Off the Run - Fbu.me.uk

There is no separate funding for the Retained Duty System of The Fire and Rescue Service.Where Fire Brigades have had to make cuts in level of service provided to the public in recent years,the Retained Duty System of The Fire and Rescue Service has not been exempt.If the Fire Service is to continue to benefit from the contribution of Retained Firefighters,substantial additional funding will be vital to overcome recruitment and retention problems. The idea,advanced recently by the Local Government Association (LGA) that some remedies to the problem canbe at low or no cost – a view apparently shared by some other organisations involved in the debate aboutrecruitment and retention – is a fantasy.The retained workforceThe latest figures for 2003-4 suggest thatthere are an estimated 18,259 Firefightersworking on the Retained Duty System,(CIPFA/IPF). This compares with an estimatedoverall Wholetime strength of 38,845 (includingall ranks from Firefighter to Chief Fire Officer).Retained Firefighters account for over 30% of thetotal operational workforce of England and Walesbut are responsible for operating 60% of pumpappliances.There are Retained Firefighters in all but twoof the Brigades in the UK. Their numbers varyaccording to the historic risk categories of aBrigade. In Northern Ireland there are nearly1,000 Firefighters on the Retained Duty System,and in Scotland over 2,800, but in London andMerseyside there are none.“While we’re struggling with half a dozen people to keep the pumpon the run, they’re happy because they are saving money, andthey’ve still got a pump that drives around occasionally. So as faras statistics are concerned they’ve still got a Fire Station open.– Berkshire FirefighterIt’s about time that our employers took the shortage of Firefightersworking the Retained Duty System more seriously. It is regularoccurrence in my Brigade that there can be up to 10 retained pumpsoff the run during the daytime. If the public knew about this thenI am sure that something would be done about it. For a start theyshould have an annual budget for recruitment and not leave it tothe people on Station to try and recruit.– Somerset FirefighterThe Retained Duty System is the most widelyused pattern of work in the Fire and RescueService, if the number of Stations where it isworked are counted. Fire service establishmentreturns for 2002 show that in England, Wales and Northern Ireland 896 Stations are crewed byRetained Firefighters, as against 609 crewed by Wholetime shift workers. Of the 609 shift Stations,161 also had Retained staff – proving incidentally that Retained and Wholetime FBU members workside by side whenever it is practical.In Scotland there are 182 Retained stations, 75 Whole-time and 132 Volunteer stations (locatedmainly in Strathclyde, and in the Highlands and Islands which account for 5% of the population but40% of Scotland’s land mass).There are five other work patterns in use within the Fire and Rescue Service, but none of them areused as widely and only two out of 58 UK Fire and Rescue Authorities use all seven. The image of‘inflexibility’ applied to the Service in general and the FBU in particular during our campaign for betterpay is unwarranted.An FBU Report5

●●●●●●●●Fewer self-employed people seem to be available to work as Retained Firefighters, again due toeconomic pressures and low levels of remuneration in the Fire and Rescue Service.Lack of transparent/fair recruitment policies and procedures.The need to make the Duty system more ‘family friendly’ and reflect the diversity of thecommunities we serve.Lack of investment in Retained Station buildings/facilities.Poor remuneration for commitment to availability.Lack of management training of Station personnel on all levels/roles: ‘people management’ skills,public relations, fairness at work, diversity.Very limited scope for personal and career development within the Retained Duty System of theFire and Rescue Service.The perception of the work of Firefighters on the Retained Duty System is not matched by thereality.These problems are not new, but up to now have generally not been addressed by the employers orthe Government. They stem from:●●●●●Lack of understanding of the Retained Duty System.Lack of interest and commitment by Government, ODPM, Fire Authorities, Chief Fire Officers,Firemasters.Resistance to diversity issues.Lack of adequate sustainable funding into the Retained Duty System of the Fire and RescueService.Lower establishments mean Fire Authorities save money – ‘Retained on the cheap . . . andcheaper still’.The problem of appliances “off the run” because of staff shortages is now being picked up by the media:●●In Essex, the Herts and Essex Observer reported recently that Retained Firefighters from the ThaxtedFire Station in Essex have been “off the run” and are desperately appealing for new recruits. LeadingFirefighter Steve Morris told the Observer: “We are actually starting to miss calls now, which isreally quite frightening”. Work commitments, individuals moving out of the village, holidayplans, an impending retirement, lack of local industry and increased commuting are the familiaringredients in this story.In Newcastle, the Sentinel reported that the local Fire Station was “regularly one engine short”.In this case it is Wholetimers on a variable crewing system who are one crew down, but increasedreliance on Retained personnel, themselves “50% short” was expected to take its toll.An FBU Report7

promoting the serviceNot enough is being done to promote the Retained Duty System to the public in general, toemployers and to employees, self-employed and unemployed as potential recruits. The FBU believesthat national initiatives are needed to overcome this.Four years ago the FBU in Northern Ireland became involved in a new initiative with the FireBrigade. There had been serious difficulties in getting people to come forward as applicants for theRetained Service. In several one-pump Stations the Brigade advertised vacancies and actually got noapplicants. They ended up having to put in Retained Firefighters on a day-watch system – paid a day’spay to go and stand by, at considerable cost.“Most of the people in my village realise that there is a Fire Station intheir community but few appreciate how the fire appliance is crewed.The number of times members of the public have knocked on the FireStation door to thank the Firefighters for the job they do only to besurprised that the fire engine is there but no Firefighters.– Strathclyde FirefighterThe Union argued that the Brigade wasbeing more rigid than it needed to indistributing application forms (taking fairemployment legislation into account).Recruitment materials were changed from just aform to a whole ‘pack’, and put into places likelibraries and health centres, in two districts. Theinitiative made a significant impact andeventually secured sufficient recruits. TheBrigade has now taken this further and it hasbeen successful.public perceptionIn the eyes of the public, the Retained DutySystem of the Fire and Rescue Service is nodifferent to that of the Wholetime Duty System.The appliances are the same and the fire fightingprotective clothing is the same, and both carryout the same duties at incidents.Accordingly the public expect the best fromevery member of the Fire and Rescue Service, theprofessional expertise and courage that are the hallmarks of the UK Fire and Rescue Service. Sadly anumber of Firefighters on the Retained Duty System have died in service. The commitment expectedfrom Retained Firefighters is enormous considering the levels of training and remuneration they receive.It is the view of the FBU that in both the areas of training and remuneration very much more needsto be done in the interests of expertise and safety and the status of the Retained Duty System.8Off the Run: Recruitment and Retention of Retained Firefighters

