Resource and Crisis Management- of West Yorkshire Fire Service - Case Study Example

West Yorkshire Fire Service Resource and Crisis Management Table of Contents 1. Introduction ----- 3 2. Crisis Management in the Fire Service ----- 3 3. Fire and Rescue Resources ----- 6 4. West Yorkshire Fire & Rescue Authority Resources and Management ----- 7 4.1 Financial Resources ----- 7 4.2 Human Resources ----- 10 4.3 Physical Resources ----- 11 4.4 Compared to other Fire Service ----- 12 5. Conclusion/Recommendation ----- 12 6. Bibliography ----- 14 1. Introduction Crisis management normally starts in with a thorough audit or organisational risks and identification of different factors that could cause significant problems. However, knowledge of risks is not enough to manage a crisis since equipments and personnel are equally essential. Moreover, effectiveness and efficiency of emergency response depends on how well these assets are managed and maintained. This paper provides a review and analysis of the crisis and resource management of the West Yorkshire Fire and Rescue Authority. 2. Crisis Management in the Fire Service Emergencies, contingencies, business interruptions, and other unexpected events occur. In other cases, an incident not responded to or managed properly at the scene may turn into a crisis. For instance, failure to respond immediately to a small fire could allow it to turn into a devastating large fire. Crisis management is the process of managing events in a crisis to a condition of stability. A crisis management plan should address the requirements for various skills, disaster operation, media relations, and business continuity after the disaster (Fischer et al. 2008, p.258). The idea of business continuity is deeply rooted in crisis management (Elliot et al. 2002, p.2). A positive approach to crisis management demands the implementation of preventive polices which have been developed and checked on a regular basis. A manufacturing company for instance, should undergo auditing in its implementation of policies to prevent physical crisis and losses (Regester & Larkin 2005, p.203). Similarly, the fire and emergency service used crisis management to achieve their objective and prevent losses. However, the type of looses in the fire and emergency services organisation are more public than the financial losses in business enterprise. For instance, major property damage and fire fighter deaths are losses that can easily reach the front page of a local newspaper. When there is no crisis management, the possibility of fire and emergency service arriving at the scene with inadequate staffing or are not trained to nationally recognized professional standards is high. For these reason, when fire and emergency services improve their functions, it is normally through expansion of services, new or improved equipment, or better-trained and competent members. Fire chiefs and other managers need to be ready to face the challenges and issues confronting fire services. They need to have the skills and abilities to move forward and affect change. Their responsibility involves analyzing the problem or issue, setting appropriate goals, and establishing and maintaining an effective approach to the challenge or opportunity. Setting and establishing the plans and policies necessary to accomplish the vision and direct, motivate, and inspire the implementation of plans and policies required to achieve the vision (Barr & Eversole p.917). In West Yorkshire Fire and Rescue Authority, its sixth Integrated Risk Management Plan or IRMP for the present and coming years 2009 to 2012, seeks to provide improvements for community safety (WYFRA 2009a, p.4). It is a key component of their modernisation programme that would enable the fire and rescue authority to direct its resources to priority areas based on local risk analysis and assessment. In 2007, the Audit Commission found the West Yorkshire fire and rescue authority using its resources efficiently and performing well in their service delivery. The previous IRMP that was released in 2004 successfully reduced risks but their roles had expanded and now include climatic change and resilience issues. It is therefore necessary to introduce a more innovative and effective programme to ensure safety of the community (WYFRA 2009a, p.4). The West Yorkshire F&E IRMP was designed to enhance community safety measures and make more effective use of their resources. The plan aims to reduce the incidence of fire, reduce fire-related loss of life and injuries, protect the environment, and provide communities with value for money (WYFRA 2009a, p.5). Since 2005, the authority’s Integrated Community Safety Strategy had undertaken about 56,000 fire safety monitoring at home each year. The result was 15 percent reduction on dwelling fires, 33 percent reduction on deaths and 49 percent of fire-related injuries. Part of the IRMP is risk analysis processes that would ensure that priorities are the areas with greatest needs. Utilizing professional knowledge, experience, and statistical data, the fire and rescue authority managed to generate a community risk profile for every fire station in the county. A number of business continuity plans were introduced to ensure service delivery during crisis. Operational resources were allocated strategically to assist the IRMP and fire appliance staffing is arranged according to their individual area risk determination. These risks are categorized as industrial accidents and environmental pollution, traffic