Northamptonshire Fire and Rescue Service (NFRS) created an Integrated Risk Management Plan (IRMP) for 2013-2017 to improve public safety, reduce emergencies, and save lives. The plan analyzes risks like fires, transportation incidents, and natural hazards to target prevention efforts. Key goals include driving down incidents through collaboration, maintaining value for taxpayers, and ensuring firefighter safety. The summary highlights trends like declining dwelling fires and transportation incidents due to prevention campaigns.

1. Northamptonshire Fire and Rescue Service
Integrated Risk
Management
Plan
2013-2017
Executive
Summary

2. Foreword 2
Your Fire and Rescue Service 3
Risk analysis 5
- Understanding risk 5
- Firefighter safety 6
- Built environment 7
- Roads and transport 9
- Natural environment 11
- Working together to reduce these risks 12
Our Strategic Objectives 13
‘Keeping the public safe’ work streams 15
‘Value for money’ work streams 20
‘Keeping our firefighters safe’ work streams 23
Our consultation 27
Contents About this plan and why it matters to you……
Every year Northamptonshire Fire and Rescue Service
(NFRS) create a plan, called the Integrated Risk
Management Plan (IRMP).
This plan is about improving public safety, reducing the
number of emergency incidents and saving lives. Every
fire and rescue service in the country has to have one, to
ensure that our work achieves the right service for local
needs.
Everyone who lives or works in, or travels through
Northamptonshire will have an interest in how well they,
and their loved ones are protected from fire and how
quickly and effectively they could be rescued from other
emergencies in the county.
This plan summarises what NFRS does now and how our
services may need to change in the future to continue to
meet the changing needs of the communities and the
challenges of the economic climate.
This document is an executive summary of our full 2013-
2017 Plan, and builds on previous IRMPs to assess the
risks to life within the county we serve, and propose new
ways to deploy our resources to address these risks.
To view the full 2013-2017 Plan please utilise the contact
details on the back of this document.
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3. Chief Fire Officer Martyn Emberson and Councillor André González De Savage
It gives us great pleasure to introduce this strategic plan, which has been produced with the
recently published Fire and Rescue National Framework for England at its core.
The plan continues to evidence the hard work, commitment and achievements of NFRS
wherein driving down demand through effective preventative and enforcement work
continues to be a focus. We are therefore particularly encouraged by the continued
downward trend in the number of fires and road traffic collisions, which gives us confidence
that our prevention and enforcement work is being resourced in the right areas and continues
to deliver the desired outcomes.
As we move forward the need to innovate and develop new ways of working is pivotal to
addressing the challenges of keeping our communities and firefighters safe, whilst managing
the ongoing impacts of reduced local authority funding.
With this in mind, one of the main areas of focus during the life of this plan is the
development of closer working arrangements with partners within the fire and rescue sector
and the development of integrated operations with Police and Ambulance. The main aim of
this is to explore and identify opportunities to improve value in a way that will help ensure we
are able to maintain the services that are essential to creating a safer Northamptonshire. All
emergency services are dealing with similar challenges and as such, it makes sense to look
at how we manage these challenges together.
We are very appreciative of the dedication shown by all our staff in delivering a first class
service to the communities across the county and are proud of the leading role NFRS is
undertaking in developing innovative firefighting techniques to enhance firefighter safety,
supporting the wider aim to make Northamptonshire a great place to live and work.
We are accountable to the communities we serve and hope you will take this opportunity to
give us your views on the plans for your fire and rescue service.
Foreword

4. Our stations
Northamptonshire is served by 22 fire stations. Six of these are wholetime stations, staffed
24 hours a day, 365 days a year. Two are variable crewing stations and the remaining 14
are retained (part time) stations, as illustrated in the map on the left.
Our People…
We have an establishment of 580 people, this is made up of
525 operational posts and 55 support staff posts, all
dedicated to providing an excellent fire and rescue service
for the people of Northamptonshire.
All our firefighters are fully engaged in the delivery of
prevention, protection and response front line services every
day. Supported by our dedicated teams, including;
community safety, arson reduction, fire protection, and
volunteers who carry out a wide range of community safety
activities and initiatives to support our vision of ‘A Safer
Northamptonshire – Together’.
Northamptonshire Fire and Rescue Service
(NFRS)
NFRS covers an area of 235,964 hectares,
serving an estimated population of over
687,300 people living in 286,988 households.
Your Fire and Rescue Service
Value for money!
NFRS currently costs £35.70 per head
of population per year. We remain one
of the best value for money UK Fire
Services.
3