employersA lot of Retained Firefighters have the co-operation of their employers but more can and shouldbe done to promote the Retained Duty System and Fire Service. It’s ironic that the Government talksabout community initiatives but when it comes to employers releasing Firefighters for the communitythere is no incentive for them to do it whatsoever. There will be costs involved in any promotion of theService, but the long term cost of under-recruitment is greater.A 2002 report by the HM Fire Service Inspectorate for Scotland (HMFSI) called for a morepro-active approach to local employers, and public recognition of their contribution (Retained, AuxiliaryAnd Volunteer Firefighters in the Scottish Fire Service.) It said rebates on business rates or payment for timelost could be considered. Brigades and local authorities could set an example by encouraging their ownstaff to be rural and retained Firefighters.●The Government (ODPM) must ensure thatpublic services and groups like the Businessand Community Safety Forum (BCSF) areaware of the Retained Duty System and itsbenefits to local businesses; and encourage andsupport employers in releasing employees tocarry out Retained duties.“I think that the employers have to be recognised. Someone from theFire Service actually has to go and see those employers to see if theycan persuade them. I am sure if you work around someone’s workschedule, for instance someone working in Tesco’s stacking shelves,why could he not be released? But nobody actually goes to see them.●●Nationally and at Brigade level there must bebetter engagement with the businesscommunity. There is a considerable variationin the support received from the businesscommunity for releasing employees to carryout Retained duties, despite the manybenefits of having Retained Firefighters onthe payroll with a large range of transferableskills.The ODPM, Chief Fire Officers and FireAuthorities must engage effectively with localemployers to dismantle barriers and overcomereluctance to release staff, with localmanagement “meeting the people”.– Devon employer of Retained Firefighters(Hansard: House of Commons Housing, Planning, LocalGovernment and the Regions Committee, 21 October 2003)We think once a year they could get in contact with the employer– at least a corporate Christmas card – but they don’t even do minorthings like that .– Northern Ireland Firefighter●●We should consider offering inducements through financial incentives (tax/business rate benefits,insurance discounts) and/or local recognition for rendering service to the community. This couldbe either nationally through employers’ organisations or on a more local basis, or both.Brigades should be inviting employers to open-days and public exercises, to see the work of theFire Brigade. Other practical steps, like sending a copy of the Brigade’s annual report to employersto let them see the activities of the Brigade – with particular emphasis on the role of the RetainedFirefighters.An FBU Report9

The development of career forums, as used in other branches of the public services (nurses, specialconstables, teachers and also the territorial army) would help the Service attract more employedapplicants.Changes in patterns of employment have made it more difficult to recruit, with a dramatic declinein manufacturing jobs. In response the government argues that for every manufacturing job lost in theUK, two new jobs have been created elsewhere in the economy. The Fire and Rescue Service mustbroaden and update its recruitment strategies in order to connect with these new employers.Self-employed people have traditionally played an important role on the Retained Duty system.Numbers of self-employed rose during 2002 and 2003 to nearly 3.4 million, with skilled trades,professional and technical occupations registering the highest increases. But it seems to be moredifficult to attract them to the Fire and Rescue Servicethan it used to be and greater remuneration orother incentives from Government need to beoffered.“Employment has shifted to service-based organisations which aren’trun locally. The Roads department could be controlled from Aberdeenyet the person lives in Banff so there’s not the same local identity.– FBU ScotlandMost of the employers of potential retained Firefighters haven’t got aclue about the Retained Duty System. So is it surprising then thatthey are reluctant to release their employees to carryout firefightingduties. Officers from the Brigades should visit the employers andexplain the Retained Duty System.– Avon FirefighterUnemployment is lower than it used to bebut pockets of high unemployment still exist at alocal level in some areas of the country. To retainand extend the use of unemployed people in theRetained Duty System of the Government mustrethink its Benefits System policies to make aRetained post in the Fire and Rescue Servicemore worthwhile.The Jobseekers Allowance (JSA) is oftencited as one of the barriers to Retainedrecruitment. Unemployed Firefighters workingthe Retained Duty System claiming JSA havetheir earnings from fire fighting deducted fromtheir allowance.Currently Firefighters can earn up to £20.00(compared to other groups who receive a £5.00‘disregard’) without losing any of their benefit. Butthe ODPM should apply pressure to the Department for Work and Pensions (DWP) and assist them inputting a case to Ministers to change the legislation and increase the allowance further.The DWP itself should ensure that information/advice is issued to all local employment officesreminding them of the present preferential easements that Retained Firefighters should receive. TheFBU does not accept figures suggesting that numbers of ‘claiming’ Firefighters are insignificant, sincethey do not show how many have been deterred from applying.10Off the Run: Recruitment and Retention of Retained Firefighters

