GMFRS Corporate Plan 2011

CORPORATE PLAN2011-2014

www.manchesterfire.gov.uk

2 GREATER MANCHESTER FIRE AND RESCUE SERVICE CORPORATE PLAN 2011-2014 www.manchesterfire.gov.uk

Welcome and foreword

We published our draft

Corporate Plan in October

2010 and embarked upon

an extensive process of

public consultation. Details

of the process itself and the

full feedback may be found

on our website.

Within that draft plan we

acknowledged the state of

flux and uncertainty we are

in and we set out the many

challenges we face; with our

proposals to address those

challenges.

At the time, we were

predicting a very significant

financial challenge, and we

also illustrated how the

continuing risk of terrorism

and how the growing

implications of changes in

climate could affect us. We

explained how these global

issues now not only touch

all our lives as citizens, but

have direct consequences

on those with responsibility

for delivering public

services.

We also identified many

other factors that presented

a growing concern for us.

Our proposals to address

each of these issues were

set out in the draft plan and

sought to put in place the

building blocks for change

including:

A new approach to risk

assessment;

A new Risk Model;

A new Business Model;

A new set of Emergency

Response Standards;

and

A range of measures that

would provide the basis

for more detailed plans

Whilst we attempted to

present these proposals in

as clear and concise a way

as possible, they are quite

complex and the feedback

did highlight the fact that

some people struggled a

little with that complexity.

Nevertheless, the vast

majority of respondents

recognised the implications

of our proposals and in

particular, the

consequences in relation to

the way we deal with

emergencies; the number of

firefighters we send to

incidents, how quickly we

propose to get to different

incidents in future, the type

of fire appliances we intend

to send and so on.

But, the world does not

stand still, and an

enormous amount has

happened in just the few

months since we embarked

on our consultation.

These changes do affect

the proposals we made in

our draft plan, though, to a

very large degree, they have

reinforced the relevance of

our proposals. We believe

therefore, it is worth saying

a little more about what has

happened, in order to put a

proper context around the

final plan.

In relation to finance, we

have now had our grant

settlement from the

Government1, and it is both

different and significantly

worse than our (pessimistic)

predictions.

It’s different in the sense

that, instead of the four year

settlement we were told we

would be given, we have

been given just a two year

settlement, and we will not

know the settlement for the

third and fourth years until

late in 2012.

Notwithstanding this

continued uncertainty about

the medium term situation,

what is already certain is

that we do face very

substantial reductions in

grant. We have a 12.5%

reduction in the next two

years and, almost certainly,

a bigger cut in the following

two years. So our best

estimate of the overall effect

is for a cut of between 25%

over the next four years to

nearer 40%. These figures

translate to reductions of

between £18 million a year

up to £25 million a year.

We have already set our

budget for 2011/12, and

started to tackle the issue of

a £7 million cut in budget,

and this has already

involved tough decisions.

But the entire cut, so far,

has come from our back

office/management/support

costs, where we face losing

around 200 people as well

as cutting budgets. It is self-

evident, though, that much

more will be required.

Turning to the other

challenges, and how these

have changed.

In relation to terrorism, we

have continued to see

attempts/attacks around

Welcome to our Corporate Plan for 2011-14 and thank youfor feeding back your thoughts during the consultation period

1 70% of our budget is funded by Government grant; the rest comes from Council Tax.

http://manchesterfire.gov.uk/about_us/policies_and_publications/corporate_plan/corporate_plan_consultation.aspx

the world, and we have

seen arrests that have

thwarted attacks in the UK.

We have also witnessed

world events with enormous

political and social change

in other countries that will

inevitably impinge on this

issue, notably, Egypt, Libya

and parts of the Middle

East. Therefore, if anything,

the terrorist risk is

increasing – certainly it has

not, and will not go away.

This affects the way we

must think about our

approach to addressing our

rescue role for the future.

In relation to global

warming, climate change

and other natural disasters,

we have had the coldest

and longest winter on

record, illustrating, once

again, the massive impact

the environment has on our

lives, and the dramatic

consequences of extremes

of weather. More recently,

the terrible domino effect of

events in Japan in March

2011, where we deployed

our firefighters in rescue

operations, provide the

most compelling and tragic

example of the importance

of being prepared to deal

with the force of nature and

its changes.

And, of course, fires!

In Greater Manchester, we

have continued our safety

and prevention work and

consequently continued to

see a fall in the day to day

events/tragedies that

disrupt and damage

people’s lives and the

economy. But they still

happen.

This Corporate Plan,

therefore, sets out the

approach we intend to take

to address these many and

significant issues. It does

not spell out in detail all of

our specific actions – these

form the basis of our

operating plans, managed

through the day to day

business of the Service and

the Fire and Rescue

Authority. Rather, the Plan

identifies the principles we

will follow, the approach we

will take and frameworks

and standards in place, as

well as the ‘big steps’

necessary to transform our

organisation and to address

the issues in front of us over

the next few years.

It will mean less firefighters

overall, and we will need to

change the way we roster

and deploy our personnel in

order to ensure minimal

impact on the community. It

will also mean different

responses to different types

of incident and rigorous

assessment of real risks,

and it will involve tough

decisions about how we use

our resources. Essentially,

we must do more with less.

But, it will also mean

continuing, even increasing

our investment in prevention

and partnership work. It will

mean investment in new

technology, facilities and

equipment to enable

change, but also, to protect

our personnel doing a

hazardous job. It will require

a sense of focus, drive and

determination from the

professional and political

leadership of the

organisation to maintain the

momentum and pace of

change required.

We remain passionate

about our goal of making

Greater Manchester a safer

place and we believe that,

despite the challenges, we

can still achieve this goal

and continue to improve our

safety record.

Above all, we remain

committed to delivering the

expectations of our

communities, that when

they face an emergency,

dial 999 and ask for the Fire

and Rescue Service, they

get a swift response and a

quality of service that is

second to none.

3www.manchesterfire.gov.uk CORPORATE PLAN 2011-2014 GREATER MANCHESTER FIRE AND RESCUE SERVICE

Steve McGuirk

CBE, MA, BA (Hons), FRSA, FIFireE

Chief Executive/

County Fire Officer

Paul Shannon

Chairman

Greater ManchesterFire and Rescue Authority

John Bell

Vice-Chairman

Greater ManchesterFire and Rescue Authority


Welcome and foreword 2

Section 1 Your Fire and Rescue Service

Your Fire and Rescue Service 6

Our purpose and aims 8

Our values and behaviours 9

Section 2 Prioritising our resources

Financial resources 12

Comprehensive spending review 12

Where we are reducing our costs 14

Our approach to risk 16

Section 3 What we plan to do

What the public said during consultation 26

Our aims 2011 to 2014 30

Section 4 Measuring and reporting our progress

Our development goals 2011/14 34

Our delivery goals 2011/14 38

Our targets 2011/14 42

Appendices

Appendix one - Our business model 46

Appendix two - Our outcome targets 47

Appendix three - How to contact us 48

Appendix four - Other languages 49

Contents

Section 1 Your Fire and Rescue Service

5


Your Fire and Rescue Service

The Greater Manchester

Fire and Rescue Authority is

a publicly accountable

body. Thirty councillors are

appointed annually by the

10 Metropolitan Borough

Councils in Greater

Manchester to govern the

Service. We are also part of

a group of bodies, which

collectively make up, the

Association of Greater

Manchester Authorities

(AGMA).

The primary duties of the

Fire and Rescue Authority

are contained in The Fire

and Rescue Services Act

2004, and require the

provision, training and

equipping of the Service to

undertake:

Fire fighting

Protection of people and

property from fire

Fire safety promotion

Road traffic collision

rescues

Other emergency

responses to civil

emergencies

We also play a major role in

civil protection, so to ensure

a more integrated approach

to handling larger civil

emergencies, the Civil

Contingencies Act 2004

defines the roles and

responsibilities of the Fire

and Rescue Authority,

alongside other regional

public bodies, including:

Police, Ambulance, Local

Authorities and some

private sector organisations

including utility companies.

