STRATEGIC PLAN:2014 -2019 - Ministry of Public Security – |Republic of Guyanamops.gov.gy/.../2017/05/gfs-strategic-plan-2014-2019.pdf · · 2017-05-09GOG Government of Guyana

GUYANA FIRE AND RESCUE SERVICE


STRATEGIC PLAN:2014 -2019

THIS DOCUMENT PROVIDES THE BLUEPRINT FOR THE REALIZATION OF THE GUYANA FIRE SERVICE’S VISION FOR 2024. IT SETS OUT THE STRATEGIC GOALS

THAT WILL BE PURSUED OVER THE NEXT FIVE YEARS AND THE OBJECTIVES AND INITIATIVES THAT ARE INTENDED TO FACILITATE THEIR ACHIEVEMENT. IT ALSO

OFFERS INSIGHTS INTO THE CRITICAL IMPERATIVES THAT ARE NECESSARY TO PROMOTE THE SUCCESSFUL EXECUTION OF THIS FIRST PHASE OF STRATEGY

IMPLEMENTATION.

PREPARED FOR THE GUYANA FIRE AND RESCUE SERVICE BY LEILA PARRIS, CONSULTANT

September 2014

RE-INVENT, RE-ENERGIZE, RE-POSITION FOR CHANGE!

Final Version

GUYANA FIRE AND RESCUE SERVICE `

i | P a g e REVISED STRATEGIC PLAN 2014-2019- SEPTEMBER, 2014. PREPARED FOR THE GUYANA FIRE AND RESCUE SERVICE BY LEILA PARRIS, CONSULTANT, SUPPORTED BY GLADWIN TAIT

Table of Contents

PAGE Foreword Ii Acronyms and Abbreviations iii Executive Summary 1

Section 1. INTRODUCTION 3 1.1 GFS – History and Purpose 3 1.2 Structure, Functions , Staff Capacity 5

Section 2. ESTABLISHING THE PRESENT SITUATION [where we are……] 7 2.1. Environmental Scan – External Influences- Sector Influences; Public

Expectations 7

2.2. SWOT: The GFS at a Glance 13 2.3. Key Strategic Issues and Service Gaps 15 2.4. Strategic Planning in the GPS, Achievements, Constraints 17

Section 3. THE STRATEGIC DIRECTION [where we want to go] 19 3.1. Revised Mission Statement 19 3.2. Articulating a Vision Statement 20 3.3. Re-establishing Core Values 20 3.4. Strategic Goals – Comparison with Old Plans 21 3.5. Critical Success Factors 23 3.6. The Strategic Framework 24

Section 4. STRATEGY IMPLEMENTATION: THE STRATEGIC PRIORITIES [how we will get there]

29

4.1. Implementation Results-based Action Plan: 2014 -2019 30 4.2. Financial Implications 36 4.3 Managing the Transition 39 4.4. Conclusion 50

Section 5. ANNEXES 51 Annex 1: GFS’ Organizational Structure Annex 2:GFS: Strategic Management Team Annex 3: Summary of Status of the JSC’s Recommendations Annex 4: GFS’ Fire Station Locations Annex5: Guyana: Population and Households Distribution by Region


ii | P a g e REVISED STRATEGIC PLAN 2014-2019- SEPTEMBER, 2014. PREPARED FOR THE GUYANA FIRE AND RESCUE SERVICE BY LEILA PARRIS, CONSULTANT, SUPPORTED BY GLADWIN TAIT

Foreword By Hon. Minister of Home Affairs

and / or

Chief Fire Officer


iii | P a g e REVISED STRATEGIC PLAN 2014-2019- SEPTEMBER, 2014. PREPARED FOR THE GUYANA FIRE AND RESCUE SERVICE BY LEILA PARRIS, CONSULTANT, SUPPORTED BY GLADWIN TAIT

ACRONYMS AND ABBREVIATIONS

CACDACFO Caribbean Association of Chief, Deputy and Assistant Chief Fire Officers

CAFF Caribbean Association of Fire Fighters CF Consolidated Fund CFO Chief Fire Officer COE Calendar of Events CXC Caribbean Examination Council EU European Union GBTI Guyana Bank for Industry and Commerce GFS Guyana Fire Service GFRS Guyana Fire and Rescue Service GOG Government of Guyana GT&T Guyana Telephone and Telegraph Company GUYSUCO Guyana Sugar Corporation HQ Head Quarters IDB Inter-American Development Bank ICIS Integrated Crime Information System JSC Joint Services Commission (GUYANA) LAN Local Area Network MIS Management Information System MOF Ministry of Finance MOHA Ministry of Home Affairs PIs Performance Indicators R&D Research and Development SMD Strategic Management Department SP Strategic Planning SWOT Strengths, Weaknesses, Opportunities and Threats UK United Kingdom USAID United States Agency for International Development WAN Wide Area Network


STRATEGIC PLAN: 2014 – 2019 FINAL VERSION SEPTEMBER, 2014 Page 1

EXECUTIVE SUMMARY

During the second half of 2013, the Guyana Fire Service embarked upon a Strategic Planning Process to update their Strategic Plan which had

expired in 2011. This was the institution’s third attempt and it was brought about largely as a result of a decision to expand the mandate of the

institution, resuscitating and broadening the Rescue function, which had become more or less defunct since the late 1970s. Several

environmental factors became triggers for change in this institution. Included in the several influences were the social, economic and political

dimensions. Increased economic activity in areas such as construction, mining and commerce brought in their wake the risk of more industrial

accidents and incidents. On the social side, the increasing influx of people from different nation states, mainly Brazil and China, introduced to the

already multicultural society, new cultures and practices, all of which added to the fire / emergency risk profile of the country. Other key

determinants include the burgeoning new housing settlements that have penetrated the depths of the coastland and in some interior locations,

the plethora of vehicles of various types, sizes and capacities that add to the congestion of the existing road network as well as an airport

situated at Ogle on the East Coast, that has been upgraded to international status. On the political side, the developmental expansion policies of

the Government have alerted the Administration to the need for increased security for our citizens and a concomitant emphasis has therefore

emerged for this sector. As a result, increased financial resources have been allocated to the relevant institutions and the GFS is one such entity.

At the sector level, the embedding of strategic management methodologies in the several institutions has been encouraged, commencing with

the Ministry of Home Affairs. That organization, in its recently developed Strategic Plan (2012 -2017) has set the strategic direction for its five

subvention agencies. During 2011 - 2013, the Guyana Police Force and the Guyana Prison Service developed / updated their Strategic Plans. The

GFS was expected to do the same. The GFS itself has long since conceded to the weaknesses in its organizational profile that were identified

from several assessments. Many of these weaknesses, to a lesser or greater extent, were confirmed in the 2013 organizational assessment

carried out during the diagnostic phase of the current strategic planning process. These comprise inadequate infrastructure including fire

stations and specialized equipment; insufficient staff numbers, especially at operational level, to meet current and future demand; inadequate

skill capacity, especially in leadership skills across the board; inappropriate HR practices that have largely ignored critical matters such as

succession planning, staff appraisal, staff retention, employee well-being, staff recognition and reward; archaic legislation; low levels of IT usage;

poor communication and weak inter-agency relations.

In 2004, a Joint Services Commission, that was established to review the uniformed services in order to strengthen their capacities, submitted a report to the Government with recommendations for each entity. In a self-review of the 2007 -2011 Strategic Plan, conducted in 2013, the GFS indicated that of the 23 recommendations that came from the JSC report, just over 25% were implemented and for a further 21% of the recommendations, implementation was in progress. Despite what might appear to be a slow response to improvement imperatives, there were several positive occurrences in the GFS over the past decade. These have undoubtedly been influenced as a result of the strengths in the institution. For instance, there is strong commitment and loyalty to the organization especially by the cadre of senior officers in the Service, who have significant years of fire fighting experience. The Leadership has a vision of where the organization should be in the next ten years and beyond. This vision has political support at the highest level, resulting in a tremendous effort over the past seven years to rebuild the stock of


2 | P a g e REVISED STRATEGIC PLAN 2014-2019- SEPTEMBER, 2014. PREPARED FOR THE GUYANA FIRE AND RESCUE SERVICE BY LEILA PARRIS, CONSULTANT, SUPPORTED BY GLADWIN TAIT

specialized equipment, increase the number of new fire stations, and support the filling of as many vacancies as possible. Flowing from the recent strategic analysis undertaking, the Strategic Planning Team identified a number of key issues for consideration in the development of the new plan. These were human resource management, infrastructure readiness, lag in technological advancement, archaic legislation, organizational culture, stakeholder relations and communication. The process afforded the strategic planning team the opportunity of reviewing their mission, as well as charting a vision that covered a ten year span and developing guiding principles to inform the behaviours of the entire workforce. The results of this phase of Strategy Development were as follows:

The revised mission– ‘The Guyana Fire Service is committed to the protection of life and property from destruction by fire through employment of best practices for Fire Protection, Fire Prevention and Public Education; attending to other disaster related emergencies, effecting rescues and the rendering of humanitarian services in collaboration with other relevant agencies’;

The Vision – the first in the history of the GFS was defined as follows: – ‘ By the year 2020, the Guyana Fire Service will be acclaimed as a highly efficient institution that provides quality emergency response to fires, hazardous material and specialized rescues incidents, medical and other emergencies in keeping with international best practices’.

The guiding principles – ‘Professionalism, dedication, integrity, courage, compassion, accountability, team work, efficiency’.

Seven strategic goals were identified as the pillars for the strategic plan for the period 2014 – 2019, namely – Accentuate and reinforce the Human Resource Management function in the GFS. Realign the Organizational Culture to support the ‘Change’ thereby fostering higher performance levels.

Strengthen internal and external communication protocols and processes.

Build strong stakeholder/ community partnerships.

Re-engineer the infrastructure landscape of the Fire Service.

Harness technology to propel institutional advancement in day-to-day work processes.

Modernize and harmonize all Fire Administration related legislation.

These goals were reconciled with those in the two previous Strategic Plans and were found to be more or less in congruence. A five year plan

was developed to achieve the identified goals and the indicative budget for the entire period is in the sum of US$7,560,000 (G$1,557,360,000.).

Key barriers to the pace of implementation of the previous Strategic Plans included the absence of a detailed Action Plan, an implementation

structure and an M&E capability and process. This plan has sought to bridge these gaps. A small unit of four persons, with substantial experience

in strategic planning and project management, has been recommended to support the GFS in the implementation. Additional guidelines to

manage change and to build strong alliances with key stakeholders are also included. The onus is now on GFS’ Leadership with the support of the

MOHA to first, establish the proposed Strategic Management Department; second, to mobilize funding and, third, and to commence the

execution of the new plan. The finalization of these initial actions will undoubtedly serve as the substratum for the ultimate transformation of

the GFS.



SECTION 1: INTRODUCTION

The purpose of this Strategic Plan is to provide a blue print for the transformation of the Guyana Fire Service. It is the outcome of months of

deliberations as the GFS sought to chart for itself, a strategic direction which would position it to embrace an expanding role that places equal

emphasis on rescue operations. In so doing, the GFS would strengthen its contribution to the preservation of the ‘life’ and ‘property’ of every

Guyanese citizen.

This Strategic Plan marks the third round of strategic planning within the institution. Its development was conducted in accordance with generic

strategic planning processes which were supported by external assistance. During the Environmental Scan phase, all levels of staff were involved

in the assessment processes that were pursued. These included data gathering for the various elements of organizational profile as well as their

participation in culture assessment surveys. At the officers’ level, several of them were involved in the actual strategic analysis as well as in the

strategy development phase. The process would have benefitted more, in terms of stakeholder ownership and buy-in, if there was continuous

involvement of the same representatives from all levels of the organization throughout the entire process. Notwithstanding this constraint, the

document represents the collective thinking of those who participated from time to time.

1.1. GFS – History and Purpose

The Guyana Fire Service was established under the Fire Service Act of

30th March, 1957. Its authority finds its source in that Act as well as the

Fire Prevention Act, both pieces of Legislation from Chapters 22:01 and

Chapter 22:02 of the Laws of Guyana. The legislation defines the core

functions that are to be carried out by the institution.

This agency has a rich and varied history commencing with its

emergence as the Georgetown Fire Brigade as early as in 1871, but

under the auspices of the Guyana Police Force. Within the ranks of the

GFS, the Great Fire of 1945 is seen as a defining and transformational

point since the extensive destruction that occurred gave rise to an in-

depth enquiry into the cause and circumstances of the Fire as well as

the methods and operations of the then Fire Brigade. This action

resulted in the emergence of an Advisory and Fire Prevention Board that



included, among its several recommendations, an endorsement for the Fire Brigade to be reconstituted as a separate entity.

On 14th September 1947, a British Officer named Joseph Thomas Atkinson commenced duties as Superintendent of the Fire Brigade and became

the first qualified Fire Officer to serve in the British Guiana Fire Brigade; a squad of twenty five (25) men was recruited into the Brigade on the

3rd January 1950.

On 12th October 1957, the British Guiana Fire Brigade was formed under the Fire Brigade Ordinance # 7 of 1957. The designation of the ranks in

the Fire Brigade was altered to conform to the ranking system in the United Kingdom. Over the ensuing years, there were ebbs and flows as the

institution evolved. Sometime during the 1980s the Fire Service lost its ambulance service, which was one of the key services that it offered to

the community.