5. As a County Council Fire Authority, NFRS
adopts Northamptonshire County Council’s
(NCC) wider purpose of supporting the
community and providing intervention where
necessary. For further details please go to
www.northamptonshire.gov.uk.
The Financial Challenge
The Government’s 2010 Comprehensive
Spending Review for the years 2011/12 to
2014/15 was driven by a need to reduce
spending in order to deal with the national
budget deficit. Over the last year or so the
service has reduced operating costs by over
£1m in order to help offset the reduction in
local authority funding. Total expenditure for
NFRS in 2011/12 was approximately
£24.5m. This is equivalent to £35.70 per head
based on the current population estimates
and demonstrates good value for money, with
the service remaining below similar sized
FRS’s average of £37.47 and the County
Council Fire and Rescue Services average of
£37.44. However, expectation is that the next
spending review period will continue to
constrain local authority spending across all
services. This will impact on our ability to
meet the growing demands placed on us, and
highlights the need to explore new ways of
delivering a high quality, efficient service in
what continues to be financially challenging
times.
Since the introduction of the IRMP in 2004
NFRS has been able to consistently evidence balanced and incremental improvements in
performance. As a result of prevention activity, amongst other changes, the total number of
incidents we attend has been steadily falling and this enables us to use our resources in different
ways and also significantly reduces the impact the service has on the environment (e.g. less use
of water, fuel etc).
The graph below illustrates the reduction in incidents over the last three years:
A growing Northamptonshire
We are committed to delivering services to meet our
communites’ expectations and year on year aim to drive
down the incidence of fires and road traffic collisions within
Northamptonshire.
Currently the resident population of Northamptonshire is
estimated to be 687,300, which is predicted to increase to
762,300 by 2019 (Census 2012). This population growth will
impact on how we deliver our services and to meet this
challenge we will continually review the changing pattern of
risk and adapt our plans accordingly.
3,152
2,842
2,654
3,434
3,149
2,649
1,347
1,538
1,369
0
500
1,000
1,500
2,000
2,500
3,000
3,500
4,000
2009-10 2010-11 2011-12
Fires False Alarms Special Services
4

6. How we gather this information
We collate a vast amount of data from the incidents we and other agencies attend, together with
contextual information, for example relating to population growth.
Through a process of data modelling this data is then analysed to inform us where, when and how
incidents are most likely to occur. This allows us to target prevention work appropriately and ensure
our resources are suitably placed.
The following risk analysis sections will aim to further explore the risks within Northamptonshire that
NFRS aim to reduce.
Understanding the risk
In 2011/12 the service attended 6,658 incidents; a decrease of 646 (8.84%) compared to 2010/11.
This reduction can largely be attributed to our success in the implementation of an unwanted fire
signals policy, which since implementation has seen a drop in the number of false alarms due to
apparatus, with a decrease of 34.4% compared to 2010/11.
As a summary, the graph below illustrates the number and variation of incidents that we have
attended in 2011/12 compared with 2010/11.
Secondary fires are defined as those which would involve refuse, derelict buildings, derelict vehicles, grass
and heathland
0 200 400 600 800 1,000 1,200 1,400 1,600 1,800
Fires (Primary)
Fires (Dwelling)
Fires (Secondary)
Fires (Chimney)
False Alarms (Good Intent)
False Alarms (Malicious)
False Alarms (Due to Apparatus)
RTC's
Medical Co-responder
Other Special Services
2011-12 2010-11
5

7. Firefighter Safety
In 2011/12 there were 100 firefighter accidents recorded within NFRS. This was a slight increase on
the previous year but maintains a downward trend from 2007/8 figures. In this period there has been
a 64% decrease in reportable injuries.
Reportable injuries are those which resulted in an absence of more than 3 days
attributable to an injury at work or which are classed as reportable major injuries. Details
of these can be found on the HSE website .
The need to ensure a safe working environment for all staff, including operational personnel who
may be exposed to potentially hazardous working environments, is of primary importance to us.
In considering our plans and actions, we take account of any learning outcomes from incidents
across the country in an attempt to further reduce the likelihood of firefighter accidents, or any
other accidents in the workplace. Later sections within this plan signpost some of the work being
undertaken to enhance firefighter and community safety in Northamptonshire.
The downward trend in firefighter injuries from 2007/8 is illustrated in the graph below.
Of the 100 injuries recorded in 2011/12 there were were 6 reportable injuries. The remainder
were minor injuries with a range of causes. The highest incidence was slips/trips/falls and manual
handling which accounted for 60% of the total.
Further details regarding firefighter safety can be found on pages 25-26
6
17
15
19
13
6
113
126
94
79
94
0 20 40 60 80 100 120 140 160
2007/8
2008/9
2009/10
2010/11
2011/12
RIDDOR Reportable Injuries Minor Injuries

8. There were 367 reported fires in the home last year; this shows a further decrease (16.01%) on the
previous year.
The chart above illustrates the general improvement seen in the number of dwelling fires since April
2004.
-
Domestic Fires
In order to make Northamptonshire a safer place to live we
make every effort to prevent fires in the home and the
accidents and injuries caused as a direct consequence.
Both nationally and locally, domestic fires consistently
represent the biggest threat to injury and death from fire.
Consequently we are actively involved in Community Safety
campaigns at a local and national level to drive down this
risk.
The focus of our attention over the last few years has been
on educating and raising awareness amongst the most
vulnerable people within the community to help reduce the
likelihood of these fires occurring. This has had a positive
impact with measureable results and we will continue efforts
to reduce these figures year on year.
Built Environment
409 429 410 419 442 411 381
328
144 123 102 96 100 71 56 39
0
200
400
600
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
Accidental Deliberate
6
7