The Authority is also

responsible for:

Ensuring that buildings

remain safe from fire by

enforcing the Regulatory

Reform (Fire Safety)

Order 2005

The safe operation of

petrol stations through

the Petroleum

(Consolidation) Act 1928

Licensing the storage of

explosives (including

fireworks) through the

Manufacture and Storage

of Explosives Regulations

2005

The Authority has a number

of committees which meet

regularly to scrutinise the

proper running of the Fire

and Rescue Service, to

ensure it meets both the

statutory requirements as

well as the needs of the

communities of Greater

Manchester. At the time of

writing this plan, these

committees are being

reviewed to ensure the

Authority remains fit for

purpose to address its

changing role.

Authority meetings are open

to the public and held at

Greater Manchester Fire

and Rescue Service

Headquarters in Swinton.

If you would like to know

more about The Authority

committees and view

agendas, meeting minutes

and future meeting dates

see the Authority’s website.

Alternative methods for

contacting us can be found

at the end of this document.

Greater Manchester Fire and Rescue Authority

http://authority.manchesterfire.gov.uk


Greater Manchester Fire and Rescue Service


and Rescue Service covers

an area of approximately

500 square miles and

serves around 2.6 million

residents, as well as those

who work in, or visit the city

region.

We currently employ 1,872

uniformed staff and 511

non-uniformed staff across

44 locations and, each year,

we answer around 66,000

emergency calls and attend

around 40,000 emergencies

including 800 serious road

traffic collisions.

Whilst providing the

capacity to respond to

foreseeable fire and

emergency incidents across

our region is a statutory

requirement, and to many,

the core purpose of a Fire

and Rescue Service, our

role is much broader than

simply putting out fires.

Responding to emergencies

is reactive, and whilst we

must be able to provide this

response extremely well, we

also endeavour to do

everything within our span

of control to prioritise and

target our resources and

prevent the need for a

response in the first

instance.

During consultation on the

draft of this plan over 95%

of respondents felt this was

appropriate and that we

should continue to focus on

preventing fires from

occurring.

In reflection of this and other

feedback we have decided

to now adopt the core

purpose proposed in the

draft plan which was;

“to protect and improve

the quality of life of the

people in Greater

Manchester”.

We will use this as the

bedrock of our future

planning.

S10 STRETFORD

S11 SALE

S12 ALTRINCHAM

S13 MOSS SIDE

S14 WITHINGTON

S15 WYTHENSHAWE

S16 MCR CENTRAL

S17 BLACKLEY

S18 PHILIPS PARKS19 GORTON

S20 WHITEHILL

S21 STOCKPORT

S22 CHEADLE

S23 OFFERTON

S24 MARPLE

E30 ROCHDALE

E31 LITTLEBOROUGH

E32 HEYWOOD

E33 OLDHAM

E34 HOLLINS

E35 CHADDERTON

E36 BURY

E37 WHITEFIELD

E38 RAMSBOTTOM

E39 ASHTONE40 STALYBRIDGE

E41 MOSSLEY

E42 HYDE

W50 BOLTON CENTRAL

W51 BOLTON NORTHW52 HORWICH

W53 FARNWORTHW54 WIGAN

W55 HINDLEYW56 ATHERTON

W57 LEIGH

W58 SALFORD

W59 BROUGHTONW60 AGECROFT

W61 ECCLES

W62 IRLAM

FSHQ HEADQUARTERS

Wigan Borough

Bolton Borough

Bury Borough

Rochdale Borough

Oldham Borough

Tameside Borough

Stockport Borough

Manchester Borough

Trafford Borough

Salford Borough

http://www.manchesterfire.gov.uk/my_area/salford.aspx

http://www.manchesterfire.gov.uk/my_area/trafford.aspx

http://www.manchesterfire.gov.uk/my_area/manchester.aspx

http://www.manchesterfire.gov.uk/my_area/stockport.aspx

http://www.manchesterfire.gov.uk/my_area/tameside.aspx

http://www.manchesterfire.gov.uk/my_area/oldham.aspx

http://www.manchesterfire.gov.uk/my_area/rochdale.aspx

http://www.manchesterfire.gov.uk/my_area/bury.aspx

http://www.manchesterfire.gov.uk/my_area/bolton.aspx

http://www.manchesterfire.gov.uk/my_area/wigan.aspx


Our purpose and aims

Following the consultation on the draft plan, we have also

finalised six key aims which support the achievement of our

core purpose.

We are committed to achieving these aims and a range of

development activities and measures are contained within

section four of this plan to outline in more detail how we will

do so.

People

We aim to:

Work with people with the right skills

and attitude to deliver high quality,

value for money services in a

positive environment for everyone

Public Value

We aim to:

Manage risk through using resources

flexibly, efficiently and effectively,

continuously improving our use of

public money in ways the public value

Principles

We aim to:

Operate in accordance with the law

and our values, and ensure that

safety, sustainability, partnership and

inclusivity run through all we do

Prevention

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

Protection

We aim to:

Influence and regulate the built

environment to protect people,

property and the environment

from harm

Response

We aim to:

Plan and prepare for emergencies

that may happen and make a high

quality, effective and resilient

response to them

Our Purpose

Our purpose is to protect and improve the quality of life of the people in Greater Manchester


Our values and behaviours

We believe that the way in which we work together towards our core aims is as important as

their achievement. Our values reflect what we stand for, and, with our supporting

behaviours, define how we will work to achieve our purpose.

Our values haven’t been designed by a corporate committee or our management team

working in isolation. Instead, they have been developed by staff across the organisation, and

reflect what we truly believe in and commit to. These values don’t just ‘sit in’ this Corporate

Plan, but have been ‘integrated’ into our day to day business, ensuring this is always

reflected in the service the public receives.

Respect Support, involve and listen to others, showingdignity, consideration and empathy.

Honesty Commit to create and maintain an open andtruthful environment, which is fair and consistent.

InclusiveRemove barriers to participation and promote atruly representative service, using diversity tobenefit all.

ExcellenceStrive to develop, constantly improving ourcontributions to make our Fire and RescueService the best it can be.

Professionalism in our roleDemonstrate a positive attitude andcommitment, to deliver a high quality service andalways take pride in our role.

Section 2 Prioritising our resources

11


Financial resources

Each year the Fire and Rescue Authority reviews its Medium

Term Financial Strategy and its annual operating budget, to

ensure that the aims and activities set out in our Corporate

Plan can be delivered and afforded.

Our Funding comes from 3 key sources:

Revenue Support Grant (RSG)

This is a Government Grant paid to the Authority from

national taxation to provide funding to local services.

National Non-Domestic Rates (NNDR)

Business rates set by, and paid to the Government, and

then redistributed based on population.

Precepts

This is local funding, paid to us by each Metropolitan District

Authority of Greater Manchester and collected by them as

part of council tax.

15% Revenue Support Grant

47% National Non Domestic Rates

38% Precept Income

Comprehensive spending review

In October 2010, as part of

the National Deficit

Reduction Plan, the

Coalition Government

announced the results of

their Comprehensive

Spending Review.

The October announcement

provided Fire and Rescue

Authorities with details of

the next two years of

central government funding,

though it had previously

been stated and anticipated

that a four year settlement

would be announced.

The Comprehensive

Spending Review followed

the Emergency Budget in

June 2010 and included

very significant reductions in

central government funding

for public bodies, with

average reductions of up to

25% of Government grant

over the next four years

being proposed.


Over the next two years the

overall Government grant

cuts to Fire and Rescue

Services across the UK are

around 6.5%. However, the

allocation of that funding is

very uneven, with some Fire

and Rescue Authorities

even seeing a small

increase in grant.


and Rescue Authority on

the other hand, has

received the largest cuts in

the sector, with a 12.35%

reduction in our

Government grant over the

next two years.

This represents a budget

reduction of £9 million over

this period alone.

It is very important to note

that this settlement was

worse than anticipated, but

also that a back loading

approach has been taken

by the Government for

grants to Fire and Rescue

Authorities. The idea of

back loading is that the

bigger cut is yet to come

and therefore indicates that

our settlement for years

three and four will be even

worse.

If the proportion of savings

required by Metropolitan

Fire Authorities in years

three and four mirrors the

weightings placed upon us

in years one and two, the

grant reductions for this

Service could equate to

between 30% to 40%.

This is significantly higher

than the 25% (average

grant reduction) originally

anticipated from the

Comprehensive Spending

Review.

