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Prevention Strategy 2023-26

Strategic Vision

Derbyshire Fire & Rescue Service’s (DFRS) vision is to ‘Make Derbyshire Safer Together.’ Our Plan 2023–26: Community Risk Management Plan (Our Plan details how we will do this and recognises the importance of an effective prevention strategy to support its delivery and ongoing work against our Service priorities (SPs).

We have a duty under the Fire and Rescue Service Act 2004 (Section 6) which requires each service to: “make provision for the purpose of promoting fire safety in its area.” Promoting fire and rescue service prevention activity to our communities, as well as highlighting wider community issues, is an inherent part of our legal duty and public service. Our prevention vision is:

“Making Derbyshire safer together to create healthier and more resilient communities by professionalising prevention through innovation, talent and competence.”

To improve safety in communities, we will work collaboratively with other agencies to reduce the frequency and severity of incidents to improve community outcomes. In delivering this strategy, we will also consider:            

See ‘considerations’ at the end of this document for a comprehensive list of legal provisions and guidance documentation referred to in writing this strategy

The Service profiles its community through the creation of its Service Delivery Risk Review (SDRR), along with other partnership data sets. The Service uses this profile to understand its communities, the types of incidents it attends, and the areas and incident types of greatest risk. This enables us to plan activity in collaboration with our partners to make Derbyshire safer together putting its people at the centre of our activity.

The National Fire Chiefs Council guide us on strategic prevention areas which we consider against the SDRR to ensure these activities are relevant to Derbyshire.

This allows us to focus and enable the development and delivery of prevention services via direct prevention and upstream prevention through eight key areas. The 8 key areas are;

  • direct prevention’ (identifying who is at risk and targeting safety advice to those at-risk groups)
  • upstream prevention’ (addressing unsafe behaviours to reduce the vulnerability of certain groups and prevent future situational failings)

The 8 key areas are;

National Fire Chiefs Council Strategic Prevention Areas:

  1. Home fire safety
  2. Children and young people (CYP)
  3. Road safety
  4. Water safety
  5. Physical and mental health
  6. Safeguarding

DFRS Service Delivery and Risk Review Specific Prevention Areas:

  1. Environmental risk (moorland and outdoor fires)
  2. New and emerging risks (for example, rechargeable energy technology and the cost-of-living crisis)

Our Vision - Making Derbyshire Safer Together

The Prevention Strategy will reflect our vision, values, Service priorities and the Core Code of Ethics.

Service Priorities

  • Keeping our communities safe from fire and other emergencies

  • Having a well-equipped, trained, competent and safe workforce available for operational emergencies

  • Putting people first to maintain an outstanding culture of equality and inclusivity

  • Managing the Service and the challenges within the current and future financial constraints to deliver value for money

  • Continuous improvement through challenge and inspection

  • Meeting the data and digital challenge as it evolves

Our Core Values

  • Leadership: We listen, develop and champion our people
  • Respect: We value the opinions of our people
  • Integrity: Our actions will always be well intended
  • Openness: We won’t hide anything and will share our experiences and knowledge
  • Teamwork: We will achieve more together
  • Ambition: We will always do the best we can

Utilising these key areas, our SDRR and other intelligence we can determine more precise risk groups to focus on where we target activity. This process considers the likelihood of events occurring combined with our influence to deliver activity, followed by assessment of the impact to the community as a whole, an individual, or the services ability to perform its functions.

 

Community/Individual/Corporate Impact of Risk/Incident Type

Minor

Moderate

Major

Major Community and Service Impacts

Likelihood of occurrence X DFRS Influence

Very High

 

  • Isolated Deliberate Fire Risk

 Moderate Priority

  • Post Non-Fatal Dwelling Fire Risk
  • Current High Risk CYP

High Priority

  • Known Home Fire Safety Risk
  • Drivers – Road Safety

High Priority

  • Repeated Deliberate Fire Risk
  • Safeguarding

High Priority

High

 

 

