Community Safety Strategy 2011/12 â€“ 2014/15 (Incorporating Corporate and IRMP plans)
County Durham and Darlington Fire and Rescue Authority
Safest People, Safest Places
Contents Part 1 – Background and Information Page 1 Part 2 – Understanding and Managing the Risks in County Durham and Darlington Page 5 Part 3 – Challenges Facing County Durham and Darlington Fire Authority Page 14 Part 4 – Aligning Resources to Risk Page 16 Part 5 – Our Four Year Plans Page 19 Part 6 – Combined Fire Authority Members Page 28 Part 7 – Organisational Structure Page 30 Part 8 – Consultation on our Plans Page 31 2011/12 Improvement Plan Page 32
Part 1 - Background and Information Welcome to County Durham and Darlington Fire and Rescue Authority’s Community Safety Strategy which incorporates the Integrated Risk Management Plan (IRMP).
This strategy sets out how the Authority will work towards its vision of
Councillor Gordon Tennant Chairman County Durham and Darlington Fire and Rescue Authority
Safest People, Safest Places. County Durham and Darlington Fire and Rescue Authority has been very successful in reducing the risks that face local people and local businesses. The Authority has worked with local people, partners and stakeholders to improve it’s prevention services whilst ensuring it responds to emergencies efficiently and effectively. The next four years are likely to be the most challenging the Fire Authority has faced in recent history. Resources from Government are being reduced significantly whilst risks continue to change. This strategy sets out how County Durham and Darlington Fire and Rescue Service will respond to these challenges and how it will change the way services are delivered with the aim of ensuring that reduced financial resources do not result in increases in risk to local communities. The Fire Authority has produced this strategy to enable local people to see how their fire and rescue service will work with them, and with partners, to ensure that local communities are safe. The strategy includes information on the Authority’s vision, aims and objectives, where it needs to improve and the resources that it has available to deliver its services. Delivering on our vision of Safest People, Safest Places is the focus of this strategy. For the next four years the Authority has committed to this vision and will work with local people in County Durham and Darlington to make sure that they are safe.
Susan Johnson Chief Executive County Durham and Darlington Fire and Rescue Service
Introduction County Durham and Darlington Fire Authority’s
also includes our Integrated Risk Management
Plan proposals for the operational elements of the Service. The Strategy is aligned to achieving our
Safest People, Safest Places
vision of Safest People, Safest Places and includes the following information:
The Authority is focused on managing risks and ensuring that resources are allocated efficiently
▪ The aims and objectives that will help to
and effectively to reduce the number of emergency
deliver the Authority’s vision.
incidents and the associated risk of injury or death in the local area. This Community Safety Strategy
▪ An analysis of risks, including those in
local areas and how these are being managed.
Management Plan (IRMP), which sets out details of the operational risks facing local communities and
▪ How the Authority intends to reduce risks.
how the Authority proposes to reduce the risk of injury or harm.
What is the Community Safety Strategy? The Community Safety Strategy is the Authority’s key strategic document that sets out how it will provide its services over the next four years. This Strategy sets out where we want to be and
▪ How resources will be prioritised. ▪ How performance will be measured, monitored
Vision, Aims And Objectives Our Strategy on
To help us pursue our vision, we have three aims which are underpinned by seven objectives. VISION
SAFEST PEOPLE, SAFEST PLACES
PROTECTING AND PREVENTING
DEVELOPING MOTIVATED PEOPLE TO DELIVER EFFECTIVELY
VALUE THROUGH SUSTAINABLE IMPROVEMENT
Identify and Reduce Risks
Respond Effectively and Competently
Define and Deliver our Role in the Community
Invest in the skills and potential of our People
Optimise the Contribution of our People
Develop an Organisation that is Fit for Purpose
Deliver Value for Money
All of the work that we undertake as a Fire Authority
Throughout the remainder of this strategy we have
is targeted at ensuring that our aims and objectives
identified how our work links to our strategic aims
are achieved. Our performance is also measured
by use of the three symbols. This makes it easier
against our three aims, so that we can see at a
to see how our work is targeted at our aims and
glance how well we are doing and where we need
where our improvement plans are focused.
to make improvements in specific areas. The diagram clearly demonstrates how our vision, aims and objectives link together.
Planning and Performance The
Framework We have a number of supporting strategies that
Our annual improvement plans (which are either
provide details of how we will work towards meeting
Station plans or Section plans) provide detailed
our aims and objectives and ultimately our vision.
improvement actions which show exactly what we
These strategies focus on ensuring that we have the
are doing to improve services on an annual basis.
appropriate people, skills and physical resources in the right place at the right time.