Disappointingly, the

Government has not yet

announced firm figures for

2013/14 and 2014/15, so it

is hoped that the figures

outlined, represent the

worst case scenario. But to

put these percentages into

some sort of perspective, a

25% reduction in our grant

equates to a total reduction

over the four years of

£18 million, with 40%

equating to £25 million..

These cuts will inevitably

have major impacts upon

how we provide the Fire

and Rescue Service.

Nevertheless, we remain

committed to changing the

way we do things, to strive

for greater efficiency rather

than simply ‘cut’ services.

We are taking this approach

to ensure that the impact on

the public services we

provide is risk based.

To provide public

assurance, the Audit

Commission continues to

have a role in assessing the

effectiveness of the financial

arrangements of the

Authority and in particular

will focus on arrangements

for:

Securing financial

resilience focusing on

whether the Authority is

managing its financial

risks to secure a stable

financial position for the

forseeable future; and

Challenging how the

Authority secures

economy, efficiency and

effectiveness, focusing

on prioritising resources

within tighter budgets

and improving

productivity and

efficiency.

Implications to the Fire and Rescue Service

Overview of the predicted annual change in our income over the next four years

0

20

40

60

80

100

120

Tota

l inc

ome

£’m

2010/11 2011/12 2012/13 2013/14 2014/15

2010/11(£m)

2011/12(£m)

2012/13(£m)

2013/14(£m)

2014/15(£m)

Net Budget Requirement 120.72 114.27 112.30 112.92 114.60

Central Government Grants 75.34 69.24 67.08 58.23 49.38

Council Tax 42.21 42.56 44.01 45.77 47.60

Total 117.55 111.79 111.09 104.00 96.98

Gap to be met fromefficiencies and reserves

3.18 2.48 1.21 8.92 17.62


Where we are reducing our costs

To deliver this Corporate

Plan we have now set our

budget for 2011/12, and will

deliver a £5.7 million cut in

our budget this year.

This has already involved

some very difficult

decisions, with virtually the

entire cut coming from our

back office, management

and support costs, and with

a loss of around 200

people.

2011/12(£m)

2012/13(£m)

Borough management -0.500

Service wide efficiency programmes -2.522 -0.434

Catering staff -0.525 -0.175

Control (999) staff -0.208 -0.292

Station administration -0.375 -0.375

Training and development staff -0.525

End of temporary projects (HR and Payroll) -1.009

Total -5.664 -1.276

Borough management

Service wide efficiency programmes

Catering staff

Control (999) staff

Station administration

Training and development staff

End of temporary projects

2011/12 2012/13

Borough management

Service wide efficiency programmes

Control (999) staff

Catering staff

Station administration

Training and development staff


Looking ahead into 2012 and beyond

Over the course of 2011/12

we will undertake further

reviews considering our

options to provide the

service within the

constraints of our predicted

budget settlement for 2012

to 2015. This will involve

further consideration of

back office and

management costs, but

inevitably, must involve

looking at our frontline

services. Over the next few

months we will use our

detailed risk modelling for

each area, to identify

alternative crewing and

rostering patterns, whilst still

continuing to achieve our

response and attendance

standards, but at a lower

cost.

It is impossible to avoid the

reality that whilst this will

result in a range of options

to re-balance our resources

which will reflect local risk

levels and demand, it will

also mean fewer firefighters

overall. The challenge for us

is to ensure we have the

right number of firefighters

when we need them on a

daily basis and to be able to

scale up our resources

quickly, to respond to major

emergencies.

As a trusted emergency

service, public safety, and

that of our staff, is a key

priority, and all our reviews

will consider the potential

impact upon our core

purpose to protect and

improve the quality of life of

people in Greater

Manchester.

But we must also take

tough decisions and

practical steps to deal with

the significant reduction in

our budget outlined above.

We remain passionate

about our goal of making

Greater Manchester a safer

place and we believe that,

despite the challenges, we

can still achieve this goal

and continue to improve our

safety record.

Full details of our Financial

Strategy 2011/12 and the

impact of the

Comprehensive Spending

Review are available on our

website.

http://www.manchesterfire.gov.uk/about_us/our_performance/financial_statements.aspx

http://www.manchesterfire.gov.uk/about_us/our_performance/financial_statements.aspx


Our approach to risk

Understanding the risk of

fires, incidents and other

types of emergency is

crucial to providing an

efficient and cost effective

Fire and Rescue Service.

Accurate information on risk

not only enables us to

target our resources where

they are most likely to be

called upon in an

emergency, but also helps

us to prioritise proactive

safety and prevention

activity. It also assists us in

prioritising our approach to

controlling and regulating

fire safety in the built

environment.

Greater Manchester is a

very diverse region, with a

major airport, many large

industrial sites, businesses,

heritage sites, protected

wildlife sites, major railway

stations, homes and a well

developed tourism sector

and road network.

Collectively, these features

contribute to a broad

potential range of incident

types and possibilities which

we need to be prepared for.

We currently operate from

41 fire stations across

Greater Manchester, with 66

fire engines and 29 other

emergency vehicles. We

continually analyse and

model the historic

distribution of incidents, and

use our findings to predict

as far as possible, the likely

demand for services. This

ensures our vehicles and

staff are in the best place to

respond quickly when

required. We used to say,

“fires can happened

anywhere”, and whilst that

remains true, there are very

clear patterns and trends

around locations, times of

day and seasons.

The map shows the

predominant risk levels of

the areas within each of the

ten metropolitan boroughs

making up Greater

Manchester. This provides

an area overview, but this is

not sufficiently detailed to

enable us to target our

resources effectively.

Therefore, we utilise a

number of more detailed

information sources to

breakdown our risk levels

by incident type, and use

these to provide appropriate

response cover in any given

area.

Overall life risk map(includes RTC, all fire and major incidents)

Very High

High

Medium

Low

Very Low

WIGANWIGAN

LEIGHLEIGH

BOLTONBOLTON

BURYBURY

ROCHDALEROCHDALE

OLDHAMOLDHAM

ASHTON-UNDER-LYNEASHTON-UNDER-LYNE

MANCHESTERMANCHESTER

STOCKPORTSTOCKPORT

WYTHENSHAWEWYTHENSHAWE

WITHINGTONWITHINGTON

ALTRINCHAMALTRINCHAM

STRETFORDSTRETFORDIRLAMIRLAM

SALFORDSALFORD

WIGAN

LEIGH

BOLTON

BURY

ROCHDALE

OLDHAM

ASHTON-UNDER-LYNE

MANCHESTER

STOCKPORT

WYTHENSHAWE

WITHINGTON

ALTRINCHAM

STRETFORDIRLAM

SALFORD

http://www.manchesterfire.gov.uk/media/111774/integrated_risk-assessment.pdf


Household casualty risk map

Very High

High

Medium

Low

Very Low

WIGANWIGAN

LEIGHLEIGH

BOLTONBOLTON

BURYBURY

ROCHDALEROCHDALE

OLDHAMOLDHAM



STOCKPORTSTOCKPORT





SALFORDSALFORD

WIGAN

LEIGH

BOLTON

BURY

ROCHDALE

OLDHAM

ASHTON-UNDER-LYNE

MANCHESTER

STOCKPORT

WYTHENSHAWE

WITHINGTON

ALTRINCHAM

STRETFORDIRLAM

SALFORD

The effects of fire in a home

can be devastating, but

most are preventable

through good safety

behaviour. For fire risk in

homes and households we

model previous incident

data, along with predictive

data and overlay other

information about the

vulnerability of different

people and localities to

build a ward by ward risk

map. Of course, we can

identify trends and patterns

as mentioned already, but it

is the nature of emergencies

that we cannot predict

exactly what will happen

and when, or the scale of a

major emergency. So, our

planning must also take

account of the probable

risks across each locality,

and help us to effectively

target our prevention

activity.

Our primary tool to reduce

domestic fire risk is the

Home Fire Risk Assessment

(HFRA). This involves a

home visit providing advice

and guidance on avoiding

fires, fitting free smoke

alarms where needed, and

making an escape plan to

use should a fire still occur.

Proactive prevention

works!

Over the last five years we

have reduced accidental

dwelling fires across Greater

Manchester by over 35%;

a track record we are

immensely proud of.



