COMMUNITY SAFETY PLAN - North Yorkshire Fire …...Nigel Hutchinson Chief Fire Officer and Chief Executive This Community Safety Plan sets out how we will continue to protect the people

COMMUNITY SAFETY PLAN2016/17 – 2020/21

NORTH YORKSHIRE FIRE & RESCUE SERVICE COMMUNITY SAFETY PLAN 2016/17 – 2020/21

CONTENTS

SECTION 1: FOREWORD 3

SECTION 2: INTRODUCTION 4 Why do we have a Community Safety Plan? 4

SECTION 3: COMMUNITY RISK MANAGEMENT 6 Our approach to Community Risk Management 6 How we meet the risks 6 Evaluation and review 7

Other Risk Factors 8 North Yorkshire and City of York Risk Profile 8 Emergency planning 9 Combating extremism 9

SECTION 4: THREE PILLARS OF SERVICE PROVISION 10 Prevention Strategy 10 Current resources 10 Planned changes 10 Safeguarding 11

Protection Strategy 12 Current resources 12 Planned changes 12

Emergency Response Strategy 12 Current resources 13 Planned changes 14

SECTION 5: CONSULTATION PROCESS 18 Communications and Consultation Approach 18 Response 18 Prevention and protection 18 Future changes to the IRMP 18

APPENDIX A: RISK SCORES 19

APPENDIX B: SPECIAL RESPONSE UNITS, EQUIPMENT AND SKILLS 21

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SECTION 1: FOREWORD

The number of incidents attended by the fire and rescue service, nationally, has reduced in recent years. The same is true in North Yorkshire and the City of York with the Service attending 34% fewer incidents in 2014/15 than in 2004/05. Much of this can be attributed to the wide-ranging prevention work undertaken, and we continue to seek and develop new effective ways of reducing the number of emergencies and their impact.

There is strong central Government encouragement for public services to look at collaboration options and the Service is working hard to ensure that the partnerships it enters into will deliver enhanced services to our communities.

During 2014 and 2015 the Service undertook a major review of fire cover. This review included three periods of consultation. The

Andrew Backhouse Councillor and Chair of the Fire Authority

Nigel Hutchinson Chief Fire Officer and Chief Executive

This Community Safety Plan sets out how we will continue to protect the people and communities of North Yorkshire and the City of York and how we intend to develop so that we can continue to provide an excellent professional service, whilst delivering value for money.

outcomes of that review and the consultations have formed our Response Strategy which is available in section four. At the same time we have updated, and consulted upon, our Prevention and Protection Strategies and, together, these three strategies form the basis for this Integrated Risk Management Plan.

We are confident that this plan will ensure that the Service will be fit for purpose over the next five years. However, in order to keep abreast of developments and any changing risk, there will be a programme of annual reviews of the plan, with a major review scheduled for 2020/21, with the next Community Safety Plan to be published in April 2021. If you would like to find out more about the work we do please visit our website www.northyorksfire.gov.uk

http://www.northyorksfire.gov.uk

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SECTION 2: INTRODUCTION

What is a Community Safety Plan and why do we have one?

This Community Safety Plan is, in practice, the NYFRS Integrated Risk Management Plan (IRMP) and fundamentally describes how we organise and deliver the service to the community in order to manage risk. The Home Office is the lead government department for fire and rescue matters. They publish a National Framework (set of guidelines) which is agreed by Parliament, to explain what they expect fire and rescue authorities to

achieve with the government funding they receive.

A requirement of the National Framework is for authorities to publish an Integrated Risk Management Plan that identifies and assesses all foreseeable fire and rescue related risks that could affect the local community, including those of a cross-border, multi-authority and/or national nature.

The plan must have regard to the community risk registers produced by Local Resilience Forums and any other local risk analyses as appropriate.

Each fire and rescue authority integrated risk management plan must:

• demonstrate how prevention, protection and response activities will best be used to mitigate the impact of risk on communities, through authorities working either individually or collectively, in a cost effective way

• set out its management strategy and risk based programme for enforcing the provisions of the Regulatory Reform (Fire Safety) Order 2005 in accordance with the

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principles of better regulation set out in the Statutory Code of Compliance for Regulators, and the Enforcement Concordat.

Fire and rescue authorities must make provision to respond to incidents such as fires, road traffic accidents and emergencies within their area and in other areas in line with their mutual aid agreements and reflect this in their integrated risk management plans.