9. Deliberate Fires (Built environment)
Since 2006/07 we have seen a reduction of 33.7% in the number of deliberate building fires. The service
continues work to reduce this figure through a number of prevention and arson task force initiatives. The
number of successful prosecutions where one of our Fire Investigation Officers contributed continues to
rise, and this also has an impact upon arson reduction figures and incidents of antisocial behaviour.
It is important that we continue to target acts of deliberate fire setting to make our county a safer place.
Work streams which identify this can be found in our Community Protection Strategy, available on request.
Commercial and Local Businesses
In 2010/11 NFRS attended 214 non domestic building fires. This is a 15.4% decrease on the previous year
and continues the downward trend from 2006/07.
Of the recorded non domestic building fires in 2011/12; accidental fires accounted for 41.98%. Fires such
as these are avoidable and have a large impact on both the national and local economy, with the risk of job
losses and subsequent social and economic impact on the community, as well as impacting on the
environment. For this reason non domestic building fires remain a priority for us. In 2011-12 our Fire
Protection Officers (FPOs) undertook 3296 protection related activities. This a decrease in the number of
inspections, as illustrated below, and is as a result of a reduction in the number of inspecting officers,
following changes to the budget last year.
Despite this reduction; the fire protection team continue to effectively promote fire protection systems and
safe practices in the workplace, which have contributed to this reduction in commercial and local business
fires evidenced above. We will continue to focus our activity in this area to balance a potential increase in
risk, and in doing so will encourage developers and planners to support the drive for installation of sprinkler
systems in commercial and local businesses, a method of fire suppression we strongly recommend. More
information on sprinkler systems can be found by contacting the British Automatic Fire Sprinkler
Association www.bafsa.org.uk.
4676
5862 6063
3989 3561 3296
0
10000
2006/07 2007/08 2008/09 2009/10 2010/11 2011/12
Protection Activity Undertaken
8

10. There was a 9.92% reduction in the number of incidents that required people to be extricated from
vehicles in 2011-12 compared with 2010-11.
Despite this decrease, Road Traffic Collisions (RTC) remain one of the highest risks to people in the
county, and for this reason it is a primary focus of work for the service and is subject to a new
response strategy that addresses, amongst other aims, how we can improve our speed and flexibility
in responding to RTCs when they occur.
Whilst the number of RTCs we attended in 2011/12 was lower than the previous year, this was not the
case nationally. Figures released by the Department of Transport showed that in 2011 road deaths
increased by 3% (the first increase since 2003) and that serious injuries rose by 2% (the first increase
since 1994). In addition, car occupant deaths rose by 6%, pedestrian deaths by 12% and serious
injuries among cyclists by 16%.
At the time of writing local indications are that there has been an increase in this type of incident in
comparison with the corresponding period in the previous year.
These national figures, and local indications stress the importance of continuing to work with partners
to gather intelligence which inform our targeted prevention plans. It is through these we help make the
roads of Northamptonshire as safe as possible.
Roads and Transport
Road Safety Education Programme
A dedicated role exists within NFRS to produce and deliver the road safety education
programme throughout the county’s primary and secondary schools, colleges,
complimentary education groups, Princes Trust and youth groups.
The main programme is a graphic, hard hitting presentation which highlights the impact
and consequences of dangerous driving and the aftermath of a road traffic collision. In an
“open forum” debate, discussion is encouraged using video clips and visual aids.
9

11. NFRS Attendance to RTCs between 2004-2012
.
As illustrated above, NFRS attended 420 RTCs in 2011/12 which has continued a downward trend
since 2005/06.
Deliberate Fires
(Vehicle)
Campaigns run by our Arson Task Force have
seen the number of abandoned cars set on
fire fall from 570 in 2002/03 to just 5 last year
(2010/11). Our End of Life Vehicle Impound
Scheme (ELVIS) has contributed to this
reduction. The scheme speeds up the process
of removing abandoned vehicles, thereby
preventing them becoming targets for arson
586
662 653 638
592
526
488
420
135 138 154 160
132 143 131 118
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
RTCs total RTC extrications
10

12. The risk of water and flooding
We have recently introduced two boat rescue units and now have a number of personnel with
Specialist Rescue Boat Operator (SRBO) qualifications. Despite this new capability, we must
continually address the threat of widespread flooding and water related incidents, and do this by
working in close partnership with the environment agency, local authorities as well as the local
resilience forum, to ensure we can respond well to the impacts of climate change across
Northamptonshire.
Within this, we must consider our capability to deal with flooding incidents and continue to
recognise the dangers associated with rescuing people trapped in/by water. It is important that
where these changes can be addressed by additional training, engine capability, design or
additional new equipment that these options are fully considered.
The Communities and Local Government (CLG) report “Effects of Climate Change on Fire and Rescue
Services in the UK” states that Central England temperatures have risen by almost one degree
centigrade over the last century. Winters across the UK have been getting wetter, which leads to
increased flooding. Some sources of evidence suggest that these trends may continue.
The following chart shows flooding incidents attended by NFRS between April 2004 and March 2012.
A majority of these incidents involved water removal/provision. This chart supports CLG findings.
As can be seen below, there has been a linear trend of increase in the number of incidents from 2004
to 2012, with a particular spike in 2010-11:
.
Natural Environment
36 14
46
73
36
95
160
108
0
50
100
150
200
2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12
Flooding
incidents
Linear (Flooding
incidents)
11

