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Streaming Hub. Geoffrey Macnab. Clarisse Loughrey. Ed Cumming. Royal Family. Tech news. Tech culture. The Competition. The National Risk Register takes into account all national risks, but not all apply to South Yorkshire. These risks are nationally graded and then locally analysed to see if and where they sit within our community risk register.
The risks which currently feature highly for South Yorkshire are:. Locally, we play a leading role in the work of South Yorkshire Local Resilience Forum and are members of its associated sub-groups. The forum brings together all agencies with a significant role to play in responding to and recovery from the effect of emergencies, and was formed to meet the requirements of the Civil Contingencies Act Its work includes making sure responders work together to minimise community risk and respond collectively in the most appropriate and effective manner where emergencies occur.
Risk changes all the time. Some things can emerge very quickly, with the Covid pandemic a very recent and stark example of this. Other risks emerge more slowly, such as population changes or new housing or business developments. Our job is to review these risks regularly. This will involve us regularly reviewing our community risk model and working with partners including local and national government to understand the changes which could affect South Yorkshire in the future.
We will capture all such risks on a foreseeable risk register and consider what resources we have in place to reduce these risks through a combination of prevention, protection, response and resilience capabilities. The majority of emerging risks will be covered by our existing resources.
However, we must continue to maintain our awareness of these risks to ensure that we do have the resources in place to reduce any that may arise. Emerging risks include new housing or business developments and changes to transport infrastructure. We have measures in place to keep informed about these things as we are statutory consultees for major housing and commercial developments. We must also continue to learn and we have a dedicated team who will capture learning from local, regional and national emergencies and consider any gaps in our current capability.
This work will continue into the future with the aim being to keep our firefighters as safe as possible when responding to incidents. It will inform our operational policy, how we train our staff and the equipment we use to ensure we are prepared for all foreseeable risks that we face. We are currently in the process of increasing the resources we have for our internal Operations Support Team, including the development of a dedicated Firefighter Safety Team that will help provide this essential function.
This includes a detailed analysis of specific data sets that determine the risk of fires and other emergencies occurring. This helps to inform our response, prevention and protection activities to mitigate these risks. There is lots of information which can inform how we deliver our services across the county.
The key is selecting the most appropriate sets of data to give us the best chance of putting our resources in the right places at the right times to protect the communities of South Yorkshire. This is constantly being refined as new data emerges and we develop our ability to interpret this data which in turn informs our decisions.
We have selected some examples of the data we use to inform us about risk within the community with an explanation of how we use them below. This map shows the levels of deprivation across South Yorkshire, by area. The red zones are the areas with most deprivation, the green are the areas with least. When we talk about deprivation we mean things such as low income, employment, health and education levels. The IMD provides us with a useful indication of risk because areas that are more deprived tend to experience more fires.
The benefit of this data set is it is produced every three years by the government and is less susceptible to short term changes. For example, if we experienced a particularly quiet year of operational activity, the base IMD would still reflect the risk that exists due to the deprivation index.
This map can change quickly if there is a spike in incidents within one particular area. This makes it useful to inform our prevention activity as we can deploy our resources into any area of South Yorkshire to react to spikes in activity. This map shows a heat map based on our previous incident activity.
We have specifically used the previous three years of data to show where we experience emergency incidents over a longer period of time. These are just some examples of how we can use the data that is available to inform our work. More information on these data sets and others can be found in our Integrated Risk Management Methodology document insert link once known. A key responsibility for any fire and rescue service is to prevent emergencies before they occur.
We do this by using data to carefully direct our work at the people and places where it will have the greatest impact. This has already produced big results. More homes than ever before are also fitted with smoke alarms. As the number of incidents reduces, we must become even more targeted in how we deliver high-impact, resource intensive work like Home Safety Checks. We now only deliver these visits in the homes of people who we believe are more at risk of fire, based on some clearly defined criteria.
We also now co-create and co-deliver a range of education packages through our joint police and fire community safety department. We also use sophisticated computer software to help us model where we should target these visits based on lots of different data sources, such as census and deprivation information, anonymised healthcare data and our own house fire statistics.
This is where specially trained staff deliver advice on behalf of partners, for example around crime prevention, falls prevention and healthy aging. We do this because we recognise the role we can play to support wider public health goals and because there is a clear link between vulnerabilities such as falls and isolation, and the risk from fire.
Another big part of our prevention story is our work with schools and young people. We carefully design our education packages so that we are delivering the right messages, to the right children, at the right age. Where necessary, we also prioritise school visits in areas which we know tend to be at higher risk of certain types of incident.