Each fire and rescue authority integrated risk management plan must:

• be easily accessible and publicly available

• reflect effective consultation throughout its development

and at all review stages with the community, its workforce and representative bodies, and partners

• cover at least a three year time span and be reviewed and revised as often as it is necessary to ensure that fire and rescue authorities are able to deliver the requirements set out in this Framework

• reflect up to date risk analyses and the evaluation of service delivery outcomes.

The Service also produces a Corporate Plan, spanning a five year period from 2016/17 to 2021/22, which is part of a suite of corporate documents that collectively underpin our

approach and provide an outline of how, in the medium term, North Yorkshire Fire and Rescue Service delivers the protection from fire and other emergencies across our communities in the City of York and North Yorkshire. The plan sets out how decisions are made and financed, and what is planned for the five-year period covered by the Plan. The Corporate Plan also details the Strategic Aims of the service as well as giving an authority area overview.

In addition to these plans, each year an annual report and annual integrated risk management action plan will be published to show what we have achieved the previous year and what we intend to deliver in the next.

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SECTION 3: COMMUNITY RISK MANAGEMENT

Our approach to Community Risk Management

How we meet the risks

In order to reduce risk through our prevention and protection work, we need to identify risk at a level where we can target specific activities such as home fire safety visits or commercial fire safety inspections. We use a range of information including historical incident data, intelligence from partner agencies, commercially available data, emerging national trends, fire safety complaints and local knowledge to develop local plans to deliver community safety work and a risk based inspection programme for our technical fire safety work. This information enables the highest risk households, businesses and other non-domestic premises to be identified which allows the most effective intervention to be delivered thus reducing the risk.

Teams of specifically trained staff in both community safety and technical safety are deployed across the county to deliver the prevention and protection service. A flexible

approach is taken whereby staff are focussed on a particular geographical area but are able to work in teams to deliver interventions where they are required.

In order to determine where our operational resources should be located and how they should be crewed, we consider the risk profile of a local area, the requirements for larger incidents in an area (that is where the local fire engines cannot deal with an incident on their own) and the resources required for the largest incidents or when the Service has an unusually high number of calls.

To measure local risk, we consider that the frequency and number of the most usual incident types such as house fires, road traffic collisions and car fires, is the best indicator of the risk of those incidents over time. The Service uses this incident data to produce risk scores for each station area, by giving each incident type a weighting and then adding together all the incidents in that area to provide the final risk score. The risk scores at the start of this Community Safety Plan period can be found at Appendix A.

Consideration also has to be given to large incidents and busy periods as we need to ensure that we can provide a response to these when they occur. In order to do this we use computer software to model the response to these types of incidents and busy periods.

In order to deliver the full range of operational response, certain specialist skills are required (these are set out in Appendix B), and these require additional training. These are usually provided on a Service wide basis, but sometimes specific local risks mean that these resources are located at specific stations.

Crewing arrangements determine both cost and response times. In lower risk areas, on-call staff (retained duty system – RDS staff) are used to crew fire engines and in the higher risk areas full time staff are used. Full-time staff are more expensive but their availability is guaranteed and they have sufficient training time to maintain specialist skills. RDS staff are less expensive but their primary employment and other commitments, mean that sometimes the fire engines they crew are unavailable. Therefore as part of the

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overall risk management we consider the balance of full time and RDS staff, to ensure that sufficient resources are available to meet the risk.

Evaluation and review

Managers involved in prevention meet regularly to consider the workloads, trends and capacity to ensure that resources are allocated where they are needed and to assist in setting District plans and prioritising central support.

Community safety work is monitored and managed to ensure that it is having a positive impact on the community and providing best value. Specifically we will:

• Use data and intelligence, including from other agencies, to identify trends or target activities towards specific at risk groups or individuals

• Monitor and analyse the number and causes of fires in domestic premises

• Undertake case reviews where there is a death or serious injury from fire

• Monitor the District plans to ensure that community safety work is maximising

the capacity of crews relative to the other workloads

• Monitor the number of Home Fire Safety Visits we carry out and overall hours dedicated to community safety.

In order to ensure that the protection work is having a direct and positive impact on the safety of businesses and other organisations we will:

• Monitor the number of fires in non domestic premises

• Analyse fires in non domestic premises by type and cause to better target the scheduled audits

• Use data and information from external sources to target specific risks.

