Prevention Strategy

Transcription

1 Prevention Strategy

2 contents introduction PURPOSE 4 BACKGROUND 6 SCOPE 8 where we are now PESTLE ANALYSIS 10 HOW THE RISK IS CHANGING 14 UNDERSTANDING THE RISK 16 CURRENT PREVENTION ACTIVITIES 18 where do we want to get to? DELIVERING ON THE OUTCOMES OF OUR BUSINESS MODEL 22 how will we get there? IMPROVING OUR SERVICE 24 OUR STRATEGY 26 ENGAGING THOSE AFFECTED BY OUR APPROACH TO PREVENTION 56 INCLUSIVITY 56 FUTURE DEVELOPMENT WORK 58 HOW WE WILL REPORT OUR PERFORMANCE 58 RESPONSIBILITIES 60 REVIEW AND EVALUATION 60 2 GREATER MANCHESTER FIRE AND RESCUE SERVICE

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4 introduction PURPOSE Since April 2003 Fire and Rescue Services (FRSs) in England have been required to produce Integrated Risk Management Plans (IRMP s). An IRMP outlines how an FRS identifies risk from fire and other emergencies within its community, the measures it intends to adopt to reduce risk, and how it intends to deploy its resources to respond should emergency incidents occur. This Prevention Strategy is an essential element of our Integrated Risk Management Plan and complements our Operational and Protection of the Built Environment Strategies. It outlines how Greater Manchester Fire and Rescue Service (GMFRS) will help to prevent death and injury as a result of fire and other emergencies, prevent the occurrence of fires and other emergencies and support our wider commitment to the health and wellbeing of the people that live in, work within and visit Greater Manchester. The Strategy supports firefighter safety by reducing the likelihood of emergency situations arising. But, when these emergencies do occur, firefighters will have greater knowledge and understanding of the people and environment they work in, through their regular contact with the community and through the organisational arrangements put in place. Over recent years we have developed a new, clear sense of purpose for the Service, and we have established six key aims. This Strategy embodies the core aims of Prevention and Public Value. The Strategy will also have a positive impact on the organisation s other key aims of Protection, Response, People and Principles. [Right] Our purpose and aims 2012 to 2015, from our Corporate Plan GREATER MANCHESTER FIRE AND RESCUE SERVICE

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6 introduction BACKGROUND GMFRS has statutory responsibilities and a moral obligation to undertake a wider community safety role; particularly in relation to crime and disorder and health and wellbeing. Making the community of Greater Manchester safe is integral to improving the economic prosperity of the City Region. As such, this Strategy addresses the priorities as outlined in the Greater Manchester Strategy 1. In 1995 the Audit Commission report In the Line of Fire 2 suggested that improved operational responses by fire and rescue services could only achieve limited success in reducing fire deaths and injuries. It argued that significant improvements could be achieved by a focus on fire prevention, detection, immediate extinction and containment of fires. Until recently our prevention activities have been delivered by a number of dedicated uniformed staff, distributed across the Service to ensure that each of our ten Boroughs was able to access and utilise resources to undertake this work. This was further supported by operational crews, primarily delivering our Home Safety Check initiative. In addition, there were a limited number of non uniformed specialists to cover specific areas of work such as Crime and Disorder, Substance Use and Mental Health. This approach has served the community of Greater Manchester well as the numbers of fires and fire related deaths have fallen continuously. We have delivered a great deal of prevention activity in partnership with Local Authorities, the Third Sector and other groups; an approach which grew significantly following our move to a Borough based structure in In 2008 we carried out a review of our Fire Safety function. As a result we realised that in order to be even more effective in developing and delivering prevention education and measures, and engaging with relevant individuals, communities and organisations, we needed to change our approach. We needed to move from one almost exclusively driven by uniformed staff able to undertake all types of prevention work, to a more mixed economy utilising specialists to provide a focus in a range of key areas such as Health and Social Care and Bridging Cultures; working alongside uniformed fire officers as well as volunteers and partners. Understanding the risks associated with fire and other types of emergencies helps us to provide a clearer picture for our own staff and volunteers, our partners and the community to enable us to develop, prioritise and deliver proactive interventions that complement our emergency response and fire protection activities in high risk areas. GMFRS works at a local, sub-regional, regional, national and international level to support the development and introduction of practices and procedures that make the communities of Greater Manchester safer, healthier and more prosperous. It is the responsibility of all Emergency Response, Prevention and Protection staff, and volunteers, to support the delivery of this Strategy, when working in the community, or with those that have responsibility for it. The delivery of this Strategy will be achieved through the implementation of more detailed sub-strategies, policies and procedural guidance 1 Prosperity for all: The Greater Manchester Strategy, AGMA, In The Line of Fire, Audit Commission, GREATER MANCHESTER FIRE AND RESCUE SERVICE

7 In the Line of Fire Value for Money in the Fire Service - the National Picture Audit Commission, 2006 Fire officers recognise, however, that there is a limit to which even the current excellent performance to these standards can achieve further reductions in deaths, injuries and property losses due to fires. PREVENTION STRATEGY

