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

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 Scotlands 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.

Figure 1 SFRS Service Area

Fire Stations: 375

Workshops: 8
Other Buildings: 75
Vehicles (Heavy): 740
Vehicles (Light): 771
Control Centres: 8
Budget: 286.8M

(Clark, 2013; SFRS, 2015d)

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

Page | 1
Hisham El Sherbini, 19706356 L&C Individual Assignment

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).

Figure 2 Force Field Analysis

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

Reducing cost & duplication (5)
Merging the Loss of jobs and talent (3)

8 Fire
Standardising best & safe
practice (4)
Services into
one Fire
Danger that local accountability
Service would be eroded (3)
Ensuring efficient service
delivery (3)

Front-line services
affected in the interim (2)
Failure of political
leadership (2)

Dominant masculine culture wanting

to maintain the status quo (4)
Equality and Environmental
legislations (3)

(Number in bracket represents

the score given to the Force)

(Lewin, 1954)

Page | 2
Hisham El Sherbini, 19706356 L&C Individual Assignment

1.2. CURRENT AND POTENTIAL IMPACT

The impact on the organisations environment could be explained using Table 1.

Table 1 Current and Potential Impact

Internal External
Back-office restructure Variations and conflicts in service delivery due to
Loss of talent through voluntary exit differences between the eight FRSs
Current

Increased lack of motivation Adherence to the Scottish governments

regulatory and cost demands

Delay in delivering value due to the need FRSs to be delivered in a more equitable and
for training new recruits consistent manner to communities
Increased frustration due to budget cuts An opportunity to examine incident trends across
Potential

which could affect the commitment of the the whole of Scotland enabling an intelligence-led
employees in the accomplishment of the approach to partnership working
budgetary plan

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.

Page | 3
Hisham El Sherbini, 19706356 L&C Individual Assignment

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 youll be successful,
one can argue that the SLT had enough time and opportunity to get prepared.

Figure 3 SFRS Timeline

Consultation
on the future Police and Appointment Official
of the FRS in Fire Reform of Board Launch of
Scotland Act Members SFRS
(02/2011) (07/2012) (10/2012) (04/2013)

Scottish Appointmet Selection of

Government of Chief SLT
decision to Officer and (12/2012)
esablish a Chair of
single Board
Service and (08/2012)
Consultation
on its
Reform (FIRE, 2013)
(09/2011)

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 FRSs
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

Page | 4
Hisham El Sherbini, 19706356 L&C Individual Assignment

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.

Figure 4 SLT Structure

Director of People &
Organisational Development
(Diane Vincent)

Director of Response & Resilience

(David Goodhew)

Director of Prevention &

Protection
(Lewis Ramsay)

Deputy Chief Officer

(Alex Clark) Director of Finance & Contract
Chief Officer Services
(Alasdair Hay) (Sarah O'Donnell)

Director of Strategic Planning,

Performance & Communications
North Hub
(Robert Scott)
Fromer Lothian &
Borders FRS
Director of Service Delivery
Former Strathclyde
FRS West Hub
(Dave Boyle)
Former Grampian FRS
Director of Service
Former Tayside FRS Transformation
East Hub
(Peter Murray)

(SFRS, 2015c; FIRE, 2013)

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 Majestys Fire Service Inspectorate) and the Board whose aim is to provide strategic direction,
support and guidance to the SFRSThey also scrutinise plans and proposals and hold SLT to
account (SFRS, 2015b).

Page | 5
Hisham El Sherbini, 19706356 L&C Individual Assignment

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).

Figure 5 Service Transformation Governance

Strategic Aims

(SFRS, 2013)

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 rulesit 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 hes 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.

Page | 6
Hisham El Sherbini, 19706356 L&C Individual Assignment

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).

Figure 6 McKinsey 7S

The hard factors Structure

Functional/Divisional
Strong Governance and
Accountability

Strategy Systems
Clear and articulated Vision Legacy and disparate IT
Improved safety systems
Equitable access to services Significant differences in
Partnerships operational policies &
Develop a culture of practices
continuous improvement Lack of centralized
reporting
Shared Values
Safety
Dignity
Excellence
Diversity
Fairness
Integrity
Equality
Skills Respect
Variant levels of technical
Style
skills Military/masculine
Loss of skilled talent due management style
to merge Top-down
Lack of Change
Management skills
Lack of merge Staff
experience Long-serving
Demotivated
Resistant to change
Leadership mostly started
as Firefighters

The soft factors

(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.

