Quality and Standards in Lincolnshire and Greater Manchester Fire and Rescue Services - Case Study Example

Comparison of Lincolnshire fire and rescue with Greater Manchester fire and rescue services By Name: Tutor: Module: Date: Executive Summary The UK government initiated internal audits of fire services known as Operational Assessment of service delivery (OASD) adoption of modernization policy and uneven results were revealed. The measurement seeks to identify fire authorities’ compliance to organizing, planning and delivery of their operational fire and rescue services. A more recent assessment was carried out in 2006 where each authority was given a toolkit called CLG 2006, followed by field review teams to ascertain the level of self-assessment and judgment. Key elements in the toolkit assessed risk analysis, protective and preventative services, operational preparedness, call for incident and management support, and emergency response. This reports uneven results on performance of various authorities in line with modernization projections. This paper has successfully established major impediments to attaining sustainable effectiveness in fire and rescue services as well as appraising innovative advances in both Lincolnshire and greater Manchester fire and rescue services (Audit Commission 2008). Table of Contents Executive Summary 2 Introduction 4 National Modernization of Fire service 4 Lincolnshire Fire and rescue services (LFR) 6 LFR modernization strategy 7 LFR Organization structure 9 Greater Manchester Fire and Rescue Service 10 Greater Manchester Community fire safety and resilience 15 Conclusion 16 Bibliography 18 Introduction In England, there are 46 fire and rescue services of which 15 fire services are provided by county councils while the rest fall under statutory bodies called metropolitan fire services. The main role of fire service is to respond to emergencies, major incidents such as 2007 floods, and large-scale fires. According to 2008 Audit commission report, the number of firefighter’s deaths was the highest reported so far since 1957 after four firefighters died in one single fire incident in a factory in 2007. Other than confronting fires and other emergences head on, Fire authorities are obligatory to work with communities in prevention of fires and risks reduction. Based on current statistics the scale of fire incidents have reduced substantially by over 20% in the past five years (Audit Commission 2009). National Modernization of Fire service There has been a massive shift in roles for fire and rescue service as a result of the government’s initiative towards modernization. This was drawn from 2003 White paper aimed at creating changes in risk assessment by advocating for community safety. The changes assume both local and central issues following firefighter fatalities. The government initiative is widely applauded following the 2008 Audit Commission report, which revealed that majority of fire services incorporated modernization strategies in their portfolio over the past five years with greater emphasis is placed on risk identification and fire prevention (Audit Commission 2008). Borrowing from Murphy’s Law, occurrence of events that leads to failure of a project may be beyond the organizations management scope, however, the events that posed risks can be averted with the proper management response. This law advocates for dealing with problems through proper actions that maintains control of situations than reaction to occurrences (PMBOK Guide 2000). Thus national policies have been projected to modernize fire services, through fire prevention and risk identification. This means fire service organizations face organizational change as firefighters role change towards focusing on prevention rather than protection especially in local communities. The changes in organizations are geared towards collaboration with public and voluntary participation of partners in order to reduce fire risks as a long term contribution towards quality of live in the local areas (Audit Commission 2008). Purpose/objective The ISO 9000:2000/TS 16949:2002 Quality Assessment (QA) for organizations categorizes businesses based on business process model as follows; continuous improvement, management responsibility, resources management, product/service realization, measurement and analysis, and improvement against customer satisfaction. This paper sets out to establish deferent approaches taken by fire service organizations in relation to stipulated changes. Lincolnshire fire and rescue and Manchester fire service will be used as the basis to establish how modernization has affected the organizations and their preparedness in mitigating proper strategies in fire and rescue services (Audit Commission 2009). Quality Analysis/assessment in a fire and rescue service is vital for effective allocation of resources and measuring organizational performance. These aspects are provided for within a guiding framework where discipline and safety is emphasized. QA has a financial function, and service or product delivery management (see Figure 1). QA is useful for decision making and strategic planning in terms of allocation time and resources. Therefore the organization is capable of addressing varying needs necessary for fire and rescue services as well as external benchmarking. The key area in fire and rescue services is control of risks and saving lives. Hence the overall process involves addressing the key elements of policy, organization, planning and implementation, performance measurement, and contacting incident/project audits and review in order to effectively manage risks (Audit Commission 2008). Figure 1 shows QA application in performance measure for safety management Lincolnshire Fire and rescue services (LFR) Lincolnshire Fire and rescue services (LFR), has an approximate of 900 fire staff and fire fighters. Organization of operations in its 38 fires stations is supported by four station support groups in the entire Lincolnshire. The Lincolnshire fire and rescue is