Hisham El Sherbini LC Individual Assignment v2.0 (For Pub)

Leadership and Change Individual Assignment

Scottish Fire & Rescue Service

Hisham El Sherbini

Course

EMBA – EM12

Date

25th of December 2015

Table of Contents

1. Part A ............................................................................................................................................ 1

1.1. Nature and Scale of the Change Leadership Challenge ......................................................... 1

1.2. Current and Potential Impact ................................................................................................ 3

2. Part B ............................................................................................................................................ 4

2.1. Choice of Organisational Structure ....................................................................................... 4

2.2. Governance and Leadership .................................................................................................. 5

2.3. Organisational Design ........................................................................................................... 7

2.4. Organisational Energy ........................................................................................................... 8

3. Part C ............................................................................................................................................ 9

3.1. My Approach as Chief Officer ............................................................................................... 9

3.1.1. Eight Steps to Transforming the SFRS ............................................................................... 9

3.1.2. Analysing the Change Context......................................................................................... 10

3.1.3. Design Choices ................................................................................................................ 12

3.1.4. Winning the Princess ....................................................................................................... 14

3.2. Critical Generic Factors ....................................................................................................... 14

3.3. Evaluation ........................................................................................................................... 14

4. References .................................................................................................................................. 16

5. Appendices ................................................................................................................................. 18

5.1. Acronyms ............................................................................................................................ 18

5.2. Appendix 2 – PESTEL Analysis ............................................................................................. 19

5.3. Appendix 3 – Evaluation based upon the 5 Paradigms ....................................................... 20

5.4. Appendix 4 – Emotional Intelligence ................................................................................... 21

Hisham El Sherbini, 19706356 L&C Individual Assignment

Page | 1

1. PART A

1.1. NATURE AND SCALE OF THE CHANGE LEADERSHIP CHALLENGE

The Scottish Police and Fire Reform Act (2012) was set to bring together Scotland’s eight FRSs (fire

and rescue services) into one, the Scottish Fire and Rescue Service (SFRS). It became the largest Fire

Service in the UK and fourth-largest in the world (LFB, 2014; SFRS, 2015a). To appreciate the size of

the new Service, Figure 1 illustrates the service area covered.

A PESTEL analysis was performed (Appendix 2) to better understand the macro-environmental

factors surrounding the merge. It arguably shows a lot of challenges facing the SFRS. The envisioned

merge seemed inevitable with major forces in favour, including the Scottish Government. Referring

to Higgs (2003 cited in Collins, 2012), the main driver appeared to be External in the form of

“spending pressures from Westminster”. But drivers also included some Internal ones such as the

fact that councillors were not providing a strong lead in scrutinising performance as well as the

Fire Stations: 375

Workshops: 8

Other Buildings: 75

Vehicles (Heavy): 740

Vehicles (Light): 771

Control Centres: 8

Budget: £286.8M

Figure 1 – SFRS Service Area

(Clark, 2013; SFRS, 2015d)


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existence of ‘striking differences between the eight fire and rescue services, which are not explained

by the context in which they operate’ and the need for standardisation (Audit Scotland, 2012). This

can clearly be seen in Figure 2 from the score of the forces FOR the merge in the Force Field Analysis

(Lewin, 1954). The merge did, however, face resistance especially from the Liberal Democrats party

who were concerned that local accountability would be eroded. They were also unconvinced that

the merge would reduce costs (The Courier, 2015).

Merging the

8 Fire

Services into

one Fire

Service

Standardising best & safe

practice (4)

Reducing cost & duplication (5)

Forces FOR Change (17) Forces AGAINST Change (12)

Ensuring efficient service

delivery (3)

Front-line services

affected in the interim (2)

Loss of jobs and talent (3)

Danger that local accountability

would be eroded (3)

Failure of political

leadership (2)

(Number in bracket represents

the score given to the “Force”)

Dominant masculine culture wanting

to maintain the status quo (4)

Equality and Environmental

legislations (3)

Figure 2 – Force Field Analysis

(Lewin, 1954)


Page | 3

1.2. CURRENT AND POTENTIAL IMPACT

The impact on the organisation’s environment could be explained using Table 1.

