed non-uniformed personnel absence below target for the quarter, with 1.69 shifts lost in the quarter against a target of 2.00 shifts lost.

 

1,482 non-uniformed absence shifts lost equated to 5.97 against a target of 8.00 during quarter 1 to quarter 4. There were no cases of long-term absence which spanned over the total of the three months. The number of long-term absence cases recorded in the quarter remained at four in Quarter 4:

• Mental health: 3 cases
• Other absence types: 1 case

 

179 shifts were lost during the quarter as a result of the above four cases of long-term absences in comparison to 188 shifts lost during the same quarter of 2024-25. These cases accounted for 0.69 shifts lost per person over the quarter.

 

1,482 Green Book absence shifts lost in the year equated to 5.97 against a target of 8.00.

 

During 2025-26, Green Book absence was largely driven by a small number of long-term absence cases, relating to mental health conditions, Musculo-skeletal and hospital or post-operative recovery. Stress related absences related to a small number of individuals, accounting for 175 shifts lost over six individual occurrences.

 

Short-term absence due to respiratory infections, gastro-intestinal illness and headaches or migraines, followed a seasonal pattern, with higher levels in the autumn and winter.

 

In summary, absence was predominantly medically supported and longer term, not short-term casual sickness. Absence management, employee support and formal review thresholds were as detailed under KPI 1.2.1.

 

1.3.1 Workforce Diversity

This indicator measured diversity as a percentage and a combined diversity percentage of all staff. The percentages outside of the brackets represented the current quarter and the percentage within the brackets illustrated the same quarter of the previous year:

• Gender – Female 23% (21%), Male 77% (79%)
• Ethnicity – Other than white 4% (3%), White 91% (94%), Not stated 5% (3%)
• Sexual orientation – LGBT 5% (4%), Heterosexual 64% (57%), Not stated 31% (39%)
• Disability – Disability 4% (3%), No disability 93% (94%), Not stated 3% (3%)

 

1.3.2 Workforce Diversity Recruited

This indicator measured workforce diversity recruited as a percentage. The percentages outside of the brackets represented the current quarter and the percentage within the brackets illustrated the same quarter of the previous year:

• Gender – Female 26% (32%), Male 74% (68%)
• Ethnicity – Other than white 4% (5%), White 86% (90%), Not Stated 10% (5%)
• Sexual Orientation – LGBT 3% (8%), Heterosexual 83% (87%), Not stated 14% (5%)
• Disability – Disability 3% (4%), No disability 88% (94%), Not stated 9% (2%)

 

During Quarter 4, there were a total of 37 new recruits. The ACFO reported that the recruitment figure was generally consistent each quarter. 

 

1.4 Staff Accidents

This indicator measured the number of accidents which occurred to staff members at work within the quarter. Total number of staff accidents was 11 for quarter 4; year to date 55; previous year to date 61. Quarterly activity increased 31.25% (5 incidents) over the same quarter of the previous year. Year to date activity decreased 9.84% over the same period of the previous year.

 

2.1 Risk Map

This indicator measured the fire risk in each Super Output Area (SOA). 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 annual standard was to reduce the risk in Lancashire – an annual reduction in the County risk map score.

 

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

 

The current score was 30,532 and the previous year’s score was 30,750 which meant that the fire risk continued to reduce.

 

County Councillor G Mirfin and County Councillor A Riggott asked whether more detail could be provided in the report about changes to the risk profile of particular areas.

 

2.2 Overall Activity and Breakdown

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 such as missing person searches on behalf of Lancashire Constabulary (LanCon) and gaining entry incidents at the request of the North West Ambulance Service (NWAS).

• Incidents attended year to date - 17,663
• Previous year to date - 16,939
• Quarterly activity decreased 5.80% over the same quarter of the previous year.

