Quality Standards for Hertford Fire and Rescue Service - Case Study Example

Name : xxxxxxxxxxx Institution : xxxxxxxxxxx Tutor : xxxxxxxxxxx Title : Hertford Fire and Rescue Service Course : xxxxxxxxxxx @2009 Introduction Effective Fire and Rescue Services (FRS) are important for any city (Bryon 2008). This is because they help to avoid calamities that are possible in case of fire outbreaks (Edwards 2007). According to Communities & Local Government (2008), the services also have to be well managed to ensure that they stick to their ideal definition of operations and offer members of the public the best and swiftest responses possible. Such management requires the measurement of input and outcomes, thus establishing a basis for quality and standards assurance in FRS. This paper assesses the effectiveness of FRS management outcomes in relation to the Hertfordshire area, basing on national standards set by the FRS National framework of 2008 – 2011 and the HSG 65 as reference points. The Hertford Plan’s positive Trend in Relation to HSG 65 The HSG 65 provides a good way of assessing the performance of the Hertfordshire FRS. Accordingly, effectiveness in management may be done at three levels, the presence of workplace precautions that are effective, the availability of working Risk Control Systems and the ability of plans to cover all aspects of management, namely planning, organizing, control and coordination (Health and Safety Executive 2001). The Hertfordshire IRMP indicates a positive drift towards effectiveness. It has covered all the aspects specified in the HSG 65 standards. The plan seeks to first, evaluate the risks that communities are exposed to. These include those to life, the local community's economy, the national heritage that is boasted of by the local residents and the environment in general. It also sets forth the framework for using resources in a more flexible manner for preventing, protecting and responding to fire fighting and response measures so that they may be able to deal with the challenges so as to ensure improved outcomes that will in turn lead to greater safety for communities (HRWS, 2009). According to the IRMP, the main objective of the service is to serve the people. Decentralization of fire services means that the scope is narrowed down for local FRS authorities. The service should therefore prove that it is reliable and capable of handling any fire emergency that may arise at any given time. Being of service to locals will lead to higher levels of confidence for local communities that they are indeed safe. In view of this, the policy seeks to support the maximization of service delivery to their target communities. This should be achieved through making sure that the policies that have been implemented are productive and the planning measures that are suggested are able to well reduce the risks that communities face. There should be the development of fire fighting services to an extent where all the expectations for the service are met t the highest extent possible (DCLG 2008). The IRMP’s Positive Trend in Relation to National Policy The National Framework for Fire and Rescue Services offers priorities and objectives of the government in relation to Fire and Rescue. It is against these that the effectiveness of local strategies towards the implementation of effective FRS strategies is based. One of the suggested measurements in the national policy is the possession of an appropriate IRMP. An appropriate and well implemented IRMP helps in ensuring that emergencies are well dealt with. Hertfordshire has been keen to come up with such an IRMP that has been highly comprehensive. For this reason, it may be said to be on the right track in ensuring the maintenance of high service standards (FRSNS, 2008). Similarly, the national policy provides criteria for the effectiveness of FRS outcomes. According to it, an appropriate policy framework should have a number of characteristics that qualify it to be effective. Among these is being able to be reviewed and revised from time to time in order to offer updated information on risks and evaluation (FRSNS, 2008). The Hertfordshire policy is rather short term. This is important as it helps to ensure that the changes that may be occurring from time to time in the service's operating environment are well factored into each stage of plan. With each new version of the plan, new variables are introduced and are therefore dealt with. According to Halloway & Wallington (1994), this is a positive development. In fire prevention, national regulations demand that FRS Authorities should develop management strategies and risk inspection programmes for supporting provisions of the Regulatory Fire Safety Order of 2005. This should be included as part of strategy in order for such a policy to be acceptable. The Hertfordshire document is by its nature all inclusive as far as this aspect is concerned. All the measures that are provided for are based on national frameworks. In cases where an area-specific modification is necessary, there is usually en attempt to ensure that everything is in agreement with the legal and procedural government stipulations (Smeby 2005). The policy also needs to take into consideration analyses of risk that are provided by both local and regional agencies. These would include those whose reports are offered by community Risk Registers (CRRs). There should also be the consideration of internal ones, so that the eventual outcome ensures that both terrorist and civil risk factors are incorporated in the respective IRMP. In addition, such a plan ought to reflect a thorough process of consultation with all parties involved at all