Managing Resources in the Fire and Rescue Service - Coursework Example

Client inserts his/her name Tutor’s name Name of institution Course title Date of submission Managing Resources in the Fire and Rescue Service Introduction Management of fire and rescue services should be excellent to offer abundant services to reduce death, injury and other economic loses that may arise due to fire crises. Their main concern is to convey certified and supple emergency services. They focus on providing a competent workforce which is safe, skilled and diverse. The human resource department should provide effective and ethical governance coupled with environmentally sustainable resource management. It is prudent to have a robust framework for effective development of human resource departments. (Carter & Rausch, 2006). The human resource department is responsible for recruitment, training and development of the human resource. It ensures that workers go through operational training, which leads to their placement in the fire brigade service unit. Competence ,as well as career development matters, are paramount in the human resource management department. It is clear that the human resource is required to carry out transactional personnel, monitor the implementation of HR policies, procedures and regulations, occupational health and safety of workers, employee equality and diversity as well as resourcing workers. (Kotter, 1996) Human resource management For the brigade human resource department to bear fruits in the fire and rescue sector, road maps and occupational standards are set to show what is expected of the workers. A clear guideline of how workers should be developed is given to ensure that they achieve competence in their particular jobs. The workers are constantly guided, monitored and assessed to ensure that the best results are achieved. Therefore, it is prudent for the human resource department to keep records of worker’s personal development as well as the assessment process that indicates development and maintenance of competence. Integrated risk management plans and future management assumptions are necessary for maintain the human resource strength in fire and rescue services. (Carter & Rausch, 2007) According to Carter & Rausch (2006), the human resource activities aim at key areas within fire brigade services in all branches around the globe. Nevertheless, it monitors plans and outcomes as they arise due to operations in the fire brigade service. The management team is meant to assist human resource managers in developing workforce strategies, which enable the groups to become useful. Moreover, the managers aim at developing a common understanding of values and behaviors in regards to the fire and rescue services. The human resource management teams should always consider the ever changing nature of the fire and rescue services. It requires flexible strategies and approaches to human resource management which allow for development of a first-rate employees’ working environment. Such conditions lead to continuous growth and development, hence improvement in the entire fire and rescue service. (Kotter, 1996) According to Kotter (1996), the training, development and placement of workers is based on the principles of integrated personnel development strategies. This ensures that employees who enter the fire brigade service receive appropriate training, induction and advancement such that they are able to carry out their roles effectively. This means they can maintain national quality standards, demonstrate competence in personal qualities and attributes as well as focus on maintaining the core values associated to their role in the fire and rescue service. Such workers are able to recognize and comprehend what is desirable and what is expected of them in the brigade service. This has enabled the fire brigade service to develop high performance culture which acknowledges the contribution of diversity in accepting the dynamism of the emergency sector. This has been applied in promotion and progression of workers. (Carter & Rausch, 2007) Success in the fire and brigade service has been enabled through fair and equitable recruitment of workers into the service. The staff is then maintained and enhanced through assessment of continued progress measures. Retained staff members are transferred in between departments for the sake of assessment and advancement of expertise. Additionally, employees are allowed to take part in policy designing as well as implementation of strategies. These decisions inform managers about the current worker needs that need reviewing for better services. It leads to flexible work opportunities that strike a balance between work and personal space. (Carter & Rausch, 2006). Nevertheless, the human resource works in a transparent and fair environment which creates good employee relations due to enabled free communication. The major operational policies is consulting and listening. There exist interfaces with representative bodies through which the management communicates and engages in discussions with workers through forums and meetings. Therefore, the human resource department has developed a culture which engages staff and empowers workers to make decisions such that they come up with a shared vision for the fire brigade organizations. All that is required is accountability, responsibility and cooperation between staff members and human resource managers for successful and effective service within the fire and rescue organizations. (Heifetz & Linsky, 2002) Principles of management of financial and physical resources Just as in any organization, the financial department in the fire and rescue service is very significant and critical , and it needs to be shielded by professional handling. The department is very critical in the overall smooth running of projects conducted within the fire and