8 introduction SCOPE This Strategy outlines The rationale for our commitment to reducing the risk from fires and other emergencies (e.g. Road Traffic Collisions) in our communities. How we will gather and utilise risk information to inform where, how and to whom we deliver our service. The specific arenas where we will concentrate the delivery of our risk reduction service. The structure and mechanisms we will utilise to engage with, and influence, those at risk from fire and other emergencies. How the service we will deliver in the future will differ from that we currently provide. How our performance can be assessed. This Strategy does not cover The disposition of our Emergency Response resources and how they are deployed. This information is contained within our Operational Strategy. The disposition of our Fire Safety Enforcement resources and the associated risk based inspection methodology. This can be sourced in our Strategy for the Protection of the Built Environment. 8 GREATER MANCHESTER FIRE AND RESCUE SERVICE

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10 where we are now PESTLE ANALYSIS Legislation The Fire and Rescue Services Act 2004 places a wide range of statutory duties and powers on Greater Manchester Fire and Rescue Authority (GMFRA). Section 6(1) of the Act places a duty on GMFRA to promote fire safety. In addition to this primary piece of legislation, the Fire and Rescue Authority must take account of other legislation, including White Papers, Bills and national guidance such as: Civil Contingencies Act 2004 Equality Act 2010 Regulatory Reform (Fire Safety) Order 2005 Crime and Disorder Act 1998 The Police Reform Act 2002 Localism Act 2011 Open Public Services White Paper 2011 Healthy Lives, Healthy People 2010 Health and Social Care Bill 2011 Fire and Rescue Service National Framework Fire and Rescue Service Equality and Diversity Strategy Health and Safety at Work Act 1974 Changes to Approved Document B in relation to the Building Regulations has ensured that all new homes, or extensions to existing homes, are fitted with appropriate domestic fire alarm and detection systems. The introduction of Legislation in Wales has made it a requirement to fit domestic sprinklers in all new homes, and the Private Members Protection of Tenants Bill has sought to further improve inherent fire safety standards in domestic premises. The Fire and Rescue Service continues to work in an extremely challenging and dangerous environment and like all employers must adhere to Health and Safety legislation. There have been a number of high profile incidents in recent years that have resulted in the loss of life, including the loss of Firefighters. It is imperative that we take account of risk to ensure, as far as is reasonably practicable, that the public and our Firefighters remain safe. Political environment The political direction locally, nationally and internationally can be subject to change. Changes may influence the direction contained within this Strategy and the ways in which we are able to deliver it; and the finance and resources to do so. Through the Localism Act the current Government is easing back on central control and shifting greater responsibility and accountability to those delivering and receiving services. They are changing the tax and welfare systems, and the National Health Service (NHS) to accommodate this change in emphasis. The Government is providing a framework for local decisions to be made by the community itself for the benefit of the community under the fabric of Big Society. That said, these communities are already represented by the Fire Authority, with the political make up being proportionate to that within the boroughs of Greater Manchester. Socio-economic environment As part of the National Deficit Reduction Plan, the Government announced the results of their 10 GREATER MANCHESTER FIRE AND RESCUE SERVICE

11 Comprehensive Spending Review in October The impact on the Fire and Rescue Service was significant in that central Government funding for public bodies could see reductions of 25% - 40% over the next four years. GMFRS has already seen a reduction of 9 million and expect a further reduction which could be up to 20 million. The impact of the deficit reduction plan will inevitably lead to a re-evaluation of everything including how we will deliver our Prevention, Protection and Emergency Response service in a more cohesive, cost effective and targeted way. But, with the United Kingdom facing significant financial constraints there are risks of higher unemployment, poorer standards of living, and an increase in health and social wellbeing related issues, such as fuel poverty, poor diet, increased drug and alcohol use and increased anti-social behaviour and crime and disorder. These may result in an increase in the numbers of associated fires. What is PESTLE analysis? PESTLE stands for - Political, Economic, Sociological, Technological, Legal, Environmental. The term PESTLE has been used regularly in the last 10 years and its true history is difficult to establish. Various other similar acronyms have been used including ETPS, STEP, PEST, and STEEPLE. PESTLE analysis is in effect an audit of an organisation's environmental influences with the purpose of using this information to guide strategic decision-making. The assumption is that if the organisation is able to audit its current environment and assess potential changes, it will be better placed to respond to changes. The recession may see more businesses struggling to survive, resulting in an increased likelihood of arson, as the number of derelict and void properties grows. In addition, people are living longer which, coupled with an emphasis on independent living, may increase the likelihood and severity of accidental fires in the home due to issues surrounding mental health, mobility and other forms of disability that people tend to suffer as they get older. Greater Manchester continues to experience changes to community demographics through transient and migrant groups settling into the area. For example there has been an increase in migrant workers from eastern European countries, resulting in demographic changes in many boroughs. This presents a significant challenge for the Service to be able to communicate its community safety messages and educate people to improve their quality of life due to language barriers, PREVENTION STRATEGY

