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TRANSCRIPT
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2017-2020
National Fire Chiefs Council Strategy
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Contents
Contents 2
1 Foreword 3
2 Introduction 4
3 Strategic commitments 5
4 Structure and committees 7
4.1 National Fire Chiefs’ Council structure 7
4.2 Committees 8
5 National Fire Chiefs’ Council principles 9
5.1 Decision making 9
5.2 Communications 9
5.3 Commitment of chief fire officers and other senior leaders 9
5.4 Accountability, direction and control of the National Fire Chiefs’ Council 10
5.5 Accountability, direction and control of the National Fire Chiefs’ Council Chair 10
5.6 Support to the National Fire Chiefs’ Council 10
5.7 Funding 10
6 Strategy areas 11
6.1 Assessing community risk 11
6.2 Digital 13
6.3 Workforce reform 15
6.4 Finance 17
6.5 Governance 19
7 Contact and further information 20
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1 Foreword
The National Fire Chiefs Council (NFCC) came into effect on 1 April 2017. This new professional
body not only gives UK fire and rescue services a prime opportunity to develop and deliver change
to transform the service from the bottom up, but has also produced a set of bold and ambitious
strategic commitments for individual fire and rescue services to adopt and adapt to the needs of
their communities.
The NFCC strategy is intended to provide a set of strong, concise strategic commitments that form the basis of the Council’s engagement with stakeholders. These will in turn guide the objectives for the Central Programme Office (CPO), and Coordination Committee work plans. The strategy supports continued transformation across UK fire and rescue services, benefitting both communities and employees by delivering efficient, effective and innovative services.
Emergency response remains the foundation of services. But the public’s trust in fire and rescue
services allows them to deliver wide-ranging community engagement activities that will save and
improve lives. These activities remain aligned to the risks associated with the work of fire and rescue
services which they carry out under various pieces of legistlation, frameworks, regulations and
guidence.
Fire and rescue services should base their activities on evidence-based risk assessments that
balance public expectation and needs and are delivered by a diverse workforce with effective
leadership. Well-developed and consistently applied community risk assessments ensure fire and
rescue services can make the greatest impact to reduce risk and vulnerability in their communities.
Phil Loach
NFCC Vice Chair
Roy Wilsher
NFCC Chair
Huw Jakeway
NFCC Vice Chair
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2 Introduction
Fire and rescue services throughout the UK have undergone a significant period of change which
has presented real challenges to the sector. The drivers for change, either in individual or across
multiple services, include;
}} financial constraints,
}} sector reviews,
}} merging or combining fire and rescue services,
}} governmental department changes and
}} new employer governance arrangements.
The National Fire Chiefs’ Council strategy is aligned to the national
opportunities, risks and issues facing UK fire and rescue services
and is focused on a professional approach with a commitment to
collaboration and added value.
Past changes have also presented opportunities along with
challenges for the sector, requiring a collaborative approach
that offers both sector-led and cross-sector solutions. There is an
increased emphasis on collaboration and partnerships across blue
light services, with collaborative models benefiting all UK fire and
rescue services in delivering public safety and prosperity. In addition,
working with partners other than just the blue light services is an
important part of delivering the NFCC strategy.
The three-year strategy will be reviewed based on the pace
of change. It will accommodate an annual delivery plan,
recognising that activities may span more than one year. Due to
the environment in which the fire and rescue service operates, it is
unlikely that the strategic direction will remain unchanged beyond
the first three years. Regular reviews of external impacts and horizon
scanning will ensure the strategy remains valid and relevant.
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The strategy is made up of five themes. Within each theme are
a number of commitments made by UK fire and rescue services.
These commitments guide, focus and enable delivery of services
in an effective way. They will allow flexibility to deliver the
strategy at a local level, based on the most appropriate means
determined by each fire and rescue service. This allows the NFCC
to translate these strategic commitments into action, prioritising
the areas that add visible value across UK fire and rescue services
as a whole which will benefit the communities we serve through
reducing risk and vulnerability.
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3 Strategic commitments
The National Fire Chiefs’ Council is the leading professional and technical voice of UK fire and
rescue services and is committed to supporting their development to ensure the best possible
outcomes for their communities.
The Council will:
Work with fire and rescue services to ensure that community risk assessments:
} Align to a national definition of risk.
