STR ATEGIC PL A N: 2016 - 2019 What we will be doing differently ✓ We will work closely with local communities to assist them to be as well prepared as they can be for the risks in their local area. We will support local solutions to minimise those risks and encourage community representatives to work with us to identify those most at risk and pre-plan how they can be kept as safe as possible. When people and businesses have been affected by a fire or other emergency, we will help them to recover. We will signpost people who have been affected by emergency incidents to help with rehousing and repairing damaged We will learn from every incident and promote this learning to our communities and partners. As with all public sector organisations, we will need to reduce how much we spend and make some tough decisions to ensure we provide a cost-effective service, delivering value for money in everything we do. We will be a smaller organisation but this will not have reduced our level of service as we will work more efficiently and effectively than we did before. The roles and responsibilities of our employees will be more varied and our training and development programmes will be to the highest standard, ensuring our staff have the skills to carry out their more varied roles successfully and safely. Our new state of the art control room is second to none and we continue to develop collaborative arrangements with other fire and rescue services to ensure we continue to meet our excellent response standards. These will be delivered from this new facility. As a 24/7 organisation, new alternative shift patterns and working arrangements for all staff will provide more flexibility and enable the right services to be available when they are needed, while non-operational staff for example, will be trained to provide operational resilience. We will work together, regardless of role to ensure first class delivery is backed up by first class service support. All our staff will be fitter, healthier and happier and as a result, our sickness levels will be lower, with fewer work-related injuries. 5
STR ATEGIC PL A N: 2016 - 2019 4.What we are all Everything we do is about “Safer Communities and Safer Firefighters”. To deliver this we are committed to maintaining our focus on the management of the risks identified in our Integrated Risk Management Plan and in our day to day activities and interactions with the community. Our long term Vision for the Service will see us do this even more effectively and is what this Plan is working towards. We primarily achieve this through: Preparing our communities to be able to deal with the effects of fires and other emergencies that do occur so they are able to help themselves, and those who are most vulnerable. Preventing fires and other emergencies occurring, by successfully engaging with our communities, and minimising the effects if they do occur by promoting safety measures. Protecting our communities, through advice to businesses and legal enforcement against those who do not comply with fire safety legislation. Responding to emergencies quickly, with highly effective people, equipment and procedures. Recovering by helping our communities get back to normal when fires and other emergencies do occur. “Everything we do is about delivering Safer Communities and Safer Firefighters” 7
STR ATEGIC PL A N: 2016 - 2019 Three key strategies and our Governance Framework help us to focus our efforts and resources to achieve our Strategic Objectives. Our Operations Strategy Ensures that our fire engines and operational resources are able to respond effectively to the risks we have identified in the Integrated Risk Management Plan. Preventing loss of life and injuries from emergency incidents Responding quickly and effectively to emergencies when requested Our Community Safety and Inclusion Strategy Helps us and our communities work together to reduce the risks identified in the Integrated Risk Management Plan. Preventing loss of life and injuries from emergency incidents Reducing risk in our communities Our People Strategy Ensures that we have the people developed in the right way to deliver our objectives. Preventing loss of life and injuries from emergency incidents Continuing to develop a committed, skilled and safe workforce Making the best use of the resources we have Our Governance Framework Ensures we do the right things, in the right way, for our communities and that our self-awareness helps us deliver services as effectively and efficiently as we can, make effective use of technology and provide value for money to the people we serve. Preventing loss of life and injuries from emergency incidents Making the best use of the resources we have Effective Governance, Financial Management and Self Awareness 11
STR ATEGIC PL A N: 2016 - 2019 Strategic Objective 2 ‘Responding quickly and effectively to emergencies when requested’ Making an emergency response is the last resort action of the fire and rescue service, but is necessary because our prevention and protection activities cannot totally remove the risks that lead to fires and other emergencies happening. Having effective arrangements in place to respond to emergencies is therefore critical for both public and firefighter safety. Through our approaches to effectively managing risk we will make sure that we have the right resources in the right place at the right time. How will you know if we are achieving this objective? We have challenging Emergency Response Standards shown below, which are approved by the Fire Authority. Detail on the risk areas can be found in our Integrated Risk Management Plan. Firstly, we will send two fire engines to every fire in a home and to road traffic collisions (RTCs). On at least 90% of occasions, the first fire engine will be there in the following times: High Risk Area 8 Minutes Medium Risk Area 12 Minutes Low Risk Area 20 Minutes RTC in any area 15 Minutes This is SPI 16a. Secondly, on at least 80% of occasions we will get a second fire engine to the incident within five minutes of the first one arriving. This is SPI 16b. We will report on progress against the Operations Strategy. What will we be doing in the next three years? ✓ We will continue to work closely with three other Fire and Rescue Services (Lincolnshire, Norfolk and Hertfordshire) in an East Consortium, to provide more efficient and resilient arrangements for handling emergency calls and mobilising operational resources. ✓ We will continue to increase the variety and capability of our operational vehicles and equipment, to make sure they can meet future ✓ We will continue to implement the changes which resulted from approval of our Operational Efficiency Programme (OEP). We are currently expanding our First Responder medical response to North and North East Lincolnshire. Through our approaches to effectively managing risk we will make sure that we have the right resources in the right place at the right time. 13
STR ATEGIC PL A N: 2016 - 2019 Our Community Interest Company (HFR Solutions) has generated significant amounts of income and we hope to build on that success by delivering a wider range of contracts. Promote the benefits and installation of automatic sprinkler systems Following an extensive period a public/private partnership has been established in Hull to install portable domestic sprinkler systems in the homes of those most at risk from fire. Our intention is to work with partners in all of our Local Authority areas to try and make this a Service wide arrangement. Exploring ways to generate income Our Community Interest Company (HFR Solutions) has generated significant amounts of income and we hope to build on that success by delivering a wider range of contracts. Exploring opportunities to use our estate in a shared or collaborative way Many of our premises are used by the community and other service providers, including the Community First Responders, Community Groups, Red Cross Fire and Emergency Support Service and Princes Trust. We have also started a project to deliver a joint workshop facility with Humberside Police for emergency vehicle maintenance. Reviewing our arrangements for governing the Authority and Service In April 2014 HFA decided to refresh the terms of reference for the HFA’s Governance, Audit and Scrutiny Committee (GAS). The newly constituted GAS Committee makes observations to HFA in the areas of governance, internal control and risk management, internal and external auditing, performance risk and programme management as well as scrutinising the decisions of HFA. Improving our Information Communications Technology Investment in our Wide Area Network (WAN) has significantly improved information transfer speed for fire engine mobilisation and our ability to introduce mobile working. 23