13. Emergency and protective Services working
Together
With the economic climate the way it is, we recognise that the next four years will be challenging. To
help meet this challenge, we will work at a strategic level with our ‘blue-light’ partners (Police and
Ambulance Services) to explore and develop opportunities for integrated operations that aim to protect
the availability and quality of emergency and preventative services whilst optimising the infrastructures
that support service delivery.
Page 18 provides further examples of work already initiated, which provides a solid platform for further
collaboration..
NFRS recognise that to achieve our vision of ‘a safer Northamptonshire in conjunction with the
Council’s prevention strategy, we continually seek to improve partnerships we have developed with
other agencies to ensure we provide the
best service we can.
There is a significant network of existing
agencies and organisations who are working
to address local needs and through working
in partnership we seek to align our service
with the needs of the community, especially
where service provision crosses
organisational boundaries.
Some examples of our partnerships which
support either part or all of the communities
of Northamptonshire are depicted in the
diagram to the right.
Working together to reduce these risks
Home Fire Safety
Check (HFSC)
partnership
referral network
Other Fire
Authorities
Landlords
and
Local
Businesses
Planners,
Developers
and Highway
Agencies
East
Midlands
Ambulance
Service
(EMAS)
Northamptonshire
Police
e.g Arson Task
Force
Youth
Intervention
Schemes
Local
Community
Our
Partnerships
12

14. Our Priorities
• The safety of workforce
• Develop safer working
concepts
• Support and develop
our staff
Our Priorities
• Build capacity and
generate resource for
reinvestment into the
service
• Increase our influence
within the community
• Efficient and effective use
of resources
Our Priorities
• Further develop flexible
arrangements for
responding to
emergencies
• Continue to meet the
greater demands placed
on the service
• Deliver targeted
community safety
activity
Overview
Our Strategic Plan is refreshed each year to ensure it continues to articulate the strategic direction of the Service and remains flexible to encompass
new issues. In order to reduce the risks within the county, such as those identified within the risk analysis section of this document, we implement
new work streams or special projects each year which support our strategic objectives, detailed below.
These objectives exist with an aim to:
 Reduce the number and severity of fires, RTCs and other emergency incidents occurring
 Reduce the commercial, economic and social impact of fires and other emergency incidents
 Safeguard the environment and heritage, both built and natural
Our Strategic Objectives
The three strategic objectives are identified
throughout this document by their defining
colours. For each improvement action or
project detailed in the subsequent pages, the
objective to which the action links will be
visible on the page in a bubble similar to
those shown here, example 1 on page 16.
Below each objective you will see bullet
pointed strategic priorities that break each
objective down further. These have been re-
confirmed as still relevant as part of our
annual Strategic Review and represent the
current direction of the service in achieving
our ultimate aim of improving our service to
community and our organisation and
personnel.
Our Strategic Objectives
Purpose:
To Protect the
people, property
and environment
and engage with
all sectors of the
community
.
Keeping
firefighters
safe
Providing
value for
money
Keeping
the Public
Safe
13

15. The strategic targets below indicate our core aims in ensuring public safety, the safety of
our staff, and that efficiencies are maintained. These key targets are how we will measure
the success of this IRMP programme and form part of a much larger performance
framework that is in place to ensure we are using our resources in the right way. You will
find further details relating to the projects that support these targets in the following few
pages. The full detail of all of our performance measures can be found in our full 2013-17
Strategic Plan and can be found at www.northamptonshire.gov.uk under ‘Fire and public
safety’,’Policies and publications’, ‘Our 2013-17 strategic plan’.
Our Strategic Targets The colour
shading
identifies
the relevant
strategic
objective to
which the
information
relates.
n
m
a
i
n
k
n
o
w
n
c
a
u
s
e
s
o
f
a
c
c
Example 1:
14
16
• Reduce the number of fire related incidents we need to attend
• Enhance life chances of people involved in medical emergencies
• Successfully target community safety activity
• Improve our ability to meet our Standards of Operational Response (SOR)
• Enhance the life chances of people involved in Road Traffic Collisions (RTCs)
• Maximise the use of our staff
• Collaboration benefits are realised
• Reduce the number of false alarms
• Increase our influence
• Establish a trading company
• Reduce our carbon footprint
• Enhance safety of workforce
• All incident commanders are assessed against the new nationally agreed incident
command standards
• Enhance local facilities for training and protecting firefighters in compartment fires
• Roll out of replacement Personal Protective Equipment (PPE) for all operational
personnel
Keeping the
Public safe
Keeping
Firefighters safe
Providing value
for money
Strategic TargetsObjectives

