National organising strategy

In the Fire Brigades Union, we organise to overturn the power imbalances which drive the daily injustices faced by our members across their communities and workplaces.

We recognise that, for over a decade, austerity measures and neo-liberal policies have eroded the investment, standards, staffing and equipment that firefighters rely on as they undertake their dangerous profession.

Organising has at its core the simple truth that we cannot overcome these injustices without standing together. By working as a collective we bring together our power and amplify our voice.  

A union is the workers, and the Fire Brigades Union is the tens of thousands of firefighters and firefighters control who are our membership and make a daily, positive difference in their communities.

Everything we do must have the workplace at its core. We organise to build a union that draws its power from the diversity and confidence of our members, empowering them to take collective action and strengthen our organising from the workplace up.

We recognise that the structures of power in society are not felt equally. Our women, Black and Ethnic Minority, LGBT+, and disabled and neurodiverse members are among the most dedicated and talented in our ranks. To build the power needed to address the issues we all face in the fire service, we must prioritise equity and equality in our workplaces and in our organising.  We must use our collective strength to empower and win with those of us from racialised and marginalised groups and communities.

This document sets out our aim, strategy, and guiding principles to organise in the Fire Brigades Union.  Alongside this document we will provide ongoing ‘how to guides’ to equip activists and officials with the tools they need to organise effectively.
 

Under Rule A2, the FBU Rule Book states that one of the objects of the Union is

“To organise all those employed in the provision of firefighting, rescue or related services”.

Under the same rule, the Rule Book sets out another objective, namely:

“To secure that only members of this Union are employed in roles covered by the National Joint Council Scheme of Conditions of Service for Local Authorities Fire and Rescue Services.”

A further objective is:

“To support and promote working class unity through the Trade Union and Labour movement and therefore to oppose all forms of discrimination whether on the grounds of race, creed, sex, sexual orientation or otherwise.”

Additionally, the Rule Book identifies that

“The foundation of the Union’s democratic structure shall be the organisation and representation of all members at their place of work, uniting them in workplace Branches in pursuit of common aims”. (Rule C1).

Our organising strategy is built around these fundamental FBU rules. 

To build the industrial power needed to address the issues affecting FBU members, the fire service and their communities, and to secure the terms, conditions, and status due to them, every workplace across the Fire and Rescue Service (FRS) must have an effective and organised FBU Branch (see section 2.1).

Building true power is done through the identification and development of workplace leaders who empower, and in turn are empowered by, members who themselves are confident taking action to fight and win on issues in their workplace and across the FRS. 

The tactics we use to deliver our organising strategy include, but are not limited to:

Recruit:

• In industrial relations size matters!  As the Fire Brigades Union, our membership is made up of the vast majority of serving UK Firefighters and Firefighters Control. This gives us an unrivalled collective legitimacy and strength when fighting for the issues which matter most.
• All Branches, Brigades, and Regions in the FBU must maintain and implement a constant recruitment and retention plan to maximise FBU density across all FRS workplaces.
• The most common reason workers do not join a union is that no one has ever asked them. Branch Officials and active members on watches are best positioned to recruit members, both at the start of their career and through every progression. It is incumbent on every level of structure in the union to support the recruitment and building of strong union networks across every FRS workplace.

Map:

• We cannot wield the power of a well organised union if we do not retain an accurate picture of where our membership is.
• The development of this ‘picture’ at every level of the union is done through a process called ‘Mapping’ and it is an essential skill and practice of all FBU officials.
• Every inaccurate record on our membership system is a potential challenge to the legitimacy of a ballot for industrial action in pursuance of a dispute.
• When members move from workplace to workplace, gain promotion, or leave the service, we must ensure that our membership matrix is accurate and up to date. We need to know when branches haven’t got reps in place. We need to identify branches where membership is low or changing. When these issues arise, we need to provide support and arrange meetings to overcome them. This is achieved through systematic, and ongoing mapping of the membership and workplaces in every FRS.
• Mapping is a process that is always ongoing, and it makes the union stronger by the very nature of it being undertaken by officials.

Build:  

• Building a strong branch starts and finishes with members taking small actions.  Being empowered to take on responsibility for the success of their union with encouragement and support from more experienced union activists.  This can range from attending a branch meeting, updating union noticeboards, and talking to new recruits, all the way to being elected as a branch official, attending national campaign rallies and building for strike action.
• Members must be engaged, and Reps motivated, through regular communication, activity and encouragement.
• The raising of collective issues and members working together to challenge bad practice at the workplace level is the most effective way to build the confident, strong, and sustainable structures we need as a union to develop the nation-wide power which will win real change.