COMMUNITY SAFETY STRATEGY
RISK AND PERFORMANCE MANAGEMENT
SAFEST PEOPLE, SAFEST PLACES
STATION AND SECTION PLANS
Our strategies and plans can be accessed from our website at www.ddfire.gov.uk
Part 2 - Understanding and Managing the Risks in County Durham and Darlington This section of the Community Safety Strategy provides information on our approach to gathering information on risk. By understanding the risks in our local communities and understanding why they exist, we can allocate our resources as effectively and efficiently as possible and reduce these risks through our prevention and protection work.
Identifying the risks in our local communities There are a number of factors that need to be considered in assessing risks in local areas. We try to gain as broad an understanding of risk as possible by considering those issues that are likely to have an impact on the safety and wellbeing of residents. The following diagram sets out how we build up a picture of risks in our local communities.
UNDERSTANDING THE LOCAL AREA
BEING AWARE OF DEMOGRAPHICS IN LOCAL AREAS
IDENTIFYING GENERIC RISKS IN OUR COMMUNITIES
IDENTIFYING MORE SPECIFIC RISKS IN OUR COMMUNITIES
WORKING WITH PARTNERS TO UNDERSTAND WIDER RISKS
Understanding the local
County Durham and Darlington is in the North East
Further regeneration is taking place in other local
of England and covers an area of almost 2,460
areas such as Spennymoor, Bishop Auckland and
square kilometres. Durham City and the larger
more recently with the Hitachi project in Newton
industrial and commercial towns are in the east
of the area; in contrast the west is predominantly rural consisting of open moor land and wooded river
Tourism plays an important part in the local
valleys and is sparsely populated. Darlington, our
economy. Key attractions such as the World
largest town, lies in the South and is undergoing
Museum, the North Pennines and the Durham
County Cricket Ground at Chester-le-Street attract With good transport networks, the area is accessible
thousands of visitors each year.
by rail via the East-Coast mainline, by road via the A1 (M) and A19 and by air via Newcastle and
The growing number of business and industrial
Durham Tees Valley International Airports.
developments such as NETPark contribute to the local economy and provide new areas of work for
Over the last twenty-five years the traditional industries,
manufacturing, have disappeared and have been
Durham has a world class University, and the
replaced by high-tech factories and modern business
parks in towns such as Peterlee and Sedgefield.
contribution to the local area.
Demographics and the Effects of Deprivation Today, 606,800* people live in County Durham and Darlington, with just under half of these being in work. These population figures, whilst remaining fairly static in recent years, have decreased since the 1970â€™s in line with the national trend. The population comprises approximately 51% females and 2.2% ethnic minorities; 21.8% are under 18 and 16.6% are over 65. ** Many parts of the area have housing stock that is sub-standard, falling below accepted decency levels. The area also has poor health statistics and low life expectancies. Economic activity in the area is low â€“ almost 10% lower than the national average and, despite real improvements in recent years, educational attainment is also below the national average. Clearly these factors contribute significantly to the alarming and unacceptable levels of social deprivation observed in our area. According to national statistics County Durham and Darlington has 12.8% of its areas in the top 10% most deprived; 29.8% in the top 20% most deprived; and 46.5% in the top 30% most deprived. These factors impact on the risk profile for County Durham and Darlington and, therefore, help us to determine where we need to allocate resources in order to mitigate these risks.
* ONS mid 2009 population estimates ** Government Census 2001
The Generic Risks in County Durham &
Darlington There are a number of risks that face all of our
from flooding. In recent years this risk has increased
communities. Through our previous experience and
nationally. Locally we have a number of areas within
our consideration of possible future events, we can
County Durham and Darlington that have been
build up a picture of these generic risks.
subject to localised flooding. We have used our
Risk of death, injury or loss from fire A risk that faces all of our communities is that related to fire. One of our main reasons for providing
national resilience assets (see Resources section of the strategy) to deal with localised flooding in the Derwentside and Durham areas.
services to our local communities is to mitigate this
Risk of Terrorist Activity
risk through our prevention and protection services.
Events over the last few years both at home and
The degree of risk varies depending on the local
abroad have raised the risk of terrorist activity
area and on the individual people and lifestyles
impacting on our society. The Fire and Rescue
within the local area.
Service plays a major role in protecting the
Risk of death or injury from road traffic collisions
community in the event of such an incident.
We have a number of major road networks in
Outbreaks of pandemic flu represent a national
our local area that present a risk of road traffic
risk that will impact locally in County Durham and
collisions, as well as many rural roads which also
Darlington. High numbers of cases represent a risk
present a risk. We need to ensure that we mitigate
to local people, businesses and the economy.
these risks through our protection and prevention services. We have joint protocols in place with
partners to deal with any major transport related
Industrial accidents pose a specific risk at individual
premises and a wider risk to local communities
Risk of extreme weather
depending on the type of accident. We provide fire safety advice to local businesses as part of
An increasing risk relates to extreme weather. This
our prevention and protection services and we are
includes risk of death, injury or loss in particular
equipped to respond to incidents that occur.