The risk to life from fire in public and commercialbuildings

Very High

High

Medium

Low

Very Low

WIGANWIGAN

LEIGHLEIGH

BOLTONBOLTON

BURYBURY

ROCHDALEROCHDALE

OLDHAMOLDHAM



STOCKPORTSTOCKPORT





SALFORDSALFORD

WIGAN

LEIGH

BOLTON

BURY

ROCHDALE

OLDHAM

ASHTON-UNDER-LYNE

MANCHESTER

STOCKPORT

WYTHENSHAWE

WITHINGTON

ALTRINCHAM

STRETFORDIRLAM

SALFORD

The risk to life from fires in

public and commercial

buildings depends on a

number of factors including:

What a building is being

used for and the number

of people who occupy it

The fire safety awareness

of the people and their

ability to make their own

escape from a fire

The provision and

standard of safety

features including fire

alarms and sprinkler

systems

How effectively a building

is managed

Information relating to these

factors is collected by our

fire safety enforcement

officers during inspections,

and used to determine how

frequently we will continue

to inspect them. Where we

are concerned about the

standard of fire safety, we

issue enforcement notices.

In the most serious cases,

we will prohibit the use of

buildings until measures are

taken to improve the fire

safety and prosecute those

responsible.

Over the last 15 years the

City Region has undergone

significant regeneration and

redevelopment, and our fire

safety enforcement teams

have been heavily involved

in ensuring the new

properties and

developments meet the

required fire safety

standards.



Case Study

Media City

Major incidents and business continuity

Major incidents occur

infrequently, with some

areas and boroughs having

less than one per year.

These cannot be predicted

accurately using risk

models, so, as well as using

historic incident data and a

variety of other information

sources to model

possibilities and scenarios,

we must also ensure we

maintain the overall capacity

across Greater Manchester

to respond effectively to

major emergencies when

and wherever they occur.

Major incidents include the

effects from extremes in

weather, such as, flooding

and wild fires, but they also

include train derailments,

major spillages, fires and

chemical incidents and

even flu pandemics.

At over £500 million in

value, the new Media City in

Salford is one of the UK’s

largest building projects

outside London.

Our fire engineering section

has supported this

development to ensure

designers met their

functional requirements, but

also other requirements in

relation to fire safety, with

new and very innovative

designs for the safety

systems used.


Major incident risk map

Since the 9/11 attack in

New York, and more

recently, the 7/7 London

tube and bus bombings, we

also have to be prepared

for potential terrorist

attacks. We work

extensively with other

partners through the

Greater Manchester

Resilience Forum so we can

provide a coordinated and

effective response in the

event of any major incident.

Finally, we have also

developed our own

business continuity plans,

which are regularly tested to

ensure that we continue to

provide an effective service

during significant disruption

to our operations.

The recent tragedy in Japan

illustrates the domino effect

of an earthquake and

tsunami and the major fires,

flooding and rescue

operations that follow. It

serves as a stark reminder

that planning for, and being

able to respond to major

and unpredictable events, is

a truly difficult and complex

issue.

Major RTC

Flooding (1 in 10 yrs)

Flooding (1 in 100 yrs)

Aircraft

Terrorist incident



Previous response standards for life threatening incidents

When we produced our first

Integrated Risk

Management Plan (IRMP) in

2004, we introduced simple

and universal time targets

for responding to all life

threatening incidents. This

was created by averaging

the response times already

achieved from the existing

stations and appliances; an

approach based on a

previous national

perspective aiming to

provide blanket fire cover.

Over the last six years we

have been monitoring and

observing the emergency

response standards used in

other Fire and Rescue

Services, and we have had

the opportunity to use our

own experience and

knowledge to develop our

own comprehensive risk

calculator, to determine the

relative risk levels across

Greater Manchester.

This risk calculator uses

previous incident data

which includes fires, deaths,

injuries, major incident

information, road traffic

collision data and other

building risk data to

determine overall risk levels

by ward. This is then used

to determine the overall risk

levels associated with the

geographic areas served by

each of our stations.

During consultation on this

approach, many people

reflected that categorising

areas by risk ratings was

understandable and

appropriate.

Using the risk calculator we

have also been able to

assess the impact of

different response times for

each locality. A full copy of

the assessments which

show the relative risk levels

in each ward across

Greater Manchester for

varying response times can

be found on our website.

In addition to determining

the most risk appropriate

response standards, our

risk calculator also identifies

levels of prevention activity

required in each area, to

further reduce risk levels.



New emergency response categories for life threatening incidents

The response categories

below reflect the targeted

attendance times for the

first fire appliance we send,

from the moment it is

mobilised, to its arrival at

the scene.

During consultation people

also told us that a proposed

category 5 response time of

between 17 and 23 minutes

was too slow to respond to

a life threatening

emergency.

We have subsequently

removed this category.

As we have identified in our

draft corporate plan, these

response times are for the

first appliance to a life

threatening incident, but we

will continue to commit to

responding with an overall

crewing level or response

commensurate with the

type of incident we can

reasonably foresee or be

called to. Furthermore, we

will continue to monitor and

measure attendance times

of further resources beyond

the first appliance to ensure

we understand the effect of

the new response

categories and our overall

performance.

Category 1 Response

We will respond to a life threatening emergency and

aim to arrive in less than 5 minutes on 95% of

occasions

Category 2 Response


aim to arrive between 5 and 7 minutes on 95% of

occasions

Category 3 Response


aim to arrive between 7 and 12 minutes on 95% of

occasions

Category 4 Response


aim to arrive between 12 and 17 minutes on 95%

of occasions with sufficient resources to mount an

attack/intervention

Attendance to Road Traffic

CollisionsTo be developed

Non emergencies

When we respond to a non emergency incident we

aim to arrive as soon as practicable whilst still

observing normal road speed /driving conditions


Crewing fire appliances to meet varying levels of risk and demand

For a number of years we

have used our information

on risk levels during different

times of the day to match

our resources to where they

are most needed. This has

resulted in appliances

across Greater Manchester

being brought into and out

of service at different times

of the day and night.

During 2011/12, using our

new risk model and

response standards, we will

begin introducing alternative

crewing and rostering

patterns across a number

of our stations.

Turnout standards

Turnout standards are used

to measure the time it takes

us to pick up the phone

when we receive a 999 call

and mobilise our emergency

response. Of course, we

aim to turnout as quickly as

possible, regardless of

category of response but

these standards provide a

benchmark against which

we can measure the impact

of any changes we

propose.

Answering ‘999’ calls‘999 emergency’ calls will be answered within 6

seconds on 98% of occasions

Processing ‘999’ calls

The time from picking up the call to sending a

turnout message to stations or engines is as

follows:

75% of all calls handled in less than 45 seconds




Turnout of appliances

The target for turning out appliances at wholetime

stations is less than 60 seconds from the time the

call has been passed to the station

The target for turning out appliances on retained

stations is less than 5 minutes

The target for stations with other types of crewing is

an average of 180 seconds

24

Task analysis

To ensure we continue to

provide safe and sufficient

crewing levels, we have also

undertaken a detailed task

analysis for the emergency

scenarios we respond to.

This analysis determines the

number and type of staff

required for safe working,

for each category of

emergency incident, and

also provides an indication

of the best level of

supervision, and the type of

equipment needed for each

incident scenario.

Of course this isn’t an exact

science, and it is in the

nature of being an

emergency service that we

must deal with

unpredictable and fast

moving events. We must

continue to be honest that

we cannot offer total

protection, and fire and

rescue remains a hazardous

business. We must

acknowledge the need for

our personnel to be able to

use their own initiative and

judgement.

Full details of the task

analysis and optimum

crewing level studies can be

found on our website.

http://www.manchesterfire.gov.uk/media/111888/task_analysis_report.pdf

Section 3 What we plan to do

25


What the public said during consultation

We know that our budget settlement is very challenging and

will require a number of important changes to the delivery of

our service. As an organisation, we serve the needs of local

people and want to be open and transparent in how we

shape our activities to best meet our statutory obligations,

as well as local needs.

This plan needs to reflect a shared vision for Greater

Manchester Fire and Rescue Service and make sure

people’s thoughts and opinions count. We wanted people

who may use the service, or work with it, to have a

meaningful voice in the way in which we design the future.

Why did we want to talk to people?

