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61. One aspect in which the Inspectorate has a unique position is that of providing a strategic overview of the fire service in Scotland. Incorporating the lessons obtained from this unique position into the business planning process of Government offers the opportunity to aid development of the fire service by tackling those issues which present obstacles or opportunities to all brigades.
62. This position, of overall observation and insight, is drawn from the wider understanding of the fire service in Scotland. The Inspectorate's independent position and ability to offer opinion and advice provides a useful platform for facilitating a range of options. The Inspectorate is also well placed to access information either from Government or which is sensitive to brigades for incorporation into the wider decision making process. It also can access advice from wider range of experts at national level than individual brigades may be able to access from their local fire authority. This combined with access to the policy makers who determine public policy across a range of interests places the Inspectorate within a position of some influence.
63. Exercising such influence with value and integrity acknowledges the Inspectorate as an honest broker for the fire service and Government alike. This, it is argued, is a unique position and opportunity which should be developed. The question that then arises is how far to develop this particular role.
64. One level of operation could be that after the initial process of gathering information had occurred the Inspectorate could in effect cease to be involved at that point. The information gathered would be turned over to those who have to use it, either within the fire authorities or at Government level. Another level is to extend this gathering process by further research and some of the options already discussed, such as thematic and specific inspections, to provide a research opportunity. Having gathered and researched information in this way the question then arises of whether to cease Inspectorate involvement at this stage or to move into a developmental phase which would enable the information to be used in a proactive way for the benefit of the fire service. Such a process would ultimately lead to an implementation phase in which the information gathered would be transferred through research and development into active practice. Acting in this fuller involved way it is suggested obtains real benefit from the Inspectorate.
65. Good examples exist already of this extended process. Within Scotland and now the UK it is generally accepted that the quasi-leadership role adopted by the Inspectorate in the area of dynamic risk assessment was particularly useful in co-ordinating the resources of a number of brigades to produce documentation which was readily sought and adopted by all brigades in the UK.
66. Whilst this is a good example it is easy to envisage more difficult circumstances. A practical example here may be training, where the Inspectorate becomes aware through its inspection work that a particular training need has arisen. It could then seek to research and develop this issue with the aid of brigades to provide a desired outcome.
67. Whilst on the surface introducing practice in this way can be seen as positive, there would inevitably become a point where the introduction of policy and practice in this way could give rise to a conflict, either because the Inspectorate was seeking to inspect its own encouraged policy and practice or it had become so involved within the implementation and delivery process, perhaps through the Scottish Fire Service Training School in the training example quoted, that its impartiality could be questioned.
68. Managing this professional interface, whilst challenging, is not unique or impractical and given the overall scale of available staff, in terms of fire service technical resource and the volume of technical detail to be assembled and absorbed, the new role is proposed. That role requires a better resourced Inspectorate, which can act to develop practice on technical issues and help transfer, to brigades and other users, that practice for their interpretation and subsequent implementation. This would seek to build on the accepted good model used in the dynamic risk assessment case quoted by co-ordinating resources in a more positive and proactive way.
69. Without such an approach there is a danger that the strategic overview obtained by the Inspectorate is dissipated and lost. This has a detrimental effect on the service, whilst at the same time minimising the effectiveness of the Inspectorate's value. It would singularly fail to help ensure the introduction of change, as envisaged by Government and fire service leaders alike.
70. Operating at a lower level of involvement also raises a question as to how important it is to have a separately identified Fire Service Inspectorate for Scotland. Whilst there are political and cultural reasons for having a separately established organisation, a significant proportion of the technical development of the fire service is interrelated with the development of the fire service in England and Wales. Seeking to influence change within that group can be difficult given the previously identified resourcing issues and the scale of the operation in England and Wales compared to that in Scotland. If an independent Scottish perspective were not seen as important in fire service terms one could envisage a system in which the Inspectorate in Scotland was part of a UK-wide Inspectorate.
71. It is judged such an arrangement is unacceptable and a separate voice and opinion must therefore be maintained and enhanced. This requires that the SCFBAC does provide a genuine discussion forum for broader fire service issues, particularly of a technical nature, in Scotland and so avoids becoming a rubber stamping body.
72. Collaboration could achieve better utilisation of the limited resources available so aiding the service and Scottish Government. Collaboration does require commitment however and initially that may be best promoted and supported centrally. The Inspectorate's role equally should be a powerful tool to progress.
73. A case in point is that of developing a Scottish solution to training and learning. The utilisation of the Fire Service College, the response to requirements of competency, the special requirements of retained and ancillary staff in remote locations, the function of the SFSTS, the demands for experience of real fire behaviour, and the business skills of managers, require a comprehensive holistic approach. It is seen as important to have a member of the Inspectorate consider and lead in this subject. Currently the most senior non-brigade training post that exists in the Scottish Executive is that of Commandant of the SFSTS. Subject to discussion and reassessment of management arrangements of the SFSTS and the establishment of new responsibilities within the Inspectorate a new more effective arrangement could be introduced. Adopting such a proposal signals real commitment as well as change.
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