Engaging and Building Closer Relationships

During our CRMP consultation our stakeholders and communities told us they have a positive view of the fire and rescue service, but many admit this is from a narrow point of view. In addition, we are being encouraged to demonstrate more visible community leadership. In response we are better matching our services to community and user needs including:

• Increasing access to all our services based on People Impact Assessment
• Harnessing customer insight to improve our services
• Tailoring services designed to meet the needs of all our customers, whoever they are
• Using the latest technology to engage with customers through targeted campaigns

We will continue to improve our internal and external communications in a changing environment and constantly look for new ways to showcase the work BFRS does, reach new audiences and engage with our staff. All whilst protecting the reputation of the Service. Our communication and engagement priorities are to:

• Make a step change in strategic corporate communication and engagement which supports BFRS's mission and strategic commitments
• Enables BFRS to become an established and identifiable brand by staff, our partners, and our communities
• Tailor communications to different audiences to maximise impact
• Raise the profile of BFRS at community events, stakeholder meetings and engagement activity
• Promote the work of the fire and rescue authority

Our approach is to:

• Develop new channels of communication including co-designing and building a new website, use video and podcasts, and strengthen our social media presence
• Support the Service’s vision by preventing deaths and injuries through community safety campaigns and interventions
• Support public consultation and engagement through improved and accessible communication and engagement
• Develop new approaches to communication which reduces costs whilst providing effective and measurable results
• Align with the new Fire Standard on communication and engagement
• Maintain excellent relationships with all employees through open and timely two-way communications, bridging the gap between green and grey book and striving to improve the strategy of staff recognition within the Service
• Promote and celebrate the success of the organisation and to enhance its reputation
• Provide the tools, resources, and communications channels to allow us to work with Fire Control, crews, and partners to deliver accurate and timely public information on operational incidents and emergencies
• Support the work of our partners and play our part in campaigns and initiatives aimed at improving public safety
• Supporting the Authority’s priorities which ensure that the service performs efficiently and in the best interests of the public and community it serves

Through our consultation activity we will work to The Gunning Principles which are:

• When we consult, we consult on plans and options at a formative stage i.e., before they have been decided
• We will explain simply and clearly why a consultation is taking place and provide enough information to enable people to understand the proposals or plans being consulted on. Information will be made available in a range of formats and in plain English so that people can provide considered responses to a consultation
• We will allow people enough time to respond. We will hold our consultations for long enough to enable as many who wish to submit a response to do so including statutory consultations
• The results from a consultation will be considered by the appropriate decision makers within the organisation and considered when a decision is being reached. The results of a consultation will be properly considered
• We will let people know what happened because of our consultation. We will provide feedback on the results of the consultation, the decisions that were made and what has happened or will happen as a result. We will do this through our existing communications channels and stakeholders