> Resourcing

Strategic resourcing assists effective organisational management by identifying potential changes and implementing improvements in advance. This ensures the Authority can plan for the future and will manage the Service to meet Public Safety Plan goals.

Over the next five years we will develop and implement a Resourcing Strategy, enabling us to:

Prepare for any changes ahead, through effective profiling and forecasting

It is vital that we can effectively plan for the future. We use a variety of means to expertly scan the horizon, looking for internal and external influences which will affect the way we work. This is a proactive and forward-thinking approach which allows us to target funds where they are most needed, invest in our staff and see obstacles before they arrive at our door.


Examples of what we are doing:

Refresh the workforce through new ways of working

We know from our proactive workforce planning data that, despite ongoing reductions in funding over the life of the Medium Term Financial Plan, we still need to refresh our workforce. Bringing new people into the Service will bring huge benefits for us and will ensure we continue to keep the right skills in the right place; keeping the people of Buckinghamshire and Milton Keynes safe.


Examples of what we are doing:

Develop flexible working practices

We are now using a wide range of valuable data to support demand and risk-led people resourcing. This enables us to put the right resources in the right place at the right time. People may need to change the way they work a little in future and adapt to this change, but the Authority is mindful that flexibility goes both ways in a modern fire and rescue service, so wherever possible we are committed to flexibility that assists our employees too. As an emergency service with a positive attitude towards employee involvement, we can all work together to achieve this aim.


Examples of what we are doing:

Provide alternative working arrangements

We will always do what we can to make appropriate, reasonable adjustments for employees who need them. This is part of optimising the contribution and well-being of our people.

For example, recent changes to the Firefighter Pension Regulations mean that firefighters will be working for longer. We are committed to harnessing the skills of our older employees to support them as the profile of the Service changes. We will look for ways to adapt our working arrangements for employees wherever we can to support their futures and the future of the Service.


Examples of what we are doing:

Explore collaboration and secondment opportunities with other organisations

It makes sense to share excellent services where quality and efficiency are improved. We are therefore proactively looking for ways to share and achieve more with others in the future. This exciting opportunity to show our commitment to providing better value for money through collaboration and secondment opportunities sets us apart as a modern fire and rescue service.


Examples of what we are doing:

Assist with the future design and shape of the Service

Longer term financial planning brings confidence and stability. In our Service we know that the outlook for funding will mean a reduction in our Government grant, however the majority of our funding is linked to local growth through council tax revenues. This means that for our Service our position is more stable than others. However, we still have to prepare for the reduction. This is why we have the Medium Term Financial Plan and are always looking for new ways to improve services.


Examples of what we are doing:

Engage with an ageing workforce and younger employees

Having an ageing operational workforce is an emerging concept for us, as traditionally firefighters and officers have been financially tied to leave the Service after 30 years. The changes to the Firefighters Pension Regulations 2015 mean that firefighters may work until they are older. We therefore need to adapt, ensuring we can harness the skills of an older generation of operational employees.

We also recognise that we need to refresh many areas of the Service and invest in the future by developing and engaging our younger employees. We are committed to the Government’s pledge to reducing numbers of young people who are not in education, employment or training and will look to engage with young people wherever we can.


Examples of what we are doing:

Provide a wider range of services and diversify

The landscape of the fire and rescue services has changed considerably over recent years. We have experienced a dramatic fall in the number of incidents we attend. Amongst other factors, this is down to us being excellent at prevention. Our mantra of “prevention is better than cure” has been a huge success and we are now able to turn our hand to helping even more people, by providing more services to improve the lives and safety of those who live, work and travel in Buckinghamshire and Milton Keynes.


Examples of what we are doing:

Develop outcomes that specifically support Equality and Diversity

Buckinghamshire and Milton Keynes Fire Authority are fully committed to equality and diversity. The Authority recognises that we must make fairness and inclusion fundamental to everything we do in order to achieve our aim of making Buckinghamshire and Milton Keynes safer.

The Authority believes that a workforce who better reflects the diversity of the local working population will create a stronger, more enriched and well informed organisation, able to meet the expectations for a modern fire and rescue service.


