FIA's Fire Future Today

An anthology of ideas

FOREWORD WELCOME TO THE FUTURE OF FIRE

Welcome to this year’s Fire Future

Today anthology of ideas.

It’s been a privilege to bring together so many insightful and diverse leaders from our wider fire sector, and invite you to read the twelve thoughtprovoking essays inside with an open mind.

One of the key themes emerging from this series of essays is the urgent need for us all to collaborate more effectively, for the benefit of all – removing any divides between the private and public sectors of UK fire safety.

It reminds me of a recent conversation I had with a respected fire and rescue service leader, in which they said they were hoping 2024 may be the year that a specific problem they were encountering could be solved by a to-be-invented piece of firefighter protective equipment. I had the pleasure of letting them know that the exact product they were wishing for had been brought to market last year, and could solve their issue today.

This experienced and knowledgeable person was delighted, and six weeks later had successfully implemented the product into their workforce.

They sent a thank you email to me after, and I found the PS inspiring – ‘you don’t know what you don’t know’.

This is a sentiment the FIA swears by, and that’s why we brought together this group of senior fire industry leaders, to help us all understand more about the things we don’t know.

In previous ages, it was thought that leadership meant knowing everything. However, thankfully today we can be honest and humble, and relish the fact that no one knows it all, and we can focus on listening to other more informed views, and learning.

Personally, spend half of my time with providers of fire products and services, and the other half with users of these. This means I hear what challenges are being experienced by FRSs and local and national government, while also discovering the best new solutions to these. Every day is a school day!

These daily learning moments never fail to make me feel proud of our collective fire sector, but I fully appreciate that I am very fortunate to have the opportunity to realise what don’t know so often.

“I spend half of my time with providers of fire products and services, and the other half with users of these. This means I hear what challenges are being experienced by fire and rescue services and LGAs, while also discovering the best new solutions to these.”

Ian Moore

That’s why I am so pleased to share this anthology with you, and I hope the insight within these featured essays provide you with new perspectives on what are the most pressing fire issues of our time.

To wrap up, it’s important for me to thank each expert contributor who’s shared their thoughts in this year’s edition. Personally, I’ve found them very interesting, and it’s helped us rethink our ways of working. I hope you derive the same inspiration.

Ian Moore

Ian Moore CEO – Fire Industry Association

CONTRIBUTORS

Minister of State (Minister for Crime, Policing and Fire)

Former London Fire Commissioner and Government Chief Fire Advisor for England

HSE Operational Lead For Policy and Planning –Gateway One

– Institution of Fire Engineers

Founder – Justice4Grenfell

Chair – Local Government Authority Fire Services Management Committee

CEO – The Fire Fighters Charity

Assistant Professor –School of Informatics, University of Edinburgh

Equalities Advocate –LGA Fire Services Management Committee

Chair – National Social Housing Fire Strategy Group

Executive Officer – Fire Sector Federation

Chair – National Fire Chiefs Council

SIR KEN KNIGHT

CHRIS PHILP MP

YVETTE WILLIAMS MBE

CLLR FRANK BIEDERMAN

CLLR JANE HUGO

ANDREW FRANKUM

DR CHRIS XIAOXUAN LU

STEVE MCGUIRK CBE

MARK HARDINGHAM

MARK WILSON

STEVE HAMM CEO

DR JILL TOLFREY

CHRIS PHILP MP Minister of State (Minister for Crime, Policing and Fire)

TAKING STOCK OF THE CHANGING FACE OF FIRE SAFETY

The Fire Minister on how sector-wide collaboration is key to harness our shared aims of a safer UK.

Our Fire and Rescue Services do an exceptional job, and their work– be that racing into danger to protect us in our times of need, or spreading vital information about prevention – helps to keep our communities safe from harm.

As we step into 2024, it is the right time to take stock of the changing face of the job as new challenges and opportunities rear their heads. These include the growth of AI, increases in battery fires as the markets for electric vehicles of all sizes grow, climate changes and the expanding scope of fire service work with other agencies.

Core to the potential we see in advancing tech is its use to analyse emerging trends, predict risks and avoid hazards before they ever come to pass. The launch of a new National Fire Data Collection System this year will bolster our use of data and enable us to collect new information about emerging threats caused by climate change and sources of ignition such as electric vehicles and e-cigarettes. We hope it will also aid our understanding of the most at risk demographics. AI will revolutionise the fire and rescue service through the next generation 999 system, which will no doubt bring new functionality to fire control rooms. While there is still work to be done here, I am confident that it will go a long way in improving efficiency.

As technology and transport integrate, with the popularity of electric vehicles rising, the risks associated with fires caused by lithium-ion batteries rise too. I am working closely with the National Fire Chiefs Council (NFCC), the Department for Transport, and the Department for Business and Trade, to assess what is required to ensure the highest standards of safety are upheld. Going back to basics, we are working on ways to raise awareness of safe use, storage and charging of electric vehicles in buildings. In partnership with the NFCC, our Fire Kills campaign and local services, educational resources have been developed to support those within the service to spread best practice, alongside existing advice published on the Fire England UK website.

Seeking greater efficiency across our emergency services to collaborate and harness shared aims is also vital – chiefly to keep our communities safe and secure so they can live without fear. It’s great to see Bedfordshire Fire and Rescue Service lead on ambulance collaboration for the six services in the region, responding to incidents from trips and falls, to cardiac arrests. This means that we can relieve pressures on the NHS and upskill colleagues to be equipped for the medical emergencies they can encounter.

While we embrace these exciting developments, it is imperative that the difficult lessons learned from recent years are actioned to ensure the public can continue to have confidence in our ability to deliver for them.

The concerning reports of bullying, harassment and discrimination cannot be ignored. While we understand the improvements required are part of a long process, the government has made a strong start by publishing the response to the Fire Reform White Paper. This will push important changes to services and introduce a professional College of Fire and Rescue to strengthen leadership, raise standards through improved training and introduce a statutory code of ethics. We have also commissioned the HM Inspectorate for the Constabulary and Fire and Rescue Services to investigate the handling of misconduct, holding a series of focus groups with staff and reviewing policies and procedures.

The Grenfell Tower disaster lives on in our memories, and we remain wholly committed to putting in place the measures to ensure a tragedy like this never happens again. As we wait for the findings from Phase 2 of the inquiry to be published, we continue to work closely with the London Fire Brigade and the National Fire Chiefs Council on action plans from the recommendations, holding each of us accountable to implement the changes required.

While we work towards these improvements, it is important to remember the successes of the present. Last year in England we saw a record low in the number of accidental fires reported in the home. Fire prevention remains at the core of every service, so we must redouble our efforts to communicate lifesaving guidance to the public.

Though there is a lot of work to do to address fire safety, standards and efficiency challenges, I have no doubts about our collective appetite to deliver. The bravery of the people who work to keep us safe from fire, in the most difficult and demanding environments, is an example to us all. would like to extend my heartfelt thanks to their continued commitment and drive to work towards a stronger more sustainable sector.