12 where we are now PESTLE ANALYSIS cultural differences and differing expectations of what we deliver and how we provide it. Public health is a key priority for Greater Manchester with mortality rates higher than the national average and poor health being affected by cardio vascular problems, smoking; obesity; mental health, drugs and alcohol. There are increasing numbers of men living alone and evidence indicates that there is an increased tendency for this group of people to smoke and consume alcohol in the home, increasing the risk of accidental fires. Technological environment The improvements in technology relating to fire safety equipment such as smoke alarms, domestic sprinklers, fire retardant bedding and flame retardant furniture, i.e. foam filled furniture products, provides an opportunity to take direct action to keep communities safe in their home. However, with budget constraints it is important to ensure that our services are provided in a targeted way, based on risk and need. technology is still in its infancy, we must explore the benefits especially to engage with communities that don t have English as a first language. Environmental Global warming and climate change continue to affect weather patterns resulting in long dry spells, flash floods and severe winter conditions. These extreme weather conditions introduce new risks e.g. moorland and wild land fires, more regular inundations of drainage systems and flood plains and extreme cold resulting in the potential isolation of individuals or communities and for some an inability to adequately heat their homes resulting in the increased fire risk associated with portable heating appliances. Advances in building design and materials means that the structure and layout of new buildings continue to provide challenges to GMFRS in ensuring fire safety is not compromised, and that people s attitudes and behaviours towards fire safety is appropriate to the risks they face. Advances in the design and manufacture of consumable products such as Reduced Intensity Propensity (RIP) cigarettes could improve home safety by reducing the potential for accidental fires to result from smoking. Most significant are the opportunities afforded by the advances in communication technology and, specifically, social media. GMFRS have expanded into this arena and regularly use social media as a vehicle to target some of our high risk groups. As our use of 12 GREATER MANCHESTER FIRE AND RESCUE SERVICE

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14 where we are now HOW THE RISK IS CHANGING The number of all types of fire across England has been declining steadily over the past decade and has been reduced by over 20% from 366,000 in 1997 to less than 300,000 in This picture is replicated in GMFRS, where we have seen a significant reduction across all fire types of 33% from 26,942 in 2005/6 to less than 18,224 in According to Government statistics the average cost of a fire in a domestic property is 24, Over the last year there were approximately 2,330 dwelling fires across Greater Manchester equating to a cost to the economy of Greater Manchester of approximately 58 million. This only represents the estimated financial cost and does not consider the other personal or community consequential impacts such as re-housing and loss of personal possessions etc. Home Safety Checks (HSCs) have been a tool used to assist in reducing accidental dwelling fires and they have been extremely effective. There are over 1.1 million domestic properties across Greater Manchester and, each year; approximately 60,000 HSCs are undertaken. An independent national initiative showed that 2.5 million smoke alarms installed (nationally) contributed significantly to a 57% fall in accidental fire deaths between 2000/02 and 2005/07. It also showed that the initiative resulted in 888 fewer non-fatal fire casualties per year and 13,670 fewer fires 4. HSCs and other Community Safety interventions. More recently we have introduced a new structure, which has specialist roles to assist us in communicating with those that are hard to reach and focusing on wider social issues. Under Section 8 of the Fire and Rescue Services Act GMFRS has a statutory duty to rescue people from road traffic collisions. Section 8 (1)(b) and Section 8(2)(e) imply a duty to prevent these collisions occurring in the first place. Not withstanding this, the moral obligation to prevent RTCs is compelling and, as has been proven with our fire prevention activities, significant economic benefits are achieved. So in relation to road safety, GMFRS attended 730 incidents where people were trapped in vehicles in 2010/11. This compares with 200 people rescued from fire over the same period. Between April 2010 and March 2011 we attended over 12,526 deliberately set fires. This is a significant reduction on the 08/09 figure of 14,454 which can be attributed to effective work with our partners. Fire and Rescue Services are only made aware of one quarter of deliberate fires that occur. This means that there may be significantly more incidents of Arson in Greater Manchester than are reported to us and highlights that they continue to be a volume crime issue. The research and intelligence on fires gathered to date, indicates that fires occur primarily as a result of peoples lifestyle choices, attitudes and behaviours, rather than by pure accident. Gaining access to the homes of those considered to be most at risk has therefore been a focus though we have had mixed results in getting across those thresholds. To improve our success rate we have engaged with partners and communities and established a volunteering scheme to increase our capacity to deliver [Right] Data show that all types of incidents have declined over recent years 3 Economic Cost of Fire Estimates 2004, Office of the Deputy Prime Minister 4 Communities and Local Government - Final Evaluation of Home Fire Risk Check Grant and Fire Prevention Grant Programme - Fire Research 2/ Greenstreet Berman Ltd 14 GREATER MANCHESTER FIRE AND RESCUE SERVICE

15 Incidents attended by Greater Manchester Fire and Rescue Service 2005/06 to 2010/11 All fires All incidents 60,000 50,000 40,000 30,000 20,000 10, / / / / / /11 PREVENTION STRATEGY