16. We will achieve this through
 The implementation of a
Response Strategy
The main principle behind the NFRS
response strategy will be to mobilise the
most appropriate resource to an
emergency, taking into account the incident
type and the time it would take for a
resource to arrive. The determination of the
resources mobilised will be based on
having the appropriate capability to be able
to deal with the immediate risk, stabilise the
incident and bring it to a satisfactory and
safe conclusion.
To achieve this NFRS will continue to utilise
traditional fire appliances, but will also
utilise a range of specialist vehicles and
appliances crewed with varying numbers of
firefighters with a range of different skills.
.
 By continually reviewing how we respond to emergencies and what we
use
Cobra Technology
Cobra is a state-of-the-art fire fighting system developed by Cold Cut Systems of Sweden. NFRS
is at the forefront of Cobra’s introduction to the UK, gradually installing the equipment across our
fleet of standard fire appliances. We are also developing a safer fire fighting methodology by
combining the use of Cobra with other more conventional tactics and operational procedures.
NFRS is currently the leading user of Cobra within the UK and is working closely with the
manufacturer to further develop the equipment and training. The Cobra system is now standard
fit on all new fire appliances as well as a rapid response Cobra Intervention Vehicle (CIV)
Cobra Intervention Vehicle (CIV)
In 2010, NFRS introduced a CIV to back up our normal response with fire appliances, or when
fire cover is reduced in a certain area due to staffing issues or other operational activity. This
vehicle provides the capability to fight some fires in a different way, reducing the need to deploy
staff into high-risk areas. The condition of the atmosphere and potentially casualty survival rates
will be improved and fire contained prior to the arrival of a fully equipped appliance.
Priority
To further develop flexible
arrangements for responding
to emergencies
15
Rescue Boat Technical Rescue Vehicle Cobra Intervention Vehicle

17.  Alternative Pumping Appliances
The service carried out a trial of a compact pumping appliance in 2012. Although the trial vehicle
was ultimately not deemed to meet our requirements the concept of using smaller appliances with
flexible crewing arrangements was proved to be viable.
A variety of options are available from various suppliers and are currently undergoing evaluations
with other FRS in the UK and Europe. These appliances are in essence a smaller fire engine, which
can be driven on a car licence, while carrying all the equipment necessary for certain types of
incident. They can be crewed by two to six firefighters. NFRS will monitor the effectiveness of these
vehicles and will run trials to investigate the potential for their use in the service.
The advantages of these smaller vehicles will be greater fuel efficiency, a reduced training burden
and the ability for more flexible crewing arrangements.
 Initial Intervention Vehicles (IIV)
This vehicle provides a quick response to the high number of RTCs, particularly in rural areas.
They will be crewed by a full-time firefighter, with enhanced casualty trauma care training and
equipment, provided by the EMAS, to facilitate greater support to casualties and enhance scene
safety, lighting, vehicle stability, glass management and a cutting capability.
The pilot of this vehicle has improved availability of resources at the rural station it served and
also provided early, potentially life-saving intervention at road traffic collisions. This trial period led
to the purchase of four IIVs, which will serve to complement our existing fleet and provide an
improved service to the community.
 We will Review all Duty
Systems
We are continuously monitoring the
effectiveness of all of our operational duty
systems to ensure a cost efficient and
effective way of managing service
resources. To date, our on-going duty
system review has freed up 8 operational
positions in order to support our RDS
stations and enhance our response to
incidents. We will continue to monitor the
current systems in place and will be
conducting a further review following the
outcome of a recent legal judgement.
16
Initial Intervention Vehicle Combined Aerial Rescue Platform Alternative Pumping Appliance

18. How will we achieve this?
We must constantly review how
Northamptonshire and the communities
within it are changing. This allows us to
target our prevention work and resources
appropriately to ensure we are reducing the
potential risks to those who live, work and
travel within Northamptonshire.
 We will identify and target the
changing societal risks
Earlier we outlined some of the key risks
that have a direct impact on the way we
need to prepare and deploy our operational
resources and capability. Clearly, there is a
lot we can model and plan for and trends
and patterns which dictate this.
Each year these risks change and this
means we need greater flexibility in
preparing for any potential situation we may
face. In order to prepare for said risks we
must be aware of how society as a whole is
changing, and how we can best prepare to
ensure we continue to provide the best
service possible.
Age
Statistics show that older citizens are most at risk from fires
in the home. With a prediction of one in five of
Northamptonshire’s population being 65 or over by 2019 it is
important that we continue to target prevention work within
this high risk group.
Another notable high risk group is 17-25 year olds who are
deemed most likely to be involved in a RTC.
For this reason we run a number of road safety initiatives
aimed at lowering the number of young persons injured or
killed on the roads of Northamptonshire.
Alcohol and Drugs
Those who live in homes where the occupiers misuse drugs
or alcohol are also at increased risk of a fire. Research
suggests that nationally more than 50% of fire fatalities within
the home involve drink or drug-related behaviour.
In Northamptonshire between April 2011 and March 2012
NFRS attended 31 dwelling fire incidents where it was known
or suspected that alcohol and/or drugs were involved.
Fire Setting
Deliberate fires in Northamptonshire have declined steadily
and significantly since 2003. However, in 2011-12 we
recorded our first rise in deliberate fires in eight years, when
Northamptonshire saw the second biggest spike in arson
attacks in the whole country. This highlights the need to
continue our work through our Arson Task Force.
Medical Emergencies
See action ‘we will develop partnerships with blue light
responders’ on page 18.
Priority
To continue to meet the greater
demands placed on the service
17

