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Contents
Foreword from the Chief Fire Officer.................................................................................................................................3
Introduction..................................................................................................................................................................4
Our WSCC values...........................................................................................................................................................5
Prevention 2018-22........................................................................................................................................................5
Protection 2018-22.........................................................................................................................................................6
Response 2018-22..........................................................................................................................................................7
Priority areas and next steps............................................................................................................................................9
Bibliography.................................................................................................................................................................10
SERVICE DELIVERY STRATEGY 2018-2022 | 3
Foreword from the Chief
Fire Officer – Gavin Watts
The purpose of this strategy
is to support the long term
strategic outcomes of West
Sussex Fire and Rescue
Service (WSFRS). The
strategy will support the
development of a service which is highly effective and trusted
and that focuses on delivering the best possible outcomes for
our residents. This strategy for the Fire and Rescue Service
Delivery Board supports the WSFRS Integrated Risk
Management Plan (IRMP) 2018-22.
WSFRS operates in an increasingly challenging and changing
environment. In order to continue to provide a resilient,
responsive and professional service, we will need to meet a
range of internal and external challenges as follows:
Pursuing collaboration whenever we believe it will
improve the services we provide
Ensuring we optimise the opportunities presented by
being part of West Sussex County Council (WSCC)
Keeping the customer at the centre of everything we do
Keeping our stakeholders engaged and informed
Operating as efficiently as possible
Operate within increasing financial constraints
Improving customer service through management of
performance
I will be ensuring that the service supports effective strategic
leadership to enable WSFRS to successfully support the
delivery of this strategy. The Service Delivery Board will
oversee the work that we are undertaking, ensuring that the
principles articulated in this strategy are adhered to as new
projects are developed. This board is one of four that will
concurrently deliver a continuous improvement plan for
WSFRS reporting to the Senior Leadership Team (SLT), as
well as the executive IRMP Board.
One of our five key priorities from our IRMP is to:
Reduce the number of emergency incidents and their
consequences through the continuous improvement of
prevention, protection and response activities.
In order to achieve this, the Service Delivery Strategy will
articulate our priorities to ensure that our resources are
focused on those services that have the best effect in
reducing the risk in our county.
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Introduction
The Fire and Rescue Services Act 2004 clearly articulates the
duty of the fire authority with regards to prevention and
response. Our protection responsibilities are clearly
articulated in the Regulatory Reform (Fire Safety) Order 2005.
Supporting our statutory duties is the vision contained within
our IRMP that we will be: ‘A Fire & Rescue Service focused
on the delivery of a value for money response,
prevention and protection service operating to the
highest standards to ensure the safety of residents and
visitors to West Sussex. Continuous improvement is at
the heart of everything we do.’
As we develop our service delivery capabilities, we will ensure
that we consider a number of key principles:
Prevention focus: Our Prevention activity will be risk
based with the use of data and intelligence to drive our
activities and focus where we can make the most
difference. We will develop and expand our role to
support communities with a response to the greatest
areas of threat and harm. .
Professional response: We recognise that whilst we
may aspire to prevent incidents, they will still occur,
and when they do we will be ready to provide highly
professional incident response capabilities to meet our
community needs.
Firefighter safety: Where we need to respond to
emergency situations firefighter safety will be our
primary focus. This will enable us to provide the most
effective and appropriate intervention for any
emergency.
Protection prioritisation: We will be developing our
plans to ensure an improved and structured risk based
protection programme of activity is delivered across the
service. These plans will include the development of our
response staff skills sets to enable increased protection
activity.
Collaboration: We will always seek to collaborate
when this will produce the best outcome for our
residents. For example, making sure we are as effective
as possible when attending incidents with neighbouring
FRS, and procuring equipment and services with others
to achieve better value for money.
Performance management: We will ensure that what
we do is driven by a clear focus on the things that are
important. Through measuring and publishing our
performance we will ensure that we are transparent
and recognise where we need to improve, developing
corrective action plans to address poor performance.
Customer focus: Ensure all our prevention, protection
and response service delivery meets the needs of our
customers. We will achieve this through the integration
of service delivery workstreams with the Customer
Centred Value for Money Strategy.
SERVICE DELIVERY STRATEGY 2018-2022 | 5
Our WSCC values
Our WSCC values help shape how we engage with
our employees, customers and partners:
Proud to be customer-centred – we put the
customer central to everything we do.