Specific Risks in County Durham & Darlington We are aware that there are different risks that are
and several large housing estates. The A1M
specific to certain parts of our area. We manage
motorway passes the outskirts of Darlington and
these risks through our District structure which
the East-Coast mainline passes through the town
enables us to target our resources based on local
and serves a major rail station. Barnard Castle is
predominantly rural with small scale residential
Wear and Tees District (Bishop Auckland, Stanhope and Middleton in Teesdale Fire Stations) The Wear and Tees District area is located in the
areas, a hospital, a young offenders prison as well as Bowes Museum, a major heritage site housing many important works of art. The town is also home to a large scale chemical production site.
Darlington. There is a mix of industrial, commercial,
Easington District (Peterlee, Seaham and Wheatley Hill Fire Stations)
residential and rural areas that represent a varied
The Easington District includes concentrated areas
range of risks that need to be managed effectively.
of population and industrial estates in Peterlee and
This includes a number of large industrial estates,
Seaham. A number of industrial sites are located
large scale industry, water risks relating specifically
within the District area with their own specific risks
to Stanhope and Middleton, a number of important
and the busy Newcastle to Middlesbrough railway
roads and a number of large social housing estates
line runs through the area. The A19 road network
that do not meet modern standards.
and a number of rural roads further contribute to
heart of the area covered by County Durham and
Derwentside District (Consett and High Handenhold Fire Stations) The specific risks identified within the Derwentside District area relate to a significant level of low quality housing and a large number of older terraced properties. The area also includes three large hotels and sites of specific interest. Local industry consists of traditional light engineering and more modern service industry sites.
Darlington District (Darlington and Barnard Castle Fire Stations) Darlington is a large market town with a large population. The Darlington area comprises large scale industrial, commercial and residential areas resulting in a broad mix of risks. There are a large number of Houses in Multiple Occupation (HiMO)
the diverse risks within the Easington District area.
Sedgefield District (Newton Aycliffe, Spennymoor, Sedgefield Fire Stations)
of Durham as well as three hospitals. There are
The area is comprised of significant industrial
of modern retail and manufacturing facilities
risks, particularly in Newton Aycliffe and includes
interspersed with more traditional industries. The
a number of concentrated areas of population.
River Wear runs through the District area and the
The industrial estate located in Newton Aycliffe
busy Durham railway station is an important link
area incorporates a number of large industrial,
on the east coast mainline. The city is also served
engineering and commercial sites. Communities
by the main A1M motorway which runs by the
are served by some of the Countyâ€™s busiest roads
outskirts of Durham.
including the A1M and the East-Coast railway line runs through the District area.
Durham and Chester-le-Street District (Durham and Crook Fire Stations) The significant risks managed within this District include the Cathedral heritage site, the University
also three prisons within the area. New local industrial estates have been established consisting
Further details of the specific risks in local areas are available from our District plans which are available from our website.
Specific Risk Groups Within our local communities there are specific
Specific Road Traffic Collision Risks
groups of people that we know represent a higher
We know that young drivers are more likely to be
than average risk. These higher risk groups are
involved in a road traffic collision and suffer harm.
outlined in this part of the strategy.
People that ride motorbikes and the elderly are also more at risk from a road traffic collision. We work
Specific Fire Risks
closely with partners on prevention and education
We have analysed the people that are most at risk
activities to attempt to ensure that these drivers are
from fire in our local communities.
made aware of the risks that they face when they are on the roads in County Durham and Darlington.
We work closely with our partners to identify the most vulnerable people and we take action together
Emergency Response Standards
to reduce these risks.
Our published response standards are set out below. We will attend 70% of all domestic and non domestic building fires within 8 minutes, and 90% within 11 minutes.
We will attend 75% of all road traffic collisions within 11 minutes, and 90% within 15 minutes. Â
People who Live Alone
Targeted Action to Reduce Risk
People with Mental Health Issues
People who Smoke
People with No Family
We review these standards on a regular basis to ensure that we take account of any changes to risk in local communities. Over the life of the strategy we will need to consider our response standards in light of changing risks and reduced resources. We will consult on any proposed changes to our response standards.
Working in Partnership to Understand Risks The Fire and Rescue Service is a trusted partner. We work closely with other public services in County Durham and Darlington to understand the wider risks facing local communities.