16 where we are now UNDERSTANDING THE RISK Over the last two years we have undertaken a comprehensive piece of work to ensure that our approach to assessing and modelling risk is the best that is possible, and ensure we understand fully the risks that the City Region faces. Accurate information on risk not only enables us to target our resources where they are most likely to be called upon in an emergency, it also helps us prioritise proactive targeted safety and prevention activity. We have developed a new risk model based on four main stages: The research function of CRAG will complement the work of our Risk and Strategic Analysts, the Corporate Planning and Performance section and the wider organisation, by conducting bespoke qualitative research activity that supports our corporate purpose and aims. This will include, for example, qualitative analysis of social, demographic, economic and other factors to determine ways in which we can influence Risk Model Diagram Identifying the risks and common incident types Estimating the risk level Comparing options Deciding on targets and response standards Stage 1 Identifying risks and common types of incident Stage 2 Estimating risk levels C Once the above stages have been determined we can then align the appropriate resources (response, prevention and protection) to that risk. We have been supported in this work and have had our Risk Model appraised by leading experts in the field. We believe our analysis is very solid as it is based on evaluated and approved guidelines and three years of historical incident data. Common types of incidents - Dwelling fires - Fires in commercial and public buildings - Road traffic collisions - Other life threatening special services Estimate risk levels in each locality Consid - Bala prev prote resp - Valu - Oper cons We have reorganised our Prevention and Protection Departments to align to this new approach, ensuring that we can deliver a more effective service. More information relating to the Prevention structure is contained in Section 9 of this Strategy. We have also developed a new Corporate Planning and Performance Directorate that has seen the introduction of a Consultation, Research and Assurance Group (CRAG), which will ensure we can utilise high quality data and accurately monitor changes in our risk profile to understand what is happening to risk on an ongoing basis. Major incidents and large fires - Transport incidents - Floods - Hazardous chemicals - Terrorist attacks - Severe weather - etc Estimate risk levels in each borough and GMFRS as a whole Consid - Bala prev prote resp - Valu - Resi cons 16 GREATER MANCHESTER FIRE AND RESCUE SERVICE

17 behaviours to reduce the occurrence of fire related, and other emergency, incidents. Regular evaluation will determine the merit, value, or outcome of a policy, programme or initiative, providing greater understanding of how successful it has been in order to inform our future Strategy development and shape future interventions. Stage 3 omparing options Stage 4 Deciding on targets and response standards Decisions on er nce of ention, ction and onse for money ational iderations er - Prevention, protection activity and response standards - Allocation of resources Locality specific priorities and resources IRMP CORPORATE PLAN nce of ention, ction and onse for money ience iderations Borough and GMFRS wide resilience requirements PREVENTION STRATEGY

18 where we are now CURRENT PREVENTION ACTIVITIES Home Safety Checks (HSCs) Home Safety Checks (HSCs) have been our main accidental dwelling fire prevention initiative over the past 7 years. In 2005 Operational Staff were delivering fewer than 1000 HSCs a year. This year, we expect to deliver 60,000 HSCs across Greater Manchester. Currently our HSCs are offered as a universal service, but we continue to find it difficult accessing and communicating with those perceived as hard to reach. Arson Reduction Deliberate fire setting continues to be a significant problem across the county. Consequently we have formulated a partnership agreement with Greater Manchester Police (GMP) to second one of their officers into our Prevention Department. This officer has helped focus the activities of both of our organisations which have resulted in an increased arson detection rate. We have worked closely with our Crime and Disorder and Community Safety Partners at local and county wide level to address Home Fire Risk Assessments carried out in Greater Manchester 2005/06 to 2010/11 100,000 80,000 60,000 by other GMFRS staff by Prevention and Protection by Partners by Ops Crews 40,000 20, / / / / / /11 18 GREATER MANCHESTER FIRE AND RESCUE SERVICE

19 issues associated with deliberate fire setting and arson. We have delivered: Beat-sweep activity involving community clean ups. Over the past four years an effective Bonfire campaign with our partners under the county wide Treacle brand which has seen year on year reductions in deliberately set or unattended bonfire incidents. Wheelie bin fire campaigns in hot spot areas working closely with local authority partners to develop innovative solutions to wheelie bin security. Educational safety advice to the business community about keeping their premises safe from an Arson attack. Arson Bike Patrols across three Boroughs to report on void property security, fly tipping and moorland patrols along with volunteer foot patrols undertaking risk reduction activities. A priority HSC service to those people who are threatened by fire from a person intent on causing harm by using fire as a weapon of choice. PREVENTION STRATEGY

20 where we are now CURRENT PREVENTION ACTIVITIES Engaging with Children and Young People Delivering Community Safety Education to Children and Young People has been at the heart of our Prevention activity. Key safety messages delivered to appropriate age groups at the correct time of the year has proved a successful strategy over the last decade. Engagement activities targeted at children and young people currently fall into two broad categories. The first are those activities that are clearly aligned to GMFRS core responsibilities as a Fire and Rescue Service, aimed at protecting children and young people from the risks associated with fire and fire related crime. The second category can be defined as those initiatives such as the Prince s Trust, Community Fire Cadets or Firefly programmes with the wider scope of improving the quality of life for children and young people across Greater Manchester. These programmes/activities are delivered through varying methods across Greater Manchester, either centrally from the Children and Young People s Team or through local borough initiatives. The objectives of these activities are: To prevent children, young people and their families being harmed or killed in fires or causing fires through ignorance or carelessness. To prevent children and young people becoming involved in fire crime, anti-social behaviour and social exclusion. To prepare and support young people into education, training and/or employment. To equip young people with skills for life Road Safety Road safety education has been on the periphery of the organisation s priorities in recent years with a greater focus being placed on our emergency response activities. Increasingly though, our staff have been delivering road safety educational inputs to road users, and local initiatives have been delivered in partnership with Road Safety Units and Greater Manchester Police. GMFRS is recognised as a key partner within the Greater Manchester Casualty Reduction Partnership, where road safety activity is supported and coordinated. Partnership working Borough Management teams have integrated well with many local partnerships such as the Local Authority Community Safety and Crime and Disorder Partnerships. However success in engaging with key health, faith and voluntary sector partnerships has proved more difficult with some pockets of good practice being the exception rather than the norm. Evaluation as to the effectiveness of partnership working has yielded varying degrees of success. We have shared many joint funded successes with our partners over recent years delivering significant results. These successes have included for example multiagency neighbourhood initiatives, fast-track abandoned vehicle removal schemes and multi-agency road safety engagement initiatives. We have developed strong relationships with the Co-op, Manchester Mental Health and Social Care Trusts, the Council of Mosques to name but a few, and will continue to develop and sustain strong productive partnerships going forward. Our work with the Greater Manchester Against Crime (GMAC) Partnership has had some success, and we are continuing to overcome a difficulty in having fire 20 GREATER MANCHESTER FIRE AND RESCUE SERVICE