“Last year in England we saw a record low in the number of accidental fires reported in the home. Fire prevention remains at the core of every service, so we must redouble our efforts to communicate lifesaving guidance to the public.”

Chris Philp MP

SIR KEN KNIGHT

Former London Fire Commissioner and Government Chief Fire Advisor for England

BREAKING THE SILOS FACING THE FIRE SECTOR

The former Commissioner of London Fire Brigade and Chief Fire and Rescue Advisor for England, on the sector’s need to seek true integration.

On 7 July 2005 three homemade bombs were detonated in quick succession on London Underground trains, with a fourth device detonated on a London bus a short time later. As a result of the 7/7 London terrorist attacks, 52 innocent people lost their lives, and over 700 members of the public were injured.

That day London Fire Brigade (LFB) teams worked tirelessly at the tragedy, as we deployed significant resources to the scenes of the four bombings.

At the same time, we maintained business as usual throughout the Capital – responding to some 400 other fire and rescue emergencies – often using crews from neighbouring fire and rescue services.

In 2010, the 7/7 coroner’s inquest determined that none of the deaths could have been prevented by the emergency services, whose collaborative work was recognised for its effectiveness.

So, how did multiple emergency services and government agencies work so seamlessly well together in the face of crisis? It’s simple. We planned for it.

The months leading up the tragedy and the bombings themselves demonstrated the benefit of preparedness and collaboration for such emergencies.

In preparation, LFB worked with other services and agencies, inside and outside the Capital, to plan and train for such an incident. This included working with other nearby fire and rescue services, to identify ways they could cover the areas of London that had been depleted, if disaster struck.

The exceptional level of collaboration we saw during 7/7 is not unique to London Fire Brigade, and is taken for granted between local fire and rescue services, where the desire to deliver joined-up solutions for more effective service delivery has been evident for decades.

However, there remains a stubborn reluctance to remove the barriers between the commercial fire industry and fire and rescue services in a coordinated way, to recognise the collective strength of the fire sector in meeting tomorrow’s challenges for safety and effectiveness.

My personal realisation of how the fire industry and fire and rescue services could work better together came in the aftermath of the 1987 King’s Cross Underground fire, in which 31 people – including a London Fire Brigade Station Officer – lost their lives. In the final report of the subsequent inquiry, Desmond Fennel QC praised the efforts of LFB in its firefighting and rescue efforts, whilst also criticising the Brigade for its equipment and personal protective equipment for firefighters and equipment 1

The general feedback from UK-wide fire and rescue services was that was the way things were done, and that equipment was what was used.

In reality, London Fire Brigade, like others, had established ways of operating, and had paid little attention to the part the commercial fire industry –both UK and internationally – could play in offering innovative solutions to life-threatening shortcomings.

However, the Fennel Inquiry findings were seized on by the then Chief Officer of LFB to create and fund a new research and development (R&D) team, in order to make a generational difference by identifying and implementing improved equipment and procedures.

I was appointed to head up this project and, alongside a highly professional and motivated team, it achieved exceptional results.

was appointed to head up this R&D project and, alongside a highly professional and motivated team, it achieved exceptional results.

The work ensured firefighters were safer than ever before, due to enhanced personal protection equipment. These included lighter-weight breathing apparatus, automatic (rather than manual) distress warning equipment, and more effective hydraulic rescue equipment.

Most pleasing of all, it was not just a short-term benefit, or even limited to our colleagues at LFB. Instead, this focused R&D approach led to long-term major changes to standards and operational procedures, and UK-wide adoption of the new technology. Simply, the project made firefighters and the public safer, all across the UK.

This could not have been achieved without the significant input and partnership provided by both UK fire and rescue services and the commercial fire industry. However, whilst the King’s Cross response project demonstrated how effective partnership working could be, little has changed in the subsequent three decades.

We still see individual FRSs carrying out independent research and development into the same equipment as others are, often at the same time, rather than recognising the efficiency-benefit of joint evaluation to an agreed user specification.

“One piece of equipment was being evaluated by 30 different FRSs during the same period”

Sir Ken Knight

This was a matter of concern that raised during my 2013 review Facing the Future 2, and I’m sorry to say it remains the case.

For example, in my research, one piece of equipment was being evaluated by 30 different FRSs during the same period. This means 30 different sets of feedback notes to the manufacturer, which created significant costs for them to develop against. Ultimately, these additional costs of evaluation were subsumed into the purchasing cost borne by fire and rescue authorities.

There looked to be a real opportunity for change in 2016 when the then Home Secretary, Theresa May MP announced support for a new national research and development hub for fire and rescue equipment. The proposal was that the collective FRSs would plan ahead, by identifying the equipment it would need to seek new innovation and change for over the next five years, allowing the fire industry to develop and share new concepts and technologies to meet these specific challenges. The hub would take ownership for the evaluation of the equipment, and share these with the FRSs.

The initiative received widespread approval from both industry and many senior officers, and the premises for the hub had been identified. However, it proved too difficult to wrench individual fire and rescue services away from localised evaluation of products and innovations.

More recently, things have started to improve, due to neighbouring fire and rescue services collaborating together. However, the scale of opportunity here – and of course, the grave responsibility of doing everything possible to avoid tragic disasters – is such that it goes far beyond working with the FRS that happens to be next to yours on a map. This is a national challenge, and requires national joined-up thinking.

Resources are tight, and we are far from where we need to be to ensure we have a UK that is as safe from fire as we could conceivably have in 2024, and beyond. Fire and rescue services must now be humble enough to jointly agree the priorities ahead, and bold enough to work in partnership with the fire industry – working as one to a common benefit, rather than in our current siloed, fragmented way.

1 Courage High – A history of firefighting in London, Sally Holloway HMFSO 1992 2 Facing the Future – Independent review of efficiency and operations in fire and rescue authorities in England 2013

YVETTE WILLIAMS MBE Founder – Justice4Grenfell

MAKE 2024 THE YEAR POLITICAL WILL MATCHES PR STATEMENTS

The founder of Justice4Grenfell on why even an optimist fears key lessons have not been fully learned following the 2017 disaster.

2024 will be frantic and focused in Westminster, as the General Election looms large.

But, depressingly, while politicians of all coloured rosettes are hard at work solidifying their positions ahead of polling day, one thing remains the same –the persistent lack of cross-party political will to enact comprehensive and swift reforms post-Grenfell Tower.

This must change.

The disaster underscored the critical need for robust and updated regulations, rigorous enforcement, and investment in fire safety measures, and we have certainly heard a lot of words from leaders. However, the slow pace of legislative changes and the inconsistent commitment to implementing necessary reforms have impeded progress.

To address this, there must be a renewed and unwavering political will to prioritise the safety of all citizens.

This involves allocating sufficient resources for the implementation of stringent building codes and regulations, investing in modern firefighting equipment and technologies, and fostering a regulatory environment that holds all stakeholders accountable for ensuring fire safety.

