Is the Retained Duty System as We Know It Broken?
The Retained Duty System (RDS) remains essential to fire cover across much of the UK, particularly in smaller towns and rural communities. Yet growing recruitment and retention problems raise serious questions about whether the traditional model still fits modern employment and living patterns.
The issue may not be that the principle of locally based on-call firefighters is broken — rather, the system may depend on social and economic conditions that no longer exist in many communities.
Most Fire and Rescue Services Struggle to Recruit Retained Firefighters
The Local Government Association's Firefighters' Workforce Survey 2025 was completed by 47 of the UK's 48 fire and rescue services. The survey found that:
- 77% of responding services experienced difficulty recruiting retained personnel.
- 70% experienced difficulty retaining retained personnel.
This shows retained recruitment and retention difficulties are widespread across the UK, not confined to one service or region.
Services Reporting Difficulty (%)
Source: Local Government Association, Firefighters' Workforce Survey 2025 — local.gov.uk · PDF report
More Than 16,000 Retained Firefighters Serve Across the UK
The same LGA survey estimated 16,499 retained personnel across the UK, alongside 28,464 personnel in wholetime firefighting roles. Retained personnel therefore represented approximately 37% of the combined retained and wholetime headcount. This relates to headcount — not operational hours, appliance availability or incident attendances.
UK Firefighting Personnel (LGA 2025)
Source: Local Government Association, Firefighters' Workforce Survey 2025 — local.gov.uk
On-Call Firefighters Operate Much of the UK's Fire Cover
The LGA has stated that on-call firefighters represent approximately 36% of total uniformed staff, operate around 60% of UK fire engines, and provide fire cover across approximately 90% of the country geographically.
On-Call Firefighters' Share of UK Fire Cover
Source: Local Government Association, Employment Rights Bill briefing — local.gov.uk
Wales Remains Heavily Dependent on Retained Firefighters
Welsh Government workforce figures for 2024–25 recorded 1,779 retained staff across the three Welsh services, alongside 1,521 wholetime uniformed staff — retained personnel represented approximately 54% of the combined headcount in Wales.
Mid and West Wales Fire and Rescue Service
In 2024–25, Mid and West Wales FRS recorded 720 retained staff and 399 wholetime uniformed staff — approximately 64% retained.
North Wales Fire and Rescue Service
In 2024–25, North Wales FRS recorded 487 retained staff and 283 wholetime uniformed staff — approximately 63% retained.
South Wales Fire and Rescue Service
In 2024–25, South Wales FRS recorded 572 retained staff and 839 wholetime uniformed staff — approximately 41% retained.
Retained Share of Headcount by Welsh Service (2024-25)
Source: StatsWales, Fire personnel by employment type and financial year — stats.gov.wales
The Welsh Government Recognises Long-Running Recruitment Problems
The Welsh Government's Fire and Rescue National Framework 2026 acknowledges that meeting the needs of rural communities may be particularly challenging because of long-running problems recruiting and retaining on-call firefighters. The framework states these problems are not limited to Wales and may relate to changes in the rural economy beyond the control of fire authorities or the Welsh Government.
Source: Welsh Government, Fire and Rescue National Framework 2026 — gov.wales (PDF)
The Traditional Model Depends on People Remaining Close to Their Station
On-call firefighters must be able to reach their station within a specified time after being alerted. North Wales Fire and Rescue Service states that its on-call firefighters must live or work within approximately five minutes of their local fire station while providing cover. This means a person may be suitable, willing and capable but unable to join because their home or workplace is outside the response area.
Source: North Wales Fire and Rescue Service, On-call firefighters — northwalesfire.gov.wales
Retained Firefighters Must Balance Training With Their Main Employment
North Wales FRS states that on-call firefighters are required to attend a weekly three-hour training session, alongside initial training, maintaining operational competence and agreed availability — while often working in another primary occupation.