 

In Quarter 4, the Service attended 3,786 incidents. The report presented a chart which represented the count and percentage that each activity had contributed to the overall quarter’s activity:

• False Alarm incidents made up 45% of activity. Fire alarm due to apparatus incidents accounted for 28% of incidents, good intent false alarm 16%, and malicious false alarms accounted for 1%.
• Fire Primary incidents encompassed Accidental Dwelling Fires, which accounted for 45% of primary fires (KPI 2.3).
• Fire Secondary incidents, caused by either a deliberate or accidental act, or the cause was not known. Deliberate fires mainly involved loose refuse and accounted for 51% of secondary fires, with 49% due to accidental or not known cause.
• Special Service incidents were made up of many different activities, so only a selection of types, such as Gaining entry to a domestic property on behalf of NWAS and Road Traffic Collisions (RTC), effecting entry, flooding incidents can be shown. Types of other types ranged from hazardous materials incidents, to spill and leaks or advice only.

 

Councillor B Langford enquired as to whether the Service charged fines for false alarms caused by faulty apparatus. The ACFO confirmed the Service did not do so. The Group Manager - Protection shared that these call outs might include those from hospitals or from vulnerable, elderly individuals in sheltered accommodation and therefore the practice was not to issue fines. It was noted that the approach was different for commercial premises that generated false alarms and they received informal communications and advice to check their apparatus to avoid any recurrence. Prevention and protection work was also undertaken with organisations. The incidence of false alarms tended to decline following this informal approach to communications.

 

The Chair suggested a campaign could be useful to raise awareness about issues with false alarms and reduce incidences going forwards as any reduction would save the Service money. The ACFO commented that the Service tended to prefer to work directly with repeat offenders.

 

County Councillor G Mirfin asked for more detailed information on false alarms by district if possible. The Group Manager - Protection commented that he would share this outside the meeting. 

 

County Councillor J Tetlow enquired whether other Services charged for false alarm calls as without fines there were no real sanctions or incentives for those responsible for the false alarms to take the appropriate remedial action. The Group Manager - Protection commented that some services do issue fines, but for LFRS it would be an additional resource requirement and therefore LFRS preferred to use the current approach to deter false alarms. County Councillor J Tetlow suggested that this activity could be outsourced and did not necessarily need to be undertaken by Service staff. County Councillor J Tetlow added that, although LFRS excels in many areas, this could be an opportunity to learn good practice from other services.

 

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, 178 in Quarter 4
• Year to date 742; previous year to date 690
• Quarterly activity had increased 3.49% over the same quarter of the previous year.

 

The ACFO shared that the hot weather period in Q1 saw an increase in accidental dwelling fires due to spread from outdoor fires. Cooking related incidents had also been prevalent which had led to a social media educational campaign. There was discussion of the increasing incidence of fires caused by air fryers, although the overall source for domestic fires still tended to be white goods.

 

The Chair asked how air fryers could ignite. The Group Manager - Protection responded they could be switched on for too long, overfilled, had the wrong materials placed inside or were not positioned appropriately.

 

Councillor B Langford commented that there could be issues with faulty models. The Chair asked if there should be a campaign about safer use of air fryers. The Group Manager - Protection responded that the Service issued regular communications and campaigns about cooking related issues. The Chair asked for statistics regarding how many fires are related specifically to air fryers – the request was noted.

 

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 5; previous year to date 6
• Injuries appear Serious - 10 in Quarter 4; year to date 17; previous year to date 7
• Injuries appear Slight - 8 in Quarter 4; year to date 27; previous year to date 31

 

County Councillor J Tetlow asked whether there was a common cause for fatalities. The ACFO responded that the elderly and people who lived alone could be more susceptible to fire. Concern was expressed about the tendency for elderly people to use flammable blankets and sit too close to heating appliances in order to keep warm which increased the risk of fire. County Councillor J Tetlow suggested a winter campaign to promote heated blanket use as they were very effective at heating the individual and very energy efficient. 

 

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

The KPI related to the extent of fire, heat and smoke damage recorded at the time the STOP message was sent and included all damage types. The table provided in the report gave a breakdown of fire severity at ADFs, with a direction indicator comparing the current quarter to the same quarter of the previous year. The percentage for Quarter 4 was noted as 88%, an increase of 3.25% over the same quarter of the previous year.

 

2.4 Accidental Building Fires (ABF) – Commercial Premises

The KPI related to the number of primary fires (48 in Quarter 4) where a building had been affected, other than a dwelling or a private building associated with a dwelling, and the cause of fire recorded as Accidental or Not known. Quarterly activity decreased had 26.15% over the same quarter of the previous year.