Events over the past decade have triggered the Government to increase its emphasis on ensuring the safety and security of its citizens, by

strengthening the capacity of the institutions within the sector. This is achieved through allocations from the Consolidated Fund as well as from

gifts as a result of an increasing number of bilateral agreements with several countries. In

the case of the GFS, donations of firefighting and rescue equipment contribute significantly

to the replenishment strategy. These donations are on-going.

Emphasis has also been placed on staff development and the rebuilding and expanding of

the stock of capital assets is a strategy that is being consistently pursued. Of significance is

the fact that the Fire Advisory Board, although established by statutory dictate in Chapter

22:01, was defunct for several years. In 2006, as a result of the increasing number of fires,

the Minister of Home Affairs, Hon. Clement Rohee, MP, reconvened this important body.

Another of the reforms that are now being pursued is the reintroduction of the ambulance service to resuscitate the Rescue aspect of the Fire

Service. In 2013, two ambulances were procured by the Ministry of Home Affairs. These purchases are in response to an articulated need by

residents and demonstrate the Government’s commitment to support the GFS’s determination to satisfy the expectations of ‘end-users’ as well

as to realign itself with modern trends in the industry. These interventions are not new but have been identified and included in previous

strategic plans.

Rescue Equipment Donated by the French Government - 2010



Today, the GFS has evolved from being a unit within the Police Force to an

independent body, but one that has maintained a paramilitary structure.

Incorporating the GFS under the umbrella of the Joint Services has served to

maintain and strengthen that military style culture – ‘command and control’. The

benefit of the joint services association is that in times of crisis, there is a

combined response that enables optimum outcomes as a result of this type of

collaboration which is now firmly incorporated in the routines of all of the

participating institutions.

Despite its status, unlike the situation in the more developed countries where

the Fire Services, similarly styled, fall under the jurisdiction of the municipality,

and operate as separate, identifiable distinct entities with significant autonomy,

the degree of autonomy locally is limited to day-to-day operational issues.

The most significant event, that has profound implications for the future of the

GFS, occurred in January 2013. Cabinet approved a name change from the

Guyana Fire Service to the Guyana Fire and Rescue Service which is still to

receive Parliamentary approval. -----In the meanwhile, the GFS has a total of sixteen fire stations in Georgetown and along the coastlands of

Guyana.

1.2. Structure, Functions, Programs, Staff Capacity

The GFS discharges its function through three Divisions, namely Operations, Administration and Berbice. The Operations Division is responsible for eleven Fire Stations located in Georgetown, East Coast and East Bank; the Administration Division is responsible for Administration, Finance, and the two Fire Stations in Regions 2 and 3 as well as the Fire Prevention Programme. The third Division – Berbice - is responsible for the four Fire Stations in Berbice. Three main functions are reflected in the structure (See Annex 1): (i) Fire Prevention (ii) Fire fighting and (iii) Provision of Humanitarian Services. There are five main programs in the GFS, as stated in the Annual Estimates of Expenditure, namely (a) Inspections of Buildings (b) Firefighting (c) Fire Prevention, (d) Capacity Building for Staff, (e) Issuance of Licences and (f) Public Awareness. Staff strength stands at 79% (from an authorized total of 511 staff) with vacancies essentially at the level of the rank and file position – fireman / firewoman. Georgetown and Timehri reflect the largest amount of vacancies which stand at 22% and 21% respectively. The authorized establishment is augmented, especially in the Hinterland locations, with the resuscitation of auxiliary units which were defunct since the 1970s.

ACQUISITION OF VEHICLES AND EQUIPMENT DURING

PERIOD 2006-2011

Item Description Amount

1. Water Tenders 37

2. Portable light-weight pump 7

3. Land Rover Type Fire Fighting Vehicle

2

4. Rapid Intervention Vehicle 1

5. Hydraulic Platform 1

6. Water Bowser 3

7. Rosenbauer CAS 6X6 Aircraft Rescue and Fire Fighting Vehicle

1

8. Hose Layer 1

9. Trailer Pumps 3

10. All Terrain Fire Fighting Vehicle 3

11. Utility Light duty Vehicle 6

Value of Equipment: G$556,940,256



Resuscitation commenced in 2007 and at the time of the environmental scan, seven such bodies were functioning in Mahdia, Port Kaituma, Mabaruma, Lethem, Kwakwani, Bartica and Rose Hall.

Capacity, in terms of formal academic qualifications is weak as only 4% of staff hold an undergraduate diploma and 39% possess CXC qualifications bringing the total number of staff with formal qualifications up to the associate degree / undergraduate diploma to less than 50%. Persons, with some sort of Technical Vocational training, stand at 22% of the workforce. To their credit, the GFS recognizes these gaps and there are ongoing efforts to train staff in firefighting skills, technical vocational skills as well as management and supervisory level skills. The training strategy, as stated in the previous Strategic Plan, reflects a mixture of training at both international and local level. In the case of the latter, all recruits are subjected to Basic Fire Fighting Skills training. In addition, opportunities for management training are offered by local institutions such as PSM, GUYSUCO and GBIC. Traditionally, these are the training providers that have been utilized.

At the international level, a small number of officers have benefited from advanced fire and rescue training in the UK, Canada, and China, as well as, in sister Caribbean islands. Plans are afoot to garner even more significant support from alliances with the CACDACFO and the CAFF.

During 2013, training of staff was accelerated. Sixty ranks benefited from a Training of Trainers Skills programme aimed at facilitating the transition to a Fire and Rescue Service. The focus was on specialized rescue and municipal firefighting. This effort was supported by a team of experts from the UK. The CFO also benefitted from a study visit to the Gloucester Fire and Rescue Service in the UK. A key aim is to foster partnerships with internationally acclaimed Fire and Rescue Service agencies. The importance of training as a core value of the GFS was also underscored during 2013, in the construction of a Training School at Leonora, West Coast Demerara. Several other similar training interventions have been undertaken as a result of international collaboration with other Fire Services. This is an ongoing strategy. Notwithstanding these achievements, in the light of the weaknesses highlighted earlier, and the impending transition to a rescue service, the cadre of command

officers is in total agreement that an even more aggressive approach to capacity building is required in order to successfully deliver on the expanded mandate.

Recruits in a practical exercise, under the watchful supervision of Fire Instructors



Organizational Structure

The consensus of the GFS is that the Structure is in need of reorganizing

/redesign since it does not provide the best organizational groupings

necessary to support the discharge of its present and future functions. This is a

weakness that was long recognized and highlighted in previous assessment

reports as well as Strategic Plans. Notwithstanding these short comings, in

2012, the GFS was able to achieve 84% of its planned target with respect to

responses to fire calls (although the number of firefighting requests has

declined over 2011 and 2012 by 9% and 5% respectively, which may be as a

result of the public’s improved fire-sensitive behavior, following GFS’ public

awareness programmes); fire inspections (87%); issuance of safety certificates

– 86% and public education lectures (91%). Indeed, the conclusion from the

situational analysis report is:

‘The performance of the GFS, despite its constraints in the organizational dimensions that were examined, in particular, in the core

response function, can be regarded as being at an acceptable level. There is still, however, room for significant improvements in the

dimension of organizational capacity and the motivation of its workers. The capacity of the institution to mobilize financial resources to

address these gaps as well as operational needs for the medium and long term needs to be enhanced and supported. It is clear that the

absence of adequate resources has significantly impeded preventative interventions, which include more emphasis on the regulatory

mandate, adopting a proactive strategy as well as the expansion of such programmes at the community level’1.

SECTION 2: ESTABLISHING THE PRESENT SITUATION – [‘Where we are…..’]

2.1. Environmental Scan: External Influences- Sector Influences; Public Expectations

During the strategic planning process, consultants led the GFS in establishing “Where we are”. The environmental scan allowed such an

understanding from both internal and external perspectives. On the Internal side, the identification of strengths and weaknesses that needed to

be considered in the light of ‘where we want to go”, was articulated by the staff themselves. This enabled the emergence of the internal critical

issues that should be on the table for consideration, even as plans were developed with the future in mind. From the external environment, the

1GFS Situational Analysis Report’ – November, 2013



process lent for the early detection of signs of opportunities and threats that may influence GFS’ current and future plans.

(a) Drivers for change – the evolving environment

On the economic landscape, there have been many changes that enabled a relatively confident

prediction of future trends. The upswing in the economy has brought in its wake a boom in the

construction sector as well as the acquisition of more consumer goods such as cars, increased

housing2 that includes commercial high-rise buildings. As the Government’s overall expansion

strategy in the area of domestic housing and commerce continues to be rolled out, it brings in its

wake several implications for the GFS. On the positive side, new housing settlements inevitably

present the need for essential services that include fire suppression and rescue, and have created

the rationale for an expansion strategy. On a less positive note, the cultural landscape is rapidly

becoming more and more diverse and complex, with the burgeoning influx of immigrants from

neighbouring countries and beyond – namely, the Caribbean islands, Brazil, India and China. The

greatest and most visible group has originated from China. Together these immigrants have

introduced cultures and practices that can present additional concerns regarding other kinds of

fire-related risk factors. In July 2012, a major fire originated in the back of a restaurant managed

by Chinese nationals and located in the dense commercial area of Regent Street. This led to five

other nearby stores being gutted.

The policy decision for the development of more settlements stems from greater movement of

people between national borders as well as increased mining activity in interior locations. This has

prompted the Government to develop housing settlements in these locations as well.

Other environmental factors include (a) high unemployment levels especially among youth, coupled with the trends of crime that involve this

same demographic group, presenting the risk of malicious engagement to property; (b) the effects of weather phenomena - El Nino and El Nina-

which poses risk for fires, floods that demand a responsible and timely response from the GFS; (c) the unreliability and high cost of electricity

which has seen an increasing reliance of homeowners as well as businesses on alternative energy supply such as generators, resulting in fuel

being stored in domestic houses and business sites, lending for an escalated risk of fires at this tier of society. When the other social

considerations such as usage of volatile3 sources of energy (wood fires, kerosene oil etc.) by economically disadvantaged groups alongside

2 42 new housing schemes have evolved during the last 10 years.

3 National Household Survey 2002: 45% of households use kerosene oil; 13% use wood for fuel

A fuel vessel on fire at Port Kaituma on March 28, 2014

http://www.businessdictionary.com/definition/sign.html

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derelict housing around the city and its environs are factored in, the fire risk potential increases exponentially, since approximately 58% of the

population, mostly from rural communities use wood fuel or kerosene for cooking purposes.

Concomitant with these developments has been the several incidents of boat

fires as fuel is transported to these hinterland locations for domestic and

industrial use. GPS’s response therefore has to reach beyond traditional

boundaries and practices, a fact of which the workforce is well aware.

Another emerging demand for the GFS is the potential establishment of a new

commercial airline hub in Lethem. This is a real possibility on the nearby

horizon - one that cannot be ignored since this will have implications for

Guyana’s compliance with international standards on health, fire safety and

rescue policies, practices and protocols.

Finally, the changing landscape has brought about a plethora of vehicles of all

types, sizes, capacities and models largely along the coastland areas. While

there has been a fair measure of significant modernizing regarding the

country’s road network over the last decade, there is no alternative route along

the East Bank highway, in particular.

Despite the increasing transformation of this stretch of road network into a four-lane highway, a development that is still under construction,

commuters still experience high congestion especially at peak hours. This has undoubtedly contributed to a corresponding increase in accidents

and related emergencies at specific points between Georgetown and Timehri.

July 2012: Boat Fire at Fourth Avenue Beach, Bartica, Essequibo



(b) Sector Influences The Ministry of Home Affairs is the policy formulation entity in the security sector and has oversight responsibility for the five subvention agencies that fall under the purview of the Minister of Home affairs. The GFS is one of those agencies. During 2012, the Ministry finalized its first formal Strategic Plan and this document now offers to the subvention agencies, a strategic direction with which they are expected to comply; one that reflects the Government’s policy for the security sector.

In support of GFS’ Strategic Planning process, key pertinent information was shared

with the Strategic Planning Team. MOHA’s Strategic Plan has been approved by

Cabinet and is now in early implementation.

These statements have set the standard regarding the Ministry’s expectations of its agencies as they pursue their individual strategic planning processes, conscious that their outputs must contribute to the Ministry’s vision for itself and the security sector.

(c) Public Expectations

In addition to the key issues identified by GFS personnel, the strategic planning process was designed to find out whether these issues were consistent with those that were the concern of the citizenry regarding this important public service as well as with the general direction from the policy makers at the national level.

Every organization exists to serve its several publics. The effective organization

therefore has to establish relationships with its various stakeholder groups, using

them to garner feedback on their performance as well as to build alliances that would

ensure the continued relevance of the service. ‘It is the collective contributions of all

stakeholders that are needed for an organization to be viable and to accomplish its

MOHA’s STRATEGIC DIRECTION (a) MOHA’s VISION

The Ministry of Home Affairs is a highly competent and modern institution that is contributing to a secure, peaceful and prosperous Guyana through effective border management systems, the adoption of internationally accepted security best practices, that ensure that the safety, rights and dignity of all citizens are preserved, and the elimination of emerging security threats within its borders.

