To consider a presentation reviewing the impact of prevention activity on MFRS’s operational response.

Members were provided with a presentation by Group Manager Ben Ryder, reviewing the impact of prevention activity on MFRS’s operational response.

Members were informed that in 2017, a new Arson Reduction Strategy was introduced, which marked a change in thinking around tackling deliberate secondary fires, which is the Services largest incident type. Members were informed that the strategy is predicated on the “4 P’s” Model – Prepare, Prevent, Protect and Pursue, which is consistent with language used by partners.

Members were informed that in 2016/17, prior to the strategy being introduced, there were a large number of deliberate secondary fires, the number of fire appliances was reducing; and a new “functional” structure had been introduced. Therefore, a clear plan was required to tackle the issue.

Members were also advised that deliberate secondary fires can have a significant impact on a community, not only physically, but also psychologically; and can also lead to further criminal activity.

With regards to the Arson Reduction Strategy, Members were informed that this links arson to high demand areas, which when data from partners is overlaid, also happen to be the same areas with the highest levels of serious organised crime, high deprivation, low life expectancy and other risk factors. Therefore, particularly when all agencies have been impacted by austerity, it makes sense for agencies to pool resources and work together to target those areas and support the community, in order to have a real impact. Therefore, the Arson Reduction Strategy is discharged not only by MFRA staff, but also by our partners.

Members were informed that during 2018/19, 65 multi-agency Arson Reduction Campaigns took place across Merseyside, with pictures shown to demonstrate the positive impact that these campaigns have had within the community.

The presentation highlighted, that on average, there is a multi-agency campaign within each District every month (2 per month within the Liverpool District, which in terms of delivery, is divided into North Liverpool and South Liverpool). Members were informed that since the Strategy was introduced, over 6,000 HFSC’s have been delivered during multi-agency campaigns, with target hardening measurers put in place at over 100 properties; and over 150 incidents of fly-tipping reported.

With regards to the impact of the Strategy, Members were advised that there continues to be a downward trend with regards to the number of deliberate secondary fires. However, they were informed that as an organisation, we are not resting on our laurels. Members were advised that we are also linking in with our partners objectives, for example recycling, which is high on the agenda of local authorities. They were informed that in areas with poor recycling, there are a higher number of deliberate fires, which can lead to further issues within the community.

Members were also informed that our partners are keen to utilise our brand, in order to access some of the harder to reach communities.

The presentation highlighted to Members that up to the end of August 2019, deliberate secondary fires were at their lowest levels recorded - 1488, which represents a 40% reduction on the same period last year. They were informed that in conjunction with colleagues in the Strategy & Performance Directorate, work had then been undertaken to identify what this reduction means in reality for Operational Response.

Members were advised that each deliberate secondary fire, from the point of alert, to the time the appliance returns to station, takes on average, 26 minutes. However, when you factor in the time taken to complete paperwork, check and maintain equipment; and complete other tasks associated with attendance, the average time taken to deal with each deliberate secondary fire, is actually around 1 hour 27 minutes. 

It was highlighted that the 40% reduction in deliberate secondary fires, as detailed above, equates to 1461 hours, or 61 days, of additional capacity.

Should performance continue and the 40% reduction is achieved at year end, Members were advised that this will equate to 2428 hours, or 101 days of additional capacity over the year. When averaged out, this equates to 4.4 days of additional capacity, per appliance, per year.

The presentation then provided Members with a flavour of what could be achieved with this additional capacity, for example, over 4400 extra HFSC’s, extra training, additional hydrant walks; and extra Site Specific Risk Inspections (SSRI’s), which are all important activities for our crews to undertake.

Information was provided to Members around further work being undertaken around improving the number of stop messages sent when attending secondary fires. They were advised that improvements have been made, which are having a positive effect on data collection, to enable us to form an accurate picture.

The presentation concluded by assuring Members that the Arson Reduction Strategy has been very effective in reducing deliberate secondary fires; and therefore putting additional capacity back into the system to enable extra positive work to be undertaken to keep the communities of Merseyside safe.

A question was raised by Members regarding engagement work with young people, who are potentially causing these fires.

Members were advised that further information would be provided at the end of the next presentation, regarding such work.

Member commented that it would have been useful to have the information prior to the meeting.

Members Resolved that:

a)    The content of the presentation, be noted.

b)    A copy of the presentation be circulated to Members of the Committee, to enable them to consider the figures contained within in more detail.