 

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

This indicator related to the extent of fire, heat and smoke damage recorded at the time the STOP message was sent and included all damage types. The table in the report provided a breakdown of fire severity at ABFs, with a direction indicator comparing the current quarter to the same quarter of the previous year. The percentage for Quarter 4 was noted as being 73% and it was noted that the combined quarterly percentage had decreased 3.45% over the same quarter of the previous year.

 

2.5 Accidental Building Fires (Non-Commercial Premises)

This indicator related to 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 has recorded as Accidental or Not known. Quarter 4 activity was noted as comprising of 14 incidents, 110 in the year to date (previous year’s Quarter 4 total was 13, previous year to date 71.)

 

2.5.1 ABF (Non-Commercial Premises: Private Garages and Sheds) – Harm to property: Extent of damage (fire severity)

This indicator related to the extent of fire, heat and smoke damage recorded at the time the STOP message was sent and included all damage types. As the property types of sheds and garages were typically a single room construction, there was an increased likelihood that the whole building was affected. The figure for Quarter 4 was noted at 29%, the combined quarterly percentage had increased 13.19% over the same quarter of the previous year.

 

2.6 Deliberate Fires Total: Specific performance measure of deliberate fires

This indicator related to the number of primary and secondary fires where the cause of fire has been recorded as deliberate. The Quarter 4 figure was 293 (2,064 year to date). Quarterly activity decreased 34.74% over the same quarter of the previous year.

 

2.6.1 Deliberate Fires – Dwellings

This indicator related to the number of primary fires where a dwelling was affected and the cause of fire has been recorded as deliberate. The Quarter 4 figure was 10 (year to date 67). Quarterly activity had decreased 52.38% over the same quarter the previous year.

 

2.6.2 Deliberate Fires – Commercial Premises

This indicator recorded 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. A second incident activity line was shown which excluded Crown premises which fell outside of the Fire Service’s legislative jurisdiction. Quarter 4 activity was noted as being comprised of 20 incidents, 137 year to date. Quarterly activity had decreased 47.37% over the same quarter of the previous year.

 

In terms of deliberate fires which occurred in Crown premises, there was discussion of the launch of fire prevention, education and self-safety programmes for prisoners. Councillor S Sidat asked whether the Service had the ability to monitor released prisoners who had previously set fires in prison. The ACFO commented that it was difficult when a person moved outside the area but that there would be a move to a person-centred rather than an address based area-focused approach going forward.

 

County Councillor J Tetlow asked about the use of vapes to set fires in cells and enquired why these were made available to prisoners. The Group Manager – Protection and ACFO confirmed that it was not possible to ban access to or use of vapes by prisoners. There was however a collaborative approach with the prison service to consider ways to mitigate the risks of vape usage in cells.

 

2.6.3 Deliberate Fires – Other (Rubbish, grassland, vehicles)

This indicator recorded the number of primary and secondary fires where the property type was other than a building, except where the building was recorded as disused, and the cause of fire recorded as deliberate. The majority of deliberate fires were noted as being outdoor secondary fires and included grassland and refuse fires. Abandoned vehicle fires were also included under secondary fires.  There had been 263 incidents in Quarter 4 and 1860 in the year to date.  Quarterly activity had decreased 32.56% over the same quarter of the previous year.

 

2.7 Home Fire Safety Checks (HF SC)

This indicator showed the percentage of completed HFSCs, excluding refusals, carried out by LFRS personnel in the home, where the risk score was determined to be high.Quarterly activity was noted as being 54%, an increase of 11.1% against the same quarter of the previous year, whilst the high-risk outcomes remained static.

 

2.8 Prevention Activities delivered

The ACFO spoke about the incredibly high prevention and education engagement the Service had with different groups via a range of strategies and programmes. The various road safety programmes were detailed in the report to follow later in the meeting.

