Agenda item

The Chair introduced Ann Millington QFSM, Chief Executive of the Kent Fire and Rescue Service, who had been invited to the Committee to update members on the National FRS People Strategy. It was explained that this draft strategy was drawn up in response to conversations about the Thomas Review, workforce reform and service delivery over the next few years. The Fire and Rescue Service had changed considerably over the past ten years and it was noted that the service in 2017 required different skills and an amended approach to workforce reform and service delivery. 

There has been a lot of positive feedback on this report and a number of Fire and Rescue Authorities had confirmed that they would be pursuing some of the recommendations outlined in the strategy. In compiling the document, the team had heard from every single FRS and the next stage was to use this feedback to draw up an annual plan which outlined very clear measures of what should be done at a national level. It was also acknowledged that support would need to be provided to FRSs in implementing the recommendations so a small consulting team would be established to help services deliver their workforce strategies. The intention behind the strategy was to encourage unity. An eLearning agenda would also be properly established which it was hoped would save money and reduce the amount of time fire fighters are absent from their station for training.  

Ann Millington gave thanks to the LGA’s workforce team for their support on issues of equality. 

In the discussion which followed, Members raised the following points: 

·         Members generally welcomed the strategy, noting that it covered a number of key areas and that it contained reference to good core approaches at a national level, but that it was important that it could be adapted at a local level.

·         It was suggested that FRAs could almost take a pick and mix approach to the strategy, adopting different aspects depending on local needs and for example, the use of the green book. Members noted that each FRA was unique and that while a national framework was useful, it needed to be flexible. Members were advised that a new website would encourage an exchange of best practice. 

·         A point was raised about communicating the fire service strategy to other local organisations, including partners in the NHS and police force, and it was agreed that integration between the leadership in these areas was key. 

·         Members welcomed the news about an eLearning agenda and it was suggested that bringing in private investment to help develop an app could be beneficial  

·         Concerns were raised about the use of the word 'customer' in the executive summary of the strategy and members questioned whether there was a better word. The point was made that the core business of the Fire and Rescue Service was in the name so using the word 'customer' did not seem appropriate. Ann Millington responded by explaining that this discussion had been had but no alternative could be identified as many did not accept 'citizen' or 'victim'. One member suggested referring to communities and residents rather than customers but it was suggested that as there was no agreed term, areas ought to continue using their preferred term.  

·         Following on from this, a discussion was also had about the use of the term 'fire fighter', with a member suggesting that this has a masculine connotation and has the potential to put a range of people off a career in the service. It was also noted that fighting fires was just a small aspect of the role so it was perhaps not the most accurate term.  

·         Points were also raised about the Retained Duty System (RDS) group’s preference for using the term 'on call fire fighter' rather than 'retained fire fighter' as it provided a clearer message to the public about what the role involved. Members noted that branding was an issue and while the strategy has laid the framework, more needed to be added to it for clarity. A member confirmed that the RDS group would respond directly to the strategy on this point. 

·         A comment was made about the possibility of Police and Crime Commissioners taking over fire services and it was noted that the strategy appeared to be acquiescing to the take overs. It was suggested that different areas had a different view on this. 

·         The possible impact of Brexit was discussed and members generally agreed that efforts need to be made to ensure that EU citizens working in the FRS felt included and that their jobs were protected wherever possible. Members were not clear whether HR departments had been able to systematically record how many EU citizens have worked in their areas over the years but that this information could be useful. Concerns were also raised about hate crime and FRAs doing what they could to make sure any EU nationals employed there were not subject to abuse. 

Decision 

The Fire Services Management Committee: 

Noted the update on the National FRS People Strategy.