We cannot protect our local communities on
the long term and how partner agencies will work
our own. We have increasing evidence to show
to deliver those priorities. This is an important
that most people who are vulnerable are usually
document as it shapes the work of all partners
vulnerable across a range of different risks. With
in the area and influences how they will use their
this in mind all local authorities have a duty to
resources to make improvements for local people.
work with key partners to produce a Sustainable
The strategy also shows central government that
Community Strategy (SCS) to show how they will
partners have a clear shared vision for the future of
work together to improve the economic, social and
the area and have set clear priorities for action. It
environmental wellbeing of the area. The SCS sets
encourages businesses to invest in the area and the
out the shared long-term vision and ambitions
government to provide additional targeted support.
for that area and contributes to the priorities that partners and communities believe are important. The strategy does not provide a comprehensive list of everything that is happening to improve the area, rather it sets out key priorities for change for
The Combined Fire Authority’s integrated planning
These priority themes give a unifying structure as
process takes account of the SCS’s for both Durham
to what partners are seeking to deliver, making
and Darlington local authority areas. Whilst each
it simpler for the people charged with delivery to
strategy is different in style, the key themes are
understand. As an example, we recognise that
broadly similar across both areas. The Fire and
those people who are vulnerable and most at risk
Rescue Service comes into contact with many
from being killed or seriously injured in a house
people living in local communities on a day to day
fire are also those suffering from poor health, living
basis and has a unique ability and capacity to effect
alone or in sub-standard housing and/or are at risk
positive and sustainable change across all of the
from lifestyle issues such as smoking or alcohol
themes, which are:-
misuse. These complex and often inter-related risk factors cannot be reduced or eliminated by one
agency acting alone. The Service has in place a
The focus is on creating a vibrant economy that puts
toolkit that has helped us to understand in a high
regeneration, economic development and quality of
level of detail where, how and when we can make
life at the heart of sustainable communities.
the most meaningful contribution across this broad
Improved aspirations especially for the young
agenda and is constantly striving to understand and deliver against our broader societal role.
Enabling children and young people to develop and achieve their aspirations, and to maximise their potential in line with the governments Every Child Matters agenda.
Improved health Improving health and wellbeing for everybody irrespective of social, economic and environmental constraints.
Community Services Department
Creating of a safer county and borough.
Environmental improvements Ensuring
environment, and contributing to tackling global environmental challenges.
Part 3 - Challenges
Facing County Durham and
Darlington Fire Authority We have identified the operational risks that direct our protection and prevention work in part 2 of this strategy. The Fire Authority also faces a number of other challenges over the medium to longer term that can impact on how services are delivered. We need to ensure that we have plans in place to meet these challenges to ensure that we can continue to provide effective and efficient services to our local communities.
Reduced Funding The Fire Authority has received one of the highest
The Changing Public Sector Landscape
levels of grant reduction for financial years 2011/12
A number of changes are being made to public
and 2012/13. No details of grant settlement have
service provision across the Country. These changes
been received for the final two years of this strategy,
will impact on the way we interact with our partner
however we are anticipating significant further
agencies. In particular, changes to the structure of
reductions in central government grant funding.
the health service including the abolition of primary
We have established an approach to reducing our
care trusts will require us to identify new ways of
costs through our Service Transformation project,
working with our partners.
which is focused on implementing savings options that do not impact on service provision at the point of delivery.
Asset Management â€“ Estate Improvement
Our assets are vital to ensuring that we can provide
this strategy we need to ensure that our people
effective and efficient services to local communities.
are appropriately trained, properly equipped and
A number of our fire stations need to be modernised
developed effectively to undertake their roles. We
to ensure that they are fit for purpose, provide
recognise that to deliver effective services to local
appropriate community facilities in accordance with
communities we need to continue to invest in our
our protection and prevention work and are places
staff and recognise their potential.
where people want to work from, in order to attract and retain the right staff. We also need to improve our training and development facilities to ensure that we continue to provide our staff with the very best opportunities to hone their skills and ensure they can respond competently.
The Environment We are aware of our own impact on the environment and of the environmental impact of fire on local communities. During times of reduced funding, we recognise that we will need to be innovative to ensure that our own operations take account of the environment. We work closely with the Environment Agency to ensure the environmental impact from incidents is minimised. Furthermore, by continuing to improve our performance and reduce the number of fires we can positively impact on the environmental consequences of fires.
Organisational Development The significant changes to public services and the reduction in available funding means that we need to be an organisation that is lean and efficient. To do this, we need to continually review how we do things and develop improved ways of working. Developing the organisation will be extremely challenging when resources are reducing and will require effective management if we are to ensure the performance improvements we have made in recent years are to be sustained.
Our people are our greatest asset. Over the life of
Part 4 - Aligning Resources to Risk This section of the strategy provides information on our resources, how they are allocated and how we make best use of our resources to ensure that we can effectively manage the risks to our communities.
Staff Numbers 2011/12
Whole-time Fire- fighters
Control Room Staff
The Authority has a revenue budget for 2011/12 of ÂŁ29.863M. This takes account of a government grant reduction of 9.5%. We have been informed that our grant will also be reduced by a further 2.26% in 2012/13. Beyond this there is no certainty of the grant we will receive, however we are planning for a 25% grant reduction over the four year period covered by this strategy.
