4 - North Ayrshire PFC Q3 2024-25 Report
North Ayrshire Council · 3 March 2025
Back to Police and Fire and Rescue Committee — 3 March 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Page | 1 Scottish Fire and Rescue Service Police & Fire and Rescue Committee – 3 March 2025 Subject Performance Report and Service updates Purpose To advise members of the Police and Fire Committee as to progress against North Ayrshire’s Local Fire and Rescue Plan and to provide committee members with other key Fire and Rescue Service updates Recommendation For members to note the information contained within this report 1. Introduction 1.1 The Scottish Fire and Rescue Service (SFRS) is legally obliged to produce Local Fire and Rescue Plans for all thirty-two local authorities across Scotland. The Local Fire and Rescue Plan for North Ayrshire was developed and, following a public consultation, was presented to North Ayrshire Council for formal approval. 1.2 All progress against the priorities contained within the previously mentioned document is now subject to monitoring by North Ayrshire Council’s the Police & Fire and Rescue Committee. 2. Performance Summary 2.1 An analysis of operational responses within North Ayrshire for 1 April to 31 December 2024 identified a 12.1% decrease in activity levels across the local authority when compared to the previous year. A further review of the rolling three years average indicated a 6.4% decrease in overall operational activity. 2.2 In reviewing operational activity on a broader level, false alarms accounted for 53.6% of operational demand within North Ayrshire, with fire related and special service activity accounting for 28.2 and 18.2% respectively. 2.3 For the period 1 April to 31 December 2024, overall progress is being monitored across six indicators, using the three-year rolling average as a basis of measuring performance. Year on year and rolling three-year average figures are also used to review short- and long-term changes in demand and trends. 2.4 Using the defined approach in Section 23, review of performance against these six indicators identified five are below and one is above and the three-year average. 2.5 Further analysis of this performance is provided within the associated performance report (Appendix A).
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Page | 2 3. SFRS Updates 3.1 The SFRS has released its draft 2025-2028 Strategy for consultation. Members of the North Ayrshire Police & Fire and Rescue Committee are invited to review and provide feedback on the document. A copy of the draft document is included in Appendix B of this report for the Committee’s consideration. 3.2 A series of new reporting templates for the Police & Fire and Rescue Committee have been developed for their consideration and comment. An example template is included in Appendix C of this report for the Committee's review and consideration. These reports are designed to provide a statistical overview of the outputs and outcomes related to fire and rescue service activity while also offering additional contextual information on the wider work of the SFRS in communities across North Ayrshire. 4. Proposal It is proposed that members of the Police & Fire and Rescue Committee: a) Note the contents of the performance summary and associated report for the period 1st April to 30 December 2024. b) Note the SFRS updates. 5. Implications 5.1 No implications have been identified at this time in respect of service delivery within North Ayrshire. 6. Conclusion 6.1 Fire and rescue service activity is subject to regular monitoring and review and the local fire and rescue plan priorities identified within the Local Fire and Rescue Plan forms part of this reporting process. 6.2 Members of the Police & Fire and Rescue Committee will be kept up to date as to progress against the Local Fire and Rescue Plan and to any future fire and rescue service updates as they arise. Area Commander Ian McMeekin Local Senior Officer East Ayrshire, North Ayrshire and South Ayrshire Scottish Fire and Rescue Service For further information please contact Area Commander Ian McMeekin 01294 606811
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North Ayrshire Performance Report 1st April 2024 - 31st December 2024
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North Ayrshire Performance Report Table of Contents Local Fire and Rescue Service Plan Priorities 3 North Ayrshire Activity Summary 4 Domestic Safety - Accidental Dwelling Fires 5 Domestic Safety - Accidental Dwelling Fire Casualties 6 Unintentional Injury and Harm 7 Deliberate Fire Setting 8 Non-Domestic Fire Safety 9 Unwanted Fire Alarm Signals 10 Prevention &Protection 11 Retained Duty System 11 Glossary of Terms 12 Scottish Fire and Rescue Service | North Ayrshire Performance Report 2
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11 0 5 45 3 9 1 1 3 1 0 17 10 1 13 21 0 51 3 2 5 18 0 7 5 0 3 31 3 18 13 1 1 67 6 57 9 1 20 34 2 24 11 3 12 14 3 23 19 0 11 105 4 44 82 9 73 336 21 250 -7% 80% 16% -12% -25% -36% -10% -30% 5% -13% -3% -19% -7% 0% 0% -8% -9% -10%5 Year Average Change North Coast Saltcoats and Stevenston Total Incidents Year on Year Change 3 Year Average Change Irvine West Kilwinning Accidental Dwelling Fires Accidental Dwelling Fire Casualties Unintentional Injury and Harm Deliberate Fire Setting Non-Domestic Fire Safety Unwanted Fire Alarm Signals Ardrossan Arran Garnock Valley Irvine East Irvine South Local Fire and Rescue Service Plan Priorities The Local Fire and Rescue Service Plan has been developed to set out the priorities and objectives withinNorthAyrshire and allows our local authority partners to scrutinise the performance outcomes of these priorities. We will continue to work closely with our partners in North Ayrshire to ensure we are all “Working Together for a Safer Scotland” through targeting risks to our communities at a local level. The plan has been developed to complement key partnership activity embedded across North Ayrshire'sCommunity Planning Partnership. Through effective and co-ordintated partnership working we will seek to deliver continuous improvement in our performance and effective service delivery in our area of operations. The Local Fire and Rescue Plan for North Ayrshire identified six areas for demand reduction and is subject to regular monitoring and reporting through the Police & Fire and Rescue Committee. A summary of the priorities and current activity is detailed below with further detail and analysis contained within this performance report. About the statistics within this report The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time. Activity levels have reduced by more than 5% Activity levels have reduced by up to 5% Activity levels have increased overall Scottish Fire and Rescue Service | North Ayrshire Performance Report 3