RecruitmentA lack of recruitment activity in many areas is one of the key problems. Local recruitmentcampaigns have been poorly funded and organised. Commitment to regular campaigns have beeninfrequent and half hearted.As a result, the Service relies heavily on the activities of Firefighters themselves to attract potentialnew recruits, a fact confirmed by Scottish HMSFI 2002 report. Without that commitment staffing levelswould be even worse but over-reliance on this process has potential problems from an equalityperspective.A properly funded and well thought out National Recruitment Campaign is needed. We need toadvertise the Retained Duty System via centrallyproduced and strategically approached nationaltelevision advertising, national radio, nationalpress, women’s magazines, and national leaflets.For there to be more effective recruitment tothe Service, Brigades themselves must begenuinely committed to expanding the number ofFirefighters on the Retained Duty System.The Fire Service must be made moreattractive to potential recruits and a willingness toadapt the Retained Duty System and the level ofcommitment can only help. This is why thereduction in the level of cover required nationallyto 120 hours is important. It is no good ‘blaming’young recruits, for example, for beinginsufficiently committed. Increased recruitmentwould itself allow the demands of the job to beshared amongst a greater number of Firefighterson the Retained Duty System.“The only recruitment drives that go on are what we do ourselves.– Berkshire FirefighterThe fire service will have to compete against a wide range oforganisations, including those in the public and voluntary sectors,if it wants to attract the attention of potential recruits. In 200385% of organisations experienced recruitment difficulties including90% in public sector services and 92% in voluntary, community andnot-for-profit organisations.– Chartered Institute of Personnel &Development (CIPD):Recruitment, retention and turnover 2004People join the service on the Retained Dutysystem to help the community, do somethingworthwhile and gain new skills, according to the Scottish HMSFI 2002 report. The aim of fulfilling along-held ambition is another factor, as is money while for some it is a stepping stone to the Wholetimeservice. Difficulties with their main employment, and “concerns that the Brigades appear to do littleto help in these situations” were barriers for some.The report noted that recent leavers experience regret at leaving, and it may be worth investigatingthe approach taken by Surrey Police who routinely contact leavers 12 to 18 months after they have leftto ask if they would like to return (IDS Studies 751 June 2003: Recruitment practices).An FBU Report11

ecruitment proceduresApplicants wanting to join the Fire Service have to pass a number of tests, as well as a medicalassessment. From 25 March 2004 this year new Appointments and Promotion Regulations have been in forceand make no distinction between Wholetime and Retained Firefighters.Whatever the level of recruitment activity, if the process of joining the Fire Service is not handledproperly a huge ‘wastage’ of potential recruits can occur.Needless delays for four, five or six months can only make matters worse. There is a lengthyrecruitment processing caused by Fire and Rescue Services wanting to wait until there areenough candidates to test at any one time in order to make the process cost-effective can lead to loss ofpotential recruits.Retained Firefighters believe that they cancontribute to a higher success rate in the“If we know about it then we can get them on the Station, we can givethem some training, access training, hose running. People are failingon this simply because its the first time they’ve ever picked up a pieceof hose. They end up in a big bunch of spaghetti and that’s it, they failthe test.– Berkshire Firefighter“The employers don’t really want to know. They’re extremelyreluctant to engage in any sort of recruitment to the extent that thenext planned retained training is scheduled for next April. So even ifwe recruited someone tomorrow they’ve got to wait until then, thenthree months on it’ll be July before we actually get bums on seats”.– Berkshire Firefighterrecruitment and training process. The ScottishHMSFI 2002 report pointed out that allowingpotential candidates to meet staff at the unit theywish to join may be “beneficial”, adding thatapplicants need more information about what toexpect in the selection process: “Many rural andretained units would welcome the opportunityto be further involved in the selection processfor new recruits. Whatever the role of unitsin the selection of new team members,this should be officially recorded, to preventmisunderstandings”.The Government (ODPM) is working ona standardised national test system but theFBU nationally has had no involvement indeveloping the proposed Point of Entry SelectionTest system (PES).The lack of Retained input at Senior OfficerLevel is another factor and there needs to be a clearmanagement responsibility in respect of recruitmentin Brigades. The appointment of Officers specifically to deal with recruitment and retention issues forthe Retained Duty System would help raise awareness, increase establishments and improve retention.Retained personnel must be consulted with and used as advisors. Brigades must develop effectivestrategies to tackle issues of public awareness and under representation in the communities throughStation open days etc.12Off the Run: Recruitment and Retention of Retained Firefighters

RetentionThe Government itself has identified recruitment and retention as problems facing the Fire ServiceRetained Duty System. Experience at Brigade level suggests that recruitment is the main problem butthe stress of trying to keep the Service going is bound to tell eventually in increasing turnover.In 2001/2, 1,300 Wholetime staff left the service (equivalent to 3.9% of the Wholetime workforceof England and Wales). By comparison, the Retained Duty System lost over 1,500 staff, equivalent to10.4% of the Retained workforce. This is broadly in line with the public sector as a whole but giventhe recognised shortfall in its establishment the fire service will have to work even harder to recruit tothe Retained Duty system.The service needs to recognise the role thatpersonal satisfaction plays in keeping retainedFirefighters in the service according to the ScottishHMSFI 2002 report. That report also highlightedpay and hours of cover as sources of concern,alongside aspects of training, equipment, andappreciation of their commitment/professionalism.These findings are in line with a recent reportby the Chartered Institute of Personnel &Development (CIPD). It found that the averagelabour turnover in 2003 was 16.1%, 12.4% inpublic sector services and 15.5% in voluntary,community and not-for-profit organisations. Thetop ten measures taken to address staff retentionby organisations in the survey related to employeecommunication/involvement; induction; learningand development opportunities; selectiontechniques; work-life balance; increased pay; linemanagement HR skills; improved benefits;revising the way staff are rewarded so theirefforts are better recognised; and coaching/mentoring/buddy systems.“We are under valued, under funded and under establishment.No wonder morale is often so low and retention such a problem.– Strathclyde FirefighterThey actually believe there’s going to be a huge influx of Wholetimepeople to do retained jobs and there ain’t going to be.– Yorkshire Firefighterretained and whole-timeArguments about the need for ‘modernisation’ have tended to portray the Service and the FBU as‘inflexible’, with much being made of Wholetime Firefighters taking up jobs on the Retained DutySystem as well. The truth is that Retained and Wholetime Firefighters work together every day inmany areas of the country.But there is no quick ‘fix’ for the Retained duty in ‘recruiting’ Wholetimers. With the commontraining standards now in place, it is just as likely that Retained Firefighters will opt to apply forWholetime positions, leaving the Retained Duty System depleted. And many Wholetime Firefighterslive outside the recruitment area for Retained stations in any case.An FBU Report13