  • Motorcyclists – Road safety Risk

Moderate Priority

  • Post Fatal Dwelling Fire Risk
  • Physical & Mental Health

High Priority

 

Moderate

 

 

  • Future High Risk CYP

Moderate Priority

  • Data Led Home Fire Safety Risk
  • Water Rescue Risk

Moderate Priority

  • Outdoor Fires including Wildfire Risk

High Priority

Low

 

  • Universal CYP Risk

Low Priority

  • Generic Home Fire Safety Risk
  • Vulnerable Road Users

Low Priority

 

Very Low

 

 

 

 

 

This then allows us to target and prioritise our activity to those at greatest risk through our Prevention Activity Priority Model.

Risk Area

What informs our risk?

Risk Group

Resource

Priority Level & Activity

Direct/ Upstream Prevention

Home Fire Safety (including new and emerging risks)

Known Home Fire Safety Risk – Partner Referral through CHARLIE/FRANCES methodology

Priority 1

CSO

SWC 

High  Priority

Both

Priority 2

CSO

SWC

High  Priority

Both

Priority 3

CSO, OCCST

SWC

High  Priority

Both

Priority 4

CSO, Ops Crews, OCCST

SWC

High  Priority

Both

Data Led Home Fire Safety Risk – RSI Methodology

Priority 5 (Very high RSI)

Ops Crews, OCCST

Direct Engagement

High  Priority

Both

Priority 6 (High RSI)

Ops Crews

Direct Engagement

Moderate Priority

Both

Priority 7 (Medium RSI)

Ops Crews

Direct Engagement

Moderate Priority

Both

Priority 8 (Low RSI)

Ops Crews

Direct Engagement

Low Priority

Direct

Generic Home Fire Safety Risk – Post Incident

Fatal ADF

Ops Crews, CSO

Direct Engagement

High  Priority

Direct

Non-Fatal ADF

Ops Crews

SWC & Hot Strike

High  Priority

Direct

Generic Home Safety Risk – Including Self-referral

For Self-Referral - Priority Level determined at point of request and allocated to Priority Level above.

Campaigns, community events, DIY SWC

Low Priority

Upstream

Children & Young People

Current High Risk CYP - Referral

Targeted Specialist Intervention

Youth Officers, FireSafe Advisors

FireSafe

High  Priority

Both

Future High Risk CYP - Referral

Targeted Early Intervention

Youth Officers, Youth Instructors, CSO

Cadets, Yes Scheme, Targeted School Visits

Moderate Priority

Upstream

Universal CYP

Universal Intervention

Youth Officers, Youth Instructors, CSO, Ops Crews

Campaigns, Community Events, Key Stage Visits (Y2 & Y6)

Low Priority

Upstream

Road Safety

DDRSP Strategy & Priorities

Motorcyclists

PREV

Biker Down

Moderate Priority

Upstream

Vulnerable Road Users (pedestrians/horse riders etc)

PREV

Campaigns, Community Events

High Priority

Upstream

Drivers

PREV, Ops Crews

Campaigns, Community Events

High Priority

Upstream

Water Safety

NWSF & SDRR

Mental health related incident or referral

PREV

Activity based on referral type

Moderate Priority

Direct

Recreation users of/near water including NTE

PREV, Ops Crews

Community Responder Training, Campaigns, Community Events

Moderate Priority

Upstream

Environmental 

SDRR

Recreational outdoor users including camping

PREV, Ops Crews, CSO

Campaigns, Community Events

High Priority

Both

Deliberate Fires

PREV, Ops Crews, CSO

Campaigns, Community Events

High Priority

Both

Physical and mental Health/Safeguarding

It is recognised these risk areas impact all person-centred prevention activity and are considered within the development of each delivery activity, and strategic areas of work.

   

N.B Where PREV is stated, these are Central Prevention Roles

Strategic Areas of Work

To ensure we continue to ‘make Derbyshire safer together’, our strategic areas of work will be developed to support the service delivery of our 8 Key Prevention Areas by improving our integral processes, partnerships, and activities.