The anticipated reduction in resources over the
District areas; Darlington, Derwentside, Durham,
life of this strategy represents a real risk to the
Easington, Sedgefield and Wear and Tees. Placing
continuing provision of services to the standard
our operational, community and fire safety staff in
that local people expect. In order to mitigate this
local areas enables us to provide a more integrated,
the Authority put in place a Service Transformation
cohesive and focused approach to addressing local
project that has identified new ways of working to
risks. In addition this improves access to services
reduce costs whilst maintaining the same level of
and advice for local residents and members of our
service at the point of delivery.
business community. The Authority employs 646 people in total.
Medium Term Financial Plan Extract 2011/12
Budget before savings
Service Transformation Savings
Phase 2 Service Transformation Savings
County Durham and Darlington Fire Authority Asset Distribution as at 1 April 2011
Fire Stations Appliances Arial Ladder Platforms
Wear and Tees 3 4 -
2 4 -
2 4 1
3 5 -
3 5 -
Durham and Chester-leStreet 2 5 1
TOTAL 15 27 2
used to provide large volumes of water to assist
The Authority’s main operational assets are its fire
with fire fighting at major incidents. These national
stations, appliances and associated equipment.
resources enhance the Service’s ability to respond
Our assets are located across the Service area to
and protect local communities in the event of major
mitigate the risks that our local communities face.
We have invested in many of our stations to ensure
The Authority has a capital budget of £3.402M for
that community facilities are available to the public
2011/12. The Authority’s capital budgets are set to
and our estate improvement programme includes
invest in the ongoing replacement of assets such
provision to further modernise a number of our
as vehicles and equipment, and, where required,
stations to include community facilities that can be
investment in new premises and facilities. The
used to expand our prevention work.
Authority is currently progressing significant estate
Appliances and Specialist Equipment We have a number of specialist vehicles and
stations, new learning and development facilities and a proposed headquarters facility.
equipment including two Aerial Ladder Platforms that are used to respond where we need specialist high level rescue capability. We also have a number of special appliances that we use for specific elements of our work including a swift water rescue
team located at Bishop Auckland. Tactical response vehicles are located at Durham and Darlington to respond more effectively and efficiently to smaller
incidents. These specialist appliances are targeted
at helping us to reduce risk and provide us with the capability to provide our response services efficiently and effectively.
Equipment Information Technology TOTAL CAPITAL
2011/12 1.266 1.195 0.145
2012/13 8.841 0.473 0.185
2013/14 2.709 0.438 0.093
2014/15 1.114 0.469 0.230
We also have a number of national resilience assets including an Incident Response Unit and Mass Decontamination Unit which are an integral part of the Service’s operational response to major chemical incidents. We have a High Volume Pump which is used to respond to incidents of severe flooding locally and nationally and which is also
Further information on our assets is available at
Measuring our Success We measure our success through a range of
We review our performance to ensure that we can
fully understand what is working well and where
monitored internally through our own processes
we need to make improvements. Further details of
and we use risk management to divert resources to
our performance are available from the website at
any areas that we feel are under performing.
Performance Management and Measurement Risk Performance Information Operational Performance Information Financial Performance Information Project Management Information
Policy & Performance Review Committee Internal Scrutiny of Performance
Audit and Finance Committee Human Resources Committee
Audit, Inspection and Review
Fire Authority Performance Monitoring
Part 5 - Our Four Year Plans This section of the strategy sets out how we will work towards our aims and objectives to achieve our vision of Safest People, Safest Places. For each individual year of the four year strategy we will publish an annual improvement plan for consultation that includes our IRMP and corporate proposals.
Protection and Prevention Our IRMP protection and prevention plans will focus on ensuring that we keep our communities safe. Our plans will identify and reduce the risks in local communities, ensure that we continue to respond to incidents effectively and competently and work with local people to ensure our contribution to local communities makes a real difference.
Developing Motivated People To Deliver Effectively Our people are our greatest asset and our improvement plans will focus on ensuring that we invest in the skills and potential of all our people. We will consider new ways of helping our people to contribute to the success of our Fire and Rescue Service.
Value Through Sustainable Improvement We face a significant financial challenge over the life of this strategy and our improvement plans will focus on ensuring the Service continues to develop and is fit for purpose. To do this we will identify improvement plans that ensure we provide value for money services to local taxpayers.