(b) COMMUNITY VISION

As a result of the policies and programs of the

MOHA and its agencies, citizens of Guyana feel

a sense of confidence that self and property

are protected; that they are living in a safe,

orderly and peaceful environment and that

justice is accessible and fairly dispensed

throughout the land.

(c) MOHA’s REVISED MISSION

To ensure the maintenance of public order and safety throughout Guyana by formulating relevant, well-conceived and coherent security policies that are responsive to the changing environment; overseeing the effective implementation of these policies by related agencies and guaranteeing their execution as a result of appropriate resource allocations that include an emphasis on competent human capital as well as modern technology.



mission of producing valued goods and services’4. The GFS does not have formal mechanisms for engaging its stakeholder nor garnering their

expectations as this relates to their perceptions of the quality of service provided.

During the environmental scan phase of the SP process, the desired stakeholder consultation did not materialize, however the perceptions of

the ‘public’ were obtained from a number of persons drawn from the the Private Sector, Government Agencies, Regional Administrations and

the Joint Services during a fire prevention seminar organized by GFS. The facilitators were therefore able to capture, from a short questionnaire

survey that was administered, the areas that should be considered in the crafting of any future improvement plan. Fifty-five persons participated

and their collective recommendations are summarized hereunder:

More skills training for GFS staff. Expansion of GFS’ service through the establishment of more stations, fire fighting appliances and equipment.

Rehabilitation of existing hydrants and strategically positioning new ones.

Greater access to water supply for fire fighting purposes through the creation of ‘water basins’ in each housing scheme.

Increased public awareness/fire prevention programmes, incorporating greater use of technology.

Improvement should address quality of service, promptness of response, efficiency of operations and compliance with international

standards.

Creation of a network system within communities for the monitoring and reporting of fires.

Enforcement of regulations.

Development of an ambulance service as well as a marine capability.

Positioning the GFS to deal with accidents/incidents involving chemicals/ hazardous materials.

From the above, it can be seen that key themes arising from this interaction with representatives of a cross section of the public were - training,

enhanced infrastructure, innovations in fire fighting techniques, more public awareness, community engagement, expansion of services,

enhanced interagency partnerships. These themes were later compared, for validation purposes, with the Strategic Goals that were developed

during the present round of strategic planning.

4 T. Donaldson and L. E. Preston, “The Stakeholder Theory of the Corporation: Concepts, Evidence, and Implications,” Academy of Management Review, 1995, vol. 20,



(d) Redefining Guyana Fire & Rescue Service’s core business……

The changes in the environment and on the regional and international fire service landscape have caused the GFS to rethink its scope of

operations as it strives to protect citizens, residents, and visitors from loss of property and, even more important, life. The response has long

since shifted from a reactive one to a slowly but surely evolving proactive stance. This proactive response is embedded in the fire prevention

arm of the Service, but several constraints exist. The very organization structure does not allow for equal emphasis on Fire Prevention as it has

for the fire suppression role, since the former is not organized as a distinct unit, but by its very posture in the structure, has to compete with the

other functions that constitute the Administration Division. This state of affairs has undoubtedly impacted on the level of the targets set for this

core function. On the humanitarian side, the achievements over the period 2010 – 2012 have been less effective that for the fire fighting

function - (emergency special services – 61%; and ordinary special services – 38% achievement5).

The indications are for much more to be done in the area of fire

prevention which, though less tangible, never-the-less, speaks to the

heart of the success that is pursued by institutions of this nature. In

the light of the increasing cross cultural interactions as a result of the

changing demographics already mentioned, societal patterns will

become more diverse. As a starting point, the GFS must therefore be

able to bridge the language gap to be able to effectively communicate

its messages.

These events continue to provide the basis for a systematic and well-

conceived plan of operation in order to keep people and their

properties safe from the range of disasters that can emerge at a

moment’s notice.

The present strategic planning process has enabled the GFS to

collectively rethink its role, indeed, has demanded a careful

examination of the institution’s structure, people, equipment,

facilities and operational processes in the delivery of its mandate. They

5 GFS Revised Situational Analysis Report: November, 2013

A portion of GFS’ Command Team in the Strategic Analysis Work session: June 2014



underpin the very strategic direction that has been articulated for the first time in the existence of the GFS, and have accordingly informed the

strategic choices that were more or less predictable. The GFS recognizes that its response to the issues that exist and those that are emerging,

must be comprehensive even as it must be futuristic, innovative and relevant to the present day as well as the future demands of an alert and

technologically savvy public whose expectations are for modern, time sensitive, and inventive solutions that must be consistent with those of

modern global communities.

2.2. SWOT - The GFS at a Glance

The Strategic Planning Group of the GFS participated in a series of

workshop styled sessions as part of the overall planning process. As the

prelude to the actual deliberations, participants were oriented, by

external facilitators, regarding the theoretical underpinnings of the

strategic management process and tools. Following these presentations,

there were smaller group discussions wherein these processes were

brought to life as they were applied to the actual situations that existed

in the GFS.

Plenary sessions that followed enabled all participants to collectively

review smaller group presentations, adding to / clarifying the initial

conclusions as became necessary.

The SWOT diagram below summarizes the efforts of the Strategic

Planning group in the first stage of the strategic analysis.

Strategic Planning in the GFS – June, 2014



I N T E R N A L

STRENGTHS o Workforce Capacity

Experienced Leadership; each member of the senior management team has in excess of 25 years of service.

Cadre of young officers who can potentially take the top management posts upon retirement of the current leadership, retiring in the next 10 years.

Staff trained at the operational level to deliver on core functions.

o Rich history that has engendered a sense of organisational pride and serves to attract new entrants to the GFS’.

o GFS has an adequate fleet of fire fighting vehicles with a high level of availability.

o Good response times in the municipalities. o Political Support at the Ministerial Level o for the change process Strategic linkages with key

external agencies, e.g. CDC, Joint Services Commission. o Resuscitated Fire Auxiliary Units, in hinterland

locations, whose members have all been trained.

WEAKNESSES o Out-dated Legislation with no regulations coupled with weak enforcement. o Inadequate HR structure, policies and practices Inappropriate organizational structure wherein fire prevention is not emphasised and key

support functions are not catered for. Capacity deficiencies at the leadership as well as administrative /strategic levels. Use of uniformed staff in support/administrative services reduces the numerical strength of

core function capacity. Absence of training opportunities beyond the level of Cadet Officer and a scheme that is not

fully defined. Blurred career path with no formal succession plan. Absence / incomplete documentation of Standard Operating Policies (SOPs), and

Operational Protocols. Heavy attrition of entry level staff as a result of unattractive remuneration packages. o Absence of a cost accounting system impedes determination of the true cost of service

provision. o Poor communication across the hierarchy, blurred transparency in decision-making. o Infrastructure/ Facilities Inadequate housing facilities for Officers in charge of locations. Insufficient number of stations to provide adequate coverage of all major population

centres; not in sync with population/ housing projections; deficient barrack room facilities.

Lack of sea/river fire fighting capability as well as related equipment & vehicles. o Underutilization of Information Technology, absence of a Management Information System. o Performance indicators not aligned with international best practices.

E X T E R N A L

OPPORTUNITIES o Key stakeholders including the Government are

amenable to the modernization of security sector agencies, incorporating state-of-the art technologies and international best practices.

o As a result of the GOG’s thrust to utilize more bilateral agreements, there is greater scope for formal & productive relationships with more Fire Services in other countries.

o In the light of MOHA’s ICIS as well as the e- governance network developed by the GOG, the climate is favourable for GFS to advocate for funds that would enable them to fully incorporate IT into their daily routines.

THREATS o Conflicting regulations in legislation across government agencies including GFS; e.g. under

the Fire Service Act, the CFO has the authority to connect hoses to any water pipes or the use of any water supply in order to control fires, however, GWI under its license is not required to supply water for firefighting purposes.

o Environmental constraints; congested roadways; poor traffic control affect the quality of service provided.

o Budgetary ‘Cuts’ by the Ministry of Finance to GFS’ budgetary requests may hinder the realisation of planned targets and even curtail programmes.



The analysis afforded the team a better understanding regarding the utilization of the information that they created from their assessments. The strengths and opportunities are the positive aspects which can position the organization to deliver on its mandate; these should be harnessed / optimized. On the other hand, the weaknesses and threats are to be eliminated or at least minimized since they can harm the institution, diverting it from goal achievement. The team was therefore tasked with (i) identifying how they could use their ‘strengths’ to harness the opportunities that either existed or were emerging; (ii) how weaknesses could be converted into strengths and threats eliminated or minimized. The critical issues that needed to be addressed in this plan streamed from the SWOT analysis. These were identified as follows: 2.3. Key Strategic Issues and Service Gaps

(a) Human Resource Management

Weak leadership across the hierarchy.

Poor technical skills as a result of inadequate training programmes and structure.

Absence of a knowledge reference facility.

Inadequate organizational structure – no dedicated provision for a number of critical support functions e.g. formal and systematic planning and research, public relations, training. Important secondary responsibilities such as - Fire Prevention, humanitarian responses is not given the required profile; unclear roles; insufficient staff members to service new stations; rigidity does not support expansion; uniformed officers functioning in administrative support areas create another layer of shortage of much needed fire fighting personnel.

Inadequate staff welfare support as a result of unclear and constraining HR practices in areas such as promotion, staff retention, succession planning, performance appraisal, remuneration, rewards and incentives.

(b) Infrastructure Readiness

Insufficient fire stations given the populace’s demands; inappropriate or no provisions for station officers’ quarters, including female facilities in out-of town locations; inappropriate location for the Head Office; absence of a priority lane gives rise to congestion and poor traffic control during fire emergencies; inadequate inter-agency collaboration on these issues;

No provision for ‘back-up’ electrical power supply, especially at Fire Stations. (c) Lag in Technological Advancement

Manually driven processes including records management.

Limited usage of technology, including social media. (d) Archaic Legislation

Archaic fire legislation; conflicting regulations in legislation across government agencies. (e) Organizational Culture

Inhibiting culture to optimum performance – breakdown in subordinate/ superior relationships; weak accountability enforcement; does not foster innovation and independent employee education pursuit, especially at station level.



(f) Stakeholder Relations

Absence of protocols to formally engage stakeholders at agency and community levels.

Out-dated policy regarding the engagement of the media, in particular in the fire stations at outlying locations. (g) Communication

Poor dysfunctional practices that undermine the chain of command and diminish the status of supervisors; absence of documented and disseminated operating protocols.

Blurred procurement process as a result of poor and ill-defined supply chain management6 processes.

Weak information sharing practices among agencies.

Service Gaps

Service Gaps relate to the customers’, or in the case of a public service, the end-users’ expectations of the quality of service that should

be delivered by the service provider institution. A gap exists where, from the perspective of the end-user, the service delivered falls

short of expectations. The following Service Gaps were identified from the strategic analysis specifically, the public’s expectations of the

service desired / expected from the GFS. These were as follows:

6 Council of Supply Chain Management Professionals: "Supply Chain Management encompasses the planning and management of all activities involved in sourcing and

procurement, conversion, and all logistics management activities. Importantly, it also includes coordination and collaboration with channel partners, which can be suppliers, intermediaries, third-party service providers, and customers. In essence, supply chain management integrates supply and demand management within and across companies”.

Products Marine fire suppression and humanitarian

(rescue) service – accidents caused by chemical and hazardous material.

Inadequate Regulatory service.

Capacity Inadequate Reach as a result of insufficient

number of fire stations, fire fighting appliances, equipment, water hydrants.

Inability to forge strong partnerships with GPL and GWI, hence limited cooperative effort in dealing with incidents.

Performance Timeliness and quality of response; falls

short of international standards.

Public Education and Awareness Inadequate fire prevention education

programmes to reach the several varied audiences in Guyana and usage of technology in delivery methods.



2.4. Strategic Planning in the GPS - Achievements, Constraints

As has been highlighted earlier in this document, this is the third cycle of strategic planning in the institution albeit, a more participative process.

The first plan covered the period 2004 -2006 while the second covered 2007 to 2011. A review of the last Strategic Plan was undertaken by GFS

during 2013. The report from this review process highlighted the fact that the previous plans had their genesis in the decision to implement the

several recommendations from the 2004 Disciplined Forces Commission’s Report. Since many of the recommendations were still not

implemented, the assumption was that these recommendations would again be reflected in the new Strategic Plan.

The Report from the GFS’ Review identified a number of challenges that had stymied the degree of achievement that was envisaged. These included inadequate staff strength as a result of an on-going shortage of staff, arising from the resignation of trained ranks who, from time to time, opted for better paid job opportunities; inadequate financial resources which led to short term solutions as seen in the purchase of the quality of fire fighting vehicles listed in the SP, to satisfy needs on the short term. These vehicles were used vehicles (given the high cost of such specialist equipment) with a much shorter life expectancy. Other constraints identified were - cancelled training of firemen; lack of support from some policy agencies responsible for granting approval for increase in staff establishment; absence of available skills to fill some of the key new roles identified and little or no support for staff at all levels to benefit from computer skills training and/or to have fire station control rooms computerized. Twenty Three (23) recommendations from the Disciplined Forces Commission’s Report were included in the previous Strategic Plan. Some of these were deemed in the report as ‘Not Applicable’ or

‘Not Considered’. 25% were achieved and another 21% were partially ‘Achieved’. With regards to the other recommendations, implementation was not attempted. The content and status of previous strategic plans were used as another means of validating the conclusions and recommendations from the present strategic planning process. {See Annex 3. for details of the status of the Recommendations.}

June 2014: A section of the Command Team – Crafting a Vision for the GFS.



