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In an era of increasingly complex demands on emergency services, Hertfordshire Fire and Rescue Service (HFRS) is embracing cultural change under the leadership of Chief Fire Officer Alex Woodman. With a background spanning policing, local government, and now the fire service, Alex brings a fresh perspective to a sector traditionally known for its strong culture and deep-rooted practices. I talked to Alex about his role in episode five of our For Every Response podcast, and his insights are useful for any leader aiming to encourage cultural shifts in their workplace.
From the start of his time as Chief Fire Officer at HFRS, Alex was struck by the need to engage with frontline staff and encourage openness. “When I came in here, people were quite cautious about giving feedback because they hadn’t had the best experiences previously,” he recalled. Determined to rebuild trust and confidence, he prioritised dialogue with colleagues across the organisation, seeking diverse views and honest reflections.
One tangible result of this approach has been changes to fire stations themselves. Some stations now feature individual sleeping facilities and showers – a shift from communal arrangements that, while long-standing, didn’t always provide the privacy and dignity staff deserved.
There was initial concern that these changes, such as more private locker rooms, might disrupt the camaraderie of station life. However, Alex said these fears have proved unfounded: “We’re meeting in other ways. We’re doing things in different ways.” Staff have come to appreciate the improved environment, which supports both dignity and collaboration.
“We can have the best policies in the world. You can have the glossiest website in the world. But if you haven’t got that relationship with the people you work with, you haven’t got a good set of cultures, values and behaviours, you’re struggling.”
HFRS, like many fire and rescue services, faces a shifting operational landscape. Traditional fire incidents remain a priority, but the service is increasingly called upon to tackle diverse emergencies, from water safety rescues to road traffic collisions, and provide support during healthcare crises.
Alex highlighted how climate change has brought new challenges to the forefront. “Eighteen months ago, who would have thought we’d be reporting on wildfires in the way that we were across the UK – 40 degree temperatures,” he said. Successive heatwaves have underscored the need for fire services to adapt to new types of incidents and environmental conditions.
This evolving risk profile requires not only operational readiness but also effective inter-agency collaboration. With NHS and ambulance services facing significant pressures, HFRS has increasingly stepped in to support other organisations. However, Alex cautioned against “cost shunting” between agencies, emphasising the need for clarity on roles and responsibilities, especially amid tight financial constraints.
“We are operating with very tight financial windows in an ever increasing demand service, and the public quite rightly expect that service to be exemplary whenever they call on it.”
At the core of Alex’s leadership philosophy is a commitment to building a robust, adaptable organisation. The recently launched community risk management plan is central to this effort. “It’s a crucial document for any fire and rescue service,” he said, outlining how the plan provides a framework for aligning resources, operations, and strategic priorities.
Under Alex’s leadership, HFRS is evolving – not through sweeping reforms but by focusing on doing the “small things well.” This emphasis on getting the basics right, while building a culture of trust, openness, and adaptability, is shaping a service that is better prepared for the challenges of today and tomorrow.
“I want to make sure that we’re putting people at the centre of all of our decisions, whether that’s the way that we recruit, the way that we retain, the way that we implement policy.”
Listen to the full interview using the link below or through your favourite podcast platform.
