ITS BLUE LIGHTS AND PREVENTION
By Professor Richard Kerley
From the 1st April we haven't just had a Scottish Police Force – of which we have heard a lot – but also a Scottish Fire and Rescue Service, of which we have heard a little less.
The Chief Officer of the SFRS, Alasdair Hay, recognises the challenge and also has high ambitions for the service, as he discussed with SPN.
“The key for us is that despite all the changes, we maintain the quality and improve the outcomes at the front line. We respond to all emergencies and take steps to drive down risks in homes, workplaces and communities through education and prevention of fire and other such risks.”
The task facing Hay and his team is a challenging one. Bringing together eight brigades, of very different characteristics. Six of the merging brigades are amongst the smallest in the UK; a different six cover some of the largest land mass areas in the UK and 5 of them are amongst the most costly to run amongst the UK brigades. On top of that fire deaths in Scotland, although the level of such tragedies is improving, remain considerably higher than in England and Wales.
Whatever the actual level of such differential fire deaths – and there is some dispute over the figures – across the population as a whole there is around a 40% greater likelihood of dying in a fire death than in England and Wales.
“The key for us is that despite all the changes, we maintain the quality and improve the outcomes at the front line.”
“A closer connection with local communities is essential. There’ll be a local senior officer tasked with liaison with each of the 32 councils and a local fire and rescue plan tailored to that area and the people there.“
Hay also argues that the service has got a lot better at assessing risk and trying hard to work with partners to reach households that are at risk - “…prevention is better than dealing with the consequences of an emergency. Our people have to do that a lot and prevention is a far better option if we can achieve that.”
That focus on prevention is getting far wider and more ambitious than used to be the case. It is no longer about just fitting a smoke alarm. There are familiarisation visits by fire and rescue staff to schools and growing numbers of home fire safety visits. As Chief Officer for the whole of Scotland he is – naturally – building on his experience gained in Tayside and the experience of the other fire and rescue services, in developing safety visits into a broader assessment of the risks in the house, particularly driven by the circumstances of the occupants.
Hay makes the point that it is the same fire service personnel who do the blue light call outs who also do home visits and safety assessments and this enhances their capability to do the prevention work successfully. Such assessments can be part of a shared assessment with other public services such as health and social work.
“Does it matter who does the assessment of a property as long as we get the right message across to people? Our fire-fighters are good at engaging with people; they are trusted and can engage with people to put across a message about risks and safety.”
Hay also argues that the service has got a lot better at assessing risk and trying hard to work with partners to reach households that are at risk - “…prevention is better than dealing with the consequences of an emergency."
One of the toughest tasks that Alasdair Hay, his management team and the Fire and Rescue Service Board, chaired by former CoSLA president Pat Watters, have to face is the expectation of budget reductions inherent in the government decisions on fire and police.
The Scottish Fire and Rescue Service has a budget for next year, and an indicative budget for the next two years 2014 and 2015, and all of these currently show expectations that savings will have be made. Alasdair Hay is positive that such budget reductions can be made and that ‘front line outcomes‘ can be preserved, or even improved.
“We’re working on how we can do this and we have made changes and savings already - we’ll standardise where we can, and use the opportunities made available through economies of scale. Bringing 8 forces together enables us to achieve efficiencies right through the organisation, at command levels and elsewhere.”
He references aspects such as procurement, administration issues and the vehicle fleet replacements that are part of the necessary cycle when an organisation runs almost 2000 vehicles in all. Hay is committed to ensuring that the available equipment needed in each area is appropriate and that one of the advantages of a single force is to ensure that appropriate specialist equipment and expertise is available right across the country.
He also recognises the increased demands placed on fire fighters in a changing technical and economic environment. Increased numbers of critical road accidents; terrorism threats; water rescue; chemical spill and other hazards all create demands for training, equipment and process familiarity that go way beyond the traditional image of ‘the fire brigade’.
Other forms of social change pose some complex dilemmas for the fire and rescue services. As the recent Accounts Commission Best Value audit reports, a very substantial number of fire stations are staffed either entirely or at least with a mix of retained fire-fighters, a minority are solely staffed by full time fire-fighters. As working patterns have changed, more people work further away from ‘home’ and their overnight community and longer travel to work patterns make the legacy assumptions of how such retained or mixed stations can best operate. Similar patterns of social change also face voluntary mountain rescue and lifeboat stations so the fire and rescue service is not alone in this situation.
At the heart of Alasdair Hay’s commitment is maintaining not just a seamless changeover of the fire and rescue service since the all-Scotland operation was launched on April 1st but better outcomes for all citizens - “Protecting front line outcomes and wherever you live a more equitable access to fire and rescue services.”
By Professor Richard Kerley
OTHER ARTICLES IN THIS ISSUE
- Its Blue Lights and Prevention
- In My View...
- Small Business Growth Needs An Effective Finance Function
- International School Meals Day - Policy in Practice
- ScotRail's Focus on the Future
- Growing Our Rail Network
- SNH wants to encourage people onto trains in the Year of Natural Scotland
- How Can We Innovate Using the Internet?
- Scotland: Rich Country? Poor Country? Rich People? Poor People?
- So, how do you do things over there cobber?
- Policy Shorts
GOVERNMENT, PUBLIC SERVICES, MODERNISATION
- The Road to Regionalisation? Conversations on Further Education
- Public Services Reform and Public Opinion
- The Enabling State - A new relationship between public services and the public they serve?
- Why Complaints Matter
- Can you shove your granny on the bus?
- How Diverse Can We Be? The Commission on School Reform
- What is the future for Social Investment in Scotland?
Looking for a previous issue? Use the menu below to select an issue.
MOST READ ARTICLES
- Transport for Edinburgh - Integrated Transport for a Smart City
- Worth more than the First Minister? Senior Salaries in Scottish Quangos
- Social Business Can Transform Public Services
- Dundee: From Waterfront redevelopment to city economy regeneration
- Bringing alive the Digital Participation Charter for Scotland's citizens, communities and businesses
- A Planet of Smart Cities: Scotland's digital challenge
- Public Services Reform and Public Opinion
- Increasing digital participation levels in Scotland - what needs to happen next?
- Telehealth and Telecare for Older People
- The Evolving Public Sector Response to Budget Challenges