Without a firm and sustained commitment from policymakers, the fire sector risks perpetuating vulnerabilities that compromise public safety. It is imperative that political leaders recognise the urgency of the situation and take decisive actions to prevent future disasters and prioritise the wellbeing and safety of communities.

Some of the key learnings from the Grenfell Tower

Disaster that our political leaders still need to address include the dangers associated with the use of combustible cladding materials and the inadequacy of fire safety regulations. Addressing these concerns means lawmakers being far bolder with building regulations, and legislating for the most rigorous safety standards for all materials used in construction.

Likewise, Grenfell exposed broader systemic issues related to social inequality and the neglect of marginalised and vulnerable communities, like the elderly, or those with disabilities. Addressing these issues requires not only changes in fire safety practices, but also a comprehensive approach to social and economic disparities.

But, it’s not just a national political issue – we have to be doing more on a local government level, too.

The role of local authorities in ensuring building safety and responding to emergencies was scrutinised after Grenfell, and exposed a need for enhanced oversight, accountability, and coordination to prevent similar incidents in the future.

This included embracing a collaborative approach, where LGAs listen to and involve residents in decision-making processes related to building safety, empowering residents, and ensuring their voices are heard in matters concerning building management.

For example, the communication breakdown during the disaster highlighted deficiencies in emergency communication systems and evacuation protocols. Improving communication strategies and ensuring effective evacuation plans, especially for vulnerable residents, is crucial.

Addressing all the above issues has been slow and/ or obstructive, and our political leaders must do more to show they’re serious about learning lessons.

Lessons like listening more effectively to drive better collaboration between all stakeholders, and seeking input from a diverse range of experts, including those with experience in fire safety engineering, materials science, and architecture.

Lessons like elevating training standards for inspectors, to enhance their knowledge of fire safety standards, and establishing clear guidelines for inspections to ensure consistency and thoroughness. At present fire assessors have no common standard of skill, knowledge, or qualifications. Without a robust framework, how do you select the best?

“The communication breakdown during the disaster highlighted deficiencies in emergency communication systems and evacuation protocols”

Yvette Williams MBE

Lessons like embracing the use of technology, if it can solve problems more effectively than existing solutions. For example, advanced monitoring systems and drones can enhance the efficiency and accuracy of inspections, and put out fires before the emergency services are even called out.

And, lessons like fostering a culture of transparency and accountability, including the creation of anonymous reporting mechanisms for individuals to raise concerns about safety issues without fear of retaliation. This can be facilitated through a centralised platform or an independent ombudsman.

But, will these lessons be learned?

am an optimist. The final inquiry report is due in April 2024 after a series of delays, and all of us at Justice4Grenfell have seen enough in the past six and a half years to believe that the processes and technologies already exist to ensure that no community ever goes through what happened to ours after Grenfell.

But, I do not feel confident, as my belief in how seriously this will be taken has waned, due to the lack of completed recommendations from the Phase One report. To those of us connected to the community so devastated by the disaster, this shows a lack of political will, and does little to combat allegations that this lack of action favours the corporate and private companies.

hope beyond hope that I am wrong.

MARK WILSON

HSE Operational Lead For Policy and Planning – Gateway One

NEW ERA FOR FIRE SAFETY PROFESSIONALS –LESSONS LEARNED FROM PLANNING GATEWAY ONE

The Gateway One operational lead, on the need for collective learning, and putting people at the heart of social housing strategies.

In the Oscar winning film As Good as It Gets, there is a memorable line from Jack Nicholson: “I’m drowning here, and you’re describing the water!”

I cannot help but draw parallels to our current situation in the building safety industry.

As we embark on creating cultural change, we might be at risk of merely “describing the water” without any practical experience to understand how all this change will affect the day-to-day work of professionals, such as fire engineers.

In this article, I explore the opportunities arising from the new building safety regime for the fire safety community and reflect on the practical realities created by part of the regime, Planning Gateway One (PGO), since it has been operational for over two years.

PGO’s insights may offer a glimpse into how the rest of the regime will manifest, in practical terms. In particular, following the regulator becoming the building control body for higher risk buildings.

In August 2021, the Building Safety Regulator within the Health and Safety Executive began its work as statutory consultee for planning applications in England that include tall residential or educational accommodation buildings.

Commenting on designs for tall residential buildings right from the outset of a project’s life is a direct response to Dame Judith Hackitt’s recommendations in her 2018 report, Building a Safer Future – Independent Review of Building Regulations and Fire Safety.

Our input, badged under the title Planning Gateway One, is delivered by a small team, including fire safety design professionals. They review development proposals and provide responses and comments about fire safety to local planning authorities, to support their decisions on planning applications. As a key part of the BSR, PGO can tell us a lot about industry’s appetite for change and what that change entails.

Analysing PGO’s impact and role reveals an industry adapting to change. In its first full year of operation, in 2022, HSE objected to 56% of planning applications on the grounds of fire safety. In 2023 (January to November) HSE objected to 39% of applications.

This reduction in the number of objections raised by the regulator reflects the fact that applicants are adapting in design terms to the more stringent regime.

“Fire engineers are having to work collaboratively with architects, engineers, and designers, rather than being brought in after the planning process to “fix” a design that has been established by planning permission.”

Mark Wilson

Greater scrutiny about fire safety in the early design process is encouraging fire safety design to be seen differently.

This is creating an environment in which fire engineers are having to work collaboratively with architects, engineers, and designers, rather than being brought in after the planning process to “fix” a design that has been established by planning permission.

Fire safety design is now a consenting and programme risk in a much more immediate way than ever before. The implication is that fire engineers need to be involved at earlier stages of a project programme. This will involve educating clients, architects and other consultants about these consenting risks and the added value fire specialists’ early involvement will bring to the overall project.

So, fire engineers will now need to work collaboratively as part of the early design team to influence architects and designers toward the right balance between creativity, return on investment and safety standards. These are not mutually exclusive concepts.

There is no doubt this kind of approach reduces consenting risks, saves time, and reduces costs later. If the “big ticket” design features and their interactions are designed properly from the start, then subsequent regulatory stages should be less onerous.

Developers are increasingly amending their plans based on BSR feedback as a statutory consultee at the planning stage. For example, by adding additional firefighting shafts, moving fire mains, improving fire appliance accessibility, removing firefighter hazards, and changing designs to protect escape routes and prevent fire spread to other buildings.

Obviously, this change is not all sunshine and rainbows. Fire specialists are often put in difficult positions by demanding clients who react badly to consenting problems as a result of fire safety design. There is no magic fix for this, and fire professionals should be prepared to have difficult conversations with clients.

However, early fire safety design scrutiny is already raising design standards and enhancing the status and role of fire engineering, which should provide greater weight to the views of fire safety design professionals in discussions with sceptical clients. As the consenting risks become more obvious to clients, the situation should improve over time.

An improving design environment at the planning stage bodes well for the BSR’s role in higher risk building control at Gateways Two and Three. The registration process for higher risk buildings brings awareness to ownership responsibilities and duties, contributing to a stricter monitoring system starting in April 2024 with the safety case regime. This will inevitably bring with it tangible benefits to residents in the medium and longer term as it focuses attention and raises the standard of information held about higher risk buildings.