Examples of what we are doing:

> Resourcing latest news

Letter of thanks to Beaconsfield Crews

Last Tuesday Beaconsfield Blue Watch hosted the local Beaver Group and assisted with the children gaining their "Safety Activity Badge" Evening Carl A huge Thank You to you and Ant for hosting the 4th Beaconsfield Beavers (and a few cubs and Klingons) last night. We all thought...

Operational crew visit Thames Valley Fire Control

On Wednesday the 19th of April 2017, Beaconsfield Fire station On-Call unit visited Thames Valley Fire Control to meet the control operators and get a better idea of how emergency calls are taken and the services assets are mobilised across all three counties (Buckinghamshire, Berkshire and...

How to contribute to the People Strategy

Our People Strategy demonstrates how Buckinghamshire and Milton Keynes Fire Authority (BMKFA) will create the environment to optimise the engagement, commitment and professionalism of all our people to achieve the Authority’s Vision, Aims, Priorities and Objectives that are set out in the Public Safety and...

Prepare for change

 Securing a stable financial future The CFO is working hard at a political level to secure a long term financial forecast. However, a range of scenarios have been modelled to effectively prepare for different financial positions.   Planning to our budget This table from the Medium Term Financial Plan...

Develop flexible working practices

Marlow Fire Station alternative crewing model One of the work streams of the area reviews and on-call improvement projects is to explore a more flexible approach to crewing arrangements at on-call fire stations. Marlow Fire station has been identified to pilot a flexible crewing system where staff...

Provide alternative working

Prevention is better than cure The Authority has published a fitness procedure for all operational staff and is committed to establishing a positive, well-being culture throughout the whole Service.  The procedure also encourages support services employees to be involved, as keeping fit and healthy throughout your...

Explore collaboration

In June 2015 the Fire Authority signed off a Memorandum of Understanding with Royal Berkshire and Oxfordshire Fire & Rescue Services. The purpose of the MOU is to commit each fire and rescue service to look at collaboration within the Thames Valley as a first...

Assist with the future

Reduced numbers of incidents Over the last decade (between 2002/03 to 2012/13) there has been a dramatic reduction in the number of fire related incidents and consequent deaths and injuries across the country.   2002/03 – 2012/13 England Buckinghamshire & Milton Keynes Fires (table 3a) 63% 54% Non-fatal fire casualties (table 3g) 54% 68% Deaths (table 3e) 35% Too...

CFOA ageing workforce research participation

There has been a lot of research around how we can adapt to support an ageing operational workforce in the future. This is why our People Strategy clearly sets out our intention to refocus and ensure older Fire-fighters are fully utilised throughout their careers. Our Head...

Buckingham dementia-friendly alliance

A dementia-friendly community is one that continually works to improve social inclusion and quality of life for people with dementia and one that involves the whole community working together. Over the coming months employees at Buckingham Fire Station are planning to talk to as many small...

Child obesity

Buckingham Fire Station personnel are currently planning two initiatives to help tackle the growing child obesity problem. The first initiative will target key stage two children who will attend the Fire Station as part of their curriculum to be given basic nutritional guidance by one of...

Co-responding to medical emergencies

The Service has been working closely in collaboration with South Central Ambulance Service (SCAS) since March 2014, providing co-responding assistance to medical emergencies. SCAS, as with many ambulance trusts, are experiencing difficulties in meeting their attendance times to red one and two emergencies. This is mainly...


Following the Government’s announcement on the 14 June 2015 stating their intention to enshrine in law, the commitment to create three million apprenticeships by 2020, and for public sector bodies to play a mandatory role in achieving that commitment, Buckinghamshire and Milton Keynes Fire Authority...

Succession planning

We know from our workforce planning data what knowledge, skills and experience we are likely to lose soon. This valuable data allows us to prepare for the future and develop our people for new roles and responsibilities in the longer term. For example, by using a...

Our equality and diversity objectives

Our overall strategic objective is to employ the best people. We will do this by:   Recruiting, engaging and retaining the most high-performing, highly motivated people regardless of age, disability, gender reassignment, pregnancy and maternity, race, religion or belief, sex, sexual orientation. Aiming, over time, to employ a...

Urban Search and Rescue (USAR)

Centrally located, outside of London with quick and easy access via the trunk road network, we are able to provide an excellent response to the South-East, the Midlands and reach into London. This can offer greater resilience than USAR team’s “city based” that could be...