Recent Achievements - Strengthening GFS’s Equipment Capacity

On a more positive note, as stated earlier in this document, the increase in bilateral agreements between the Government and several friendly

countries has opened windows of opportunity for the acquisition of much needed fire-fighting equipment largely through gifts or other

concessionary arrangements with international partners. Together with the policies of the government regarding a continuous housing drive in

new urban and interior locations, increased national emphasis on citizen safety and security has allowed for more favourable consideration by

the Ministry of Finance regarding Budget requests from the institutions within the security sector.

During the period 2006 -2011, the GFS benefitted from the sum of G$556,940,256 released by the MOF to provide the institution with the most

critical of its equipment needs. While this has certainly enabled the Fire Service to better respond to current daily demands, there is still a

substantial need especially in the light of increased demands from the new housing development areas that are emerging, the economic

activities in the interior, and the other social and economic factors discussed earlier. These factors are some of the key drivers for change as they

have collectively evolved into compelling issues that must be considered as the GFS charts its direction for the future.

Ambulance purchased in 2013 with funds from the GFS’ Capital Budget. New Equipment purchased in 2011 with local funds.



The Strategic Planning group, comprising largely officers from the Command Team, progressed from the strategic analysis stage to the strategy formulation stage and proceeded to articulate, for the first time in the history of the GFS, a Vision for the newly styled Fire and Rescue Service, locating it, in the first instance, within a ten-year horizon. The conclusions of the previous stage – the strategic analysis - now became the platform upon which the framework of the new Strategic Plan would be built. This framework consisted of Strategic Goals, Objectives, Actions/ Initiatives, Key Performance Indicators and Means of Verification. .

SECTION 3: THE STRATEGIC DIRECTION – Where we want to go The Group revisited the Mission of the institution which had remained unchanged since the 1970s, considering best practices around the world, even as the peculiarities of the Guyana context were reflected upon. Following the combination of the efforts of three smaller groups, the CFO and Divisional Officers met in a smaller caucus to refine what had been produced. 3.1. The Revised Mission is as follows:

The Guyana Fire Service is committed to the protection of life and property from destruction by fire, through employment of best practices for Fire Protection, Fire Prevention and Public Education; attending to other disaster related emergencies, effecting rescues and the rendering of humanitarian services in collaboration with other relevant agencies.

Getting the Framework right – Command Team: June, 2014

Importance of Vision: A Story from the Middle Ages

Three stone masons in the Middle Ages were hard at work when a visitor came along and asked them what they were doing. The first stone mason was hard at work, sweat beading his brow. “I am cutting this stone,” he grumbled. The second stone mason, though less distraught, responded with a deep sigh, “I’m building a parapet.” The third stone mason replied with a radiant face, “I am building a beautiful cathedral that will glorify God for centuries to come.”

-- Author unknown

A



3.2. Articulating a Vision for the GFS

The Vision7 Statement articulated by the Command Group and refined by the CFS is as follows:

A community vision assists an organization in maintaining an on-going focus on the expectations of the communities served. It attracts commitment and energizes people, and establishes a standard of excellence to which a motivated workforce strives.

In this period of reshaping their organization, the GFS agreed to develop an additional vision – for their communities. The Team therefore formulated a Community Vision, based on their knowledge of the expectations of the Guyanese publics:

The GFS’ Motto was also reviewed by the Management Team and was deemed to be still relevant: ‘SERVICE WITH CONFIDENCE!’ 3.3. Re-Establishing Core Values In support of the articulated revised Mission and Vision Statements above, the GFS identified the following core values to be the guiding principles that will govern their day to day behaviours in this new season of operations:

• PROFESSIONALISM We will strive to always be professional in the discharge of our responsibilities by acquiring the necessary skills, exercising good judgment, and displaying polite behaviors, ensuring that these characteristics are embraced by all members of the Service.

7 "A vision is little more than an empty dream until it is widely shared and accepted" (Nanus, 1992).

By the year 2020, the Guyana Fire Service will be acclaimed as a highly efficient institution that provides quality emergency response to fires, hazardous material and ‘specialized rescue’ incidents, medical and other emergencies in keeping with international best practices.

The Guyanese citizenry has an increased public trust and confidence in the quality of service provided by the Guyana Fire and Rescue Service, and is confident that their homes, businesses and livelihoods are safer and more secure as a result of the professionalism of this institution.



• DEDICATION We resolve to be committed and motivated; to continuously pursue excellence and to be unwavering in our quest to always do the right thing.

• INTEGRITY We pledge to be honest, respectful and trustworthy to our peers, our subordinates, our leaders and those we serve. We believe in living by moral and ethical principles. We will demonstrate these values by the way we our lives in the public’s eye and in the confines of the fire station walls.

• COURAGE We will strive to portray confidence and bravery at all times, to remain steadfast and determined in our mission to preserve life and property; to protect those we have sworn to serve and to make difficult decisions in the face of adversity.

• Compassion We believe in caring for our members, having their wellbeing at heart and tangibly manifesting our caring and compassionate nature to every member of the Service.

Accountability We are committed to account faithfully for the discharge of all of the Service’s activities for which financial resources have been received; we accept responsibility for the efficient and effective use of these resources. We are committed to conducting the Service’s business in an open and transparent manner.

Team Work We resolve to always work as a team since we recognize that our success is embedded in our unity of purpose.

Efficiency We resolve to function in the best possible manner with the least waste of time and effort; having and using requisite knowledge and skills to the best of our abilities.

The Strategic Planning Team identified the following Strategic Goals to be pursued across the next five years of implementation: 3.4. Strategic Goals – 2014 -2019: Comparison with previous Strategic Plans

Accentuate and reinforce the Human Resource Management function in the GFS. Realign the Organizational Culture to support the ‘Change’ thereby fostering higher performance levels.

Strengthen internal and external communication protocols and processes.

Build strong stakeholder/ community partnerships.

Re-engineer the infrastructure landscape of the Fire Service.

Harness technology to propel institutional advancement in day-to-day work processes.

Modernize and harmonize all Fire Administration related legislation.



The process sought to compare the results of the present strategic planning process with the goals in the Strategic Plans of previous

years. This was identified as one way of validating the present results in the light of the limited implementation that had taken place.

The Table below depicts this comparison.

Comparison with previous Strategic Plans

THEMES

Disciplined

Forces

Commission

Report

STRATEGIC

PLAN

(2004-2008)

STRATEGIC

PLAN

(2007-2011)

STRATEGIC

PLAN

2015 -2019

Comments

Inadequacy of Fire Legislation X X X X

Resuscitation of Fire Advisory Board X Implemented

Restructuring of Guyana Fire Service X X X X

Establishment of additional Fire Stations X X X X In Progress

Acquisition of Additional Firefighting Equipment X X X X

Construction of Training School X X Completed

Increase Establishment X X X X In progress

Recruit clerical personnel with the assistance of PSM X X

Creation of Research and Planning Unit X X

Creation of Public Relations Unit X X

Improve Fire Investigation Techniques X X

Fill existing Vacancies X X Occupancy Rate has improved

To secure advanced training for Guyana Fire Service personnel

X X X Commenced

Training X X X Comprehensive approach needed.

Conditions of Service X

Responsibility for the provision of water for firefighting purposes

X X

Improve Technological Infrastructure X X`

Sharing of maintenance costs with communities that have stations located in them

X

Ethnic Balance X

Promotion Policy X X



From the foregoing it can be seen that there is congruence across the Strategic Plans. The reason is simple. The issues that beleaguered the

Guyana Fire Service at the point of the dissemination of the Disciplined Services Report have not yet been fully addressed. The response has

been more reactive than proactive, largely because there was no formal implementation plan/ strategy. This document addresses this critical

gap.

3.5. Critical Success Factors Critical Success factors are “the limited number of areas in which satisfactory results will ensure successful competitive performance for the

individual, department, or organization”. The Command Team identified the following critical success factors for the GFS given its new Vision, revised mission, guiding principles and strategic objectives. .

KEY CRITICAL SUCCESS FACTOR

CRITICAL SUCCESS FACTORS OUTCOMES

1. Legislation o Updated Fire Administration Legislation. o Specific related Legislation compatible with the Fire Act.

2. Political Environment

o On-going support from the Minister of Home Affairs. o Parliament approved Strategic Plan. o Annual Estimates of Expenditure approved with no ’cuts’ by MOF. o Adequate financial resources provided through Bilateral Agreements forged by MOF.

3. Physical Infrastructure and Technology

o Relocated and modern Headquarters with adequate parking facilities for officers. o New Fire Stations outside of Georgetown and in specific coastland regions. o Full complement of required quality equipment – vehicles and communication devices, including boats, in operation. o Functioning MIS housed at the Headquarters and linked to Fire Stations through a WAN with Divisional Officers reporting to

CFO electronically. o Key operational processes computerized and functioning. o A Virtual emergency priority lane along main roadways (Georgetown to Timehri; Georgetown to Rosignol) as well as within

the city, as a result of effective inter-agency protocols in effect. o Fully equipped gymnasiums at selected fire service locations and which are being utilized by 70% of staff.

4. Organization: Structure & Workforce Capacity

o New Organizational structure with clearly defined roles, distinct separation of administrative support services from technical services in operation.

o 90% occupancy throughout the Structure at all times. o Personal Development Plans for each staff in operation. o Comprehensive Staff Development Programme in place and 80% of staff trained. 100% of Instructors trained.



KEY CRITICAL SUCCESS FACTOR

CRITICAL SUCCESS FACTORS OUTCOMES

5. Processes o 100% of Work Processes have been revised and have documented SOPs. These are all computerized and available to 100% of staff members.

o Transparent and widely understood Procurement Process in operation. o Functioning information sharing processes across vertical and horizontal lines within the GFS.

6. Culture and Communication

o 80% of staff exhibit desired behaviours consistent with the articulated Values’ Statement. o Staff are recognized and rewarded for displaying behaviours consistent with organizational values. o Satisfied staff members are well informed regarding key organizational matters. Staff meetings are held at all fire stations

at least once a month. o A Stakeholder consultation is held biannually and recommendations incorporated into annual plans.

7. Stakeholder partnerships

o 100% Key Agencies are in effective partnerships through signed MOUs. o Formal partnerships with 80% of community groups are in place. o GFS, in a formal Partnership with EPA, has successfully employed mitigating actions that have reduced the negative impact

on the environment.

3.6. The Strategic Framework: Goals, Objectives. Initiatives, Key Performance Indicators

The Strategic Framework was developed by the Strategic Planning Group with support from the external consultants. The framework was

constructed based on the outcomes of the strategic analysis, adding to that process the objectives that were deemed necessary to achieve the

strategic goals, the corresponding interventions and the key performance indicators that were essential to measure progress during the

implementation phase.

This framework is presented below.



THE STRATEGIC FRAMEWORK: [How do we get there…]

STRATEGY OBJECTIVE (OUTCOME) INITIATIVE PERFORMANCE INDICATOR MEANS OF VERIFICATION

GOAL # 1: ACCENTUATE THE HUMAN RESOURCE MANAGEMENT FUNCTION THROUGHOUT THE FIRE SERVICE FOR GREATER EFFECTIVENESS.

Restructuring organizational structure, recognizing an expansion strategy.

OBJ. 1: By the end of 2015, the GFS will have an organization structure, approved by Cabinet, which is flexible, clearly defines roles and responsibilities, delineates technical staff from administrative support staff and is responsive to the demands of the GFS’ mission and vision statements.

1.1.1. Review modern best practice models of Fire Administration and Rescue within the framework of some level of decentralization, highlighting centre-regional relationships and offer context- appropriate recommendations to the Government. 1.1.2. Against the Model approved by Government, redesign the organizational structure, (presenting functional and man-type charts) demilitarizing administrative support services and highlighting a Control Centre, all based on activity projections. 1.1.3. Complete detailed structural designs for priority areas identified in the SP process: (i) Strategic Management Department; (ii) Monitoring and Evaluation Division; (ii) Public Relations Division. 1.1.4. Develop clear Job descriptions for all positions and highlight core competencies. 1.1.5. Establish staffing levels and numbers utilizing modern processes /formulae.

No. of staff in possession of current job descriptions. Ratio of ‘civilian’ positions to technical positions in Authorized Staff Establishment records. No. of Stations with Establishments that are consistent with staffing formula used in the fire fighting industry.

GFS HR Division Records, GFS’s Organizational Chart PSM’s HRMIS

Comparative analysis of staffing across Fire stations

TARGET: 30% of appropriately skilled staff in place by the end of 2016; and 85% by the end of 2019.

1.1.5. Review staff deployment processes and modernize, especially as this relates to ’24 hour Shifts’. Confirm total staff requirements. 1.1.6. Recruit required staff and implement new structure.

Ratio of staff on various shifts GFS’ HR Divisional Records

Investing in Human Resources.

Obj. 2: By the end of 2017, 80% of all levels of staff will be pursuing their individual Personnel Development Plans, and competencies profile of at least 50% of all technical, managerial and administrative staff enhanced. By 2019- 80 % staff trained. 100% of Fire Instructors will be trained.