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North Ayrshire Delivery Activity Summary Hour (am) Total Hour (pm) Total Midnight 5 Mid-day 21 1am 12 1pm 27 2am 8 2pm 19 3am 8 3pm 30 4am 13 4pm 18 5am 5 5pm 31 6am 6 6pm 36 7am 12 7pm 29 8am 20 8pm 36 9am 18 9pm 20 10am 27 10pm 24 11am 9 11pm 12 27% 17% 56% 28% 18% 54% Fires Special Services False Alarms Incidents by Classification Annual Ratio 3 Year Ratio 30.78% 13.22% 12.11% 9.04% 7.24% 6.82% 4.71% 2.06% 2.01% 1.59% 1.48% 1.37% 1.16% 1.06% 0.74% False Alarm (Dwelling) False Alarm (UFAS) Outdoor Fire False Alarm (Good Intent) Refuse Fire Special Service - Effecting… Dwelling Fire Special Service - RTC Special Service - Assist other… Other Building Fire Vehicle Fire Special Service - No action (not… Special Service - Flooding Other Primary Fire Special Service - Medical… Top 15 Incident Types by % of Total Incidents 535 fires primary & secondary special services 340 false alarms 1,016 -17% totalnumber of incidents 1,891 -12% -11% fire casualties 9 80% non-fire casualties 73 2% 16% 01 02 03 04 05 06 07 08 09 10 11121314 15 16 17 18 19 20 21 22 23 00 Activityby Time of Day 57.49%RDS availability Home Fire Safety Visits Carried Out 889 Fire Safety Audits Carried Out 155 Scottish Fire and Rescue Service | North Ayrshire Performance Report 4
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-7% -10% -7% Main Source of Ignition Year on Year 3 Year Average 5 Year Average Domestic Safety - Accidental Dwelling Fires Domesti 115 98 111 86 88 82 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Performance Summary AccidentalDwelling Fires to Date Detection Present 84% 87% Detection Actuated Calls Made via Linked Alarms 17% Automatic Detection & Actuation 11 1 10 3 5 13 9 11 19 Ardrossan Arran Garnock Valley Irvine East Irvine Sout Irvine West Kilwinning North Coast Saltcoats and Stevenston 9.5 0.8 7.9 2.7 3.3 9.8 5.2 6.8 14.4 Ardrossan Arran Garnock Valley Irvine East Irvine Sout Irvine West Kilwinning North Coast Saltcoats and Stevenston Incidents Per 10,000 Population - North Ayrshire Human Factors Accidental Dwelling Fires by Ward Area Alcohol/DrugImpairment Distraction Incidents Per 10,000 Population - Ayrshire 0.9 6.0 4.6 3.9 East Ayrshire North Ayrshire South Ayrshire Ayrshire Severity of Accidental Dwelling Fires No Firefighting Action Direct Firefighting 52% 26% 67% 9% 11% 10% 0% 1% 0% 1% Not applicable Item 1st ignited Room of origin Floor of origin Limited to 2 floors More than 2 floors Whole building Whole Roof Extent of Fire Damage 28% 15% Scottish Fire and Rescue Service | North Ayrshire Performance Report 5
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80% -30% 0% Year on Year 3 Year Average 5 Year Average Domestic Safety - Accidental Dwelling Fire Casualties 0 0 0 2 2 0 0 0 3 2 0 - 9 10 - 19 20 - 49 50 - 79 80+ 9 16 17 5 5 9 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Unintentional Injury or First Aidat Scene Hospital Serious Injuries Hospital Slight Injuries 0 6 Fatal Injuries 0 Performance Summary Accidental Dwelling Fire Casualties Year to Date Extent of Harm Age / Gender Profile Casualties Per 10,000 Population - North Ayrshire Fire Casualties by Ward Area 0 1 1 2 0 1 1 3 0 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston 0.00 0.03 0.03 0.06 0.00 0.03 0.03 0.05 0.00 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston Casualties Per 10,000 Population - Ayrshire 0.57 0.66 0.53 0.59 0.00 0.10 0.20 0.30 0.40 0.50 0.60 0.70 East Ayrshire North Ayrshire South Ayrshire Ayrshire 44% 56% 3 1 6 1 0 Breathing difficulties Asphyxiation Burns –slight Other medical condition Scottish Fire and Rescue Service | North Ayrshire Performance Report 6
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16% 5% 0% Year on Year 3 Year Average 5 Year Average Unintentional Injury or Harm 1 0 13 14 3 0 3 12 11 6 0 - 9 10 - 19 20 - 49 50 - 79 80+ Slight Injuries 73 59 63 68 63 73 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Deliberate PerformanceSummary Special Service Casualties Year to Date Age / Gender Profile 4.3 2.4 10.3 4.5 2.0 0.8 11.5 7.4 8.4 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston Extent of Harm Non-Fire Casualties by Ward Area 5 3 13 5 3 1 20 12 11 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston Casualties Per 10,000 Population - North Ayrshire Non-Casualties Per 10,000 Population - Ayrshire 4.3 5.4 5.2 5.0 East Ayrshire North Ayrshire South Ayrshire Ayrshire 49% 51% First Aidat Scene Hospital Serious Injuries 6 17 Fatal Injuries 8 2 Hospital Slight Injuries Road Traffic Collision Water Rescue Assisting Other Agencies 71% 0% 71% All Other Incidents 10% Scottish Fire and Rescue Service | North Ayrshire Performance Report 7
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-12% -11% -8% Year on Year 3 Year Average 5 Year Average Deliberate Fire Setting 518 369 476 406 380 336 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 518 369 476 406 380 336 0 100 200 300 400 500 600 All Deliberate Fires Non Performance Summary Deliberate Fires Year to Date Deliberate Fires by Classification Deliberate Fires Compared to OperationalActivity Incidents Per 10,000 Population - North Ayrshire 38.9 0.8 16.6 16.1 20.5 50.3 19.6 8.7 79.7 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston Deliberate Fires by Ward Area 45 1 21 18 31 67 34 14 105 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston Slight Injuries Incidents Per 10,000 Population - Ayrshire 24.1 24.7 14.6 21.5 East Ayrshire North Ayrshire South Ayrshire Ayrshire 8% 11% 6% 7% 13% 10% 92% 89% 94% 93% 87% 90% 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Primary Secondary Secondary Fire Ratio by Activity Type 41% 59% Refuse Other Secondary Scottish Fire and Rescue Service | North Ayrshire Performance Report 8
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-25% -3% -9% Year on Year 3 Year Average 5 Year Average Non-Domestic Fire Safety 64% 23% 13% Accidental Deliberate Not Known 2 0 3 1 2 2 10 6 Industrial Processing Food and Drink Retail Industrial Manufactoring Transport Buildings Residential Home Unwanted PerformanceSummary Non-Domestic Fires Year to Date Non-Domestic Fires by Nature of Origin Incidents Per 10,000 Population - Ayrshire Non-Domestic Fires by Premises Type Incidents Per 10,000 Population - North Ayrshire 2.6 0.0 0.0 0.0 2.0 4.5 1.2 1.9 3.0 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston Non-Domestic Fires by Ward Area 3 0 0 0 3 6 2 3 4 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston 1.9 1.5 1.1 1.5 East Ayrshire North Ayrshire South Ayrshire Ayrshire 32 18 23 22 28 21 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 Not applicable Limited to item 1st ignited Limited to room of origin Limited to floor of origin Roof space and other floors Whole Building Extent of Fire Damage Scottish Fire and Rescue Service | North Ayrshire Performance Report 9
