1. CV Overview for Stephen James Smith QFSM
Current
Position
Director of Fire and Rescue Training
Babcock Emergency Services Training Centre
Unit 25, Gemini Business Park
Hornet Way
London, E6 7FF
Contact Mob: +447595 237942
steve.smith5@Babcockinternational.com
1. OVERVIEW
Since joining Babcock as Director of Fire and Rescue Service Training in March 2012 I have been
responsible for the planning and development of the training facility portfolio for the LFB contract
including undertaking the role of Project Director for the successful build of two state of the art
Emergency Service Training facilities for Babcock and the LFB in both west and east London at a
budget cost of over £13m. I am also responsible for the Babcock training facilities in Cardiff Gate for
South Wales FRS and Seven Park for Gloucester, Avon and Devon and Somerset FRS. I am also the
Fire and Rescue service SME for a number of major projects in Babcock and the UAE including a full
audit of a FRS and their training,
Prior to joining Babcock I had over 30 years experience in the UK fire and rescue service undertaking
strategic management roles within the London Fire Brigade’s (LFB) ‘Training’ department. During my
last 11 years in the FRS I had served as a member of the London Fire Brigade’s (LFB) Senior
Management Group in the role of Deputy Assistant Commissioner (DAC). Before I left the LFB I was
the most experienced and longest serving DAC in the Brigade, which enabled me to gain an extensive
and much respected pedigree in all the key competencies, required of a strategic fire service
manager. I have a reputation for delivering change to a high standard.
At National and Brigade level I am recognised as an extremely competent leader with excellent inter-
personal, project and management skills in service and project delivery. This recognition has been
earned through my proven performance in successfully managing the delivery of strategic and
nationally important projects. These projects have required me to demonstrate very effective resource
management skills associated with people, assets and budgets. This has been achieved during both
steady state and hostile environments, including providing national assurance for the fire and rescue
sector in responding to major incidents and industrial disputes.
I am used to working at the highest levels within the fire service and externally with other
organisations, encompassing both private sector and other public bodies. This has involved working
at a ministerial level and with local government agencies. I have excellent communication skills and
always ensure that people at all levels of the organisation, both internal and external, are effectively
and appropriately managed. I have proven this in relation to the strategic roles that I have undertaken
within LFB and when seconded to the Community for Local Government (CLG). During my role as
DAC in LFB training I was responsible for the national training, testing and exercising work streams in
readiness to deal with a range of operational and emergency scenarios including terrorist attacks and
the World’s 2012 Olympics.
With over 30 years experience in the busiest Brigade in the country I have undertaken the role of
Incident Commander at a range of complex operational incidents, including 5 declared major incidents
in London. Two of these were highly publicised terrorist attacks; the first being the IRA bus bomb in
Aldwych in February 1996 and the second the Aldgate underground bomb on 7th
July 2005. The
successful management of these complex, demanding and dynamic operational incidents
demonstrate my capacity and skills to effectively manage under extreme pressure and in a risk critical
environment.