currently involved in migration and capturing data in order to align its services with the National Land and Property Gazetteer (NLPG) which eventually will be used as the core component of FireControl mobilizing gazetteer. LFR has built strong working relationships with all seven local authority land and property gazetteer custodians within its area of jurisdiction. This forms a foundation for sharing intelligence, facilitation of effective command and control, and monitoring of progress, as a necessity for improvement exercises and data collection. Raising queries and inter-communications in LFR is accomplished via e-mails which follows a specific protocol in offering full description incases of complex queries. The main advantage of this strategy is to coordinate data management activities and reduction of efforts that would otherwise be duplicated across organizations. With this objective as the core of LFR, the organization scored highly by achieving higher efficiency and improvement of services delivered to citizens (Lincolnshire Fire and Rescue. n.d.). LFR modernization strategy LFR initiated strategies aimed at reduction of fire response times and streamlining of its command and control center operations through application of sophisticated mechanisms to facilitate faster and systematic mobilization. For example LFR fire fighters have acquired training in VISION FX computer software designed by Forteck Computers to replace existing manual control activities. The software is capable of locating the nearest fire engine and the shortest route to the fire incident as well as the correct crew needed for the operation. In addition the system is designed to ascertain the kind of fire incident and the risks involved before the crew arrives at the fire scene. This helps the teams to work safely and efficiently (Bapco 2009). According to results from Fire Audit commission (2009), Lincolnshire fire and rescue overall performance demonstrated substantial improvement in 2008.LFR scored 45% performance against other authorities, and 71% on direction of travel compared to other authorities including Great Manchester FRS. In the same scorecard, fire CPA which rates authorities based progress achievements in comparison to the past year (direction of travel), resources management, and effective service delivery revealed that LFR steadily improved (see Table 1). This is illustrated from LFR operations area, which witnessed a reduction in injuries and deaths and rural arson (Lincolnshire Fire and Rescue. n.d.). Consequently, LFR is appraised for its strong commitment to team diversity and incorporation of female fire fighters. Likewise the authority’s emergency response, risk analysis and incident support and call management performed well in 2008. This is attributed to commitment to community safety initiatives and integrated risk management plans. Operational audits and training of incident commanders is a priority for LFR, thus developing localized systems for risk identification and data collection on critical information in fire risk surveillance. The organization is also building capacity on a restructured professionalism and competence through acknowledgement of staff and inclusion of value-adding cultural changes (Audit Commission 2009). LFR therefore satisfied most of QA system requirements, with its management adopting a managerial approach centering on quality of service delivery. In the same vision, the authority encourages participation of all staff members with the long-term objective of attaining success through customer satisfaction as well as spreading the benefits to community and all organization members. It is worthy noting also that sustainability in the organization strives towards striking balance between change and continuity. For example through its data migration programme LFR demonstrated a preserve of core values in the organizational culture while at the same time attaining change in operational practices and strategies as spelled out in the National FireControl initiative(Lincolnshire Fire and Rescue. n.d.). LFR Organization structure LFR QA system focuses on maintenance and establishment of safety control within the organization through effective co-operation and encouraging participation of work teams and all fire staff. It also has an effective and efficient communication strategy across the organization which secures competence among its workers. QA delivers plans based on set objectives on risk control, designing, developing, and implementing an effective management structure, work environment precautions and risk control systems (Lincolnshire Fire and Rescue. n.d.). Apart from risk assessment LFR engages in effective prioritization of tasks to ensure balance of effort and resources allocation according to risk profile. Review and audits are regularly contacted to ascertain failures or reactive monitoring. This forms the final steps in risk control. Reactive monitoring within community is measured in order to identity and report potential fire risks, and gauging omissions or weaknesses in risk assessment standards (see Figure 3) (Lincolnshire Fire and Rescue. n.d.). Figure 3 shows reactive monitoring and response measuring. Greater Manchester Fire and Rescue Service It is estimated that approximately 37,000 accidental fires occur in England each year causing 220 deaths and almost 7500 injuries. Community sensitization by FRS can help in reduction of damage levels, deaths and injuries through close working relations in support of the ongoing modernization. Greater focus is driven towards protection and prevention of fire risks resulting from civil, accidents, road and flooding emergences (Communities and Local Government. n.d.). Greater Manchester Fire and Rescue Service was rated as an authority delivering efficiencies alongside improved service in a CPA audit commission report of 2006/07. This was in recognition of the organizations Rostering for duty project, where a flexible approach was implemented in the key areas of resources management. Within