Listen and act upon – we listen to each other and
act on what we say.
Honest and realistic – we are honest and realistic
about what we can achieve.
Trust and support – we trust and support each
other to achieve our goals.
Genuinely valued – we feel our contribution is
valued and our achievements are recognised.
Prevention 2018-22
At the time of writing this strategy we are commencing a
review of how we deliver the wider range of prevention
activity to meet the objectives within the IRMP. We will
continue to develop our risk based approach to prevention,
focusing on the most vulnerable. We will also support the
relevant national campaigns, based upon the assessment of
need for West Sussex.
Further supporting station based staff to deliver
prevention activity: With their experiences of fires and
other emergencies our firefighters are a key asset to
champion and deliver prevention activity. We will continue to
develop packages and training for firefighters so those
packages can be delivered consistently and to a high
standard.
WSCC integration: We will seek to deliver prevention
outcomes with our internal partners in WSCC and utilise
WSCC capabilities when possible to deliver fire and rescue
prevention outcomes. We will also explore ways in which
WSCC internal partners can commission fire and rescue to
deliver interventions.
Prevention information technology: We are aware that
our ability to receive, handle and manage home fire and
safety risk data is currently limited by our out of date fire
safety database and we will replace this system. It is a vital
data source for mobilising and so our target date to link in
with our new fire control solution is 2020.
Quality assurance and evaluation of activity: We will
further develop quality assurance methods to ensure that we
deliver prevention activity to the same standard and
consistency across the county. These activities will be
evaluated so that we develop successful activities and cease
those that do not deliver a measurable benefit to the
community.
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External partnerships: We will seek to establish new
partnerships and build upon existing ones as an effective
delivery method. We will continue to work with established
proven partnerships such as Sussex Safer Roads and
Community Safety partnerships.
Communication plan: We will continue to work with the
WSCC communications team to deliver messages to the
community across a range of channels, using Mosaic and
other intelligence tools to best target the messaging to make
West Sussex safer.
NFCC campaigns: We will seek to support the eight NFCC
fire safety campaigns each year and these will be the core of
our prevention activity.
Protection 2018-22
We expect that the future direction of protection will be
influenced by findings from the Grenfell Inquiry and the
HMICFRS (Her Majesty’s Inspectorate of Constabulary and
Fire & Rescue Service) report on WSFRS, but we are already
focused on delivering an improved protection offer to the
community of West Sussex.
Protection team staff succession plan and
qualifications: We are aware of particular challenges we face
in terms of higher qualifications and skills within protection
and that we do not, for instance, have qualified fire engineers.
We will be reviewing the skills gap in protection and exploring
ways we can address this gap such as utilising
apprenticeships.
Utilising station based staff in protection: By improving
the fire safety skills and knowledge of our response staff, they
will be able to undertake protection activity on a regular
basis. This will also have the benefit of improving operational
knowledge when dealing with fires in the built environment. It
is also an aspiration to improve the fire investigation skills of
our Watch and Crew Commanders to reduce the burden on
our specialist Fire Investigation Officers.
Regional and national alignment: We will seek to align
policies and our practices with NFCC and other FRS so that we
deliver a consistent service to the community. Through
SEORRG (South East Operations Response & Resilience
Group) and other FRS partnerships we will seek ways to share
best practice and align procedures.
Protection information technology: We are aware that our
ability to receive, handle and manage fire safety risk data is
currently limited by the capacity and capability of our fire
safety database and we will replace this system. Whilst this is
a mission critical component of protection, it is also a vital
data source for mobilising and so our target date is 2020 to
link in with our new fire control solution.
Premises risk management: PRM is a mission critical
process providing information that supports decision making
at incidents. The system that we are currently using requires
review to ensure that the risk data is up to date and all users
are seeing the most up to date information.
SERVICE DELIVERY STRATEGY 2018-2022 | 7
Automatic fire alarm responses: Continuing the work to
reduce the impact unwanted fire signals have on our day to
day business, the Fire Safety team will also play a key role in
the review of the attendance at this type of incident.
Response 2018-22
The continuous improvement of our emergency response
capabilities will ensure that our firefighters are as effective as
possible when responding to incidents, whilst also being safe
themselves.
We recognise the need for us to embrace new technologies
and tactics and are in the process of introducing a number of
new items of equipment that will enhance our response.
