The next Fire and Rescue Framework for Scotland

The Scottish Fire and Rescue Service (SFRS) welcomes the wording contained within the section for Strategic Priority 1 in relation to Prevention and Protection. For SFRS, prevention and protection are core to the provision of our services as we protect the people of Scotland. SFRS welcomes the focus on Unwanted Fire Alarm Signals, the reduction of these has been and continues to be a priority for the Service. We welcome the recognition of our contribution to improving community safety and look forward to continuing that work over the years ahead. We welcome the focus on Fire Safety Enforcement duties. In terms of Community Safety, we would suggest that it may be helpful to widen the reference to reducing inequalities, for example to areas such as Water Safety, Road Safety and the many activities the SFRS does with and to support Young People, including its work as a Corporate Parent.

SFRS welcomes the wording contained within the section for Strategic Priority 2 in relation to Response. The Service will strive to maintain the highest standards of response across the country. We welcome the wording in relation to the identification of risk and this will remain a key area of work for the Service in the years ahead. The Service will always ensure that effective services, utilising the full benefit of a national service, are delivered for and in local communities. We welcome the wording on the production of local plans and will continue to design and deliver those with local partners and communities. The Service welcomes the wording in relation to resilience, preparing and responding to terrorist threats and doing so with our emergency service partners. We would ask that you consider replacing the term ‘Marauding Terrorist Attacks’ with the phrase ‘Mass Casualty Events’ as this a broader term better describes the evolving terminology for this area of work. The Service will continue to respond to and be part of the formation of national guidance and ensure that the operational assets and equipment are maintained to the best of our ability and available resources. We welcome the wording relating to utilising technological advances and will strive to do so.
One small suggestion for improvement would be to simplify the detail contained within this section but retain the strategic intent.

The SFRS has been through a considerable journey of change and modernisation since its creation and welcomes the wording contained within the section for Strategic Priority 3 in relation to Innovation and Modernisation. We welcome any opportunity to further define modernisation expectations over the years ahead and will continue to place innovation at the heart of service activity in all areas. The wording on Research and Development (R&D) is welcome and the Service will strive to develop and continue its R&D activity in line with the resources available. The Service welcomes the specific wording related to Retained and Volunteer Duty Systems (RVDS) and we agree that this plays a vital role ensuing our communities are safe and protected. The Service welcomes the wording in relation to Modernisation and Expansion of the Firefighter role and we will continue to work with all stakeholders to achieve that aim.
The SFRS recognises the additional public value we can offer to the communities of Scotland by widening the services we provide. To make such a change requires significant financial investment over the years ahead, for example, to negotiate a revised pay offer for firefighters to cover additional skills. In addition, as with other public-sector bodies, the Service faces significant challenges regarding capital investment. The Service does not have the ability to build or retain reserves (from any efficiencies achieved during any given financial year), to then use these efficiencies to absorb cost pressures and achieve a balanced budget position or reinvest the gain back into service delivery. The Service suggests that to achieve the desired change, Scottish Government should consider providing SFRS with the ability to retain gains from efficiencies and provide more certainty around future resource funding over multiple years (as recently intimated by the Cabinet Sectary for Finance and Economy, and included in SG’s Medium Term Financial Strategy).

SFRS welcomes the wording contained within the section for Strategic Priority 4 in relation to Climate Change. The Service welcomes recognition of the Climate Change Response Plan and will continue to be leaders in this area of work whilst recognising that the significant backlog in property related matters will make this increasingly difficult without additional capital funding. Our ambition to innovate and work towards national shared objectives for Climate Change will be directly influenced by our ability to deal with the issues we inherited as a single service. The Service will continue to monitor the effect of climate change on our communities and ensure service provision is able to respond effectively to protect communities. The Service welcomes the wording and recognition of its approach to achieve good value for money through effective procurement practice.

SFRS welcomes the wording contained within the section for Strategic Priority 5 in relation to Effective Governance and Performance. We are pleased that our approach to effective governance is recognised and will ensure that this is maintained. We will continue to develop our approach to performance management, ensuring that performance information assists decision making and scrutiny within the Service. The Service will continue to provide Scottish Government Ministers and Local Scrutiny Conveners with all necessary assurance. SFRS welcomes the wording on Best Value and on SFRS’s role as a public body.
On a very specific point relating to the Chief Officer on page 26, first full paragraph, we would respectfully ask for a change of wording from;
The Chief Officer with operational responsibility gives the Board assurance on delivering its stated outcomes and objectives, as set out in the Strategic Plan. to; The Chief Officer, with a full range of delegated responsibilities, gives the Board assurance on delivering its stated outcomes and objectives, as set out in the Strategic Plan.
This to more accurately reflect the range of delegated responsibility held by the Chief Officer which includes but goes beyond operational responsibility.

SFRS welcomes the wording contained within the section for Strategic Priority 6 in relation to Effective People. SFRS will continue to be an employer of choice and promote equality, safety and physical and mental health of all its staff. This has been at the heart of our response to the COVID-19 pandemic and will remain so. The Service welcomes the reference to appropriate channels for effective voice, as well as the encouragement to engage directly with staff, particularly as a significant proportion of our operational workforce are not members of a Trade Union. We welcome the focus and wording in relation to skills, learning, succession and workforce planning. The Service will continue to take a focus on Health, Wellbeing and Safety ensuring that collaboration and harmonious industrial relations are maintained. The Service welcomes the wording in relation to Equality and Diversity and will continue to comply with its legislative duties and strive to improve in all areas of work in this area. The Service welcomes the focus on Human Rights. We welcome the recognition of the work that we are undertaking to balance our workforce and it is important to note that appropriate physical resources that meet equality and diversity legislation are an essential element of our approach.

SFRS welcomes the wording contained within the section for Strategic Priority 7 in relation to Partnerships. SFRS will continue to focus on partnership working in all areas across the service. The Service recognises just how important partnership working is, in its purpose and legislative responsibilities, through innovation, prevention and community safety. We welcome the wording relating to our Long-Term Vision and in how important partnership working is to successful SFRS service delivery and in fulfilling our resilience responsibilities. The Service welcomes the wording in relation to the skills and capabilities firefighters have to secure better outcomes and more efficient and effective use of resources across the public sector. We would welcome some specific wording in relation to delivering interventions that more widely reduce the demands and cost pressures on other public services.