the period, £3 million was realized from annual efficiency savings and was directed towards more family friendly working practices. This led Greater Manchester fire and rescue to win the prestigious European annual public sector innovation award on resources optimization (Audit Commission 2009). The project involved crew targeting levels and local emergency response standards where exemplary results were achieved through value for money provision service thus improving its service quality (Audit Commission 2009). Similarly, Phil Greenwood, the crew commander of Rochdale Borough command Headquarters won an individual award for identifying the need for cultural change in service delivery. This was envisaged in the policy of engaging minority and vulnerable communities through collaboration with influential community members, opening up avenues for delivery of awareness, training of firefighters, and proactive engagement in campaigns, media coverage and initiating educational outreach programmes(communities and local government n.d.). Another recognizable achievement for Greater Manchester fire and rescue fell in the area of youth collaborations, where innovative strategies were used to fight offending services and fostering positive outcomes (communities and local government n.d.).However, a wide range of concerns were raised on training where Greater Manchester was rated to be performing strongly in all five categories though auditors pointed out that the training and development programme did not meet needs of the service. This follows, The fire and rescue service Act 20045 as a supplement in national policy framework on fire and rescue services, where duty was placed on FRS authorities to develop integrated risk management and training plans in order to decrease fire risks and other emergencies(Greater Manchester Fire and Rescue Authority n.d). The plan sets out targets and statutory responsibilities for continuous improvement that meets taxpayers’ best value. Greater Manchester risk management plan since then has built a strategic approach in identification of fire risks within communities and the greater Manchester. For example by launching the “Your Service - Your Safety 2004 - 2007” campaign, was the first integrated risk management plan with the objective of delivering financial efficiencies following internal firefighter’s dispute(Greater Manchester Fire and Rescue Authority n.d). Addressing internal issues was given priority by the organization despite the more challenging local risks to make communities safer. The firm introduced a new duty system, where responsibility and roles were expanded, and offered better working practices. The next challenge to tackle was dealing with hoax emergence calls, thus freeing more firefighters to participate in community risk reduction. Within the same framework, Greater Manchester FRS implemented a flexible resource deployment plan making sure that fire engines are available in strategic locations at the right times. This was followed up with performance standards assessment of the 24 hr response to emergencies. Due to the size and risk profile of Manchester, there was also the need to split command structure into two in a new structure which scrapped the previous territorial command areas. This proofed to be more effective and efficient thus savings were realized and directed towards partnerships activities to foster local area agreements and crime and disorderly reduction (Greater Manchester Fire and Rescue Authority n.d). Despite efforts done by Greater Manchester fire and rescue services towards members of public, firefighters still faced attacks more frequently, especially in urban dwellings. This forced the organization to offer support to their staff in countering such situations. For example Greater Manchester Fire and Rescue Services installed CCTV though funding from local councils in a more effective partnership. This reduced risk to fire fighters by almost two-thirds in a single year. However in comparison to Lincolnshire Fire and Rescue (LFR), Greater Manchester fire and rescue has not shown any significant improvement in terms of direction of travel, use of resources and service assessment (see Table 1) (Audit Commission 2009). Table 1. Shows CPA scorecard comparison of LFR and Greater Manchester fire and rescue Direction of travel Use of resources Service assessment Fire Authority CPA Score 2005 2007 change from 2006 2007 change from 2006 2007 Greater Manchester Good Well increase 4 No change 2 Lincolnshire Fire Authority Poor well increase 3 increase 3 Despite the above revelation, Greater Manchester fire and rescue as taken a completely unique endeavor to consolidate safety of the environment as a means of indirectly campaigning against fire prevention. In a report by Russ James and Dr. Jim Marsden (James & Marsden n.d.), Greater Manchester fire and rescue is immensely involved in carbon dioxide foot-printing in an effort to reduce global warming. From statistics Fire and rescue services contribution towards Carbon dioxide reduction is questionable. Thus Greater Manchester fire and rescue services recognized the need to safeguard the environment as the heritage both for natural and built structures based on the National framework adopted in 2006-2008 (James & Marsden n.d.). In addition, the organization recognized the potential damage fires cause to the environment thus the need to reduce or prevent starting of fire in the first instance through minimization of incidents that would lead to fire. Next, the organization steered to minimize water extraction from vital conservation areas or causing pollution. The two themes were achieved through integral protection and prevention of fire incidence resulting to severity. This is then accomplished through stakeholders’ partnerships, development of sustainable policies, and designing tools for fire prediction measurements. For illustration, Greater Manchester FRS through influence on structural and construction works, and installation of environmental protection systems