Witnesses:
Denise Turner-Stewart, Cabinet
Member for Community Protection
Steve Owen-Hughes, Director
– Community Protection Group
Sarah Kershaw, Chief of
Staff
Key points raised during the
discussion:
- The
witnesses were asked by the Select Committee to comment on the
industrial dispute with the Fire Brigades Union (FBU); this was
ongoing albeit some items were resolved. Regular meetings were held
with FBU representatives and every effort was being made to resolve
all issues raised. The FBU suspended their Action Short of Strike
in March 2020. The Chief Fire Officer stated Surrey Fire and Rescue
Service’s (SFRS) desire to have good industrial relations
with all unions, and it was encouraging more unions to recruit
members from SFRS for wider representation of the
workforce.
- A Member
asked whether officers could provide trend data on SFRS’s
establishment data to show how it changed over the previous
five-year period. The Chief Fire Officer explained that the
workforce was divided into four categories: control staff, support
staff, wholetime firefighters, and on call firefighters, and the
Service was now 100% across all those areas apart from on call ,
which was 83.3% and subject to an ongoing recruitment drive. Prior
to 2019, there was no fixed establishment and from 2016-2018 SFRS
depended on overtime to provide the required staffing
levels.
- The Chief
Fire Officer went onto say that there was an organisation
development department whose job it was to forecast the
Service’s leaver profile. This was being monitored and the
Service encouraged retiring frontline staff to transfer to other
service departments, such as fire safety, to retain experience
Establishment figures were now fixed, and the risk of relying on
overtime significantly reduced. In 2016, the Service was funded to
a headcount of 646 on call and wholetime firefighters but, having
undertaken data and risk analysis, the Service now knew that it
needed 595 firefighters.
- SFRS was
still able to meet its statutory requirements during the Covid-19
pandemic despite deploying staff into different service areas.
Fulltime firefighters who delivered statutory response functions
were deployed less frequently than parttime and volunteer service fire fighters. Most
of the community resilience activities (i.e. prevention and
protection measures) were impacted by the pandemic. Face to face
Safe and Well visits to businesses and residents’ homes and
school visits ceased temporarily at the beginning of the pandemic
except for those safe and well visits for high risk vulnerable
persons which continued. The Youth Cadet Scheme was delayed until
September 2021 and community events and the Youth Engagement
Programmes were reduced or delayed. Community engagement and staff
engagement was also impacted by the pandemic and the Service
undertook a recovery review starting in June 2020 to understand all
areas impacted by the pandemic and develop a return to normal plan
for catch up in those areas.
- The
Chairman asked whether some ways of working had fundamentally
changed due to Covid-19. The Chief Fire Officer responded that SFRS
had learned over the last year that there were effective ways of
doing things differently. Engagement with business post-Grenfell
helped SFRS understand different ways to engage with partners in
the business and construction area. The Service also expanded the
way it carried out Safe & Well visits and contacted residents -
however high-risk groups were always contacted face-to-face. The
Chief Fire Officer hoped that the new ways of working would mean
that more residents could be contacted in a variety of
ways.
- A future
priority for SFRS was ‘reviewing and improving our
culture’ and the Select Committee wished to understand
further what that entailed. The Chief Fire Officer stated that the
Service was dedicated to improving the trust and honesty with its
staff and to implement changes based on feedback. Staff training
around management and leadership was underway and would continue
after lockdown. There was a plan in place that focused on improving
how the Service engaged with its workforce and how to continue
positively recognising the work of staff. The results of the
culture survey were forthcoming, and they would set Key Performance
Indicators that the Service would monitor improvement against.
Tangible changes resulting from the culture changes would be a more
accountable and diverse workforce that better represented the
community it served.
Actions:
i.
Select Committee to receive the following
information regarding SFRS establishment:
- The current
establishment of the SFRS
- In what
Service areas there is a staff shortage
- Annual
staffing of SFRS for the last ten-year period to give a longer
perspective of improvements made
- When the
establishment figures changed
- How the
composition of staffing has changed and for what reasons (for
example, changing priorities and workloads)
(Owner: Steve Owen-Hughes, Chief Fire
Officer)
Recommendations:
I.
It is recommended that the Select Committee adopt
the following points identified by the Working Group as the basis
for future scrutiny of the SFRS:
•
Areas of ongoing improvement work that form part of
the ‘Making Surrey Safer’ Plan such as improving
workforce diversity and recruitment to on-call positions
•
Analysing comparative data showing the relative
performance of SFRS with other suitable peer Fire and Rescue
Authorities
•
Analysis of incidents where the first appliance to
critical incidents exceeded 10 minutes
•
Analysis of satisfaction levels with the
Service’s communications
•
Qualitative evidence from frontline staff on changes
to the SFRS