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The June 2003 Pay and Conditions Agreement provided for the following fee levels upon full implementation:retaining feeRetained Firefighters are paid a Retaining Fee for being available to attend calls. The currentRetaining Fee for a Retained Firefighter is:TraineeDevelopmentCompetent£1,876 per annum£1,954 per annum£2,500 per annumIf a Retained member has enrolled on conditions requiring attendance only during limited periods,the Retaining Fee may be reduced by 25%. Retained members insist that full Retaining Fees should bepaid to Firefighters working the Retained Duty System averaging 120 hours of cover or more per week.This arrangement should make it easier to promote the Retained Duty system among employers.Firefighters providing cover for periods equating to less than an average of than 120 hours per weekwill be paid not less than 75% of the full Retaining Fee. Time taken for annual leave, sick leave, trainingcourses and Trade Union duties should be credited as part of the 120 hours cover.The original unit cover for a fully Retained Firefighter equated to 168 hours. This unit is stillrecognised but it is no longer possible to get one unit of cover from just one Retained Firefighter.Therefore some increase in the crewing levels on Stations will be required in order to allow themto fully utilise the 48 hours per week off duty time they are entitled to if they so wish to.The reduction to 120 hours is a great step forward, providing 48 hours in the week when RetainedFirefighters on full-cover fees can relax and enjoy life in the knowledge that – for now – they are not oncall. This can mean the chance to get an unbroken night’s sleep, or to juggle commitments to their otheremployer with their responsibilities in the Fire Service.In terms of the application of the Retaining Fee, when employers are calculating the percentage offires attended by Retained Firefighters, they should do so only on the basis of counting those days thatthe Retained Firefighter is actually available, and not on the total number of calls.120 hours is the national agreement but this can be improved on locally. In Berkshire the Brigadeis looking at a requirement of 100 hours for the full Retaining Fee which could see 50 hours ‘premium’day-time cover (counted as time and a half) qualifying for the 75% Retaining Fee.attendance feesWhere a Retained member responds to a call to attend at the Fire Station and is not required as amember of the crew of an appliance attending an incident, an attendance fee is calculated on a half hour’spay. The current fee for a Firefighter is:Trainee £4.28 plus a disturbance rate of £3.28 = £7.56Development £4.46 plus a disturbance rate of £3.28 = £7.74Competent £5.71 plus a disturbance rate of £3.28 = £8.9916Off the Run: Recruitment and Retention of Retained Firefighters

turnout feesA turnout fee is payable. The current fee for a Firefighter is:Trainee £8.56 plus a disturbance rate of £3.28 = £11.84Development £8.92 plus a disturbance rate of £3.28 = £12.20Competent £11.42 plus a disturbance rate of £3.28 = £14.70extra payments for remaining on dutyTurnout fees are in respect of the first hour. Thereafter an hourly payment is made. The hourly ratefor a Firefighter is:Trainee £8.56Development £8.92Competent £11.42The FBU argues that on any occasion where aFirefighter working the Retained Duty Systemworks over 42 hours in any one week undertakingduties on behalf of their Brigade, a furtherpayment for any hours worked should be paid atthe rate of time and a half.drill attendance feesWhere a Retained Firefighter attends theStation for training and maintenance duties, a feefor the two hour attendance is:Trainee £17.12Development £17.84Competent £22.84“If we all do the same job, if we all have to pass the same entranceexam to get in, why shouldn’t we all get the same conditions?– Berkshire Firefighterlong service bountyThe Long Service Bounty Scheme, introduced in 1968, is designed to recognise, reward andencourage continuous Retained service by Fire and Rescue Service members whose main occupation isin another field. The scheme is part of our ‘grey book’ national agreement (Conditions of Service SectionVII Para 15 (2)).It provides bounties payable to Retained members on completion of 10, 15, 20, 25, 30 and 35years of qualifying service respectively. The FBU is calling for an additional payment after 5 yearsservice and also wants the allowance brought into line with other professional testimonials and/orpension lump sums, as a tax-free payment. We also want an amendment to Section VII Paragraph 15(4) of the Grey Book, to remove the reduction of the Bounty Scheme rate due to availability.An FBU Report17