accidents, severe weather, structural accidents, human and animal health, international events, and industrial technical failure. However, since the nature of risk is constantly changing due to social, economic, and environmental developments, risk analysis are continuously developed to ensure the safety of the community. These include utilization of emerging methodologies and constant improvement in utilisation of assets and resources (WYFRA, 2009a, p.18). Since the fire and rescue authority has statutory and moral duty to ensure the safety of the community, the areas of delivery under the IRMP are prevention, protection, and response. The Regulatory Reform (Fire Safety) Order 2006 requires the fire services to work intimately with the community and offer realistic solutions to the risk of fire. Prevention includes reduction of accidental fire, deaths, and injuries through home fire safety checks. Protection through risk-based and target enforcement programme for commercial and industrial premises. Effective and prompt response through ‘Retained Duty System Review’ where RDS staff members are required to perform and maintain similar level of operational competence like whole-time staff. More importantly, the IRMP, as required by the Fire and Rescue Services Act 2004, should determine and consider the necessary speed and weight of attendance for emergency calls. Progress of the IRMP will be monitored and evaluated for further development and improvement of service delivery (WYFRA 2009a, p.33). 3. Fire and Rescue Resources Some communities do not understand the true value of the fire service and taking them for granted. Although the fire service is being asked to perform and expand their role to address new problems, communities and local government are not willing to assist them even in the most basic expenses, such as appropriate safety gear, functional apparatus or station facilities despite the fact that they are rendering the community great services. The increase in response and responsibility combined with the lack of resources means that many fire services must make hard choices about the level of service they can provide (International Association of Fire Chiefs, 2007, p.115). Some studies conducted on fire services found problems concerning facilities, apparatus, equipment, communication, and training. For instance, 75% of fire services have too few fire stations and some fire fighters are not equipped with basic personal protective clothing. Moreover, fire services do not have enough communication equipments and several personnel lack formal training particularly in structural fire fighting (International Association of Fire Chiefs 2007, p.117). The fire service is too varied in how each service is organized, what resources are available to them, and the expectations each has, of themselves and their communities (Okray et al. 2004, p.9). In a disaster, the work of emergency services is not to just put up yellow tape but to channel the energies and efforts of the public. Efforts must be directed into managing the disaster site and risk. The point is to channel convergence, rather than eliminate or reduce it. Emergency responders must sustain the operation beyond the initial outpouring of assistance, and governmental support and resources are the key once the generously donated free food and supplies dwindle away. Initial supports are also being depleted at the community level while responders face the delicate balancing of mobilization versus the deterioration of resources for ongoing community recovery (Regehr & Bober 2005, p.61). The fire service ever increasing role in community safety consumes a large share of its resources – financial, physical, and human resources. It is therefore necessary to manage these resources effectively otherwise they cannot sustain incident response requirements. As mentioned earlier, lack of resources can decrease the quality and the number of services a fire service can provide. In the same way, increased resources can lead to improved services for a community provided they are used correctly. 4. West Yorkshire Fire & Rescue Authority Resources and Management 4.1 Financial Resources The budget for the WYFRA came from different sources- amount collected through council tax, revenue support grant, specific government grants, income from fees and charges, revenue balances, and collection fund surplus (WYFRA 2008, p.6). In 2005 and 2006, the revenue budget for the WYFRA is £88.376 million. The largest portion of the expenditure (93%) went to the core firefighting and operations that includes expenses on answering emergency calls, fire appliances, and operational equipment. However, there was a positive shift in resources as dictated by the IRMP to community fire safety activities. (WYFRA 2006, p.1) The figure below shows the cost of services in 2005 and 2006. In 2007 and 2008, there was an under spending of £1.4 million on the approved revenue budget due to the increase in the number of retirements, increased income from charges for services and government grants. According to the financial statement for 2007 and 2008, the net expenditure for firefighting and rescue operations is 79, 638 while 6,645 for community fire safety. The expenditure this year compared to the 2006 financial statement is lower. Figure below shows the financial the net expenditures for each service. (WYFRA 2008, p.6) 4.2 Human Resources The West Yorkshire Fire and Rescue Authority are determined to give equal opportunity to every