Source: North Wales Fire and Rescue Service, On-call firefighters — northwalesfire.gov.wales
Most On-Call Firefighters Leaving in England Resigned
During the year ending March 2025, 737 on-call firefighters in England left through resignation — 65% of all on-call leavers. By comparison, 160 left through retirement (14%). Resignation, rather than retirement, was by far the most common recorded reason for leaving.
On-Call Leavers in England by Reason (Year to Mar 2025)
Source: UK Government, Fire and rescue workforce and pensions statistics: England, year ending March 2025 — gov.uk
On-Call Firefighters Provide Less Average Contracted Capacity Than Previously
In England, the ratio between on-call headcount and full-time equivalent strength was 0.70 in March 2025. Before 2016, the ratio had generally been between 0.81 and 0.85. Each on-call firefighter now represents less FTE capacity on average than under earlier arrangements — possibly reflecting more reduced or flexible availability contracts.
On-Call Headcount-to-FTE Ratio
Source: UK Government, Fire and rescue workforce and pensions statistics: England, year ending March 2025 — gov.uk
On-Call Firefighters Represent a Quarter of Firefighter Capacity in England
On-call firefighters accounted for approximately 26% of firefighter FTE strength in England as of 31 March 2025. The proportion had risen from around 25% in 2002 to 30% in 2016, before falling.
On-Call Share of FTE Firefighter Strength (England)
Source: UK Government, Fire and rescue workforce and pensions statistics: England, year ending March 2025 — gov.uk
The Retained Workforce Remains Predominantly Male
The LGA's 2025 survey found approximately 92% of retained personnel were male, and approximately 2% were from an ethnic-minority background. This raises questions about whether geographical restrictions, availability requirements, employment and caring responsibilities limit who can realistically join and remain.
Retained Workforce Composition (LGA 2025)
Source: Local Government Association, Firefighters' Workforce Survey 2025 — local.gov.uk
The Central Problem
The traditional Retained Duty System relies on enough suitable people who are:
- Living or working within a few minutes of a fire station.
- Having employers willing and able to release them.
- Remaining available for substantial periods.
- Completing regular training.
- Balancing fire-service availability with family life and another occupation.
Historically, many rural towns had factories, council depots, workshops and farms from which retained firefighters could respond. Today, many people in those communities commute to larger towns and cities, or work for smaller businesses with little capacity to release employees without warning.
The statistics do not prove commuting or changing employment patterns are responsible for every shortage. However, the Welsh Government has linked the challenge to changes in the rural economy, while most UK fire and rescue services report difficulties recruiting and retaining these firefighters.
A Balanced Conclusion
The evidence does not necessarily show that the principle of retained firefighting is broken. The system continues to provide essential, professional fire cover across large parts of the UK, and many retained stations remain dependable and deeply connected to their communities. But the traditional model may no longer align with how many people live and work. The question is not whether retained firefighters remain valuable — their value is clear — but whether services can keep relying on a system that requires people to organise their lives in a way that is becoming increasingly uncommon.
What Do You Think?
We want to hear from serving and retired firefighters, on-call recruits, employers and the public. Vote in the poll below, then drop a comment with your views — what's working where you are, and what would genuinely help fix the Retained Duty System in your community?
All factual figures are drawn from publicly available official statistics and reports; sources are cited beneath each section. The UK Firefighter Hub has not independently verified the underlying datasets and presents them as reported by the issuing bodies.
Comments (11)
I remember in 80s the FBU was very much against Wholetime Firefighters being Retained at there local Retained station but we had a few W/T at my station and it was great having there experience and training. I know the FBU has mellowed now and is a union for all Firefighters now ,but I believe some older hands still believe in the old ways .I believe any Wholetime covering there local station would definitely help availability. Also I not if it's me but does the Fire service get called to everything now not just fires and Rtcs like the old days.
The expectations which fire & rescue services expect today has grown massively not only operationally but theoretically
The requirement to be able to have a socially acceptable work life balance is becoming difficult the continuous monitoring and the need to hit monthly targets feels like big brother .
