Sfr Deming System
SPOL
Deming (2016) defined a system as “a network of interdependent components that work together to try to accomplish the aim of the system.” The aim for any system should be everybody gains, not one part of the system at the expense of another. Every aspect of the organisation should work in harmony to achieve a shared aim/vision. Guilfoyle (2014) states it’s essential to understand the aim of the system. In context, the vision of SFRS is “to make Staffordshire the safest place to be” and the vision of SPOL, “keeping our communities safe and reassured.”
Guilfoyle, S. (2015) suggested replacing targets by implementing organisational priorities and measures. Priorities set direction and ambition within the organisation, measures are a crucial …show more content…
(2015) maintains Process Control Charts are the best way to measure performance, enabling managers to view data (e.g. number of fire deaths) in one chart, data shows natural fluctuations and areas requiring improvement. These charts are superior to binary comparisons and league tables used by both organisations to measure performance. Binary comparisons use no additional background data necessary to convey significant differences. League tables do not account for individual differences and successes, averages are used. Therefore, data is not representative of their overall performance. Both performance indicators have caused misguided reactions by managers, which could have been avoided by using more appropriate performance …show more content…
2017 merger
On 11 September 2015, a Government consultation paper (Enabling Closer Working Between the Emergency Services, 2016) sought views on a range of proposals to increase joint working between emergency services. The document asks, “Is there a case for full integration?” Resulting in a merger between SFRS and SPOL being considered. The Fire and Police Joint Transformation Programme written by Tamplin (2016) promulgates the risks and benefits of the merger. Movement to a single employer and full integration is scheduled for the 17th April 2017.
Appendix A holds a Kurt Lewin Force Field analysis, highlighting some of the driving and restraining forces requiring thorough consideration before SFRS and SPOL undertake a merger of such a scale.
It remains to be seen if the proposed merger will be successful. Matthew Ellis strongly supports the recommendations in the report with the exception of the time scales, which he perceives as too optimistic. Such momentous changes should not be rushed, there is a case for carefully considered incremental steps to ensure the changes become embedded and
Deming (2016) defined a system as “a network of interdependent components that work together to try to accomplish the aim of the system.” The aim for any system should be everybody gains, not one part of the system at the expense of another. Every aspect of the organisation should work in harmony to achieve a shared aim/vision. Guilfoyle (2014) states it’s essential to understand the aim of the system. In context, the vision of SFRS is “to make Staffordshire the safest place to be” and the vision of SPOL, “keeping our communities safe and reassured.”
Guilfoyle, S. (2015) suggested replacing targets by implementing organisational priorities and measures. Priorities set direction and ambition within the organisation, measures are a crucial …show more content…
(2015) maintains Process Control Charts are the best way to measure performance, enabling managers to view data (e.g. number of fire deaths) in one chart, data shows natural fluctuations and areas requiring improvement. These charts are superior to binary comparisons and league tables used by both organisations to measure performance. Binary comparisons use no additional background data necessary to convey significant differences. League tables do not account for individual differences and successes, averages are used. Therefore, data is not representative of their overall performance. Both performance indicators have caused misguided reactions by managers, which could have been avoided by using more appropriate performance …show more content…
2017 merger
On 11 September 2015, a Government consultation paper (Enabling Closer Working Between the Emergency Services, 2016) sought views on a range of proposals to increase joint working between emergency services. The document asks, “Is there a case for full integration?” Resulting in a merger between SFRS and SPOL being considered. The Fire and Police Joint Transformation Programme written by Tamplin (2016) promulgates the risks and benefits of the merger. Movement to a single employer and full integration is scheduled for the 17th April 2017.
Appendix A holds a Kurt Lewin Force Field analysis, highlighting some of the driving and restraining forces requiring thorough consideration before SFRS and SPOL undertake a merger of such a scale.
It remains to be seen if the proposed merger will be successful. Matthew Ellis strongly supports the recommendations in the report with the exception of the time scales, which he perceives as too optimistic. Such momentous changes should not be rushed, there is a case for carefully considered incremental steps to ensure the changes become embedded and