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ITEM EX18

EXECUTIVE – 19 MARCH 2002

OXFORDSHIRE FIRE & RESCUE SERVICE – COLLABORATION WITH OTHER SERVICES

Report by Chief Fire Officer

 

Introduction

  1. The Brigade is committed to partnership working where this achieves a beneficial effect for our communities. The Department of Transport, Local Government & the Regions and Minister with responsibility for fire have strongly indicated that brigades should collaborate where it makes sense to do so. Other challenges and drivers for partnership working are issues such as crime and disorder, "Invest to Save", and "New Dimension" threats. This last issue has evolved from central government as a result of the 11 September attacks in America and is likely to lead to regionalised resourcing for activities such as mass decontamination and specialist rescue.

  2. The partnership working concept is now well established, and in Oxfordshire includes such schemes as electric blanket testing with Trading Standards and Social Services home care workers being trained to carry out fire risk assessments in vulnerable people’s homes (Fire Service subsequently fitting smoke detectors). Oxfordshire has already made significant inter brigade progress with our joint trainee firefighter course run at the Fire Service College at Moreton-in-Marsh in partnership with two other brigades. This has attracted national attention and is held to be best practice. A Joint Committee of members from the Thames Valley brigades (Oxfordshire, Buckinghamshire and Berkshire) has been created to investigate the feasibility of combining the infrastructure of our emergency control rooms. Additionally, a joint procurement contract for the supply of a managed uniform service (non fire kit) is to be signed shortly.

  3. In November 2001, the Chief Officers of the three brigades met with their respective management teams to determine what further areas of collaborative working could realistically achieve positive outcomes.

  4. The teams identified six major areas where joint working could pay dividends. The approach will be to improve the effectiveness of service delivery by the appropriate harmonisation of policies, procedures and best practice, together with the sharing of information, resources, knowledge and expertise and assets. The benefits of this approach will be improved effectiveness, reduction of duplication, reduction of organisational stress, optimising of resources, increased efficiency and increased capacity.

  5. Collaboration will normally comprise research, development and implementation phases. However, it is recognised there may be valid barriers in terms of finance, timing or feasibility to postpone or prevent implementation in any particular service. The key areas on which the collaboration process will focus are those of service delivery, procurement, recruitment and training, human resources, health and safety and information/communications. Each key area is regarded as a project and will have its own outline project plan. In order to review progress, the project board (comprised of each brigade’s principal officers) will meet at least once in every six-month period to approve project plans, review progress and determine future strategy.

    6. Implications for Future Working

  6. It is envisaged that the majority of decisions relating to expected outcomes on collaboration will be within the delegated authority of the Chief Fire Officer. However, it is anticipated that some specific areas will lead to new ways of working outside of current practices.

  7. This may involve relocation of personnel to one of the three service’s headquarters, either on a full or part-time basis, so as to make best use of combining assets. Another example would be an agreement to use a common policy on some aspects of Human Resource management, allowing for ease of transfer of skills and people between the three services.

  8. At this stage it is not possible to provide details of discrete areas. Clearly there will need to be comprehensive consultation with individuals, and both consultation and negotiation with representative bodies. In addition, it will be necessary to ensure that Oxfordshire County Council policies and procedures are taken account of before effecting any change.

  9. The Chief Fire Officer is therefore seeking to progress collaboration issues where it is to the benefit of Oxfordshire County Council Fire & Rescue Service and the communities it serves, whilst ensuring that staff issues are satisfactorily dealt with as regards both the individual and the organisation, and that Oxfordshire County Council policies are not compromised.

    10. RECOMMENDATION

  10. The Executive is RECOMMENDED to authorise the Chief Fire Officer to progress collaborative working projects which may include change to working practices and employment contracts (subject to the outcome being beneficial to Oxfordshire County Council and the community it serves), subject in all cases to consultation and negotiation as appropriate, to ensure that the views of staff are taken into account and that County Council policies are not compromised.

JOHN PARRY
Chief Fire Officer

Background Papers: Nil

Contact: Officer: Chief Fire Officer Tel: (01865) 842999

March 2002

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