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7. It was considered appropriate to undertake a review at this time given the number of converging issues.
8. Firstly, there has been the establishment through the devolution structural reform process of government, of a Parliament for Scotland. The impact of the Scottish Parliament will continue to develop, but clearly it alters the focus of the Inspectorate's work in that the reporting mechanism will now exist to the Scottish Ministers rather than to the Secretary of State for Scotland.
9. The new Parliament itself will also undoubtedly become more informed about the fire service in Scotland as it begins to undertake its business. Whilst it is not perceived that there will be any fundamental change in the primary legislative base and hence the establishing power for the Inspectorate, it is within the devolved responsibilities of the Scottish Parliament to consider legislative requirements relating to the fire service, including, if appropriate, the Fire Services Acts of 1947 and 1959.
10. A second significant shift that requires review in terms of impact is that of the current UK Government initiative of Modernising Government [ Modernising Government is a term used to incorporate a number of initiatives as outlined in the Government's Annual Report 1997-98 Cmd 3969.] which in part seeks to promote Best Value and Public Service Agreements within the concepts of effective expenditure control within the public sector. This is particularly relevant within the fire service where issues of funding and resource allocation have long been the subject of debate with earlier work undertaken as part of the Government's Comprehensive Spending Review. The Audit Commission in England and Wales had also conducted a study into fire service efficiency in the use of its resources.
11. Combined with these modernising initiatives and devolved responsibilities has been a shift of emphasis within the fire sector generally. This shift relates to the promotion of community fire safety [ The concept was promoted initially through 'Safe As Houses' report in 1997. Community Fire Safety is now an accepted term in brigades.] . This may include the possibility of new fire safety law to consolidate general fire safety legislation. Originally perceived by many as essentially relating to individual security, Community Safety, as it is now accepted, does involve many stakeholders, including the fire service. It is likely that provision might be made to place a duty on fire authorities for the promotion of community fire safety and this will have a number of important effects upon fire brigades [ Ministers have, since 1998, expressed their intention to place upon fire authorities a new statutory duty to promote community fire safety.] .
12. In addition to those changes mentioned the fire service collectively has been reviewing its own delivery of the operational service [ Joint Committee on the Audit Commission Report established by the Central Fire Brigades Advisory Councils in 1997 to review the provision of fire cover throughout the UK, followed by Fire Cover Task Group of the Joint Strategic Committee on Safety and Standards.] . Trends over recent years have indicated a change in the types of service requested by the public. This is seen readily in the wide use of fire brigades for the extrication of casualties following road traffic accidents [ During the period 1994-98 fire service work at road traffic accidents and other special service calls grew in Scotland by around 20%.]
13. Other changes have occurred with the introduction of more sophisticated fire detection and suppression systems and the decline of traditional industries. These changes affect the pattern of demand and have resulted in the fire service reviewing its resource allocation provision and seeking to evaluate new methods of securing adequate and appropriate fire cover.
14. Finally, a key issue which will always remain evident, is that affecting the workforce. Firefighters themselves now face higher demands, in terms of their competence and training arrangements, of employment diversity, of health aspects within the workplace, and in the provision of working arrangements designed to secure the most effective and economic use of what is the most valuable resource. Personnel policies planning is also important given, not least, the substantial changes which will occur as a result of large-scale retirements from the fire service in the next 7 years.
15. Against this background it is important that the Inspectorate reviews its own approach so as to ensure that it is mounting an appropriate and effective inspection process which provides adequate investigation and reporting systems on the performance of fire authorities and their fire brigades. Any new approach needs to ensure that the Inspectorate itself adds value to the overall fire service performance and that it uses tools, such as those developed by the Accounts Commission or through the Best Value initiative, to promote efficient public services. The Inspectorate also has to bear in mind the work of other Inspectorates [ The Health and Safety Executive is such a statutory body.] and auditors who are again seeking to ensure that overall operation and development of public services is in the public interest.
16. This new approach demands agreed standards and targets which measure the quality of any outcomes, whilst noting the various inputs and outputs. It is important, given the range of tasks now undertaken by the fire brigades and fire authorities, that a strategic insight is provided with sufficient detailed advice to help fire authorities and brigades continuously improve their services.
17. The professional development of the fire service is the key aspect of the Inspectorate's work and in seeking to support Brigades and individuals who have a responsibility, it is important for the Inspectorate to focus upon not only the Brigade staff and equipment provided but to look for the overall outlook adopted. Current needs suggest Brigades will have a strategic vision which is continuously evolving. The Inspectorate aim must be to support well-led local management teams which are planning in advance to meet the challenges identified.
18. It is expected that modern Fire Service organisations will be culturally aware, innovative with their ideas, integrated with other service providers and auditable in terms of achievement. It is envisaged that they will have a stronger community and partnership focus. It is relevant here to recognise that the current review of the structural arrangements, for both Scottish police and fire services, has adopted an approach which seeks first to identify the outcomes which are desired from these 2 services. It is evident that a targeted and integrated public safety policy, which is effected using public partnerships, will be a key component of the wider working between these services and their communities [ A Steering Group was established in April 1999 by the Scottish Executive to take forward this review.] .
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