19. Police Partnership
Since 2003/04 NFRS have worked closely with
Northamptonshire Police to deliver a combined
Arson Task Force targeting the incidence of
arson across the county, through prevention,
education, investigation and detection of
deliberate fire setting.
This partnership has been hugely successful
and we aim to develop this collaborative
working with the Police to include:
 Exploring how we can share resources in
relation to analysis and data.
 Exploring potential for Corporate
Communications in Northamptonshire
provided by the Police at reduced cost to
NFRS.
 Exploration of the relationship between the
Fire Service’s new IIVs and Operations Dept.
 Non-emergency call handling.
 Use of fully functioning Fire Service
garage/workshops providing a service to
Police
 Shared and effective use of property
 Community bases – through the use of
retained Fire Stations to deploy Police
resources and access to new NFRS training
facilities.
 Exploration of shared training delivery (e.g.
health and safety, management training,
coaching and mentoring, driver training).
 Explore joint work on business continuity
 Reduce costs of postal logistics across
county by sharing postal resources.
 We will develop partnerships with blue light
responders
East Midlands Ambulance (EMAS) partnership
Partnership working increases the capacity of all
organisations to better serve the public. Over the last
decade, public services have undertaken a more joined-up
approach to meeting community needs. Through the life of
this plan, the further development of these partnerships will
continue to offer financial and service benefits.
Responding to life threatening medical emergencies is an
example of how ‘blue-light’ services can work together for the
benefit of the community.
In this regard, NFRS and EMAS have been working in
partnership since 2005, by providing a response to adult (life
threatening) medical emergencies in Northamptonshire.
First Aid and Defibrillation training provided by EMAS
enables retained firefighters and other NFRS staff to respond
to medical emergencies in their local communities, providing,
in conjunction with ambulance staff, a timely response to
emergency calls.
‘’We are very grateful to the NFRS for their continued
support and very proud of this partnership.’’ Michael Collins,
EMAS Service Delivery Manager (Operational Support)
18

20. C
 Review of our Home Fire Safety Check (HFSC)
Process
In recent years, NFRS have achieved challenging targets
for the delivery of HFSCs. Since 2008 over 30,500
households in the county have received this free service.
As we move forward, we recognise the need to ensure our
limited resources are available to those most at risk in the
community. To help achieve this we are introducing an on-
line self-help service for those able to use this approach,
whilst continuing to target those at most risk through ‘direct
engagement’, using our own staff, partners and volunteers.
 Enforcement of fire safety legislation
NFRS have a statutory duty to enforce fire safety legislation
within the County.
NFRS will continue to target inspections of premises that
present the highest risk to life and through engaging with
planning authorities will continue to provide advice and
direction on fire safety matters, including lobbying for the
installation of sprinkler systems wherever applicable.
We will achieve this through
 Implementation of a Community
Protection Strategy
Our Community Protection Strategy will
ensure that we are continually anticipating
the risks posed to the communities of
Northamptonshire and adapt our
community protection activity accordingly.
Wherever possible, our main efforts and
resources will be targeted at those groups
within our communities who are known to
be at risk. These are individuals whom
have been identified ‘more likely’ to
require assistance from the emergency
services due to lifestyles or environment
that they live in.
 Our Arson Task Force Strategy
This strategy details the partnership
between police and fire, covering a
number of workstreams which contribute
to our arson reduction objectives of;
Prevention, Education, Investigation and
Detection.
Priority
To deliver targeted community
safety
19

21. How will we achieve this?
With a reduction in budget and a fragile
economic climate, it is important that we
explore potential ways of generating money
for reinvestment back into the service and
the community, as well as making
efficiencies.
 Introduction of a Strategic
Growth Infrastructure Plan
Northamptonshire will change and grow over
the next twenty years. New development can
have a positive effect on an area, providing
new homes, jobs and economic prosperity.
However, projected demographic changes
within the existing population and planned
economic growth and proposed housing
development will place pressures on the
Service’s infrastructure, services and
facilities.
Through the Northamptonshire Growth
Infrastructure Plan NFRS will seek to access
developer contributions in order to secure
any necessary funding towards required fire
and rescue infrastructure projects. It is vital
that on-going investment in infrastructure is
secured, to support our communities, to
deliver growth, and to accommodate change.
 Introduction of a commercial arm
NFRS’s approach for innovation supports the service in moving forward through the application
of new technology, procedures and guidance that enhances the safety of the community, and
the safety and capability of emergency responders.
The service has identified commercial opportunities to maximise the use of its assets in
generating income through commercial and public sector trading.
Income generation will enable the service to reinvest into the community and continue to
support the Service’s strategic objectives, aimed at protecting the people, property environment
of Northamptonshire through greater understanding of the community's needs.
A number of NFRS assets that can be developed to generate income for NCC have been
identified; these are illustrated in the diagram below:
Once the trading company is established it opens opportunities to develop individual business
cases that have previously not been explored, the aim being to maximise the use of the assets
and reinvest into improving community safety for the benefit of Northamptonshire.
Priority
Build capacity and generate
resources for reinvestment into
the Service
• Consideration has been given to how this facility could be used by the
private sector in protecting not only the initial responders but also the
local economic infrastructure.
Command Development
Centre (CDC)
See page 24
• Due to a high level of interest in Cobra technology within the UK and
Internationally, our experiences and knowledge of developing a safer
fire fighting concept places NFRS in a unique position to capitalise on
its investments.
Cobra Technology
see page 17
• This facility will not only support the delivery of UK courses; it will
allow international courses to be delivered within the Service with
income generation benefits for NFRS.
Fire Behaviour Training
See page 23
20

