Plans for new senior officials for fire authority

A critical inspection report of Shropshire and Wrekin Fire Authority, issued in 2024, identified a cause of concern relating to governance

Two new senior officials are set to be recruited by a fire authority as part of a major restructure of the organisation.

A critical inspection report of Shropshire and Wrekin Fire Authority, issued in 2024, identified a cause of concern relating to governance, with more feedback from its own staff reinforcing these concerns.

The fire authority said this indicated that the current structure of the organisation "may not fully support effective decision-making and accountability".

At a meeting on Thursday, councillors will be asked to approve the recruitment of two key posts: a new assistant chief fire officer and a section 151 officer, responsible for the authority's finances.

The meeting of the Brigade Managers' Employment Panel Committee will be held at Shrewsbury's brigade headquarters, where it will be asked that discussions are held behind closed doors, excluding the public and the press.

The inspection report, which is not available for the public, also provides an opportunity to review and amend the job descriptions for these roles.

Background papers say that the major restructure was agreed at previous meetings of the authority and the financial aspects were approved at the budget setting in February.

Some £250,000 was allocated for investment, alongside an additional £150,000 from the base budget to support investment in permanent roles. Reserves have also been identified to fund fixed-term positions.

WhatsApp controversy

The authority became the subject of scrutiny after two senior fire officers were investigated over claims they exchanged "deeply concerning" and sexist WhatsApp messages, which emerged in April 2024.

Shropshire chief fire officer Simon Hardiman and his deputy Adam Matthews were investigated over the messages, with Mr Hardiman given a written warning and allowed to return to work.

Mr Hardiman apologised "for the upset that has been caused", and said what had been reported did not represent him as an individual.

However, Mr Matthews resigned from his post.

In July, the fire authority discussed updating its social media rule book in the wake of the scandal.

'Need for change is clear'

At its meeting in June, the fire authority was told that the service restructure has been developed in response to feedback from staff, the His Majesty's Inspectorate of Constabulary and Fire and Rescue Services (HMICFRS), and the senior management team.

"The restructure is designed to enhance service efficiency, governance, workforce development, and operational effectiveness, ensuring the service is well-equipped to meet the evolving needs of the communities of Shropshire while delivering value for money," papers to the meeting said.

The restructure includes key areas of investment such as health and safety, ICT, and human resources.

The documents say that a review identified gaps in leadership, resource management, and digital transformation, leading to targeted investment to enhance service resilience and risk reduction.

"The need for change within Shropshire Fire and Rescue Service is clear, as the current structure has remained unchanged for a number of years," the documents said, adding that the restructure was essential to effectively deliver objectives.

A review of existing posts was undertaken to identify areas requiring investment and to evaluate the necessity of current vacant positions.

"The restructure will seek to balance permanent investment in roles, with targeted use of reserves for fixed-term initiatives, aligning financial planning with organisational priorities," the report in June said.

It added: "Looking ahead to 2026 and beyond, a further financial review will be conducted as future budgets become clearer, ensuring that long-term financial planning continues to align with the service's evolving needs.

"The phased approach to recruitment will allow for ongoing budget monitoring and flexibility, ensuring alignment with current financial allocations, while maintaining a flexible structure in 2026, when strategic goals will be reassessed."