Protection and Prevention Protecting people and local communities is at the
To get the balance of protection and prevention
heart of what we do. We work within our local
right we need to ensure that our response services
communities to provide local people with community
are as effective as possible whilst putting in place
safety advice and information to help them to stay
tailored community safety education packages that
safe. We also enforce legislation which helps to
are targeted at our most vulnerable people. We will
prevent incidents from occurring in the first place.
also enforce fire safety legislation to ensure that the places where people live, work and spend their
We need to ensure that we get the balance of our protection and prevention services right. Having the right balance helps us to place our resources in the right place at the right time. This can make the difference between life and death.
leisure time are as safe as possible.
Protection and Prevention Objective 1 – Identify and Reduce Risks County Durham and Darlington Fire Authority is committed to providing first class services to its local communities and to ensuring that the highest standards of service provision are maintained. To do this we need to ensure that we identify our risks and put resources in place to reduce them.
In the next 4 years we will: ▪ Further
▪ We can demonstrate that the resources we based
modeling software to predict future risks
▪ Review the effectiveness of our Community Fire Stations ▪ Work with partners to further develop our
approach to targeting vulnerable people
▪ Develop protocols for sharing risk information with partners ▪ Review our processes for evaluating our
We know we will have been successful if: ▪ We improve our knowledge on the risks in
▪ We can demonstrate our Community Fire
Stations are helping to reduce risks
▪ Our approach to targeting vulnerable people and
reduction in risk to these people
commit to prevention activities are making
Protection and Prevention Objective 2 – Respond Effectively and Competently Whilst we are committed to preventing incidents occurring in the first instance, we recognise that we need to be ready to respond when things go wrong. We have a first class response service that is tailored to the risks in our local communities and our staff are trained to the highest standards to ensure that we can get the right people to the right places at the right time.
In the next 4 years we will: ▪ Review the way we provide response services
We know we will have been successful if:
▪ We can demonstrate that our response
to ensure they remain efficient and effective
services are as efficient and effective as possible
▪ Review our response standards to ensure
taking account of the resources that we have
response resources are allocated to risk
▪ Review our approach to responding to smaller
▪ Our response standards continue to reflect the
risks that our local communities face
▪ Develop and implement a new command and
response vehicle arrangements are effective
control system to mobilise our resources
▪ Review staffing arrangements to ensure they
continue to meet the needs of the community
mobilising system in place that improves on our
existing provision and enables us to respond
to incidents efficiently and effectively
▪ We continue to reduce the number of fires
and injuries in the community
Protection and Prevention Objective 3 – Define and Deliver our Role in the Community To fully realise our role in the community we need local people to understand the services that we can offer, and be in a position to ensure that we can deliver the prevention and protection services that people need. To do this we need to define our role clearly, communicate our role clearly and ensure that our resources are targeted where required.
In the next 4 years we will: ▪ Develop our social marketing work to target our
services where they are most needed
▪ Work with partners and other stakeholders to
assist in embedding the Fire Authority’s role in
▪ Establish closer links with community groups to help to improve engagement with local
▪ Put in place strategies for working in partnership
with the voluntary sector
We know we will have been successful if: ▪ We can demonstrate how we have targeted our
services in local communities
▪ Our role in local communities is understood and valued ▪ We have a closer working relationship with
groups that work within local communities and
these relationships are used to help keep local
▪ We work more closely with the voluntary sector
where this adds value to our work
Developing Motivated People Objective 4 – Invest in the skills and potential of our people To ensure that we provide our services effectively, we need to ensure that our staff are appropriately trained and have the right skills to do their jobs to the standards that the public expect. Our people are our greatest assets and we will ensure that we invest in their skills to realise their true potential.
In the next 4 years we will: ▪ Ensure we have an efficient and effective approach
to staff development
We know we will have been successful if: ▪ We have simplified, yet robust systems in place
to assess and record competence for all staff
▪ Introduce a risk based approach to training and
▪ All of our staff have the skills, knowledge and
understanding to operate successfully
▪ Invest in the training facilities available to
all our staff
facilities for all our staff
▪ Introduce a succession planning strategy which
identifies the potential of our staff
▪ We are developing and promoting our highest
▪ Ensure more training is delivered by station
▪ We have reduced the cost of the central training
provision without reducing the quality of training delivery to our staff
Developing Motivated People Objective 5 – Optimise the Contribution of Our People By maximising the contribution of every member of staff we can build teams to work together to achieve our vision. To do this we need to ensure that we recognise the contributions of our people and put systems and processes in place to help them to work to the best of their ability.