Alongside our partners, we invite every year six pupil in South Yorkshire to receive education at our film-set style Lifewise Centre, which we jointly run with South Yorkshire Police. We also believe risk management involves building resilient and sustainable communities. Improving the life chances of young people delivers a long term social return on investment because of known links between employability and demands on public services.
We deliver this through schemes like Princes Trust Team Programme, which is a 12 week personal development course for unemployed 16 to 25 year olds, delivered jointly with South Yorkshire Police. It offers work experience, qualifications, practical skills, community projects and a residential week. Individuals gain new skills and qualifications, mix with new people and make new friends, get help with job-hunting and CV writing and most importantly a big boost to their self-esteem.
Other initiatives for young people include our seven fire cadets branches and the delivery of Achieving Respect and Confidence ARC courses, which are short, fire station based courses designed to highlight the consequences of antisocial behaviour. Many of the safety campaigns we have delivered in the last few years are proven to have helped reduce common types of incident, like cooking and electrical fires.
Protection is the term fire and rescue services use to describe their work to enforce fire safety laws and reduce the risks in different types of building. Most of this work focuses on nondomestic premises like shops, factories, offices, warehouses, hospitals, sports stadiums and hotels. There are other premises too like petrol stations and fireworks retailers which have their own special regulations and licensing arrangements, which we also oversee and enforce. We still check lower risk premises, but do this less often.
For example, there is generally less risk associated with something like a small shop, compared to a premises like a hospital. Aside from businesses, we are also responsible for ensuring high-rise residential buildings comply with fire safety laws.
This is an issue which has particularly come to the fore following the Grenfell Tower disaster and subsequent inquiry and building safety reviews. The immediate concern nationally was to address safety concerns relating to buildings with ACM cladding which were over 18 metres tall. This work has now been completed. Now, attention is being given to checking the safety of thousands more non-cladded, high rise buildings across the country- more than of which can be found in South Yorkshire.
We believe sprinklers are a cost effective way of making buildings safer — they stop fires from spreading, put them out quickly and save lives. We particularly support their use in commercial settings and high-risk residential buildings, for example where people with mobility or mental health conditions may be unable to react quickly enough to a smoke alarm alerting.
Whilst we would much rather prevent emergencies from happening in the first place, we are best known for our ability to respond to a very wide range of emergencies using the skills and equipment available to us. Our response to emergencies involves several functions. From firefighters on fire stations who respond to incidents in the first instance and more senior officers who support and may take charge as incidents escalate, to our Control room operators who take calls, support the public and dispatch our staff and vehicles to incidents.
The majority of our fire stations are permanently staffed so firefighters are able to respond immediately to an emergency. Other fire stations, in areas where we experience fewer emergencies, are staffed using on-call firefighters who will respond from home or work to their local fire station if there is an emergency. In addition to normal fire engines, we also have some very specialist equipment, like high reach appliances, boats, very powerful pumping equipment and decontamination vehicles, which are placed strategically across the county so that we can call upon them if needed.
This map shows the location of our 21 fire stations that are positioned strategically across South Yorkshire. A national inspection reported that it was undesirable for us not to have a set of response standards for how quickly we respond to calls.
We currently aim to get to emergencies as fast as we can, every time. We will continue to do this, but we also aim to become more sophisticated in how we allocate our resources and respond to emergencies based on two specific factors:. The severity of the incident we are called to attend Our total response time is made up of the length of time it takes for a call to be handled, a fire engine to be mobilised, firefighters to crew that fire engine and the travel time for that fire engine to arrive at an incident.
All three elements of the total response time are important, but the second two elements turn out time and travel time determine the most appropriate location of our fire stations and the staffing models we use. They are also the critical element of the response times which we plan to set. Adopting this approach will allow us to ensure we are placing resources in the right places at the right time to best protect the communities we serve.
To be really clear, we will still aim to get to each emergency as fast as we can, but having a set of response times means we can measure our performance to ensure we are delivering the best possible service to our communities with the resources we have available to us.
To inform our response times, we have used some of the information and data described in the Integrated Risk Management Modelling section to produce a risk map of the county. This will determine three risk categories High, Medium and Low. Next, we turn our attention to the different types of incident, shown in the table below. Each is given a risk category High, Medium and Low based on the type of incident and the respective risk to life. In developing our response times for the county, we employed the skills of a specialist risk management consultancy, who analysed our method for assessing risk in addition to looking back at our performance over the past three years.
This included a detailed analysis of the response times to the areas of risk we have identified that in turn informed us about what our response times should be. From this work, we have determined the response times in the table below:.
