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1 |
Summary |
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1.1 |
The change of Andover Fire station from day crewed (DC) to continuously crewed (CC) has proven to be a great success. In terms of service delivery, arson has reduced by 19%, home fire safety visits have increased by 51%, and our response times to incidents has considerably improved by 20.94%. |
1.2 |
The personnel at Andover have embraced the change fully. This has resulted in a more family friendly working pattern, high morale and increased productivity. |
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2 |
Recommendation |
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2.1 |
That Fire Authority Members recognise the considerable improvements in service delivery that have resulted from the change to Andover from a day crewed to a continuously crewed station. |
3 |
Introduction Error! Bookmark not defined.and Background |
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3.1 |
As part of the 2006 Integrated Risk Management Plan, Andover fire station changed from a day crewed (DC) fire station to a continuously crewed (CC) fire station. The change occurred on the 2nd April 2007. A Project team was formed to manage the change of all three DC stations, Andover, Winchester and Havant. Membership consisted of Project Manager Group manager Station Managers (from the 3 stations involved) Station representatives (from the 3 stations involved) Premises Manager HR Manager Representative Bodies The task of this team was to discuss and produce a report to the Project Board covering the following areas; Premises Resourcing Finance Management Completion targets |
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This report will look at how the changes have affected Andover fire station one year on. |
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4 |
Service delivery |
4.1 4.2 |
The change has provided more opportunity to engage in community safety initiatives. Personnel are available at nights and weekends to actively reduce risk in Andover. Many of the initiatives were already being run as a day crewed station, but now crews are available to resource these to a greater extent (increase in Home Fire Safety Visits (HFSV's) of 245). This has raised the profile of Hampshire Fire and Rescue Service in Andover. The response times to incidents has improved, due to the station being crewed 24 hours a day. Previously the peak call times were early evening when Andover were on a retained 5 minute turnout. This change has resulted in an improvement in LPI20a (8/80) and our turnout times. |
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5 |
Andover personnel |
5.1 5.2 5.3 5.4 5.5 |
Firefighters at Andover have been asked to comment on the change one year on, and made the following observations. The DC system was onerous on staff and their families. Although it attracted an enhanced payment, personnel were restricted to remaining within 4 minutes of the station for sometimes 5 days at a time. The shift system gives them more stable working hours which has enhanced their family life, despite a reduction in their earnings. The CC system is also compliant with the Working Time Directive. The supervisory managers find it easier to organise training and community safety events. This is due to the fact that they have a more stable shift/working routine and workforce. By having a crew available to conduct HFSV's in the evenings and weekends means that we are better able to meet the needs of the householders who are in receipt of our services. Firefighters at Andover are now attending fewer calls than under the DC system. This is because as mentioned in Para 4.1, they are on duty less often. The amount of calls is similar, but is now spread across four watches. Although training maintains their competencies, it is felt that attending less incidents means it takes the firefighters under development longer to gain operational experience. The DC system attracted a number of additional benefits to those working the DC system. These included, Service housing/rent/mortgage allowance, RDS salary, turnouts, which resulted in personnel receiving payments in addition to their basic salary. These payments were in recognition of the system they worked and the fact they had to live within a defined area. When the station changed to CC, these additional benefits ceased. The DC personnel were eligible for a one off transitional payment, and additional travel costs for one year. The financial impact for individuals changing from DC to CC is difficult to quantify, and is different depending on their personal circumstances. It is sufficient to note that the loss of allowances has had an effect on the personnel. |
5.6 5.7 5.8 5.9 5.10 |
12 firefighters were transferred to Andover from Eastleigh to meet the demand for the change to CC. Since they were transferred in April 2007, they have enjoyed working at Andover, and have supported the change. However the negative aspect of this change has been their increased travel time to work. Travelling costs are paid by the service for their first year. The time taken to travel to work and the financial cost after 1 year are the major concern of these firefighters. For this reason all 12 posted staff applied for transfers to their nearest station. Currently 5 have already transferred and the remaining 7 are on the transfer list. One watch manager has also transferred out of Andover, due to the time taken to travel to the station from their home address. There are few vacancies at their chosen stations, and it is likely they will remain at Andover for the foreseeable future. However the Appointments, Transfers and Promotion panel are aware of these requests and have undertaken to action them at the soonest opportunity, balancing the needs of the service and personnel requests. The requests for transfers out of Andover were anticipated by the Project Group. Historically due to the fact that Andover was the only wholetime station in the North West of the county and it was DC, few service personnel have chosen to purchase houses in this area. Choosing to settle in more central areas where travelling to a number of stations is easier. The expectation is that with time, this situation will change with more personnel particularly new entrants and transferees choosing to settle within the Andover area. This change will occur over a number of years and with it will come increased watch stability. In the short term it is anticipated that the current request for transfers from Andover due to travel distance and time will remain. |
