Current affairs
With faster paths to knowledge, through highly connected networks and collaborations that increase the pace and intensity of innovation, public services cannot remain detached or aloof.
Consumer goods and services are
available 24/7 and put the latest technological capabilities into customers’ hands. Expectations of public services and their partners, which are compared against this trend, are therefore increasing and potentially at an unsustainable rate. In addition, the values and expectations of different generations mean that single solutions will not suit everyone. Clearly, emergency response is provided 24/7, but the changing needs of the community and the timing and nature of the response communities now expect presents both opportunities and pressures. The exponential impact of technologies
has yet to be fully understood. For example, sophisticated cyberterrorist attacks or malicious use of drones show just how skilled operators are creating new risks to society. Yet many public service providers who have purchased drones for operational use have later discovered that their practical use is significantly less effective than they had envisaged. And all of this takes place against a backdrop of less funding in real terms, not just for the UK’s FRSs but also the wider local public service family, while the
challenges they face are becoming steadily more complex.
Beyond operations
As things have changed for communities, so they must for firefighters. They must become a change ready organisation, less focused on specific job functions and more on the results that they achieve and the trust that they create.
Responding to emergency incidents
represents between 5% and 10% of the activity of a typical FRS in the UK, and is a vital part of public protection. The remaining capacity is focused on preventative activities, preparing to respond to incidents and protecting business communities. Digital technology can make a significant impact on the effectiveness of the role of the firefighter, both in terms of emergency response and prevention. Digitally enabled public services have
different responses available to them through prevention, protection and response. However, this entails mastering a range of new skills in order to keep up with the pace of change in the lived experience of individuals and communities. FRSs will need to have their ear to the ground in totally new ways. Doing this will include developing and deploying means of forecasting future changes in vulnerability, as well as increasing the diversity of the
FOCUS
www.frmjournal.com MARCH 2020
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