Internal External

Cu

rre

nt

Back-office restructure

Loss of talent through voluntary exit

Increased lack of motivation

Variations and conflicts in service delivery due to

differences between the eight FRSs

Adherence to the Scottish government’s

regulatory and cost demands

Po

ten

tial

Delay in delivering value due to the need

for training new recruits

Increased frustration due to budget cuts

which could affect the commitment of the

employees in the accomplishment of the

budgetary plan

FRSs to be delivered in a more equitable and

consistent manner to communities

An opportunity to examine incident trends across

the whole of Scotland enabling an intelligence-led

approach to partnership working

From the table above, it can be seen that the main challenge is the management of people, their

motivation and innovation as well as the retention of the talent that the organisation needs to

deliver its goals towards the communities it serves as well as towards the Board and Scottish

Government that they are accountable to.

Table 1 – Current and Potential Impact


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2. PART B

2.1. CHOICE OF ORGANISATIONAL STRUCTURE

A month after the Act came to light, the Scottish Government appointed the CO (Chief Officer),

Alasdair Hay as well as the Chair of Board, Pat Watters. Two months later, the Board members were

chosen. Shortly after, the SLT (Strategic Leadership Team) was selected and, as illustrated in Figure

3, they only had a few months before the official launch of the SFRS. In light of Collins’ (2012:55)

suggestion that ‘the better prepared you are for the change, the more likely you’ll be successful’,

one can argue that the SLT had enough time and opportunity to get prepared.

Besides that, one can claim that it was a good start. Collins (2012:16) suggested that a ‘high profile,

larger-than-life CEO [could] correlate negatively with the progression from good to great’. Instead of

Brian Sweeney, the former Chief Officer of Strathclyde FRS who was tipped to be the single FRS’s

first leader, Hay, a “quieter leader” was chosen (Currie & Campsie, 2012). In addition, Hay seemed to

have echoed Collins’ (2012) words when it comes to selecting the right people, putting them in the

right seats before coming up with the vision and the strategy. The SLT has 130 years of experience

Consultation on the future of the FRS in

Scotland

(02/2011)

Scottish Government decision to esablish a

single Service and Consultation

on its Reform

(09/2011)

Police and Fire Reform

Act (07/2012)

Appointmet of Chief

Officer and Chair of Board

(08/2012)

Appointment of Board Members (10/2012)

Selection of SLT

(12/2012)

Official Launch of

SFRS (04/2013)

Figure 3 – SFRS Timeline

(FIRE, 2013)


Page | 5

between them and they all went through a rigorous selection process (LBFire, 2012). The colour

code used in Figure 4 highlights the former FRSs that the SLT came from.

The combined SFRS is currently around 9000 employees but, due to the voluntary severance and

early retirement paths provided for redundant staff affected by the closure of 5 control rooms and

other cost-cutting measures, this number will potentially decrease. For an organisation of this size,

the structure above, identified mainly as “functional”, could indeed be suitable as it allows for the

development of particular kinds of expertise as well as provides career paths for professional staff.

At the same time, there is a “divisional” aspect of it in the form of the North, West and East hubs.

This approach can ease the pressure on senior management as well as give each division the

freedom to respond to the demands of its own region and community. It also allows accountability

to be pushed down the organisation (Carnall, 2007; SPICe, 2014).

2.2. GOVERNANCE AND LEADERSHIP

The Governance & Accountability Framework describes the communications between the HMFSI

(Her Majesty’s Fire Service Inspectorate) and the Board whose aim is to provide ‘strategic direction,

support and guidance to the SFRS…They also scrutinise plans and proposals and hold … SLT to

account’ (SFRS, 2015b).

Chief Officer(Alasdair Hay)

Director of People & Organisational Development

(Diane Vincent)

Director of Response & Resilience(David Goodhew)

Director of Prevention & Protection

(Lewis Ramsay)

Director of Finance & Contract Services

(Sarah O'Donnell)

Director of Strategic Planning, Performance & Communications

North Hub(Robert Scott)

Director of Service Delivery

West Hub(Dave Boyle)

Director of Service Transformation

East Hub(Peter Murray)

Deputy Chief Officer (Alex Clark)

Former Tayside FRS

Fromer Lothian & Borders FRS

Former Grampian FRS

Former Strathclyde FRS

Figure 4 – SLT Structure

(SFRS, 2015c; FIRE, 2013)


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Over 3 years, the Service Transformation Programme will help realise the benefits of the reform by

aligning to the SFRS’ strategic aims (Figure 5). A Programme Board will manage the delivery and they

will report the progress, risk and issues to the Service Transformation Committee, which will ensure

oversight and good governance of the Programme (SFRS, 2015d).