the stages of review. this is in addition to its demonstration of the ways in which the processes of preventing, protecting and responding to fire may be well used in dealing with the problems posed by risk upon communities through the most cost effective means possible. In ensuring effective response to emergencies, the fire policy ensures that there are working arrangements for gathering of risk information and availing it to all fire crew. The Hertfordshire policy is the result of lengthy information gathering. This is based on the assessment of local characteristics, with the implication that whatever is included in what ought to be done is an informed output. As much as this is well and clearly put forward, there is however the need to modify and refine it further in order to come up with a measure of effectiveness in its success. The arrangements that are put in place by local fire authorities need to have as their constituent, thorough review and audit systems. The possession of these will assist the implementers and evaluators of the rate of success that has been attained, of help in ensuring that the eventual information remains up to date and presented in the appropriate format (Carter & Rausch 2007). A good policy strategy needs to offer, in a detailed manner, the ways in which the FRS will deliver on stated objectives and satisfy community needs. This may be done by creating appropriate working relationships with partners. The policy should also go through a proper impact assessment process. The Hertfordshire Fire and Rescue Authority needs to continue consistently reviewing the level of effectiveness in their arrangements for integration with those in neighbouring authorities. This is because it has been observed that having such collaborations is a considerable factor in determining the effectiveness of strategy. Through the provision of support by one authority to the other, it is possible to attain a greater degree of success. The issue of resilience is a highly valued characteristic in fire and emergency response. There is therefore the requirement by national policy that the authorities come up with collaborative strategies that will ensure that risk profiles within their areas are well catered for (Fire and Resilience 2008). Cote (2003) notes that in addition to resilience, there should be standards for contingency planning in emergency situations. A proper policy needs to offer a provision for the much emergency cover that may be justifiably understood as being appropriate for emergency situations. This will be in addition to establishing liaison with relevant organisations. In addition to this, it should offer provisions for the presence of all required equipment, training facilities, motor vehicles and support services. Yet another boosting characteristic in this case would be the presence of measures for raining the level of awareness in members of the public. This should ensure that safety issues are well taken care of in the event of emergencies. Another unavoidable aspect of quality assurance is the existence of poor servicing as has been identified in the plan. The problem of poor servicing has also been observed in the cleaning and maintenance services in Hertfordshire. Although quite addressed by the ensuing policy mechanism, more work should be done in improving the situation. The standards that are set forth by the national policy demand that Fire and Rescue Services establish a standardized contract to be used in the procurement of services, specifically in maintenance and cleaning of equipment over long term durations. This is a good measure of quality. The reason for this assertion is that once quality equipment and services are availed to the organization, then the eventual output of the entire process tends to be better (HFRS 2006). Any strategy that is made up is required by national standard to keenly look at the issue of employees. Training and development of the fire and rescue workforce therefore becomes an inevitable issue in the entire process, because it is the proper application of knowledge and skill that facilitates successful service delivery. The Hertfordshire policy should ideally ensure the presence of effective policies towards this end. Such strategies need to comprehensively address the issue of employee appraisal and assessment measures. These will ensure that employee competence levels are maintained at the highest possible levels. Although well structured therefore it would be beneficial if the employee development policies to be implemented have to be as much as possible coordinated throughout regions. The regional policies should also on their part be standardized according to national expectations expressed in the different national policy papers (Edwards 2009). The IRMPs Measurement of Output From the discussion, key strategic measures of output specified in both the national policy and HSG 65 have been noted in the Hertfordshire FRS policy. One of these is the significant role that is to be played by the adaptability of its workforce to the rapidly changing work environment. According to Edwards (2009), training is therefore an inevitable component of quality assurance output measures. Through the offering of relevant and practical skills through training activity, it is possible to derive an effective measure of the service quality that has been noted in the Hertfordshire FRS. Related to this is the concept of training analysis, where the human resource management function of the FRS authority will be able to take note of deficiencies in skill and therefore recommend or carry out training of employees. When this is done, there will be a rise in