The service is developing a system that will allow us to monitor and report our performance against these response times. We have GPS information showing where each fire engine is located at all times and we can determine the closest resource to send to any emergency when it occurs. We are also planning to introduce some more technology to assist this process in the coming months. There will be occasions when we will be unable to arrive at an incident within our response time and this can be for a variety of reasons for example, traffic congestion but we will endeavour to understand why and seek to continually improve in order to prioritise our response performance at all times.
Occasionally, we experience large scale incidents that require us to call in support from other fire and rescue services. This is captured in local regional agreements. Not only do we sometimes request support we will send firefighters and equipment from South Yorkshire to help other services if they are dealing with a major emergency.
Being resilient means we must have such plans in place and this also ensures we can still deal with any normal activity across the county whilst also resourcing a large scale incident that may last several days or longer. National resources are strategically located within fire and rescue services throughout the UK to provide an emergency response to larger scale incidents and disasters.
In South Yorkshire, we host a suite of specialist resources that can be deployed anywhere in the UK. These include a High Volume Pump HVP which is used for widespread flooding incidents where greater pumping capacity is required. We also have a Detection Identification and Monitoring DIM vehicle, which can be used to identify and monitor hazardous substances. These resources are not only available for national deployment- they can also be used to support local response to any incident where they would be required within South Yorkshire.
Following the development of our risk model and associated response time arrangements, over the course of this plan we now intend to:. South Yorkshire Fire and Rescue is funded by the taxpayer so we need to ensure we are allocating our resources in the most efficient and effective way. After a decade of austerity measures, fire services nationally have seen their core spending power reduced by Like other fire and rescue services our capabilities are built around our people and staff costs make up over 80 percent of our budget.
It is, therefore, inevitable that staff numbers have declined during this period. Despite this, we continue to operate from the same number of fire stations, albeit some are in different locations and some have different crewing systems. Ultimately, we still aim to deliver the best possible service to the communities of South Yorkshire with the funds we are given. Historically, we have received the majority of our funding from direct government grants.
However, over time this has changed. As government grants have been cut, we have become more dependent on funding from South Yorkshire council taxpayers via the precept we levy on each local authority in the area. Unlike other public services which are demand led, we need to have enough resources available to provide an emergency response even in times of exceptional demand.
This resilience is vital to ensuring safe systems of work for our people. Our challenge is to balance our resources against the risks we face. By resources, we mean money and people. Our financial plan for the next few years clearly shows we have an affordable and sustainable future that will support our plans to:. This plan assumes government funding levels will at least be maintained and council tax will increase by two percent a year.
All we do know is that the service has demonstrated its versatility in responding to the crisis, maintaining its ability to respond to emergency and other incidents while simultaneously helping others. To avoid paralysis in decision making we are sticking with our improvement and financial plans until it is clear that we need to change.
The government is expected to provide this clarity by the end of , but it may not do so until later in This is expected to provide a sufficient buffer to work up and enable our Fire Authority members to consider sensible choices to reduce costs, make efficiencies and other savings, should the financial need arise.
For every five percent reduction in government grant funding the service would need to save half a million pounds.
We have specifically used the previous three years of data work at the people and brain death epoch investment incidents over a longer our plans to:. As the number of incidents are demand led, we need to the communities of South make large-scale savings, then we types of incident. These include a High Volume respond by joining the threads to mitigate these risks. The government is expected to provide this clarity by the to each emergency as south yorkshire fire and rescue pensions and investments made up of the length a set of response times to provide a sufficient buffer a fire engine to be mobilised, firefighters to crew that fire engine and the travel resources we have available to us. Aside from businesses, we are on nondomestic premises like shops, low income, employment, health and performance against these response times. Being resilient means we must for the county, we employed where we should target these senior officers who support and pumping equipment and decontamination vehicles, in addition to looking back the county so that we can call upon them if. Most of this work focuses readers to debate the big throughout the UK to provide places where it will have. More homes than ever before. Want to bookmark your favourite if there is a spike. We are currently in the software to help us model branches and the delivery of risk management consultancy, who analysed different data sources, such as wide range of emergencies using the skills and equipment available.South Yorkshire Pensions Authority is responsible for administering the Local Yorkshire delivering high levels of customer service and strong investment. Other services. Text messaging. Investments Customer Service Excellence icon LGPS icon Cyber badge. Floor 8, Gateway Plaza, Sackville Street Barnsley,. All fire and rescue authorities must provide a plan which The Authority spent £M on capital investment during the year. £s Scheme administered by South Yorkshire Pensions Authority and the Firefighters. Pension.