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Part-Time Firefighters

CHAPTER EIGHT: CONCLUSIONS AND RECOMMENDATIONS

The previous chapters have examined various issues that impact upon the effective integration of whole-time and part-time firefighters in Scotland. This chapter summarises the key points emerging from this programme of research and provides recommendations as to best practice that could be implemented in Scotland in order to bring about effective integration.

8.1 Recent years have seen a blurring of many of the historic distinctions between retained, auxiliary and volunteer firefighters. In an ideal world, only one category of firefighter would exist, all would receive the same training and development and levels of firefighting equipment. The only differentiator between firefighters would be that some firefighters would be employed on a full-time basis and others on a part-time basis. However, there is a pragmatic acceptance that this is an unrealistic expectation given budgetary constraints and other issues that are specific to Scotland such as geography, or a widespread and small rural population.

8.2 We would recommend the operation of a two tiered part-time firefighting service. All auxiliary firefighters should be upgraded to retained, and volunteer stations should be allowed to remain, at least in the short term, in more rural and sparsely populated areas. However, as a minimum, all volunteer stations should be equipped with some basic form of appliance and all volunteers should be fully competent in tacklingin the risks they may need to deal with in their area. Volunteer firefighters should not have to rely on their own transport to respond to an incident. An alternative would be to differentiate between "firefighters" who are trained to deal with a wide range of incidents (wholetime and part-time) and "community emergency response teams" who are effectively technicians who contain incidents and who do not attend structural fires.until supported.

8.3 There is a need to incorporate part-time firefighters into the context of local community planning. Local risk assessments should be utilised to define the needs of the community and identify the skills that are needed by firefighters. Initial training and ongoing development then needs to be provided that fits with local needs. Relevant equipment can be provided to each station in the light of risk assessments.

8.4 Management within the Fire Service needs to be more strategic in its approach to the service offered to the community. The Fire Service needs to be based on community needs, rather than historical tradition. There is a need to assess community risks and needs, to define the ways in which firefighters can meet these community needs and then develop firefighter competencies for these roles.

8.5 The central issue emerging from this programme of research is the training currently provided to firefighters. This impacts enormously on all issues related to integration such as interchangeability, cultural and attitudinal differences, flexibility and so on. In short, there is a view from respondents that the training currently provided to part-time firefighters does not correspond to that given to whole-time firefighters and this currently prevents, and will continue to prevent, effective and acceptable integration within the Fire Service.

8.6 There is a need for the Fire Service to provide the same initial training and ongoing development to all firefighters, albeit that there may be a need to provide this training and development using different channels of delivery. For example, it is unlikely that part-time firefighters will be able to attend training college for an initial 12 week basic course. Part-time firefighters should receive their initial training, with elements of it delivered using localised training, distance learning and IT, and with a brief week long session at training school. Further training can then be delivered on a modular basis over a suitable timescale.

8.7 Training and personal development needs to take account of changing lifestyles and offer a work / life balance to firefighters.

8.8 One ongoing difference likely to remain between whole-time and part-time firefighters is the timeframe during which initial training and ongoing development will be delivered. It is unlikely that part-time firefighters will achieve the same degree of training and development in the same timeframe as their whole-time counterparts and this will need to be accepted by whole-time firefighters.

8.9 In terms of training specifically, we would recommend :

• Introduction of a system based on IPDS but offering flexibility in its implementation in order to meet with the unique needs of individual Scottish fire brigades and local stations.
• An agreed point of entry for newly recruited firefighters - If it were decided that all firefighters should be provided with the same level of training, this system should offer a single point of entry for all. If it were decided that firefighters would receive training according to their own skills and abilities, this could be based on a multi tier point of entry. There would also be a need to take into account ODPM point of entry selection testing There is no reason why all firefighters should be trained in exactly the same skills. There is a need to communicate this to firefighters for them to accept that different firefighters have different abilities and skills and will need a system in place that takes these differences into account. Research ⁸ is currently being undertaken to develop a single point of entry selection system for firefighters which would enable brigades across Scotland to select trainee firefighters on the same basis, using the same tests, to appropriate standards.
• A modular system of training and development which allows for development of individual skills and capabilities over a period of time. This would allow for different timescales for delivery of training, according to whether a firefighter is whole-time or part-time.
• Introduction of a shift / rota system similar to that in the South Wales pilot - this would reduce the level of commitment currently required from a part-time firefighter and could help to bring about an interest in firefighting from a more diverse range of the general public.

