Agenda item

To receive a report from the Chief Fire Officer providing an update on the services performance and progress following the outcomes of the inspection carried out by His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services (HMICFRS) in Spring 2023.

WITNESSES

• Kevin Deanus, Cabinet Member for Fire and Rescue, and Resilience
• Jon Simpson, Assistant Chief Fire Officer, Community Resilience
• Elizabeth Lacey, Assistant Director for Organisational Development

KEY LINES OF DISCUSSION

1. The Chairman inquired about the lessons learned from the cause for concern identified in Spring 2023, and whether these lessons could be applied more broadly to the service to prevent similar issues in the future. In response, the Assistant Chief Fire Officer stated that identifying the cause for concern and implementing corrective actions provided valuable insights. Improvements were made to the risk-based inspection programme using updated National Fire Chiefs Council (NFCC) methodologies and internal audits. A follow-up plan was established, and engagement with stakeholders helped refine the process. Internal audits and National Fire Chief Council Fire Standards were utilised to review ourselves against and to maintain professional standards, and fire station assurance processes were conducted on a rolling basis.
2. A Member inquired whether all targeted partners had completed the emergency service interoperability principles training and how the training's effectiveness and improvements could be measured. The Assistant Chief Fire Officer responded that the JESIP (Joint Emergency Services Interoperability Principles) training for partners was the responsibility of their respective organisations, so he could not confirm their training status or evaluate the impact. However, he noted that JESIP principles, introduced in 2012, were scalable and routinely observed in day-to-day multi-agency incidents. He also noted that SFRS (Surrey Fire and Rescue Service) have significantly increased the number of multi-agency exercises that our frontline crews and officers undertake with blue light partners. This is a tangible way to observe JESIP principles in practice.
3. A Member asked about the benefits observed so far from the performance conversation tool currently under review and how its implementation with frontline staff was progressing. The Assistant Director for Organisational Development replied that, based on feedback, the new tool would be implemented soon. The updated template focused on well-being, work demands, support mechanisms, and leadership. It included sections on attendance, core skills, and fitness standards. The form aimed to align with performance conversations, identify trends, spot areas for improvement, and recognise good performance. It emphasised well-being, career growth, and clear communication to foster a collaborative work environment.
4. A Member inquired about the reasons for the Fire Service's lower response rate to Freedom of Information (FOI) requests compared to the Council-wide average. The Assistant Director for Organisational Development explained that the increase in the number and complexity of FOI requests, reliance on multiple teams for information, changes in key contacts, and the need to redact confidential information contributed to the delays in responses.
5. A Member asked about the reasons for the Fire Service's lower response rate to corporate complaints compared to the Council's normal measurements. The Assistant Director for Organisational Development stated that the low number of complaints meant that even a few delayed responses significantly impacted the performance measure. Similar to FOIs, these complaints were often complex and required coordination with multiple teams, which could cause delays.
6. A Member inquired how the information gathered from Safe and Well visits and business safety visits could be made more useful by sharing themes with other parts of the Council, and other districts and boroughs, while ensuring that personal data is not shared. The Assistant Chief Fire Officer responded that Safe and Well visits, as well as business safety visits, were conducted in collaboration with multiple agencies to maximise benefits and avoid repeated visits. The partnership offices, a coordinated team within the Prevention Team, managed these efforts, emphasising extensive partnership work. He also mentioned that formal reviews were regularly conducted with partners, particularly from Surrey County Council, to learn from incidents.
7. A Member asked whether fall issues were still recorded during safe and well visits to residents' properties, particularly for elderly individuals with care packages. She also inquired if trip hazards were reported back to Adult Social Care and how much of this information could be shared with other relevant services. The Assistant Chief Fire Officer confirmed that fall issues were still recorded during Safe and Well visits. He highlighted a pilot project where a Home and Fire Safety Coordinator ensured homes were safe for individuals returning from hospital stays. This role received positive feedback and aimed to address challenges like releasing hospital capacity and supporting vulnerable individuals. Additionally, he mentioned the Community Risk Management Plan, which included initiatives like falls assist to improve residents' lives. 
8. The Chairman noted that fire fatalities had historically been low in Surrey. He requested up-to-date information on the number of fire-related fatalities in Surrey over the past few years, specifically whether the numbers had been increasing or decreasing. He also asked for statistics on rescue work, particularly road traffic collisions, and how the level of work had changed over the years. Additionally, he inquired about the frequency of public communications from Surrey Fire and Rescue on social media, specifically Facebook, and requested an up-to-date post to keep the public informed about their work. The Assistant Chief Fire Officer stated that monthly updates were still posted on various social media platforms, including the number of incidents the Service attended, average response time, and the number of Safe and Well visits conducted. He committed to ensuring that these updates were shared with the Committee. He also clarified that the pilot role mentioned earlier was an additional post within the Prevention Team, not affecting emergency response roles. He emphasised the potential of the pilot project and the use of an experienced Partnership Officer to take on this role, with plans to backfill the gap in capacity.

ACTIONS AND REQUESTS FOR FURTHER INFORMATION

• Assistant Chief Fire Officer – Provide up-to-date information to the Committee on the number of fire-related fatalities in Surrey over the past few years, specifically whether the numbers have been increasing or decreasing.
• Assistant Chief Fire Officer – Provide statistics on rescue work, particularly road traffic collisions, and how the level of work has changed over the years.
• Assistant Chief Fire Officer – Provide Members of the Council the frequency of public communications from Surrey Fire and Rescue on social media, specifically Facebook, and requested an up-to-date post to keep the public informed about their work.