21 related issues recognised at a strategic level. Some GMFRS boroughs have successfully achieved the inclusion of fire related issues as part of the Local Strategic Threat Assessments. More recently a county wide Mosaic mapping exercise, at household level, has been completed to assist in determining those individuals deemed most at risk from an accidental fire in the home. All of our partnership activities are being developed in accordance with our Partnership Strategy. This Strategy adopts the Problem Oriented Partnership model first designed in North America under the title of Problem Oriented Policing. Volunteers Commencing in January 2008, GMFRS developed a Community Action Team (CAT) Volunteers programme which has supplemented and increased organisational capacity to deliver existing and new Community Safety interventions. Their role has been to support the Emergency Response and Prevention Staff to deliver a wide range of activities. Activities that the CAT Volunteers have supported include HSCs, arson patrols and hazard spotting, supporting youth engagement and our Fire Service Cadets programmes. More recently, the CAT have supported Fire Safety Enforcement, undertaking themed visits in low-risk non-domestic premises. These activities are constantly being developed and will expand and grow to incorporate all aspects of our Service. PREVENTION STRATEGY

22 where do we want DELIVERING ON THE OUTCOMES OF OUR BUSINESS MODEL The purpose of Greater Manchester Fire and Rescue Service is "to protect and improve the quality of life of the people in Greater Manchester." To achieve our purpose, the Fire and Rescue Authority has set out six key aims. This Strategy is structured to deliver against two of those aims: If we are successful, the outcomes will be: Fewer emergency calls Fewer deaths and injuries from fires and other emergencies Less crime and disorder Prevention - in which we aim to engage with Greater Manchester s communities to inform and educate people in how to reduce the risk of fires and other emergencies and do all we can to prevent crime and disorder. Public Value in which we aim to manage risk through using resources flexibly, efficiently and effectively to continuously improve the way we use public money. Less property damage and economic loss Less damage to the environment Citizens recovering effectively from incidents A balanced budget Better designed, high value for money services More economic growth Fire stations at the heart of communities Improved quality of life outcomes for communities Volunteers adding further value to our service offer High public satisfaction with our services We believe that people should be able to live, work and visit Greater Manchester whilst remaining safe from fire and other emergencies. 22 GREATER MANCHESTER FIRE AND RESCUE SERVICE

23 to get to? PREVENTION STRATEGY

24 how will we get the IMPROVING OUR SERVICE To gain access to and/or influence the behaviours of those members of our community who are most at risk we need to further improve our understanding of them and what will motivate them to change. We will ensure that Emergency Response, Prevention and Protection staff, volunteers, partners and community members are provided with the right skills to be able to engage with the diverse communities that we serve. To support the achievement of this a new Prevention structure has been established, the key elements to this structure are: Service Development A dedicated Central Support Team of Co-ordinators with specialist expertise that will develop strategy, policy, corporate guidance and local support across a wide spectrum of areas such as Health and Social Care, Substance Use, Bridging Cultures, Road Safety, Water Safety, Fire Crime and Disorder and Children and Young People. A Campaigns Coordinator and a Community Safety Education Team will ensure that messages are delivered to relevant audiences in the most appropriate way. The Partnership Model The new Partnership Model and Referral Pathway for people at increased risk of fire stipulates that partnership agreements should include a commitment to ensure reciprocol training takes place where this is appropriate and where it would support the aims of the partnership. This will ensure that our partners deliver training relating to their areas of expertise to our staff at a level appropriate to their roles. In addition we have developed and delivered training in Vulnerability Awareness and Safeguarding to our staff in order to ensure that they have the necessary foundations to support their work within a range of communities. Service Delivery There are five Area Community Safety Teams, which service the whole of Greater Manchester and are based at, Bolton, Oldham, Manchester, Stockport and Salford. These are led by Community Safety Managers and Community Safety Team Leaders and are supported by Community Safety Advisers holding and developing one or more specialist areas of knowledge and service delivery expertise. These specialisms are reflective of those in the Central Support team. The number of Community Safety Advisors within each team has been determined by the risk profile for each area. Fire Stations at the heart of our Communities Presently our 41 Fire Stations are recognised within the community as centres for emergency response capability e.g. fire appliances and crews. We will consult with our partners and the community to design Stations that are viewed as Community Hubs which consist of community facilities that feel welcoming, attract constant use and are truly valued by the public of Greater Manchester. We will work with our colleagues in the Finance and Technical Services Directorate to review our Asset Management Strategy and ensure that it reflects our aspirations. The focus of the Development and Delivery teams: Gathering and using information they will establish internal and external systems and processes in order to obtain and share information that enhances the targeting, efficiency and effectiveness of Prevention services. Delivering targeted activities the priority will be to develop innovative methods of engaging with those that are known to be at greatest risk or hard to reach e.g. vulnerable older people, the socially deprived, those in the criminal justice system and those with health problems. They will also focus on making the built and natural environment a safer place through activities that reduce risk and deter crime and anti-social behaviour. Working with our communities they will gain an understanding of the different cultures within communities and engage with those communities in a meaningful and sustainable manner, providing them with appropriate services and facilities, to bring GMFRS into the heart of the community. 24 GREATER MANCHESTER FIRE AND RESCUE SERVICE

