Human Resource Management in the Fire and Rescue Service - Case Study Example

Heading: Managing Resources Your name: Course name: Professors’ name: Date Introduction As the FRS continues to lead, enhance and support developments in public safety, community wellbeing, and environmental protection, staff investment gets more critical. Effective management of human resource, financial resources, physical resources, and procurement procedures is essential for all FRSs. Besides, there is a need for operational assurance and evaluation in order to determine services’ performance. Therefore, this report explores ways in which a particular FRS handles the aforementioned issues so as to meet its goals. The report is based on Hampshire Fire and Rescue Service (HFRS), which is one of the fire services in the United Kingdom. Human resource management in the fire and rescue service HFRS employs the human resource strategy that was created by the Chief Fire Association (CFOA) in order to ensure effective management of human resources in the Fire and Rescue Service. The creation of the strategy was intended to help and support human resource development in the regional, national, and local levels, and it provides explicit deliverable expectations and outcomes. In this strategy, there are clearly set out CFOA’s dedication to its staff, identifying the general contributions made and the responsibilities shared by entire FRS stakeholders, in propelling forward and positioning its services at the front of public service delivery (Palframan 2007, pp. 1-70). In collaboration with the CFOA, the service is also committed to work with and support other FRSs in the maintenance of community safety. Its success and strength are founded on fairness, openness, and valuing the support that every member gives in the attainment of our common goal. According to the strategy, our local authority fire and rescue service should have the appropriate number of competent personnel in the suitable place at the right time. This is meant to ensure increased delivery of client focused frontline services and reduce risk to life. Additionally, Palframan (2007, pp. 1-70) says that the strategy is tailor-made to facilitate the FRS in the attainment of its basic purpose, living according to its central values, and delivery of its vision (Dhanda 2008, pp. 5-46). Our service’s basic purpose is to create a secure society and a sustainable community through working in partnership with other services, so as to ensure promotion of community’s well-being, as well as reducing injury and death, property damage, environmental damage, and fire among other emergencies. To ensure the achievement of the purpose, the department must meet ever-changing public expectations of the services’ plans, and should retain the highest levels of public support and respect, which is currently enjoyed by the FRS (Palframan 2007, pp. 1-70). Our service’s vision is aligned with the current FRS that entails working with local communities and other agencies in the promotion of community security and wellbeing, as well as sustaining those societies through reducing risks to property, life and environment from emergencies like fire. It also aims at intervening effectively and promptly whenever there is an occurrence of fire, or other emergencies (Palframan 2007, pp. 1-70). FRS has a well skilled, equipped, and motivated taskforce that can work safely, and whose composition mirrors various societies that we serve. Moreover, modern FRS is pursues consistent enhancement in its entire functions so as to efficiently utilize resources and deliver the greatest value (Dhanda 2008, pp. 5-46). Service’s Key Objectives Our service’s strategy, which was adopted from the CFOA, has main objectives that guide its operations. First, the strategy aims at supporting FRS in meeting present and future company needs. Second, the strategy aims at supporting FRS in the achievement of an efficient balance between prevention, intervention, civil protection, safety and resilience. Third, it aims at assisting FRS to achieve a culture of constant enhancement in individual, team and organizational performance. Fourth, the strategy intends to support FRS in the achievement of diverse taskforce, which is representative of societies served across all professional groups, at all levels enhancing fairness, equality, and dignity in employers treatment (Palframan 2007, pp. 1-70). Fifth, Dhanda (2008, pp. 5-46) asserts that the strategy aims at supporting FRS in the attainment of best value from people management investment, which includes the effective and efficient deployment, targeting, and management of expertise and resources. Sixth, it sets to aid FRS in the creation and sustenance of a motivated, competent, and well-led taskforce; hence identifying specific leadership context in critical, or operational event management feature of FRS activity. Seventh, Palframan (2007, pp. 1-70) notes that the strategy is aimed at aiding FRS in the development and enforcement if employment packages that satisfy the needs of flexible personnel and