In order to make sure that we are delivering against the public expectation we will:

• Monitor the fire safety audits undertaken to ensure that they are being aimed at the highest risk premises

• Monitor the prosecutions and other enforcement activity to ensure that it is proportional to the risk

• Monitor the building regulations and other consultations to ensure that we have responded in time

• Monitor the fire safety complaints to ensure that we have responded in a timely manner

• Monitor the audits that we undertake at a premises that has had a fire to ensure that we complete them within 24 hours

Picture: David Sloane

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• Undertake a satisfaction survey each year that consults at least 40 businesses that we have audited.

In order to ensure that we remain good value for money we will:

• Periodically benchmark our costs, work outputs and outcomes against other fire and rescue services (as far as is possible given the limitations of the available information).

Other Risk Factors

North Yorkshire and City of York Risk Profile

Agriculture Agriculture is one of the main industries within North Yorkshire and because there are specific hazards associated with farms, we work with farmers and collect risk information on farms that hold large quantities of chemicals.

Flooding North Yorkshire and the City of York regularly experience both localised and widespread flooding. Due to this we have invested in water rescue equipment and training for our staff.

Heritage Across North Yorkshire and the City of York there are a significant number of heritage buildings and properties that contain extremely valuable and irreplaceable items. We give advice to owners on fire prevention measures and salvage plans should a fire occur.

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Transport Within North Yorkshire there are a number of major trunk roads including the A1(M), A19, M62 and the A64, along with a vast network of rural roads. We are committed to reducing deaths and injuries caused by incidents on the road, and we work in partnership to educate and encourage responsible attitudes towards driving.

Wildfires Within North Yorkshire there are two national parks which are prone to wildfire during dry spells and when managed burning is being undertaken. These fires pose an economic and environmental risk to rural communities within North Yorkshire, as well as environmental loss. We work with land owners, the National Parks Authority and English Heritage to share information with the aim of preventing wildfires occurring.

Emergency planning

The Civil Contingencies Act 2004 identifies category one responders, of which we are one, and places a duty on them to work together to assess, plan and advise on

emergencies. We fulfil this duty through our work as a member of the North Yorkshire Local Resilience Forum.

As part of the work undertaken by the resilience forum, a North Yorkshire Community Risk register is compiled for a national register of risks, and assessments are made of all the emergencies that may occur and impact on the Local Authority area.

More information can be found at the North Yorkshire Local Resilience Forum website http://www.emergency northyorks.gov.uk/

Combating extremism

Although the Service is not a specified authority under the Counter Terrorism Act, it still has an important role to play in preventing people becoming drawn into terrorism.

The aim of The United Kingdom’s Strategy for Countering Terrorism (CONTEST) is to reduce the risk to the UK and its interests overseas from terrorism, so that people can go about their lives freely and with confidence.

The strategy is organised around four work streams, each comprising a number of key objectives. These are:

• Pursue: to stop terrorist attacks

• Prevent: to stop people becoming terrorists or supporting terrorism

• Protect: to strengthen our protection against a terrorist attack

• Prepare: to mitigate the impact of a terrorist attack.

Many of our staff through their daily work naturally engage with members of the public and enter households. With the right training they are perfectly placed to identify any signs that people may be radicalised and to make appropriate references to help keep the community safe. Through this work we are able to reach the much smaller number of people who are vulnerable to radicalisation and prevent people from being drawn into terrorism and ensure that they are given appropriate advice and support.

http://www.emergencynorthyorks.gov.uk/

http://www.emergencynorthyorks.gov.uk/

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SECTION 4: THREE PILLARS OF SERVICE PROVISION

In order to meet the risks identified in the previous section the Service has three pillars of service provision. These are:

• Prevention

• Protection

• Emergency Response

The Service has a strategy for each of these pillars.

Prevention Strategy

Our Prevention Strategy aims to reduce the number of deaths and injuries caused by fires, road traffic collisions and other emergencies, by reducing the frequency and impact of those emergencies on the communities in, and visitors to, North Yorkshire and the City of York.

Current resources

The Prevention and Protection Group Manager is responsible for the overall performance, policy, planning and delivery of both technical fire safety (TFS) and community safety (CFS).

Community Safety Officers are specialist staff based in each district who deliver most of the community safety activities. They will be managed centrally but take advice and direction from local managers on any specific areas of concern. A headquarters based Group Manager, assisted by officers, with the specific reference for community safety; youth engagement and safeguarding, will provide the management of the community safety staff, along with the planning, policies and procedures for community safety.

Operational crews also deliver community safety, primarily Home Fire Safety Visits (HFSVs). Their community safety work is driven by the District plan and the amount undertaken can vary depending on other priorities such as training, technical fire safety or risk visits. Some operational staff undertake additional community safety work outside of their core contract. This is how many of the programmes of work with young people will be delivered.

