Agenda item

To receive a report by the Chief Fire Officer which presents the draft Community Risk Management Plan (CRMP) for 2025–2030.

WITNESSES

• Kevin Deanus, Cabinet Member for Fire and Rescue, and Resilience
• Dan Quin, Executive Director of Community Protection and Emergencies (Chief Fire Officer)
• Sally Wilson, Assistant Chief Fire Officer
• Lee Spencer-Smith, Area Commander responsible for Protection and the Community Risk Management Plan
• Sophie Whitfield, Senior Communications Manager for CRMP

KEY LINES OF DISCUSSION

1. A Member asked about the changes at Banstead Fire Station and Camberley Fire Station, as well as details on the feedback received from the council's consultation with the local areas regarding these changes. The Chief Fire Officer said that Banstead had been identified as a low-risk area. He emphasised that all proposals were based on the Community Risk Profile (CRP) which is annually updated, and is an externally verified risk analyses.
2. A Member asked about emerging risks to monitor and analyse heading into 2025 and beyond. The Chief Fire Officer outlined three key risks in Surrey's CRP: road (the leading cause of fatalities), water-related incidents, and wildfires. He emphasised prevention, tailored responses, and learning from nationwide trends to address emerging challenges.
3. A Member asked about the chances of finding an appropriate or affordable site in the area of Whyteleafe for a fire station. The Assistant Chief Fire Officer said that Surrey County Council will be conducting a new search for appropriate and affordable sites in the Whyteleafe area, with a third party handling the review, and that a search has already been undertaken previously. If no appropriate and affordable site is found, the crew and fire engine will move to Godstone Fire Station. Works to develop Godstone Fire Station will continue during this time. The outcome of the search remains uncertain as it has not taken place yet.
4. A Member asked why any subsequent reviews has or will not included Banstead and the surrounding areas, and whether there had been any significant difference between Whyteleafe and Godstone, given that they were next to each other from a Banstead perspective. The Chief Fire Officer explained that Banstead had not been considered because the risk analysis had not indicated a need to focus there; instead, the Whyteleafe area had been prioritised due to findings from the CRP. He acknowledged that while Whyteleafe and Godstone were geographically close, the key difference is the risk level. Godstone, being a 24/7 fire station, had often required Banstead to respond eastward, affecting coverage in the rest of Tandridge. The goal is to ensure timely responses in areas with higher vulnerability. Regarding Banstead’s response time, he noted a minimal impact, with only a 40-second difference to Reigate and Banstead as a borough and a slight improvement in Tandridge, aiming to balance coverage across Surrey, especially in less well-served areas like Tandridge.
5. A Member asked what a seasonal response model was, whether it was considered best practice across the sector, what challenges were associated with its development, and if any cost savings could be achieved from implementing it. The Area Commander responsible for Protection and Risk said that the seasonal response model enhanced resilience during periods of increased demand, such as floods or wildfires, by ensuring sufficient resources, timely crew relief, and maintaining county-wide coverage. While not focused on cost savings, it is expected to improve operational resilience. His Majesty's Inspectorate of Constabulary and Fire & Rescue Service look for innovative practice when carrying out inspections. We feel that this proposal meets this requirement as we believe SFRS would be the first service in England to use this type of response model.
6. A Member asked how the coordination between SFRS and Health Partners, including South East Coast Ambulance Service, would work. The Chief Fire Officer said that coordination would build on existing strong relationships with health partners, including GPs and care partners. The service plans to continue collaborating with partners using structured project management, clear objectives, and robust governance. Transparent project tracking and communication will ensure smooth coordination, with a focus on community resilience and self-care.
7. A Member asked if increased investment in resources for prevention and protection by SFRS would reduce the need for fire and rescue operational responses. The Assistant Chief Fire Officer said that prevention efforts, such as targeting vulnerable communities and addressing non-fire-related incidents like road traffic collisions and flooding, were crucial in reducing incidents. While fire-related incidents had decreased by about two-thirds over the past 20 years, operational responses remained essential, and the current response model was deemed appropriate, with continuous review to ensure it met the needs of the community. She notes that there will always be a need for operational response.
8. A Member asked if the service was confident that it has the necessary skills and knowledge, particularly technical expertise like fire engineers, to address prevention needs in the built environment with the government's emphasis on accelerated house building. The Area Commander responsible for Protection and Risk said that the service was working to ensure staff have the right training and skills, particularly in protection roles. The service continuously upskills specialists in fire safety, prevention, and response, and has invested in training, including a £14.5 million investment in a new training centre to meet future needs. The Chief Fire Officer also explained how collaboration between Fire and Rescue Service’s works in practice and gave examples of sharing resources.