pensionsThe Government White Paper Our Fire and Rescue Service made a commitment to introducing “anappropriate pension scheme”. It is a long-standing claim and objective of the Fire Brigades Union thatRetained Firefighters should have the right to be in membership of the Firefighters’ Pension Scheme.This would ensure that their service is recognised in a tangible form by way of a monthly pensionfollowing retirement. We do not accept that the long service bounty scheme is a suitable alternative, apoint of view advanced by the employers.“In any other job I choose to do as part time I can contribute to thepension scheme why not here?– Yorkshire FirefighterAll I am asking for is the right to a pension that is there for me and mycolleagues who just happen to work a different type of shift.– Avon FirefighterIf you break a leg playing football you get nothing, whereas aWholetime Firefighter could get full pay for six months. We’reprobably the only form of public servants who still don’t get anyform of sick pay like that.– Northern Ireland FirefighterOver the last three years the Union has beenpursuing equal pension and sick pay rights forRetained Firefighters under the Part TimeWorkers (Prevention of Less FavourableTreatment) Regulations 2000 (Mathews andothers v Kent and Medway Towns Fire Authorityand Royal Berkshire Fire and Rescue Service).We are currently seeking leave to appeal to theHouse of Lords, after losing a crucial hearing inthe Court of Appeal.The Appeal Court accepted that RetainedFirefighters work to the same contracts aswholetime Firefighters but it also accepted theemployers’ claim that Retained Firefighters donot do the same or broadly similar work andrejected the appeal. It found that WholetimeFirefighters had “measurable additional jobfunctions” including education and preventativework, having been told by the employers’ legalteam that Retained Firefighters did little morethan attend incidents until Wholetimers arrive.Our view is that the Fire Service will not be‘modern’ until we are all treated in the same wayand entitled to the same rights.paid leaveFour weeks paid leave is now available to Retained Firefighters, rising to five weeks after5 years’ service. However, the FBU is claiming drill payments during annual leave. We call on the NJCto agree a change to the “Scheme of Conditions of Service” Section VII, Paragraph 6, Sub Paragraph IIto read:“Where a Retained member does not report for a drill session by reason of annual holiday, he/sheshall be entitled to receive the appropriate fee subject to a maximum in any one calendar year of FIVEpayments except that members with five years service or more at the commencement of the year shall beentitled to a maximum of SIX such payments in any one calendar year.”18Off the Run: Recruitment and Retention of Retained Firefighters

We also argue that each Firefighter should be entitled to be provided with the method ofcalculation used to arrive at the sum paid to them for annual leave payment.In Northern Ireland the FBU has negotiated a right for Retained Firefighters to take their leave inblocks of one day – unlike Wholetime who are told at the start of the year when they can take theirleave. It is calculated on the previous year’s pay.Parity in other forms of paid leave should be afforded throughout the different Duty Systems. Atpresent, for example, levels of maternity pay vary depending on how many ‘shouts’ an individualFirefighter receives. The principle of parity should apply in maternity support leave and adoption, tradeUnion leave.sick payThe only sick pay that the Retained qualifyfor is if they are actually injured in a fire call. Thenthey have limited access to the pension scheme.But when they are simply sick, there is no sick pay.Statutory sick pay just paid through their normalemployment. This is an injustice as well as abarrier to recruitment and retention. The FBU iscampaigning for sick pay provision for RetainedFirefighters.“We’re concerned that a lot of tests are not being done properlyand we have proposed that drill night becomes a maintenancenight and we either do one night a month or two days per quarterfor core skills training.– Northern Ireland FirefighterTrainingIf we are to overcome recruitment andretention difficulties, the Fire Service RetainedDuty System must offer more. Firefightersworking the Retained Duty System must beafforded the appropriate quality training, time andfrequent continuation training whilst workingwith specialist appliances to ensure compliancewith mandatory requirements and to ensure theirown health and safety.The FBU believes we need more time both for drill, and for maintenance and equipment testing,we need full IPDS implementation, CFS training, command and control training and more careerdevelopment opportunities. This would aid recruitment and retention.Retained Firefighters may find themselves tackling incidents alongside other crews workingdifferent Duty Systems. They are expected to be as competent as any other Firefighter attending theincident, despite inadequate periods of training and poor remuneration. Training on entry to the Serviceis now the same for Wholetime and Retained, but when it comes to on-going training there is scopefor improvement.Safety equipment (eg chemical suits) has been taken off Retained appliances in at least one Brigadebecause there isn’t the time to train them, while first aid courses have been cut down from five to four days.An FBU Report19

drillThe NJC Scheme of Conditions of Service for Retained members requires attendance at the FireStation for a two-hour period one evening per week. In addition to training this period has to allow formaintenance of equipment and appliances. As a result of Union pressure, the employers agreed to a thirdhour – but only at the discretion of the Fire Authority and drill remains at two hours for many RetainedFirefighters.Time allowed for weekly drills is often taken up by maintenance, leaving not enough time fortraining. Appliances and equipment are or should be the same for Wholetime and Retained dutyFirefighters. But while Wholetime have two day shifts and two night shifts to do all those tests, aRetained Watch has got two hours in the week to do all those tests and have continuation training onthat equipment and to do administration as well.“For years and years and years we’ve done hours and hours and hoursfree of charge. You get no recognition, no thanks for it. Now it’s partof our job description we feel we should be paid for it.– Berkshire FirefighterThe Scottish HMSFI 2002 report flags up“concerns about the lack of adequate time givento training each week and the way in which thiscould be eroded by other routine tasks such asmaintenance, equipment testing, cleaning andpaperwork”. It also recommends “clearcommunication” between training officers andrural and retained units, and joint training “tohelp reduce current misconceptions of thedifferent types Firefighter about each other”.The FBU demands that each Firefighterworking the Retained Duty System will berequired to undertake training for a periodaveraging not less than 3 hours per week. Inaddition to the above requirements and in orderto maintain IPDS requirements for operationalFirefighters a further one day per month beallocated for training.Essential maintenance and testing should notbe at the expense of training. One solution to thiswould be to ensure that weekly Standard testing of equipment, appliances, Station cleaning andmaintenance is carried outside of the drill period and involves all personnel.integrated personal development systems (IPDS)Integrated Personal Development Systems (IPDS) should be fully implemented, funded andflexible for all Firefighters working the Retained Duty System. It must be the duty of every Brigade toensure all Firefighters working the Retained Duty System are trained via IPDS in all core competencesof the role maps and all areas of training.20Off the Run: Recruitment and Retention of Retained Firefighters