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-36% -19% -10% Year on Year 3 Year Average 5 Year Average Unwanted Fire Alarm Signals 493 467 529 560 389 250 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 UFAS Percentage Against all False Alarms Performance Summary Unwanted Fire Alarm Signals Year to Date Incidents Per 10,000 Population - North Ayrshire 7.8 13.4 40.4 6.3 11.9 42.8 13.8 14.3 33.4 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston 1,651 1,615 1,797 1,708 1,340 1,151 30% 23% 27% 29% 18% 19% 0%0 300 600 900 1,200 1,500 1,800 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25 All Incidents UFAS Activty UFAS Percentage Against all Incidents 1,184 1,232 1,279 1,333 1,236 1,016 50% 41% 48% 49% 35% 36% 0%0 300 600 900 1,200 All False Alarms UFAS Activty Home Fire Safety Visits Unwanted Fire Alarms Signals by Ward Area 9 17 51 7 18 57 24 23 44 Ardrossan Arran Garnock Valley Irvine East Irvine South Irvine West Kilwinning North Coast Saltcoats and Stevenston Incidents Per 10,000 Population - Ayrshire 18.1 18.4 15.3 17.4 East Ayrshire North Ayrshire South Ayrshire Ayrshire 0% 52% 26% 14% 1% Unwanted Fire Alarm Signals - Top 5 Premises Scottish Fire and Rescue Service | North Ayrshire Performance Report 10
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51.82% 80.49% 71.25% 68.53% 127 71:52:43 9 700% 49.45% 96.81% 98.70% 83.32% 274 136:30:09 14 1025% 8.92% 64.54% 38.41% 38.34% 69 40:44:02 6 475% 81.36% 98.74% 95.19% 92.24% 125 83:33:59 13 1100% 50.77% 57.86% 77.69% 62.97% 181 109:46:08 8 700% 84.31% 97.24% 92.13% 91.50% 179 103:14:49 12 850% 25.69% 46.79% 21.41% 31.21% 33 18:27:30 6 450% 99.96% 99.83% 99.27% 99.63% 11.91% 48.18% 7.56% 22.49% 89.85% 99.48% 96.14% 95.38% 50 31:11:16 8 775% 100.00% 100.00% 99.84% 99.94% 47 28:09:52 8 800% 47.56% 70.80% 56.43% 57.49% 70.18% 96.28% 90.41% 86.36% Mon - Thu (18:00 - 08:00) Weekend (Fri 18:00 - Mon 08:00) Total Lamlash North Ayrshire Ayrshire Total Mobilisations Total Time Deployed Largs Skelmorlie Millport -1 Millport - 2 Brodick Ardrossan Dreghorn Dalry Beith Kilbirnie Appliance Availability Mon - Fri (08:00 - 18:00) No. of Personnel Contracts 41 12 1075%25:34:12 Home Fire Safety Visits Home Fire Safety Visits Carried Out Percentage of HighRisk Home Fire Safety Visits Carried Out Percentage of Visits Carried Out Following Attendance at an Incident 889 28% 54% Top 5 Premises Smoke Detectors Fitted During Home Fire Safety Visits Fire Safety Audits Carried Out 155 New Audits 86% Post Fire Audits 6% Complaint Audits 0% Re-Audits 5% 6% 85% 7% 1% 0% Broadly Compliant Areas of Improvement Notice of Deficiencies Enforcement Notice Prohibition Notice Fire Safety Audits Retained Duty System Scottish Fire and Rescue Service | North Ayrshire Performance Report 11
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85% Glossary of Terms Term- What it means ADF Accidental Dwelling Fire CSET Community Safety Engagement Toolkit is a internal IT system used to record home fire safety visits and community safety activities FSET Fire Safety Experiential Training is a bespoke training programme developed by the Scottish Fire and Rescue Service in Ayrshire and delivered to community planning partners to raise awareness of fire safety within the domestic environment HFSV Home Fire Safety Visit PDIR Post Domestic Incident Response, a term used by Prevention and Protection Directorate to indicate actions taken following attendance at a fire or other incident in the home. PDIRs include amongst things the offer of a free follow-up home fire safety visit Primary Fires These include all fires in buildings, vehicles and outdoor structures or any fire involving casualties, rescues or fires attended by five or more appliances RDS Retained Duty System. Professional on call firefighters who may have other primary employment responsibilities outside the Fire and Rescue Service but respond to emergency calls within their local area as and when required RTC Road Traffic Collision Secondary Fires These are the majority of outdoor fires including grassland and refuse fires unless they involve casualties or rescues, property loss or fire or more appliances attend. They include fires in single derelict buildings Special Service Calls to incidents which are not fires or false alarms such as RTCs, rescues, flooding, incidents involving hazardous materials or the provision of assistance to other agencies UFAS Unwanted Fire Alarm Signals. When an automatic fire detection and alarm system is activated as a result of anything other than an actual fire the activation is classed as a false alarm. If an attendance is made to such an event by the Scottish Fire and Rescue Service, then the event is recorded as an UFAS incident Scottish Fire and Rescue Service | North Ayrshire Performance Report 12
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Scottish Fire and Rescue Service DRAFT STRATEGY 2025-2028
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CONTENTS FOREWORD 1 DELIVERING A SUSTAINABLE SERVICE 2 PURPOSE OF OUR STRATEGY 4 OUR STRATEGIC OBJECTIVES 5 OUR OBJECTIVES 6 Enhancing Safer Communities through Prevention 6 Safe and Effective Response 7 Investing in our People 8 Improving Performance 9 Innovation and Investment 10 DELIVERING OUR STRATEGY 11 HOW WE WILL MEASURE AND EVALUATE OUR WORK 13 TELL US WHAT YOU THINK 13
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CHIEF OFFICER’S FOREWORD I am pleased to present the SFRS Strategy 2025-28. A document that clearly sets out our ambitions for the next three years and explains how we will meet them. I am incredibly proud to lead this Service and of the wide-reaching work we deliver throughout Scotland. As well as providing an effective emergency response, we sit at the heart of communities and work with a wide range of partners to improve the social and economic outcomes for the people of Scotland through our prevention activity. As we look to the future, I have an ambitious vision for the Scottish Fire and Rescue Service (SFRS). One which would see us deliver a sustainable, modern and technological advanced Fire and Rescue Service that is fit to meet the challenges of Scotland’s future. As Chief Officer, I have six immediate priorities which will be delivered through this Strategy: • Public Service Reform • Enhancing Prevention • Firefighter Safety, Technology and Training • Leadership and Culture • Strategic Service Review Programme • Digital, data and technology capabilities I want the Service to be a leader for Public Service Reform, recognising our role in a whole system approach to addressing Scotland’s challenges. One that continually adapts to be better; and builds on the prevention, preparedness and response progress that we have already made by continuing to develop our people, equipment, facilities and intervention services. I believe we have the potential to do more for the people of Scotland, responding to a broader range of life critical incidents and in further