Update report on the Scottish Fire and Rescue Service’s planning and preparedness for exiting the European Union
The recent experience and organisational learning of the SFRS during C-19:
- the national event operations plan for EU exit was originally a standalone plan. It is now a concurrency event plan
- assumptions are not always outcomes realised i.e. C-19 expectation of high levels of staff non availability. Absenteeism at its lowest levels of sickness even compared to BAU.
- plans need to be flexible to meet local needs and the organisation must be agile enough to amend plans if the impact is likely to be problematic. Examples are available of how plans were adapted to ensure impact was appropriate.
- a range of management interventions to deal with limiting organisational impacts. i.e. use of overtime, shifts contractually owed by staff to the Service, cancelation of training courses. These management tools are available to ensure staffing levels are maintained.
- limit the movement of appliances, supported by intelligence led mobilising. This will reduce fuel consumption and reduce road risk.
- resilience and fallback arrangements are in place between the three SFRS OC sites to receive and process calls. BCMPs have been recently tested to provide assurance on the SFRS ability to handle requests for service.
- fire Safety enforcement officers are to be used to identify premises with increased fire loading that may present a risk to Firefighter safety. Enforcement is a last measure to ensure compliance, advice and guidance will be provided as required.
- in response to C-19 recently retired staff in many roles from Firefighter, Firefighter (OC), specialist officers have been contacted and may be re-engaged to augment staff levels. The provision provides additional capacity to maintain staff levels.