Page | 7
Hisham El Sherbini, 19706356 L&C Individual Assignment

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 organizationhas mobilized its emotional, cognitive,
and behavioural potential to pursue its goals.

The back-office staffs 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.

Figure 7 Energy Matrix

SFRS
Staff

(Bruch & Vogel, 2011)

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).

Page | 8
Hisham El Sherbini, 19706356 L&C Individual Assignment

3. PART C

3.1. MY APPROACH AS CHIEF OFFICER

3.1.1. EIGHT STEPS TO TRANSFORMING THE SFRS

Kotters (1995) Eight Steps would be an ideal place to start (Table 2).
Table 2 Eight Steps to Transforming the SFRS

1. Establishing a I would have established a stronger sense of urgency at SFRS that would propagate
sense of urgency 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 It is hard to argue that that was not the case at SFRS. As mentioned in section 2.1, a
powerful guiding strong SLT was selected. They all focused their efforts on supporting the change. In
coalition 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 emphasis on communicating the vision at SFRS was little. This would be a focus
the vision 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 Empowerment hadnt gone far beyond the line managers at SFRS. I would engage
others to act on team leaders and staff, listen to their thoughts about overcoming obstacles and
the vision empower them to achieve that.

6. Planning for and I would activate the Learning and Development strategy, leverage the state-of-the-
creating short- art training facility in Oban and assign part-time trainers to maintain the
term wins momentum and produce compelling evidence that the journey is producing
expected results (HMFSI, 2013).

Page | 9
Hisham El Sherbini, 19706356 L&C Individual Assignment

7. Consolidating Stewart Maxwell MSP (2013) declared the success of the single service way too
improvements prematurely, just less than a year since its official launch. Casual interviews with the
and producing staff highlighted their discontent with regards to such messages when there is a lot
still more change 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 Emphasizing the new ways of communication is key, that the staff are now being
new approaches 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.

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).

Figure 8 The Change Kaleidoscope

(Balogun & Hope Hailey, 2004)

Page | 10
Hisham El Sherbini, 19706356 L&C Individual Assignment

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

Table 3 Contextual Features

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.

Page | 11
Hisham El Sherbini, 19706356 L&C Individual Assignment

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).

Figure 9 Change Type

(Balogun & Hope Hailey, 2004)

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

Page | 12
Hisham El Sherbini, 19706356 L&C Individual Assignment

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 als (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.

Figure 10a Former 8 Scottish FRSs

Stories Symbols

Fire fighters hailed as Different fire engine colour

heroes/losing their lives Different logos

Pension & salary issues Firefighter Uniform

Rituals & Routines Paradigm Power Structures

Customers expect frontline Negative culture Chief Officer
services to save lives Lack of commitment and Local Council
Talks about Chief Officers motivation
Organisational Structures
Control Systems
Functional
8 different control rooms
8 Different localised
8 different legacy IT
systems

Figure10b New SFRS

Stories Symbols

Operational excellence Single fire engine colour

Costs savings Single unified logo
Engaged staff & communities Single Firefighter Uniform

Rituals & Routines Paradigm Power Structures

Embraced values Productive culture Chief Officer
Talks about successes Motivated workforce Scottish Government
Talk about learning & Reducing fire incidents Board
development
Organisational Structures
Control Systems
Functional
3 control rooms Divisional
Unified IT, HR and other
Enterprise systems

(Johnson et al, 2008)

Page | 13
Hisham El Sherbini, 19706356 L&C Individual Assignment

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, its 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 peoples 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 | 14
Hisham El Sherbini, 19706356 L&C Individual Assignment

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 | 15
Hisham El Sherbini, 19706356 L&C Individual Assignment