All of this indicates a departure from the status quo. It points to an evolving, more engaged, fulfilling, and critical role for fire safety design professionals throughout the life of a higher risk building, from inception to development, refurbishment, and maintenance.

How fire safety professionals work is changing and is definitely not “as good as it gets.”

STEVE HAMM CEO – Institution of Fire Engineers

A COMMITMENT TO NEW, BETTER, PATHWAYS

The CEO of the IFE on how the fire sector must design a clear window into professional competency areas of fire professionals.

In the ever-evolving landscape of fire safety, 2024 demands a proactive approach to ensure the safety of our communities and the design of a clear window into professional competency areas of fire professionals.

In a continued bid to prevent and mitigate future incidents, the built environment must recognise the need for collaboration across engineering disciplines. The need for demonstrable industry specific expertise is a key component in my activity for 2024 alongside the IFE, we must all remain dedicated to showcasing various disciplines across fire safety. Drawing from both personal experiences and the rapid evolution of the industry, embracing technology and creating new career pathways into the sector can propel us towards a setting that’s fit for tomorrow.

With professional registration widely recognised as a testament to an individual’s competency, it remains an important demonstration of the individual’s commitment to the engineering profession. As technical complexity and subdivisions within engineering increases, so does the demand for more nuanced and specialised recognition.

Contextualised registration represents a crucial step towards driving collaboration between the diverse fields of engineering in the built environment. By recognising and acknowledging specific roles and expertise, professionals can better serve the evolving demands of their disciplines.

As the engineering landscape continues to evolve, contextualised registration ensures that fire safety professionals of today are adequately prepared to meet the challenges of tomorrow. Through highlighting the interfolds of engineering disciplines and clearly outlining areas of competency, the road to a safer and more transparent skillset across the built environment is on the horizon.

Building new career pathways into the fire safety sector is paramount, and by making space for new entrants with diversified skill sets, we ensure the industry thrives and evolves with fresh perspectives. The institution is currently collaborating with the British Standards Institute and various training providers, to actively explore further vocational routes that encourage professionals to join the industry. Foster new connections with early career professionals, create a safe space for budding talent and provide mentorship to encourage and retain talent.

“Collaboration remains a key word and enabling aspiring assessors to gain practical insights and experience in a controlled virtual environment will solidify training.”

Steve Hamm

The demand for qualified and competent Fire Risk Assessors has never been higher and the complexities of modern infrastructure combined with evolving regulations, needs a skilled workforce that’s capable of navigating new intricacies of fire risk assessment.

To address this ongoing challenge, the IFE is driving development initiatives for those within the fire sector and encourage you to do the same. Evolving contextualised registration and creating a standardised certification process would not only increase the credibility of fire risk assessors but also instil trust in the public and regulatory bodies.

In addressing this demand, technology offers a solution through e-learning and virtual training platforms. Collaboration remains a key word and enabling aspiring assessors to gain practical insights and experience in a controlled virtual environment will solidify training. This approach not only addresses the skills gap but also ensures a continuous pipeline of competent professionals into the industry.

Ultimately, as a sector we must continue to advance and improve the knowledge, practice, and recognition of all fire professionals. This collaborative and education-first approach will best ensure we collectively combine human and technological prowess, and establish a commitment to new pathways. This will ensure a more fire-safe environment for future generations.

DR JILL TOLFREY CEO – The Fire Fighters Charity

FIRE’S NEED FOR HEALTH AND WELLBEING CHANGE

The Fire Fighters Charity CEO, Dr Jill Tolfrey, on the sector’s need to embrace health and wellbeing change for the benefit of individual employees and fire and rescue services.

The UK’s fire and rescue services are operating in a changed political and economic environment, with multiple changes to the firefighting occupation mapped out in recent inspectorate reports.

Societal change and the nature of fire and rescue service activity has impacted on roles, responsibilities and pressures experienced by fire and rescue service personnel during their careers. The impact of a global pandemic and of high-profile incidents, meanwhile, has meant that the needs and expectations of the workforce and associated communities have also changed, most especially in relation to health and wellbeing.

Within, amongst, and notwithstanding all the organisational change, the challenge for our fire and rescue services today is to ensure that being part of the fire community is a great place to be. As employees, this means having confidence in a culture that supports development and progression, is an inclusive and a safe place to work, where all staff are valued, supported, able to thrive1 and strategies are in place to mitigate the health risks associated with operational firefighting and operational support roles.

Recent research has highlighted that exposure to trauma, high-stress situations and disrupted sleep are well known risk factors affecting firefighters’ mental health 2. The physical demands of the role are well documented. Similar research has also highlighted the need for a coherent, co-ordinated preventative approach to promoting and maintaining health and wellbeing in the UK fire sector.

The key resource in any fire and rescue service is the people. The stressors experienced by FRS employees can be grouped as role specific, fire and rescue service and general life stressors. Just like the general population, members of the fire sector have the same personal life commitments as those in other sectors of society – balancing work and home life, to transitioning out of role through promotion, retirement, or a change of career. For those in fire, however, there are direct and indirect factors that are unique and mostly stem from workplace practices 3

UK fire has considerable expertise in protecting the community, this expertise needs to be translated internally to enable these ordinary people, who do such extraordinary things, to develop the health and emotional literacy needed to make informed decisions about their own health and wellbeing, within a work environment that promotes flourishing lives.

Empowerment is the key to enabling such a culture, but it has to be empowerment through knowledge.

Behaviour change at both individual and organisational levels is challenging. It has to be understood and easy to adopt. It also needs to be sustained and role modelled by individuals and embedded in organisational culture.

The average age of the fire and rescue service workforce is 42 4, and people are working longer, and living longer. Health in later life is dependent on a wide range of factors including the environments in which we live and work. Employers who proactively support the workforce to age well, through provision of effective and well-targeted interventions right through their lives, will retain more employees, who in turn will be more content, will be more effective and the organisation will be more efficient.

So how is this achieved within the context of tightening budgets? The availability of digital health information across websites, apps and social media has facilitated easier access to health-related information for all, alongside the opportunity to share health (or illness) experiences. However, the proliferation of online information has also brought questions over the trustworthiness of sources and the relevance of that information to individuals and roles. So, while much digital health promotion is directed at the individual taking responsibility for their own health and wellbeing – which can be positive and empowering – employers have a responsibility to support positive decision making around health and wellbeing, underpinned by knowledge from trusted and relevant sources, and in a culture of empowerment that encourages openness and challenge.

“The average age of the fire and rescue service workforce is 42 4 , and people are working longer, and living longer. Health in later life is dependent on a wide range of factors including the environments in which we live and work”

Dr Jill Tolfrey

Meanwhile, the opportunities to monitor individuals and populations by collecting detailed health or activity data etc, through digital tracking technologies, is unprecedented and needs to be ethically managed.