In the next 4 years we will:
▪ We continue to improve the success we have
▪ Introduce business process improvements which
will reduce bureaucracy and increase efficiency
achieved in reducing absence rates
▪ We have improved staff satisfaction and
▪ Increase the flexibility of our workforce ▪ We see an increase in staff retention rates ▪ Develop a reward and recognition scheme ▪ Provide improved working environments for our
▪ Develop the health and wellbeing of our staff ▪ Develop an organisation that empowers staff to
take responsibility and decisions commensurate
with their role
We know we will have been successful if: ▪ We improve delivery of service with a reduced
number of staff
▪ Our staff understand the value they bring to the
organisation and are rewarded for their success
conducive to modern working practices
Value Through Sustainable Improvement Objective 6 – Develop an Organisation that is fit for purpose To deliver on our vision we need the organisation to be fit for purpose in terms of its governance arrangements and in providing effective and efficient services. Our fire and rescue service needs to be ready for the challenges that lie ahead and the organisation needs to fully understand its financial position and performance to be able to make informed changes to benefit the public.
In the next 4 years we will: ▪ Improve the financial reporting and financial
We know we will have been successful if:
▪ Financial decisions are made at the point of
management at District level
service delivery in each District
▪ Develop our asset management and asset
efficiently and effectively and fully understands
▪ Refine our performance monitoring and
how investing in the right assets can assist
in delivering better services for the public
▪ Implement effective information management
▪ The cost and value of assets is fully understood
systems to enable staff to work more effectively
▪ Develop our risk management arrangements
and considered when making key decisions
▪ Organisational performance management and risk
▪ Develop our evaluation procedures
resources are allocated
▪ Staff are enabled to make decisions and
information technology solutions drive more
efficiency ▪ We can demonstrate that our strategies and
plans are effective and making a difference to
Value Through Sustainable Improvement Objective 7 – Deliver Value for Money Over the next four years we will ensure that everything we do provides value for money to local taxpayers.
In the next 4 years we will:
▪ We procure goods and services that are low
▪ Review our cost base to identify where we are
cost and meet our needs
not competitive with other services ▪ We
determine where alternative provision offers better value for money
▪ Improve how we share our information with
▪ Ensure our procurement processes drive v a l u e ▪ Continue with the implementation of our carbon
management reduction programme
We know we will have been successful if: ▪ We can demonstrate that our cost base is
competitive based on comparisons with other services and taking account of local needs
▪ Our service provision represent value for money
and we have demonstrated this
▪ Information we hold is freely available to the
Part 6 - Combined Fire Authority Members Combined Fire Authority Durham County Councillors
Councillor Gordon Tennant
Councillor David Freeman
Councillor Alan Shield
Tel: 0191 5864902
Tel: 0191 373 7485 or 0191 372 5857
Tel: 0191 3725873
Councillor Michele Hodgson
Councillor Barbara Graham
Councillor John Shuttleworth
Tel: 0191 3725802
01388 817 873 or 0191 372 5916
Tel: 01388 517298 or 07714324442
Councillor Allan Bainbridge
Councillor Sarah Iveson
Councillor Mamie Simmons
Tel: 0191 388 2515 or 0191 372 5828
Tel: 01325 319759
Tel: 0191 3869006
Councillor Alan Bell
Councillor Ossie Johnson
Councillor Les Thomson
Tel: 0191 389 1831 or 07827307818
Tel: 0191 3725871
Tel: 0191 3861052 or 0191 3725868
Councillor Jane Brown
Councillor Ralph Liddle
Councillor John Turnbull
Tel: 0191 3725850
Tel: 0191 3725889 or 0191 5860665
Tel: 0191 3725822
Councillor Colin Carr
Councillor George Richardson
Councillor Anne Wright
Tel: 0191 3725883
Tel: 0191 3725811
Tel: 0191 3710585
Councillor Jean Chaplow
Councillor John Robinson
Councillor Richie Young
Tel: 0191 3730028
Tel: 0191 3725896
Tel: 0191 3725872
Vice Chair Labour
Combined Fire Authority Darlington Borough Councillors
Councillor Nick Wallis
Councillor Jackie Maddison
Tel: 01325 488797
Tel: 01325 253686
Councillor Ron Lewis
Councillor Bryan Thistlethwaite
Tel: 01325 350259
Tel: 01325 485466
Key Advisors to the Authority
Susan Johnson OBE
Chief Executive Fire and Rescue Service
Clerk and Monitoring Officer
Tel: 0191 3324390
Tel: 0191 3833675
Tel: 0191 3835699
The Combined Fire Authority meets on a regular basis and welcomes attendance from members of the public. For further information visit our website www.ddfire.gov.uk or, alternatively contact the Corporate Planning and Performance Team at Fire and Rescue Service Headquarters (0191 3324297)
Part 7 - Organisational Structure Organisation Structure County Durham and Darlington Fire and Rescue Service is led by a Chief Executive supported by three directors each responsible for a particular function.
Service Leadership Team
The SMT has two specific roles:
The Service Leadership Team (SLT) comprising of
â–Ş Making policy and strategy recommendations
the Chief Executive, Directors and Heads of Service
provide the Senior Officer function within the Service. The Combined Fire Authority delegates the
effective management of the organisation and its
resources to the SLT.
