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Part-Time Firefighters

CHAPTER SEVEN : COMMUNICATION

Sitting firmly alongside recruitment, is the allied issue of communication. This chapter examines different channels of communication and how these can be used to best effect for the Fire Service.

7.1 Most respondents participating in this research agreed that there is a need to communicate effectively to individuals both within and outwith the Fire Service. For example, most respondents felt that the general public and other external audiences such as employers have very little understanding of the role of a part-time firefighter or the benefits associated with being a part-time firefighter. Internally, there will be a need to communicate messages in relation to cultural and attitudinal differences in order to counteract any negative perceptions that may be held by either whole-time or part-time firefighters.

Internal Communication

7.2 Most respondents participating in the qualitative research commented that the Fire Service does not communicate effectively between different categories of rank or across different brigades and that much information is based on informal, rather than formal, channels of communication. This causes concern given the propensity for Chinese whispers to develop when the grapevine is a primary source of information.

7.3 Respondents attending the workshop sessions agreed that there is a lack of a formal communication structure throughout the Fire Service and across different brigades. Information is generally cascaded downwards to part-time firefighters by senior fire officers who visit the stations on a regular basis, although the amount of information provided and frequency of visits are on an ad-hoc basis. This approach to communication provides little regular opportunity for dialogue across ranks. There were also some concerns from those attending the workshop session and some senior management that there are few opportunities for firefighters themselves to provide their views. Additionally, there may be conflict created by representative bodies providing information to their members in that information can be interpreted differently depending on the individual / organisation providing the information.

"I would suggest that the Fire Service traditionally has a very formal way of communicating and that is by memo, routine order, brigade orders and so on. It is then further softened with visits from supervisory officers to the retained stations or the whole-time watches and put over the currently perspective in trying to bring everybody on board with you. But I would suggest that can be ad hoc. There isn't a formal network that you tick the box when you visit each of the stations. What can happen when it's left to the management team is that what actually reaches the firefighter level may not be what is intended."

(Workshop Attendee)

7.4 During group discussions and face-to-face interviews, there was a lot of interest in the South Wales pilot but very few senior personnel or firefighters were aware of this pilot taking place and only some stakeholders were aware of the aims of the pilot. There was also a lot of interest in the concept of IPDS, although this was rarely referred to as IPDS. A number of brigades are developing and producing their own form of distance learning packs but none appear to be disseminating information about these to other brigades, thus perhaps creating duplication of effort. Importantly, if communication is limited, shared experiences will not be communicated and used to contribute towards best practice.

7.5 There have been suggestions from the discussions with stakeholders that there is likely to be a degree of resistance towards the introduction of changes to training or to the roles of part-time firefighters. Additionally, we have already commented on the attitudinal differences between whole-time and part-time firefighters, and the culture within which they operate. Any changes to the current system that are introduced will need to be carefully communicated, together with a clear explanation of the benefits associated with that change. For example, part-time firefighters who are unused to distance learning will need to be convinced of the benefits of this approach, together with assurances that this is one way of providing them with the necessary training to carry out their job effectively.

7.6 Discussions with whole-time firefighters suggested that training for part-time firefighters and delivery of this training will be a core element in integration of a Fire Service. As such, if a brigade decides to make use of distance training for part-time firefighters, their whole-time counterparts will need to be convinced that the quality of this training will be comparable to that received by whole-timers. A single or multi tiered point of entry system for all firefighters, combined with examinations assessments for promotion and communication, would go a long way to convincing whole-time firefighters that training will be equal for all, even if it takes longer to deliver to part-time firefighters.

"We certainly need to go down a communication route whereby we explain the principles of 'why', and convince them that it is the right way forward."

(Stakeholder)

7.7 While there is a need to be able to offer flexible options to each of the Scottish brigades, the benefits of each will need to be highlighted. Additionally, it will be important that all officers are seen to actively promote changes and be "singing from the same hymn sheet".