Whilst there is undoubtedly a place for digital support, it does not replace the value of face to face, personal interactions, especially in a people-focused emergency service.

Digital technology, in conjunction with a robust health and wellness support programme – starting on day one when someone joins the service – an appreciation of role specific stressors, fire and rescue stressors and general life stressors, will serve to strengthen personal and organisational resilience.

The only constant is change. So, it is imperative that all sectors work together within and across the fire community to ensure that those who provide for our safety are as well equipped as possible to live safely and successfully with the occupational impact of their role, whilst coping with the day-to-day challenges of life in the 21st Century.

1 Culture-Action-Plan-Summary.pdf (nfcc.org.uk) 2 Wolffe, T.A.M., Robinson, A., Clinton, A. et al. Mental health of UK firefighters. Sci Rep 13, 62 (2023).

https://doi.org/10.1038/s41598-022-24834-x 3 Mapping the health and wellbeing across the firefighting career and assessing the current demands, March 2023

Nottingham Trent University Launch of new research into fire sector health and wellbeing – The Fire Fighters Charity 4 Fire and rescue workforce and pensions statistics: England, April 2021 to March 2022 – GOV.UK (www.gov.uk)

CLLR FRANK BIEDERMAN Chair – Local Government Authority Fire Services Management Committee

A CHANGING CLIMATE CALLS FOR CHANGING PERSPECTIVES

The Chair of the LGA Fire Services Management Committee on the importance of keeping up with the pace of change.

As we look to the future, the fire and rescue services face a number of challenges in continuing to protect the safety of our communities. Climate change, changes in the building safety regime, the built environment and the emerging issues around lithiumion batteries will all be key issues for the fire and rescue service.

These issues are set against the background of a challenging financial picture for the sector and the sector needs appropriate resources to tackle these issues as they become more pressing.

The last few years have already shown the impact that a changing climate will have on the fire and rescue service. Not only can we expect more droughts, heatwaves, flooding, storms etc but there is also a concern that weather events in the UK will become increasingly intense and uncertain, for instance summers may become hotter and drier, but equally when there is rainfall it maybe more intense and lead to flash flooding.

Whilst fire and rescue services have extensive experience and knowledge the frequency of these events, the different equipment and training needed and the potential for multiple concurrent incidents will make the role of the fire service more complex. Whilst the response to these incidents is of key importance, there is also a role for fire authorities in anticipating and planning for these risks. Working across the local area with other parts of the local government sector will be key to responding effectively to the risks of climate change. The LGA is keen to support these local conversations and we are exploring further work in this area.

Building safety and methods of construction are similarly a challenge for the sector. We are working with our partners on the Joint Regulators Group to ensure that the introduction of the Building Safety Regulator (BSR) is positive for the sector. However, there are issues that will need to be addressed to ensure that the sector has the people, resources and information it needs to perform its new role under the BSR. This includes a well understood triaging of tall buildings for individual safety cases.

“Several fire and rescue services have already flagged issues around lithium-ion batteries in e-scooters and e-bikes, with London Fire Brigade particularly saying that in 2023 they were called on average to an e-bike or e-scooter fire once every two days.”

Frank Biederman

The issues regarding Reinforced Aerated Autoclaved Concrete (RAAC) have been well publicised, with many buildings affected. It also shows the importance of a fit for purpose building safety regime. Whilst issues around RAAC are now well known and being dealt with, we must consider the possibility that other issues around methods of construction will become matters that the fire sector will need to deal with.

Several fire and rescue services have already flagged issues around lithium-ion batteries in e-scooters and e-bikes, with London Fire Brigade particularly saying that in 2023 they were called on average to an e-bike or e-scooter fire once every two days. A number of organisations have been highlighting the need to ensure that batteries are charged properly, using the right charger, and not overnight or in escape routes, such as hallways. We will continue to raise awareness of these issues.

However, lithium-ion batteries are used in many different types of products used in our homes. Disposable vapes have caused particular issues across the local government sector, causing hazards for waste and litter collection, difficulties with recycling and causing fires in bin lorries. 1.3 million disposable vapes are thrown away each week and Zurich Municipal revealed that bin lorry fires increased by 62 per cent between 2020-22. The LGA has called for disposable vapes to be banned.

Ensuring that the sector is resilient and appropriately resourced to the risks facing the country both now and into the future is vital.

CLLR JANE HUGO

Equalities Advocate – Local Government Authority Fire Services Management Committee

EDI REQUIRES LEADERSHIP FROM THE FRONT

The Equalities Advocate for nationwide LGAs on the challenge to ensure the fire sector learns its lessons from the Inspectorate’s Spotlight Report.

The Local Government Association (LGA) believes that an inclusive culture, in which everyone is supported to do their best, free of inappropriate or unprofessional behaviour, is key to producing an effective fire and rescue service.

Our commitment to working on issues around equality, diversity and inclusion (EDI) is long standing. The role of Equalities Advocate was created by the LGA’s Fire Services Management Committee at the beginning of 2018, and one which took on in January 2023.

The past year has shone a light on why work around equality, diversity and inclusion is so important to the service, with multiple investigations revealing a sector that is far from acceptable. From the independent cultural reviews of services (including, London) to the Inspectorate’s Spotlight Report into culture and values, the consequences of poor behaviour are clear, with instances of unacceptable bullying, harassment and misconduct outlined in the reports.

Fire service employees undertake a crucial role, whether that’s in the control room, responding to emergencies, or undertaking prevention and protection work. All our staff are working to ensure that our communities are safer. The vast majority of fire service staff act with integrity and are held in high regard. They deserve to undertake their work in a supportive and inclusive environment underpinned by clear values and ethics, and where this is not happening it needs to be dealt with swiftly and effectively. There is simply no place for poor and exclusionary behaviour in our services.

The consequences of not engaging in work around EDI and culture can be profound. Not only can they impact on the mental health of our workforce but also if our communities do not feel that the service reflects them and their concerns we may see an impact on the delivery of services. Working on EDI and culture is therefore critical to the future of the service.

The reviews, reports and media stories have provided the opportunity to reflect on these issues and consider if there is more that we can and should be doing to urgently address these issues. We want to learn from activities that have already taken place and share learning across the sector. The National Fire Chiefs Council (NFCC) and Inspectorate’s positive practice portal is a helpful development, and the LGA has been sharing work through our events, networks and training offers.

We are keen to continue working in partnership with the NFCC, the inspectorate and others to share these insights. It is clear that working in partnership is key to ensuring that issues around equality, diversity, inclusion and culture are being tackled. There is a role for everyone within the service to take this forward from employees, to managers and politicians.

As outlined in Fit for the Future, the LGA is committed to working with our partners, the NFCC and the National Employers (England), to ensure the sector has an inclusive and welcoming culture. Fit for the Future sets out our three organisations’ ambitions for the future and how these might be achieved at both a national and local level, with a set of improvement objectives for services.