rescue service. The finance department plays the role of drafting and approving financial spending. This is done in all departments of an organization. Acquisition is also its chief role. If financial resources are not well managed, the entire organization is likely to collapse. Caution and great care are required in this department more than any other in the fire and rescue organizations to avoid the mess that may be caused by negligence. Financial resources drive other resources within an organization , and the general organization of the company may be impossible without it. (Kotter, 1996) The fire and rescue service is basically funded by the taxes attained from the council which contributes the highest proportion of approximately 52%. Other Funds obtained from business rates, which contribute 41%. Other sources include funds from the revenue support grant which offers 6% while other minor sources contribute 1%. (http://www.cambfire.gov.uk/documents/council_Tax_-_2010_to_2011.pdf ) The spending structure of the fire and rescue service is based on the need of various departments. 72% of the funds are spent on employees through salaries, training, remunerations and reward packages. Supplies and services use 16% of the funds since the workers need materials and other equipment in carrying out emergence rescue operations. Other minor uses of revenue include premises which take only 4%, capital financing 6% and transport 2%. (http://www.cambfire.gov.uk/documents/council_Tax_-_2010_to_2011.pdf). Capital financing in the fire and rescue service entails purchasing appliances such as vehicles and operation equipment. It also involves maintenance of property and making necessary improvements, advancing communication and information networks and equipment. Spending of finances in the fire and rescue service is planned strategically to ensure that management of money resources is done effectively and that it remains reliable. The strategic, financial plans are presented by the management teams annually in terms of fiscal budgets. The breakdown is presented in details in the budget books, which show actual spending details for funds allocated to each item. The budget is implemented from the beginning to the end of that particular year after which a new one is drawn by responsible parties. (Heifetz & Linsky, 2002) However, the financial management team is required to prepare a five year forecasted budget and financial plan to show their expectation on the company’s financial position in the coming years. It is a summary of probable spending and funding in a period of five years. This gives the organization the opportunity to carry out any amends to better the financial situation in the stated period. Besides, a capital strategy is prepared to indicate the process of capital expenditure in the organization. (Carter & Rausch, 2007) The finance department publishes accounts breakdown at the end of each financial year for the public to audit the financial performance of the organization and the spending trends throughout the year. After internal auditors have conducted a survey on the company’s finances, the government auditors present an audit report of the company at the end of each year to show the performance and financial status of the organization. Procurement processes The process of procurement entails tendering and commissioning of services to those who provide services. The procurement department’s role is to ensure that the service providers meet the set standards to deliver certain services through thorough assessment and then chose the best among them all. Commissioning is the first process involved in procurement which entails assessing the people’s needs for the reason of designing and securing the appropriate services. This process is important because it helps in solving the problem at hand by identifying the most pressing need. It also assists in the progression of local authorities as well as ensures that the risk of investing on projects which may be unprofitable is curtailed. On the other hand, intelligent commissioning is important for the people and the public communities to get the value for money and also ensure that better results are achieved. Procurement begins after commissioning and it entails a number of processes. Frostily, purchasing is done which entails the prospective service provider buying the services as indicated in commissioning. Secondly, contracting occurs in which, the legal binding process between the company and the service provider is drawn. Then, the process of choosing the best service provider begins. In the past, advertisements were used and invitation for tenders in magazines, televisions, notice boards and newspapers. However, the internet is the common advertising avenue used nowadays with the advent of technology. This is done before the signing of the contract between the two groups involved. (Kotter, 1996) Norman (2005) argues that the fire and rescue service office is responsible for receiving applications from interested service providers. The companies are bound to obtain certain documents from the office which include: tender documents, with full tender instructions, standards and specifications, pricing document and contract conditions. Other basic requirements for quality delivery are also included as well as other documents that may deem necessary in regards to the contract in question. The fire and rescue procurement department takes over , and the committee receives applications and dully filled documents and forms. The committee then sets a date where applicants are invited for the bidding exercise. The best competitor is to grab the contract after a fair bidding process. (Heifetz & Linsky, 2002) Some of the factors considered by the fire and rescue committee include level of expertise of the company and the financial and resource strength, which are scrutinized