individual performance levels. Measures that are derived from this process will therefore be dependent to a great extent on the kind of knowledge updating that the organization will commit itself to offer the employees (Audit Commission 2008). The Hertfordshire FRS has a clear strategic objective as relates to ensuring that the service that it offers is of the highest possible quality. The provision for this is predominantly associated with training, making it the chief quality assurance measure. The strategy suggests a need to uphold employee training as a means of supporting the quality assurance system. It is believed that with adequate and appropriate employee training, it will be possible to cut down on negative outcomes, and as a result be able to identify some measurable aspect. The negative traits to be avoided include for instance firefighter fatalities, citizen deaths and injuries, which are all measurable (Smeby 2005). The Hertfordshire strategy also notes that effective leadership is a key component of competent performance in the service. It is possible to generate information on the effects of different kinds of leadership and therefore add up to the measurability of fire FRS performance outcomes. When proper leadership is offered, there is an improvement in the work climate for both management and employees and as a result, service provision is improved (Cote 2003). The strategy identifies challenges experienced at the national level as being capable of being remedied through the provision of proper leadership and management direction. Quality and standardization measures are closely linked to the implementation of leadership and its related strategies (Smeby 2005). Fire and Resilience (2008) argues that the fire and resilience component of process evaluation is also a way of assessing quality and therefore drawing desirable assessments of effectiveness. Fire and resilience comprises of aspects in FRS management such as the New Dimension, fire links and control. The characteristics are a good measure of quality control as it has been proved to be so at the national level. The result of its adoption as a measure is highly effective as there is empirical evidence of its link to greater service efficiency, both at personal and organizational levels. Considering the well documented role that the human resource plays in ensuring strategic success, the FRS has sought to promote quality assurance through an emphasis on their welfare. In this aspect, the strategy has succeeded in incorporating a crucial element of quality assurance in its policies. Constant assessment of the fire fighters’ welfare is important. The measures in this case will be for instance avoiding overworking them hence maximizing their productivity. This makes them the central issue when it comes to raising or maintaining quality standards. (Carter & Rausch 2008). The Hertfordshire strategy, just like many others, stick to the guidelines of Comprehensive Area Assessments (CAAs) as part of its quality assurance system. This is among the significant output measures for its service provision. The harmonization of national quality assurance systems through this arrangement indirectly ensures that different service providers in the public domain such as FRS authorities eventually join forces in providing the highest quality of service possible. The assessments offer a significant evaluation of quality standards throughout the public FRS sub-sector. The structure of the assessment establishes significant measures such as an audit commission and FRS inspectorate offices. The establishment of such structures enable the existence of better organization while the standardization of working approaches that is attained enables the unification of assessment criteria and quality evaluation (Safety Regulation Group 2009). The fire and resilience measures help in acting as output measures for quality assurance. They set provisions for necessary tools and equipment as necessities for organizational existence. In addition, there is the creation of comprehensive systems for handling fire accidents within different contexts. The Hertfordshire IRMP offers a comprehensive framework for guiding the way that fire rescue and response services are to be implemented. The detailed nature of the plan ensures that risk management appropriately covers community safety through preventive inspection and swift response. In this manner, quality assurance acts to boost the FRS quality of service delivery (DCLG 2008). Conclusion The measures adopted for evaluation of quality in Hertfordshire are mostly effective. Although there still remains much to be done in order to achieve complete success, most of the directives provided by the national policy document have so far been well articulated. Most significantly, the challenges posed by modernization and the need to promote training have been well addressed. This is considered by many scholars as indeed being a step in the right direction. The harmonization of policy guidelines with the requirements of national statutes has further enabled the outcome measures that have been suggested being highly effective. Bibliography Audit Commission, 2008, Comprehensive Area Assessment, Retrieved on 7 December, 2009 Bryon, M, 2008, How to Pass the UK's National Firefighter Selection Process, Kogan Page, London Carter, H. & Rausch, E., 2007, Management in the Fire Service, London, Penguin Books Communities and Local Government, 2008, Integrated Risk management, Retrieved on 7 December 2009 from Cote, E, 2003, Organizing for Fire and Rescue Services, Jones & Bartlett Publishers, UK. 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