One of the improvement recommendations particularly looked at the importance of inspirational and inclusive leadership, with both political leadership and management working together to deliver strong and inclusive leadership across all fire and rescue services, with common approaches developed to set out the values and expectations for the sector.

One aspect of this has been the adoption of the Core Code of Ethics, which outlines five key ethical principles:

1 Putting our communities first

2 Integrity

3 Dignity and respect

4 Leadership

5 Equality, diversity and inclusion

This code was developed by the LGA, NFCC and the Association of Police and Crime Commissioners, and has been adopted by many services and, alongside our partners, we are working on embedding this further.

In the Government’s response to the White Paper consultation, the Home Office outlined that they would make the delivery of a statutory code of ethics a key early priority for the College of Fire and Rescue, and we hope that any new code will continue to embrace these key principles.

The LGA is also working to support councillors in their role to hold their professional leadership to account for the delivery of improvements, through effective scrutiny and providing direction on issues related to equality, diversity, inclusion and culture. Members can champion EDI and culture, recognising it as a golden thread in the delivery of services and wellbeing of staff. Councillors need to have access to the right information to have assurance that activities are underway to improve these issues within services. Members can also provide challenges on issues in their role as the voice of the community, engaging and representing a wide range of views reflecting the diversity of their local communities.

We must always take the opportunity to reflect on whether there are other issues or changes that are needed to drive improvements. We recognise that cultural change takes time but we want to ensure that services and authorities have the information that they need to drive improvements, they understand their communities’ needs, are supported by a comprehensive inspection regime and learning is shared from across the sector. We believe that working in partnership is the most effective way of ensuring that change is long lasting and broad.

None of us want to read another report like the Spotlight Report, and we all have a part to play in ensuring that does not happen.

ANDREW FRANKUM Chair – National Social Housing Fire Strategy Group

PUTTING THE SOCIETY BACK INTO SOCIAL HOUSING

The Chair of the National Social Housing Fire Strategy Group, on the need for collective learning, and putting people at the heart of social housing strategies.

In an increasingly fragmented world, few events are so fundamentally shocking that they bring everyone together under one unified, sympathetic consensus.

In these moments there are always two choices –learn from it and seek such vast improvement it can never happen again, or wilt in the face of the challenge and risk it repeating itself in future. Option two is never acceptable.

Very sadly, on 14 June 2017 our nation experienced such an event – as we all stood still as one in solidarity for those lost and affected by the unspeakably tragic events at Grenfell Tower.

Six years on, and all of us that have responsibility for any form of social housing in the UK are still at the moment of choice in response – we must continue to choose option one.

From a legislative standpoint there have been positive steps since, showing a sector-wide desire for ensuring this never happens again.

The introduction of the Building Safety Act 2022 and changes to the Regulatory Reform (Fire Safety) Order 2005 have brought about the biggest change in legislation for over 40 years. This is progress.

We also now have a stronger enforcement regime planned with new dutyholders and accountability at the heart of the new risk-focused system, that puts resident safety at the fore. This focuses on competence and procurement, to ensure there is no longer a race to the bottom, and that actors are competent in the future. We are stronger for it.

And, building owners are under greater regulatory focus and burden to ensure their buildings are safe. Of course, this is a good thing.

But, to really show we’re committed to learning from this disaster, we have to see it’s far more than lawmaking. Like many things in life, it’s about people working together for the benefit of all.

Keeping everyone safe from fire-spread and structural collapse in social housing requires organisations to work collaboratively with residents and other building users, to ensure the safety of all. And, that’s not just paying lip service to it – after all, how many times do we see the words ‘building safety’ and ‘resident engagement’, knowing it means nothing to residents?

Instead, it is focusing on creating a culture where people are at the heart of it, and are able to trust in it. It’s social housing, and we must remember the word social derives from the Latin word ‘socii’, meaning ‘allies’.

Let’s imagine a building is a car, and the driver is the resident. We know that, just like in a building, whilst manufacturers install safety measures into a car, the car itself will not stop an accident, because it also requires the driver to drive appropriately, to ensure the journey is safe.

Building fire safety is similar, as whilst you can have standards and safety measures installed, they have to be maintained, and crucially can only be proved workable or not when you put people in them.

Behaviours are so important if we are to change the culture that we see in front of us. There are many safe vehicles and drivers on the road, just as there are many safe buildings and residents. However, if the vehicle isn’t maintained, or the operating environment changes, weaknesses can appear. These can lead to failure, in this case an accident.

To avoid this, a social contract of sorts must be agreed upon, where everyone knows what they have to do to contribute, to ensure a safe journey for all.

The same is for the safety of residents. It requires people and places to be synchronised for safety to be achieved. It requires genuine collaboration with your residents and contractors. It requires maintaining an exceptionally good handle on risk, and assurance on your building’s performance. It requires vigilant monitoring of risks, including horizon-scanning. It requires honesty and humility to learn lessons when failure inevitably occurs.

Ultimately, it requires competence at all levels and organisational capability to deliver it. Ticking the box is not acceptable, and compliance does not infer safe outcomes.

Social housing touches on so many different sectors and niches, and we must remember that we are one big community serving people who need us to be at the top of our games.

As such, we must all ensure we are doing our bit to ensure the joined-up UK approach to fire safety management is robust, holistic, proportionate, and keeps people safe from fire, whilst adapting to changing environments, emerging risks, and ensuring competence. A diluted approach across sectors, legislation, and devolved administrations will not deliver the goals we seek.

This presents challenges for all stakeholders.

For social housing providers, with reduced budgets, financial pressures from other competing priorities, and significant change across the regulatory environment, this presents a challenging and complex environment. It’s important that organisations continue to build layers of risk mitigation, have a positive internal culture, and engage all stakeholders and regulators to safeguard people – especially those that are most vulnerable.

Meanwhile, Government will need to commit to developing a UK-wide longer term strategy that enables a robust, holistic system that will once again protect its residents, and demonstrate what good really looks like – with the appropriate resources to deliver it. This may require further fundamental review to the strategic approach relating to policy, legislation, funding, and how oversight can be delivered for the longer term.

Construction and the commercial fire safety industry need to deliver high quality services and products that provide the required protection for users. And they need to keep driving up standards – even when they’re not legally mandated.

Building owners need to ensure that there is a multidisciplinary approach to risk management, ensuring fire safety risks are well managed and mitigated. And never forget the most important assets are not bricks and mortar, but the people inside.

Regulators must take a proportionate approach ensuring that where organisations are not doing the right thing there is a clear deterrent, and everyone is putting the safety of residents, occupants and users at the heart of all decision making.

And of course all stakeholders should remember that technology has a significant role to play, with requirements around the golden thread of information. The use of AI will help us predict patterns, and smart implementation of IOT technology can provide data to help manage and monitor risks. We must all not only be open to new innovations that can play a part in delivering a safer future, but actively seeking them out.

It can be done, but it will require focus, courage, commitment, and resilience to deliver the better future we envisage that ensures residents and other building users can be safe from fire in the future. A future where the most valuable commodity is the people we serve.