 

2.9 Business Fire Safety Checks

This indicator recorded the number of Business Fire Safety Checks (BFSC) - interventions which looked at different aspects of fire safety compliance and included risk assessments, fire alarms, escape routes and fire doors. If the result of a BFSC was unsatisfactory, fire safety advice was provided to help the business comply with The Regulatory Reform (Fire Safety) Order 2005. If critical fire safety issues were identified, a business safety advisor conducted a follow-up intervention. Quarter 4 activity was recorded as being 810; cumulative year to date activity was 3060; 2774 checks were judged satisfactory and 286 were unsatisfactory. This was a positive exception as the number of completed Business Fire Safety Checks (BFSC) was greater than 10% of the quarterly target, and the cumulative year to date target.

 

2.9.1 Fire Safety Activity

This indicator showed the number of Fire Safety Enforcement inspections carried out within the period. These inspections supported businesses to improve and become compliant with fire safety regulations or would result in the taking of formal action of enforcement and prosecution of those that failed to comply. Formal activity was defined as one or more of the following: enforcement notice or an action plan, alterations notice or prohibition notice. Quarterly activity remained static against the same quarter of the previous year at 5%.

 

2.10 Building Regulation Consultations (BRC)

With regards to Building Regulations, it was noted that if a business intended to carry out building work it had to do so in accordance with the requirements of current Building Regulations. There were two building control bodies that were able to be used, the Local Authority or an Approved Inspector. These bodies were responsible for ensuring compliance with building regulations which generally applied when:

·         Erecting a new building

·         Extending or altering an existing building

·         Providing services or fittings in a building

·         Altering the use of a building

 

The purpose of the consultation process was noted: If the Regulatory Reform, Fire Safety Order 2005 (FSO), applied to the premises, or would apply following the work, the building control body must have consulted with LFRS. LFRS would then comment on FSO requirements and might also provide additional advice relevant to the building type which, if adopted, would enhance safety or resilience (for example, use of sprinklers). LFRS did not have the authority to enforce building regulations but could offer observations to the building control body regarding compliance if it was felt the proposals might not comply. In addition to securing a safe premises, an important outcome of the process was to ensure that the completed building met the requirements of the FSO once occupied, so that no additional works were necessary.

 

County Councillor A Riggott enquired as to whether there could be additional detail provided in future reports on the number of consultations progressed by the Service before planning decisions were made.

 

3.1 Critical Fire Response – 1^st Fire Engine Attendance

This indicator was in relation to critical fire incidents which were defined as incidents likely to involve a significant threat to life, structures or the environment. Response standards, in respect of critical fires, were variable and determined by the risk map (KPI 2.1) and subsequent risk grade of the Super Output Area (SOA) in which the fire occurred. The response standards 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 Service achieved set standards when the time between the ‘Time of Call’ (TOC) and ‘Time in Attendance’ (TIA) of the first fire engine which arrived at the incident, averaged over the quarter, was less than the relevant response standard. The Quarter 4 response time average was noted as 7:46 minutes which the ACFO commented was extremely fast.

 

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

This indicator related to critical special service incidents which were non-fire incidents where there was risk to life, for example, road traffic collisions, rescues and hazardous materials incidents. For these incidents there was a single response standard which measured call handling time and fire engine response time. The response standard for the first fire engine which attended a critical special service call was 13 minutes – the quarter response was noted as being 9:05 minutes (the year to date response time was 8:49 minutes, compared to previous year to date of 8:46 minutes).

 

3.3 Fire Engine Availability

The ACFO commented that there would be a report presented later in the meeting specifically related to this KPI.

 

4.1 Progress Against Allocated Budget

This indicator was regarding the total cumulative value of the savings delivered to date compared to the year’s standard and the total. As a public service, LFRS were committed to providing a value for money service to the community and was committed to maintain spending within the set budget.

 

The 2025-26 revenue outturn position was £77.2 million against a £77.5 million net annual budget. The £0.3 million saving was mainly attributable to savings on pay due to carrying vacant posts.

 

The 2025-26 capital outturn was £6.2 million against a revised budget of £7.1 million. The remaining £0.9 million would slip into 2026-27. Extended lead times and resourcing shortfall ensued the slippage.