IPDS underscores the principle that “a Firefighter is a Firefighter” regardless of Duty Systemworked. There are significant training resource implications arising from this principle, as allFirefighters will be required to be competent in their role and trained to deal with the range ofpotential incidents which may be encountered. Firefighters working the Retained Duty Systemexpect:–●●●●●●●●IPDS to be adequately funded and provide a framework and opportunities that allows Retainedpersonnel to be developed according to their own needs and circumstances.Flexible in its delivery, combined Duty System training days, e-learning etc (Home and Station).Recognition of the skills people bring or have acquired from outside the Service.Focus development primarily on core skills and local risk with opportunities to train on specialappliances.Consider temporary deployment to a Wholetime Station or area with different risks to enhancedevelopment.Consider the use of trained paid trainers who are themselves from Retained Stations. This wouldreduce the workload on trainers from Training Schools.Any development needs (Gaps) will be addressed promptly with funding not used as an excuse fornot providing training.That there will be no barriers in integrating/being interchangeable within other Duty Systemsonce Firefighters working the Retained Duty System have been deemed competent in their role.community fire safetyFirefighters working the Retained Duty System are involved in Community Fire Safety initiatives.There must be thorough, quality training for all participants and paid time to carry out these dutiesaway from the Firefighters’ nominated weekly training night.new dimensionThe role of the Fire and Rescue Service in New Dimensions work and response to chemical, biological,radiological and nuclear (CBRN) attack has implications for all Firefighters, including those workingthe Retained Duty System.The extra training needed to ensure competency with new equipment carried on Incident ResponseUnits (IRUs), Urban Search and Rescue vehicles and high volume pumping vehicles, is an addeddemand on Retained Firefighters whose availability for training is limited.IRUs require eight support pumps to ensure their efficient operation and in many areas this supportcan only come from Retained Firefighters. It is also possible that in the event of an attack on urbancentres rural Brigades will be required to provide the greater part of the response. This implies a majorcontribution from Firefighters working the Retained Duty System.An FBU Report21

The demands placed on Retained Firefighters, should they have to support an incident over a numberof days, will be very onerous, given their primary employment and other responsibilities outside of thefire and rescue service. Nevertheless, Retained Firefighters are prepared to take up these responsibilities.But proper and flexible training must be provided.command and controlThe FBU welcomes the high profile now being given to command and control and recognises theincreased health and safety of our members as Officers skills and knowledge is increased.“Sometimes you know youcan’t go out, can’t do thatsocial thing, can’t go onschool trips with thechildren, can’t workovertime at your main job.You can become veryinsular, very isolated, andfeel under pressure.– Helen Hill,FBU RetainedCommitteeSecretaryHowever, with the background of recentimprovement notices served upon Brigades, it isof paramount importance that proper initial andcontinuation training is given to RetainedOfficers in this important area of fire fighting.The FBU calls upon all Brigades to bring aboutthe proper and necessary training required by allRetained officers.Work-life balanceFlexibility that allows Firefighters to betterbalance their commitments within and outsidethe Fire Service would be a positive development,particularly if it leads on to increased recruitmentand therefore a larger pool of RetainedFirefighters available to respond to calls.Availability arrangements are a matter ofgreat concern to Firefighters on the RetainedDuty System. The reduction in commitmentfrom 168 to 120 hours, when it is applied, willbe a great step forward and the suggestion fromsome quarters that it may “exacerbate” theshortage of Retained personnel misses the point.Some Brigades have proved that they can be even more flexible than this, and are prepared toconsider reducing the full Retained commitment further in order to provide a better workingframework.22Off the Run: Recruitment and Retention of Retained Firefighters

Equality and diversityThe FBU exists to ensure that all of its members are properly protected in the workplace. Thisapplies not only to wages and working conditions, but to issues such as recruiting, training, promotion,and indeed the way we are all treated – by both management and colleagues – at work.We insist that our Retained members are treated with fairness and on equal terms with all otherworkers within the UK Fire and Rescue Service. All Firefighters working any Duty System must betrained on all aspects of Fairness at Work/diversity.Issues that must be tackled if the Retained Duty System is to attract a wider range of recruits andreflect the community it serves include:●●●Childcare, after school and during ‘anti-social’hours.The lack of facilities on Stations.Employer-related issues, like the increase inpart time working and ‘zero hours’ contracts(another system where workers ‘standby’ forwork) could be detrimental to women joiningthe Service. Employers may be less likely togive time off when a worker is only doing 16hour week, for example.“All applications used to be through local Stations, but people can now applythrough the head quarters. The local officer is ‘kept in the loop’ but is not the‘gateway’.– FBU ScotlandThe Brigade recognises that day-time is the most difficult period to cover,both because of employer reluctance to release staff and because aproportion of the Retained workforce is committed to childcare during theday. It agreed, initially on a trail basis, to provide financial support toRetained Firefighters who are parents and who are prepared to respond toemergencies “at times when they would otherwise be committed to lookingafter young children”.●●●●Access to training and recruitment.Isolation – lack of other women on Station.Favouritism or ‘nepotism’ in access toRetained jobs.Maternity rights for part-time workers.Requests for assistance will be considered from Stations with “knowndifficulties in mobilising appliances with full crews” and this can be offeredboth to existing staff and as “a recruitment incentive to the local populace”.Where there are no such mobilising difficulties, individual Firefightersapplying for assistance will be told that their attendance is not required attimes when they are committed to looking after children “at no detrimentto their Retained contracts”.– Oxfordshire BrigadeTo make the Retained Duty System attractive towomen, more flexibility in the hours of availability needs to be considered. Crèche facilities or otherchildcare arrangements should be provided – an Oxfordshire scheme introduced four years ago showswhat can be done.The use of diverse role models in all advertising will aid recruitment but will also assist inretention. The FBU advocates the Outreach Programme used in London and believes that the ODPMhas clear responsibility for funding of initiatives aimed at ensuring equality of opportunity in the fireservice as a whole.An FBU Report23