DR CHRIS XIAOXUAN LU

Assistant Professor –School of Informatics, University of Edinburgh

GENERATIVE AI: THE GAME-CHANGER IN FIRE SAFETY FOR 2024

The project lead on AI trials with the Scottish FRS on how technology will revolutionise firefighting.

Imagine a firefighting agent, be it a brave human firefighter or a robust firefighting robot, dashing into the blazing heart of a fire.

This agent is equipped with a carry-on ‘brain’, in the form of generative AI, which continuously analyses the thermal camera footage captured by on-board sensors.

As the agent navigates the inferno, the AI swiftly summarises the in-situ scenarios into informative texts. These texts are then sent back in real-time to the fire commander stationed outside the building. This rapid, efficient communication ensures that the commander is always informed of the evolving situation inside the fireground.

Meanwhile, the war-room also receives the sent text – where a more powerful generative AI ‘brain’ is at work.

This AI takes the textual information received and quickly simulates it into visual contents to replay the fire, along with the current status of the building or fireground.

This advanced capability allows for an almost instantaneous understanding of the situation, bridging any perception gaps between the on-ground reality and the command centre’s overview.

The ‘brains’ in both these scenarios exemplify the duality of generative AI – transforming video footage into text for efficient communication between operational firefighters, and then text back into dynamic video simulations for enhanced situational understanding in the war-room.

This is generative AI in its most impactful form, facilitating a seamless flow of information and ensuring that every decision is informed by the most current and comprehensive data available.

This was the vision when I was appointed to lead a trial team at one of the world’s leading technology research centres, the School of Informatics at the University of Edinburgh, to test how AI can radically improve fire safety.

Since 2019, our team has worked jointly alongside the Scottish Fire and Rescue Service to develop a new generation of firefighting innovations. These include the successful trial of AI helmets, designed to revolutionise the way firefighters navigate and respond to fire incidents, which leverage embedded AI technologies.

“In 2024, generative AI stands as a beacon of innovation in fire safety. Its ability to transform and relay information across various formats revolutionises how we approach firefighting and prevention.”

Dr Chris Xiaoxuan Lu

The results show that GenAI can be implemented into existing FRS processes, which opens up the possibilities of how that can further impact the sector. I believe the next decade will see this technology profoundly transform the following tenets of firefighting:

1. Scenario Modeling and Prediction

One of the critical challenges in fire safety is predicting where, when, and how a fire might occur. Generative AI addresses this by analysing data from multiple sources – weather conditions, urban layouts, past fire incidents – and predicting potential fire hazards. It’s like having a crystal ball that helps fire departments prepare for and prevent potential fire outbreaks, saving lives and resources.

2. Post-Fire Analysis and Reporting

After a fire, understanding what happened is crucial for preventing future incidents. Generative AI excels here by quickly analysing data from fires to generate comprehensive reports. These reports provide insights into the fire’s cause, the response’s effectiveness, and areas for improvement.

It’s like having an expert analyst working round the clock, providing valuable feedback for continuous improvement in fire safety strategies.

3. Enhanced Communication Systems

In the heat of a fire incident, communication can be chaotic. Generative AI transforms this by synthesising information from various sources and providing clear, actionable instructions to first responders. It ensures that everyone involved in a fire response operation has the right information at the right time, leading to more coordinated and effective firefighting efforts. It’s like having a calm and fully-informed relayer of key info to the right people at the right time.

4. Training and Preparedness

As Generative AI becomes more integrated into fire safety operations, it also reshapes training and preparedness. Virtual reality simulations, powered by generative AI, provide firefighters with immersive, realistic training experiences. These simulations can replicate a wide range of fire scenarios, equipping firefighters with the skills and knowledge to tackle real-world challenges more effectively.

It’s like having a completely safe, yet completely real practice ground to train in, that recognises a user’s areas of required improvements, and provides personalised tuition to upskill in the right places.

All of these potential use-cases couldn’t have been possible without the Scottish FRS, and I am immensely grateful for their time, support, and resources. Their commitment to embracing new technologies and improving fire safety measures has been a driving force in the success of this project.

This collaboration is a testament to how joint efforts between different sectors can lead to groundbreaking innovations in fire safety. It demonstrates that by pooling our expertise, resources, and commitment, we can significantly advance the tools and technologies available to firefighters, ultimately leading to safer and more effective firefighting practices.

Furthermore, this collaboration has opened doors to broader industry partnerships, and we are actively seeking to form a tri-sector collaboration consortium, involving the public sector, private enterprises, and academic institutions. The goal is to further develop and eventually bring these AI-enhanced firefighting helmets to market, setting a new standard in firefighter safety and efficiency.

As we look forward, our hope is to extend this collaborative spirit across wider fire and rescue services and other relevant sectors. By doing so, we aim to advance the application of generative AI in fire safety, leveraging its transformative potential to enhance firefighter capabilities and overall emergency response effectiveness.

In 2024, generative AI stands as a beacon of innovation in fire safety. Its ability to transform and relay information across various formats revolutionises how we approach firefighting and prevention. As we embrace this future, we’re not just adopting new technology; we’re stepping into a new era where intelligence and innovation go hand in hand with bravery and strength.

Generative AI is not just a game-changer; it’s a lifesaver, redefining fire safety for a safer, more resilient society.

STEVE MCGUIRK CBE Executive Officer – Fire Sector Federation

HOLLYWOOD LESSONS FOR REVOLUTIONISING FUTURE FIRE SAFETY

The Executive Officer of the FSF on how classic nineties films can teach us something profound about optimal 2024 fire sector leadership.

You may not think it, but two nineties blockbuster movies contain one of the most valuable lessons any fire sector leader can learn in 2024, if they’re serious about building a better future for all.

The first takes us back to Jurassic Park in 1993, where ambitious scientists believed they could control the variables involved in bringing dinosaurs back from extinction. However, Jeff Goldblum’s visiting expert saw the flaw in this plan, as he described how no amount of money can tame Chaos Theory.

“You see, the Tyrannosaur doesn’t obey set patterns or park schedules”, said Goldblum. “It simply deals with unpredictability in complex systems. The shorthand is the Butterfly Effect. A butterfly can flap its wings in Peking and in Central Park you get rain instead of sunshine.”

By the time the credits rolled, we saw that billions of dollars in research and military-grade defences couldn’t prevent this predicted chaotic disaster.

Likewise, cut to 1999, where Keanu Reeves was blazing a slow-motion trail in The Matrix. After choosing to live in the real world, as opposed to a virtual realm, he could not overcome his nemesis until realising how everything in his universe was connected – as he literally sees the connecting lines of the matrix.

As leaders in the fire sector, what can we learn from these two Hollywood examples?

It’s that, just like The Matrix, no organisation in the fire sector exists in a silo, and is instead part of an interconnected web of external forces. And, just like the failed dino-park, this ultimately means that no one can ever be in full control of their own outcomes, and will always be responsive to these external factors.

