The Audit Commission no longer carries out research on fire and rescue-related issues. This briefing summarises the key findings of our former research that related to this sector.
The fire service faces real term cuts in funding
The fire service has overseen a decline in fire risk in recent years. For example, the number of accidental fires in the home and resulting deaths has fallen. The fire service has also had success in delivering efficiencies.
But the fire service, like other public bodies, will be under pressure to deliver ever better value for money in future.
A few fire services have made most of the past efficiency and performance gains. Others can follow their example in modernising and improving their services to mitigate the effect of funding pressures.
The needs of fire services will continue to change
Performance
The demands of fire services have changed. High-performing fire services have taken a stronger risk-based approach to deploying resources by:
- providing cover with fewer people, stations, or appliances; and
- changing shift patterns and crewing arrangements to match needs.
These have proved to be politically difficult choices. Yet, despite resistance, fire services have shown it is possible to reduce resource in line with risks, without compromising the public or firefighter safety.
Investment in preventive work is welcome, but leading fire services ensure they get best value for money by:
- targeting community fire safety work on those most at risk;
- working with partners to reach at-risk groups; and
- monitoring impact to assess value for money and diminishing returns.
Collaboration
Flexible partnership working can be very effective, particularly to:
- share best practice;
- deliver procurement savings; and
- ensure efficient and effective operational coordination.
Partners need to ensure complex delivery processes and perceived or actual conflicting needs do not hamper collaboration.
Fire services have successfully collaborated with other agencies. Improved strategic planning and management of partnerships ensure other agencies are involved at the right time, for the right reasons, with the right level of resource.
Personnel
Fire services can no longer rely on military support during disruptions. Continuity plans are most effective in services which:
- engage with local people to consider an appropriate service level, and potential effects of service disruption;
- test plans and ensure partners and staff are aware of them;
- have specialist equipment and staff, and adequate control room capability; and
- learn from other fire services and wider organisations.
Successful services have found that managing people well is critical to dealing with changing circumstances:
CFS and broader community work strengthens the case for improving equality and diversity in the workplace, despite organisational culture being a significant barrier to change.
Good absence management can reduce sickness levels, but it requires continual attention to sustain reductions.
Overview of previous service reviews and recommendations
Reviews have drawn similar conclusions over a long period of time
| Common recommendations |
Holroyd review (1970) |
Home Office (1980) |
Audit Commission (1986) |
Audit Commission (1995) |
Bain review (2002) |
Audit Commission (2008) |
| More emphasis on prevention |
y |
y |
y |
y |
y |
y |
| Better use of duty system |
y |
|
|
y |
y |
y |
| Exploit economies of scale |
y |
|
y |
y |
y |
y |
| Review conditions of service |
|
|
y |
y |
y |
|
| Review standards of fire cover |
|
y |
|
y |
y |
y |
| Improve equality and diversity |
|
|
|
|
y |
y |
Source: Audit Commission, Rising to the Challenge, 2008
Audit Commission resources
Fire authorities and other agencies can use previous Audit Commission reports and other resources to review current fire and rescue services and identify opportunities for improvements in value for money.