22.  D
e
v
e
l
o
p
n
e
w
f
u
n
d
i
n
g
m
o
d
e
l
s
W
i
t
h
f
u
n
d
i
How will we achieve this?
Through improved engagement with internal and
external customers we will gain a greater
understanding of community need and target our
activity accordingly.
 Review our communications strategy
Our communications strategy is essential to our understanding the needs and expectations of the
communities we serve and for the community to understand all of the ways in which the fire and
rescue service contribute to achieving improved outcomes and how they can access our help.
 Enhance elected member engagement
NFRS has changed significantly in recent years and the
initiatives in this plan continue this journey of change. It is
essential that we work closely with the elected members to
ensure they have sufficient information and knowledge about
how the Service is adapting to meet the needs of the people
they represent.
Priority
Increase our influence within the
community
Priority
Build capacity and generate
resources for reinvestment
into the Service
21
The introduction of a commercial arm,
detailed on page 20 is one of the ways
we aim to build capacity over the next
four years.
Other work streams that support this
priority include
 the review of all duty systems
 targeting prevention and response
activity effectively
 collaborative working
 improving our Information
Communication Technology (ICT)
infrastructure and improving
business intelligence

23. .cal issues.
 Implementation of the Information Management Strategy
The aim of the information management strategy is to provide an integrated approach to
information management, to enhance the efficiency and effectiveness of services to the
community and the safety of staff through timely, accurate and accessible business intelligence
and to ensure compliance with legislation.
 Implementation of the Asset Management Strategy
The asset management strategy provides an integrated framework for procuring and
managing property, fleet and equipment and Information Communication Technology (ICT)
assets. It will help ensure alignment and compliance with corporate standards and processes
in the purchase and maintenance of the range of assets which support and enable delivery of
front line services
 Reducing our carbon footprint
In the life of our last IRMP 2010-2013 we committed to reducing the impact NFRS has on the
environment by embracing a new approach to solar electricity through the use of photo-voltaic
solar panels. Solar electricity is a renewable energy and doesn't release any harmful carbon
dioxide (CO2) or other pollutants into the environment. These were fitted to several fire stations
and create efficiency savings whilst reducing the impact NFRS has on the environment. We
continue to work towards reducing our carbon footprint through review of our assets and the
way in which we deploy resources.
How will we achieve this?
We will continue to look at ways in which we
can maintain the service we provide, within
economic constraints.
 Through review of NCC HALO
Governance model
High Ability Low Operation (HALO) is a new
governance model introduced by NCC.
The basic principle of this model is that NCC
retain a small in-house core of personnel to
commission and facilitate outcomes rather
than employing staff to do actual works.
The purpose of this new governance model is
to help the county council maintain effective
and affordable services to the community.
In support of the HALO model, which
highlights the need to explore new ways of
delivery, NFRS will continue to look at
developing joined-up opportunities with our
‘blue light partners’ in order to protect the
availability and quality of emergency and
preventative services.
Priority
Efficient and effective use of
resources
22

24. How will we achieve this?
In recent years there have been a number of
serious incidents across the country resulting
in firefighter fatalities. Improving our facilities
for training and assessment will help prevent
this happening in Northamptonshire.
 Enhanced Fire Behaviour Training
In early 2011, NFRS submitted a planning application for a new fire behaviour training facility
near Chelveston in East Northamptonshire. The application outlined proposals to install
specially adapted containers on the land for NFRS compartmental fire training purposes
These simulators are designed to replicate, as realistically as possible, the activity of fire gases
within a compartment. They also demonstrate a range of phenomena related to 'flashover',
‘backdraft’ and other forms of fire gas ignitions.
The site allows firefighters to experience, within a controlled environment; how a compartment
fire (a fire in a room) is likely to develop and behave under different ventilation conditions (with
doors or windows open or closed). This type of training was introduced in the 1980's and has
been increasingly used over the last two decades, by many different Fire and Rescue
Services, both in the UK and abroad.
How will we achieve this?
We are committed to ensuring that all
reasonable steps are taken to provide safe
and healthy conditions, compliance with all
relevant health and safety legislation,
management of health and safety in the
workplace, the provision of necessary
information, instruction, training and
supervision to all employees, and, to review
our policies and make improvements where
applicable.
 We will implement the
recommendations of the Health
and Safety Executive (HSE)
Consolidated Report
In 2009/10 The HSE conducted eight
targeted health and safety inspections of Fire
and Rescue Services. The consolidation
report summarised the main findings of these
eight inspections and detailed
recommendations. In response to the
publication of these findings, NFRS
introduced a task and finish group aimed at
identifying any shortfalls of the Service and
recommendations for improvements.
Priority
The safety of our workforce
Priority
Safer working concepts
23