developing our prevention activity. I want us to realise that potential. This means continuing to invest and advance, whilst delivering the best value for money we can. I will prioritise the safety of our people, with a clear focus on training, professional standards, competence and continuous improvement. Our ability to pursue innovation, embracing new technologies and working practices will be key to our success. As we move forward, the development of all our staff groups is critical. I will place a clear emphasis on leadership development, inclusion and talent development. I am committed to ensuring that we continue to build a positive culture in our Service that is welcoming and equitable for all. I want us to be an employer of choice for everyone. One that supports our people to always feel physically and mentally safe; and to work in a supportive environment that celebrates our differences and recognises the benefits those unique life experiences can bring to the whole. There are changes we must make to ensure that our Service is fit for the challenges of Scotland’s future. This will allow us to invest in areas such as training and prevention; while also addressing the issues STUART STEVENS SFRS Chief Officer Draft Strategy 2025-28 1
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we face across our ageing estate. Our Strategic Service Review Programme, which will look at how we deliver our services will be a priority over the next three years and beyond. Sustained investment in our systems will be critical in supporting change in how we work. I am committed to making better use of our digital, data and technology capabilities to drive efficiency and improve performance. While we recognise the importance of change, we also need to maintain a strong and capable organisation to manage the risks of today as we evolve to meet the new risks of tomorrow. This SFRS Strategy 2025-28 provides a clear vision of how we want to achieve both. It shows where we want to be in three years. It shows how we want to build on the strong foundations we already have through our current daily activities, and it marks the first steps in an ongoing journey to be a leading, sustainable and modern fire and rescue service for Scotland. DELIVERING A SUSTAINABLE SERVICE SFRS has a proud history of serving communities and ensuring people and communities in Scotland are safe. We do this by: • Responding to fires • Promoting fire safety • Developing and delivering our prevention activities • Enforcing fire legislation • Responding to road traffic collisions • Responding to serious transport incidents • Responding to serious flooding • Undertaking inland water rescues • Dealing with structural collapse of buildings • Responding to chemical, biological and nuclear incidents • Carrying out rescues at height • Supporting other agencies Our prevention, preparedness and response roles have developed over time. We want to build on this success as a modern, technologically enabled fire and rescue service that is ready to meet the needs of Scotland’s communities. Scotland is changing and we need to adapt with it to continue to keep communities safe. We respond to a wider range of incidents than ever before, and the nature of our country means that different parts of Scotland require different combinations of services from us. Put simply, this means we need to keep changing how we work. We are seeing fewer house fires but more flooding and wildfire incidents. Some of our stations are in areas where heavy industry, shipyards or coal mines formerly existed but are no longer present. Furthermore, we have stations that are no longer fit for purpose and require significant investment to make them safer and more suitable for our people. We want to make sure we have the right resources, in the right place, at the right time to continue to provide the best service we can. Scottish Fire and Rescue Service2
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Providing the best service is not only about response. It is about understanding emerging risks and preventing an emergency incident or harm from happening in the first place. Scotland faces evolving risks such as an ageing population, increased vulnerabilities, impacts of social and economic inequality, and the impacts of climate change. We have a proven track record in delivering a wide range of prevention interventions. This pro-active approach helps to support people to make their homes and communities safer. We support Scotland’s diverse communities and groups – from educating young people, to supporting adults and older people to live safely and independently. We also support the business community to remain safe and prosper by regulating businesses and workplaces. This helps to ensure that the places people work in, or visit, are safe from fire. Since the formation of SFRS, we have continued to deliver an effective emergency and prevention service for the people of Scotland, whilst delivering an ambitious savings target set by the Scottish Government. These savings were delivered through a systematic efficiency programme which changed our structure, our estate, and our work processes to ensure that we were being run as effectively and efficiently as possible, while creating a more resilient organisation. Despite making these savings and recent budget increases, we are still faced with significant and complex spending pressures. As an already lean Service, our ability to keep modernising is becoming more difficult. SFRS remains ambitious for Scotland regardless of these challenges. But to realise our ambitions we require investment. That investment will enable us to change, adapt and evolve. Without it, our ability to keep evolving will be compromised. We have set out our ambitious Strategic Service Review Programme (SSRP) which will enable us, with investment, to deliver the changes we need to make and to build a sustainable Service for the future. This will allow us to develop new services, adopt new technologies and safeguard communities and firefighters in the future. A priority for the next three years, SSRP will focus on: providing firefighters with modern facilities, fleet and equipment to enhance community and firefighter safety; how and where we deliver our services from; and ensuring our corporate services are as efficient and effective as possible. We know from our own experience that change brings challenges, but our track record gives us confidence in our ability to advance further. We are committed to working and consulting with our communities and partners to deliver the change the country needs of us. Draft Strategy 2025-28 3