} Support the development of risk assessment methodology that allows a consistent risk-based approach to community risk management planning.
} Enable UK fire and rescue services to focus resources on activities where they will have the greatest impact on reducing risk and vulnerability within their communities.
Encourage and assist fire and rescue services to:
} Maximise the added value of digital solutions.
} Use information technology innovatively.
} Share and use data across fire and rescue services and partners to support service delivery and make the sector more effective and efficient.
Asse
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munity
Risk
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ital
} Provide professional advice to, and work with, existing and emerging governance models.
} Provide expert opinion of the strengths, weaknesses, opportunities and risks of these models and how they can support the delivery of services to local communities.
} Lead the fire and rescue sector as it continues to build a representative workforce possessing the appropriate skills, experience and leadership qualities to deliver a range of services to the community, embraces change and delivers a broad set of interventions to reduce harm and make communities safer and healthier, affording them greater opportunity and prosperity.
} Work with partners to deliver multi-year budget settlements, collaboration and transformational funding, giving UK fire and rescue services the opportunity to plan for the future and support the delivery of sustainable transformation and reform.
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4 Structure and committees
The following sections set out the structure and principles to assist and support delivery of the
NFCC strategy.
4:1 National Fire Chiefs’ Council structure
Prevention
Vice Chair
Chair
Improvement and Assurance
Vice Chair
Finance Protection and Enforcement
Health Sector Resources
Workforce Operations
International
Lea
ds
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4:2 Committees
The coordination committees have been established by the NFCC. They will lead and direct work
nationally, on behalf of the NFCC in accordance with the objectives and actions identified in
the NFCC annual plan. In developing priorities and policies, committees consider the different
governance, legislative and organisational aspects affecting UK fire and rescue services.
The coordination committees will work within their remit to:
}} Support the development of the NFCC’s annual plan.
}} Deliver the agreed priorities and projects of the annual plan.
}} Develop professional expertise and guidance.
}} Provide advice and speak on behalf of fire and rescue services in the specialist areas within
the remit of the committee.
}} Share good practice, evaluation and learning between fire and rescue services and
appropriate partners to encourage the adoption of new and innovative schemes that deliver
positive outcomes for communities.
}} Engage and influence key stakeholders.
}} Collaborate to deliver beneficial outcomes where appropriate.
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5 National Fire Chiefs’ Council principles1
The following NFCC principles are intended to ensure that:
}} The NFCC is effective in providing coordinated leadership across the UK.
}} The views of the fire and rescue services represented are appropriately considered.
}} The NFCC Chair and others working on behalf of the NFCC are supported, including when
they are representing and providing advice on behalf of the NFCC.
}} The priorities in the agreed annual plan are achieved.
}} The advice and views expressed on behalf of the NFCC are authorised and supported.
}} Decision-making and accountability at a local level is not compromised.
}} The roles and responsibilities of elected politicians are respected.
5:1 Decision making
The NFCC agrees guidance and policies (developed via its committees), promotes best practice,
provides coordinated support, provides advice for governments and other stakeholders and is the
professional voice of UK fire and rescue services.
The expectation is that NFCC recommendations will have been properly researched with the
matter appropriately debated and considered. A range of different views will have been heard
and a decision taken through an appropriate representative route. On that basis, the expectation is
that decisions will be adopted and followed by fire and rescue service senior leaders and applied in
their services.
5:2 Communications
Communications within the NFCC are important for stakeholders to have and maintain a current
knowledge of changes, issues and concerns.
5:3 Commitment of chief fire officers and other senior leaders
Support to the NFCC is provided by the Chief Fire Officers’ Association (CFOA) or other third parties.
Chief fire officers are expected to provide the NFCC and third parties with a reasonable level of
assistance in accordance with the strategy
1 The NFCC Principles are being reviewed following the establishment of this strategy so may be subject to change.
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5:4 Accountability, direction and control of the National Fire Chiefs’ Council
Because the NFCC is formally a committee of CFOA, the CFOA Trustees maintain an oversight of the
operation of the NFCC from the perspective of good and effective governance. This oversight and
governance will inform the performance management of the NFCC Chair.
5:5 Accountability, direction and control of the National Fire Chiefs’ Council Chair
The fire and rescue services’ representatives agree that the NFCC Chair shall be responsible for
the matters set out in their job description. The NFCC Chair is specifically empowered to speak on
behalf of the NFCC.