25.  Enhanced Command Development Centre
Because major incidents are typically complex and often challenging to manage; they require
good communication and decision-making skills, effective use of resources and information,
application of a clear command structure and a team based approach in which activities and
efforts of all personnel involved are effectively coordinated.
Developing these skills and training for these incidents requires realistic, real-time simulated
environments and scenarios.
The new Command Development Centre in Daventry utilises a range of sophisticated simulation
systems to do just this. It allows fire officers to train within a safe, simulated environment where
they can perfect skills that are then readily transferable to the live incident ground.
It will also enable the facilitation of multi-agency training to improve resilience both locally and
nationally.
 Replacement of Personal Protective Equipment (PPE) contract
In 2014 we aim to roll out new PPE to all operational personnel. The new kit will deliver a high
technical specification with a more ergonomic design, therefore increasing its functionality for our
frontline staff.
 Roll out of new breathing
apparatus
In 2012 NFRS rolled out new breathing
apparatus equipment which will continue to
develop to include telemetry systems. This
‘telemetry system’ is made up of a radio
frequency transmitter/receiver mounted to
the breathing apparatus, which transmits
information about the breathing apparatus
set to a transmitter/receiver base station
located with the incident command centre.
In short this will allow incident commanders
to monitor how much breathable air each
firefighter using breathing apparatus within
an incident has remaining. This provides us
with further assurance in terms of safety
critical working environments to which our
firefighters are exposed.
24

26.  Implementation of the Workforce Development Strategy
NFRS recognises that our employees are critical to the delivery of our services and achieving
our objectives. Our new Workforce Development Strategy will drive the programme of training
and development activity required to ensure we maintain the required skills and competencies
across the whole workforce, necessary to ensure we can continue to deliver the services
required to enhance community and workforce safety.
 Introduction of E-learning packages
In line with the county council's priorities, an Online Learning Centre has been designed to
provide a range of courses and learning resources including interactive learning, discussion,
and support outside of and in addition to the classroom. E-learning allows the employee to be in
control of learning at all times. It can be accessed from any computer with an internet
connection, either at work, home or other Learning Centres and Libraries across
Northamptonshire. The advantages of this method of learning is a more flexible and economical
delivery of training.
NFRS will continue to work with other Fire and Rescue Services to develop these courses and
share good practice.
How will we achieve this?
We continue to prioritise the delivery of risk
critical and other specialist training to meet
the expanding role of the modern fire and
rescue service.
 Assessment of Incident
Commanders
All NFRS Supervisory Managers will undergo
incident command assessment using our
new simulation suite at the Command
Development Centre, as detailed on page 26.
Through the continued assessment of
Incident Commanders we will continue to
enhance workforce competency.
Priority
Support and develop our staff
25

27. We will implement the delivery of this strategy through comprehensive action plans which will be
incorporated into departmental business plans.
These are available as a separate appendix which are obtainable on request and are also on the county
council website.
Delivery
of this
plan
26

28. To ensure Northamptonshire Fire and Rescue
Service reflects the needs of the local
community this plan was subject to a 12 week
public consultation in line with guidance from
CLG. It is not until the Service fully
understands what the local needs are that an
accurate plan can be produced that reflects
these requirements.
The consultation period ran from the 11
October 2012 to 4 January 2013.
Our consultation strategy builds on lessons
learnt through previous consultations and
looks to enhance public engagement with the
process.
The list of stakeholders included
 The general public, Council Tax payers,
households etc.
 Community organisations
 Public representatives
 Business organisations
 Local Authorities
 Employees and their representatives
 Minority groups
 Voluntary Sector
27
CONSULTATION
We want to hear your
views on our plans
Consultation took place from 11 October 2012 to 4 January 2013.
Although the consultation on this document has now finished we
will continue to listen to comments and queries from stakeholders
How we were able to be contacted:
1) By Email at
service.improvement@northantsfire.org.uk
2) Telephone on 01604 797000
3) Write to us at Northamptonshire Fire and
Rescue Service Headquarters, Moulton
Way, Northampton, NN3 6XJ
4) At www.northamptonshire.gov.uk under
‘Have your say’ on the homepage
5) Public meetings/community meetings
6) Follow on Twitter #northantsfire
7) Follow on Facebook
8) Talk with us when we visited areas of
Northamptonshire in our Community
Outreach Vehicle

30. V.1.0
Northamptonshire County Council Fire and Rescue Service
Service Headquarters
Moulton Way
Northampton
NN3 6XJ
01604 797000
service.improvement@northantsfire.org.uk
Use your SmartPhone
to scan this QR code
and go directly to our
online questionnaire.
Don’t have the
application? …
Search for ‘QR code
reader’ in your
application store.
This information can be provided in other formats such as
other languages, Braille, audio cassette etc.
If you require another format please phone (01604) 797000
and quote the reference below:
NFRS/IRMP/2013-17/Year10_consultation