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25. The inspection criteria should centre on the Brigade's organisational approach and commitment to establish a performance monitoring framework with achievable targets, identified resources and established benchmarks. In this way Best Value may be demonstrated and the Performance Management and Planning framework, developed in conjunction with the Scottish Executive and Accounts Commission, used to help achieve an improved public fire service. Use of recognised modes, such as the Business Excellence Model, Health and Safety Executive HS(9)65 approach, or Investors in People Award, are also helpful ways of illustrating a systematic business attitude. Similarly, Local Authority led specific fire service challenges are valuable in recognising locally identified requirements in areas like sickness absence, proficiency in training, fleet procurement or fire safe communities.
26. The Inspectorate emphasis is to try and identify how the strategic agenda is being pursued by tracking through discrete functional activities to see what is being delivered. Identifying where accountabilities lie for the delivery of an outcome is a key element in this tracking of detailed evidence of service delivery.
27. Open formal reporting upon outcomes remains a component of the Inspectorate's work. This could be expanded and enable the Inspector to offer opinion, the manager accountable for the function to offer his or her view and, finally, for a jointly agreed action to be described. In this way each report would not simply express an opinion from one perspective but offer the opportunity for debate and, more importantly, agree progress. Such an arrangement also offers transparency and ownership of the way forward – both regarded as keys to ultimate achievement.
28. Integral to this reporting process is the dissemination of good practice and the statistical gathering and sharing of data. The latter activity ideally should be conducted at one time using one reporting system for all statistical needs amongst all users. Users, in this context include Brigade management teams, the Fire Service Inspectorate, the Scottish Executive, Health and Safety Executive and Accounts Commission. One reporting system might thereby save effort, time and avoid duplication.
29. Such an approach is not without difficulties. The existing statistical return is already used, in part, by more than one user. It is, however, time dated, often produced well in advance of any inspection, and may not reflect current issues which emerge as the inspection process progresses year to year. The involvement of new groups or important partners, for example the development of approaches to Modernising Government and Best Value, effectively precludes one return of data unless the data itself is electronically available for routine amendment and interrogation at any time. That suggests that a common statistical software package within a closed network of users for use within Scotland.
30. The current process of gathering statistical information, it is concluded, remains less than ideal and would show distinct improvement through the use of wide area information technology, both within the Inspectorate and Brigades to enable communication between providers and users of the information. The difficulty, created by the lack of such a system presently, should not be used however to prevent the identification, in a collective way amongst all users, of the likely statistical information required. Progressing this activity, whilst continuing to use the existing annual return, remains an important priority.
31. Dissemination of good practice can and should be undertaken through the Inspectorate reporting arrangements. The existing reports have within their structure considerable information about the inputs made by brigades. The relevance of this to those outside the Inspectorate, Authority and Brigade is questionable. The report, upon a brigade, may be better for the public and managers if it is presented in non-technical common English terms firstly giving an overview of performance and secondly raising points on performance both good and capable of improvement. This approach would then combine in a shorter and more succinct way the essential concerns of both the provider (public fire authority) and service user (the public and others being served).
32. In this way the Inspectorate audit through open reporting would be seeking to answer basic questions, in a very public way, such as:
The Inspectorate would also continue to provide, through detailed discussions, investigations and statistical and other technical information, both service managers and fire authorities with deeper insight into performance.
33. This insight would undoubtedly be assisted by self-assessment in the first instance so enabling the brigade's internal business planning framework to be advanced. Self-assessment and consequently submission of evidence in this way would further transfer the inspection and audit process, from an external activity into being an integrated part of the brigade's business outlook. Combined with regular reporting by the Firemaster to the fire authority the inspection process would then further help improve accountability for effective use and management of public funds.
34. The Inspectorate's role must be to help ensure that any identified performance criteria remains relevant. By discussing outcomes, benchmarks and accepted procedures, whilst periodically engaging in systematic and detailed appraisal of the self-assessments conducted and evidence so produced, the Inspectorate would develop a very strong knowledge of any brigade and a sound working relationship with its management. This in turn would require the Inspectors to be more frequently working with brigades, but in a less intensive manner than is currently the practice during the formal uniformed inspections.
35. This process also demands a clear integration of a great deal of current and proposed data, given the currently separate activities undertaken by brigades, authorities, CACFOA [ CACFOA is the Chief and Assistant Chief Fire Officers Association and represents all principal fire officers.] , FSI, Scottish Executive, Accounts Commission and Health and Safety Executive.
36. It is proposed to implement a new inspection process which embraces these ideas. The Inspectorate suggests review of planning frameworks within brigades across all major managerial functions. The review would be conducted in a staged way and involve a principal inspection on an average 3-year basis supported by more regular visits. Performance monitoring, thematic and specific inspections would also be undertaken. Further detail is shown in Annex 'C'.
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