By John Springle Past President FS 1994-1998

The Trinidad and Tobago Fire Service was established as a separate and independent entity in 1951. It can be said that at that time recognition had at last been given to the fact that such a technical and specialized function as firefighting should be under a separate organization and could no longer be considered as the responsibility of the police force. During that time Trinidad was still under colonial rule but with the emergence of the new organization many independent minds surfaced thus facilitating the growth and development of the Fire Service.

The advent of the new Trinidad and Tobago Fire Service brought about a feeling of independence within its members. Firefighters recognized the need to align themselves with established associations and unions that could represent them in matters of civil disputes and human relation problems. However there was no form of established union within the organization with which they could align themselves. Members joined the Civil Service and Teachers' Union, which operated as one unit representing at least four (4) different types of Associations/unions. Each sub- unit focused on particular objectives, none of which specifically addressed the needs of Firemen. The inherent plurality resulted in a ''pulling and muggings within the general populace of the Fire Service. In an effort to deal with the escalating problems Fire Officers saw the need to form an appropriate body that could understand the unique needs of firemen. Natural leaders emerged from within the ranks of the Fire Service. These individuals were deemed capable of representing the members of the organization. The new association was called the Branch Board Representation. The birth of the Fire Service Association as provided for in Act 31 of 1965 gave credence to that body and the Fire Service Association was formally established to represent fire officers.

Under Act 31 the Association was not permitted to function as a trade union. Clearance was given for Association members to be elected to various committees established by the Fire Service Administration to put forward the views and expectations of rank and file members of the Service. The Association (had power to negotiate with the Minister of Finance in respect of matters such as:

1. The classification of Officers
2. Grievances
3. Remuneration
4. Terms and conditions of employment

The early members of the newly established Association were allowed the freedom of making contributions and decisions at a level that was not possible prior to the inception of the Association. The formative years of the Association saw their fair share of dilemmas, and the confusion surrounding the numerous problems that the legitimate Association encountered from members within the organization was apparent to many. But the Association's executive persevered, and the uphill task they undertook to instill understanding, co-operation and adherence to good working relation practices was well worth the effort.

The Association's executives were faced with long, tedious and onerous negotiations for the improvement of salary and wages, equipment and accommodation but the newly formed Fire Service Association faced that task admirably. The Association saw itself making a valid contribution to the Fire Service and society vis-à-vis the protection of the economy. New and visionary leaders entered its ranks, but along with this infusion of thinkers came the obvious intrusion of self- serving individuals whose decisions did not always benefit the greater cause. This resulted in the intervention of the Registrar General. Notwithstanding these minor setbacks members of the Association were steadfast in their objectives to make the Fire Service one of the best supportive bodies for any young person building a career in fire fighting. It is with this in mind that the Association and its executive members in that era put forward a rather innovative development plan for the expansion and growth of the Fire Service. The plan provided for diverse promotional opportunities, training, reclassification of salary ranges and the acquisition of specialized appliances and equipment.

The association also gained consultation status for matters pertaining to the overall growth and upward development of the Fire Service particularly in areas dealing with human resource development, accommodation and health and safety. The handling of grievances, salaries, hours of work and other related benefits such as vacation leave, sick leave, compensatory leave, uniforms and the allocation of adequate tools and equipment for effective job performance were also negotiated by the Association.

During the late 1970's the Fire Service association participated in many struggles for the improvement of salaries and other conditions of employment. Fire Officers were reclassified with higher salaries as a result of these negotiations and at the same time new laws were introduced with the Fire Service being classified as an essential service under the Industrial relations Act No. 23 of 1972. The Industrial Relations Act prohibits members of an essential service from engaging in industrial action.