Theme/activity What are the objectives/commitments (‘we will’ statements in Our Plan) in our strategy? How will we achieve this? What does success look like and how will it be measured?

Home fire safety
 

Keeping our communities safe from fire and other emergencies

Putting people first to maintain an outstanding culture of equality and inclusivity

Managing the Service and the challenges within the current and future financial constraints to deliver value for money

Continuous improvement through challenge and inspection

Meeting the data and digital challenge as it evolves

  • We will use intelligence and data to ensure resources are targeted to reach the most vulnerable groups and those at highest risk, while providing home fire safety options for all (PSED objective 1).
  • We will deliver safe and well checks through the adoption of the eight core components under the person-centred framework using ERICP methodology.
  • We will develop competence levels for staff who deliver home fire safety activities.
  • We will develop and review our risk stratification index and other data intelligence methods (PSED objective 5).

By developing relationships with housing providers to promote home fire safety provision as a tenancy agreement standard.

By promoting DIY safe and well checks as a self-assessment tool to individuals.

By reviewing our home fire safety equipment provision to individuals at highest risk to provide solutions for staying safe within their homes.

By working with partners to review all fire fatalities and share learning from these.

By implementing a risk assessment process for our most vulnerable home fire safety referrals to ensure that we prioritise visits accordingly through Charlie & Frances Methodology.

Success in this area will be a reduction in casualties in accidental dwelling fires across Derbyshire. This will be combined with an overall reduction in accidental dwelling fires.

This will be measured through key performance measures 1.1, 1.2 and 4.1 and will be reported on every quarter by the Service Delivery Performance Board.

Theme/activity What are the objectives/commitments (‘we will’ statements in Our Plan) in our strategy? How will we achieve this? What does success look like and how will it be measured?

Children and young people (CYP)

Keeping our communities safe from fire and other emergencies

Having a well-equipped, trained, competent and safe workforce available for 
operational emergencies
Putting people first to maintain an outstanding culture of equality and inclusivity

Managing the Service and the challenges within the current and future financial constraints to deliver value for money

Continuous improvement through challenge and inspection

Meeting the data and digital challenge as it evolves

  • We will monitor casualty trends to ensure resources are targeted to reach the most vulnerable CYP groups (PSED objective 5).
  • We will ensure our approach to CYP take account of adverse childhood experience as a long-term preventative measure.
  • We will undertake intervention at the right level, targeting those most at risk.
  • We will adopt the NFCC’s preferred data collection service to measure success.
  • We will provide access to our CYP services to under-represented groups (PSED objective 1).
  • We will support the Serious Violence Board to improve community outcomes through early intervention with CYP concerning knife and other crime.

By implementing a performance dashboard for incident activity involving CYP, which includes measures to evaluate success.

By providing targeted specialist intervention through FireSafe and a local outreach programme.

By providing, with our partners, targeted early intervention through Targeted School Visits,  Fire Cadets and the Youth Engagement Scheme (YES!).

By providing universal intervention through schools' education, community events and online messaging.

By utilising the  Staywise resource across the Service to support our interventions.

By reviewing our provision of fire cadets and supporting access to under-represented groups.

Success in this area will be:

  • a reduction in CYP being harmed in incidents involving fire, water and road traffic collisions;
  • a reduction in the involvement of CYP in anti-social behaviour activities of all types; and
  • a long-term reduction of CYP becoming high-frequency public service users of the future.

This will be measured through key performance measures 1.1, 1.2, 1.4 and 1.17 and reported on by the delivery performance board.

By working nationally with other fire and rescue services and our local partners, we will measure the long-term impact of our activity through the National Fire Chiefs Council’s (NFCC), CYP workstreams and the Derbyshire safer communities board

Theme/activity What are the objectives/commitments (‘we will’ statements in Our Plan) in our strategy? How will we achieve this? What does success look like and how will it be measured?