5:6 Support to the National Fire Chiefs’ Council
CFOA provides administrative and governance support to the NFCC, NFCC Chair, NFCC Vice
Chairs and coordination committees. The CFOA Trustees will be responsible for determining how
that support is provided.
5:7 Funding
CFOA is responsible for the administration of funding for the NFCC. The NFCC may agree to support
specific projects, research, development of guidance, secondments and other investments among
other activities.
See: NFCC Operating Principles (Effective from 1st April 2017)
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6 Strategy areas
6:1 Assessing community risk
The national fire and rescue frameworks set expectations
for fire and rescue services to identify and assess the full
range of foreseeable fire and rescue related risks their area
may face. There is however, currently no single UK-wide
methodology to assess risk and reduce harm in communities.
A clear definition of risk would allow communities to hold
the performance of their fire and rescue service to account.
However, it is currently difficult to benchmark and compare
performance between fire and rescue services given
their different approaches to risk management. Working
with fire and rescue services to ensure that community
risk assessments align to a national definition of risk will
allow a consistent risk-based approach to community risk
management planning and enable fire and rescue services
to focus resources on activities where they will have the
greatest impact on reducing risk and vulnerability.
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To achieve this commitment the NFCC will:
}} Develop a national toolkit reflecting the dynamic
nature of risk to give a common set of tools to apply
to the risk assessment process. The national toolkit
will provide a methodology that enables fire and
rescue services to provide services to the community
in a flexible and agile way.
}} Develop national best practice collaboration on
prevention, protection and response doctrine,
encouraging its adoption across fire and rescue
services.
}} Commit to research and development to inform
government on the role of fire and rescue services
and the evidence underpinning risk assessments.
}} Establish a national agreement in which fire and
rescue services take primacy at incidents that
involve rescue and/or where there are potential
gaps or little clarity over primacy.
}} Support fire and rescue services in coordinating the
response to national emergencies.
}} Work with partners in service delivery to achieve the
best outcomes for communities.
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6:2 Digital
Technology has advanced significantly over the last decade
and can now act as an enabler, not only speeding up
business processes but also generating intelligence through
analysis that allows evidence-based decisions to be made.
The NFCC wants to create a culture and environment where
data can be collected to add value to the activities of the
sector and partners, whilst allowing outcomes to be properly
evaluated against objectives.
The NFCC wants to encourage and assist fire and rescue
services to make the sector more effective and efficient by:
}} Maximising the added value of digital solutions.
}} Using information technology to support collaboration,
and to share innovatively and effectively.
}} Using data across fire and rescue services and
partners to support service delivery.
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To achieve this commitment the NFCC will:
}} Develop a digital strategy aligned to the business
objectives and needs of the sector.
}} Put effective structures in place to ensure the
appropriate governance of data and develop
national structures to ensure a consistent approach
to the use of technology.
}} Develop methods and tools that enable data to
be analysed in a way that determines the value of
outcomes delivered by fire and rescue services.
}} Promote and manage data sharing within the fire
sector and with partners that is usable, relevant and
tied to the goals and strategy of the sector (e.g. a
central depository for data and open data).
}} Implement technology solutions to support data
automation and sharing between services.
}} Identify advanced technical solutions to improve
community interventions and firefighter safety.
}} Identify means for real time information being
passed to and from an incident ground.
}} Promote the use of data and technology to support
community risk assessment.
}} Provide cyber security advice to fire and rescue
services in line with national guidelines.
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6:3 Workforce reform
Traditional perceptions of a firefighter have acted as a
barrier to attracting applicants from diverse backgrounds.
This has led to a limited range of skill sets, experience and
behaviours with which to deliver change. Retention and
promotion that ensures diversity at every level of fire and
rescue services is important in enabling critical thinking,
effective judgement and better decision making.
The NFCC wants to lead the fire and rescue sector as it
continues to build a representative workforce with the
appropriate skills, experience and leadership qualities to
deliver a range of services to the community, embraces
change and delivers activities to reduce harm and make
communities safer and healthier.
The role of employees within the UK Fire and rescue service
can be demanding both physically and mentally at times.
This is taken seriously by each fire and rescue service who
recognise that the health and wellbeing of employees is key
to delivering the objectives and priorities laid out within the
strategy.