25 e? Prevention and Protection Directorate Director of Prevention and Protection Head of Prevention Services PA to Director Key Workstream Leads Prevention Children and Young People Risk Management Support Functions External Influences Administration Manager Prevention Support Manager CYP Manager Prevention Delivery Manager Deputy Admin Manager P&P Administrator FSHQ x 5 P&P Cluster Administrator x 5 CAD Manager CAD Operator x 2.6 Contact Centre Manager Contact Centre Team Leader Contact Centre Advisors x 5 Home Safety Coordinator Other Emergencies Coordinator Health and Social Care Coordinator Volunteering Development Officer CSET Manager Fire Partnership Liaison Officer Fire, Crime and Disorder Coordinator Bridging Cultures Coordinator Campaign Coordinator Salford PT Wythenshawe PT Hyde PT Prince s Trust Coordinator Trafford PT Manchester PT Stockport PT Bolton PT CS Managers x 5 CS Team Leaders x 5 CSA Health & Social Care x 6 CSA Bridging Cultures x 6 CSA Crime & Disorder x 9 External Partnerships Volunteer Coordinates x 5 CSA CYP x 6 CSA Substance Use x 5 CYP Coordinator x 5 Glossary CAD Computer Aided Design CS Community Safety CSA Community Safety Advisor CSET Community Safety Education Team CYP Children and Young People P&P Prevention and Protection PT Prince s Trust YP Young People CSET Team Leader CSET Trainers x 6 Education and Skills Fireteam Coordinator Cadet Instructor Programme Manager Cadet Coordinator Cadet Instructor Firefly Coordinator Cadet Instructor Fire Setters Interventions Coordinator Cadet Instructor Programmes Coordinator YP Engagement Coordinator Cadet Instructor Working with Partners they will engage with public, private and voluntary sector organisations at a local, county, regional and national level in order to design and deliver the most appropriate services. Utilising resources from the GMFRS Partnership and Innovation Management Board (PIMB) they will maximise opportunities to deliver effective target driven community focussed initiatives. (The PIMB oversees the implementation of our Partnership Strategy, and can allocate funding to partnership based or innovative projects that are supported by an effective business case. In addition the PIMB resources may, from time to time, be enhanced by virement or re-allocation of unused funds arising from the Budget Management Board). PREVENTION STRATEGY

26 how will we get the OUR STRATEGY We have identified key areas of focus that are crucial to reducing risk within our communities, improving public safety and adding value to the service we provide to the people of Greater Manchester. This Strategy will ensure that we work closely with our staff, communities and partner agencies to achieve success in the following key areas: Problem Oriented Partnerships Home Safety Health and Social Care Bridging Cultures Tackling Arson and Anti-Social Behaviour Children and Young People Road Safety Water Safety Community Safety Campaigns Volunteering Fire Investigation Protection of the Built Environment Training our Staff and Partners Problem Oriented Partnerships page 28 Home Safety page 30 Health and Social Care page 32 Bridging Cultures page 34 Crime and Disorder page 36 Children and Young People page 38 Road Safety page 42 We have identified key areas of focus that are crucial to reducing risk within our communities, improving public safety and adding value to the service we provide 26 GREATER MANCHESTER FIRE AND RESCUE SERVICE

27 e? Water Safety page 44 Community Safety Campaigns page 46 Volunteering page 48 Fire Investigation page 50 Protection of the Built Environment page 52 Training our Staff and Partners page 54 PREVENTION STRATEGY

