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Exclusive interview: Julie Burnett, Chief Executive of South West Fire Control.
Julie Burnett is the Chief Executive of South West Fire Control, and her Regional Control Centre (RCC) in Taunton is part of the first wave of regional control centres (RCCs) coming on line in July 2011. Prior to this role, Burnett worked for Somerset County Council as a Head of Service for Somerset County Services.
What have been the most unexpected issues that have arisen?
It would be easy to say the delay, but we were anticipating it and actually welcomed the fact that it provided us with the time we needed to ensure we complete all of the very detailed work which needs to be carried out. I suppose rather than one issue, it is the complexity of the project and the number of external influences that have affected how we achieve our goals. An example of these circumstances beyond our control but that have been critical for our local team, include governance arrangements for the future.
What advice would you give to those standing a few months behind you in terms of RCC roll out, but in the same position?
I know them very well so I wouldn’t dare to give them advice! We meet on a monthly basis. We are working very closely, especially the first wave which consists of ourselves, the West Midlands and the North East. We regularly share information, best practice and experiences as a group.
If you had to do this project again, what aspects would you change or tackle first?
I’m not sure, as there is not very much I could change because of the governance structure in place, which naturally guides the way in which we work. I think if you had arrived in this role from the commercial world, there would be a certain amount of frustration at how much time discussions and the consultation process can take. But the governance structure means that’s the route you have to take and it is vital in ensuring that we meet the needs of all our stakeholders.
A lot of things that are time-consuming are also outside our control. We have board meetings once a month so, of course, that restricts the pace of implementation. But it also means we can give each step the amount of attention to detail that is required. Every paper we take to the board has been thoroughly researched so we don’t have to go back to them with more changes, leading to a smoother and more effective implementation.
What has been the biggest headache?
In the first instance, the first three RCCs to go live – South West, North East and West Midlands – worked together for six months before any other RCCs joined us. In an ideal world, all of us would have been appointed at the same time, which would have meant input from all, from day one. The more heads you have the better, and the wider the perspective. But I know that that wasn’t practical and even just being able to work with the other two first wave regions made a big difference.
What has been the most challenging aspect for you?
For me, because I’m not from a fire and rescue service background, it has been understanding what this project means for the fire and rescue services and the affected staff in the South West, and developing a better understanding of their processes. It has meant a lot of visits and discussions, which have been really valuable in not just understanding the project, but also really understanding the people it will impact upon. Even then, it took some time to develop a comprehensive understanding of the project.
Which stakeholders have been the most helpful?
I would say both the Regional Project Team and the FRSs in the South West. The latter allowed me access to their control room staff across the region for feedback, which has meant we can take concerns and feedback from control room operators into consideration.The Regional Project Team, whose objective is to deliver the project on behalf of the FRSs in the South West, has worked very closely with us and is are very much focussed on the transition aspect of the project, about which they have been a highly valuable source of information and knowledge.
Will it work?
If everything is delivered as promised then yes, it will work. That is the role of our Regional Project Director, Clive Kemp, to deliver to the region what CLG detailed when the project was first introduced. I am confident in the work being carried out across the region that as long as we are delivered everything we have been promised, then this project will work.