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PURPOSE OF OUR STRATEGY This Strategy sets the direction for how we will evolve over the next three years and is an important step towards progressing our Long- Term Vision as a Service. It provides a set of clear objectives that we will deliver for the people of Scotland. Our Strategy supports the delivery of our Purpose, Mission and Vision. OUR PURPOSE: “To work in partnership with communities and with others in the public, private and third sectors, on prevention, protection and response, to improve the safety and wellbeing of people throughout Scotland.” – Fire and Rescue Framework for Scotland 2022 OUR MISSION: “Working Together, for a Safer Scotland” OUR VISION: “To be a leading, sustainable, modern and technologically advanced fire and rescue service that is fit to meet the challenges of Scotland’s future.” Our Purpose, Mission and Vision will be supported by our Values which provide a foundation for decision- making, behaviour and strategic direction: Scottish Fire and Rescue Service4
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OUR STRATEGIC OBJECTIVES To achieve our ambitions , manage known Service risks, and deliver the Chief Officer’s priorities, we have identified five strategic objectives for the Service. Each objective holds equal value in driving our Strategy forward. As a collective, they define our overall direction and will be central to how we plan our activities and our budget over the next three years. In the next section we have set out the outcomes we will pursue in meeting our objectives and what we will deliver to realise those outcomes. SaferCommunitiesthroughPrevention SafeandEffectiveResponse InvestinginourPeople Im provingPerformance InnovationandInvestment Our Vision Draft Strategy 2025-28 5
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OUR OBJECTIVES Safer Communities through Prevention Outcome: Through our work, in partnership with communities and other organisations, the safety and wellbeing of the people of Scotland continually improves. What Safer Communities means for us: We will always respond to emergency incidents, but it is better if they don’t happen in the first place. We work to prevent fires in homes and businesses to reduce the devastating impact a serious incident can have. Working with a wide variety of partner organisations and communities also helps us to address existing and new wider safety concerns, including how we contribute to safeguarding vulnerable people. We are proud of this element of our work, and we want to do more - our Prevention, Protection and Preparedness Strategy will help us do this. We want to work even more closely with communities, businesses and our Public Service partners to support Scottish Government’s Public Service Reform ambitions. We want to build on our success of preventing harm, improving wellbeing and helping communities increase their resilience by working with local councils and a wide range of public and third sector partners. Critical to this is listening to and responding to communities’ needs as we develop the services we provide. We want to remain a daily and trusted part of Scotland’s communities and public service delivery system. How we will deliver: • Investment in new and enhanced data-led prevention interventions where their design is led by research and work with partners to achieve the impacts we wish to see. • Our expertise will advise and influence the development of national policy areas, specifically those that include resilience, fire safety and prevention. • Improved evaluation of our prevention interventions will enhance how we and our partners work to prevent harm. • Our approach to fire prevention and enforcement will be revised through the implementation of findings from major incident reviews such as the Grenfell Tower Inquiry Reports. • Preparedness will be increased to enable us to work alongside communities and our partners to build resilience to help us, and them, be better organised to meet the challenges of major incidents as well as enhancing day to day community safety. • Continued commitment to Community Planning and partnership working, nationally and across all localities in Scotland, to improve community safety and wellbeing. Scottish Fire and Rescue Service6
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Safe and Effective Response Outcome: We are a leading Fire and Rescue Service where our communities and people are safe. What a good Fire and Rescue Service looks like: Providing an effective emergency response will always be a priority for us. This is critical to reducing harm in our communities and keeping firefighters safe. To do this well and safely, it is important that we understand changing risks in Scotland. The impact of climate change will drive significant demands and pressures on to the Service as its affects are felt across Scotland’s communities, in addition to changing social and economic risks. To meet the demands those risks generate we will adapt and develop our equipment, training, and the way we work to be as prepared for and effective as we possibly can be, whilst always ensuring the safety of communities and firefighters. In our Operational Strategy (2022-32) we placed an effective operational response at the forefront of the Service. To do this, we will continue to learn and adapt from the incidents that we attend. We also acknowledged the importance of collaborating with partners and using the latest technology and techniques at the heart of our operational delivery across the country. Through our Training Vision and Strategy we will ensure that firefighters are suitably and competently trained to safely resolve operational incidents. How we will deliver: • Operational and control room firefighters will be equipped and receive high quality training in line with our Training Strategy 2024- 29, ensuring they can safely and effectively respond to emergencies and maintain and develop their competencies. • Fit for purpose workforce, technology, stations and vehicles that are located strategically to respond to community risk and need. • New and different ways of working will be explored to maximise effective and productive worktime for our people. • New operating delivery models to maximise organisational effectiveness. • New systems and technologies to enable more effective and productive incident response capabilities. • Organisational learning from operational incidents, training events and external event investigations will influence future practice, enhance performance and improve firefighter safety. Draft Strategy 2025-28 7
