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Success of the Shropshire retained model |
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The recent RDS forum at the Royal Air Force Museum, RAF Cosford, was ideal for holding a conference about the issues facing the RDS and pushing it on to the next level. It was no surprise therefore when we found ourselves heading in the direction of a conference room themed on a cold war bunker
The Royal Air Force Museum is full of examples of British engineering at its finest and everyone involved with these marvels of gravitydefying science, in some small way, has left a legacy. This can still be found today in every single aircraft that graces our skies. To them we truly hold a dept of gratitude; after all they were the pioneers.
Shrophire’s Pioneers
Shropshire FRS could also be held in the same esteem. They too are pushing the envelope, boldly going where no one has gone before, having devised a solution that clearly works for them. I guess the cynics amongst you would say, “give me a pot of gold and I will solve the RDS issues as well”, and perhaps you could, but these guys are pushing the boundaries and trying new ideas. If it was not for the likes of CFO Alan Taylor, and his team, notably Phil Clarke, the desire would not be there, and as such these groundbreaking feats would perhaps be left in the too difficult box, or maybe the easier option would been taken, “let’s wait and see what the others do”.
The Shropshire model really held no surprises in store for me and those hardened to the recent circuit of RDS events may well have felt a sense of deja vu come over them. But those new to the RDS development arena would have gained a massive amount of knowledge, mixed in with a good helping of best practice, and of equal importance, a great opportunity to network with others on a similar mission. Of course it will not work for all FRSs, and it was never designed to. The Shropshire model has one clear objective and that was to solve the immediate issues facing Shropshire, and on that front it worked. It also works if you look at the concept behind it: communication with the RDS, recognition of employers, understanding the pressures placed on partners and the frustrations the RDS face on a day-to-day basis. If you then take that on board and start building a plan to modernise your service with nothing ruled out before you start, then your have a good chance of success.
Attitude to Succeed
What also was very apparent to me was the FRSs that really wanted success were those that actually got it. It is not just about money; it is about leadership, and it is about where you put the RDS in the pecking order of priorities. Shropshire has placed it quite high and now reaps the rewards. In fact look around the country and every where you see strong leadership with a determination to sort the RDS issues, you see good results. Of course money pays a big part and each and every FRS has countless calls on a pot of gold that appears to be shrinking year on year, so hard choices need to be made. In Shropshire the RDS was invested in and as a result it goes from strength to strength.
Progress was forthcoming in two other key areas. The first was a suggestion that CFOA would develop a series of seminars; two each year with a key focus on a range of RDS issues and an electronic hub of excellence for sharing best practice amongst other services. This would be a fantastic step forward. The second came from a suggestion by Sue Evans that there may well be a national document coming our way covering a protocol for the thorny issue of transferability from RDS to whole time. Watch this space.
I think Shropshire should be commended for holding this event and the amount of work that went to it should be noticed. But I have to ask the question, why should it be down to Alan and the personnel of Shropshire FRS to hold an event like this? Was it because nobody else would? Or was it because they are pioneers?
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