The incident placed sustained and significant demand on organisational capacity, requiring North Yorkshire Fire and Rescue Service to manage a large-scale major incident while maintaining core service delivery. This created a complex dual-operating environment, with priorities continually assessed and balanced.

The Service maintained a clear and disciplined approach to operational prioritisation. Protection of life, communities and critical infrastructure remained the overriding focus, alongside an effective response to day-to-day incidents. During the peak wildfire period, the Service responded to a further 453 incidents, supported by 41 mutual aid resources, sustaining service wide cover.

This was underpinned by proactive and dynamic resource management. The Dynamic Cover Tool was used effectively to assess risk and reposition resources, maintaining response standards as far as reasonably practicable. The ability to flex between major incident demands and business-as-usual activity was a key strength.

Support functions played a critical and often under-recognised role in sustaining this balance. Fleet, ICT, resilience, communications and business support teams responded with flexibility, professionalism and strong commitment.

Alongside the operational response, statutory functions, including prevention and protection, were maintained. This was enabled by a mixed staffing model of operational and non-operational roles, allowing activity to continue in line with business continuity arrangements on a prioritised basis as capacity and risk fluctuated.

On-going work to strengthen business continuity for critical roles further supported this approach, improving resilience and sustaining key functions during a prolonged incident. Effective succession planning reduced vacancy gaps and maintained continuity.

Moreover, the contribution of non-operational staff is particularly acknowledged, with many stepping beyond their usual roles, embracing a one team approach, to support delivery and maintain business continuity.

Despite sustained organisational pressure, the combined effort of operational and support staff ensured critical services were maintained, risks managed effectively, and the response remained focused.

What Went Well
• Clear prioritisation of life risk, community impact and critical infrastructure while maintaining core response
• Statutory functions (incl. prevention and protection) sustained through mixed staffing and prioritised business continuity
• Dynamic cover and resource repositioning maintained countywide resilience at peak demand
• Mutual aid integrated effectively without loss of command focus
• Support functions operated flexibly to sustain prolonged activity
• High professionalism, adaptability and cross-role working across staff.

Learning opportunities

• Strengthen surge capacity across operational and support functions (staffing, rostering, cross-training)
• Continue to build functional departmental business continuity plans including early identification of critical vs non-critical activity to accelerate reprioritisation.