28 how will we get the OUR STRATEGY Problem Orientated Partnerships GMFRS will adopt the Problem Oriented Partnerships (POP) approach. This problem solving process is used extensively within key partner agencies, for example the police, and it utilises a methodology known as SARA. This stands for: Scanning - spotting problems using knowledge, basic data and electronic maps; initiatives. The development of all levels of planning, including Directorate, Departmental, Borough and Team plans. A means by which we provide evidence to external auditors/peer review process. How staff plan and report on initiatives they are accountable for. Analysis - using hunches and IT to dig deeper into problems characteristics and causes; Response - working with the community and other partners, where necessary and possible, to devise a solution; and Assessment - looking back to see if the solution worked and what lessons can be learned. The aim of this methodology is to identify the root cause of a problem. Having identified the problem accurately, we will decide upon the most appropriate action, which may be to run a campaign or initiative or establish a long term partnership to deal with the issues. Where GMFRS leads on and are accountable for significant projects as part of the Response stage, we will utilise standard project and programme management procedures, where appropriate, to ensure that the partnership work provides value for money. The POP and SARA process will not only be utilised under the auspices of PIMB to determine the effectiveness of a business case, but will become the primary problem-solving tool for GMFRS; as such, it will become fully integrated into the corporate planning framework, and will feature in: The management of all local and Greater Manchester wide campaigns such as Treacle and Safe4 Campaigns. The selection and determination of funding bids to the Partnership and Innovation Management Board and the subsequent monitoring and evaluation of approved The personal appraisal process as a key component for many staff in how they account for their contribution to achieving corporate aims. In order to ensure that the SARA methodology runs through all elements of our business planning we will integrate SARA into a number of functions through the organisation including: TRAINING - SARA methodology training has been designed and delivered across priority areas of the organisation via an external provider. To increase wider organisational knowledge of SARA, our training team will now be managing the roll out of SARA training to all relevant members of staff. INFORMATION TECHNOLOGY - An ICT support system has been designed and all staff can now access this through our intranet. REVIEWING - To make sure that we are always looking at how we can improve access to SARA, we have frequent review dates arranged with ICT to address feedback, developments and introduce amendments to our systems. PARTNERSHIP, INNOVATION MANAGEMENT BOARD - We will ensure the use of the SARA methodology as part of the application process for funding from the Partnership Innovation Management Board. This will facilitate greater awareness of the SARA process throughout the organisation. PERSONAL REVIEWS - SARA methodology will be an integrated part of the performance review process; where staff will receive regular feedback on how they are utilising 28 GREATER MANCHESTER FIRE AND RESCUE SERVICE

29 e? the process. PLANNING - We will develop our problem solving approach to incorporate it into Borough planning and action planning - to ensure full integration across the organisation. PREVENTION STRATEGY

30 how will we get the OUR STRATEGY Home Safety Why is this a key area of focus? Since the introduction of the National Smoke Alarm campaign there has been a huge fall in accidental dwelling fire deaths and casualties across the country. In 1987 only 9% of homes had a working smoke alarm. This figure now stands at 86% 5. Historically GMFRS has been delivering advice on fire safety in the home via our Home Safety Check which has included the installing of free smoke alarms. Year on year we have seen a significant reduction in the number of accidental dwelling fires in Greater Manchester. In 2005/06 the number of accidental dwelling fires was 3727, in 2010/11 this figure has dropped by 36% to The reduction in fire deaths, injuries and severity of fire in the home is primarily attributable to the large scale Home Safety Check programme which we have delivered. We intend to continue this trend going forward and our Risk Model target of 180,000 HSCs delivered by 2014 will assist with this. Nationally deaths caused by accidental dwelling fires decreased until 2007 and they have remained broadly stable since. This plateau in the number of deaths from accidental fires in the home has highlighted the need for fire safety activity to be targeted. Analysis of fire statistics has indicated that the significant causes of fire related death are smoking materials, cooking and electrical appliances 6. These coupled with lifestyle choices and behaviours and health related issues can, and do, place individuals at greater risk from fire in the home. We also acknowledge that often individuals who are considered to be at greatest risk from fire in the home do not, or cannot, readily engage with the Fire and Rescue Service and, as a result, have traditionally been hard to reach. We will need to be more innovative in the way we identify and target these individuals to ensure that they are protected from the danger of fire and other hazards in the home. What are we going to do? As we are committed to improving the quality of life for people in Greater Manchester, we are making a significant change to the advice and support we will offer. The Home Fire Risk Assessment process will become a Home Safety Check (HSC) visit and we will look to expand the advice and support we offer to include not only fire safety advice but advice and support as appropriate on the wider safety and health and wellbeing agenda, allowing us to take a person centric approach. Many of our partner agencies have information relating to households that identify them as either at risk or vulnerable due to their lifestyle choice, health or behaviours. We will engage with these partners to obtain referrals or information in order to deliver effective tailor made home safety interventions. We will endeavour to work with private and social landlords in order to encourage them to take responsibility for the safety of their tenants by installing domestic automatic water suppression systems (AWSS) and smoke detection equipment, and for them to ensure that a Home Safety Check is offered to all new tenants. Where individuals who are under the care of others would benefit from additional fire risk reduction equipment, a recommendation will be made which should be entered onto the individual s care plan. This will allow us to collaborate with partners to make appropriate arrangements for the provision of this equipment. We will work with partners in Health, Social Care, Housing and the Voluntary Sector to develop a common assessment tool, suitable for use during Home Safety Checks, which addresses a number of risks in the home. We will ensure that all our staff that deliver the HOME SAFETY CHECK using this tool, have been provided with the necessary knowledge, skills and understanding and that there are mechanisms in place to facilitate signposting and referrals to our partners. Going forward we will maximise the use of our resources to target those households that are most at risk and target those 5 Communities and Local Government Fire Kills Annual Report Fire Investigation Departments Report on Preventable Deaths 30 GREATER MANCHESTER FIRE AND RESCUE SERVICE

