Operational Training and Development in the Scottish Fire and Rescue Service

This thematic inspection by his Majesty's Fire Service Inspectorate (HMFSI) examines Operational Training and Development (OTD) within the Scottish Fire and Rescue Service (SFRS). The inspection was prompted by findings from recent Service Delivery Area (SDA) and thematic inspections, which highlighted both strong OTD practice and areas of concern raised by staff.

In particular, in our West SDA (WSDA) report[1] we recommended that ‘the Service should conduct a review of its leadership and management development processes to provide a national standard and syllabus for delivery at all levels’. In our North SDA (NSDA) report[2] we recommended ‘the SFRS should review the training and organisational development outcomes that it is seeking for developing existing leaders and managers…and…that the NSDA reviews its delivery of core skill Training for Operational Competence (TfOC) training’. As these themes appeared consistently in multiple reports, we determined that a full examination of the SFRS OTD system across the organisation was required.

The Service’s long term vision[3] details that ‘as a confident, modern, efficient, outward looking, learning organisation, our mission remains clear’. The Service also details in its Strategy 2025-2028[4] that people are an aspect of its operating environment and that they ‘will ensure that firefighters are suitably and competently trained to safely resolve operational incidents…firefighters will receive high-quality training… to maintain and develop their competencies… and that…our people will receive the leadership and management skills they need to match their role and enhance professional standards’. The three-year delivery plan[5] details that the Service will ‘prioritise the safety of our people, with a clear focus on training, professional standards, competence and continuous improvement’.

It is clear that the Service aims to be a Learning Organisation (LO) and believes it has the necessary training and development processes to support this. Training and development is important for all staff groups and the Service should of course provide suitable systems and opportunities for staff working in corporate functions as well as those responding to incidents, However, our inspection focused specifically on training and development of those engaged in the operational sphere, as this represents one of the most critical components of the LO framework and directly underpins the Service’s highest risk operational activities. The ‘People’ concepts of Organisational Learning and LO are terms normally intricately linked to training and development.

Organisational Learning could be described as the process of creating, retaining, and transferring knowledge within an organisation and was the subject of a recent Operational Assurance (OA) thematic inspection by HMFSI. Whilst the LO is an organisation that facilitates the learning of its members and continuously transforms itself. A LO is ‘where employees at all levels are constantly learning and improving their skills. The goal is to create an environment where people are encouraged to explore new ideas, question old practices, and work together to solve problems’[6]. As such, OTD within the SFRS could be seen as a function of the LO process that attempts to ensure the Service facilitates the learning of its members and continuously transforms itself.