modernized service. Eighth, the strategy is set to help FRS in the development of collaborative techniques of effective and working partnerships. Ninth, the strategy is aimed at assisting FRS in the promotion of FRS as an employer of choice. Lastly, the strategy aims at supporting FRS in the recognition of the employees’ contribution across FRS. Priorities of HR strategy The HR strategy has six major priorities that it intends to carry out in its management of human resources. To begin with, the strategy focuses on the development of leadership capacity. Here, emphasis is on the support and improvement of the quality of managerial and political leadership in the service. This entails capacity development of top teams, future leaders, supporting leadership values in the firm, as well as attracting efficient leaders. This priority also deals in the provision of better induction, development and training of elected members with special focus on FRS matters. Palframan (2007, pp. 1-70) notes that the second priority involves the development of organization. Here, focus is on the identification of successful methods of managing productivity and performance so as to aid delivery of constant improvement. Besides, we intend to develop people management culture in the FRS that emphasizes on quality of people’s performance and management, within central values’ context. Additionally, the service aims at building a prosperous partnership of flexible taskforce that can deliver efficient and high quality client-focused service (Baigent & O’Connor 2010, pp. 2-40). The third priority entails the development of the capacity and skills of personnel. Here, the service aims at building on the framework that is presently available for the development of people. The attainment of an important increase in the employees’ skills, and the establishment of skills pathways that improve training, performance and development levels and multitasking, will enhance flexibility and productivity, as well as encourage cultural change (Palframan 2007, pp. 1-70). Another priority of the HR strategy in the service is resourcing the FRS. Here, the service seeks to ensure that all FRSs have adopted efficient strategies used in the recruitment and management of diverse taskforce representative communities served. The service also intends to enhance the participation of the under-represented groups at entire levels of the FRS (Palframan 2007, pp. 1-70). Further, it aims at attracting and targeting talented personnel into the service, as well as improving a positive image of the service among prospective applicants, specifically from the under-represented groups. Palframan (2007, pp. 1-70) says that the fifth priority of the department involves recognition and reward. The department is committed to modernize local reward, pay, and recognition structures in order to aid a high-performing, flexible, and highly-skilled workforce. We also seek to advocate for fairness and openness in the rewards and pay structures across all professional levels in the FRS considering the diverse, existing employment or governance relationships. Lastly, Palframan (2007, pp. 1-70) the sixth priority concerns the development of the human resource capacity. In this case, the service intends to invest in the people development and management skills in FRS so as to build intellectual ability that facilitates transformation of the service. This implies that there is a need to develop the HR responsibility from the transactional and advisory to a key advisor and more strategic partner in the service (Dhanda 2008, pp. 5-46). Principles of management of financial and physical resources in the fire service Management of physical resources According to Hampshire Fire and Rescue Service (2012), physical resources refer to the tools necessary to conduct various activities in the FRS. Without appropriate tools in the service, our service will not perform its duties properly. The service’s physical resources are categorized into three parts including property, vehicles and equipment. To start with, the service requires an adequate space for handling and storage of the bulky facilities of the FRS. The service also has its own specific physical features that nee provision of special circumstances in that handling and storage space (Baigent & O’Connor 2010, pp. 2-40). Our service has over 24 houses and four rentals, which accommodate our firefighters that work on the day crewing system, as well as those who are needed to live within at most four minutes away from the station. Some of the properties of the firm include service headquarters, which offers accommodation for fire control, senior management, recruit, and continuous training facility, and accommodates all main support functions. In addition to the service headquarters, the department has a training annex that houses occupational health department, driver training unit, and commercial training unit. Service workshops are other properties of the service, and they give repair and maintenance facility for service fleet of vehicles and other tools (Palframan 