31 re? geographical areas with the highest concentration of those households. Our data analysts from within our own organisation will provide statistical information via our Risk Modelling process to assist us and by using the Mosaic mapping data sets developed by GMAC we will be able to target and identify those individuals deemed at greatest risk. Fire deaths by cause in Greater Manchester Four year total ( ) Sustaining engagement with some hard to reach client groups has proved extremely difficult e.g. some faith communities. Therefore innovative methods of engagement will need to be developed to overcome these difficulties and ensure that our service is delivered to all of our communities. Our Home Safety Strategy will outline these methods. We recognise that by prioritising our workload to those people who are at the greatest risk of fire that a one-off Home Safety Check is not always enough to reduce the risk sufficiently and that a one size fits all approach to dealing with people at an increased risk of fire is not sufficient. Adults with matches Candles We will work with our colleagues in the Corporate Planning and Performance Directorate to develop and implement a re-visit procedure for the more complex individuals, families and households. We will ensure that our dedicated team of Community Safety Advisors manage these cases and liaise with key agencies that are already working with people who are at an increased risk from fire. Careless disposal of smoking materials We will continue to offer the Home Safety Check to all of the community of Greater Manchester, but we acknowledge that some are in a better position to provide for themselves than others. We will therefore develop a Pass it On scheme that will allow willing participants to donate home safety equipment to others that are less fortunate. Microwave wheat bag No. Goals 1 Chip pan Cooker left unattended Drug preparation Electrical Radiated heat / contact with flame Delivered in Year 1 Year 2 We will deliver 60,000 targeted, integrated Home Safety Checks that are tailored to the needs of the recipient. 2 We will revisit the homes of those most vulnerable to influence their behaviours and thus control risk. 3 Pass it on scheme. 0 Year PREVENTION STRATEGY

32 how will we get ther OUR STRATEGY Health and Social Care Why is this a key area of focus? During an independent review of health inequalities 7, Professor Sir Michael Marmot identified that Fire and Rescue services are in the perfect position to deliver interventions and partner with other agencies to reduce health inequalities. He said; I visited various interventions and programmes aimed at improving health and reducing inequalities. I was so impressed with the work of the Fire Services! Back then I was completely unaware of the relevance of their day to day work to reducing health inequalities. I realised that the agendas of preventing illhealth and preventing fires were closely linked: fires and ill-health occur in the more deprived areas, to people at the bottom of the socio-economic gradient, to those in poor housing, and to those whose circumstances have lead them to take up unhealthy lifestyles. The Fire Services do what every stakeholder involved in reducing health inequalities should do: engage directly with the community, work to provide them with the opportunities they need to live healthy life and focus on prevention. In Greater Manchester, we have been successful in reducing accidental dwelling fires, injuries and deaths as a result of our prevention activity. However, where fire incidents, injuries and deaths still occur, the victims often have health or social care needs resulting in lifestyle and behaviours which can contribute to a fire starting. Between 2007 and 2011 there were 50 preventable fire deaths in the home, in Greater Manchester. Smoking was found to be a contributory factor in 44% of these, alcohol in 40%, prescribed medication in 28%, disability in 26%, mental illness in 20% and drugs in 4%. Additionally, in 28% of cases the victim was known to social services 8. Between 2007 and 2011 there were 37 fire deaths that for statistical purposes were not included in our return to central Government of those deaths that can be prevented. Of these 32% involved self immolation (setting oneself on fire). We have identified there is a link between these fire deaths and mental health and that GMFRS may have a role to play in addressing this issue with partners. People with health and social care needs may also be at increased risk of being involved in road traffic collisions. The Department for Transport estimate that 250 people were killed in drink drive incidents in 2010, which accounted nationally for 14% of all road fatalities. Statistics also show that while older drivers show greater wisdom in assessing risks, and are less likely to break speed limits, increased age does bring some increased risks. Drivers over 85 years of age are two and a half times more likely to be killed if they are in a collision compared to drivers in their 40 s, and the risk to older pedestrians of being killed or seriously injured increases after the age of 60. What are we going to do? GMFRS has access to intelligence and partnership data. We will utilise the POP and SARA process, the expertise within CRAG, and our Risk Model to enable us to target prevention activity based on social and demographic risk. In line with The Department of Health s Strategy for Public Health in England 9 we aim to develop integrated, joined up commissioning and services. We will recommend that GMFRS are full members of Greater Manchester Health and Well-being Boards and that fire safety becomes an integral part of health and social care service strategy and provision. We are committed to reaching people at an increased risk from fire through closer partnership working and information sharing. We will develop and promote a partnership model and referral process to facilitate a consistent approach across Greater Manchester in accordance with our Partnership Strategy. This model will promote a consistent and organised approach to working with partner organisations which reduces duplication of effort and allows us to disseminate good practice examples of the process in action. Adopting the processes described in the model will assist our organisation to develop partnerships based on need and deliver effective outcomes to protect and improve the quality of life of the people in Greater Manchester. This approach will promote a framework for development of robust, well managed partnerships, but can be adapted, and is flexible enough to accommodate local needs. We will work with our Community Safety Education Team and partners to ensure that our staff and volunteers have the 7 Fair Society, Healthy Lives. The Marmot Review. Strategic Review of Health Inequalities in England post Fire Investigation Departments Report on Preventable Deaths 9 Healthy Lives, Healthy People: Our Strategy for Public Health in England. HM Government (2010) 32 GREATER MANCHESTER FIRE AND RESCUE SERVICE