1.2.1. Conduct Training Needs Assessment for all levels of staff and design appropriate Comprehensive Staff Development Programme including a Personal Development Plan for each staff. 1.2.2. Develop Training Curriculum, course outlines, manuals etc. evaluation processes and mechanisms ((including Training of Trainers course) for various tiers of fire-fighters. Implement and seek accreditation. 1.2.3. Develop & Implement Leadership Development Programmes for all levels of management.

% of staff who have received specialist training according to their Personal Development Plans. No. of Accredited Training Programme for various levels of staff. No. of supervisors / managers trained in Leadership courses.

GFS’ HR Divisional Records

Pursuing an aggressive Staff Development & Welfare Programme

Obj. 3: By the end of 2017, 75 % of GFS’ workforce in every functional area, meet their job specifications, are highly trained and are functioning at the performance standards that have been agreed upon.

1.3.1. Develop a comprehensive HR Strategy within the framework of the Public Service Rules supported with an Action Plan and seek Approval at Ministry and Cabinet level for implementation.

% Increase in target achievement of GFS’s annual performance Indicators.

GFS’ HR Divisional Records GFS’ Annual Reports

Pursuing a comprehensive approach to stream lining HR practices.

OBJ. 4: By the end of 2018, 70% of staff in GFS feel that this institution is a caring one, that it demonstrates equity and fairness and is striving to ensure the well-being of all.

1.4.1. In keeping with the approved HR Strategy develop the following HR mechanisms /systems as priority: (a) Recruitment and Promotion Processes including appropriate examinations and Boards; (b) Performance Management System; (c) Staff Recognition System; (d) Safety and Health; (e) Incentive Scheme; (e) Succession Plan; (f) Staff Retention Policies. 1.4.2. Orient and Train entire workforce via phased implementation of programme. 1.4.3. Implement processes- Promotion Exams: Staff Appraisal, Recognition & Incentive Schemes. 1.4.4 Develop and Implement, in consultation with Occupational Health and Safety Division, MOLHS&SS, a “Fire-fighter Wellness/ Quality-of-Life” programme for all staff in the GFS.

No. of Staff who are appraised, recognized annually. No. of Staff who wrote promotion exams. No. of staff participating continuously in Programme. Persons satisfied with programs.

GFS’s related HR Records – Staff Appraisal Reports; Succession Plans; Staff Opinion Survey Reports. Occupational Health & Safety Plans.



Pursuing a comprehensive approach to stream lining HR practices.

OBJ. 4: By the end of 2018, 70% of staff in GFS feel that this institution is a caring one, that it demonstrates equity and fairness and is striving to ensure the well-being of all.

1.4.1. In keeping with the approved HR Strategy develop the following HR mechanisms /systems as priorities: (a) Recruitment and Promotion Processes including appropriate examinations and Boards; (b) Performance Management System; (c) Staff Recognition System; (d) Safety and Health Policies & Processes; (e) Incentive Scheme; (e) Succession Plan; (f) Staff Retention Policies. 1.4.2. Orient and Train entire workforce via phased implementation of programmes. 1.4.2. Implement processes- Promotion Exams: Staff Appraisal & Incentive/ Recognition Schemes. 1.4.3 Develop and Implement in consultation with MLHS&SS, a “Fire-fighter Wellness/ Quality-of-Life” programme

No. and levels of Staff who are appraised / recognized annually. No. of Staff who wrote promotion exams. No. of staff participating in Programmes. Persons satisfied with programmes.

GFS’s related HR Records – Staff Appraisal Reports; Succession Plans; Staff Opinion Survey reports. Safety & Health Plans


GOAL # 2: REALIGN THE ORGANIZATIONAL CULTURE TO SUPPORT THE CHANGE THEREBY FOSTERING HIGHER PERFORMANCE LEVELS.

Emphasize the guiding principles in order to foster positive organization behaviour.

Obj. 2.1. By the end of 2017, 40% of all staff will be displaying the approved core values of the institution. 75% of staff by the end of 2019.

2.1.1. Develop and have approved by Management, a strategy to change / manage the culture of the GFS. Link Strategy to the Communication Plan, orientation programmes and disseminate to workforce.

No. of staff who have been exposed to organizational values in formal training sessions and are exhibiting these values.

Attendance records for orientation programmes. Staff Culture surveys reports.

Reward staff for the desired behaviours.

2.1.2. Link Core values [entrenched in a Code of Ethics) behaviours to an incentive / reward scheme and Staff Recognition System. Implement.

No. of staff who have benefited from Staff Recognition Awards

HR Records

Build a cohesive workforce.

2.1.3. Develop A Team Building Strategy for the workforce and implement. % increase in meeting divisional objectives/ targets.

HR Records; Annual Reports

GOAL # 3: STRENGTHEN INTERNAL AND EXTERNAL COMMUNICATION PROTOCOLS AND PROCESSES.

Staff participation and consultation.

OBJ. 3.1: By the end of 2019, the staff of the GFS will be part of a participative group, well informed regarding the Division’ plans, operations, protocols and functioning above 2015’s performance levels by 70%.

3.1.1. Source an Organisation Development Consultant and develop with representatives of each Division in GFS, a model / framework for the systematic internal &external consultations for program development, operational & management protocols. Define the nature of the types of employee engagement. Implement with training and monitor compliance with the framework. Implement annual user surveys. 3.1.2. Collect Baseline data for PIs ; design M&E system; train staff & implement.

No. of staff who agree that they are satisfied with the communication practices. Frequency of staff meetings – general and divisional, per year.

Staff Opinion Survey Reports; Minutes of General Staff and Divisional Staff meetings. M&E Consultant’s Report

GOAL # 4: BUILD STRONG STAKEHOLDER/ COMMUNITY PARTNERSHIPS.

Engaging Stakeholders for collaboration and networking.

OBJ. 4.1: By the end of 2017, there will be three formal consultations with stakeholder groups. By the end of 2019, these bi-annual consultations will be entrenched in the organization’s COE.

4.1.1. Establish a GFS / Stakeholder Consultation Forum and develop a Charter to guide the engagements.

No of joint ventures with stakeholders in formal arrangements post Baseline year 2014

GFS’ records; annual reports; Stakeholder Consultation ‘Minutes’.

OBJ. 4.2. By the end of 2015, GFS active formal collaborative agreements with agencies that are key to its effective operations are in effect. By 2019 – MOUs with 100% of agencies whose inputs are critical to the work of the GFS. 80 % of these arrangements are effectively functioning.

4.2.1. Conduct ‘one-to-one’ consultations with Government agencies, including the Joint Services that contribute to the discharge of GFS’ mandate. Agree on enhancing collaborative processes. Negotiate MOUs with each agency and lead on implementation. Review and document outcomes of these formal relationships; refine if and where indicated.

% of active MOUs vis-à-vis total number of Key stakeholder groups. No. of initiatives that have been successfully addressed.

GFS’ Records, Annual Reports.

4.2.2. Identify opportunities for partnering with stakeholder groups at community level. Develop protocols as well as formal programmes & execute in a continuous and systematic manner.

% increase in number of formal partnerships with community groups.


Harnessing the potential of available waterways

4.2.3. Collaborate with the Guyana Water Authority & other R&D entities to develop technologies that will enable the utilization of our rivers as a water source to fight fires.

% of fires where water is sourced from the nearby rivers.

Annual & Research Reports and Feasibility Studies.

Minimizing negative environmental impacts.

4.2.4. Collaborate with the EPA and develop protocols to minimize the negative impact of fire fighting on the environment. Advocate for the implementation of resultant initiatives that demand input from other agencies. Embed in operational routines.

No. of initiatives that have been implemented.





Incorporating mobile devises for increased efficiency.

4.2.5. Strengthen partnerships with telephone providers to increase timeliness of calls fed to control centre from mobile devices.

% of calls over the baseline that were processed in a shorter time.


GOAL # 5: RE-ENGINEER THE INFRASTRUCTURE LANDSCAPE OF THE FIRE SERVICE.

Enhancing physical environment of the organization.

OBJ. 5.1. By the end of 2019, the GFS will be housed in modern facilities in appropriate locations that are equipped with modern, state-of-the-art equipment, vehicles, communication devices and furnishings in 60% of identified locations, satisfying 80% of the nation’s immediate and emerging fire protection needs.

5.1.1. Using trend and (Fire) Risk Analysis Models, against environmental influences, project the demand for fire stations throughout the 10 Administrative Regions for the next 10 years (2024.) 5.1.2. Develop an Infrastructure Plan aimed at (1) modernizing existing buildings / facilities/ stations; (2) the acquisition of appropriate vehicles and equipment to satisfy the demands of the new vision and revised mission statements, complete with modern automated control centre. 5.1.3. Develop engineering plans, specifications and the related construction costs as well as the procurement costs for all related types of equipment and possible relocation costs.

Increase in the number of Facilities over the Baseline Year (2014) Increase in the number and type of new vehicles (boats included), equipment (including communication devices).

Demand Analysis Report for GFS and Industry. Infrastructure Plan. Fleet Inventory. Assets Register. Engineering Plans and Cost Estimates.

Exploring alternative sources of funding to improve the speed of implementation.

5.1.4. Develop a Capitalization Plan that captures the cost of this strategic goal, financial implications for future operational and maintenance phases, and offers options for financing on a phased basis. Obtain Cabinet approval.

No. of new sources of financing acquired.

GFS Records

5.1.5. Commence implementation by mobilizing initial required financial resources. Special Release from CF; Technical Cooperation Grant.

GFS’ Financial Records.

5.1.6. Conduct Needs Assessment of institution’s transportation (land and boat) and other specialist furnishings and equipment, communication devices given its new developmental thrust. Develop and implement a comprehensive plan with phased cost estimates. Develop and implement a Vehicle Fleet Management/ Replacement Policy, System and Plan.

I% Reductions of complaints relating to the adequacy of the GFS’ equipment and fleet of vehicles.

Asset Inventory

GOAL # 6: HARNESS TECHNOLOGY TO PROPEL INSTITUTIONAL ADVANCEMENT AND TRANSFORMATION IN DAY-TO DAY WORK PROCESSES

Capitalizing on the potentiality of technology.

OBJ. 6. 1. The GFS’ operational processes will be fully automated, staffed with personnel who are skilled in the use of state-of-the-art technological equipment. Decision making is based on empirical evidence as a result of a functioning MIS which is accessible by every level of supervisory management.

6.1.1. Determine the processes that need SOPs; develop / update, and document incorporating modern approaches. Computerize processes on a phased basis, training relevant operational staff. 6.1.2. Design a MIS for the GFS including LAN and WAN and all other requirements for connectivity. 6.1.3. Procure all required hardware, including servers, to support the MIS in GFS & fire stations.

% increase in documented SOPs. No. of divisions that are linked to the WAN. No. of managerial staff who have some degree of access to the MIS. No. of operational staff at the H/Quarters and at Fire Stations with access to the MIS.

Physical existence of the hardware and MIS system in Headquarters as well as local in Fire Stations. GFS’ records, annual reports.




TARGET: by end of 2017: MIS is in place and operational; 40% of Work Processes computerized; By the end of 2019, 100% of Processes automated;

6.1.4. Develop the MIS according to approved design; test, install and train all relevant staff (operators as well as users). 6.1.6. Establish LAN and WAN in GFS and Stations according to design specifications and complete network installation. Connect all hardware. 6.1.7. Recruit data entry clerks to populate the system with data commencing from an agreed period.

[See above] [See above]

Website fully functioning. GFS making use of social media in fire prevention awareness programs.

6.1.8. Design, develop and populate Website. Launch No of ‘hits’ on the Website since 2014.

Physical Inspection; Annual Reports.

Streamlining institutional records for easy access & retrieval.

6.2. Functioning computerized Records Management System in operation by the end of 2018.

6.2.1. Strengthen Records Management System. Automate and support integration into the MIS. Train and orient all relevant staff. Implement system.

No. of staff who are using the electronic Records Management System.

Physical inspection; Annual Reports etc.

Increasing access to information and knowledge.

6.3. Functioning Library located at the ‘Head Quarters’ by the end of 2016 as well as Stations in operation by the end of 2017. All Library functions automated by the end of 2017.

6.3.1. Establish the Knowledge requirements and staffing implications. Develop and support implementation of a Central Library at the Headquarters of GFS and sub libraries at designated Fire stations. Automate the administration operations of the Libraries. Train Library staff. Orient other staff members across the Fire Service.

Size of Library Holdings No. of persons who utilize the libraries on a quarterly basis.

Observation – Physical existence of facility. Annual Reports.

6.3.2. Procure Library materials – books, journals etc. No of library holdings that are catalogued in the new system.

GFS’ online Library Records.

6.3.3. Procure Library furniture and equipment. Libraries / Units are fully equipped at HQ and Fire Stations.

Physical Inspection; Annual Reports

GOAL # 7: MODERNIZE AND HARMONIZE FIRE RELATED LEGISLATION FOR GREATER ORGANIZATIONAL EFFECTIVENESS

Modernizing archaic legislation.

7.1. By the end of 2016, the Legislative framework of the GFS is modernized, consolidated and updated and amendments and regulations (including Disciplinary Code) enacted and is readily available in print and on the Institution’s website by the end of 2017.