The above can indeed be seen as crucial towards generating an ethical culture of sustained

excellence and achievement. However, Collins (2012: 49) also emphasizes how ‘ethical culture is not

created by imposing a set of rules…it is evident when leaders do what they say they value (walk the

talk) in ethical terms’.

Hay enjoyed over a 45% hike in salary from £110,500 to £165,000 meaning that he’s being paid more

than the Prime Minister. The total value of his pension pot leapt from just over £1.4 million to more

than £2m in one year. Hay's deputy chief officer, Alex Clark, who earns £135,000 a year, enjoyed a

boost to his pension pot of £177,000 up to £925,000 (Gordon, 2013). Recalling the fact that the main

reason for the merge was to cut costs, all of the above definitely raised some eyebrows questioning

whether those leaders actually “walk their talk”.

Figure 5 – Service Transformation Governance

( SFRS, 2013)

Strategic Aims


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2.3. ORGANISATIONAL DESIGN

The McKinsey 7S (Figure 6) is an ideal framework that can help assess the organisational design and

the critical role of coordination and alignment in organisational effectiveness as the SFRS embarks

on its change challenge (Rees, 2014).

The hard factors have been easier to identify and address. As mentioned earlier, the Structure is

generally suitable and fit for purpose and there is strong governance in place. The SFRS has been

working on unifying their IT Systems as well as their policies to, indeed, address their Strategic aims.

In addition, a dedicated Change Management team has been appointed to address the lack of Skills

in that area and external consultants have been sought as well. So, one can argue that there is a

strong alignment brewing, especially with some of the Shared Values such as Safety, Excellence and

Fairness. Perhaps the most obvious misalignment is involving Staff and, specifically, the back-office

and the support services staff who do not come from a Firefighting background.

Figure 6 – McKinsey 7S

(Rees, 2014)

Strategy Clear and articulated Vision

Improved safety

Equitable access to services

Partnerships

Develop a culture of continuous improvement

The “hard” factors

The “soft” factors

Structure Functional/Divisional

Strong Governance and Accountability

Systems Legacy and disparate IT

systems

Significant differences in operational policies &

practices

Lack of centralized reporting

Shared Values Safety

Dignity

Excellence

Diversity

Fairness

Integrity

Equality

Respect

Skills Variant levels of technical

skills

Loss of skilled talent due to merge

Lack of Change Management skills

Lack of merge experience

Staff Long-serving

Demotivated

Resistant to change

Leadership mostly started as Firefighters

Style Military/masculine

management style

Top-down


Page | 8

2.4. ORGANISATIONAL ENERGY

The analysis above all leads to a need to examine the organisational energy which is, as Bruch &

Vogel (2011:1) define it, the ‘extent to which an organization…has mobilized its emotional, cognitive,

and behavioural potential to pursue its goals’.

The back-office staff’s general energy is perceived to be characterised with relatively high levels of

frustration, mental withdrawal, and low collective engagement. On a more limited scale, there are

some signs of internal politics and resistance to change. Hence, we can possibly map energy of the

SFRS staff, as suggested in Figure 7, as “Negative Quality” with “Medium to Low Intensity”.

At a time of a major change such as that happening at the SFRS, a Productive energy, the fuel for the

change, could not be more needed and ‘leadership is the art of orchestrating [that] energy’ (Bruch &

Vogel, 2011:1).

Figure 7 – Energy Matrix

SFRS

Staff

(Bruch & Vogel, 2011)


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3. PART C

3.1. MY APPROACH AS CHIEF OFFICER

3.1.1. EIGHT STEPS TO TRANSFORMING THE SFRS

Kotter’s (1995) ‘Eight Steps’ would be an ideal place to start (Table 2).

1. Establishing a

sense of urgency

I would have established a stronger sense of urgency at SFRS that would propagate

down the hierarchy. Communicating the pressures as a “crisis” needs to be dramatic

enough to awaken the beast and stir all the forces of the organisation in the right

direction. The lack of motivation could jeopardize the success of the change.

2. Forming a

powerful guiding

coalition

It is hard to argue that that was not the case at SFRS. As mentioned in section 2.1, a

strong SLT was selected. They all focused their efforts on supporting the change. In

addition, the dedicated team (Figure 5) was given full support from the SLT. I would

have followed a similar approach.

3. Creating a vision SFRS established a vision to be a ‘world leading Fire and Rescue Service that others

look to because our approach to working together for a safer Scotland is delivering

real improvements in our communities’. It is arguably sensible and clarifies the

direction in which they need to move. A values framework and the supporting

behaviours will define how to achieve the vision. The strategic aims (Figure 5) will

be used to deliver the vision (SFRS, 2014).