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Investing in our People Outcome: Our people feel valued and supported by SFRS in a culture that embraces diversity and inclusion, empowerment and accountability and drives joined up working. What being a great employer means to us: Our strength comes from our people. We are committed to creating a collaborative and supporting environment where everyone can excel and feel heard. We will put their safety, and their physical and mental health at the forefront of what we do. We will support them through change. We will develop and nurture their talent and skills, provide development opportunities for all, and offer rewarding careers. We will be inclusive, with a culture that allows our people to be themselves at work. Our senior leaders will lead by example and show they are committed to our values through their behaviours, they and all staff will uphold those values in their daily work. We will take opportunities to build a workforce that better reflects the communities we serve and will promote diversity and inclusion at all levels of the Service. How we will deliver: • Our safety culture will put health, safety and wellbeing at the forefront across the Service. • The mental health and wellbeing of our people will be protected, supported and improved. • A a culture that values and promotes inclusion, fairness, equality, respect and drives professional standards will continue to be embedded. • Service Values will be reviewed so that they are reflective of a modern fire and rescue service and its people. • Opportunities for our people to develop their skills and careers will be available. • Our people will receive the leadership and management skills they need to match their role and enhance professional standards. • New ways of working will help attract, retain and further support our workforce. • Our workforce will increasingly reflect the population of Scotland where we employ individuals from a wide range of perspectives, communities, life experiences, characteristics, and heritage. • Enhanced succession planning arrangements to ensure we always have a sustainable and skilled workforce will be in place. • Strong and effective relationships will be maintained with our recognised Representative Bodies. Scottish Fire and Rescue Service8
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Improving Performance Outcome: We will continuously improve our organisational performance, productivity and resilience. What being and effective organisation means to us: We strive to continually improve the services we provide to make Scotland safer. In challenging financial times, using innovative processes, technology and ideas will help us do this. As we adapt, it is important we have effective compliance, change and performance management processes in place. This will help us ensure we continue to deliver the best possible service and provide value for money to the people of Scotland. We believe that effective governance, strong accountability, resilient performance and sound financial planning are at the heart of good public services. Our decision making will be evidence-led, open, and transparent. We will fully engage with our people and representative bodies as we continue to evolve and improve our services. How we will deliver: • Innovative ways of working will increase levels of productivity and performance, whilst providing value for money to the public. • Change projects will be effectively managed, delivering on time, cost and quality whilst helping our people understand and commit to change. • Organisational risk, security and resilience will be effectively manged to maintain business continuity during impactful events such as cyber security attacks. • Continue to ensure the Service is well governed, providing information and assurance to the people of Scotland. • Improved use of data and business intelligence across the Service will support decision making, manage activities, and enable us to work more productively. • New and innovative ways of engaging with communities to inform and support our decision making. • Building insights into public attitudes and levels of community satisfaction in what we do and how we work. Draft Strategy 2025-28 9
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Innovation and Investment Outcome: We are more innovative and achieve sustained investment in our technology, equipment, estate and fleet, making us more effective and efficient. What innovation means to us: New developments are happening at an increasing pace across every aspect of our society and economy. We want to do more for the communities of Scotland. We want to be a leader in how public services are delivered and this includes developing and diversifying our own role within communities. We believe that by working with our public service partners we could expand our activities, help save lives, minimise harm to people, and add social and economic value to Scotland. For example, we could provide an emergency medical response and support the most vulnerable in our communities. This could improve wider community outcomes, reduce demand of partner services and ultimately reduce the risk within Scotland’s communities. As we continue to evolve, it is important that our people have the right facilities, equipment and technology to do their jobs safely and well. Supported by our Strategic Asset Management Plans, we want our stations to be fit for a leading fire and rescue service, where our facilities reflect the needs of our workforce, improve our approach to reducing firefighters’ exposure to contaminants, and are environmentally sound. Our people also need more technologically advanced equipment and vehicles to use at incidents; and to train with. Making better use of technology, embracing new ways of working to drive efficiency, innovation and automation will be a key feature in the next stages of our Service evolution. How we will deliver: • A diversified role within communities that increases our prevention and emergency response activities. • Building an organisational environment that supports the research and development of innovative technology and working practices that improves public and firefighter safety. • An improvement programme to deliver buildings that provide safe and appropriate facilities that reflect the needs of a modern workforce. • Focus on identifying and reducing the risk of firefighter exposure to contaminants. • Vehicles and equipment will continue to be modernised to support the safety and wellbeing of our people. • Through investment in digital, data and technology capabilities we will support change in how we work. • Review of Corporate Service functions will lead to better aligned, more efficient, effective and productive business processes. Scottish Fire and Rescue Service10