2. I am a highly motivated and loyal professional with a strong focus on continuous improvement and the
delivery of excellence. I have a huge capacity and desire for work, but also recognise the importance
of work life balance. My enthusiasm has been noted as infectious, motivating and encouraging all
those that I lead or come into contact with.
I have had a very varied and successful career to date and this has been recognised through a
number of commendations. This includes, which for me is the pinnacle of my career, the award of the
Queens Fire Service Medal (QFSM) in the Queen’s birthday honours in June 2011. In 2010 I was also
honoured to be the first national recipient of a commendation awarded by the Worshipful Company of
Fire-fighters. This was for my actions at a fire in the College of Arms within the City of London, which
subsequently led to me being awarded the Freedom of the City of London.
2. CAREER HISTORY
During the three years as Director of Fire & Rescue Service Training and the eleven years that I have
held the roles of Deputy Assistant Commissioner and Senior Management I have undertaken five
strategic position roles. These are;
Mar 12 – To Date - Babcock Director of Fire & Rescue Service Training
• Responsible for the planning and development of the training facility portfolio for the LFB
contract including undertaking the role of Project Director for the successful build of two state
of the art Emergency Service Training facilities for Babcock and the LFB in both west and east
London at a budget cost of over £13m.
• Responsible for the Babcock training facilities in Cardiff Gate for South Wales FRS and Seven
Park for Gloucester, Avon and Devon and Somerset FRS
• Fire and Rescue Service SME on major projects for Babcock.
• SME in in the UAE including full audit of FRS and training.
June 08 –March 12 - Head of Training Operations and Olympic Training and Testing and
Exercising – LFB
• Responsible for the efficient and effective delivery of all training operations for the Authority
and its staff to a high standard. Including the responsibility for developing the Training Delivery
Plan (TDP) and training solution processes.
• Training lead within the Future Options for Training Project and Dialogue Team resulting in the
successful award of outsourcing training contract.
• Lead officer responsible for delivering the Olympic Training for LFB and National fire service.
• Lead officer responsible for delivering the National, Regional and LFB Testing and Exercising
programme to provide assurance for the Olympics.
• Key member of the development and implementation team, for the contract of provision for the
continued level of service for business continuity events i.e. CapitalGuard.
• Lead officer responsible for successfully implementing the Young Offenders Programme into
LFB (first for national fire service). Following the success of this inaugural scheme the
programme is currently being extended.
• LFB’s lead officer responsible for staff final appeals from all promotional assessment centres.
• Vice President and LFB principal representative on the LFB welfare fund executive committee.
Mar 12 – To Date
June 08 – Mar 12
Babcock Director of Fire & Rescue Service Training
Head of Training, Operations and Olympic Training, Testing and Exercising - LFB
June 06 – June 08 National Fire and Resilience Teams Manager – CLG
Nov 03 – June 06 Modernisation Implementation Team, Performance Review Team and Operational
Support - LFB
Aug 01 – Nov 03 Divisional Commander for Service Delivery (Eastern Command) - LFB

3. • LFB representative for the Sheriff of London’s Award (Worshipful Company for Security
Officers).
• LFB liaison officer for the Worshipful Company of Firefighters
• Chairperson of the DAC Forum (responsible for providing support and opportunities for
continuous improvement amongst this officer cadre)
• Brigade single point of contact for negotiation of Fire Service College contracts
• Line manager responsible for generating income opportunities via the Commercial Training
Unit – whilst successful this unit subsequently ceased trading due to a change in the
Authority’s strategic direction.
June 06 – June 08 – National Fire and Resilience Teams Manager – CLG
The New Dimension (ND) programme was part of Government’s response to the events of 11th
September 2001. This involved the Government investing over £400 million in equipping and training
the fire and rescue service to enhance its capacity and capability to respond to catastrophic ‘man
made’ and/or natural disasters. This role included the following responsibilities:
• the design and implementation of the National Resilience governance structures
• line management and performance duties associated with the National team.
• a pivotal role within the CLG project team responsible for the development and implementation
of the New Dimension (ND) capabilities nationally, regionally and within each FRS, ensuring
that, at all levels, managers and staff were ready to receive and be fully trained in the use of
vehicles and equipment. The full Capability was successfully integrated into the Fire Service.
• Lead officer for the Long Term Capability Management (LTCM) assurance work-stream,
covering requirements for the planned 25 year management and deployment of ND equipment
and staff. My recommendations were accepted and the capability was successfully transferred
from central Government to the national fire service.
• The successful procurement of the Critical Services contract for the maintenance of all national
assets, including developing and agreeing KPIs
• The development and testing of the National Coordination and Advisory Framework (NCAF).
• The Single point of contact between the Centre for the Protection of National Infrastructure
(CPNI) and CLG for New Dimension, Firelink and Firecontrol.
• The New Dimension lead officer in the CLG Emergency room responsible for supporting the
Chief Fire Rescue Advisor reporting directly to COBR. I carried out this role effectively during
the 4 national floods in 2007.
Nov 03 – Jun 06 – Modernisation Implementation Team, Performance Review Team and
Operational Support - LFB
As part of the National modernisation agenda for the LFB I was tasked by the Fire Commissioner to
take direct responsibility for establishing and running three new teams. These were:
• Performance Review Team – The team, processes and procedures that I set up resulted in
significant improvement in virtually all national and local KPIs.
• Modernisation Implementation Team – As a result of my work considerable asset and
establishment changes were introduced arising from the 2003 pay agreement. These were
pioneering in the Authority and encompassed:
o Rank to Role changes for over 5000 operational staff
o Authority Best Value Reviews, London Safety Plans both (I) and (II) and the
introduction of London Resilience Vehicles.
• Central Service Delivery Team – I successfully established and centralised support service
delivery across the Authority, the 33 London Borough teams and other departments needing
service delivery input into policy development.