7.8 We would recommend that the Fire Service ensures that a number of channels of communication are effectively utilised in order to provide information across ranks and brigades. Channels of communication can include:

• Regular newsletters, copies of which are circulated to all firefighters across Scotland
• Regular training sessions
• Some form of joint training sessions between part-time and whole-time firefighters to help break down attitudinal differences
• Videos / DVDs providing updates / information on changes / best practice and so on
• Senior officers providing verbal de-briefs and cascading information to all ranks

7.9 It was reported that managers enjoy a more open communication, within brigades and across brigades, than that between ranks partly through the use of email. Firefighters, however, tend to share access to one workstation with the rest of their brigade. Intranet access is therefore more limited for firefighters than for managers.

7.10 Comments made by part-time firefighters suggest that IT channels of communication are unlikely to be accessed for anything other than delivery of training. Indeed, there was uncertainty as to whether each individual firefighters would have been provided with his or her own email account. There is therefore an opportunity for individual brigades to actively promote the intranet as a source of communication and information.

7.11 In any organisation, it is important to ensure that internal communication is widespread and effective and the Fire Service will need to ensure that communication channels provide all firefighters across all ranks with consistent information.

7.12 Overall, comments made by workshop attendees suggest that there is a need for greater liaison and collaboration across the Fire Service in Scotland. This would ensure that there is commonality in communication across all brigades and that, for example, value for money, quality, consistency and standardisation can be achieved in the procurement process (apparently, several different shades of red are purchased for painting fire engines in Scotland).

7.13 Suggestions that a Scotland-wide firefighter newsletter could be produced were met with little enthusiasm. However, there were suggestions that there should be a capacity to utilise PR advice and support at a national level in order to produce brigade based newsletters that would hold greater interest for the reader. These brigade newsletters could also contain some Scotland-wide information covering best practice and so on. As the following verbatim illustrates, there is currently an onus on individual firefighters themselves to seek out information.

"We do have a newsletter that goes out with the payslip ….payslip…. the information that's contained within that is probably the lighter end of what's happening in the brigade. There's also a paragraph which refers to what we're talking about - brigade orders, NJC, things like that - but you look to the individual. If they want further information, they have to seek out that information themselves."

(Workshop Attendee)

External Communication - The General Public

7.14 It has already been noted that respondents perceive there to be little awareness or understanding on the part of the general public as to the role of a part-time firefighter and there is a need to increase awareness by dissemination of information on as wide a basis as possible. Most respondents participating in this research assumed that the general public were unaware of any differences between whole-time and part-time firefighters and that many would be shocked by differences in terms of training, equipment provision and so on.

7.15 In one or two brigades in England, a recruitment officer has been appointed, specifically with the remit of increasing awareness and understanding and thereby improving application rates. To date, these initiatives have been successful in attracting a greater range of applicants.

7.16 Key messages that need to be disseminated to the general public in order to provide information on part-time firefighting and counter any negative perceptions include :

• The role of a part-time firefighter
• Flexibility of working hours
• Availability of training and ongoing development
• Working as part of a team
• Opportunities to do more than just fight fires eg. get involved in community safety
• The emotional rewards associated with being a part-time firefighter (chance to be more involved in community, job satisfaction etc)
• The tangible benefits such as qualifications, new skills
• The opportunity to earn money - part-time firefighters are paid

7.17 A number of respondents participating in this programme of research referred to the need for an effective advertising campaign as one element of a communications campaign. Comments were made about recent advertising for the Territorial Army that sold the organisation in a very positive light, and an allied need for a similar campaign from the Fire Service. Overall, there were suggestions that there is a need for a national generic advertising campaign supported by simultaneous, local campaigns. The latter would be tailored to the interests and needs of local communities. The production of marketing materials would need to be resourced and managed centrally, to ensure standardisation and consistency of branding.

7.18 There were one or two suggestions that the Fire Service could make more of opportunities for media coverage.

7.19 As one aspect of the South Wales pilot, advertising was developed that was more dynamic than previous advertising and used very positive messages to sell the Fire Service. This advertising focused on the station rather than the brigade, thus helping to reaffirm the importance of the local community. Additionally, South Wales also introduced a dedicated recruitment trailer and a recruitment video. Posters were developed, targeting specific groups in order to bring about a greater diversity of firefighters.