The comment fire fighter is a fire fighter whole time and on-call comparison is good from a management point of view but the reality on- call is much different and trying cram all the necessary training into a session each week is very unlikely. The expectations for individuals to complete more home study for no extra pay has also expanded dramatically
This is not to mention
Community safety activities, smoke detectors, school visits, SSRI’s, PDR reviews, recruitment
Monthly returns, availability contracts, maintenance of equipment, operational exercises
I just presumed I was too old to join the Fire Service. I knew the whole time had a long waiting list and every recruitment poster shows young women.
When I was asked if I was interested I jumped at the chance to support my village.
The process seemed to take ages and but over all I really enjoyed the training. As a former Royal Marine I didn’t really struggle with the bleep test, but a lot of people did. I have suggested several times there should be a On Call recruitment team that visit military bases where service leavers are on course. (Like the Dock Yard ) in Plymouth. Ex forces simply don’t know about “On Call”.
I have offered to do a 20 min talk on behalf of the fire and rescue, but it falls on deaf ears. A couple of ex forces to chat to service leavers , you might not need a recruitment team.
In my charity work I have recruited 4 people so far to join Fire service . 1 now competent , 2 in development and 1 still waiting on emails?
The political push on fire fighters also doesn’t help. I joined to fight fires, and support my community. Ive found the fire service have a vast amount of experience, but some ‘On Call’ join with experience, and you aren’t listening to us.
That is a huge amount of relevant experience being overlooked, especially when you are already proving the value of ex-forces recruitment yourself.
Why do you think services are so reluctant to properly target service leavers and listen to those already serving on-call?
I served the majority my 30 years Wholetime on the Day Crewing system with an RDS backup. 14 W/T working 2 shifts providing 24/7/365 cover along with 12-14 RDS colleagues.
Towards the end my career, 2008, RDS day cover was unstable so locally living W/T personel were recruited provide RDS cover, though DC staff were not allowed do the same their rota days.
Some resentment was created by this policy but RDS recruitment was hard even in those days.
I feel that the response time needs looking at, 5 minutes is too short so maybe 10 minutes for 1st appliance, 15 for 2nd where applicable.
Contracted hours should also be more favourable modern living circumstances, 80% cover is way too much for most, 50% more sociable.
A move back to 24/7/36/ Day or Nucleus Crewed, mixed W/T and RDS worked. 5 W/T plus 10-15 RDS for example.
Also FRS Reserve Watch for deployment to stand by RDS stations that are between 300-600 turnouts per annum.
Options are many but there needs be a open book look by all involved, not to penny pinch but to provide a realistic amount if Fire Cover in the rurlral areas and counties wuth few towns warranting WT stations
Some really practical options there, particularly mixed crewing and more realistic availability contracts.
Do you think services are too focused on preserving the current model instead of redesigning rural cover around what actually works now?
I was recently told that the on-call system relies on goodwill and community spirit. While I appreciate that sentiment, it is important to recognise that many on-call firefighters already go beyond their contractual commitments to provide cover for their stations.
Despite this, there often seems to be an expectation for forecasted availability and designated days of cover. In reality, that level of certainty is not what the on-call contract is designed to provide. The strength of the on-call system has always been its flexibility, allowing firefighters to balance emergency response with their primary employment, family commitments, and personal responsibilities.
Everyone understands that the fire and rescue service is an emergency service and that public safety is paramount. However, being on-call does not provide a salary that can replace a primary income or fully support a family. There is a growing perception that the expectations placed on on-call firefighters increasingly resemble those of wholetime firefighters, despite receiving significantly lower remuneration and operating under a fundamentally different contractual arrangement.
The commitment shown by on-call firefighters should be recognised and valued. Expectations need to remain realistic and aligned with the nature of the on-call contract if the service is to recruit, retain, and support those who willingly give their time to protect their communities.
That really gets to the heart of it.