4. Aug 01 – Nov 03 – Divisional Commander for Service Delivery (Eastern Command) – LFB
During this period I had the command and managerial responsibility for 20 whole time fire stations and
6 Borough teams, comprising of a mixture of over1200 uniformed and non-uniformed staff. This role
gave me direct responsible and accountability for the delivery of the Brigade’s front-line operational
and support services to the six east London Boroughs. I was also responsible for the effective
performance of the fire station and borough teams in the following key areas of service provision:
• Operations
• Community Safety
• Regulatory fire safety
Other Senior Officer Roles from November 1991 – August 2001
• Divisional Officer II - Staff Officer to Deputy Commissioner
• Divisional Officer II - Group Commander Operations (Eastern Command)
• Divisional Officer II & III - Operations and Training Performance Inspectorate (OTPI)
• Divisional Officer III - Divisional Officer Operations Command HQ
• Station Commander – Various Stations in Eastern Command
Between November 1991 and August 2001 I held a number of operational positions at Assistant
Divisional Officer and Divisional Officer at fire stations, Area Headquarters and the Operations and
Training Performance Inspectorate (an internal audit team). During this period I gained extensive
experience and knowledge of the complexities and challenges associated with managing a diverse
group of staff. I also developed the skills necessary to enable me to design and implement complex
policies and procedures that improved the quality of service provided by the Brigade.
3. VOLUNTARY COMMUNITY ACTIVITIES
• Justice of the Peace (JP) and Chair of the Board of Governors.
I have also used my personal skills, attributes and experience to carry out important roles in the
community. For a number of years I was the Chair to the Board of Governors at my children’s local
school and for over 12 years served as a magistrate on the Basildon bench (this is currently on hold
due to work and personal comitments). In both roles I have been regularly audited and appraised and
have always been able to demonstrate high standards associated with public duties.
4. PROFESSIONAL QUALIFICATIONS and DEVELOPMENT
QUALIFICATIONS
• Graduate - Institute of Fire Engineers
• Member - Institute of Supervisory Management
• Member - Institute of Fire Engineers
• Graduate - City and Guilds - Senior award
• Justice of the Peace - Magistrate Association
DEVELOPMENT
• Gold Command multi agency training
• Government Future Leadership Programme
• Management of Risk and Uncertainty
• International Incident Management Team - International Wildfire Training
• National Joint Council Industrial Relations Consultation and Negotiation Training
• Counter Terrorism Command Training
• Crisis Management Training
• Major Flood Event Multi Agency Command Training

5. • Television and Radio Interviewing Skills and Media Training
• Project Management
• Authority Auditor
• Risk Assessment
• Leading competitive dialogue procurement meetings

6. • Television and Radio Interviewing Skills and Media Training
• Project Management
• Authority Auditor
• Risk Assessment
• Leading competitive dialogue procurement meetings