4. Communicating

the vision

The emphasis on communicating the vision at SFRS was little. This would be a focus

for me especially since the short-term sacrifices include job losses. All available

communication channels would be used to bring the vision to life. I would have to

“walk the talk” and become a living symbol of the vision and the new corporate

culture.

5. Empowering

others to act on

the vision

Empowerment hadn’t gone far beyond the line managers at SFRS. I would engage

team leaders and staff, listen to their thoughts about overcoming obstacles and

empower them to achieve that.

6. Planning for and

creating short-

term wins

I would activate the Learning and Development strategy, leverage the “state-of-the-

art” training facility in Oban and assign part-time trainers to maintain the

momentum and produce compelling evidence that the journey is producing

expected results (HMFSI, 2013).

Table 2 – Eight Steps to Transforming the SFRS


Page | 10

3.1.2. ANALYSING THE CHANGE CONTEXT

In order to make the right design choices, the key contextual features of the change context at SFRS

will need to be identified first. The Change Kaleidoscope (Figure 8) would be used to help with that

(Balogun & Hope Hailey, 2004).

7. Consolidating

improvements

and producing

still more change

Stewart Maxwell MSP (2013) declared the success of the single service way too

prematurely, just less than a year since its official launch. Casual interviews with the

staff highlighted their discontent with regards to such messages when there is a lot

that still needs to be done. It is one of the dilemmas and I would build on quick wins

through engaging the staff themselves, listening to them, learning and transferring

the learning to the next projects and stages.

8. Institutionalizing

new approaches

Emphasizing the new ways of communication is key, that the staff are now being

listened to and that every one of them is a partner in success. Through

measurement, I can communicate the evidence of our success and that the new is

going to stay.

Figure 8 – The Change Kaleidoscope

(Balogun & Hope Hailey, 2004)


Page | 11

Applying it to the SFRS merge could yield the insights in Table 3.

Time Almost a crisis with pressure to save hundreds of millions of pounds over 15 years.

Initial stage is 3 years.

Scope Affecting the whole organisation and could be seen as a transformation.

Preservation Maintaining continuity in providing frontline services is crucial. However, some

physical assets such as 5 out of the 8 control rooms will have to go. Redundant

staff will also have to be reduced through voluntary exit and early retirement.

Diversity To a good extent, the SFRS is homogenous with around 8000 firefighters being,

mostly, white and male. The culture is predominantly masculine and military-style.

Capability On the individual level, SFRS staff are generally resistant to change. On the

organisation level, there are no specific change capabilities involving mergers. A

Change management team will be appointed to oversee the transformation.

Capacity This is another dilemma because of pressures to reduce cost. Cash, in the form of

“transitional funding” will be redirected from the cost-saving areas to support the

change interventions. However, time has not been effectively allocated for line

managers to perform their change duties. A dedicated team is assigned to oversee

the change activities (Figure 5).

Readiness Awareness does exist and the staff do understand the pressures involving the

merge. However, the level of commitment did not propagate the whole way down

the hierarchy especially among back-office and support staff. More engagement

will need to be employed.

Power The power of SFRS to determine its own future is limited. Westminster is putting

pressure on the Scottish Government which transferred the pressure to the SFRS

Board and SLT to make drastic changes and cost-savings. However, the SLT has the

power and commitment to pursue the changes required.

Table 3 – Contextual Features


Page | 12

3.1.3. DESIGN CHOICES

Since the change at SFRS is, arguably, a fundamental one requiring a shift in strategy, structures,

systems, processes and culture, one can identify the end result to be a “Transformation”. At the

same time, since it will initially take 3 years, it could be seen to have an “Incremental” nature. Based

on that, we are probably looking at a complete “Evolution” here (Balogun & Hope Hailey, 2004).

Having said that, it might be more sensible to start with a Reconstruction and then follow the path to

Evolution especially that SFRS lacks the resources, finance and skills to achieve transformation

(Figure 9).

Recalling the negative energy at SFRS discussed in section 2.4 and the lack of empowerment that

characterises the culture, it might not be realistic to implement a bottom-top “Change start-point”.

Rather, a Top-bottom approach such as the one suggested in section 2.2 would be desirable. It is

crucial, however, for that approach to be collaborative and engaging to, both, guarantee buy-in and

generate the right energy required to fuel the change.

