The paper "Principles of Managing Resources" is an engrossing example of coursework on management. The Fire and Rescue National Framework 2008-11 clearly state that its objective is to balance the expectations on the FRS so that it can deliver FireControl and other priorities. Specifically, these key priorities include enhancing resilience capability, implementation of the Equality and Diversity Strategy, and a tighter fiscal climate within the FRA. This is to ensure that public expectations are met particularly in the area of modernization, efficiency, and effectiveness of public service (Communities and Local Government, 2008, p. 5).
Following the framework, Fire and Rescue Services must be flexible in addressing future challenges of FireLink and FireControl and therefore should consider joint workings with other agencies, deliver efficient protection, prevention, and response, diversity of the workforce, and effective governance and improvement (Communities and Local Government, 2008, p. 9). The New Dimension program was created to enhance the capacity of the Fire and Rescue Services against new threats such as terrorism and large scale catastrophic incidents that require additional training for firefighters, new equipment, and planning. However, the National Audit Office expressed its concern over the significant risk to value for money from some poor program, project, and financial management due to lack of financial discipline.
For instance, some programs do not have clear objectives, no detailed implementation plan, proper whole life cost budgets, milestones, and appropriate monitoring. Recommendation from NAO suggests that some FRS needs to have highly trained project managers and qualified financial staff (National Audit Office, 2008, p. 7). The Audit Commission’ s 2009 assessment report showed improvement in most FRS particularly in the area of fire prevention and protection of vulnerable people in their community.
However, the commission noticed that improvement in the 29 percent or 13 FRS is slow particularly in the county council. FRS use of resources showed little change with 40 services or 89 percent achieving the same level of performance as in 2007.
Audit Commission, (2009), Comprehensive Area Assessment: Framework Document, Audit Commission, United Kingdom
Communities and Local Government, (2008), Fire and Rescue Service National Framework 2008-11, Department of Communities and Local Government, United Kingdom
Communities and Local Government, (2009), National Procurement Strategy for the Fire and Rescue Service in England 2009-12, Department for Communities and Local Government, United Kingdom
Greater Manchester Fire and Rescue Service, (2007), Integrated Risk Management Plan 2007-2010, GMFRS, United Kingdom
Greater Manchester Fire & Rescue Service, (2009), Managing Our Resources: Value for Money Strategy 2009, Greater Manchester FRS, United Kingdom
Lancashire Fire & Rescue Service, (2011), Risk Management Plan 2011-2013, Lancashire FRS, United Kingdom
Merseyside Fire and Rescue Service, (2012), Integrated Risk Management Plan, MFRS, United Kingdom
National Audit Office, (2008), New Dimension- Enhancing the Fire and Rescue Services’ capacity to respond to terrorist and other large-scale incidents, The Stationery Office, United Kingdom