2007, pp. 1-70). The service also has vehicles as part o its physical resources, and this entails fire engines, as well as many different support vehicles that aid in the maintenance of service supplied for 24 hours, in 7 days a week. In order to effective fight and respond to fire emergencies by the service necessitate extremely sophisticated and specialist equipment. Our service operates vehicles worth over £2.59m.some of the equipment and appliances stored and fitted in our committed workshops include water or tender ladders. Here, there are 76 in front-line service with additional 14 reserved so as to offer accident repair and maintenance. There are also land rovers, aerial appliances, foam or water carriers, and support vehicles. Some of the support vehicles are fire exhibition unit, emergency control units, estate vans or cars, trucks, mobile workshops, and general purpose vans. The service, therefore, enhances the maintenance and repair of the aforementioned vehicles so as to effectively carry out its activities (Hampshire Fire and Rescue Service 2012). In terms of the equipment, HFRS has huge variety of equipment that is needed by the current FRS so as to handle different events. The service attends to various emergency calls every year, both fire related, and non-fire-related events. Therefore, our vehicles are equipped with the latest and refined equipment available. Besides, the service ensures that strict testing and assessment is conducted by Operations Department so as to ensure that the equipment completely meet the user specification and requirements (Hampshire Fire and Rescue Service 2012). Financial management What the department spends and source of the money Hampshire Fire and Rescue Service (2012) asserts that by February 15, of every year, the service should, after consultations with business, taxpayers and residents communities’ representatives plan its revenue budget for the coming financial years. In order to meet the costs of provision of service, we receive a grant financing from the central government referred to as Formula Spending Shares (FSS), and Business Rates (NNDR) that has a difference created by council tax. Therefore, the authority sets its budget, while considering that any rise in expenses has direct influence on council tax level. In fact, it has managed to plan a budget worth £66.7m, more than last year’s by 3.2%. The increase in the budget is majorly to cover inflation costs, and countrywide discussed pay settlements. Department’s plans for effective improvements The National Audit Service (2008, pp. 4-7) notes that the government’s expectation to UK fire authorities was to make continuing efficiency gains that amount to £110m net expenses by 2010 and 2012. In view of this, our service targeted £3.3m, and this does not imply that budgets must be shortened, but that the service must search for chances to transfer resources to high priority areas in FRS plan. Besides, the service is dedicated to increase efficiency in its operations. This is through consistent fire cover reviews, best value reviews, and collaborative work with other services, as well as officers’ involvement in national and regional levels (Hampshire Fire and Rescue Service 2012). Procurement processes in the fire and rescue service As per Hampshire Fire and Rescue Service (2012), procurement in the service must conform to the UK law, EU Directives or International Laws, as well as Contract Standing Orders or Procurement rules. There is a proper procedure that our service follows in the process of making purchases. Firstly, for up to 5,000 purchases, the managers select suppliers and discuss prices, while seeking to employ contract arranges where available. Secondly, for purchases that go between 5,000 and 25, 000, quotations are invited from at least three appropriate companies. Thirdly, in the case of purchases between 25,000 and 50,000, three tenders are needed and these must be in accordance with al tender requirements of equal treatment, non-discrimination, proportionality, transparency, and mutual recognition. Fourthly, Hampshire Fire and Rescue Service (2012) says that for purchases between 50,000 and 100,000, a complete tender process must be pursued, and it ought to comply with tender requirements of equal treatment, non-discrimination, proportionality, transparency, and mutual recognition. Here, the Chief Officer can endorse exclusions to these principles by producing a written request that states the rationale for not seeking tenders. Fifthly, for purchases that go beyond EU thresholds, they must go through European Union process with agreement of the authority members and the chief officer. Here, few exemptions are made, while in contracts whose value supersedes the EU thresholds of £139,893 for services and goods, and £3,497,313 for works should be publicized in the Official Journal of the EU (OJEU) (Hampshire Fire and Rescue Service 2012). Operational Assurance and Evaluation As part of the Operational Assessment, our service produced a self-evaluation report and invited a team of peers to review it. According