While our primary goal is to prevent emergencies from occurring in the first place, we are widely recognised for our ability to respond effectively to a broad range of emergencies including fires, road traffic collisions and other emergencies.

When we are called to an incident, our response needs to be the right one. This means having the right arrangements to:

• Receive and deal with emergency calls speedily and accurately whilst supporting those at risk
• Send the appropriate number and types of fire engine
• Get to incidents as quickly and safely as possible
•  Work quickly and safely to resolve the incident.

Since it is impractical and not financially viable to have fire engines and stations in every location, we strategically position them in areas where the risk is highest. In our most populated areas, our fire stations are permanently staffed, allowing firefighters to respond to emergencies immediately. In our smaller towns, we have Day crewed stations which provide an immediate response during the day and an on-call response at night. Two-thirds of our fire stations, where we usually experience fewer emergencies, are On-call stations where firefighters respond via a pager from their home or work.

You can view our Response Strategy on our website: www.northyorksfire.gov.uk/
about-us/who-and-what/ strategies-policies-andprocedures/

Since our last Community Risk Management Plan, we have consulted the public on a new response time standard.

• The service will attend dwelling fires on average, within 11 minutes.
• The service will attend all incidents on average, within 13 minutes.

Published Home Office data shows that North Yorkshire had the biggest reduction in response time for all England Fire and Rescue Services for the year ending March 2024.

We commissioned ORH to undertake our Community Risk Modelling to ensure that our Service aligns to the risk within our whole service area and to validate the findings of our previous Community Risk Profile.

This, alongside a Dynamic Cover Tool (DCT), which allows us to use live time analysis to position fire engines in the best locations for risk and response times, has led to improved
standards. This is part of the Service’s digital transformation.

This has also had a positive impact upon efficiency as it has reduced the reliance on the movement of staff to cover stations where risk and demand is low.

Incidents have shown a small increase in 2024/25 compared to the previous year and our response times are within our consulted standard

Our Achievements

• We have introduced a Dynamic Cover Tool (DCT), which uses live time analysis to position fire engines in the best locations for risk and response times.
• We introduced an additional specialist water capability in Craven.
• We have introduced response time standards to dwelling fires and all incidents. This allows the public to see how our actual performance compares with that expected.
• We changed Huntington to an On-call fire station to re-balance the emergency response resource with the risk that exists in the York area.
• We have introduced a Day crewed appliance in Harrogate which can attend all incidents, replacing the tactical response fire engine.
• We have collaboratively procured a 10-year contract to replace our Breathing Apparatus (BA) and associated equipment. The BA sets and equipment incorporate the most technologically advanced safety features available on the market.
• We have restructured fire service Control to ensure greater resilience for our Control Room staff

Areas of Focus

Over the period of this CRMP we will focus on:

• Completing our proposals in our previous CRMP (known as the Risk and Resource Model 2022-2025).
• Reviewing our Operational Staffing reserve to improve resilience in our On-call staffing.
• Reviewing the crewing arrangements for fire engines in Craven to ensure the most efficient and effective use of resources to deliver our response.
• Restructuring our Emergency Response to ensure effective management across our stations and to identify clear responsibilities for our mid-level leaders.
• Continuing to consider impact of contaminants at incidents and put in place measures to mitigate exposure.
• Reviewing the technology used within our Control Room.
• Improving our debriefing processes to remove paper-based systems and increase service and partner agency interaction.
• Considering a centralised resourcing team that will aim to efficiently resource the Service through redirecting operational cover.
• Reviewing all our stations to ensure each provides an effective and efficient service to our communities.