Road safety

Keeping our communities safe from fire and other emergencies

Putting people first to maintain an outstanding culture of equality and inclusivity

Managing the Service and the challenges within the current and future financial constraints to deliver value for money

Continuous improvement through challenge and inspection

  • We will use intelligence and data to ensure resources are targeted to reach the most vulnerable road users (PSED objective 5).
  • We will support the DDRSP, through a co-ordinated approach, in its aim to reduce the number of road users killed or seriously injured.
  • We will prioritise interventions through a data-led approach targeting motorcyclists, vulnerable road users and drivers (PSED objective 5).

By supporting the DDRSP through interventions in the Young Driver Education programme.

By supporting the DDRSP through interventions in the Biker Down initiatives.

Success in this area will be a reduction in all road-related incidents.

This will be measured through key performance measure 1.17 by the service delivery performance board. All road-related activity will be measured by the Derby and Derbyshire Road Safety Partnership (DDRSP).
Theme/activity What are the objectives/commitments (‘we will’ statements in Our Plan) in our strategy? How will we achieve this? What does success look like and how will it be measured?

Water safety

Keeping our communities safe from fire and other emergencies

Putting people first to maintain an outstanding culture of equality and inclusivity

Managing the Service and the challenges within the current and future financial constraints to deliver value for money

Continuous improvement through challenge and inspection

  • We will use intelligence and data to ensure resources are targeted to reach the most vulnerable groups (PSED objective 5).
  • We will support water safety education for CYP, particularly those at highest risk.
  • We will promote recreational activity prevention messages (for example, lone runners and water sports).
  • We will support night-time economy water incident prevention.

By incorporating water-related outreach work in our CYP programme.

By working with partners and landowners to ensure our highest-risk sites have adequate protection measures.

By ensuring that recreational users of water understand the risks they may be exposed to.

By assisting in the delivery of community response training to night-time venues near waterways.

Success in this area will be a reduction in water-related casualties.

This will be measured through key performance measure 1.2c by the Service Delivery Performance Board.

Success will be an increase in delivered Water Safety interactions recorded through Risk Reduction Activities Form and monitored at Service Delivery Performance Board.

Theme/activity What are the objectives/commitments (‘we will’ statements in Our Plan) in our strategy? How will we achieve this? What does success look like and how will it be measured?

Physical and mental health

Keeping our communities safe from fire and other emergencies

Having a well-equipped, trained, competent and safe workforce available for operational emergencies
Putting people first to maintain an outstanding culture of equality and inclusivity

Managing the Service and the challenges within the current and future financial constraints to deliver value for money

Continuous improvement through challenge and inspection
 

We will be an active member of the Derbyshire health and wellbeing board and integrated care board.

 

We will work with NFCC mental health boards to understand fire-related activity linked to mental health (PSED objective 1).

 

We will support our partners in the delivery of serious violence reduction initiatives to build resilient communities, particularly among CYP.

By ensuring our staff are trained to identify health-related issues, and signpost accordingly, particularly those risk factors that link directly to home safety.

By working with the council’s public health team to identify those at risk of water-related

self-harm and ensure intervention where necessary.

By ensuring our staff are trained in trauma-informed practices, particularly those working with CYP.

Success in this area will be healthier and more resilient communities within Derbyshire leading to a reduced reliance on public services in the future.

 

This will be measured through all person-related incident types by the Service Delivery Performance Board and the Derbyshire Safer Communities Board.
Theme/activity What are the objectives/commitments (‘we will’ statements in Our Plan) in our strategy? How will we achieve this? What does success look like and how will it be measured?

Safeguarding

Keeping our communities safe from fire and other emergencies

Having a well-equipped, trained, competent and safe workforce available for 
operational emergencies

Putting people first to maintain an outstanding culture of equality and inclusivity

Managing the Service and the challenges within the current and future financial constraints to deliver value for money

Continuous improvement through challenge and inspection

  • We will continue to work closely with our safeguarding children and adults' boards to ensure all staff are trained to recognise signs of abuse and report in a safe and timely manner.
  • We will undertake fatal fire reviews internally and with our partners to identify areas for learning and notable good practice.
  • We will work with our partners to safeguard our vulnerable communities through the identification and early detection of abuse.
  • We will undertake audits and quality assure safeguarding referrals to ensure referrals into Local Authority are appropriate.