7.1.1. Review all legislation, substantive and subsidiary and propose amendments based on international ‘best practice’ including provision for the additional function of “Rescue” recently incorporated into the institution. Develop regulations where indicated. Finalize with the MOLA, Drafting Division.

No. of amendments enacted.

Parliament Office – Acts GFS’ Records, Website.

7.2. By the end of 2018, Parliament has enacted amendments to legislation over the period 1976 to 2014, that needed to be harmonized between the GFS and other related government agencies.

7.2.1. Consult with key stakeholders and identify amendments needed to harmonize specific legislation. Follow-up with subject Ministries and MOLA to ensure that amendments are carried through to finality and approved /enacted by Parliament.

No. of related amendments enacted.

Parliament Office – Acts GFS’ Records; Website

7.2.2. Orient all GFS staff as well as representatives from key collaborating agencies in the revised legislation.

No. of persons oriented in the revised legislation.

GFS’ records.



SECTION 4: STRATEGY IMPLEMENTATION: THE STRATEGIC PRIORITIES

4.1. The Five Year Results- Based Action Plan

This section presents the interventions that have been agreed to by the GFS regarding the Implementation Phase to this Strategic Plan. It offers at a glance, a year-by- year breakdown of the planned interventions

together with their indicative costs.



4.1. IMPLEMENTATION RESULTS-BASED ACTION PLAN MATRIX: 2014 – 2019

KEY PARAMETERS BENCHMARKS LEAD RESPONSI-

BILITY

INDICATIVE COST (US$)

BASE YEAR (2014)

YEAR 1 (2015) YEAR 2 (2016) YEAR 3 (2017) YEAR 4 (2018) YEAR 5 (2019)

VISION: By the year 2020, the Guyana Fire Service will be acclaimed as a highly efficient institution that provides quality emergency response to fires, hazardous material and ‘specialized rescue’ incidents, medical and other emergencies in keeping with international best practices. MISSION The Guyana Fire Service is committed to the protection of life and property from destruction by fire through employment of best practices for Fire Protection, Fire Prevention and Public Education; attending to other disaster related emergencies, effecting rescues and the rendering of humanitarian services in collaboration with other relevant agencies.

BASE TARGET By December 2014, SP Approved by Cabinet; Sponsors for the Plan identified.

TARGET LEVEL By July, 2015 Tech. Coop. Grant secured. Implementation of plan commenced.

% Increase in Fire Prevention Programmes;

% of fires that were contained before extensive damage occurred.

% increase in the performance of the GFS over baseline year2014.

Chief Fire Officer 7,560,000

Estimated Imple-mentation Cost: US$7,560,000

[Assumption: External Support for most of the interventions]

GOAL 1: ACCENTUATE THE HUMAN RESOURCE MANAGEMENT FUNCTION THROUGHOUT THE GUYANA FIRE SERVICE FOR GREATER EFFECTIVENESS 1,830,000.00

OBJECTIVE 1. By the end of 2015, the GFS will have an organization structure, approved by Cabinet that is flexible, clearly defines roles and responsibilities, delineates Technical Staff from Administrative Support Staff and is responsive to the demands of the GFS’ Mission and Vision Statements.

Activities: 1.1.1. Review modern best practice models of Fire Administration and Rescue within the framework of some level of decentralization, highlighting centre-regional relationships and offer context appropriate recommendations to the Government

TOR for this consultancy approved by Dec. 2014

Consultancy A commenced by July, 2015 [US$60,000]

Command Team; Personnel Department

60,000

1.1.2. Against the Model approved by Government, redesign the organizational structure, (presenting functional and man-type charts) demilitarizing administrative support services and highlighting a Control Centre based on activity projections.

New Structure approved by Cabinet by End of Dec, 2015

1.1.3. Complete detailed structural designs for priority areas identified in the Strategic Planning process: (i) Strategic Management Department (ii) Monitoring & Evaluation Division; (iii) Public Relations Division (iii) Audit Department.

By the end of 2014, positions for the SMD created

By March. 2015, SMD Staff in place; US$100,000

By Jan. 2016, M&E Div., PRD & AD Staff appointed. Total Salaries:US$100,000

Staff salaries for New Units: US$100,000



500,000

1.1.4. Develop clear Job descriptions for all positions and highlight core competencies.

October, 2015 included in Consultancy A

1. 1.1.5. Establish staffing levels and numbers utilizing modern processes /formulae.

October, 2015 included in Consultancy A

1.1.6. Review staff deployment processes and modernize, especially as this relates to ’24 hour Shifts’. Confirm total

October, 2015

included in Consultancy A




BILITY


BASE YEAR (2014)


staff requirements.

1.1.7. Implement new structure, and recruit additional required staff in key positions.

Jan. 2016 - New structure operational

Command Team

OBJECTIVE 2: By the end of 2017, 80% of all levels of staff will be pursuing their Individual Personnel Development Plans, and competencies’ profiles of at least 50% of all technical, managerial and

administrative staff enhanced. By 2019- 80 % staff trained. [100% of Fire Instructors will be trained]

Activities: 1.2.1. Conduct Training Needs Assessment for

all levels of staff and design an appropriate Comprehensive

Staff Development Programme including Personal

Development Plan for each staff.

Consultancy: US$25,000; Training Needs Report; Staff Dev. Programme Completed.

Command Team; Personnel Division Head

25,000

1.2.2. Develop Training Curriculum, course outlines, manuals etc. evaluation processes and mechanisms (including a Training of Trainers course) for various tiers of fire-fighters, implement and seek accreditation and implement Staff Development Programme. Procure training equipment for in-house programmes.

SD Program approved. 70% Trainers & 30% staff trained. Consultancy: $50,000; Equip. / Implem. US$100,000

Staff Training Continued [US$150,000] 100% Trainers trained

Staff Training Continued: 70% trained in core skills [US$150,000]

85% staff trained & functioning [US$100,000]

Command Team; Personnel Division Head

550,000

1.2.3. Design & implement Leadership Development Programmes for all levels of management staff.

Leadership Prog, completed. [$15,000]

Implementation started. [40,000]

Implementation 80,000

Implementation 50,000

Command Team

185,000

OBJECTIVE. 3: By the end of 2017, 75 % of GFS’ workforce in every functional area, meet their job specifications, are highly trained and are functioning at the performance standards that have been agreed upon.

Activity: 1.3.1. Develop a comprehensive HR Strategy within the framework of the Public Service Rules supported with an Action Plan and seek Approval at Ministry and Cabinet level for implementation.

Consultancy: US$15,000 Strategy approved.

Command Team

15,000

OBJECTIVE. 4: By the end of 2018, 70% of staff in GFS feel that this institution is a caring one, that it demonstrates equity and fairness and is striving to ensure the well-being of all.

Activities: 1.4.1. In keeping with the approved HR Strategy

develop the following HR mechanisms /systems as

priorities: (a) Recruitment and Promotion Processes

including appropriate examinations and Boards; (b)

Performance Management System; (c) Staff Recognition

System; (d) Safety and Health; (e) Incentive Scheme; (e)

Succession Plan; (f) Staff Retention Policies.

Consultancy: US$120,000

Command Team; Head of Personnel Division

120,000

1.4.2. Orient and train entire workforce in new HR processes via phased implementation; Procure equipment.

Included as part of 1.4.1. Contract

Equipment: US$70,000

Implementation US$50,000

Implementation US$35,000

Head Admin. Support & Pers.

155,000

1.4.3. Implement processes- Promotion Examinations; Staff Included as part of Implementation Implementation Implementation Head, Personnel 90,000




BILITY


BASE YEAR (2014)


Appraisal, Staff Recognition & Incentive Schemes etc. 1.4.1. Contract US$30,000 $30,000 $30,000 Division

1.4.4. Develop and Implement in consultation with Occupational Health and Safety Division, MOLHS&SS, a “Fire-fighter Wellness/ Quality-of-Life” programme for all staff in the GFS.

Consultancy: US$20,000 Equipment: US$ 30,000

Implementation $40,0000

Implementation $40,000

130,000

GOAL # 2: REALIGN THE ORGANIZATIONAL CULTURE TO SUPPORT THE CHANGE THEREBY FOSTERING HIGHER PERFORMANCE LEVELS. 345,000

Objective. 2.1. By the end of 2017, 40% of all staff will be displaying the approved core values of the institution. 75% by the end of 2019

Activities: 2.1.1. Develop and have approved by Management, a strategy to change / manage the culture of the GFS. Link Strategy to the Communication Plan, orientation programmes and disseminate to workforce.


Implementation:

$25,000 Implementation:

$25,000

Implementation:

$20,000

Chief Fire Officer and Command Team

85.000

2.1.2. Link Core values [entrenched in a Code of Ethics) behaviours to an incentive / reward scheme and Staff Recognition System. Implement schemes.


Implementation: $50,000


Implementation:$65,000

Command Team; Personnel Div.

190,000

2.1.3. Develop a Team Building Strategy to be applied across the entire hierarchy of the workforce. Implement Strategy.


Implementation:US$30,000

ImplementationUS$30,000

Command Team

70,000

GOAL # 3: STRENGTHEN INTERNAL AND EXTERNAL COMMUNICATION PROTOCOLS AND PROCESSES. 115,000

OBJECTIVE. 3.1: By the end of 2019, 100% staff of the GFS will be part of a participative group, well informed regarding the Divisional plans, operations, protocols and functioning above 2015’s performance levels by 70%

Activity: 3.1.1. Source an Organisation Development Consultant. Develop with representatives of each Division a model / framework for the systematic internal &external consultations for program development, operational protocols management. Define the nature of the types of engagement. Implement with training and monitor compliance with the framework. Implement user surveys.

Consultancy: Programme Development [US$50,000] Implementation (training for Budget 2017 - all Fire Stations)

Chief Fire Officer and Command Team

50,000

3.1.2. Collect baseline data for all of the performance indicators in this Strategic Plan. Develop and implement an M&E system for GFS with standardized data collection systems to maintain an up-to-date electronic database. Train M&E staff to manage the database.



Implementation:1$10,000


Chief Fire Officer & Head Administrative

Support

65,000

GOAL # 4: BUILD STRONG STAKEHOLDER/ COMMUNITY PARTNERSHIPS. 695,000

Objective 4.1. By the end of 2017, there will be three formal consultations with stakeholder groups. By the end of 2019, these bi-annual consultations will be entrenched in the organization’s COE. Activity: 4.1.1. Establish a GFS / Stakeholder Consultation Forum and develop a Charter to guide the engagements

Consultancy: $40,000 Charter + initial

2 bi-annual user surveys; Forum



Command Team

240,000




BILITY


BASE YEAR (2014)


support to Forum. 1 user survey-US$20,000

events/ meetings- US$60,000



OBJECTIVE. 4.2. By the end of 2015, GFS active formal collaborative agreements with agencies that are key to its effective operations are in effect. By 2019 – MOUs with 100% of agencies whose inputs are critical to the work of the GFS.) 80 % of these arrangements are effectively functioning.

Activities: 4.2.1. Conduct ‘one-to-one’ consultations with Government. Agencies, including the Joint Services that contribute to the discharge of GFS’ mandate, and agree on enhancing collaborative processes. Negotiate MOUs with each agency and lead on implementation. Review and document outcomes of these formal relationships; refine if and where indicated.

Consultancy A: US$30,000 Govt. Agencies’ Stakeholder Process Dev.; Inter-Agency Training

Evaluation of GFS’s Stakeholder interaction: Consultancy – US$15,000

Command Team

45,000

4.2.2. Identify opportunities for partnering with stakeholder groups at community level. Develop protocols as well as formal programmes & execute in a continuous and systematic manner.

Phase 2: Included in Consultancy A:

Command Team and Divisional Heads

4.2.3. Collaborate with the Guyana Water Authority & R&D entities to develop technologies that will enable the utilization of rivers as a source of water to fight fires.(engineering plans/ specifications etc., to be included)

Consultancy- Feasibility Study (Concept Paper) US$60,000

GWI/GFS project development $120,000

Implementation: resources to be separately mobilized.

Chief Fire Officer & Command Team

180,000

4.2.4. Collaborate with the EPA and develop protocols to minimize the negative impact of firefighting on the environment. Advocate for the implementation of resultant initiatives that demand input from other agencies. Once approved, embed in operational routines.

Consultancy: Establish & document policy /protocols. US$15,000

Implementation of mitigating actions US$30,000




Chief Fire Officer & Divisional Heads

135,000

4.2.5. Strengthen partnerships with telephone providers to increase timeliness of calls fed to control center.

Diagnostic US$20,000

Implementation: US$30,000

Head, Administration

50,000

4.2.6. Review existing disaster preparedness protocols, identify gaps and agree with relevant stakeholders on enhancements. Seek approval, prepare/ update MOUs and document. Orient staff at all levels of the GFS.


Implementation:$$10,000


Chief Fire Officer & Divisional Heads

35,000

GOAL # 5: RE-ENGINEER THE INFRASTRUCTURE LANDSCAPE OF THE FIRE SERVICE. 3,765,000

OBJECTIVE. 5.1. By the end of 2019, the GFS will be housed in modern facilities (in appropriate locations) that are equipped with modern, state-of-the-art equipment, vehicles, communication devices and furnishings in 60% of identified locations, satisfying 80% of the nation’s immediate and emerging fire protection needs.