employee and protect them from harassment of any kind. It employs approximately one thousand seven hundred uniformed staff, three hundred forty fire and rescue personnel, and sixty staff working in mobilisation and communication support. In addition, it is committed to partnership working and encourages a joint approach to enhance service delivery and efficient use of resources. It offers career development, IT training, operation training, personal development, and workforce development. The ‘Corporate Services’ team’s function is to provide professional, technical, and administrative services to ensure development ‘Best Value’ principles. It provides information to internal and external stakeholders and developing systems to manage performance and facilitate constant improvements. In July 2008, members of the National Joint Council have approved 2.45 percent increase on pay rates. Continual Professional Development payments have also been increased by 2.45 percent (NJC, 2008, p.1-5). In September of the same year, the West Yorkshire Fire & Rescue committee in a meeting approved the increase in the level of allowances paid to independent members amounting £350. The Authority under the Employment Act 2002 is committed to offer flexible and family friendly working opportunities. It is based on the idea of mutual benefit to employee or potential employee and the Authority. Staffs are entitled to parental and adoption leave. Staffs with children under 16 or disable have the right to work flexibly depending on the hours, time or of work. Also, staffs who are carers can request flexible working under the Work and Families Act 2006. The ‘Flexi Scheme Fire and Rescue Staff’ is based on a thirty seven hour week, pro rate, and operates on a four-weekly cycle. ‘Job Sharing Scheme Fire and Rescue Staff’ is a scheme where two people with same skills and experience can share one full-time post (WYFRA 2009b, p.2). As firefighters work can be physically demanding, they are required through the fitness programme to do some regular exercises such as aerobic training, resistance training, and flexibility exercises. Under the general physical fitness programme, an eight week plan for steady pace running, weights, fartlek, and flexibility are included (WYFRA 2007, p.1-13). 4.3 Physical Resources The West Yorkshire Fire and Rescue Authority are well equipped with a number of modern rescue and firefighting equipments. Their procurement strategy is based on the Authorities financial regulations, standing order and EC procurement rules. Procurement is at the heart of ‘Best Value’ where goods and services are provide in an open and transparent way to ensure best value for money and long-term constant improvement. The procurement policy considers price, quality, transaction, and life cycle costs. All purchases of goods and services are carried based on the framework of Standing Order, Financial Regulations, and other purchasing procedures which is in compliance with British and European Union statutes and regulations (WYFRA 1999, p.1-5). 4.4 Compared to other Fire Service Compared to other fire service, the crisis strategy and resource management of WYFRA is not very different. In Abu Dhabi for instance, the large portion of the budget in recent years are also allocated for firefighting and rescue equipment, training, and facilities (Abdul Aziz 2009, p.1). Moreover, although lately established, the Abu Dhabi Fire Service is building numerous fire stations in different strategic locations (General Civil Defence Directorate 2007, p.1-5). The only noticeable difference is the lack of actual community safety activities and fire prevention strategy in the Abu Dhabi Fire Service. The WYFRA is very much community-oriented and aiming to reduce expenditures as much as possible through efficient utilization of resources and fire prevention activities in the community. 5. Conclusion/Recommendation The IRMP of West Yorkshire Fire and Rescue Authority is the key component of the modernisation programme. It was designed with community safety and efficient use resources in mind. An important part of this IRMP is the risk analysis processes where areas with greater needs are identified. Several business continuity plans were introduced to ensure continuity of service during a crisis. In general, the IRMP includes prevention, protection, and response. The budget for WYFRA are coming from amount collected through council tax, revenue support grant, specific government grants, income from fees and charges, revenue balances, and collection fund surplus. In 2005 to 2008, as shown in previous section, large part of the budget went to firefighting and operations expenses. The procurement strategy and policy developed in 1999 is the heart of ‘Best Value’ principle where price, quality, transaction, and life cycle cost is very important. The West Yorkshire Fire & Rescue IRMP appears to be well designed and covers almost all of the features of good crisis management. However, some crises are caused by acts of nature and probably hard to predict and different from fire prevention at home. Although there is a lot of preparations have been done to ensure safety and continuity, the WYFRA should always bear in mind fast and effective action will likely result in a smaller and more manageable crisis. In addition, investment on prevention and community safety must be given more focus as it does not only cost less but reduced fatalities more efficiently. 6. 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