Planned changes

Our main aim is to prevent emergencies occurring, through education and by providing advice, and, where they do occur, to prevent injury and death. This is called community safety.

The strategy is set around the three core areas according to the risk and concerns in North Yorkshire and the City of York along with our statutory responsibilities. These are:

• Home Fire Safety

• Road Safety

• Other Risks

In addition to this, there are three areas that apply across the strategy. These are:

• Young people

• Communication and publicity

• How we organise and manage community safety

We will continue to monitor and manage community safety work to ensure that it is having a positive impact on the community and providing best value. However the key elements of the strategy are:

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• We will use more data and intelligence, including specialist data sets in addition to information from other agencies, to identify trends or target activities towards specific at risk groups or households. This will allow high risk groups to be determined and initiatives devised that will engage more effectively with that particular group. For example young people may respond more favourably to a social media campaign than a traditional face to face approach. This allows limited resources to be targeted and used very specifically and to achieve maximum benefit

• We will organise our community safety activities at District, Borough or City of York level, where local managers, working with partners, are able to better understand the local circumstances

• We will prioritise community safety work using data and risk analysis, as far as possible, down to household level

• We will use national research and information to deliver effective prevention services

• We will work with partners, primarily through community

safety partnerships and 95Alive, the York and North Yorkshire Road Safety Partnership, to deliver the best outcomes for the community

• We will target our work with partner agencies through information sharing to assist the most vulnerable in our community. All information sharing will conform to the highest appropriate standards of data protection through data sharing agreements

• We will provide central support, primarily through the provision of guidance, accurate data and support materials, to ensure local managers are able to accurately prioritise their resources

• We will deliver the best possible service to the community by ensuring that staff who carry out community fire safety work are adequately trained and equipped to undertake their role

• We will aim to deliver value for money through performance management and regular review, to ensure that the cost of delivering prevention activity is proportionate to the risk in North Yorkshire and the City of York.

Safeguarding

Certain groups are at greater risk of being killed or seriously injured as a result of a fire. We use data available to the Service to identify groups and individuals who are higher risk. We have arrangements in place to allow other agencies to make referrals to us where they believe someone is at risk from fire.

To ensure that our staff who deliver initiatives to vulnerable groups are trained to a high standard, we provide robust policies, core courses and service level agreements with appropriate risk assessments; and ensure that all required safeguarding checks (DBS) are in place and remain current.

Although safeguarding is primarily a function of our prevention teams, technical fire safety staff and operational crews can come into contact with vulnerable people. These staff are also made aware of the safeguarding procedures and the available referral methods.

The full Prevention Strategy can be found on our website.

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Protection Strategy

The Protection Strategy aims to secure the safety of occupiers, workers and visitors to non-domestic premises in North Yorkshire and the City of York, by assisting in preventing fires occurring and to restrict fire spread should it occur.

Current resources

Technical Fire Safety Officers (TFS) are specialist staff based in each district who provide the technical support and guidance to TFS staff and operational crews; primarily in the conduct of our statutory responsibilities, including prosecution and enforcement, within the Fire Services Act 2004, and the Regulatory Reform (Fire Safety) Order 2005. They conduct complex fire safety audits and deal with more complex consultations. Within each District there are a range of Fire Safety Managers and Assistant Inspectors who conduct fire safety audits and deal with the majority of consultations.

Operational crews also undertake technical fire safety audits.

Planned changes

The activity will be based on a risk based audit and engagement approach. This

will be based on evidence from sources such as historical incident data, fire investigation outcomes and nationally identified trends. The levels of compliance at the premises audited is also analysed to determine that the service is lowering the risk through education and enforcement. This risk based approach ensures that resources are being targeted in the areas of greatest need and to maximum effect.

The key elements of this strategy are:

• We aim to strike a balance between ensuring public safety and minimising the burden on businesses and other organisations

• We operate a risk based inspection programme, which is driven by the data on fires in premises types, and we prioritise audits where fires have occurred or where there have been complaints as these have been shown to be the highest risk

• We will use the powers of legal enforcement and prosecution available to us, where this is appropriate to ensure public safety; the approach we will take is “firm but fair”

• We will respond to all statutory consultations within the required

timeframes and, wherever possible, provide timely and accurate advice to those who request it

• We ensure that in order to deliver the best service to the community, any staff who carry out fire safety work are adequately trained and have the appropriate support to undertake their role

• We aim to deliver value for money through performance management and regular review, to ensure that the cost of delivering technical fire safety is proportionate to the risk in North Yorkshire and the City of York.

