The forthcoming transfer of the West Midlands Fire and Rescue Authority (WMFRA) to the regional mayor’s control in 2027 is underway, yet significant concerns remain about readiness and inherited challenges. This major shift, part of the Government’s devolution plans, will also see the Office of the Police and Crime Commissioner (OPCC) move under the mayor’s oversight the following year.
Richard Parker, leading the transition, acknowledges the complexity but asserts that teams from both WMFRA and the Office of the Police and Crime Commissioner are working collaboratively to manage the wide-ranging implications.
During a recent Audit, Risk and Assurance Committee meeting at the West Midlands Combined Authority (WMCA), questions were raised about the authority’s preparedness to absorb one of the region’s largest workforces. Councillor Ben Evans of Wolverhampton highlighted concerns about becoming one of West Midlands' biggest employers, noting the significant wage and pension responsibilities involved.
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Beyond financial and logistical challenges, Councillor Evans also pointed to the deep-rooted cultural issues within the Fire Service. Historic allegations of bullying and harassment led to a major government inspection, problems the Combined Authority will inherit as part of the transfer.
Dominic Mika, WMCA Strategic Lead for Fire and Police Transfer, stressed that the teams are fully engaged in understanding and addressing these challenges. “We’re aware of the scale and depth of what’s involved,” he said, “and we have a tight timeline, but we believe we have a good handle on the requirements.”
Union representation remains a critical factor in this transition. Councillor Evans emphasized the importance of the Fire Brigade Union (FBU), respected for protecting its members in a hazardous profession, having a strong voice during the transfer process. Mika confirmed ongoing close engagement with trade unions, highlighting his personal experience working alongside the FBU and the commitment to continue inclusive collaboration.
Addressing the cultural issues directly, Mika acknowledged the significant impact such problems can have. Drawing on his extensive background with His Majesty’s Inspectorate of Constabulary and Fire & Rescue Services and experience tackling similar cultural challenges in South Wales Fire and Rescue Service, he expressed commitment to fostering positive change. “We’ve started to move the corner on culture here in West Midlands, especially with new leadership in place,” Mika added.
As the 2027 deadline approaches, the Combined Authority faces the dual challenge of managing one of the region’s largest employer transitions while cultivating a healthier, more inclusive workplace culture within the West Midlands Fire Service.