By creating a county-wide profile of areas most susceptible to severe outdoor fires.

By working with partners and landowners to educate residents and visitors.

By supporting Service Delivery Areas in providing tailored resources dependent on their geographical needs.

By working with the Fire Operations Group specifically for moorland fire prevention.

By working with local and national businesses to reduce sales of items that can cause outdoor fires.

By incorporating deliberate fire interventions into school visits and community events.

Success in this area will be a reduction in outdoor fire incidents, particularly those during periods of excessive heat.

This will be measured by the Service Delivery Performance Board and Community Safety Partnerships.

Theme/activity What are the objectives/commitments (‘we will’ statements in Our Plan) in our strategy? How will we achieve this? What does success look like and how will it be measured?

Environmental risk

Keeping our communities safe from fire and other emergencies

Putting people first to maintain an outstanding culture of equality and inclusivity

Managing the Service and the challenges within the current and future financial constraints to deliver value for money

Continuous improvement through challenge and inspection

Meeting the data and digital challenge as it evolves

  • We will monitor incident trends and utilise intelligence and data to ensure resources are targeted to reach the most vulnerable environmental areas.
  • We will implement a county-wide wildfire campaign, particularly during periods of excessive heat.
  • We will provide CYP education about deliberate outdoor fires and the impact these have on the Service, community and environment.

By creating a county-wide profile of areas most susceptible to severe outdoor fires.

By working with partners and landowners to educate residents and visitors.

By supporting Service delivery areas in providing tailored resources dependent on their geographical needs.

By working with the Fire Operations Group specifically for moorland fire prevention.

By working with local and national businesses to reduce sales of items that can cause outdoor fires.

By incorporating deliberate fire interventions into school visits and community events.

Success in this area will be a reduction in outdoor fire incidents, particularly those during periods of excessive heat.

This will be measured by the Service Delivery Performance Board and Community Safety Partnerships

Theme/activity What are the objectives/commitments (‘we will’ statements in Our Plan) in our strategy? How will we achieve this? What does success look like and how will it be measured?

New and emerging risks

Keeping our communities safe from fire and other emergencies

Putting people first to maintain an outstanding culture of equality and inclusivity

Managing the Service and the challenges within the current and future financial constraints to deliver value for money

Continuous improvement through challenge and inspection

Meeting the data and digital challenge as it evolves

  • We will explore options to incorporate rechargeable battery technology and medical equipment prevention messages into our home safety campaigns.
  • We will review our fire investigation reporting mechanisms to ensure the Service is aware of all instances where devices that are not industry standard are involved in the cause of a fire.
  • We will signpost our vulnerable communities to agencies that provide support and guidance on how to live healthy, safe and independent lives in relation to the cost-of-living crisis.
  • We will implement campaigns to ensure those most at risk of fire have the necessary equipment and knowledge to heat their homes safely during periods of excessively cold weather.

By ensuring we are aware of all new technology types which have the potential to increase fire incidents.

By creating adequate reporting mechanisms for known fires caused by new and emerging risks.

By working with partners to ensure our communities have access to key services.

By creating partnerships with businesses to provide additional home fire safety equipment to mitigate risk.

Success in this area will be an overall decrease in incident types relating to new and emerging risks.

This will be measured by the Service Delivery Performance Board.

Prevention Evaluation & Assurance Framework

The Prevention Evaluation and Assurance Framework is a structured means of identifying and mapping the main sources of assurance within our prevention delivery, and co-ordinating them to best effect.

It is essential that there is an effective and efficient framework in place to give sufficient, continuous, and reliable assurance on prevention processes and delivery. This ensures success in delivery of improved, cost-effective public services against each strategic prevention area.

This Evaluation and Assurance Framework is structured to provide reliable evidence to underpin decision making in relation to how we will deliver service to our communities now and in the future.