leveraged fire incidences within its operational area (James & Marsden n.d.). Its is estimated that total carbon dioxide emissions resulting from preventable fires is the highest pollutant, thus the need to run conservation measures within fire and rescue services by leveraging fire services in buildings, proper ventilation, reduction in pressures and water suppression through accurate development of fire indicators(James & Marsden n.d.). Similarly, Greater Manchester fire and rescue diversified from traditional roles of fire and rescue services to save property and live strategy. This reduced community fire safety to within minimum measures shown to yield lower carbon dioxide. At the same time, it was worthy for the organization to run background survey on materials used in construction and the emission of carbon dioxide incase of fire. This can be achieved through carbon dioxide calculation tool to assess emissions, thus development of a suitable guideline for reduction carbon dioxide from such materials through building design and usage (James & Marsden n.d.). The firm anticipates reduction in carbon dioxide through carbon foot printing although the analysis is yet to be undertaken. According to organization figures, 20% carbon dioxide has been reduced through prevention of burning dwellings from 5000 ton in 2003 to approximately 3600 ton in 2006. While, discouragement of rubbish fires has reduced carbon dioxide emission by 56%, car fires 50% and industrial fires 20% within the same period (James & Marsden n.d.). Table 2 shows Greater Manchester Fire and Rescue Service 2006-2007 Type of Incident Number CO2 53g/hr CO2 15 mins CO2 27g/hr CO2 27g/15min Area M2 FDR1 Vehicles 3500 4000 1000 2000 500 6 FDR1Dwellings 3830 14615 3653 7307 1826 20 FDR1Business 730 13928 3482 6964 1741 100 FDR3 16341 13177 3294 6588 1647 4 Total 27501 45720 11429 22859 5741 N/A Source: (James & Marsden n.d.: Carbon Foot-printing Within the Fire and Rescue service. Greater Manchester Community fire safety and resilience The government campaign dubbed Fire Kills has been championed through such collaborations with aim of developing a long-term national fire safety strategy based on escape, detection and prevention themes. This is a vigilante way of keeping people alert and avoid fire risks, especially in accidental dwelling fires and smoking related deaths. Exposure to risks are also within the campaign to reach out to people with special needs such as impaired hearing, language barriers, cultural practices due to cooking methods or use of candles in festivities. Greater Manchester FRS recognizes that fire risk resilience is necessary to prepare individuals and FRS authorities in dealing with massive incidents such as terrorist attacks or large scale flooding. The organization impressed the National FiReControl Project, with the aim of creating a single network with national operation system in provision of control centers that access similar information, functionalities and latest technology. Thus, harmonizing service provision to communities in response to both major and routine incidents. FireLink communication is another strategic approach in improvement of communication which will eventually replace individual fire and rescue radio services through initiation of a single wide-area digital radio system (Communities and Local Government. n.d.). Conclusion Fire and rescue services in UK have evidently upped advances in modernization where both delivery and portfolio definition of their services are aligned to stakeholder’s safety plans. Proof emanates from the discussion of Lincolnshire and Greater Manchester FRS where, frequent Audit commission reports demonstrate that most progressive FRS organizations are currently applying a combination of risk and knowledge management techniques in order to help in the prevention or effective response to reputation or ethical damaging incidents as well as reducing costs and enhancing efficiencies in service discharge. FRS authorities have impressed strategic system frameworks that are integral in exploration of the organization activities to ensure quality management, potential sources of risks, adherence to ethical values, techniques and tools. FRS analysis is definitely the system tool of choice for self assessment and judgments in risk determination and knowledge management as a means of revitalizing safety objectives in the wake of threatening global emergencies due to terrorism activities. Fire and rescue management is therefore a key value in organizational development and comprehensive application of quality management in managing risks (Neef 2005). Bibliography Audit Commission .2009.Lincolnshire Fire Authority Fire and rescue performance assessment 2008. Audit Commission .2008.Fire and rescue performance assessment Scores and analysis of performance in fire and rescue authorities 2007. Retrieved December 21, 2009 from Audit Commission. 2008. Fire and rescue performance assessment: Scores and analysis of performance in fire and rescue authorities 2007. Bapco, 24 March, 2009. Surrey Fire and Rescue Service showcases incident management system from Fortek Computers. Retrieved December 21, 2009 from Communities and Local Government. n.d. Fire and resilience: Community fire safety. Retrieved December 21, 2009 from . Greater Manchester Fire and Rescue Authority. n.d. Preventing protecting responding: Making Greater Manchester safer ‘Your Service - Your Safety II,’ Integrated Risk Management Plan 2007 – 2010. Retrieved December 21, 2009 from James, R & Marsden, J.n.d. Carbon Foot-printing Within the Fire and Rescue service. Greater Manchester Fire and rescue. Retrieved December 21, 2009 from Lincolnshire Fire and Rescue. n.d.Confronting the issues –Taking the NLPG towards FiReControl. Retrieved December 21, 2009 from Neef, D. 2005.Managing corporate risk through better knowledge management. The Learning Organization, 12 (2), 112 – 124. PMBOK Guide. 2000. A Guide to the Project Management Body of Knowledge, 2000 Edn, Project Management Institute. Read More