BILITY


BASE YEAR (2014)


Activities: 5.1.1. Using trend and (Fire) Risk Analysis Models, against environmental influences, project the demand for fire stations throughout the 10 Administrative Regions for the next 10 - 15 years (2024 - 2029.)

Consultancy A: US$15,000

CFO & Command Team

15,000

5.1.2. Develop an Infrastructure Plan aimed at (1) modernizing existing buildings / facilities/ stations; (2) the acquisition of appropriate vehicles and equipment to satisfy the demands of the new vision and revised mission, complete with modern automated control centre.

Consultancy B: Engineering Firm with Fire & Rescue Services

Expertise. US$250,000

Chief Fire Officers & Divisional Heads

250,000

5.1.3. Develop engineering plans, technical specifications and the related construction costs as well as the procurement cost for all related types of equipment and possible relocation costs.

Part of Consultancy B


5.1.4. Develop a Capitalization Plan that captures the cost of this strategic goal, financial implications for future operational and maintenance phases, and offers options for financing on a phased basis. Obtain Cabinet approval. Mobilize funds to commence phased implementation.

Included in Consultancy B

Comprehensive Plan with drawings etc. Approved by Cabinet. Mobilize required financial resources.

Commence implementation of New Capitalization Plan.


5.1.6. Conduct Needs Assessment of institution’s transportation (land and water) specialist furnishings and equipment, communication devices given its new developmental thrust. Develop a comprehensive plan with phased cost estimates. Develop a Vehicle Fleet Management/ Replacement Policy and Plan.

Consultancy: US$70,000 [Identify sources of funding].

Commence phased procurement. Initial outlay approved: US$500,000

Implementation: US$1,300,000.

US$1,630,000 60% of the GFS’ fire locations with state-of –the-art stations, equipment etc.

Chief Fire Officers & Command Team

3,500,000

GOAL # 6: HARNESS TECHNOLOGY TO PROPEL INSTITUTIONAL ADVANCEMENT AND TRANSFORMTION IN DAY-TO-DAY WORK PROCESSES 725,000

OBJECTIVE. 6. 1. The GFS’ operational processes will be fully automated, staffed with personnel who are skilled in the use of state-of-the-art technological equipment. Decision making is based on empirical evidence as a result of a functioning MIS which is accessible by every level of supervisory management. TARGET: 60% of all processes by 2017; 100% by the end of 2019

Activities: 6.1.1. Determine the processes that need SOPs; develop and update, and document incorporating modern approaches. Computerize processes on a phased basis, and train relevant operational staff.


Command Team and All Divisional Heads

25,000

6.1.2. Design and develop a MIS for the GFS including LAN and WAN and all other requirements for connectivity.

Consultancy Firm: US$30,000

CFO & Divisional Heads

30,000

6.1.3. Procure all required hardware, including servers, to US$180,000 CFO & Head, 180,000




BILITY


BASE YEAR (2014)


support the MIS in GFS Headquarters & fire stations. Administration

6.1.4. Develop the MIS according to approved design. Test, install and train all relevant staff.



150,000

6.1.5. Establish LAN and WAN in GFS Command Centre and Fire Stations according to design specifications. Complete network installation and install all hardware.



50,000

6.1.6. Recruit data entry clerks to populate the system with the data from agree period.

Salaries: US$15,000

Salaries: US$30,000

Salaries: US$30,000

CFO & Head Administration

75,000

6.1.4. Design, develop and populate Website. Launch and maintain.


CFO 20,000

OBJECTIVE. 6.2. Functioning computerized Records Management System in operation by the end of 2018.

Activity: 6.2.1. Strengthen Records Management System. Automate and support integration into the MIS. Train and orient all relevant staff. Implement system.


CFO, Divisional Heads & Head, Administration

45,000

OBJECTIVE. 6.3. Functioning Library located at the ‘Head Quarters by the end of 2016 as well as Stations in operation by the end of 2017. All Library functions automated by the end of 2017.

Activity: 6.3.1. Develop and support implementation of a Central Library at the Headquarters for GFS and sub libraries at designated Fire stations. Identify required Library staff. Automate the operations of the Library. Train Library staff. Orient other staff members across the Fire Service in the use of the facility.


CFO, Divisional Heads & Head, Administration, Training Head

40,000

6.3.2. Procure Library materials – books, journals etc. US$30,000 Administration 30,000

6.3.3. Procure Library furniture and equipment. US$80,000 Administration 80,000

GOAL # 7: MODERNIZE AND HARMONIZE FIRE RELATED LEGISLATION FOR GREATER ORGANIZATIONAL EFFECTIVENESS 85,000

OBJECTIVE. 7.1 By the end of 2016, the Legislative framework of the GFS is modernized, consolidated and updated and amendments and regulations (including Disciplinary Code) enacted and is readily available in print and on the Institution’s website by the end of 2017.

Activities: 7.1.1. Review all legislation, substantive and subsidiary and suggest amendments based on international best practices as well as the additional function of “Rescue” incorporated into the institution. Develop regulations where indicated. Finalize with the MOLA.


Command Team 60,000

OBJECTIVE. 7.2. By the end of 2018, Parliament has enacted amendments to legislation that needed to be harmonized between the GFS and related government agencies.

Activity: 7.2.1. Consult with key stakeholders and identify amendments needed to harmonize specific legislation. Follow-up with subject Ministries and MOLA to ensure that amendments are carried through to finality and approved by Parliament.

With support from Consultancy A.

Command Team




BILITY


BASE YEAR (2014)


7.2.2. Orient all GFS’ staff as well as representatives from key collaborating agencies in the revised legislation.


Command Team, Training

25,000

4.2: FINANCIAL IMPLICATIONS: (1) COST PROFILE OF THE STRATEGIC PLAN BY STRATEGIC GOAL AND CORRESPONDING INITIATIVES.

STRATEGIC GOALS SUB-CATEGORY COST(US$)

TOTAL (US$)

GOAL 1; ACCENTUATE HUMAN RESOURCE MANAGEMENT THROUGHOUT THE GUYANA FIRE SERVICE FOR GREATER EFFECTIVENESS

Consultancy (Firm): Design of New Organizational Structure for Guyana Fire Service 60,000

Staff Emoluments for New Units: (i) Strategic Management Department, (ii) M &E Unit , (iii) Public Relations Unit, (iv) Internal Audit Department 500,000

Consultancy (Firm): Determination of GFS training needs 25,000

Develop Training Curricula [firefighting competencies at various levels] and implement Staff Development Programme – including procurement of key equipment. 550,000

Design & Implement Leadership Development Programmes for all tiers of management [consultancy & related expenses] 185,000

Develop a comprehensive HR Strategy 15,000

Develop the following HR mechanisms /systems; (a) Recruitment and Promotion Processes; (b) Performance Management System; (c) Staff Recognition Scheme; (d) Safety and Health Policies; (e) Incentive Scheme; (e) Succession Plan; (f) Staff Retention Policies.

120,000

Orient and train entire workforce in new HR processes. [training expenses and equipment] 155,000

Implement processes- Promotion Examinations: Staff Appraisal [related training expenses- material equipment] 90,000

Consultancy): Develop and Implement a “Fire-fighter Wellness/ Quality-of-Life” programme for all GFS staff.[inclusive of related expenses] 130,000

Sub-total 1,830,000

GOAL 2: REALIGN THE ORGANIZATIONAL CULTURE TO SUPPORT THE CHANGE THEREBY FOSTERING HIGHER PERFORMANCE LEVELS.

Consultancy (Firm) & related Expenses: Develop a strategy to change / manage the culture of the GFS. 85.000

Implement an incentive / reward scheme and Staff Recognition System that is linked to Core Values [entrenched in a formal Code of Ethics) 190,000

Consultancy (Firm)& related Expenses: Develop and Implement A Team Building Strategy 70,000

Sub-total 345,000

GOAL 3: STRENGTHEN INTERNAL AND EXTERNAL COMMUNICATION PROTOCOLS AND PROCESSES.

Consultancy (Firm): Develop and implement a model / framework for the systematic internal & external consultations for program development and operational protocols management.

50,000

Collect baseline data for all of the performance indicators in this Strategic Plan 65,000

Sub-total 115,000

GOAL 4: BUILD STRONG STAKEHOLDER/ COMMUNITY PARTNERSHIPS.

Consultancy (Firm) & related Expenses: Establish a GFS / Stakeholder Consultation Forum and develop a Charter to guide the engagements. Conduct (7) seven user surveys. 240,000



STRATEGIC GOALS SUB-CATEGORY COST(US$)

TOTAL (US$)

Consultancy (Firm& related Expenses :): Conduct consultations with Government Agencies that contribute to the discharge of GFS’ mandate. Negotiate MOUs with each agency.

55,000

Consultancy (Firm): Develop engineering plans/specifications for the utilization of rivers as a source of water for firefighting 180,000

Develop with EPA protocols to minimize the negative impact of firefighting on the environment. 135,000

Partner with telephone providers to increase timeliness of calls fed to GFS’ control centre 50,000

Review and update existing disaster preparedness protocols. 35,000

Sub-total 695,000

GOAL 5: RE-ENGINEER THE INFRASTRUCTURE LANDSCAPE OF THE FIRE SERVICE.

Consultancy (Firm): Project the demand for fire stations throughout the 10 Administrative Regions for the next 10 - 15 years (2024 - 2029.) 15,000

Consultancy (Firm): Develop an infrastructure modernization plan with associated costs and financial implications for future operational and maintenance phases, and offers options for financing on a phased basis.

250,000

Consultancy (Firm): Conduct a Needs Assessment of GFS transportation (land and boat) specialist furnishings and equipment, communication devices 70,000

Procure items identified in Needs Assessment Study 3,430,000

Sub-total 3,765,000

GOAL 6: HARNESS TECHNOLOGY TO PROPEL INSTITUTIONAL ADVANCEMENT AND TRANSFORMTION IN DAY-TO-DAY WORK PROCESSES

Consultancy (Firm): Determine the processes that need SOPs; update existing and develop new ones as necessary 25,000

Consultancy (Firm): Design and development a MIS for the GFS inclusive of a LAN and WAN 30,000

Procure all required hardware, to support the MIS implementation at all locations 180,000

Install, test and train all relevant staff regarding the new MIS. 150,000

Consultancy (Firm): Establish LAN and WAN in GFS and Stations 50,000

Recruit data entry clerks to populate the system[salaries] 75,000

Consultancy (Firm): Design, develop and populate Website 20,000

Consultancy (Firm): Strengthen Records Management System 45,000

Develop and support implementation of a Central Library at the Headquarters of GFS and at sub libraries in designated Fire Stations. 40,000

Procure Library materials – books, journals 30,000

Procure Library furniture and equipment 80,000

Sub-total 725,000

GOAL 7: MODERNIZE AND HARMONIZE FIRE RELATED LEGISLATION FOR GREATER ORGANIZATIONAL EFFECTIVENESS

Consultancy (Firm): Review all legislation, substantive and subsidiary; suggest amendments and develop new regulations where indicated. 60,000

Consultancy (Firm): Orient all GFS’ staff as well as representatives from key collaborating agencies in the revised legislation. 25,000

85,000

TOTAL US$7,560,000

[US$1=G$206.] G$1,557,360,000



(2) COST PROFILE OF THE STRATEGIC PLAN: ANNUAL BUDGET PROJECTIONS

From the Foregoing Tables it can be seen that the Estimated cost of this Strategic Plan over the projected five year period of implementation is in the sum of US$7,560,000 or G$1,557,360,000. The Table presents the data according to Strategic Goals which can allow for further prioritizing at Sector Level, allowing for decisions that will not jeopardize a comprehensive approach to the execution of each Strategic Goal. The Strategic Plan and its seven strategic goals poses, to the management of the GFS, the challenge of managing a portfolio of projects, each goal representing a programme of initiatives in its own rights, with specific indicative budgets.

Fifty per cent of the total indicative budget (US$3,765,000) represents cost allocated for new infrastructure - buildings, specialized vehicles,

boats and equipment, given the growth strategy that the institutional has chosen. Two important assumptions underpin this estimated budget.

STRATEGIC GOALS

YEAR TOTAL

COST(US$) 2014

COST(US$) 2015

COST(US$) 2016

COST(US$) 2017

COST(US$) 2018

COST(US$) 2019

COST(US$)

GOAL 1: Accentuate Human Resource Management Throughout The Guyana Fire Service For Greater Effectiveness

0 160,000 425,000 440,000 450,000 355,000 1,830,000

GOAL 2: Realign The Organizational Culture To Support The Change Thereby Fostering Higher Performance Levels.

0 0 25,000 85,000 120,000 115,000 345,000

GOAL 3: Strengthen Internal And External Communication Protocols And Processes.

0 0 85,000 10,000 10,000 10,000 115,000

GOAL 4: Build Strong Stakeholder/ Community Partnerships.

0 75,000 120,000 180,000 220,000 100,000 695,000

GOAL 5: Re-Engineer The Infrastructure Landscape Of The Fire Service.

0 265,000 70,000 500,000 1,300,000 1,630,000 3,765,000

GOAL 6: Harness Technology To Propel Institutional Advancement and Transformation In Day-To Day Work Processes

0 0 175,000 470,000 50,000 30,000 725,000

GOAL 7: Modernize And Harmonize Fire Related Legislation For Greater Organizational Effectiveness.