How long can services keep expecting wholetime-style commitment from on-call firefighters without offering wholetime-level security, pay or control over their working lives?
Maybe a bit more thought needs to go into the strategic positioning of stations, particularly in rural and semi rural areas.
Do all whole time stations need to be well within city/town boundaries?
Whatever happened to day crewing stations?
Could accommodation for both whole time and on call be an answer?
Get rid of all the ‘hotch potch’ duty systems and form a properly organised, properly financed hybrid system.
Councils need to think carefully about local services, before deciding that 300 new homes on the opposite side of town from all emergency and social services is a good plan.
Chief officers etc. need to think about the job they’re in, and not the ‘empire’ they could build for themselves.
I’m not saying these are the answers, just maybe worthy of discussion.
There is a strong argument there for planning fire cover around how communities are actually growing, rather than preserving historic station locations and duty systems. Do you think hybrid crewing could provide better resilience than continuing to treat wholetime and on-call as two separate models?
Most persons who apply are middle aged
Who want to help their communities,they are not 18 year old. The Beep test is the most stupid test which most people fail. And the Recruting department at middle age will fail.
And many full time Firefighters also. So what is the point.
Biggest issue I had with the on call is they expect you to provide an unacceptable ammount of time to be available for calls. Given how communities have changed no one is really able to spend 100% of their time within their town/village
Once I started my wholetime role within a different brigade the hours they were expecting from me meant that of my 4 days off id have 1 hour within the day to myself that didn't involve the commute.
That shows how unrealistic the commitment can become, even for someone already working full-time in the fire service. Should on-call contracts be based on genuinely flexible availability, rather than expecting people to surrender almost all of their time away from work?
I do think its broken - in an ideal world, I'd like to see more wholetime stations clustered & amalgamated.
Merging quieter on-call stations to create wholetime, or day staffed stations could improve overall appliance availability, allow for a greater focus on prevention work and would guarantee a level of service for residents.
I do not however condone or agree with the closure of stations, with no suitable replacement. This has to be an investment in communities.
Where I live in rural wales, they could quite easily close two stations to make one wholetime. I live near a very busy retained station nestled between 3 major towns with excellent appliance availability, and the next village on - est 12 minutes driving (at normal road speed, in a car not on blue lights) has an exceptionally quiet station with abysmal availability.
If my towns station could be relocated to the north of the town, or on the nearby bypass, the response time to the other village with poor availability would be less than 8 minutes. They would also be able to access the other 3 larger towns much quicker.
In general fire services demand far more and give little. There is a lack of understanding that potential recruits already have employment and family commitments. The recruiting procedure and initial training is geared to suit the wholetime employees managing and providing the system. Much of the training is carried out on week days and can include as much as four weeks in the initial year which for many would eat up their full time holiday allocation. It can be up to three years before a recruit can be considered competent. Current training is usually based on a one size meets all basis resulting in personnel being trained on aspects that they will never meet. The recruiting and training procedures can be extremely letharğic and take up a year before personnel are passed to attend calls
I was a unit commander and served for 22 years. We managed fatigue staffed 3 appliances and in 1998 we’re off the run for only 4 hours.
Yes there were times special appliances went off the run
I engaged employers bringing them to an employers night at the station and had the chief award them with certificates of partnership.
Greater emphasise on business tax concessions need to allowed for employers.
Flexible contracts are also key and having family days similar the employers night offering families support. If businesses are involved often family concessions can be obtained in support (gym tickets, cinema tickets etc,)
Recognition needs to be improved for families and employers and business partnerships.
A major consideration needs to be given to quieter stations and enforced budget cuts. For example reducing predetermined attendances and appliance turnover puts reduces interest. During the early 1990s we had a considerable drop in calls that invariably dropped out headcount. This could be viewed as a false economy due to having to apply recruitment costs, onboarding costs training costs and competency delays.
I miss my old role in the fire service and hope my comments help.
I now live in Australia but actively read listen and give credit to the men and women of the UK fire service.
Hope my comments help