The following provides our commitment to timely evaluation to inform decisions, alongside a schedule of assurance and evaluation prioritising areas of highest risk. This process covers the schedule of work over the next 2 years to ensure all prevention areas are assured and evaluated, and that this becomes a business as usual process moving forward.

 

Statement of Prevention Evaluation and Assurance & Planning Cycle

'Our Plan' Released April 2023
'Prevention Strategy 2023-26' Released May 2023
Review of Prevention Strategy April 2024
Review of Prevention Strategy April 2025
'Our Plan' 2026-29 Engagement September 2025
'Our Plan' & 'Prevention Strategy' 2026-29 Delivery April 2026

Annual Prevention Evaluation & Assurance Statement

We will publish an Annual Statement of Prevention Activity Evaluation and Assurance in order to inform our Service & Derpartmental Strategies.


This statement will provide key information on a range of prevention activities the Service undertakes across our 8 Strategic Prevention Areas, including Partnerships we enter in to when delivering these services.


This will also include ‘deep dive’ evaluation of higher risk activity at certain points throughout a strategy period, in anticipation that over the course of a strategy, all prevention activity will have had an in-depth ‘deep dive’ evaluation of its effectiveness.

2024-25 Internal Evaluation & Assurance Methods

*Processes to be introduced 2024-25

Risk Area

Activity

Delivery (Is our delivery competent and beneficial)

Process (Is our process for determining risk adequate and efficient)

Confidence (is our process and delivery meeting the needs of the community and providing RoI)

Schedule

Pre-Delivery

Post-Delivery

3 Month

12+ Month

Post-Delivery Assurance

Annual Assurance

Deep Dive

Annual Statement

Home Safety

Safe and Well Checks

 

*Crew Assurance

*Crew Evaluation

*Crew Evaluation and CSO Assurance

RSI Risk rating assurance

*Fatal Fire and serious Injury review

 

 

Partner Referral Risk Rating assurance

 

Local Campaigns

 

*RRA Evaluation

Evaluation and assurance

 

*LPAG/APAG

Quarterly Performance

 

 

Children & Young People

School Visits

 

*Evaluation Q

*Evaluation Q

*Evaluation Q

*LPAG/APAG

CYP incident review

 

 

YES! Scheme

*Evaluation Q

*Evaluation Q

*Evaluation Q

Annual Assurance

Client/School Assessment

Client/School Assessment

 

 

Cadets

Evaluation Q

 

 

Annual Assurance & Evaluation

 

Client Assessment

 

 

FireSafe

*Referral Summary

Evaluation Q

Evaluation Q

Evaluation Q & Assurance

Risk Rating assurance

CYP Fire Setting review

 

 

Road safety

YDEP

*Evaluation Q

*Evaluation Q

 

Evaluation Q

 

Risk Assurance (DDRSP)

 

 

Biker Down

*Evaluation Q

*Evaluation Q

 

*Evaluation Q

 

Risk Assurance (DDRSP)

 

 

Local Campaigns

 

*RRA Evaluation

Evaluation and assurance Follow up

 

*LPAG/APAG

Quarterly Performance

 

 

Water safety

Local Campaigns

 

*RRA Evaluation

Evaluation and assurance Follow up

 

*LPAG/APAG

Quarterly Performance

 

 

Environmental

Local Campaigns

 

*RRA Evaluation

Evaluation and assurance Follow up

 

*LPAG/APAG

Quarterly Performance

 

 

New & Immerging Risk

Local Campaigns

 

*RRA Evaluation

Evaluation and assurance Follow up

 

*LPAG/APAG

Fire Investigation Summary & Quarterly Performance

 

 

Safeguarding

Referral

 

*Assurance

*Referral outcome

*Training Audit

*Internal Safeguarding Board

*Local Authority Audit

 

 

Physical and Mental Health

 

 

 

 

 

 

 

 

 

Physical & Mental Health Evaluation and Assurance Routes TBC

2025-26 Internal Evalutation & Assurance Methods

*Processes to be introduced in 2025-26

Risk Area

Activity

Delivery (Is our delivery competent and beneficial)

