Report - Fire Brigades Union

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SECTION B — FIRE AND RESCUE SERVICE POLICY practice principles to existing buildings and refurbishments. Unfortunately, the process as it currently operates is fragmented and disjointed. Likewise, the guidance along the chain is either absent or disconnected from one stage to the next, significantly lacking consistency and profile, such that the guidance that does exist can be too easily dismissed and ignored. The report on the built environment highlighted that despite a regulatory framework that is considered generally fit for purpose in respect of fire safety particularly with the improvements secured by the codification of legislation in the fire safety order, there does continue to be problems with compliance and enforcement. It is the sector’s view that there is a disconnect between enforcement and enforcing authorities in applying the framework for the design, construction and the occupation of buildings much of which has been attributed to the plethora of confusing and often contradictory guidance that has been produced. The sector recognises much of the guidance and expertise to support the guidance resides within the sector itself and has committed to: CONCLUSIONS In trying to find answers to the significant questions raised in the production of this report, we have looked into a range of options for the future. Naturally these will require greater detailed assessment, and some will require further consultation. The future for the fire and rescue service, and Fire UK as a whole is bright, and it has almost unlimited talent within it waiting to be unleashed. This report highlights a number of ways in which that talent can be brought to the surface, and create a better and safer nation in which to live. A number of these recommendations will require resource to be spent – others will necessitate simply a guiding hand on the tiller. Some need to be actioned by government, more need to be developed by the sector – and as you will have seen work has already started on this. Whatever the action or recommendation to be pursued, we stand ready to discuss them with you, and work hard to help ensure they are effectively implemented. ● ● ● ● ● Resource, review, codify, rewrite and where required publish guidance supporting existing legislation but encompassing the entire process from building design to end use. Using its own resources and expertise to train educate and disseminate its knowledge through campaign marketing and structured learning programmes to ensure that the guidance is fully understood by enforcers and end users alike. Through the knowledge management stream, which will be discussed in the next section, the sector has also committed to work directly with FRSs to support training and qualifications, without the need to publicly fund intermediary Sector Skills Councils. This will be achieved using the natural position of the Institution of Fire Engineers as a meeting place for the FRS, industry involved in building design and the evaluation of building technologies and materials, awarding bodies and training providers. The knowledge management stream recognised the importance of supporting an intelligence-led approach and has committed to provide a sector-led Independent Research Panel, working with the DCLG but not led by it, to which sector organisations voluntarily contribute expertise. It has agreed to provide a Fire Knowledge website that provides free access to available data, information and research findings and to lead an independent sector analysis of the knowledge gaps in fire behaviour in buildings, through our technical groups, and facilitate the sector response in seeking to address those gaps. The sector will then commit to produce codes of conduct and practice and expected standards of behaviour and principles to ensure the circle is complete. B17 FiReControl On 20 December 2010 FBU officials, members and staff, following many years of tireless work, were pleased to finally hear the long-awaited and long-overdue statement to the House of Commons made by the minister of fire when he said: “Following extensive discussion with Cassidian, we have jointly concluded, with regret, that the requirements of the project cannot be delivered to an acceptable timeframe. Therefore the best outcome for the taxpayer and the fire and rescue community is for the contract to be terminated with immediate effect.” During 2010, the executive council had continued to make our opposition to FiReControl one of our primary areas of work. To reproduce or reflect that work would fill a volume of the annual report by itself. The primary pieces of work were the FBU’s submission to the Communities and Local Government Select Committee (chaired by Dr P. Starkey MP) on 8 February 2010, which was supplemented by further evidence submitted on 24 February 2010 at the invitation of the select committee. The committee published its highly critical report on 1 April 2010 and the matter was reported to members via head office circular 2010HOC0212AD that same day. The executive council would like to place on record its thanks, appreciation and congratulations for the hard work and dedication shown by all officials and staff during this long campaign. 64 FBU Annual Report 2011