Service Management Team The Service Management Team (SMT) comprises Heads of Service and Section Heads.
District Manager Adam Hall Telephone: 01325 469128 Mobile: 07786027239 Email: firstname.lastname@example.org
District Manager Paul Knox Telephone: 0191 5863133 Mobile: 07796610219 Email: email@example.com
District Manager Fraser McGuffog Telephone:01207 502912 Mobile: 07776226289 Email: firstname.lastname@example.org
District Manager Robin Turnbull Telephone: 01388 811742 Mobile: 07545207195 Email: email@example.com
Durham and Chester - le - Street
District Manager Gavin Pallister Telephone: 0191 3324208 Mobile: 07786027228 Email: firstname.lastname@example.org
Wear and Tees
Local District Teams
District Manager Andy Whitehead Telephone: 01388 602643 Mobile: 07887635767 Email: email@example.com
Part 8 - Consultation on Our Plans Our Approach to Consultation Our aim is to consult with members of our local communities, businesses, partners and our employees to ensure we continue to meet their changing needs and expectations. It is vitally important to us that we gather and acknowledge views in order for us to further develop and focus our services.
We consult on our strategies and annual plans through a series of forums. The consultation process includes ▪ Public focus groups ▪ Employee representatives ▪ Local and regional business and organisations ▪ Partnership agencies and local authorities ▪ Regional Fire & Rescue Services ▪ Elected Members ▪ Staff meetings ▪ Questionnaires from this plan ▪ Stakeholder meetings Details of the results of our consultation and how to get involved are available on our website at
County Durham and Darlington
Fire Authority Community Safety Strategy 2011/12 Improvement Plan
This annual improvement plan sets out our proposals for 2011/12. The improvement plan contains details of our priorities for 2011/12 which will help us to achieve our vision of Safest People, Safest Places.
Project 1: Review of Special Appliances
Project 5: Premises Risk Information Gathering
We will undertake a review of the way we staff special
We will change the way we record and manage the
appliances including examining the opportunities
collection and management of high risk premises
for using retained duty system personnel. We
information. We will devolve the work to locally
will undertake a feasibility study into this work in
based staff to improve local knowledge and release
2011/12 to understand the advantages and risks of
Project 6: Health and Safety Training Delivery Project 2: Alternative Crewing
We will change our approach to delivering health
We will assess the options for introducing alternative
and safety training. Health and safety training will
crewing arrangements for some of our lower use
be mainstreamed into the workloads of the risk
fire stations. We will undertake a feasibility study
team to release efficiencies without impacting on
into this work in 2011/12 to fully understand the
advantages of risks of this approach.
Project 7: Embed Equality and Diversity Delivery Project 3: Review Response Standards
As part of our approach to introducing new ways of
We will undertake a review of the response standards
working we will mainstream equality and diversity
across our area. This will involve reviewing our
into the workloads of all managers to release
current performance against our standards and
efficiencies without impacting on delivery.
reviewing whether they remain appropriate.
Project 8: Restructure Back Office Support We Project 4: Improving Resilience To
will restructure the provision of administrative and we
will take action to ensure that effective business continuity arrangements are in place throughout the organisation.
back office services to provide a more integrated service and release efficiencies.
Project 9: Review Shared Service Opportunities
Project 13: Improved Systems for Evaluating
We will review our existing shared service provision
and Developing our Staff
to ensure that arrangements provide value for
We will reduce bureaucracy and increase flexibility
money. We will consider the wider opportunities
in relation to how we train, develop and evaluate
for providing our support services including further
our staff. This will release efficiency savings and
ensure an effective approach to staff development
Project 10: Review Non Risk Critical Fleet
Project 14: New Systems for Command and
The provision of fleet vehicles will be reviewed
to ensure that they are utilised in the most cost
As a result of the cancellation of the national
effective manner. We will also ensure that the
FiReControl project we will undertake a feasibility
number of vehicles in the fleet is aligned to our
study into the development and implementation
new ways of working and revised organisational
of a new command and control system to ensure
we can mobilise our resources effectively and efficiently.
Project 11: Review the Estate Improvement Programme
Project 15: Revise the Service Structure
We will review our estate improvement programme
We will implement a new service structure which
to consider where we can make efficiencies. This
will reduce management costs and focus our
review will include identifying how we can ensure
resources on delivering on our vision and aims.
our estate is fit for purpose and meets the needs of
The new structure will be aligned to the new ways
local communities and staff.
of working which we have identified as part of our Service Transformation project.
Project 12: New Ways of Working for Operational Staff As part of the approach to implementing new ways of working we will review and revise the shift patterns and work routines for our operational staff. This will allow us to maximise capacity with no detrimental impact on our response arrangements.
If you would like this information in another format or language, please telephone 0191 3324297
Safest People, Safest Places