Existing members on the Retained Duty System should see themselves and their roles positivelyand proudly promoted. The Scottish HMSFI 2002 report recommends targeted advertising thatemphasises the breadth of skills rather than the physical strength required.Black and ethnic minority workers are under-represented in both the Wholetime and the retainedservice. There are around 850 black and ethnic minority Whole-time Firefighters and the figureamongst the retained service does not even reach three figures. The fire service is failing to recruit largernumbers of black and ethnic minority Firefighters through the retained duty system, despite the urgentneed to make up workforce strength.Lesbian, Gay, Bisexual and Transgender workers are more focussed in metropolitan areas and themain bar to recruitment in rural areas is seen as a reluctance by potential recruits to out themselves ina rural community. The ideology and culture of the fire service does not particularly respect the personalprivacy of its workers who may feel that raising their profile within the community leaves them opento discrimination on grounds of their sexuality or perceived sexuality. There is a reluctance by Brigadesoutside London to promote the FBU Gay and Lesbian Support Group to existing Firefighters and alsoto involve them in recruitment campaigns. An increase in the number of “positive action” days isrecommended.ManagementWith Retained Firefighters playing such a key role in the Service, it is essential that managementpolicies are applied thoughtfully to those on the Retained Duty System. To be told that management“don’t care” if a Retained station is off the run is a slap in the face for dedicated Firefighters.Where the Retained duty is poorly managed, this can undermine morale and contribute toretention and other problems. The same principle applies to consultation and negotiation with RetainedFirefighters and their representatives at national and local level. The ability of rural and retainedFirefighters to contribute to Brigade decision-making, and the option of a rural and retained advisorygroup in each Brigade are two of the proposals in the Scottish HMSFI 2002 report.The FBU wants to see●●Increased opportunities for Firefighters working the Retained Duty System to engage in dialogueand give their views.Improvements in formal communication structures within Brigades/the Fire and Rescue Service asa whole. Provision of information to Firefighters on Stations is ad hoc and Senior Officers’ visits toFire Stations are infrequent.Proposals are now being discussed to install “champions” for the Retained Duty System at a nationallevel (i.e. a Senior Member of HMFSI) and at Regional and Fire Authority levels. Similarly there is aproposal for Officers on the Retained Duty System to be appointed as Retained Liaison Officers. Measuresthat give Retained Firefighters a stronger voice can help improve recruitment and retention.24Off the Run: Recruitment and Retention of Retained Firefighters

‘Modernisation’ or a fully-funded serviceThe FBU is worried that the need for measures to improve recruitment and retention to theRetained Duty System, in particular the funding implications is in danger of being ‘buried’ under theweight of ‘modernisation’ proposals.In our view the Retained Review Team set up by the Office of the Deputy Prime Minister (ODPM)and involving a number of ODPM staff appears to be moving in that direction.Some of the proposals being considered would represent a step back from the need to recruit moreRetained Firefighters, and could actually damage the Service in the long run. We are not convinced byproposals like:●Reducing the minimum number of riderson appliances: Four is the minimum numberof riders for a very good reason: safety. Manyof the ladders we carry can only be operated byfour Firefighters and the correct use ofbreathing apparatus also calls for four.We all want to serve the public but puttingourselves and them at risk on under-crewed‘shouts’ is not the solution. We understand thatthe Office of the Deputy Prime Minister (ODPM)accepts that no less than four personnel shouldturn out on pumping appliances. These guidelinesare at all times adhered to and that no Retainedpumping appliance turns out with less than fourpersons.●Crew and appliance limits: The FBUcondemns the policy of those Brigades thatonly allow a maximum crew of five onRetained pumping appliances when attendingincidents. This policy can only be at thedetriment of our member’s health and safety.“If you believe the ODPM and politicians and the newspapers, theUnion and Firefighters aren’t doing modernisation, when the realityof the situation is, most of the modernisation things that have beenproposed we’ve been doing for years. It seems the politicians andmanagement just aren’t aware of what the troops do.– Berkshire FirefighterWe feel that they could target people who work in a certain areaand live in another area. We’d be quite happy to see them taking onpeople who work in a Retained Station area but live in a WholetimeStation area – but don’t necessarily provide fire cover outside of theRetained area.– Northern Ireland FirefighterThe NJC should put a stop to this practice, to ensure that the maximum crew available is able toattend incidents. We also believe there should be a minimum of two pumping appliances attendproperty fires at all times, with a minimum crewing level of 12. No reduction/cost cutting decisionsshould be made that affect the safety of the public or Firefighters.●Use of non-Firefighters: It is now accepted that “a Firefighter is a Firefighter”. We need tograsp the nettle of recruitment, rather than look for substitutes. We are opposed to theintroduction of unwarranted distinctions within the Fire Service workforce. All PersonalProtective Equipment/Uniform should be of the same standard across all Duty Systems (and issuedat the same time).An FBU Report25