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To achieve this commitment the NFCC will:
}} Promote the NFCC people strategy across fire and
rescue services.
}} Strengthen leadership and line management to
support organisational change and delivery for
communities.
}} Develop cultural values and behaviours to
promote fire and rescue services as prosperous
and rewarding places to work.
}} Develop ways of working that respond to service
model needs.
}} Support excellent training and education to ensure
continuous improvement of services to the public.
}} Strengthen the ability to provide an excellent
service by diversifying fire and rescue service
personnel and creating a fair, equal and inclusive
place to work.
}} Continue to support the health and wellbeing of
all our staff.
}} Strengthen leadership within the sector to drive the
change agenda and deliver the NFCC Strategy.
}} Create a range of development routes and
qualifications to give the sector the people
and skills needed to perform effectively whilst
improving practice.
}} Promote appropriate leadership behaviours within
the sector to drive workforce reform and deliver
change.
}} Provide support to develop a process for tiered
entry for middle and strategic management
positions if the need is determined locally.
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6:4 Finance
Budget reductions within the sector have emphasised the
importance of robust financial planning, without which a
balanced budget is difficult to achieve.
Public sector reform and change often requires funding
as a catalyst and enabler. With limited funding for change
available to fire and rescue services, reforming services takes
longer, resulting in reduced benefits. Innovative solutions
require front-loaded financial commitment to enable
implementation and added value.
The NFCC will work with partners to deliver multi-year budget
settlements, collaboration and transformational funding,
giving fire and rescue services the opportunity to plan
for the future and supporting the delivery of sustainable
transformation and reform.
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To achieve this commitment the NFCC will:
}} Influence future budgets with the view to obtaining
longer term budget forecasts, aiding long term
financial planning.
}} Work with partners to ensure that fire and rescue
services are sufficiently funded to meet the
expectations placed on them, specifically ensuring
that new requirements placed on fire and rescue
services are fully funded.
}} Identify potential funding models that support the
delivery of reform.
}} Develop quantifiable assessment of value and
metrics for the effective use of financial resources.
}} Identify areas where funding opportunities exist,
including;
}} Through collaboration with partners to achieve
effectiveness and efficiencies and
}} Alternative funding streams to support existing
funding structures.
}} Deliver value for money through procurement
practices and the effective use of procurement and
collaboration opportunities.
}} Work across fire and rescue services and with other
organisations including supply chains to ensure
continued efficiency, effectiveness and value.
}} Provide guidance on income generation and
commissioned activities.
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6:5 Governance
Local government in the UK has been undergoing significant changes, including fire service
governance, with legislation and local authority reform presenting opportunities for fire and rescue
services.
The NFCC will work to maintain a professional fire and rescue service that maintains and improves
services to the community. Locally chosen governance models should therefore maintain service
delivery and enable improvement along with collaboration opportunities.
The NFCC wants to provide professional advice to, and work with, existing and emerging
governance models for fire and rescue services, giving expert opinion of the strengths, weaknesses,
opportunities and risks of these models and how they can support the delivery of services to local
communities.
To achieve this commitment the NFCC will:
}} Promote the independence of operational decision making of officers.
}} Provide advice on the functions of the governing body and officer responsibilities, making
sure that officer responsibilities are carried out in a way that provides clarity.
}} Advise governing bodies on economy, efficiency, effectiveness and impact on public
safety.
}} Continue to work to ensure that fire service budgets remain focused on delivering against
local objectives.
}} Make use of the opportunities alternative governance may provide in delivering a
collaborative approach across public services to ensure the greatest value to the public.
}} Support officers in providing local advice to ensure we have governance structures that
appropriately scrutinise and that are transparent and accountable to the public.
}} When governance changes occur, work with local key stakeholders to support an
evidence-based options appraisal for future governance that supports the delivery of
services to the community.
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7 Contact and further information
9-11 Pebble Close
Amington
Tamworth
Staffordshire
B77 4RD
Email [email protected]
Telephone +44(0) 1827 302300
Website https://www.nationalfirechiefs.org.uk/
Facebook https://www.facebook.com/CFOAUK/
Twitter https://twitter.com/National Fire Chiefs Council_FireChiefs
YouTube https://www.youtube.com/channel/UCHpvPZXHkpAhF7WhUZgYDLA
© West Midlands Fire Service 2017 1718•169