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DELIVERING OUR STRATEGY The SFRS Strategy sets our national direction for the Service and shapes our approach to how we plan and deliver our services and in turn it will shape our local area plans. These plans are community focused and detail how national priorities will be delivered. They show how SFRS will support the delivery of the Local Outcome Improvement Plans, with local risk and need at the forefront. Our Strategy will be delivered through our SFRS Three-Year Delivery Plan. This is a rolling planning document that details how we will deliver these priorities over the duration of the Strategy. It contains the most important activities that are required each year to deliver our ambitions. As it sets the direction for all other work plans, progress of the Three-Year Delivery Plan is closely scrutinised by the SFRS Board. Our delivery plan provides us with flexibility, allowing us to adapt our plans should unforeseen challenges arise. Any additions or changes must be approved by the Board. This ensures that the actions contained within it remain the top priorities for the Service. From a corporate perspective, delivery of the SFRS Three Year Plan is supported by Directorate Plans. These go into further detail of the Directorate level work that will be carried out throughout the year. These Plans are scrutinised by Directorate Management Teams; and form the basis of the work that is undertaken by individual teams through Functional/Team Plans. From an operational perspective, delivery of the SFRS Strategy and Three Year Plan is supported by Local Fire and Rescue Plans. These plans are community focused and detail how national priorities will be delivered with local risk and need at the forefront. Progress against Local Fire and Rescue Plans is scrutinised by Local Management Teams and Local Authority Scrutiny Committees. Local Fire and Rescue Plans are supported by Community Fire Station Plans, showing how each station in that local authority area will contribute to the delivery of the Local Fire and Rescue Plan and ultimately help deliver this Strategy. This diagram shows how our planning process provides clear guidance at every level of the Service. Draft Strategy 2025-28 11
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SFRS Three-Year Delivery Plan Local Fire and Rescue PlansDirectorate Plans SFRS Strategy 2025-28 SFRS Long Term Vision Community Fire Station PlansFunctional/Team Plans Personal Work ObjectivesPersonal Work Objectives Scottish Fire and Rescue Service12
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HOW WE WILL MEASURE AND EVALUATE OUR WORK Progress against the objectives in this Strategy will be closely monitored and evaluated to ensure that we are effective in their delivery. Internally we report our performance to Executive and Non-Executive Boards and Committees on a quarterly basis through our Three-Year Delivery Plan Update Reports and our Quarterly Performance Dashboards. These reports provide progress updates on our detailed delivery plans and targets. As a public service body that is committed to transparent reporting, the same reports are widely available on the SFRS website. More details of our annual progress is also made available via our Annual Performance Review Reports, Annual Report and Accounts and our Official Statistics. We also have a range of qualitative performance reports which detail how we are working towards specific priorities within the Strategy. This includes publications like our SFRS Working in Partnership Report, Annual Procurement Report and Health and Safety Report – all of which can also be found on the SFRS website. TELL US WHAT YOU THINK The formal consultation of this draft SFRS Strategy 2025-28 opened on Wednesday 5 February 2025 and will run until Wednesday 2 April 2025. To ensure we review and manage all responses consistently please feed back to us using our online survey. This can be accessed on the SFRS website. After the consultation is closed, we will publish the results. If you cannot access our online survey, or if you would like more information about the Scottish Fire and Rescue Service you can: Write to: Scottish Fire and Rescue Service Headquarters Westburn Drive Cambuslang G72 7NA Phone: 0141 646 4501 Visit our website: www.firescotland.gov.uk Draft Strategy 2025-28 13
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SFRS Draft Strategy 2025-2028 Version 1.0 February 2025 firescotland.gov.uk
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2024-25 Q3 All North Ayrshire Scrutiny Report 2024-25 Q3 North Ayrshire
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1 2 3 4 5 6 7 8 9 10 11 12 13 Summary Trends Accidental Dwelling Fires (ADFs) Accidental Dwelling Fire Casualties Special Service Casualties Deliberate Fires Non-Domestic Fires Unwanted Fire Alarm Signals (UFAS) Road Traffic Collisions (RTCs) Home Fire Safety Visits (HFSVs) Fire Safety Enforcement Community Safety & Engagement Glossary of Terms Contents Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 12 Page 13 Page 14 About the statistics within this report The activity totals and other statistics quoted within this report are published in the interests of transparency and openness. They are provisional in nature and subject to change as a result of ongoing quality assurance and review. Because all statistics quoted are provisional there may be a difference in the period totals quoted in our reports after local publication which result from revisions or additions to the data in our systems. The Scottish Government publishes official statistics each year which allow for comparisons to be made over longer periods of time. 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Scrutiny Report 2024-25 Q3 North Ayrshire
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1. Summary 135 Fires 114 303 False Alarms 552 19 4 0 Fire Fatalities 13 5 89 UFAS Type Narrative here 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Non-Fire Incidents People Rescued by Firefighters People Receiving First Aid or Hospital Treatment (Non-Fire) People Receiving First Aid or Hospital Treatment (Fires) Non-Fire Fatalities Top 10 Incident Types False Alarm (Due to Apparatus) False Alarm (UFAS) Fire (Outdoor) Inter-Agency False Alarm (Good Intent) Fire (Building) Fire (Vehicle) Other Non-Fire Vehicle (Non-fire) Humanitarian 162 89 83 67 47 37 15 11 11 10 2024-25 Q3 22 Fire Safety Audits See details Home Fire Safety Visits Total Incidents (Incl. Incompletes)
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2. Trends 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Accidental Dwelling Fires 2020-21 Q4 2021-22 Q1 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 39 2425 36 30 30 3837 25 29 28 28 25 29 28 36 Deliberate Fires 2020-21 Q4 2021-22 Q1 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 114 82 264 46 83 66 175 179 141 91 110 69 129 104 113 162 Non-Domestic Fires 2020-21 Q4 2021-22 Q1 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 6 3 15 4 4 9 6 5 89 9 8 9 9 98 Unwanted Fire Alarm Signals 2020-21 Q4 2021-22 Q1 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 127 89 214 76 184 161 126 201 169 92100 189 183 198 85 105 Road Traffic Collisions 2020-21 Q4 2021-22 Q1 2021-22 Q2 2021-22 Q3 2021-22 Q4 2022-23 Q1 2022-23 Q2 2022-23 Q3 2022-23 Q4 2023-24 Q1 2023-24 Q2 2023-24 Q3 2023-24 Q4 2024-25 Q1 2024-25 Q2 2024-25 Q3 8 11 1918 10 12 17 16 12 12 8 12 14 14 1213 Previous 16 quarters (4 years)
