It is now three years since one of the most significant industrial disputes in recent times was brought to an end. Indeed, the fire services’ dispute of 2002/3 had several stings in the tail, with major difficulties of interpretation of the June 2003 agreement, leading to further threats of national strikes the following November and August. Local disputes still continue. However, the direction of the fire and rescue service changed irrevocably. For those of us in the eye of the storm at the time, there seemed to be no winners. Careers were ruined, reputations tarnished and ambitions frustrated. Two senior officials in the Fire Brigades Union were replaced – one voluntarily, the other not so, and strikes still occur occasionally, most recently in Hertfordshire. So what has been achieved? Fundamentally, resolution of the dispute required a new deal. The union considered that firefighters had fallen behind in the pay league, following the application of an annual formula for 25 years, after a previous national strike. The employers believed the same formula had stagnated change so that the service was not fit for the modern world. An acceptable deal would always depend on how much could be invested in increased pay to create the required level of service change. For the most part, the Government stood firm with the employers and, supported by an independent review and new legislation, agreement was reached eventually. In essence, the main difference now is that standards of fire cover are set locally, not nationally, with resources being deployed more flexibly. There is a greater emphasis on prevention and fire safety, with fire deaths down and staff making major contributions to community cohesion and public protection on a co-ordinated basis with other services. The agreement facilitates far greater change than has been achieved thus far. Some symbols associated with the fire service have gone forever. The army’s Green Goddess fire engines will never again be deployed for civil fire cover. They have been sold – some of them on eBay – and the service is providing its own national contingency arrangements so troops will not cover in future disputes. Most local difficulties are solved by consultation and good sense. Which is how it should be. The culture of the service could never be transformed overnight. Some of its traditions – bravery, camaraderie, team support – are to be admired, and are vital to our safety. But things are changing and it is encouraging to see fire and rescue staff playing their full part in comprehensive, multi-disciplinary strategies to create safer and stronger communities. The fire and rescue service is a proud, effective part of our public life. The challenge for us all is to ensure that all stakeholders work creatively to develop its full potential. nJohn Ransford is deputy chief executive at the Local Government Association