Our staff represent our greatest asset and are also some of

the best people to ask in terms of what needs to improve

and how to make those improvements. In 2009 we

undertook our largest ever staff consultation exercise in

what were entitled “Blueprint” discussions. This led to the

production of our Strategic Intent document in September

2010, which outlined our view of how we could respond to

the challenges we face. The Strategic Intent document can

be found on our website.

In November 2010, we launched a 12 week public

consultation on our draft Corporate Plan, and proposed

priorities and activities for 2011 to 2014. The consultation

involved workshops and events in every borough, on line

surveys, focused mail-outs and targeted telephone calls.

A wide spectrum of people and agencies were involved in

this engagement including other emergency services, our

staff, the general public and other partners across Greater

Manchester and beyond. We also shared our plans with

Government.

This open and extensive consultation, along with the

confirmation of our budget position for the next two years

during December 2010, has been reflected in the final

version of this Corporate Plan to make this our shared plan

for 2011/14.

In total, during the consultation period, we:

Had direct contact with 406 people. 199 of these

attended at least a two hour workshop

Generated 967 individual comments

Received 1,200 items of data from people who had used

our services

Produced 1,452 items of data from the survey available

online

How did we gather feedback?

http://www.manchesterfire.gov.uk/about_us/policies_and_publications/gmfrs_strategic_intent.aspx


The summary below draws together some of the common

themes from feedback and how we have responded. We

believe it is our responsibility, when people have given their

time to comment on the plan, to respond to that comment,

and demonstrate how we plan to improve in the future.

A full list of all of the comments and our responses during

consultation on this plan can be found on our website.

Risk Ratings

People said that they wanted more specific information

on areas which are categorised as high risk and what

this will mean to the service that they might receive in

an emergency.

We have published all of the 225 ward based risk

ratings. Each ward covers on average 5,000

households. This information is available on our

website.

People said that they wanted to be sure that we would

take into consideration local knowledge and intelligence

when allocating risk ratings, as opposed to relying on

historical data alone.

We made a commitment to review the risk ratings on a

yearly basis and ensure they remain relevant to the

communities we serve. The potential to include other

intelligence and professional judgements has been

integrated into the risk model. In delivering our

prevention, protection and response service, local

knowledge will be equally important to target our

resources.

Response standards

People told us that category 5 response time of

between 17 and 23 minutes was too slow to respond to

a life threatening emergency.

We make sure that no area across Greater Manchester

receives less than a category 4 response. Most areas in

Greater Manchester will receive a category 3 or faster. A

full list of the category breakdowns can be found on our

website. We have now removed category five

response.

Rostering and crewing levels

Staff told us that they need to be consulted and kept

informed of the proposed changes. Partners and the

public need to be confident and able to trust the

Service and that the level of service will be maintained.

We will continue to consult with our staff over

proposed changes and will build on the partnerships

that we already have within many communities, to make

sure that people remain confident in the quality and

public value of our service.

People said that they were open and accepting to new

ways of working, but that we had to make sure that it

was right for the area.

We made a commitment to make no changes to

service delivery without appropriate consultation and

evidence of good practice from other organisations or

other Fire and Rescue Services. Any proposals that are

implemented will undergo stringent reviews to make

sure that we are making the right changes for the

communities that we serve.

What did people tell us?



http://www.manchesterfire.gov.uk/media/111904/gmfrs_risk_model.pdf



http://manchesterfire.gov.uk/about_us/policies_and_publications/corporate_plan/corporate_plan_consultation.aspx


Partnership working

Partners said that they wanted more collaborative

working between ourselves and other organisations,

sharing the delivery of some services in partnership with

one another.

Together we have already delivered a range of

successful preventative work in partnerships across

Greater Manchester. We are keen to continue this, and

do more, and welcome your ongoing ideas and

collaboration. We have recently made

recommendations to a national review of fire policy and

reflect the potential to work in a more integrated

manner with other agencies including the NW

Ambulance Service, and will consult on further

developments in our future plans.

Budget

People told us about ways in which we might be able

to generate income in the future, to make up for some

of the budget deficit caused by the Comprehensive

Spending Review.

We have taken the ideas on board and will look at

developing ways to bring some of these ideas to fruition

over the next year, in line with our aim on Public Value.


We will update our plan each year and provide

further opportunities for you to consult on our future

plans. If anyone requires any further information or

have any other questions or wish to make any other

comment on our plan they can:

Email at: [email protected]

Write to: GMFRS Consultation

GMFRS Planning and Performance

Directorate

Headquarters

146 Bolton Road

Manchester

M27 8US

Call: 0161 608 4169

For information on alternative formats or

languages, please see page 49 of this plan


Our aims 2011 to 2014

Aim 1 Prevention

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.

We would like a City Region where

no-one suffers injury or death from

fires and where the quality of life is

better for all. We will use our resources

effectively and efficiently to target our

prevention activities to where they will

support the greatest reduction in fires,

suffering and fire related crime.

Aim 2 Protection

We aim to:

Influence and regulate the built

environment to protect people,

property and the environment

from harm.

The sustainability and resilience of the

City Region and its economy is critical

to us all. We will continue to support

businesses to improve their resilience

to accidental fire, crime, climate

change and major incidents. Fire

safety in the workplace is a legitimate

and critical business overhead, not

only to protect people and buildings,

but also to sustain long term

economic growth.

Aim 3 Response

We aim to:

Plan and prepare for emergencies

that may happen and make a high

quality, effective and resilient

response to them.

We recognise that we cannot prevent

every fire and major incident but we

will provide effective emergency cover

to rescue people from harm, preserve

buildings and our heritage and

minimise damage to the environment.


Aim 4 Public Value

We aim to:

Manage risk through using resources

flexibly, efficiently and effectively to

continuously improve the way we use

public money.

We will continue to monitor our

performance in both delivering

efficiencies and what we hope will be

exceptional services with high levels of

public satisfaction.

Aim 5 People

We aim to:

Work with people with the right skills

and attitude to deliver high quality,

value for money services in a positive

environment for everyone.

We know that staff and volunteers

represent our greatest asset and we

want to support a well informed, high

performing workforce with high levels

of enthusiasm and satisfaction to help

us to ensure Greater Manchester is a

safer place to live in, work in and visit.

Aim 6 Principles

We aim to:

Operate in accordance with the laws

and our values, and ensure that safety,

sustainability, partnership and

inclusivity run through all that we do.

We want this service to be delivered

through successful partnerships and

an equitable workforce, reflecting the

diversity of the communities across

Greater Manchester. We will continue

to do everything we can to protect the

safety of staff and reduce our impact

upon the environment as we deliver

the service.

Section 4 Measuring and reporting our progress

33


Our development goals 2011/14

This action plan sets out a

clear picture of our

development goals over the

next three years to achieve

our strategic aims. Our

development goals will

result in a change in the

way we do things and

represent major pieces of

work which underpin how

we will deliver our service in

the future.

These do not reflect all the

work we will be doing, and

inevitably new risks and

priorities will arise that we

will need to deal with. The

development goals have

been derived from a

combination of analysis of

our reduced budget,

corporate risks, future

planning and extensive

consultation. Against each

goal there is a reference to

which of our strategic aims

it is intended to address.

Some goals will relate to

more than one aim and will

take more than one year to

achieve, and each goal has

an owner from our

Corporate Leadership

Team, who will be ultimately

responsible for its delivery.

More detailed activities for

achieving these goals are

incorporated into our

departmental and staff

action plans which we

monitor through our

planning and performance

reporting process.

Corporate Aims Key

Prevention

Protection

Response

Public Value

People

Principles

For example:

represents that the goal is intended

to address the Strategic Aims of ;

Prevention, Protection and Public

Value.


# Development goalStrategic

Aim

Timeframe

for delivery

DV1

Produce, agree and implement a range of strategies to inform and educate people

in how to reduce their risk from fires and other emergencies and to improve quality

of life outcomes for our communities.

Year

1 to 3

DV2

Produce, agree and implement a range of strategies to regulate the built

environment so as to protect people, reduce property damage and economic loss

and preserve our heritage.

Year

1 to 3

DV3Complete the restructure of Prevention and Protection services commenced in

2011 to create efficiencies and improve service delivery.

Year

1

DV4Implement our new partnership strategy to ensure we work effectively with

partners and deliver public value.

Year

1 to 2

DV5Deploy a new comprehensive risk model to determine risk levels and

proportionate response times for each of our fire stations.