We are also driven by the need to improve a number of
components in the supply chain that delivers our emergency
response. Most notably, in fire control services and choice of
vehicles and equipment which need to best support the
delivery model in WSFRS which will be detailed further on in
this document.
Emergency Response Standards (ERS): The ERS set out
our target attendance times and were last reviewed in 2008.
Since then, there has been considerable building development
across West Sussex with new roads opened and wide scale
infrastructure changes. WSFRS has changed by the removal
of 11 fire appliances and four fire stations. The Fire Authority
will oversee a review of the ERS; this review will be supported
by a Members task and finish group made up of members of
the Environment, Communities and Fire Select Committee
(ECFSC).
Fire control services: Our ability to receive 999 calls and
mobilise to emergency incidents is absolutely critical to our
response function and we will review how we deliver this
service during 2019 with a view to finding a solution to go live
in 2020. There are a wide range of information technology
and financial benefits we believe that can be delivered by a
new approach to fire control systems.
On-call crewing model: 23 of our fire stations rely on on-
call firefighters to crew the fire engines. On-call is a duty
system where firefighters respond to a pager alert from their
home or work when required. In recent years maintaining
adequate cover has become increasingly difficult and so we
will develop a recruitment and retention campaign to improve
on-call staff availability. This work will be conducted in
association with a WSCC scrutiny committee task and finish
group.
Crewing numbers on fire engines: As specifically stated in
the IRMP, the Fire Authority has set four riders as our
standard crew on a wholetime fire appliance, which is also our
minimum. We have not set a maximum crew number and
may, on occasion, crew these with more than four. This will
be based upon an assessment of the risk picture for that shift.
As part of the approach to addressing the on-call availability
issue we will also review the benefits and risks of mobilising
on-call appliances with less than four riders, and consult on
adopting this way of working.
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Wholetime crewing model: Whilst the decision was made
in 2018 not to change our wholetime shift systems, we will
continue to monitor and review their effectiveness and seek to
adapt them if there is a need. This will be particularly relevant
following the review of the ERS.
‘SAVED’ model of firefighting tactics: We are considering
this model as the approach for all incident commanders to
provide a systematic approach to dealing with fires in the built
environment. SAVED stands for ‘Scan, Attack, Ventilate,
Enter/ Extinguish, Decontaminate’ and is a framework that
will guide the decisions that must be made to fully utilise the
tactical options available.
Fleet review: We will conduct a comprehensive review of the
fire engine and specialist capability to ensure that we are
embracing modern technology whilst operating an efficient
fleet. Within this we will consider the environmental impact
that our vehicles have.
New fire appliances: Through the replacement programme
for fire appliances we will take the opportunity to implement a
number of ‘smaller’ 12 tonne vehicles, based upon our own
assessment of need and the experience of other FRS who are
already operating fire appliances on this size of chassis. We
will develop a clear strategy and road map that articulates our
needs over the next ten years. This will utilise a number of
principles including the need to be carbon efficient, to ensure
the optimal use of capacity, delivering specialist capability.
52mm lay flat hose, fog nails, smoke curtains and ultra-
high pressure pumps: During 2019 we will aim to introduce
into service these new items of firefighting equipment which
will all make firefighters safer and more effective when
dealing with fires.
Emergency rescue equipment (ERE): In 2018-2019 we
will replace the equipment we use to rescue people from
crashed cars. The new equipment will be more powerful but
significantly lighter, supporting our commitment to less
firefighter injuries and a more diverse workforce.
Fire kit - personal protective equipment (PPE):
Firefighters rely on advanced clothing to keep them safe in
fires. We are working as part of a national consortium to
replace our fire kit in 2020 to give firefighters improved kit
that will allow them to be safer and more effective. This will
be achieved by new fabrics, more individual options with a
rescue jacket more suited to rescue work, and a wider choice
of fittings.
Fleet review including special appliances: During 2019
we will review the entire emergency response fleet and make
recommendations on Fleet 2025. This will deliver a smaller,
more sustainable fleet with the lowest possible emission levels
that will be able to deliver the emergency response
requirements of WSFRS. This review will focus on delivering
the correct capabilities to meet the requirements of incident
type task analysis to an incident in the most efficient and
effective ways.
Breathing apparatus (BA) replacement: The current
Draeger BA sets used in WSFRS are nearing the end of their
life. We aim to work with other FRS to coordinate their
SERVICE DELIVERY STRATEGY 2018-2022 | 9
replacement to allow us to join in a regional or national
procurement to maximise the benefits at that time.