●●●●●●Extending response times: Currently a fire engine crewed by Retained staff is expected tomobilise within five minutes of a call, extending this as an alternative to attracting more recruitswould mean an inferior service to the public.First response: This involves sending out a smaller vehicle to check an incident to see if a pumpis needed. Our concern is that this would slow down actual response times by a fully crewedappliance and could put Firefighters and the public in danger.Locating fire appliances in lay-bys or car parks in order to get closer to where individualRetained Firefighters live: Firefighters and their equipment need proper Stations from which towork. Vehicles left unattended, as they would be under a Retained Duty System, could be subjectto vandalism.Giving Retained Firefighters a ‘blue light’ for their car: Quite apart from the insurance issues,many Firefighters are not trained as emergency drivers and are in any case expected to observe thenormal rules of the road and road safety. Calls into work are not always emergencies, and maysimply be a matter of providing standby cover for a Wholetime crew out on a call.Increased use of volunteers: Volunteer Firefighters play an important role in a small number ofindividual Stations in England, Wales and Northern Ireland, but in a much larger number ofStations in parts of Scotland. The FBU is currently working to improve health and safety andworking conditions for these Firefighters. But if the Service cannot succeed in recruiting morepeople to the Retained Duty System we are sceptical about the prospects for a more widespreadVoluntary Service.Raising or abolishing the retirement age: Moves in this direction have already been made, butso far resisted. Retained Firefighters are already under pressure because of a shortage of staff.Encouraging them to work beyond the current retirement age is not the solution to the problemsfacing the Retained Duty System.ConclusionThe FBU takes the issues of recruitment and retention on the Retained Duty System very seriously.Our contribution to the Retained Review Team (RRT), which is established under the Office of theDeputy Prime Minister in January 2004 with the sole objective of looking at these issues, focused on anumber of practical problemsOther contributors sought to widen the remit of the RRT to promote “modernisation” agendawhere often change is sought for change’s sake and solutions have to be found at zero cost.This approach is insulting to Retained Firefighters and self defeating. It is precisely the view thatRetained Firefighters are a Fire and Rescue Service on the cheap that has created the recruitment andretention problem that we see today. We believe the single most effective way to tackle the underlyingproblems of recruitment and retention is to provide an immediate and sustained increase in funding.Our view is that without significant increases of finance to Fire Authority budgets specific to theRetained Duty System, none of the incentives proposed by the Fire Brigades Union or otherorganisations can be offered to employers, potential recruits or existing Retained Firefighters.26Off the Run: Recruitment and Retention of Retained Firefighters

Our priorities for a fully-funded Fire and Rescue Service provided by Retained Firefighters are:●●●●●●Well organised and funded recruitment campaignsTransparent recruitment policies and proceduresFlexible quality trainingFamily friendly policiesFlexibility of hours of availabilityBetter remuneration.We recognise that the Retained Duty Systemneeds action and investment with immediateeffect. We have asked and will continue tocampaign for:●●Raising public awareness to the demands andcommitment required for individuals whoundertake to become Firefighters under theRetained Duty System in order to providemuch needed cover for their communities.National promotion of the shortage of recruitsto work the Retained Duty System.“Modernisation comes ata cost, but not to thedetriment of Firefighterson the Retained DutySystem. Government andEmployers must stop usingus as a cheap option.Proper remuneration andfunding is needed now!●●●●The development of sustainable strategiesthat focus on this but are flexible enough totarget an individual Station’s requirements.The provision of opportunities to Firefightersworking the Retained Duty System fordevelopment and advancement that encouragelong term commitment to the service.The provision of flexibility in available cover that will allow the Fire and Rescue Service to tap intolocal resources not previously considered suitable recruitment areas for Firefighters working theRetained Duty System. For example, home workers.Fire and Rescue Services to set up working groups tasked with the responsibility of dealing withrecruitment and retention of Firefighters working the Retained Duty System. We are stronglyrecommending that these teams also include Firefighters working this system of duty.Morris ButterfieldFBU Executive CouncilMember, RetainedAn FBU Report27

Finally, given the urgent need for a large increase in funding in order to recruit and retainFirefighters working the Retained Duty System, it is also essential that the current practice in a largenumber of Fire Authorities of using the surplus monies from their Retained budgets to finance otherprojects or offset other deficiencies cease immediately.This practice does nothing to promote the recruitment and retention of Firefighters working theRetained Duty System and often becomes a deterrent to such initiatives where this surplus hastraditionally been large.For too long, Firefighters working the Retained Duty System have been categorised by Fire andRescue Service Employers by their conditions of employment and as a consequence have been treatedless favourably than Firefighters employed on full-time contracts.But Firefighters, irrespective of the duty system on which they are employed, are of equal value totheir employer and the community, and deserve equal pay, equal rights and equal treatment. The June2003 Pay and Conditions Agreement, by achieving pay parity, went some way towards achieving theseaims. But we have much, much more to do.Retained Firefighters are the backbone of the UK Fire and Rescue Service in many areas of thecountry and their roles and responsibilities are steadily expanding. They need to be fully integrated atevery level and in every aspect of the UK Fire and Rescue Service and the money must be there to backthis process up.We must value Firefighters working the Retained Duty System as a resource to be nurtured and wemust tackle the worrying shortfall in the workforce.If we fail, we will see the demise of a system that has served the public, protecting them day-in,day-out, for decades.Government and Employers must urgently put in place a strategy that properly rewards andrespects the crucial contribution Retained Firefighters make to one of Britain’s finest public services.This report was produced by the Fire Brigades Union in September 2004 in co-operation withLabour Research Department, an independent research organisation and information provider.● LRD: 78 Blackfriars Road, London SE1 8HF. www.lrd.org.uk.● Cover Photographs supplied by PA Photos.28Off the Run: Recruitment and Retention of Retained Firefighters

The Fire Brigades Union, Bradley House, 68 Coombe Road, Kingston upon Thames, Surrey KT2 7AETelephone: 020 8541 1765 Fax: 020 8546 5187 www. fbu.org.uk