Process (Is our process for determining risk adequate and efficient)

Confidence (is our process and delivery meeting the needs of the community and providing ROI)

Schedule

Pre-Delivery

Post-Delivery

3 Month

12 Month

Post-Delivery Assurance

Annual Assurance

Deep Dive

Annual Statement

Home Safety

Safe and Well Checks

 

Crew Assurance

Crew Evaluation

Crew Evaluation and CSO Assurance

*RSI Risk rating assurance

Fatal Fire and serious Injury review

 

 

*Partner Referral Risk Rating assurance

 

Local Campaigns

 

RRA Evaluation

*Evaluation and assurance

 

LPAG/APAG

Quarterly Performance

 

 

Children & Young People

School Visits

 

Evaluation Q

Evaluation Q

Evaluation Q

LPAG/APAG

CYP incident review

 

 

 

YES! Scheme

Evaluation Q

*Evaluation Q & Assurance

Evaluation Q

*Annual Assurance

*Client/School Assessment

*Client/School Assessment

 

 

 

Cadets

*Evaluation Q

 

 

*Annual Assurance & Evaluation

 

Client Assessment

 

 

 

FireSafe

Referral Summary

*Evaluation Q

*Evaluation Q

*Evaluation Q & Assurance

*Risk Rating assurance

CYP Fire Setting review

 

 

Road safety

YDEP

*Evaluation Q

*Evaluation Q

 

*Evaluation Q

 

*Risk Assurance (DDRSP)

 

 

 

Biker Down

Evaluation Q

Evaluation Q

 

Evaluation Q

 

*Risk Assurance (DDRSP)

 

 

 

Local Campaigns

 

RRA Evaluation

*Evaluation and assurance Follow up

 

LPAG/APAG

*Quarterly Performance

 

 

Water safety

Local Campaigns

 

RRA Evaluation

*Evaluation and assurance Follow up

 

LPAG/APAG

*Quarterly Performance

 

 

Environmental

Local Campaigns

 

RRA Evaluation

*Evaluation and assurance Follow up

 

LPAG/APAG

*Quarterly Performance

 

 

New & Immerging Risk

Local Campaigns

 

RRA Evaluation

*Evaluation and assurance Follow up

 

LPAG/APAG

*Fire Investigation Summary & Quarterly Performance

 

 

Safeguarding

Referral

 

Assurance

Referral outcome

Training Audit

Internal Safeguarding Board

Local Authority Audit

 

 

Physical and Mental Health

 

 

 

 

 

 

 

 

 

Physical & Mental Health Evaluation and Assurance Routes TBC

Glossary:

SDRR                   Service Delivery Risk Review

RSI                       Risk Stratification Index

Charlie                Methodology for assessing risk from fire to an individual

Francis                Methodology for assessing risk from fire to a younger person

CSO                     Community Safety Officer

CYP                     Children and Young People

WM                      Watch Manager

CM                       Crew Manager

Ops crews          Operational staff based at DFRS Community Fire Stations

ADF                      Accidental Dwelling Fires

DDRSP                Derby & Derbyshire Road Safety Partnership

DWSP                  Derbyshire Water Safety Partnership

NTE                      Night Time Economy   

ROI                      Return on Investment

Considerations:

  • State of Fire and Rescue (England) 2022

  • Core Code of Ethics for Fire & Rescue Services (England)

  • DFRS Service priorities

  • DFRS Our Plan 2023–2026

  • Service delivery risk review

  • DFRS Key Performance Measures

    • KPM1.1 - Accidental Dwelling Fires
    • KPM1.2a – Fatalities in Accidental Fires
    • KPM1.2b – Casualties in Accidental Fires
    • KPM1.4 – Deliberate Fires
    • KPM1.17 – Persons KSI in DFRS attended road incidents
    • KPM1.2c – Accidental Water Related Fatalities
    • KPM1.16 – SWCs to Vulnerable/target Groups
    • KPM4.1 – Life Risk Fire Response