Contesnt May 07
Incident reportsAvon puts New Dimension equipment through its paces; city centre high-rise rescue;major train crash puts Cumbria’s emergency services to the testThe year of the auditA rapid rise in the number of reviews and audits has culminated in the operationalassurance results. Our correspondent asks what lessons can be learnedPeer scrutiny provides alternative modelKent Fire and Rescue Service had the opportunity to experiment with an alternativemodel for undertaking operational assessment. CFO Charlie Hendry reports on thevalue of taking this different pathOperational assessment success for HantsHampshire Fire and Rescue Service had a unique perspective on the operationalassessment process, assisting Kent with its audit whilst being measured. LorettaSpridgeon describes the processOperational assessment of service delivery – trainingand developmentGordon Gilmour suggests virtual reality-based training as a straightforward solutionfor helping FRAs fulfil their training and development obligationsSniffer dogs for the Fire and Rescue ServiceWest Sussex’s Fire Investigation Dog Handler Bas Wood explains the work fire dogsundertake and appeals for more to give greater resilience on a regional levelTransitioning risk to those best placed to manage itTom Joyce looks to the future as he describes how the FRS has metamorphosed intoa broad-based, first response orga
EDITOR’S COLUMN
The Fire and Rescue Service Assessment has been a breath of fresh air in comparison to the mixed reaction to the Comprehensive Performance Assessment. This is after all bread and butter operational response FRS duty; if we can not get this right then the Service would be in tatters. That is not to say it has been universally well received. Our correspondent looks at the long list of audits, reviews and assessments that have taken place over the last couple of years and evaluates the real worth. More importantly, what next, and how can better performing authorities assist those off the pace?
Kent got a bye following its CPA ‘excellence’ but rather than rest on its laurels, used the opportunity to experiment with an alternative model for undertaking operational assessment, enlisting Hampshire, amongst other external auditors, to develop a bespoke version of the national toolkit. Main objectives were to examine known strengths and apply these to improve other elements of service delivery and to review areas where performance needs strengthening. The results were shared at a service improvement day – providing rapid response to our correspondent’s concern on sharing best practice.
There is a great opportunity to address the assessment options. Rareindeed is the national, generic model that meets all regional needs. A flexible, adaptable model, hinged upon selfassessment is not only possible but must surely be desirable, unless we are fixed upon
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