 

4.2 Partnership Collaboration

This indicator provided an update on work with partners.  The ACFO commented on various strands such as:

• Leadership Development – opportunities for work with other Blue Light organisations who faced similar leadership challenges as well as an established coaching and mentoring network.
• Health and Wellbeing – an example given was The Firelight Project developed by Cuerden Valley Park Trust in collaboration with LFRS, Lancashire Police and North West Ambulance Service (NWAS). The project aimed to establish a mental health and wellbeing hub within Cuerden Valley Park which provided support to those serving in Blue Light and associated services. In March, LFRS had the privilege of taking part in the inaugural Experience Day, with the pilot programme launched on 29 April 2026.
• Estates and Co-location – the initiative between LFRS, NWAS, and LanCon aimed to identify opportunities for shared sites, enhancing collaboration and value for money. Successful co-location at Lancaster, St Annes, Darwen, Preston, and other Fire Stations had improved operational efficiency and fostered stronger inter-service relationships, ultimately benefiting Lancashire communities. The group had also proved successful in providing an understanding of each organisation’s structures, processes, procedures and planned change in relation to the Estate and Asset Management. Current work included sharing of Fire Safety best practice from LFRS.
• Fleet – it was reported that Heads of Fleet departments across the three services met regularly and shared best practice, information and standards. Work took place to identify areas of similarity where collaboration would be beneficial and ensured that interoperability was factored into any strategic fleet decisions. A specific workstream was looking at the introduction of electric vehicles into the fleet and the shared access to charging infrastructure.
• Recruitment – was the most recent subgroup set up with HR representatives from all three services. This group looked at opportunities for joint recruitment initiatives, improvements to vetting and reference protocol, reviewed best practice for supporting applicants with neurodiverse conditions and considered cost saving collaboration through shared recruitment events and recruitment material.
• Procurement – the LFRS Procurement department operated with several public sector collaborative procurement streams. Recent examples where savings have been made included the procurement of fire ground radios, Altberg boots (worn by all operational personnel) and gym equipment purchase.A blue light savings tracker was maintained by procurement to keep track of these savings. LFRS were currently undergoing a process to introduce new Breathing Apparatus sets across the service. These sets were purchased as part of a regional procurement process which offered not only value for money, but also improved resilience, standardisation, interoperability and governance across multiple organisations.

 

The Chair asked whether there was progress with Lancashire County Council in terms of collaboration and use of some of their sites. The ACFO responded that the Director of Corporate Services (LFRS) had looked at a number of suggested sites and felt they needed significant investment but that discussions continued about the options available for co-location and shared sites to be discussed in the capital working group.

 

County Councillor G Mirfin asked for a copy of the updated Blue Light collaboration document – the request was noted by the ACFO.

 

In terms of Fleet collaboration, County Councillor G Mirfin commented that there were many maintenance facilities in Council highways yards and there could be an opportunity for a shared service model. County Councillor G Mirfin suggested this was an area where economies could be made.

 

Regarding procurement, County Councillor G Mirfin expressed interest in finding out more detail about the partners with whom the LFRS procurement department collaborated and commented that it could be useful for them to engage in some joint procurement exercises with Lancashire County Council. The ACFO commented on the tight parameters the Service worked on within procurement and the usage of Blue Light frameworks. County Councillor G Mirfin enquired whether there could be improvements made to the procurement cycle in terms of tendering timeframes and indicated that there were Members with experience in this regard. The ACFO noted the comments for sharing with the Director of Corporate Services (DoCS).

 

4.3 Overall User Satisfaction

This indicator recorded the percentage of people who were satisfied with the service received from the total number of people surveyed. The Quarter 4 figure was noted as 98.56% which was above Service standard of 97.5%. It was noted that the people surveyed include those who had experienced an accidental dwelling fire, a commercial fire, or those who were present at a special service incident. During the quarter, 100 people were surveyed; 98 responded that they were very or fairly satisfied.

 

County Councillor J Tetlow asked about the nature of negative user feedback and the ACFO gave an example of when the Service had gained entry to premises in support of the NHS Ambulance Service in cases of medical emergency and the resident of the property had objected.

 

Resolved: - That the Committee noted and endorsed the Quarter 4 Measuring Progress report, including two positive and one negative exception.