5.11 |
The change has also had an impact on the retained duty system (RDS) section at Andover. Under the DC arrangements the RDS were 50% of the workforce, and they would dual crew appliances at two pump calls with the wholetime personnel. This in turn helped to build a very close working relationship between the Retained Duty System (RDS) and Wholetime Duty System (WDS). Now the station is CC, the RDS do not dual crew appliances because by the time they have responded to the station the WT appliance has already mobilised to the incident. On their training night the RDS would also crew the first appliance, because they were already on station and could mobilise immediately. Now the station is crewed 24/7, the RDS only ride the second appliance. This was viewed by some RDS as reducing the opportunity to ride to incidents. With 16 new WDS personnel beginning at the station, the relationship took 6 months to develop. One year on the RDS have adapted to their new role within the station. |
6 |
Contribution to Corporate Aims and Objectives |
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The following performance management data has been provided by VIEWS performance management system . |
6.1 |
Arson |
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Reduction in arson from 222 incidents to 186, a reduction of 19% |
6.2 |
8/80 |
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An improvement in the attendance target of 8/80, from 57.51% to 78.45%, an improvement of 20.94% |
6.3 |
Home Fire Safety Visits |
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An increase in HFSV's from 480 to 725, an increase of 51% |
7 |
Resource Implications |
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7.1 |
Human Resources |
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In order to facilitate Andover's change to CC, the stations establishment increased from 16 to 32 personnel.12 firefighters from Eastleigh were transferred to Andover, and 4 supervisory managers were transferred from other stations. This has resulted in an establishment of 4 watches of 8 personnel. The increase in Andover's establishment was largely resourced by the change in the crewing arrangements at Eastleigh. This change resulted in a surplus of 12 firefighters at Eastleigh, whilst still maintaining the same level of fire cover. These personnel moved to Andover. This meant that there was no increase in the Service establishment level, but a re-arranging of current resources. Andover's wholetime establishment went from 16 to 32 personnel which meant an increase in station salary costs of 16 posts, however Eastleigh's establishment went from 52 to 36 which resulted in a decrease in station salary costs of 16 posts. Therefore there was no Service increase in salaries. |
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7.2 |
Physical Resources |
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The station underwent a refurbishment to accommodate the change. This included dedicated female shower facilities, disabled toilet and access provisions making the station more accessible and compliant with latest building regulations. |
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The alterations made to Andover were agreed with close involvement with the firefighters. This was a critical process in the successful transition from DC to CC. Andover personnel took ownership of how the buildings internal design was developed, from the initial planning stage, through to the purchasing of furnishings. The firefighters embraced this process and developed a close working relationship with the contractors. This was instrumental in the building work having minimal impact on their daily activities |
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7.3 |
Financial Implications |
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The amount to date allocated to the building work required is £195k. |
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The cost of running Andover fire station increased from £808k in 2006/7 to £1,513k in 2007/8. This was due to a number of factors; a) The increase in Andover's wholetime establishment resulted in an increase in salaries and on costs of £466k (As explained in para 6.1, this increase in salaries was offset by a similar reduction in salaries at Eastleigh a result of crewing changes) b) Transitional allowance of £114k ( one off payment) c) Travel allowances increased by £50k. This payment will cease after one year.
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The cost of the retained section has reduced from £140k to £122k. This is due to the reduction in the number of calls the RDS attend. |
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7.4 |
Equality Impact Assessment This assessment was completed by the Project Manager. A positive outcome from this process was enhanced dedicated female shower facilities, disabled toilet and access provisions, making the station more accessible and compliant with latest building regulations. This ensures that the station could support the needs of a wide variety of personnel, members of the community and visitors. |
Background Information (Section 100D of Local Government Act 1972) |
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The following documents disclose the facts or matters on which this report, or an important part of it, is based and has been relied upon to a material extent in the preparation of the report: List here details of the documents and provide website links to them where possible, or put "None" Note: The list excludes: (1) published works; and (2) documents that disclose exempt or confidential information defined in the Act. |