The industrial relation climate in the Fire Service has had its high and low periods over the years. There were many confrontations between the Association executives and the Chief Fire Officer. A campaign was mounted by the Association for the removal of a senior officer from the Fire Service and this action severely reduced his chances of being appointed as the Chief Fire Officer. There were also many struggles for the construction and improvement of stations. The revolutionary and progressive nature of the Association was at an all-time high when several executive members of the Association marched in front of the Ministry to highlight their cause and determination to obtain the best for fire officers. There was the case when a Permanent Secretary refused a senior member of the Association's Executive a hearing and other serious clashes all aimed at obtaining the best possible benefits for Association members and the Fire Service by extension.

Within the executive of the Association there was serious jostling for the control of the association. This in itself contributed to the continual growth and development of the Association. In its quest to make a meaningful contribution to the Fire Service, the Association was given the opportunity (with government's approval and support) to offer training in Industrial Relations to association members, at the Cipriani Labour College.

The 1980's saw the Association having to deal with the downturn of the economy, inflation, cutbacks by the Government and the disappearance of the oil boom. During this period of depression, the Association had to deal with the placement of a new government and the loss of annual increments and salary cuts. The threat of privatization forced the Association to undertake extensive research to validate the position of the Fire Service as en essential service that would be best kept under the umbrella of the Government. In the struggle to maintain the existence of the organization in its present form, information was sourced from places such as England, Holland and France. However, the Government did not pursue the matter.

It will be naive to state that the relationship between the Association and the Fire Service Administration was always amicable. There were many diverse opinions on either side as regards to policies and rules pertaining to managing the human resource. The administration of these rules and policies by some officers who bad their own interpretation of what is right and what should be done led to many clashes between the association and Administrative Officers which eventually led to confrontation and a breakdown in industrial relations. The Association in an effort to continue its work on behalf of its members sought the inclusion of the press to highlight the many ills that it saw. While these clashes or confrontation existed, what was foremost in the minds of all concerned be it Association or the Administration, was the preservation of the Fire Service as an organization and efforts were made on every side of the divide to maintain the working relationship and cordiality.

As the Association continued on its path to ensure that good industrial relations practices prevailed, it was felt that the Fire Service had been operating over the years, without its own body of regulations. When matters concerning personnel of the Fire Service were to be addressed, one had to resort to several pieces of documents from other organizations to deal with the Fire Service. Over the years several failed attempts were made by previous Association executives to have established its o w n regulations, eventually success was achieved and a complete body of regulations was compiled in October 1998. While these rules are not cast in stone they represent a strong foundation which no doubt will Influence the decisions of existing and future members as they deal with the ever-changing face of the Fire Service. The Fire Service Association can look back with a deep sense of pride on the contribution it has made towards a better Fire Service. Tribute must be paid to the early members of the Branch Board era and persons who followed after such as deceased Fire Officers Carlton Clarke, Conrad La Chapelle, Kenneth Edwards and Ernest Greaves. The list of outstanding contributors also includes retired Fire Officers Julius Forbin, Tilbert Prince, Newlyn John, Arnim Titus, Carlton Johnson, Peter Greaves, Kennedy DeCoteau, Peter Reynald, Kenneth Renaud, Kenneth Grayson and Chicker Gunness Lalla and Fire Officer Kenrick Bethelmy presently attached to the Fire Prevention, Northern Division and others too numerous to mention.

In retrospect, one cannot truly list the many valuable inputs made by the Fire Service Association in pursuing the industrial relations perspective. However as a direct participant in the Association and a member of the Fire Service Administration, I would like to state that the Fire Service Association has made a concerted effort in bringing to bear good industrial relations practices as an inherent part of the organization. From my observation and experience as part of the national movement for the improvement of employee/employer relationship it is evident that through the industrial relations practices in the Trinidad and Tobago Fire Service officers will receive the support required to deal with the many challenges in this every changing and developing organization and modern world of work.

The impact of Industrial Relations practices on the Fire Service as an organization is significant. The Association representing Fire Officers must mount the vehicle of change and maintain a positive partnership with the other shareholders within the Fire Service to ensure that the organization meets the challenges of the 21st century.