The above leads smoothly to the decision with regards to the “Change Style”. A mix of Education &

Delegation, Collaboration and Participation would seem appropriate to gain support as well as

ownership of change. This can address, once again, the negative energy and send a message to the

SFRS staff that they are valued and are being listened to. Time, however, might be the obstacle since

the planned transformation is only covering 3 years. Resources should be directed towards parallel

activities to optimise the use of time.

Looking at the “Change Target”, Balogun & Hope Hailey (2004) suggest that, for a homogenous

organisation such as the SFRS undergoing a crisis situation, perhaps it would be sensible to focus

Figure 9 – Change Type

(Balogun & Hope Hailey, 2004)


Page | 13

primarily on enforcing new Behaviours but with the ultimate intent of driving in new assumptions

and believes especially since Value change can take a longer while to develop. There are various

“Change Levers” but, to achieve the above, the range of interventions to use has to include intensive

communication, education, training, and personal development. Referring to Johnson et al’s (2008)

Cultural Web, the interventions above will need to be supported by changes to all aspects of the

web to create a mutually supportive and consistent organisational system that will enable and

reinforce behaviours suitable to the new values (Balogun & Hope Hailey, 2004). Figures 10a & 10b

show the former 8 Scottish FRSs and the new desired SFRS respectively.

Symbols

Different fire engine colour

Different logos

Firefighter Uniform

Stories

Fire fighters hailed as

heroes/losing their lives

Pension & salary issues

Rituals & Routines

Customers expect frontline

services to save lives

Talks about Chief Officers

Paradigm

Negative culture

Lack of commitment and

motivation

Power Structures

Chief Officer

Local Council

Organisational Structures

Functional

8 Different localised

Control Systems

8 different control rooms

8 different legacy IT

systems

Figure 10a – Former 8 Scottish FRSs

Symbols

Single fire engine colour

Single unified logo

Single Firefighter Uniform

Stories

Operational excellence

Costs savings

Engaged staff & communities

Rituals & Routines

Embraced values

Talks about successes

Talk about learning & development

Paradigm

Productive culture

Motivated workforce

Reducing fire incidents

Power Structures

Chief Officer

Scottish Government

Board

Organisational Structures

Functional

Divisional

Control Systems

3 control rooms

Unified IT, HR and other Enterprise systems

(Johnson et al, 2008)

Figure10b – New SFRS


Page | 14

Last but not least, the “Change Roles” need to be defined. A change of this scale cannot reside with

just one person or entity. Because of the size and the duration of the transformation, it’s sensible to

appoint a dedicated Change Management team

3.1.4. WINNING THE PRINCESS

At a time of a major change such as that happening at the SFRS, a Productive energy, the fuel for the

change, could not be more needed and ‘leadership is the art of orchestrating [that] energy’ (Bruch &

Vogel, 2011:1).

Winning the Princess is the approach that could be followed to transform the organisational energy

from Negative to Productive. The steps involved have now been addressed through the previous

discussions but are included here to conclude the methodology sought:

• Identifying, interpreting, and defining a vision/opportunity

• Passionately communicating the opportunities

• Strengthening people’s confidence to achieve the opportunity

3.2. CRITICAL GENERIC FACTORS

A merger situation like the SFRS involves challenges specifically related to the different

cultures, systems, and processes within the different organisations coming together. In the

case of the SFRS, there were not any cross-borders entities or Figure 11 – Acquisition Integration

considerations but that would have added to the

complexity.

Decisions regarding whether to integrate the cultures or

leave them alone need to be made. The Senior Executive

team should also look at the form of Acquisition

Integration agreed upon with regards to its suitability

(Figure 11).

(Jemison & Haspelagh, 1991 cited in Rees, 2014)

3.3. EVALUATION

It is crucial to evaluate the change effectiveness so that we can make amendments as we go

especially as objectives and requirements change during the planned 3 years. Collins (2012)

suggested that evaluation is based on the change paradigm. Illustrated in Appendix 3, one could


Page | 15

argue that the Change Paradigm at SFRS involves both “Change through design” which would

have clearly measurable outcomes such as cost savings as well reduction of fire incidents and

deaths as well as “Change through people” which should reflect on the motivation of people and

a change in behaviour; that could be measured through employee satisfactions surveys and staff

turnover. The first ever Cultural Audit was undertaken in 2005 and the first since the merge was in

August, 2014. However, the SFRS will not be taking actions on the results until May, 2015. This is,

arguably, a very long period during which the results might not be relevant anymore. Again, a

sense of urgency with regards to the evaluation would be more desirable.


