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74. This review has sought to examine some key issues relating to the Inspectorate's future functions. It seeks to explore new ways of working and test the limits of role. Moreover it invites comment. The following points would appear to be important in that regard.
75. Are the right issues identified for review? Those chosen essentially relate to Modernising Government (Devolution, Best Value, Partnerships) and change in service ethos (Community fire Safety and Amended Fire Cover Arrangements), further professional development of the service to meet shifting public cultures and joined-up Inspectorate working.
76. Growth in activity is signalled in these changes and this is first reflected by attempting to state an Inspectorate Aim, Vision and Approach of the Inspectorate. Are those stated about right or are they wide of the mark, especially in the Approach?
77. In terms of the Inspection Process the suggestion is for 4 types (Principal, Performance Assessment, Thematic and Specific) built around recognised models which track the detail of strategic issues based upon outcomes. Elements of very real importance, like statistical data collection, are highlighted as needing greater development whilst reporting it is suggested, should be more succinct. Is this going in direction the service and public want?
78. Self-assessment is given prominence with a framework example shown together with the major functional review areas. Are any missed? And the way the Inspectorate might wish to approach, what would be a 3 yearly inspection, is shown. Would such a timescale meet expectations and remain suitable in other business planning cycles?
79. Performance assessment, thematic and specific inspections are explained as being less formal, sometimes questionnaire based and, especially with thematic reviews, aimed at developing or aiding policy evolution. Would this style of working be helpful?
80. Keeping up to date is acknowledged as being difficult as is the simple act of being service aware. Shared resourcing, secondments, changed working when issuing technical information and generally seeking to introduce a better focus for technical matters are argued as solutions. This impacts directly on others' responsibilities and resources and requires new partnerships. Are we all ready for this?
81. Objective judgements require scrutiny and ethics. They also require a strong evidential base relevant to the fire service in Scotland and which incorporates skills across the range of fire service functions, particularly finance and statistical, and perhaps legal. Meeting these challenges requires closer inter-Inspectorate working and better defined evidential information. Again a central focus but owned by the users and providers. Can this be achieved, and if so at what cost and in what timescale?
82. There is also the challenging question of strategic overview. Straying as it does into areas like policy the issue emerges of what do you do with a view when you form one? The unique insight and influential position is described and then challenged. Should a proactive function be encouraged given the modest scale of Scottish resources and the desire to be seen as the better example of fire service provision in the United Kingdom? And if there is support for that sense of direction, how should the SCFBAC be itself enhanced towards becoming a stronger working forum?
83. The message conveyed is that the Inspectorate could be a vehicle for change. That change requires real commitment, not lip service, and in part that journey begins within the Scottish Executive. Is this acceptable and what are the timescales and resourcing requirements?
84. These then are some of the apparent early observations and questions. They pivot around whether the Inspectorate has a very contained inspectorial role or a wider supportive and sometimes leading one. What is clear is the latter cannot exist with current resourcing levels and new collaborative arrangements would have to be put into action. The benefits, in meeting the demands of the plethora of regular edicts, might suggest progress towards the expanded role is better.
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