Activist development:

• The identification, development, support and encouragement of members to take on responsibility and become effective officials and activists in the FBU is central to the strategy and tactics we employ to build power for firefighters.
• The FBU’s Education Programme plays an important, positive part in this process and the encouragement and support that officials provide in driving new activists through the programme is critical to its success.
• Equally, the development of networks of peer support and resources around organising will be pivotal in this process.  

1.1 Our Organising Principles

FBU organising is built around the following organising principles. These principles consciously aim to place the workplace at the heart of union-building.

1. The fire service workplace is the building block of the Fire Brigades Union. Our workplaces are our union branches. They are the primary structure to allow all members equal representation on political, industrial, and other matters. The workplace is the point where FBU members will see and feel the exploitation of bosses and politicians. It is therefore where we must build the union’s power.
2. The ability to withdraw your labour through effective industrial action is the most demonstratable example of worker power. Organising and activity at every level of the FBU should be in furtherance of building the ability and confidence of members in every workplace to deliver an overwhelming majority in a ballot. By doing so, members and managers alike will feel the union’s industrial power. This, in turn, will build member’s confidence and shift the balance of power in the workplace to our member’s favour.
3. We recognise that the interests of our employers are different, and opposed, to the interests of FBU members. Fire & Rescue Service employers constantly seek to coerce FBU members to undertake as much work for as little pay as possible. In addition, employers have shown a ruthless willingness to lower standards and compromise the safety of FBU members to achieve job cuts and budget cuts. When they succeed, they then seek to encourage other employers to use these examples to engage in a ‘race to the bottom’. The Fire Brigades Union seeks the opposite. We organise in the workplace to prevent members being exploited or discriminated against. We negotiate nationally to achieve agreed pay rates and conditions of service to serve as a minimum standard for all members to work to. We organise to give FBU members a powerful voice in their own industry and deliver safe, equal workplaces, fair pay and good terms and conditions.
4. An injury to one is an injury to all!  Equity and solidarity with all members and their communities is at the heart of everything we do as a union.  Fighting and winning on the issues which affect those least represented in positions of power within our society, the fire service, and within our union is a responsibility of every member and official in the FBU.
5. Successful union-building must be democratic, inclusive, and focused on every FBU member in every workplace having a stake in the issues we fight for.  Members are strongest when they are empowered to organise themselves.  We recognise that our union becomes strong, and our activism increases, by encouraging collective action and responsibility of our members in campaigning, organising and other union activities. Union officials and leaders must avoid the trap, now amplified by social media, to become the centre of attention in a campaign. Our aim must always be to build our union by giving new activists the support, and encouragement to organise themselves around FBU principles in the workplace.

FBU Aim for Organised Workplaces

To achieve, as close as possible, 100% FBU membership in all Grey Book roles, and build every FRS workplace into an active and engaged FBU Branch, organised by a local team of motivated & informed FBU Branch and Equality reps.

2.1 What an organised FBU Branch looks like

In an organised FBU Branch:

• There is a high level of FBU membership and activity and all seats on a branch, sectional, brigade or regional committee are filled by members with a willingness to develop into the role and take action to build the union group.
• Meetings are held regularly, chaired effectively, and are well attended.  All members are able to fully participate and take responsibility for putting into action democratic decisions of the meeting.
• Members prioritise and participate in FBU activity such as attending rallies, lobbies, or demonstrations.
• Members are raising issues, building actions around those issues, and winning positive change at the branch level.
• Members understand issues which disproportionately affect colleagues from underrepresented groups and all in the branch are taking responsibility to raising and winning on issues of equality.
• There are elected FBU reps who represent members locally and at Brigade Committees and officials are delegating responsibility and power down to their members, and actively seeking and supporting new officials and active members to get involved.
• There is effective communication between the Branch and wider FBU structure.
• The FBU is a visible and active presence in the branch. There is an up to date and engaging FBU Noticeboard. Although often overlooked, an eye catching and up to date FBU noticeboard is an important declaration to bosses, visitors and other FRS workers that ‘this is an FBU workplace’.  

2.2 Who is responsible for FBU organising?

Under FBU Rule, all members of the FBU have a responsibility to be active members in their branch.  Union membership is not an insurance policy, rather it is like a gym membership; unless you are actively using it you and your colleagues will not get stronger.

Organising is a vital role for every FBU official, at every level and all sections across the Union. We all contribute to FBU organising by identifying key issues in our workplaces, giving members confidence to stand up for themselves, and building and supporting wider membership activities. 

Download the appendices PDFs below:

Appendix - How to have an Organising Conversation - National organising strategy.pdf

Appendix - Mapping - National organising strategy.pdf

Appendix - Membership - National organising strategy.pdf