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
Brodies (2014) Audit Scotland report into public sector ICT projects [Accessed 08 Feb 2015]
http://www.brodies.com/node/1798
Bruch, H & Vogel, B (2011) Fully Charged: How Great Leaders Boost Their Organization's Energy and
Ignite High Performance. Harvard Business Review Press
Carnall, C (2007) Managing Change in Organizations, 5th ed. Financial Times/Prentice Hall
Clark, A (2013) Merging the 8 Scottish Fire and Rescue Services [Accessed 20 Jan 2015]
http://www.local.gov.uk/c/document_library/get_file?uuid=1d1955e9-b6a3-42ff-99df-
bad1ef3b58d2&groupId=10180
Collins, C (2012) Leadership and Change Module Study Guide. Henley Business School
Collins, C & Vogel, B (2014) Leadership and Change Presentation: Day 1 Part 2. Henley Business
School
Currie, B & Campsie, A (2012) National role for fire chief under threat [Accessed 08 Feb 2015]
http://www.heraldscotland.com/news/home-news/national-role-for-fire-chief-under-
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]
Johnson, G, Scholes, K & Whittington, R (2008) Exploring Corporate Strategy, 8th ed. Financial
Times/Prentice Hall
LBFire (2012) Top team appointed to lead new Scottish Fire and Rescue Service [Accessed 09 Feb
2015] https://lbfire.wordpress.com/2012/12/11/top-team-appointed-to-lead-new-scottish-fire-and-
rescue-service
LFB (2014) London Fire Brigade Who we are [Accessed 22 Jan 2015] http://www.london-
fire.gov.uk/WhoWeAre.asp
Lewin, K (1952) Field Theory in Social Science. London: Tavistock Publications
Maxwell, S (2013) Lets Mark Year Of Change For Scottish Fire And Rescue By Being Fire Safe This
Christmas [Accessed 04 Feb 2015] http://www.stewartmaxwellmsp.com/2013/12/lets-mark-year-of-
change-for-scottish-fire-and-rescue-by-being-fire-safe-this-christmas
Rees, D (2014) Leadership and Change Presentation: Sessions for 29 & 30 March, 2014. Henley
Business School

Page | 16
Hisham El Sherbini, 19706356 L&C Individual Assignment

SFRS (2013) Strategic Plan 2013-2016: Working Together for a Safer Scotland [Accessed 22 Jan 2015]
http://www.firescotland.gov.uk/media/459709/strategic_plan.pdf
SFRS (2015a) Who we are [Accessed 22 Jan 2015] http://www.firescotland.gov.uk/about-
us/whoweare.aspx
SFRS (2015b) SFRS Board [Accessed 22 Jan 2015] http://www.firescotland.gov.uk/about-us/sfrs-
board.aspx
SFRS (2015c) Strategic Leadership Team [Accessed 22 Jan 2015]
http://www.firescotland.gov.uk/about-us/strategic-leadership-team.aspx
SFRS (2015d) Strategic Plan 2013-2016 [Accessed 02 Feb 2015]
http://www.firescotland.gov.uk/media/459709/strategic_plan.pdf
SPICe (2014) Briefing for the Public Petitions Committee [Accessed 20 Feb 2015]
http://www.scottish.parliament.uk/ResearchBriefingsAndFactsheets/Petitions%20briefings%20S4/P
B14-1510.pdf
The Courier (2015) Scottish Government backs merger of country's fire services [Accessed 03 Feb
2015] http://www.thecourier.co.uk/news/uk/scottish-government-backs-merger-of-country-s-fire-
services-1.28110

Page | 17
Hisham El Sherbini, 19706356 L&C Individual Assignment

5. APPENDICES

5.1. ACRONYMS

CM Change Management

FRS Fire & Rescue Service

HMFSI Her Majestys Fire Service Inspectorate

PD Personal Development

SFRS Scottish Fire & Rescue Services

SLT Strategic Leadership Team

Page | 18
Hisham El Sherbini, 19706356 L&C Individual Assignment

5.2. APPENDIX 2 PESTEL ANALYSIS

Political
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.

Economic
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.

Social
An aging population, health issues relating to alcohol and smoking.
Increasing deprivation, increased home-related injuries and the continuing challenge of road related
casualties.
Technological
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.

Environmental
In 2008 all of Scotlands 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.

Legal
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.

Page | 19
Hisham El Sherbini, 19706356 L&C Individual Assignment

5.3. APPENDIX 3 EVALUATION BASED UPON THE 5 PARADIGMS

Page | 20
Hisham El Sherbini, 19706356 L&C Individual Assignment

5.4. APPENDIX 4 EMOTIONAL INTELLIGENCE

(Goleman, 2000)

Page | 21