The full Protection Strategy can be found on our website.

Emergency Response Strategy

Our Response Strategy is made up of the resources we have and our arrangements for responding to emergencies.

The key elements of this strategy are:

• We respond to all incidents where there is a statutory duty to do so, including fires and road traffic collisions

• We also attend other incidents where there is no statutory duty: these are known as special service

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calls and include incidents such as water rescues, responding to flooding and animal rescues

• We may not attend calls from Automatic Fire Alarms or where the “call-challenge” procedure indicates that it is a malicious call

• We may attend medical emergencies on behalf of another emergency service

• We seek to ensure that our resources are appropriately located to meet the risk across North Yorkshire and the City of York

• We seek to ensure that our resources are appropriately crewed to meet the risk across North Yorkshire and the City of York

• Arrangements are in place to receive emergency calls and mobilise resources to incidents

• Arrangements are in place to manage incidents and provide adequate supervision for operational staff

• Arrangements are in place to review operational incidents and improve our response where necessary

• We will aim to ensure that operational crews have access to risk information about premises that may

present the biggest risk to them or the public

• All operational staff are properly trained for the roles they have to undertake

• All equipment and vehicles used are fit for purpose and adequately maintained

• The appropriate risk assessments, procedures and policies are in place to ensure an effective response to incidents

• There are business continuity plans in place to ensure that there is always an operational response made to incidents.

Current resources

At the start of this Community Safety Plan, we had 38 fire stations with 46 standard fire engines, and 21 specialist response units. We also have a Training Centre in Easingwold and a Service headquarters and control

room in Northallerton. Some of our resources are national assets and can be deployed across the country as part of a national response to major incidents.

We have four systems (duty systems) for crewing our fire engines; wholetime shift, wholetime day crewed, on-call (retained) and volunteer. The urban areas of Harrogate, Scarborough and York are mainly served by firefighters who work shifts at the fire station; our larger market towns have firefighters who work a combination of day shifts and on-call from home (day crewed); our rural villages and smaller towns are served by on-call (retained) staff; and Lofthouse and Goathland are volunteer units.

We also have officers located throughout North Yorkshire and the City of York who respond to incidents to provide specialist support and incident management.

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Key

Wholetime shift crewed fire engine

Tactical Response Vehicle (shift)

Tactical Response Vehicle (day crewed)

Volunteer unit

Wholetime day crewed fire engine

On-call/retained crewed fire engine

Planned changes

Following on from the review of fire cover which the Service undertook in 2014 and 2015, we are replacing one of the standard fire engines with smaller fire engines known as Tactical Response Vehicles at Harrogate, Malton, Northallerton, Tadcaster, Ripon and Scarborough fire stations. These replacements will take place over the next four years.

In order to manage the day-to-day arrangements of the Service, we split it into Districts, which match the District, Borough and City of York council areas. The table below shows the number of fire engines at each station, along with the changes we will be making during the course/life of this IRMP.

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Fire station 2016 Community Safety Plan changes

Craven District

Bentham fire station No change

Grassington fire station No change

Settle fire station No change

Skipton fire station No change

Hambleton District

Northallerton fire station

Bedale fire station No change

Easingwold fire station No change

Stokesley fire station No change

Thirsk fire station No change

Harrogate District

Harrogate fire station

Ripon fire station

Boroughbridge fire station No change

Knaresborough fire station No change

Masham fire station No change

Summerbridge fire station No change

Lofthouse fire station No change

Key on page 14 Continued overleaf

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Richmondshire District

Richmond fire station No change

Colburn fire station No change

Hawes fire station No change

Leyburn fire station No change

Reeth fire station No change

Ryedale District

Malton fire station

Helmsley fire station No change

Kirkbymoorside fire station No change

Pickering fire station No change

Sherburn fire station No change

ContinuedKey on page 14

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Scarborough District

Scarborough fire station

Danby fire station No change

Filey fire station No change

Goathland fire station No change

Lythe fire station No change

Robin Hood’s Bay fire station No change

Whitby fire station No change

Selby District

Selby fire station No change

Tadcaster fire station

York District

Acomb fire station No change

Huntington fire station No change

York fire station No change

Key on page 14

These changes will be implemented over the lifetime of this Community Safety Plan.

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SECTION 5: CONSULTATION PROCESS

We would value any feedback that you may have about this document and hope that you have found it useful. If you would like to comment on this document, or any of our documents, please contact us.