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3. Accidental Dwelling Fires Extent of Damage Incidents Not applicable 16 Limited to floor of origin (not whole building) 4 Limited to item 1st ignited 2 Limited to room of origin 2 Type Narrative here 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Source of Ignition (Top 10) Cooking appliance Electricity supply Smoking Related Heating equipment Matches and candles Not known 14 4 3 1 1 1 Trend by Quarter (4 years) 20 25 30 35 40 24 Accidental Dwelling Fires in this period 2024-25 Q3 Incidents by Ward North Coast Saltcoats and Stevenston Ardrossan Irvine West Kilwinning Garnock Valley Arran Irvine South 5 5 4 3 3 2 1 1
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4. Accidental Dwelling Fire Casualties Non-Fatal Casualties 4 Fatal Casualties 0 Nature of Injury/Cause of Death Casualties Overcome by gas, smoke or toxic fumes; asphyxiation 2 Breathing difficulties (Other than 'Overcome by gas, smoke or toxic fumes, asphyxiation') 1 Other 1 Type Narrative here 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Casualties by Ward North Coast Arran Irvine West 2 1 1 Trend by Quarter (4 years) 0 2 4 6 8 6 People Rescued by Firefighters Extent of Harm (Non-Fatal) 1 3 First Aid Given at Scene Hospital Slight Injuries 0 Hospital Serious Injuries 2024-25 Q3
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5. Non-Fire Casualties 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Type Narrative here Casualties by Ward Kilwinning North Coast Garnock Valley Irvine East Saltcoats and Stevenston Ardrossan Arran Irvine South 5 4 2 2 2 1 1 1 Trend by Quarter (4 years) 10 15 20 25 30 Non-Fatal Casualties 13 Fatal Casualties 5 13 People Rescued by Firefighters Extent of Harm (Non-Fatal) 1 8 First Aid Given at Scene Hospital Slight Injuries 4 Hospital Serious Injuries Nature of Injury/Cause of Death Casualties Chest pain / Heart condition / Cardiac arrest 4 Chest / Abdominal injury 3 Fracture 3 Head injury 2 Other 2 Bruising 1 Cuts/Lacerations 1 Impalement 1 Unconscious, fitting or unresponsive (no other evident significant injury) 1 2024-25 Q3
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6. Deliberate Fires Property Type Incident Refuse 40 Other outdoors (including land) 21 Grassland, woodland and crops 7 Dwelling 4 Non Residential 4 Outdoor structures 3 Road Vehicle 3 Type Narrative here Hour of Day 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Ardrossan Saltcoats and Stevenston Irvine West Irvine South Irvine East Kilwinning Garnock Valley North Coast 28 21 13 7 4 4 3 2 Trend by Quarter (4 years) 0 100 200 300 82 Deliberate Fires in this period 2024-25 Q3
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7. Non-Domestic Fires Top 15 Property Types Property Type Incidents Other Residential Home 1 Residential Home 1 Retail 1 Type Narrative here 3 (100.0%) Accidental Deliberate 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Ardrossan Saltcoats and Stevenston 2 1 Extent of Damage Not applicable 3 Trend by Quarter (4 years) 5 10 15 3 Non-Domestic Fires in this period 2024-25 Q3
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8. Unwanted Fire Alarm Signals Top 15 Property Types Property Type Incidents Residential Home 48 Sheltered Housing - not self contained 13 Hospitals and medical care 7 Hotel/motel 6 Other Residential Home 4 Entertainment and culture 3 Warehouses and bulk storage 2 Education 1 Industrial Manufacturing 1 Nurses'/Doctors' accommodation 1 Offices and call centres 1 Public admin, security and safety 1 Retail 1 Type Narrative here 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Garnock Valley Saltcoats and Stevenston Irvine West Kilwinning Arran North Coast Irvine South Irvine East Ardrossan 22 16 13 13 9 7 6 2 1 Trend by Quarter (4 years) 50 100 150 200 250 89 Unwanted Fire Alarm Signals in this period 2024-25 Q3
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9. Road Traffic Collisions Type Narrative here 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on Incidents by Ward Kilwinning Ardrossan Irvine East Irvine South Garnock Valley North Coast Saltcoats and Stevenston 4 2 2 2 1 1 1 Trend by Quarter (4 years) 10 15 20 13 Road Traffic Collisions in this period Non-Fatal Casualties 7 Fatal Casualties 1 2 People Rescued by Firefighters Extent of Harm (Non-Fatal) 0 4 First Aid Given at Scene Hospital Slight Injuries 3 Hospital Serious Injuries Property Type Incidents Car 11 House - single occupancy 1 Van 1 2024-25 Q3 Incident Type Incidents Vehicle (Non-fire) 11 Inter-Agency 1 Other Non-Fire 1
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10. Home Fire Safety Visits 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on 11. Fire Safety Enforcement Job Type Count Audit 22 Type Narrative here Audits by Ward Arran North Coast Garnock Valley Irvine West Kilwinning Saltcoats and Stevenston Irvine South 7 5 3 2 2 2 1 2024-25 Q3 HFSVs by Ward Error fetching data for this visual See details Home Fire Safety Visits See details High Risk HFSVs See details Partner Referral HFSVs See details
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13. Community Safety & Engagement Type Narrative here 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on 2024-25 Q3
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14. Glossary of Terms Term - What it means ADF Accidental Dwelling Fire. HFSV Home Fire Safety Visit. PDIR Post Domestic Incident Response, a term used to indicate actions taken following attendance at a fire or other incident in the home. PDIRs include amongst things the offer of a free follow up home fire safety visit. RTC Road Traffic Collision. Special Service Calls to incidents which are not fires or false alarms such as RTCs, rescues, flooding, incidents involving hazardous materials or the provision of assistance to other agencies. UFAS Unwanted Fire Alarm Signals. When an automatic fire detection and alarm system is activated as a result of anything other than an actual fire the activation is classed as a false alarm. If an attendance is made to such an event by the Scottish Fire and Rescue Service, then the event is recorded as an UFAS incident. UFAS Policy Change In response to COVID, on the 6th May 2020, the SFRS decided to send 1 pump to UFAS premises that did not have their own Predetermined attendance (PDA). As of 1st July 2023, the COVID interim 1 pump response was ended and a new UFAS policy was implemented. The new policy is to call challenge all UFAS incidents with the intention of non-attendance. Hospitals, care homes, and sleeping risk premises are all exempt and receive either 2 pumps or their premise specific PDA. 202522/01/25 © Scottish Fire & Rescue ServiceReport generated on
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Design, figures and charts by the Business Intelligence team.