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and interventions are delivered more quickly, reducing escalation? How will public services manage, interpret and store data enabling evidence and risk based interventions? Will data and intelligence be used to fundamentally drive changes in ways of operating? How will public services maintain the trust of their communities while using large data sets which include personal information about an individual’s vulnerability? What sort of data sets are ethically suitable for use? And who decides what the minimum is and what those fundamental changes might be? Emergencies will continue to occur, and
public services – and more specifically the emergency services – will need to respond. Although the frequency of these events may reduce, they will probably be more varied in nature and their complexity likely to increase. Current legislation is unlikely to reflect
the role and range of activities that are undertaken through public services, and the lines between these services are likely to blur. How will public services work in an environment in which roles and activities diversify, yet the importance of brand and reputation are essential in maintaining public trust and confidence? The development of autonomous
machines and artificial intelligence may
enable emergency responders to intervene in situations remotely. A fire being extinguished by a drone or an autonomous vehicle carrying out a rescue is technologically achievable, but what impact will this type of response have on trust, and is this the service that meets community expectations?
Leading the way
What we can say is that technology alone will not deliver the change that is required – change is delivered by leaders. People will need to embrace change, and the culture within organisations will need to enable a change ready organisation. The greatest barrier to change is often ourselves, our own imagination, biases, desire to think differently and take risks. So, are we ready for the debate and to
challenge our own biases, remove preconceived ideas and consider fundamental modification whilst maintaining brand reputation and trust? And crucially, will leaders have the skills and capability to lead in this new environment?
Ben Brook is assistant chief fire officer at Warwickshire Fire and Rescue Service; and Andy Theedom and Hugo Warner are director and senior manager at PwC Consulting. For more information, view page 5
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www.frmjournal.com MARCH 2020
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