thoroughly so as to hand the contract to the best company for quality services. The fire and rescue body is not an exception in malpractices such as nepotism and favouritism, which occur in the process of procurement. However, such cases are rare and are very discouraged among the management team of the department concerned. At times, service providers merge , and it is encouraged because it enables them to beat the deadlines and also deal with large projects efficiently. However, legal processes are necessary through which the parties verify their partnership and acquaint themselves with terms and conditions of service which arise before committing to the contract. Sometimes, tendering is not open to everybody and may be restricted for particular reasons known to the organization. This occurs when the tender need to be negotiated based on specific expert knowledge or the need of a specific service provider. The fire and rescue service seeks quality of delivery which is achieved through a comprehensive procurement process that leads to awarding contracts to the best service providers. (Carter & Rausch, 2007) Operational Assurance and Evaluation The operational assurance and evaluation team is very crucial in the fire and rescue service and it needs to be well planned within each operational department. However, all the departments must work as a unit towards a common goal and to ensure that the operations in the respective departments are geared towards quality service delivery. The operational assurance and evaluation unit helps in ensuring that resources are used effectively and economically with the aim of achieving the best results and keeping the standards of the organization high. The department is invaluable in good resource management which results in continuation of the company. Resources are depleted, and non- fixed and may bring the organization down if not well utilized. (Heifetz & Linsky, 2002) Evaluation in itself helps in improving the human resource by monitoring the delivery of services and operations carried out by workers. Since employees are the key body of service providers in the fire and rescue service, they need to be considered adequately. They carry tasks in office and in the field, and poor management and low appreciation may kill their morale in terms of efforts and dedication to their role. A fall out in the workforce is so risky since it can disintegrate the entire organization by hindering quality service delivery. For instance, loss of property and life may occur greatly in case of a fire emergency and the workers are not ready to carry out the rescue operation (Norman, 2005). According to Kotter (1996), the fire and rescue service is sensitive and thus, workers must be ready to work always and respond effectively to curtail losses, and this occurs only through proper appraisal policies. The process of evaluation ensures that the financial departments are well managed especially in reference to efforts committed towards rescue in the event of an emergency. This involves provision of enough equipment and materials needed. It is prudent to note that, despite the strength of the team, lack of materials and equipment may make performance way below standard. On the contrary, incompetent recruitment situations may lead to hiring of ill-equipped persons through dubious ways. The individual cannot make important decisions in regards to the use of company resources. Resources are wasted in this way since the person responsible has low standard judgements. Similarly, an incompetent contactor may win a bid through underhand methods and may deliver poor results at the end of the day, resulting in wasted resources (Carter & Rausch, 2006). Operational assurance ensures that the people in resource management positions handle the resources with the utmost care and senility, knowing that any malpractice may cause a hitch that automatically affects all other departments of the organization. The operational assurance and evaluation team is out to bring such malpractices and incompetence into book such that the company’s resources are saved at an appropriate time. Besides, quality and high standard performance is maintained through constant evaluation and assessment through which necessary amends are made for the better of the company. Conclusion It is noteworthy that resource management is a very important and significant aspect of any organization. Without proper resource allocation and monitoring, there will be difficulties in carrying out operations of any given company. It should be the responsibility of all workers in an organization to use resources carefully, and they should not look up to the mangers as it is the norm. It should always be a collective responsibility. This is for the sole reason that it is not only the manager who feels the impact of mismanaged resources. The impact spills over to other departments causing total paralysis in the company’s operations. Whether physical or financial, resources should be well managed. The fire and rescue services should consider the human resource deeply since it forms most of its operational platform. It should be a priority to improve in value for money delivery in reference to expectations and standards reached by the fire and rescue service. References http://www.cambfire.gov.uk/documents/council_Tax_-_2010_to_2011.pdf retrieved on 14th June, 2012. Carter, H. & Rausch, E. 2006, Management in the Fire Service, National Fire Protection Association, Jones & Bartlett Learning. Carter, H. & Rausch, E. 2007, Management in the Fire Service, Jones & Bartlett Publishers. Heifetz, R. & Linsky, M. 2002, Leadership on the Line: Staying Alive Through the Dangers of Leading, Harvard Business Press, Vol. 465. Kotter, J. 1996, Leading Change, Harvard Business School Press. Norman, J. 2005. Fire Officer's Handbook of Tactics, Penn Well Books Read More