Year

1

DV6

Scope the introduction of special rescue stations to focus our expertise and

pursue excellence in service delivery, then make recommendations and implement

as required.

Year

1 to 3

DV7

Review the current arrangements for urban search and rescue and their

relationship with international search and rescue capabilities, recommend

improvements and implement as required.

Year

1 to 3

DV8Review the fleet of special appliances, make recommendations for improvements

and implement as required.

Year

1 to 3

DV9Revise the current Rostering for Duty arrangements to reduce the numbers of staff

needed to operate the system and create significant efficiencies.

Year

1 to 2

continued overleaf



Aim

Timeframe

for delivery

DV10 Introduce pumping appliances more suited to dealing with smaller fires.Year

1 to 3

DV11Vary crewing arrangements on fire stations to ensure they are fit for purpose and

meet the risk and demand levels identified in each area.

Year

1 to 3

DV12Review our arrangements for incident command, make recommendations and

implement as required.

Year

1 to 3

DV13

Refurbish or build fire stations in accordance with the Fire and Rescue Authority’s

Asset Management Plan to meet the needs of our Risk Model and effective

service delivery.

Year

1 to 3

DV14

Implement our people and organisational development strategy to ensure we work

with people with the right skills and attitude to deliver high quality, value for money

services in a positive environment for everyone.

Year

1 to 3

DV15Provide a new technical solution for the delivery of our control (999) service

prioritising opportunities for regional collaboration in the interests of public value.

Year

1 to 3

DV16Implement the changes from the management and back office reviews as part of

reducing costs for 2011/12 and beyond.

Year

1

DV17Conduct further reviews into back office functions in order to create further

efficiencies and preserve front line services.

Year

1 to 2

DV18

Identify opportunities for commissioning and / or sharing services with other

public (in particular the Association of Greater Manchester Authorities (AGMA)),

private and third sector organisations, make recommendations and implement

as required.

Year

1 to 2



Aim

Timeframe

for delivery

DV19

Continue to implement our Sustainability Strategy, investing in green technology

and behaviour change programmes to reduce our direct and indirect impact upon

the environment.

Year

1 to 3

DV20 Provide new training facilities to improve real fire training for our firefighters.Year

1 to 2

DV21Complete a further review of the senior management of the organisation, make

recommendations and implement as required.

Year

1

DV22Develop and implement a Corporate Communications Strategy to support our

aims and maximise opportunities for income generation.

Year

1


Our delivery goals 2011/14

Within our business model

(see page 46) we have six

strategic aims to deliver our

core purpose, ‘to protect

and improve the quality of

life of the people in Greater

Manchester’. Our delivery

goals are simply the

outcomes that we expect to

see from achieving these

aims.

We use our delivery goals

to test that there is a

‘golden thread’ between

our overall strategic aims

and any actions and

activities we undertake,

whether these are

corporate, departmental, or

even actions in individual

staff plans.

To ensure we are

accountable in achieving

these goals and meeting

our aims we use a variety of

performance measures and

where appropriate we use

targets to help us to identify

where we need to do more.

Corporate Aims Key

Prevention

Protection

Response

Public Value

People

Principles

For example:

represents that the goal is intended

to address the Strategic Aims of ;

Prevention, Protection and Public

Value.


# Delivery goal How will we measure this?Strategic

Aim

DL1 Reduce the number of emergency callsUsing our emergency call data and information

on mobilisations.

DL2Reduce deaths and injuries from fires and

other emergencies

From our incident records, prevention and

protection activities and the levels of risk in our

communities.

DL3 Reduce crime and disorder

Through the overall numbers of deliberate

fires, hoax calls and crimes against our staff or

property.

DL4Reduce property damage, economic loss

and damage to the environment

The number and extent of property fires and

the number of fires where smoke alarms or fire

suppression systems are fitted. The use of spill

materials, foams and the data on economic

cost of fires and associated carbon footprint

from all fires we attend.

DL5 Preserve our heritage from fire damage

By monitoring the number of fires in grade I

and II listed buildings and the quality of

protection assessed through the protection

inspection programme.

DL6Ensure the public are highly satisfied with

our services

In house and independent public satisfaction

surveys of our activities, and public

consultation on major planned changes to our

service.

DL7Support business resilience and economic

growth

Monitoring the number and quality of fire

safety enforcement inspections and the

number of fires affecting businesses.

continued overleaf



Aim

DL8

Maintain a high state of preparedness for

emergencies, effective emergency cover

and a high quality response

By monitoring the number and quality of

incident pre-plans, the range and quality of

training events, the availability of our

appliances and staff, the achievement of the

response standards and staff performance

and training records.

DL9

Rescue people from harm and maintain

resilience during peak activity levels and

business disruption

From our incident data, attendance and

response standards and regular testing of our

business continuity plans.

DL10Continually improve our service, providing

value for money and a balanced budget

Our financial records, internal and external

audits and cost benchmarking against other

Fire and Rescue Services.

DL11

Place fire stations at the heart of

communities, valued and used by local

people, organisations and partners

The use levels of fire station facilities by local

communities and partnerships.

DL12Provide improved quality of life outcomes for

communities

Quantitative and qualitative evaluation of the

impact of our work on quality of life outcomes

for communities.

DL13Volunteers adding further value to our

service

Volunteer records, numbers and satisfaction

levels.

DL14

Develop and sustain a high quality,

performing, effective, well informed and well

trained workforce

Our staff performance and appraisal records,

awareness surveys, communications and

training records, external audit and feedback

from other partners.



Aim

DL15

Develop and maintain a committed,

enthusiastic and healthy workforce including

volunteers with high levels of satisfaction

Staff satisfaction surveys, consultations and

reward and recognition processes.

DL16

Develop and maintain confident, capable

leaders and managers, with low levels of

absenteeism, staff turnover and ill discipline

Attendance records, staff performance and

appraisal data and staff surveys.

DL17

Reduce our carbon footprint, use of natural

resources and deliver our services in a

sustainable way

Resource use data, carbon emission

calculations, staff behaviour and measures on

our supply chain and indirect environmental

impact. Progress against our Sustainability

Strategy.

DL18

Develop and maintain a safe workforce with

low rates of accidents and injuries to our

people

Sickness, absence, accident and injury

records.

DL19

Provide for better community outcomes

through equitable service delivery by a

workforce that is representative of our

collective diversity

Ethnic, gender, age and disability profiles of

our staff and volunteers and the success of

our prevention and protection strategies.


Our targets 2011/14

Strategic monitoring against

our corporate targets is

undertaken by the Fire and

Rescue Authority, with more

detailed departmental and

directorate targets being

scrutinised through our

internal performance and

planning process.

A summary of our

corporate performance and

the highlights of our

activities in each borough

are published quarterly in

the Chief Officer’s Activity

Report (available on our

website) and in the meeting

minutes of our Authority

Committees (available on

the Authority’s website).

We also produce an annual

performance report which

provides some more

detailed analysis and

benchmarking of our

performance alongside

similar Fire and Rescue

Services.

The headline targets that

follow reflect some of the

key output measures we

will use to monitor the

delivery of this plan over the

next three years (2011/14).

Our outcome targets (for

example, number of

accidental dwelling fires) for

the next three years can be

found in Appendix Two.

http://authority.manchesterfire.gov.uk

http://www.manchesterfire.gov.uk/about_us/policies_and_publications/activity-report.aspx

http://www.manchesterfire.gov.uk/about_us/policies_and_publications/activity-report.aspx


Prevention

We will deliver 180,000 Home Fire Risk Assessments and target the areas we know to be at higher risk of

accidental dwelling fires.

Protection

To support business resilience and fire safety we will deliver 21,000 fire safety enforcement inspections.

Response

We will aim to arrive at emergencies and life threatening emergencies within our category response times on

95% of occasions

Category 1: less than 5 minutes

Category 2: between 5 and 7 minutes



We aim to answer all 999 emergency calls within 6 seconds on 98% of occasions and meet our call

processing times of:

75% of all calls within 45 seconds




We will also aim to turn out fire appliances from whole time stations within 60 seconds and from retained

stations within 5 minutes.

Public Value

We will deliver a 12.35% (£9 million) reduction in the cost of the Service over 2011 to 2013 and prepare for

further grant reductions in 2014 and 15.