Page | 16

4. REFERENCES

Audit Scotland (2012) New report highlights strengths and challenges as Scotland moves to a single

fire service [Accessed 03 Feb 2015] http://www.audit-scotland.gov.uk/media/article.php?id=209

Balogun, J & Hope Hailey, V (2004) Exploring Strategic Change, 2nd ed. Financial Times/Prentice Hall

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Bruch, H & Vogel, B (2011) Fully Charged: How Great Leaders Boost Their Organization's Energy and

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School

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threat.17171244

FIRE (2013) New Scottish SLT [Accessed 10 Feb 2015] http://www.cfoa.org.uk/download/31692

Gordon, T (2013) Fire chief's pension pot jumps to £2m [Accessed 22 Feb 2015] http://www.heraldscotland.com/news/home-news/fire-chiefs-pension-pot-jumps-to-2m.22777519

HMFSI (2013) An Overview of the Scottish Fire & Rescue Service [Accessed 20 Feb 2015] http://www.gov.scot/Resource/0043/00437774.pdf

Honey, P & Mumford, A (2000) Honey & Mumford Learning Styles Questionnaire. Peter Honey Publications (2012), http://henleybusinessschool.peterhoney.com/ – Personal report prepared for Hisham El Sherbini – [Accessed 14th October 2012]

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Page | 17

SFRS (2013) Strategic Plan 2013-2016: Working Together for a Safer Scotland [Accessed 22 Jan 2015]

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us/whoweare.aspx

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board.aspx

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2015] http://www.thecourier.co.uk/news/uk/scottish-government-backs-merger-of-country-s-fire-

services-1.28110


http://www.firescotland.gov.uk/about-us/whoweare.aspx

http://www.firescotland.gov.uk/about-us/whoweare.aspx

http://www.firescotland.gov.uk/about-us/sfrs-board.aspx

http://www.firescotland.gov.uk/about-us/sfrs-board.aspx

http://www.firescotland.gov.uk/about-us/strategic-leadership-team.aspx


http://www.scottish.parliament.uk/ResearchBriefingsAndFactsheets/Petitions%20briefings%20S4/PB14-1510.pdf

http://www.scottish.parliament.uk/ResearchBriefingsAndFactsheets/Petitions%20briefings%20S4/PB14-1510.pdf

http://www.thecourier.co.uk/news/uk/scottish-government-backs-merger-of-country-s-fire-services-1.28110

http://www.thecourier.co.uk/news/uk/scottish-government-backs-merger-of-country-s-fire-services-1.28110


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5. APPENDICES

5.1. ACRONYMS

CM Change Management

FRS Fire & Rescue Service

HMFSI Her Majesty’s Fire Service Inspectorate

PD Personal Development

SFRS Scottish Fire & Rescue Services

SLT Strategic Leadership Team


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5.2. APPENDIX 2 – PESTEL ANALYSIS

•Potential pressure and interference from the SNP government known for their direction towards centralization

•Fear of less focus on local needs.

•The new service having a chief fire officer and management board, all appointed by ministers.

Political

•Pressure to cut costs including reducing control centres from 8 to 3 as well as fire service staff costs.

•Westminster Budget reduction.

•Budget deficit of 5% of GDP.

Economic

•An aging population, health issues relating to alcohol and smoking.

•Increasing deprivation, increased home-related injuries and the continuing challenge of road related casualties.

Social

•Audit Scotland has identified a number of common themes which caused ICT project delays, overruns and cancellation leading to £133 million in unnecessary costs for the public purse (Brodies, 2014).

•Potential use of technology to increase competitivenss and improve economic performance.

Technological

•In 2008 all of Scotland’s chief fire officers signed up to the Scottish environmental declaration.

•Through the vision of a ‘Greener’ Scotland the Scottish Government is committed to reducing greenhouse gas emissions. As a result, The SFRS has a duty to monitor and, where appropriate, reduce emissions.

Environmental

•The general public sector equality duty was introduced in the Equality Act 2010 and came into force on 5 April 2011. Under this general duty, the SFRS must have due regard to the need to eliminate unlawful discrimination, advance equality of opportunity and foster good relations.

•Claims that health and safety law is preventing firefighters from saving lives.

Legal


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5.3. APPENDIX 3 – EVALUATION BASED UPON THE 5 PARADIGMS


Page | 21

5.4. APPENDIX 4 – EMOTIONAL INTELLIGENCE

(Goleman, 2000)

Documents

Hisham El Sherbini LC Individual Assignment v2.0 (For Pub)