Response

We undertook three consultations on our review of fire cover during 2014 and 2015. The final decision on the fire cover review was taken by the Fire Authority at its meeting on the 9th December 2015 and the outcomes have formed our Response Strategy.

We also undertook consultation on changes to our response to automatic fire alarms and special service calls during 2014.

Prevention and protection

We undertook a consultation on our draft prevention and protection strategies between November and December 2015. This included consultation with both members of the public and local businesses. The final prevention and protection strategies were approved by the Fire Authority in February 2016.

Future changes to the IRMP

As a result of the planned reviews of this Plan, further changes may be developed during the course of this Community Safety Plan. Where this is the case then these proposed changes will also be subject to public consultation.

Communications and Consultation Approach

We are not consulting on this Community Safety Plan as we have already undertaken consultations on the key elements of it. The details of these consultations are set out below and you can also find details of our former consultations on our website at www.northyorksfire.gov.uk


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APPENDIX A: RISK SCORES

For incidents such as house fires, road traffic collisions and car fires, a good indicator of risk is the frequency of these incidents over time. Five years worth of data reflects the current and very recent risk. This data is then used to produce a risk score.

The data below shows the risk score for 2010-2015, this will be updated on an annual basis. The most recent risk score can be viewed on our website www.northyorksfire.gov.uk

The risk score is calculated for each station area as follows. Each incident type is given a weighting (see table below) and then all the incidents in that station area are added together to provide the final risk score.

So for example if there have been 50 house fires in the five year period in a station area, that scores 250. All the other incidents are calculated in the same way. For example:

100x RTCs (5) = 500

50x building fires (5) = 250

100x outdoor fires (2) = 200

200x false alarms (0.1) = 20

Total Risk Score = 970

Incident type Weighting for risk score

Road Traffic Collisions 5

Building fires 5

Hazardous materials 5

Rescues (where not included in above) 5

Vehicle fire 3

Flooding 3

Outdoor fires 2

All other incidents 1

Chimneys 0.5

False alarms 0.1

Risk score weightings


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2010-2015 Incidents

Station area Total score Station area Total score

1 York 7064.4 19 Boroughbridge 805.0

2 Scarborough 6640.7 20 Bedale 772.3

3 Harrogate 5481.6 21 Filey 748.2

4 Selby 5126.5 22 Settle 661.0

5 Acomb 4771.9 23 Easingwold 639.1

6 Huntington 2908.2 24 Helmsley 611.5

7 Northallerton 2325.8 25 Leyburn 544.3

8 Ripon 1871.5 26 Summerbridge 504.1

9 Skipton 1844.1 27 Lythe 448.4

10 Whitby 1745.8 28 Grassington 442.8

11 Tadcaster 1710.1 29 Kirkbymoorside 330.2

12 Richmond 1508.5 30 Hawes 318.5

13 Malton 1446.5 31 Bentham 317.4

14 Colburn 1402.3 32 Reeth 261.0

15 Thirsk 1351.2 33 Robin Hood’s Bay 260.0

16 Pickering 972.9 34 Sherburn 223.4

17 Stokesley 965.6 35 Masham 191.2

18 Knaresborough 840.3 36 Danby 143.3

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APPENDIX B: SPECIAL RESPONSE UNITS, EQUIPMENT AND SKILLS

Key

Water bowser or high volume pump

Specialist rope rescue

Incident response unit

Incident command unit

Aerial ladder platform

Road rescue and other skillsWater rescue

All terrain vehicle/moors/grass fire fighting kit

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The table below lists the fire stations where there are special response units/equipment or skills.

District Fire station Special response units, equipment and skills

Craven District Skipton fire station

Hambleton District Northallerton fire station

Harrogate District Harrogate fire station

Ripon fire station

Boroughbridge fire station

Richmondshire District Richmond fire station

Ryedale District Malton fire station

Kirkbymoorside fire station

Scarborough District Scarborough fire station

Whitby fire station

Selby District Selby fire station

Tadcaster fire station

York District Acomb fire station

Huntington fire station

York fire station

Key on page 21


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If you have any enquiries regarding this document/publication, email [email protected] or write to us at:

Central Administration Office North Yorkshire Fire and Rescue Service Headquarters Thurston Road Northallerton North Yorkshire DL6 2ND

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COMMUNITY SAFETY PLAN - North Yorkshire Fire …...Nigel Hutchinson Chief Fire Officer and Chief Executive This Community Safety Plan sets out how we will continue to protect the people