People

We will target fewer than 6 days / shifts lost to short and long term sickness in our workforce.

We will recruit and maintain at least 200 volunteers to provide 100,000 volunteer hours of support in

outreach and fire prevention work across the City Region.

Principles

We will continue to reduce our impact upon the environment and reduce our overall carbon footprint and

use of natural resources by 25% versus our 2008/09 baseline.

We aim to reduce working days lost to ill heath and injuries by 30% over the next 10 years.

Appendices

45


Appendix one - Our business modelO

ur

pu

rpo

se i

s to

pro

tect

an

d i

mp

rove

th

e q

ua

lity

of

life

of

the p

eo

ple

in

Gre

ate

r M

an

ch

est

er

Pre

ven

tio

nP

rote

cti

on

Resp

on

seP

ub

lic V

alu

eP

eo

ple

Pri

ncip

les

What weaim to do

En

ga

ge w

ith

Gre

ate

r M

an

ch

est

er’

sco

mm

un

itie

s to

in

form

an

ded

uca

te p

eo

ple

in

ho

w t

o r

ed

uce

the r

isk

of

fire

s a

nd

oth

er

em

erg

en

cie

s a

nd

do

all w

e c

an

to

pre

ven

t cri

me a

nd

dis

ord

er

Infl

uen

ce a

nd

reg

ula

te t

he b

uilt

en

viro

nm

en

t to

pro

tect

peop

le,

pro

pert

y a

nd

th

e e

nvi

ron

men

tfr

om

ha

rm

Pla

n a

nd

pre

pa

re f

or

em

erg

en

cie

sth

at

ma

y h

ap

pen

an

d m

ak

e a

hig

hq

ua

lity

, eff

ecti

ve a

nd

resi

lien

tre

spon

se t

o t

hem

Ma

na

ge r

isk

th

rou

gh

usi

ng

reso

urc

es

flexib

ly, e

ffic

ien

tly

an

deff

ecti

vely

, con

tin

uou

sly

imp

rovi

ng

ou

r u

se o

f p

ub

lic m

on

ey

in w

ays

th

e p

ub

lic v

alu

e

Work

wit

h p

eop

le w

ith

th

e r

igh

tsk

ills

an

d a

ttit

ud

e t

o d

eli

ver

hig

hq

ua

lity

, va

lue f

or

mon

ey

serv

ices

in a

posi

tive

en

viro

nm

en

t fo

reve

ryon

e

Op

era

te i

n a

ccord

an

ce w

ith

th

ela

w a

nd

ou

r va

lues,

an

d e

nsu

reth

at

safe

ty, s

ust

ain

ab

ilit

y,p

art

ners

hip

an

d i

ncl

usi

vity

ru

nth

rou

gh

all

we d

o

How we aim to achieve this (the means)