Ambulance/medical call co-responding: For us to deliver
effective casualty care we will train our firefighters to the
increased first aid competency known as Immediate
Emergency Care (IEC), as this is needed for the trauma we
encounter at emergencies. We would like to fully explore the
opportunity to co-respond for the ambulance service and will
seek to explore this further with South East Coast Ambulance
Service (SECAmb).
Responding to findings from reports: We will continue to
analyse any reports or findings on the UK FRS or indeed
WSFRS specifically and adopt all recommendations that would
make response safer and more effective.
Priority areas and next steps
It is anticipated that priority areas of the Service Delivery
Strategy will be incorporated into years one and two of the
IRMP Strategic Action Plan for delivery through the Service
Delivery Board (or other delegated board) as considered most
appropriate to deliver the outcome sought most effectively.
Immediate priorities:
A review of the WSFRS 2008 Emergency Response
Standards (ERS) against the IRMP to ensure that the
standards of fire cover are fit for purpose for 2018-22.
This work will report directly to FRSLT as the executive
strategic governing body for all FRS activity.
Undertake a review of our intervention and protection
work to develop new ways of working in support of the
IRMP and this strategy that focus on the delivery of the
eight key NFCC campaigns.
The development and delivery of new firefighting
tactics to enhance our response to fires in buildings,
with initial focus on the introduction of smoke curtains
and fog nails to reduce firefighter exposure to internal
compartment firefighting risks.
Implementation of a strategy for the introduction of
high pressure and water misting capabilities across the
fire engine fleet.
Introduction of new ERE through the roll out of new h
emergency rescue equipment to all front line fire
engines.
Work with a WSCC Members task and finish group to
develop action plans to improve recruitment and
retention of our on-call firefighters.
Develop a specification for the procurement of new 12
tonne fire engines designed to enhance resilience and
increase flexibility across the fleet through the delivery
of new firefighting technologies.
Actively contribute to a national collaboration for the
procurement of replacement PPE to ensure continuity of
adequate provision beyond the life of the existing
contract.
Undertake a strategic review of our specialist
capabilities in line with the revised ERS to develop a
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refreshed specialist capability delivery plan that
supports this strategy.
Work with WSCC IT partners to identify a future FRS
mobilising system (this work will be delegated to the
Integration and Collaboration Board as part of the
WSCC Integration workstream.)
Future priorities:
Develop data systems with an aspiration to provide a
single point of information for vulnerable individuals
with increased risk that we will be able to share across
teams and agencies to help ‘make every contact count’.
Increase competency levels for firefighters through the
implementation of IEC.
Implement Immediate Emergency Care Responding
(IECR) in accordance with nationally/regionally agreed
protocols, local service level agreements, and
representative body negotiations.
Review our wholetime crewing systems to ensure that
they maximise the availability of fire engines and
support the delivery of prevention and protection
activity.
Revise our response to automatic fire alarms (AFA) to
reduce the number of times that we attend buildings
where there is no fire and the alarm has activated
either as a result of a fault, through the mistaken belief
that there was a fire or through malicious intent.
Develop a safe system of work that will enable fire
engines to be crewed with fewer than four firefighters
where our delivery model identifies this as a
requirement.
Replacement of our existing provision of BA through a
collaborative procurement process.
Bibliography
General:
WSFRS Integrated Risk Management Plan 2018-22 (IRMP)
Fire and Rescue Services Act 2004 Fire and Rescue National framework for England 2018
National Fire Chief Council Strategy 2017-20 (NFCC) Health and Safety at Work Act 1974
HMICFRS methodology
Response:
Evidence Based Firefighting Paper
Hampshire Fire & Rescue Service Delivery Review Building Disaster Assessment Group Report. DCLG
Paul Grimwood research in compartment fires High rise branch pressure DCLG HMICFRS Fire and Rescue Service Inspection
methodology
Protection:
Better regulation NFCC Fire Safety Strategy and guides NFCC AFA Policy
NFCC FIO Policy HMICFRS methodology
SERVICE DELIVERY STRATEGY 2018-2022 | 11
Hackett recommendations
Grenfell Tower enquiry recommendations
Prevention:
HMICFRS report
Authors
Adrian Murphy – Area Manager for Response
