SWOT analysis - threats

introduction|strengths|weaknesses|opportunities|threats


SWOT Factor	Response - emerging issues and key areas for action
Given the unprecedented scale of change facing the fire and rescue service, the threat of further industrial action cannot be ruled out.	Experience gained from managing the service during the recent dispute and associated periods of industrial action showed the need for, and benefit of, having robust business continuity plans. The forthcoming public satisfaction survey may give an indication of whether there has been a loss of public esteem and confidence in the wake of the pay dispute. If there is a perceptible reduction in public satisfaction, we will make every effort to restore our former enviable position relative to other public services. Good media relations and effective communication with all our stakeholders (including our own staff ) will be essential to achieving this.
‘Political’ resistance to change by Members of the Authority may frustrate the implementation of some aspects of modernisation particularly where they are perceived to have a detrimental impact in local communities.	Individual Members or groups may find themselves in the difficult situation of having to represent the opinions of the electorate when the Authority proposes what are perceived as ‘unpopular’ changes. This ‘tension’ can lead to the Authority being unable to command the necessary support it needs when final decisions on proposals for change are to be made. In a democratic decision-making process such situations are bound to arise from time to time. There can be no guarantees about outcomes when dealing with sensitive issues - such as the future provision of fire and rescue services in local communities. However, improving methods of public (and other stakeholder) consultation and involvement in review processes will certainly help to ensure that communities are better informed about the ‘business case' for changes.
Conflicting legislation and guidance can create frustration. Conversely, the lack of prescriptive advice in some areas can cause confusion and different practices being pursued by fire and rescue authorities.	Sometimes we find that different pieces of legislation (and formal guidance) conflict with each other. This can stifle innovation and risk-taking. For example, the Working Time Directive (not designed with retained firefighters in mind) can frustrate our attempts to improve flexibility in the way we recruit and manage our personnel. There will be conflict between the future implications of the Disability Discrimination Act (DDA) for operational firefighters and the need to make reasonable adjustments to the workplace, or consider opportunities for redeployment with the current restrictions imposed by the Firefighters Pension Scheme regarding fitness for operational duty and continued service. In addition, the DDA will impact on the job-related aspect of medical standards and physical requirements as a recruitment criteria. There is a danger that, by allowing fire and rescue authorities wide discretion to set their own policies and standards under IRMP, the public may become confused as what to expect in terms of service delivery in their local community. Unhelpful and inconsistent league-tables may result.
The requirement to replace the Service’s main radio communication scheme will require a considerable investment in resources to develop a detailed specification of future needs, an implementation plan, and fund the necessary new equipment.	Although it has now been determined that the new radio scheme will be procured nationally on behalf of fire authorities, the detailed arrangements for the funding of changes to brigades’ command, control and communications systems – and the provision of new communications systems are not yet known. We will continue to play an active part in lobbying for reasonable levels of specific funding for the project. The White Paper contains an expectation for regionally based Control Rooms. This could further complicate the specification and procurement for authorities’ radio replacement schemes. A detailed analysis of the potential implications of regional control rooms on the project needs to be undertaken by the ODPM to ensure that the new radio scheme is flexible and adaptable to cope with such an eventuality.
Our built-estate (particularly fire stations) is in need of considerable investment, but there is little prospect of funding all the necessary works (identified as essential) in the short, medium and long-term.	The Authority’s property advisers have prepared an up to date and detailed Condition Survey. This provides estimated costs of works that will be summarised in reports to the Authority so that the needs can be taken into account in preparing the future capital and revenue budgets. The opportunity will be taken to seek alternative sources of funding larger capital projects including PFI if it is considered to be in the Authority’s best financial interests. The new system of ‘prudential’ controls for borrowing may provide greater flexibility/freedom to fund capital schemes. Resources need to be deployed cost-effectively. This includes making best use of our built-estate.
The project to establish a regional control centre poses considerable technical, financial and operational risks, which will need careful managing.	The intention to replace local fire controls with a regional network of nine controls is a highly complex and extensive project. To ensure that the risks involved are managed properly, the project is being run under Prince II methodology. We have also allocated some of our most experienced people to work as advisors on the project.