to the review, our service is ambitious and strives to be the best FRS in UK. Explicitly, there has been substantial improvement in the service’s performance for the past five years. This is without doubt accredited to committed and strong leadership from the Chief Officer, top team, and efficient associations among members (Chief Fire Officers Association 2010, pp. 3-30). The service offers extremely efficient operational service, which meets its constitutional responsibilities and performs tremendously well in its central objectives. Our service works appropriately with partners in its communities, and has numerous models of noteworthy practice, specifically in view of its Co-Responder Scheme, and International Search and Rescue. The service is motivated to involve its personnel, and it is committed and enthusiastic staff in all organizational levels. Additionally, Chief Fire Officers Association (2010, pp. 3-30) notes that the review team realized that HFRS had created a realistic and honest self-evaluation that demonstrated a high degree of self-awareness. Our service recognizes the fact that there is extra work required in the continuation of streamlining and simplification procedures and processes; assessment of the outcomes’ extent; review of communication; good systems and practices are assessed and fixed and developed on the constructive work on diversity and qualities. Moreover, the service has an impressive way of communicating and branding the offers a valued and strong identity (Communities and Local Government 2010 pp. 3-83). On the contrary, Chief Fire Officers Association (2010, pp. 3-30) demonstrates that the service needs to consider some issues described as follows: To begin with, the service should consider diverse financial scenarios and their outcomes on service delivery, as well as whether the accessible models of service delivery are sustainable. Besides, the service ought to restructure, simplify and enforce; that is reduce the number of prolific meetings, strategies and policies. Furthermore, it should also evaluate internal communications so as to ensure that they are as efficient as possible. Next, the service ought to roll out strong communications in order to connect outwardly with community. What is more, the service should improve assessment so as to ensure monitoring of success and capturing of learning. Lastly, the service should also develop on constructive approach to diversity and equality. Conclusion The report addressed issues concerning human resource management, financial and physical resources management, procurement, and operational assurance and evaluation. These issues were discussed in relation to the Hampshire Fire and Rescue Service (HFRS) in the United Kingdom. Explicitly, the service has adopted the CFOA HR strategy that has six priorities of development of leadership capacity; development of organization; development of the capacity and skills of personnel; resourcing the FRS; recognition and reward; and development of the human resource capacity. In terms of its resources, the service manages its physical and financial services appropriately in order to enhance its operations. Additionally, its procurement activities are conducted in compliance with international laws, procurement requirements, and tender requirements of equal treatment, non-discrimination, proportionality, transparency, and mutual recognition. Lastly, the service’s operational assurance and evaluation was conducted by peer review team that demonstrated that service is working well as per the requirements. Nevertheless, it ought to simplify, streamline, and reduce prolific meetings. Besides, the firm should enhance its external communications with the communities that it serves. References Baigent, D & O’Connor, S 2010, Fire and Rescue Services: Going the extra mile, Local Government Group. Pp. 2-40. http://www.fittingin.com/reports/LGA%20going%20the%20extra%20mile.pdf Chief Fire Officers Association, CFOA, 2010, Hampshire Fire and Rescue Service Operational Assessment Peer Review, A report from the Improvement and Development Agency (IDeA). LGA Group. Pp. 3-30. Communities and Local Government, 2010, Evaluation options for Fire and Rescue Service fire safety activities. Fire Research Report: 5/2010, Department for Communities and Local Government. Pp.3-83. http://www.communities.gov.uk/documents/fire/pdf/1784013.pdf Dhanda, P 2008, Fire and Rescue Service National Framework 2008–11, Department for Communities and Local Government. Pp. 5-46. http://www.communities.gov.uk/documents/fire/pdf/nationalframework200811.pdf Hampshire Fire and Rescue Service, HFRS 2012, The Service Corporate Planning Process. http://www.hantsfire.gov.uk/careerstraining.htm Palframan, K 2007, Fire and Rescue Service CFOA National HR Strategy. Pp. 1-70. http://www.fitting-in.com/reports/1%20CFOA/CFOAHRStrat.pdf The National Audit Service, NAS 2008, New Dimension, enhancing the Fire and Rescue Services' capacity to respond to terrorist and other large-scale incidents: report, London the Stationery Office, London. Pp. 4-17. Read More