This concept is called complex adaptive systems, and is seen in every environment possible – from the Amazon rainforest to niche business sectors. But, it’s how this impacts our fire sector that most interests me, as if we can collectively recognise what is happening around us, we can work far more effectively to deliver better fire safety.

If we analyse Grenfell through this prism, we can see that there is no one specific failing for the most grave UK fire disaster in decades, but instead a series of outcomes brought about by decisions made by multiple stakeholders spanning years before. This includes actions by the building designers, constructors, managers, local authorities, national Government, and of course fire and rescue services.

This is not to pass judgement on any of these groups, nor to absolve responsibility from any. It is simply an acknowledgement of the vast number of intricate connections between these stakeholders, and how a process implemented by one has unanticipated consequences to another – sometimes years later.

This brings us to the next logical question off the rank. Does that mean that control is an illusion, and no fire sector leader is able to effectively control their own destiny?

The answer to this is complex, but in summary my decades of experience and learning have taught me that, yes, anyone who believes they are fully in charge of their organisation’s future is blinded by an illusion of control. However, with the right leadership and planning, it is possible to control your own inputs and outputs – and give yourself the strongest chance of ensuring best outcomes.

What does this style of leadership look like?

Firstly, it starts with the humility to accept this lack of external control, and embrace it. This naturally then allows leaders to listen and learn from others, and better understand the invisible lines connecting us with the wider sector and society. This then empowers leaders’ strategic thinking to recognise where the real problems lay, and seek collaborative solutions with their interconnected partners.

“Like The Matrix, no organisation in the fire sector exists in a silo, and is instead part of an interconnected web of external forces. And, just like the failed dino-park, this ultimately means that no one can ever be in full control of their own outcomes, and will always be responsive to these external factors.”

Steve McGuirk CBE

There is so much to admire about the UK fire sector, and you only have to travel beyond these shores to see how highly our fire and rescue services are thought of across the world. But, to look at other countries’ firefighting standards is not enough. We have to be brave enough to look at successful other areas of life, and see how far we lag behind when it comes to working together, for the benefit of all.

That includes analysing the near limitless number of sectors that actively seek out emerging technologies, to allow them to work in harmony with a myriad of external stakeholders seamlessly.

But, that also includes being inspired by how the world’s best sports teams integrate multiple different specialisms into one winning machine, taking ownership of the impossible-to-control variables that surround it. That also includes learning from the natural world of how species survive because of the ways they evolved to collaborate with their ecosystems, to allow for changes they can’t control.

There is so much to learn from to improve our own sector’s performance, if we simply take a moment and challenge our preconceived notions about the nature of life. To misquote another classic nineties film, “Life is like a box of chocolates, you never know what you’re gonna get”. So, accept this, and embrace true collaboration!

MARK HARDINGHAM

Chair – National Fire Chiefs Council

THE EVOLUTION OF WORLDLEADING FIRE SAFETY

The Chair of the NFCC on how the UK’s FRS has much to be proud of, but even higher-levels to seek in the future.

With 2024 now well under way, there is a lot that fire service leaders are focusing on for the year ahead.

The National Fire Chiefs Council (NFCC) will be at the forefront of supporting fire and rescue services (FRSs) in the challenges (and opportunities) we face and am pleased to be invited to set out how I envisage those issues being addressed in 2024 and beyond.

Challenges aside, there is so much to be proud of in UK FRSs, including the dedication of firefighters, control operators and other staff. I’ve seen many fire services across the world, and whilst there is always plenty we can learn, I haven’t yet seen a fire service with the benefit of the infrastructure we have in the UK.

We have a consistent approach to how fire services are set up, with national support and direction that includes the national framework, fire standards, NFCC, inspection regime, trade unions and representative bodies, and strong relationships with industry bodies who have a critical role to play working with FRSs to encourage and support innovation.

While the broad political focus is on the March budget and general election later this year, the recently published government response to the Fire Reform White Paper places new energy on reform of the FRS, including a new National Framework. At the same time, we will soon see the final outcomes from the

Grenfell Tower Inquiry which will shape the next phase of FRS and NFCC improvement work.

FRS personnel will continue to respond to the growing demand for their diverse skills and expertise in a world of change. The nature, complexity and scale of incidents are changing. Variations include a new phase of incidents in relation to climate change and terrorism; emerging trends include new hazards such as alternative fuels and battery energy storage systems, modern methods of construction, alongside failures in the built environment, and the increasingly complex needs of vulnerable people living in their own homes.

Within FRSs, there continues to be significant challenges in relation to culture and inclusion, with independent reviews into workplace culture giving a voice to those whose experience has amplified the issues. All FRSs must be safe, inclusive places for people to work and I have given my personal commitment to improving the culture of our FRS and to support Chief Fire Officers in improving organisational culture and tackling unacceptable behaviour. Of course, this unacceptable behaviour comes from a minority, with the majority of staff and leaders working hard to provide inclusive workplace environments free from abuse and harm.

To reflect societal and environmental changes and risk, the role of the FRS will always need to evolve. NFCC, Local Government Association and National Employers Fit for the Future work sets out our ambition for the future of the sector. Alongside continuously improving the traditional and core role of the FRS, we must grasp the opportunity for an enhanced role. This means both an increased role for community resilience in the event of major emergencies, and more partnership working with health and ambulance colleagues to support vulnerable people.

During the COVID-19 pandemic response, FRSs demonstrated immense public value with support to emergency services, health and local authority partners. We remain one of the few services that can put thousands of firefighters and staff into local communities at short notice, 24/7. FRS leaders ran Local Resilience Forums for extended periods, during a time when other partners were in demand-based crises. Services were ready, willing and able to support the pandemic response across an expanded range of activity including driving ambulances, administering vaccines, and delivering PPE.

Services will continue to protect the most vulnerable people in communities, tackling the health inequalities that put their wellbeing at risk. This must include a greater focus on preventing accidents and injuries by identifying and explaining how people are at risk and helping them if an accident happens, supporting the ambulance service when demand is high, and where FRS capacity and capability allows.

In terms of improving the core FRS role, this will include a continued focus on both prevention and protecting people from the effects of fires and regulation of the built environment, identifying and increasing the understanding of people, their fire-related behaviours, and the buildings and places that represent the most serious risks, enforcing wherever appropriate.

FRSs will need to be trained and prepared to deal with an increasingly wide and complex range of emergencies and major incidents. They will need to focus on having highly trained, flexible employees who can lead and resolve emergencies with professionalism, maintaining public trust and confidence.

In drawing to a close, every sector is currently thinking about the opportunities, and threats, that will come from artificial intelligence. Whilst very much in its infancy in the FRS, there is some emerging local and international work from which we will seek to learn and build. This segways neatly to funding and investment… FRSs are committed to measuring and quantifying the benefits of the work they deliver. We have to be clear that the challenges and ambition to maximise the opportunities and benefits set out needs to be matched with resource and investment, otherwise the ambition and benefits of reform and improvement will remain out of reach.

The Fire Industry Association is the UK’s leading authority on the most effective solutions for today’s and tomorrow’s fire safety challenges.

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