The diffuse management system within the Fire Service has made it difficult for any one component in the institutional process to achieve reform by itself. Unless all the institutional arrangements are pointing in the same direction, any one of them has the power to block or at least slow down changes to existing arrangements. This then provides an alibi for managers to avoid change until they receive clear instructions and support.
The new arrangements for the Fire Service will, therefore, need to achieve at least the following two objectives: first, a clear articulation of roles so that each body, committee or institution has a clear relationship to the others, a well-defined responsibility for delivering particular aspects of reform, and accountability for its performance; and second, an organic change process which allows ideas and developments to occur at any time without the need for even minor details to be agreed centrally. Not only must local innovation be encouraged, but there must be some process for building on local best practice to achieve wider reform.
There will always be a need to balance local flexibility against nationally-defined objectives, but the current system is too rigid and stifles the innovation and enthusiasm of existing staff. Managers must be allowed to manage, and the role of the central institutions is to provide them with the necessary support to deliver their responsibilities and objectives as efficiently and effectively as possible.
Based on work with other public-sector bodies, we believe that there are four critical roles which need to be defined in delivering organic change. First, the Fire Service requires a body of expertise on technical matters and business processes which can indulge in theoretical and applied research on new ways of delivering the Service’s objectives. It might also have a role in defining appropriate standards......