SECTION B — FIRE AND RESCUE SERVICE POLICY Memorandum by the Fire Brigades Union to the Department for Communities and Local Government Select Committee inquiry into the FiReControl project 1) The Fire Brigades Union (FBU) represents approximately 45,000 members covering all ranks and duty systems in the fire & rescue service including approximately 4,000 officers, 11,000 firefighters working the retained duty system and 1,500 firefighters (control). This represents over 85% of all uniformed operational personnel currently serving in the fire & rescue services. The FBU welcomes the opportunity to submit evidence both written and verbal to the Select Committee and this submission deals with some of the key issues. We would also welcome the opportunity to appear before the Members of the Select Committee to support our submission and to attempt to answer any questions they may have upon it. Overview 2) The Government originally ‘sold’ the FiReControl Project on Invest to Save principles. The result, it was asserted, would be a much better and more resilient system which would be delivered in a staged cutover between 2006 and 2007 and pay for itself within 5 years. 3) FiReControl is now massively over the original cost estimates, there are significant problems and doubts about the technology, what it can deliver and whether the system will be ‘resilient’. The project will not be complete, even on current timetables until the end of 2012 at the earliest, if at all. There will be no savings, it will cost more. 4) The problems must be put down to lack of foresight, major errors at the beginning and since, poor project management, lack of stakeholder engagement or genuine ‘sign up’, an inability to take proper note of real concerns and the dismissal of doubters and sceptics out of hand. 5) Costs and timescales became totally out of control, leaving some FRSs with ageing systems that require imminent replacement. Many had not upgraded because of the expectation that a new RCC system would be in place by 2006/2007 and then later 2008/2009. 6) Many have no planned Control facility going forward. The responsibility of the fire authority remains to ensure control systems are fit for purpose to fulfil its statutory duty irrespective of the FiReControl Project which may or may not be concluded. 7) Such is the state of the project and lack of confidence in it that a fundamental independent review must be undertaken involving all stakeholders and utilising and upgrading current controls, the FBU’s preferred option, must be considered as part of that process. 8) Assertions about the resilience of the new system are now central to the new government ‘spin’. There is no evidence to support claims of greater resilience or that the end result will be a much better system. 9) It is important to temper the government ‘spin’ with a dose of realism about what has been achieved and what could be achieved. Progress so far 10) The RCCs’ buildings are nearly all built. None are close to being operational and their costs are a significant drain on the project. 11) Supposedly ‘resilient’, they are red brick constructions with considerable areas of glass situated behind wire-fencing in open business parks. Some are based on flood plains, flight paths or close to airports and major motorway junctions, all of which undermine claims of ‘resilience’. 12) There have been numerous delays and cost-overruns. Morale has plummeted, confidence in the project has nose-dived across the service. There has been immense pressure on senior operational managers. Some key staff have left. 13) The adoption of the LACC model has created major problems and a whole cottage industry of additional FRS/Regional Management Board advisors replicated across every region in England. A simpler and cheaper solution would be a secondment model for control staff, that would be real progress instead of the current uncertainty for staff and close the gold mine for consultants giving HR and legal advice on the employment issues. 14) All RCC directors have been appointed. The first four appointed had no fire service background, let alone a fire service control background. This was the preferred outcome of CLG. 15) In 2008 there were 130 project risks on the FiReControl Risk Register, eight of which were rated ‘high’ or above. On 16 December 2009 in a parliamentary answer in response to a question from David Drew, fire minister Shahid Malik said there were 176 project risks, “of which sixteen are rated ‘high’ or ‘very high’”. 16) There are major concerns with the technology. Command and control 17) FiReControl was intended to produce a ‘stripped down’ version of our current emergency fire controls. The FiReControl concept was based, as we pointed out, on a roadside assistance control model – call-handling, mobilising and limited incident monitoring and support. 18) The lack of a proper command and control role or function in the RCCs started to become more obviously apparent to the wider fire service from 2008 onwards. Command and control is what ensures the safety of firefighters and the public at incidents and goes well beyond basic incident monitoring and support. 19) It is central to fulfilling several statutory duties placed on fire authorities, including ensuring the health and safety of FBU Annual Report 2011 65
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The Fire Brigades Union Executive C
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