7.20 Depending on changes that might be introduced to the Fire Service in order to bring about an effective integration, a number of other key benefits could also be promoted

• Guaranteed salary
• Entitlement to sick pay, holiday pay and other employment benefits
• Choice in working hours to suit lifestyle and time off to spend with the family etc
• Fair allocation of work
• On the job training and experience
• Flexibility in terms of opportunities available to firefighters

7.21 A number of approaches are already being adopted by fire brigades in order to increase public awareness and to create positive perceptions of the Fire Service. These include

• Media-friendly 'family days' for retained firefighters (perhaps once a year) where appreciation is shown to both firefighters and their families for their contribution to the Fire Service
• Christmas parties for firefighters and their families
• Social / community nights at fire stations
• Visits to / from local nursery / schools
• Involvement of firefighters in other community activities
• A cadet system - this offers information to teenagers and potential firefighters about fire prevention and helps to create an interest in a job as a firefighter
• "Adopt a firefighter" - a system whereby a class of children adopts a firefighter who visits the class regularly to provide information on the Fire Service, the role of a firefighter and so on

External Communication - Employers

7.22 All respondents commented on the reluctance of employers to free up employee time to take on the duties of a part-time firefighter. While respondents were sympathetic to the needs of employers, their reluctance was also attributed to a lack of communication of the ways in which a firefighter can benefit their employers. It was suggested that there are a number of key messages that can be disseminated to employers in order to bring about a more positive attitude towards allowing staff to become part-time firefighters. This is particularly the case if a system along the lines of the South Wales pilot is introduced where firefighters can be more selective about the rotas worked and thereby be more accommodating to their employers.

• Able to sell social responsibility of the organisation
• Development of transferable skills which can then be utilised in the workplace eg first aid training, fire safety skills, health and safety management skills
• Capacity to plan for staff absences in advance

7.23 There were also suggestions from some workshop attendees that there is a need for information days to be held for employers in order to respond to employers' questions and concerns, and to emphasise the benefits of allowing staff to participate in the Fire Service. The production of marketing materials targeted at employers would need to be resourced and managed centrally.

7.24 Additionally, it would appear that the concern of most employers is the amount of time away from the full time workplace that may be required. However, in reality, a number of stations, particularly those in rural areas, may have very few call-outs during a standard month. In these instances, it would be possible for firefighters to let their employers know that they are unlikely to be called upon more than, for example, once a month on average. This could go some way to assuaging their fears over losing staff at a moments notice.

7.25 There were also some suggestions from respondents that financial recompense should be offered to employers of existing and potential firefighters, to cover any time spent with the Fire Service away from the main place of work.

"Quite often we get people coming forward and saying "I want to be a retained firefighter but my employer won't let me". Now, there needs to be some kind of incentive there where they will get some money back from people … some kind of system where we pay the employer back so much for them being called out."

(Senior Personnel)

7.26 One workshop attendee also suggested that tax relief could offered to employers of part-time firefighters as an incentive to allow staff to join the service.

7.27 In general, respondents commented on the need for a pro-active and considered approach to targeting employers of both existing and potential firefighters. As the following quotation shows, in one instance where this had happened, it was considered to be very successful.

"I know they went all out to sell us to …… and to convince them of the benefit of letting their staff become volunteer firefighters. What happens now is that 4 of us are firefighters and when we get a shout, no more than two of us ever respond and those will be the two firefighters that are less tied up at work on important things. We were also able to show them that we wouldn't be called out very often to deal with something and that helped a lot. They are now much more positive about us being firefighters."

(Volunteer Firefighter)

7.28 Some respondents attending workshops suggested that information relating to the role of a part-time firefighter could be disseminated via local employers who already allow their staff to be part-time firefighters. One example cited was using a staff newsletter as a channel of communication. This is likely to be most effective via large employers such as Tescos or BP and thus may be of little help in rural areas where there are no large employers. However, it is one means by which information can be disseminated and may present attractive PR opportunities to large employers, particularly those with 'social responsibility' or 'community involvement' policies.

7.29 Finally, in this section, some comments were made by workshop attendees that it might be expected that specific types of organisation - primarily local authorities and public sector organisations - would be likely to support the Fire Service by allowing and encouraging their staff to become part-time firefighters. However, most local authorities were perceived to be non supportive to the Fire Service and many were considered to respond poorly to requests for staff to be allowed to become firefighters. A concerted approach from the Fire Service at a national level, reinforced at a local level by visits from senior officers, may go some way to optimising recruitment opportunities presented by Local Authorities.

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