However, in communities where there is only a very small pool from which firefighters can be recruited, or where the number of call-outs in any one year is extremely small, part-time firefighters should be allowed to continue to offer 24 hour cover, 7 days a week, 365 days a year if this is their preference.

• Introduction of a wider range of delivery channels for training and ongoing development. There is a need to make full use of all delivery channels, including, training videos / dvds, computers, hard copy training packs, training college, localised training evenings and weekends. This would help to overcome logistical difficulties of time available for training of part-time firefighters.
• Introduction of more weekend training for part-time firefighters, along the lines of that offered by the Territorial Army. This would allow for more in-depth and better coverage of training in instances where the standard two hours on a training evening does not really offer enough time to adequately cover specific training issues.
• Joint training sessions between whole-time and part-time firefighters where possible - even if this is on a very occasional basis, it would help to make all firefighters realise that they are being trained to the same level to do the same job. Joint training sessions should be possible if weekend training is introduced for part-time firefighters.
• A system of assessment and qualifications, leading to structured development career paths within the Fire Service. This would ensure equality for all firefighters and development of transferable skills that could also be utilised in other forms of employment.
• A system which allows for development of specialist and different skills to be developed and which fit with a range of different roles and opportunities

8.10 The concept of interchangeability and flexibility is seen to fit well with the role of part-time firefighters and can also make use of skills that have been developed outwith the Fire Service. Indeed, in some instances, interchangeability is already in evidence, with part-time firefighters adopting new roles such as an involvement in community safety.

• However, we would recommend that new or different roles are not adopted by part-time firefighters until such time as they have received their full initial training and are capable of taking on the role of firefighter in the first instance.

8.11 Additional roles seen to fit best with part-time firefighters are primarily community based. A combination of elements of IPDS and the South Wales pilot are seen to offer potential for the introduction of greater interchangeability, although roles would need to be tailored according to the needs of the local community in the light of risk management assessments. Additionally, there may be other roles, such as administrative or clerical, that could be offered to some part-time firefighters who do not have another form of employment but who are looking to earn a minimum amount of money each month. The concept of mixing two or three different part-time jobs to create one full-time job is perceived to be one means by which a more diverse range of individuals will be attracted to the Fire Service.

8.12 There is a need for effective communication, both within and outwith the Fire Service. Any changes to training or personal development need to be communicated to firefighters, along with messages explaining the benefits of these changes.

8.13 There is a need to develop a pro-active and positive campaign to persuade employers of existing and potential firefighters of the benefits of agreeing to release staff to become part-time firefighters. In other areas of the UK where one specific individual has been charged with responsibility to deal with recruitment issues, this has bought about an increase in applications from potential firefighters and an improvement in relations with employers. There are a number of key messages that need to be disseminated to potential employers, although these should be delivered on a localised basis and backed up by a co-ordinated PR campaign, information packs and so on.

8.14 There is also a need for some form of advertising campaign aimed at raising awareness of the general public. A number of key themes have been identified by this research for communication to the general public. However, given the importance of the local community, it will be important to ensure that any national campaign is backed at a local level and key messages are tailored to fit with local needs.

8.15 Given the changes we are recommending, we also believe that the method by which part-time firefighters are currently paid, should be changed to offer parity with that paid to whole-time firefighters. If a multi tiered entry system is introduced, a payment scale which acknowledges differences in training, skills and capabilities also needs to be introduced. If a single point of entry system is introduced, this needs to take account of qualifications and personal development already attained. Additionally, any form of payment will need to be linked to the average number of expected call-outs in any one year. This would offer the Fire Service the benefit of more efficient budgetary planning across Scotland and offer firefighters a guaranteed income. Importantly, this system would also fit well within the current ethos of fire prevention.

8.16 Finally, we would recommend a change in name for part-time firefighters, to one that implies parity across all. Most respondents were happy with the suggestion that retained, auxiliary and volunteer firefighters could be referred to as "part-time firefighters", although more by way of grades might need to be introduced depending on other recommendations adopted by the Fire Service. However, this is based on an assumption of equal training and development for all. In some other countries, part-time firefighters are referred to as "community firefighters" and it might be that this term sits better within a local context in Scotland. Other suggestions for a name change - and which are seen to help address cultural and attitudinal differences - include Fire Officer and Firefighter.

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