■Targeted

marke

ting, advice an

ded

ucation to cha

nge be

haviou

r■He

lping commun

ities to

help

them

selves

■Investigating the causes of fire

san

d he

lping to detect c

rimes

■Un

derstand

ing the na

ture of o

urdiverse commun

ities

■Le

arning

from

incide

nts

■Mon

itorin

g, evaluating an

dim

proving ou

r effe

ctiven

ess

■Be

ing influ

entia

l locally, re

gion

ally,

natio

nally and

internationa

lly to

bene

fit Greater M

anchester

■Targeted

marke

ting, advice an

ded

ucation to cha

nge be

haviou

r■He

lping bu

sine

sses to

help

them

selves and

trea

t fire

safety as

a legitim

ate bu

sine

ss overhea

d■A ris

k ba

sed au

dit a

nd in

spectio

nprog

ramme that fo

cuses on

life

safety and

protects Grea

ter

Man

chester’s critical assets an

dhe

ritag

e■Re

spon

ding

to con

cerns over fire

safety

■En

forcing fire safety la

w in

the

public in

terest

■Su

pportin

g econ

omic growth

■Le

arning

from

incide

nts

■Mon

itorin

g, evaluating an

dim

proving ou

r effe

ctiven

ess

■Be

ing influ

entia

l locally, re

gion

ally,

natio

nally and

internationa

lly to

bene

fit Greater M

anchester

■Mod

elling the ris

k of emerge

ncies

■De

term

ining wha

t emerge

ncies we

respon

d to

■A ris

k ba

sed incide

nt plann

ing

prog

ramme that fo

cuses on

life

safety and

protects Grea

ter

Man

chester’s critical assets an

dhe

ritag

e■Effective bu

sine

ss con

tinuity

arrang

emen

ts■Va

lid re

spon

se stand

ards

■Mutua

l sup

port arrang

emen

ts,

region

ally and

nationa

lly■Limiting

econo

mic and

environm

ental d

amag

e by th

e way

we de

al with

incide

nts

■Le

arning

from

incide

nts

■Mon

itorin

g, evaluating an

dim

proving ou

r effe

ctiven

ess

■Be

ing influ

entia

l locally, re

gion

ally,

natio

nally and

internationa

lly to

bene

fit Greater M

anchester

■Effective research

■Effective ris

k man

agem

ent,

plan

ning

and

perform

ance

man

agem

ent

■Utilising

our brand

, expertise an

dresources be

yond

our statutory

dutie

s■Maxim

ising the use of our

resources

■Attra

cting ad

ditio

nal fun

ding

,whe

re necessary, to supp

ort the

delivery of our aim

s■Us

ing techno

logy to

improve

services and

efficien

cy■Su

pportin

g econ

omic growth

■Involving ou

r com

mun

ities in

design

ing, evaluating an

dde

livering ou

r services

■Prom

oting the na

ture, p

urpo

se and

value to th

e pu

blic of o

urorga

nisatio

n■Be

ing influ

entia

l locally, re

gion

ally,

natio

nally and

internationa

lly to

bene

fit Greater M

anchester

■Be

st practice ap

proa

ches to

recruitin

g pe

ople

■An

integrated

app

roach to

workforce plann

ing, succession

plan

ning

and

caree

r develop

men

t■Effective learning

and

develop

men

tprog

rammes and

facilities

■Maintaining

com

petence an

dcontinue

d profession

alde

velopm

ent

■Em

ploying pe

ople who

take

approp

riate re

spon

sibility for the

irde

velopm

ent a

nd m

ainten

ance of

compe

tence

■Providing consistent assessm

ent

and ap

praisal systems

■Re

cogn

ising an

d rewarding

goo

dpe

rform

ance and

dea

ling fairly an

dconsistently with

poor p

erform

ance

■Inform

ing, con

sulting

and

involving

our p

eople in issues th

at affe

ctthem

■Re

cruitin

g and developing

confid

ent

and capable leaders and manag

ers

■Effective internal and

externa

lcommun

ication

■An

internal m

anag

emen

t system

audit framew

ork

■Se

tting

clear stand

ards and

accoun

tabilities

■In accorda

nce with

our value

s,ho

lding ea

ch other to

accou

nt■Se

eking to work in partnership to

achieve be

tter o

utcomes th

ancould be

achieved alon

e■Providing ‘safe pe

rson

s’ and

ahe

althy an

d safe working

environm

ent s

o far a

s is

practicab

le in

an em

erge

ncy

service

■Providing ou

r services in a

sustaina

ble way

■Providing services ta

ilored to m

eet

the ne

eds of our diverse

commun

ities

■Be

ing an

employer of c

hoice for a

llou

r com

mun

ities

Perf

orm

an

ce m

ea

sure

s tr

ack

ing

pro

gre

ss t

ow

ard

s o

ur

serv

ice d

eli

very

an

d s

erv

ice d

eve

lop

men

t g

oa

ls

The outcomes of our aims

■Fewer emerge

ncy calls

■Fewer dea

ths an

d injurie

s fro

mfires and

other emerge

ncies

■Le

ss crim

e an

d disorder

■Le

ss prope

rty dam

age an

decon

omic loss

■Le

ss dam

age to th

e en

vironm

ent

■Citizen

s recoverin

g effectively fro

mincide

nts

■High

pub

lic satisfaction with

our

services

■Fewer emerge

ncy calls

■Fewer dea

ths an

d injurie

s fro

mfires and

other emerge

ncies

■Le

ss crim

e an

d disorder

■Le

ss prope

rty dam

age an

decon

omic loss

■Le

ss dam

age to th

e en

vironm

ent

■More bu

sine

ss re

silience an

decon

omic growth

■Ou

r herita

ge preserved

■High

pub


our

services

■High

state of p

repa

redn

ess for

emerge

ncies

■Effective em

erge

ncy cover a

ndhigh

qua

lity respon

se to

emerge

ncies

■Re

silience du

ring pe

ak activity

levels and

business disrup

tion

■Pe

ople re

scue

d fro

m harm

■Fewer dea

ths an

d injurie

s fro

mfires and

other emerge

ncies

■Le

ss prope

rty dam

age an

decon

omic loss

■Le

ss dam

age to th

e en

vironm

ent

■More bu

sine

ss re

silience an

decon

omic growth

■Ou

r herita

ge preserved

■High

pub


our

services

■A ba

lanced

bud

get

■Be

tter d

esigne

d, high value for

mon

ey services

■Im

proved

qua

lity of life outcomes

for c

ommun

ities

■More econ

omic growth

■Fire statio

ns at the

hea

rt of

commun

ities

■Vo

luntee

rs add

ing furth

er value

toou

r service offe

r■High

pub


our

services

■High

qua

lity, well trained

workforce

■High

perform

ing workforce

■Effective workforce cover

■Co

mmitted

and

enthu

siastic staff

working

in a positive enviro

nmen

t■A well informed

workforce

■Lo

w levels of ill discipline,

absentee

ism and

staff turn over

■High

levels of s

taff an

d voluntee

rsatisfaction

■Ha

ve con

fiden

t and

cap

able

lead

ers an

d man

agers

■Be

tter o

utcomes fo

r our

commun

ities using

the same

resources bu

t throu

gh partnerships

■A he

althy workforce

■Lo

w ra

tes of acciden

ts and

injurie

sto our peo

ple

■Eq

uitable service de

livery by a

workforce th

at is re

presen

tative of

the commun

ities it serves

■Le

ss im

pact on the en

vironm

ent

from our services

■High

levels of s

taff an

d voluntee

rsatisfaction

■High

pub


our

services


Appendix two - Our outcome targetsD

esc

rip

tion o

f m

easu

reA

ctu

al

Targ

et

2008/0

92009/1

02010/1

12

01

1/1

22

01

2/1

32

01

3/1

4

Incident targets

Tota

l num

ber

of p

rim

ary

fire

s7,6

89

7,1

79

6,3

30

5,6

51

5,0

44

4,5

03

Num

ber

of fa

talit

ies

resu

lting fro

m p

rim

ary

fire

s22

16

15

Asp

irin

g t

o z

ero

Num

ber

of casu

alti

es

resu

lting fro

m p

rim

ary

fire

s655

372

540

48

24

30

38

6

Tota

l num

ber

of d

elib

era

te fire

s14,4

54

13,2

44

12,3

66

10

,87

59

,56

48

,41

0

Num

ber

of d

elib

era

te p

rim

ary

fire

s3,7

38

3,2

85

2,5

27

2,1

23

1,7

83

1,4

98

Num

ber

of d

elib

era

te s

econd

ary

fire

s10,7

16

9,9

59

9,8

39

8,7

72

7,8

20

6,9

72

Prevention targets

Perc

enta

ge o

f d

welling fire

s att

end

ed

where

a s

moke a

larm

activ

ate

d46.4

5%

48.2

7%

50.7

9%

Perc

enta

ge o

f d

welling fire

s att

end

ed

where

a s

moke a

larm

was

fitte

d b

ut

did

not

activ

ate

16.8

2%

20.4

9%

21.7

2%

Perc

enta

ge o

f d

welling fire

s att

end

ed

where

no s

moke a

larm

was

fitte

d36.7

3%

31.2

4%

27.4

9%

24

.20

%2

1.3

0%

18

.70

%

Num

ber

of calls

to m

alic

ious

fals

e a

larm

s att

end

ed

920

723

660

54

04

42

36

2

Num

ber

of unw

ante

d fire

sig

nals

cause

d b

y auto

matic

fire

dete

ctio

n a

pp

ara

tus

11,5

82

7,3

54

6,4

00

5,1

11

4,0

81

3,2

59

Response targets

Num

ber

of accid

enta

l dw

elling fire

s2,4

60

2,4

27

2,3

06

2,1

95

2,0

89

1,9

88

Perc

enta

ge o

f accid

enta

l dw

elling fire

s confin

ed

to r

oom

of origin

95%

94%

93%

≥9

5%

≥9

5%

≥9

5%

Num

ber

of p

eop

le r

esc

ued

fro

m fire

s43

101

200

Num

ber

of p

eop

le in

accid

enta

l dw

elling fire

s w

ho e

scap

ed

unharm

ed

with

out

Fire

and

Resc

ue S

erv

ice a

ssis

tance

4,9

27

2,1

57

2,6

99

Num

ber

of in

cid

ents

invo

lvin

g h

ost

ilitie

s to

ward

s fir

efig

hte

rs126

106

72

Tota

l num

ber

of calls

to r

oad

tra

ffic

collisi

ons

835

820

781

mo

nito

red

fo

r in

form

atio

n

mo

nito

red

fo

r in

form

atio

n


Appendix three - How to contact us

You can contact us verbally or in

writing at Headquarters using the

address below:

Greater Manchester Fire and

Rescue Service Headquarters

146 Bolton Road

Swinton

Manchester

M27 8US

Telephone Number

0161 736 5866

Fax Number

0161 743 1777

e-mail

[email protected]

You can also use the ‘contact us’ links

on our website at


Follow us on Facebook and Twitter.

See the links on our website.

Alternatively, you can contact your

local Borough Command:

Bolton Borough

Tel 01204 905126/7

Fax 01204 905109

Bury Borough

Tel 0161 909 0326/7

Fax 0161 909 0309

Manchester Borough

Tel 0161 608 5326/7

Fax 0161 608 5309

Oldham Borough

Tel 0161 909 8626/7

Fax 0161 909 8609

Rochdale Borough

Tel 01706 900126/7

Fax 01706 900109

Salford Borough

Tel 0161 609 0226/7

Fax 0161 609 0209

Stockport Borough

Tel 0161 608 5426/7

Fax 0161 608 5409

Tameside Borough

Tel 0161 609 1626/7

Fax 0161 609 1609

Trafford Borough

Tel 0161 608 9226

Fax 0161 608 9209

Wigan Borough

Tel 01942 650126/7

Fax 01942 650109

Contacting us in anemergency

Dial 999 and ask for the fire service.

If you are inside a building when a

fire starts, remember:

Get out, stay out, call us out.

Never try to put a fire out unless you

have received sufficient training.

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http://www.manchesterfire.gov.uk/contact_us.aspx

49

Appendix four - Other languages

This document contains information about your Fire Service. If you or anybody you know would likethis information in another language or format including large print, Braille and audiotape, pleasephone 0161 608 4387 or 4386.

Dokumentigan waxaa ku jira warbixin ku saabsan Adeegaaga Dabka. Haddii adiga ama qofkasta aadgaranaysid warbixintan u baahnaan lahaa iyadoo luqada kale ah ama hab kale uu ku jiro daabacbalaaran, Qoraalka dadka indhaha la’a iyo cajalada maqalka, fadlan dir telefoon lambar 0161 608 4387ama 4386.

Ce document contient des informations en ce qui concerne le service des pompiers. Si vous, ou unepersonne que vous connaissez, voudriez ces informations dans une autre langue, format y compris enBraille ou sur bande sonore, prière de contacter le numéro de téléphone 0161 608 4387 ou 4386.

Arabic

Bangla

Chinese

Farsi

French

Gujarati

Hindi

Punjabi

Somali

Urdu

PolishTen dokument zawiera informacje o serwisie przeciw po_arowym. Je_li ty lub kto_ kogo znaszchcia_by te informacje w innym j_zyku lub formacie, wliczaj_c wielkim drukiem,Braillem oraz na kasecie audio, prosz_ zadzwoni_ na numer 0161 608 4387 lub 4386.

www.manchesterfire.gov.uk CORPORATE PLAN 2011-2014 GREATER MANCHESTER FIRE AND RESCUE SERVICE

Printed on 80% recycled paper using vegetable based inks


GMFRS Corporate Plan 2011

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