0 0 60,000 25,000 0 0 85,000

TOTAL YEARLY COST US$0 US$500,000 US$960,000 US$1,710,000 US$2,150,000 US$2,240,000 US$7,560,000.

[Estimated Exchange Rate: US$1=G$206] G$0 G$103,000,000 G$197,760,000 G$352,260,000 G$442,900,000 G$461,440,000 G$1,557,360,000.



First, it is assumed that the development of these interventions will be undertaken by experts in the indicated disciplines, both from the region

and /or beyond. Second, in the case of the specialized areas, it is recommended that funding, outside of the normal annual budget estimates

will be sourced from donor agencies, such as the IDB, EU, and USAID etc. It is important to emphasize that the order of activities in this financial

plan reflects the priorities identified by GFS. Accordingly, in Year 1, and 2 (2015 -2016), financial requirements total US$1,425,000 or

G$285,000,000. Key interventions planned include the Restructuring of the GFS, the development of a comprehensive staff development

programme as well as the revision of fire related legislation. It is envisaged that the remaining months of 2014 will be utilized to have the plan

approved by Cabinet and to garner funds for the implementation of the priority interventions identified in Years 1 and 2 of this five year Action

Plan.

4.3. Managing the Transition

(i) Governance and Portfolio Project Management Imperatives Organizational behaviour specialists all agree that strategy implementation is a very complex and difficult proposition. Indeed research has highlighted several challenges / roadblocks along the journey. This section of this document cannot be left incomplete since the strategic plan is a vital means to an important end –the articulated vision (that of an institution whose performance is efficient, effective and relevant). The strategic plan introduces developmental activities that must be given dedicated attention if it is to be used effectively for the reinventing and organizational renewal that the GFS has crafted for itself. Best practices indicate that there are three interlocking essentials that must be addressed if there is to be a chance for a successful outcome for the GFS over the next five years. The diagram below provides a convenient way to organize guidelines for the remaining elements within this segment of strategy implementation. Each will be dealt with separately.

CHANGE

MANAGEMENT

PROJECT

MANAGEMENT

(SMD)

PROGRAMME

PORTFOLIO

[STRATEGIC PLAN]

MANAGEMENT

{Command Team}



(ii) Strategic Plan Implementation Arrangements: Governance And Operational Structure In keeping with best practices around the world that have their genesis in lessons learned, the implementation of strategic plans demands a dedicated governance and operational structure that is devoted solely to supporting Management in the systematic implementation of the strategic plan. This section presents an organogram which offers a pictorial representation of the governance and programme management relationships that should be established to support effective implementation.

GFS STRATEGIC PLAN

PROGRAMME PORTFOLIO MANAGEMENT

CHIEF FIRE OFFICER

STRATEGIC MANAGEMENT DIVISION

[PROGRAMME/ PROJECT EXECUTION]

HEAD, SMD

GOVERNANCE / OVERSIGHT COMMITTEE CHAIR: MINISTER OF HOME AFFAIRS

ALTERNATE: PS/MOHA

Suggested Members o Chief Fire Officer o Head, SMU, Guyana Fire Service o Head, Policy & Research Unit, MOHA o Snr. Policy Analyst, Minister’s Secretariat o Rep. State Planning, MOF o PPO, Public Service Ministry o Chairman, Guyana Fire Advisory Board o Rep. Ex Firemen Association o Rep. Georgetown Chamber of Commerce o Rep. Private Sector Commission.

DIVISIONAL HEAD; HEADS,

ADMINISTRATION, FINANCE &

PERSONNEL DIVISIONS

2 PROGRAM MANAGERS (Responsible for the execution of initiatives under specific Goals (programmes)

1 MONITORING AND EVALUATION OFFICER

(Update baseline indicators and evaluate implementation progress)

GOVERNANCE COMMITTEE RESPONSIBILITIES

o Approve the Strategic Plan 2014 – 2019

o Provide direction regarding the implementation of various initiatives from a policy perspective.

o Approve funding proposals; o Approve changes in sequence

of improvement activities; o Recommend to Cabinet, MOF,

OP, PSM, solutions to implementation issues with crosscutting policy implications.

o Lobby for funding for various initiatives in the SP;

o Approve annual budgets ensuring that proposals are adequate enough to continue reforms that span several years.

o Visibly sponsor and champion the reforms.

o

PROGRAMME PORTFOLIO MANAGEMENT RESPONSIBILITIES (GFS MANAGEMENT]

o Support execution of the programme of projects under each Goal;

o Review annual; half yearly resource needs - re-assign funds where necessary.

o Review progress reports on execution and reclassify, re-scope, redesign initiatives as necessary and re-schedule;

o Act as a clearing house for emerging bottlenecks and seek resolution with relevant external agencies;

o Forward policy related issues to Governance Committee.

o Visibly lead reforms and ensure frequent communication with workforce on progress.



The Governance / Oversight Committee is at the Apex of the implementation arrangements for the GFS’ Strategic Plan. This multi-agency Committee comprises key stakeholders of the GFS and will meet on a bi-monthly or quarterly basis. Its mandate is to give strategic direction to the GFS in the execution of the Strategic Plan, monitor progress against planned schedules, review variances and provide strategic intervention to advance programme execution. In this regard, the Committee will agree on key evaluation criteria which will best provide information that will measure progress, financial probity and emerging outcomes. Guidance on these criteria can be obtained from the Key Performance Indicators identified in the Strategic Framework of the Plan.

The Programme/Portfolio Management Group – the Management/ Command Team of the GFS – will be responsible for the pace and quality of programme execution of the Portfolio of goal related initiatives / projects within the Strategic Plan. Their role is to monitor the implementation, make adjustments to the plan from half yearly reviews; ensure that required financial resources are sourced well in advance to deter delays to progamme schedules. Their most important responsibility is to lead the workforce through this period of transition by demonstrated adherence and commitment to the proposed change, reshaping the culture to align with the ‘Values Statement’ that has been articulated.

Project Management The Strategic Management Department (the Programme / Project Execution team) is the permanent change management group who, by virtue of their total and dedicated attention to the task of Strategy implementation, will support the management of GFS in getting the job done in a timely and comprehensive manner. Essentially, this team will be responsible for ensuring that clearance is obtained from the top management to commence planned initiatives on a timely basis. They will identify funding sources, preparing any required documentation to support applications for funding; prepare project schedules for each strategic initiative (since every intervention will be implemented as a discrete project); track both physical and financial progress; prepare timely progress reports on each project; manage procurement processes and carry out contract administration responsibilities. In order to avoid blurred lines of responsibility, the seven Strategic Goals and their attendant projects (initiatives) will be allocated between the two Program Managers and their work will be monitored by the Head, SMD, who will also exercise a quality control function. Fortnightly meetings will be held with the GFS Management Team so that emerging issues are dealt with promptly.

STRATEGIC MANAGEMENT DEPARTMENT: RESPONSIBILITIES

o Prepare Annual Operations Plans during the National Budget preparation cycle as well as Estimates for the SMU;

o Prepare Procurement Plans for each Project; prepare TORs for indicated consultancies and implement the procurement cycle / plans immediately following approval from the PPM Group; prepare Activities’ Schedules (Gantt Chart) for each Goal related project in the Portfolio.

o Liaise with contractors, consultants, donor agencies, Finance department, MOF etc. to ensure the timely advancement of projects;

o Carry out contract administration functions as soon as contracts are signed by successful bidders.

o Prepare project reports for weekly SMD tracking meetings as well as those requested by other sources;

o Make recommendations for changes to the implementation order of the projects in the strategic plan as a result of changing environmental factors;

o Maintain database of current and potential projects as well as all other indicated records, e.g. Record of Payments to Consultants, Contractors etc.

o Ensure that all deliverables are appropriately approved by experts both from within and without the GNS;

o Ensure that feedback from officers reviewing deliverables are given promptly;

o Identify interdependencies with other programmes / projects in the SP to guide decision making..



FACTORS LEADING TO FAILURE

Lack of proactive & consistent Leadership

Absence of staff ‘buy-in’ as a result of staff left ‘in the dark’ from no regular

communication; inadequate information

Ignoring the ‘people’ side of change & ‘resistance to change’

No emphasis or time for reflection, planning and organizational learning;

Neither recognition nor reward for employee effort.

Hypocrisy – managers’ actions inconsistent with ‘change ‘ message.

(iii) Change Management: Coping with the Transition - Process Issues

Introducing any strategic plan brings in its wake ‘change’ since the very interventions are geared to prepare the workforce for a future state, one that that is quite different to the present status. Inevitably, change will impact on work processes, routines, and relationships in the workplace. It will evoke fear and uncertainty in the minds of workers as ‘the change’ ushers in the unknown. These facts underscore the need for a deliberate approach to the management of this phenomenon; hence the literature abounds with a repertoire of tools and approaches for organizations to navigate successfully through the maze of ambiguity. Catherine Adenle defines change management as “a structured approach to transitioning individuals, teams and organizations from a current state to a desired future state”.

Despite the several tools and strategies that are recommended, five factors constitute a

common thread across the opinions of the various experts. These are the factors that are

recommended to support the implementation of the GFS’ Strategic Plan.

(a) Defining a vision of the desired change In order to pursue change, it is important that the reason for the change is understood by all. Such an understanding emerges as the persons who will be impacted by the change share a common vision. In the case of this strategic plan, while the organization is generally aware about the crafting of the Plan, all have not been involved in the strategic planning process. A clear vision of the future state of the GFS has been articulated, together with the Key Results Areas that describe that future state in more detail. Since this was crafted more or less by the Command Team, the task is now for this vision to be urgently cascaded down the hierarchy of the organization. Such action will bring about several benefits:

(a) Employees will be able to seek clarification regarding the vision, the impending change process and the implications of the change at the individual level.

(b) Fear regarding issues such as job security, etc. can be eliminated immediately. (c) The contribution of departments and individuals during the period of change can be discussed, emphasizing that such a process compels

accountability on the part of management. (d) The initial discussion could be a starting pointing for on-going dialogue between the ‘rank and file’ employees and management. (e) Employees can also ‘have a say’ in how to implement most, if not all of the initiatives.

This sharing of the vision will demand a carefully thought-out programme which will ensure that ALL staff are involved.



Men make history and not the other way around. In periods where there is no leadership, society stands still. Progress occurs when courageous skilful leaders seize the opportunity to change things for the better.

Harry S. Truman

(b) Establish A Change Management Team

This is a critical requirement in order to build and sustain a momentum for change that will be embraced by the entire workforce. The champions of the change must be a group of ‘believers’ who must be credible if they are to succeed in ‘selling’ the change to the other employees. During the strategic planning process, such a group emerged in the Command Team as all were convinced that the Guyana Fire and Rescue Service must move to the next level if the new nomenclature was to hold true to the implications therein. Moreover, the guiding principles formulated as well as the interventions identified for the transformation, all emerged from the group. It is this group that has to ‘spread the gospel’ across the rest of the workforce, convincing them that the change is necessary and will ultimately provide a better environment that would empower all employees even as the image of the institution is upgraded from the resultant higher levels performance. Such must be at the core of the messages which must become a continuous mantra across the GFS. In addition to this group, the proposed SMD is also an important part of the formal change management team. Their role is to ensure that the injection of the new methodologies and routines and values are kept alive and visible, supporting and augmenting the efforts of the Command Team. They must be given the requisite authority and respect to be able to function effectively.

(c) Leadership and Communication The culture of an organization is shaped by its Leaders and successful change is dependent largely upon the leadership. GFS has indicated that training is needed at leadership level across the organization. This was confirmed from data collected during the organizational assessment phase of the environmental scan. As a result of their very positions in the organizational hierarchy as well as their participation throughout this strategic planning process, it is expected that the CFO and his Command Team will lead the change in a very deliberate and distinct manner. This should commence with a formal sharing with the entire staff, of the new Vision, revised Mission and the new Value Statement. In order to reduce disruption to a critical service such as this, the introductory sharing should be executed on a station- by- station basis, unless other strategies can be devised with the same minimal disruption to day-to-day routines. It cannot be over emphasized that demonstrated commitment and adherence by this group of officers to the guiding principles articulated in this Strategic Plan will be a major determinant regarding the future outcome of this plan. A key tool already alluded to regarding the management of this transition period is the issue of communication. Communication must be focused both inward as well as externally. In addition to the role of leaders already highlighted, the SMD will play a critical role in supporting the planned communication for the entire five year period of implementation. A key tool in this process is a Communication Plan, which should be fleshed out by the SMD in direct response to the various situations that exist.



Internal Communication – A Mechanism for Dealing with Resistance to Change

In any organization there will be resistance to change. GFS is no exception. The uncertainty that change brings, coupled with insufficient sharing of information, which has been the case in this institution, has already ushered in feelings of uncertainty especially across the rank and file. Resistance cannot be ignored since it can result in the covert undermining of the interventions that are being introduced. It is important therefore, to flag these concerns at this point and to proffer a few recommendations to address this critical issue.

Classic and tried approaches have been:

(i) Education – explain the implications & benefits;

(ii) Participation during Implementation – empower the workforce by soliciting assistance from cross-functional teams formed from vertical slices of the organization. These teams can support the SMD in developing TORs for appropriate contracts as well as decision making, in areas such as evaluating bids etc. Care should be taken to ensure that the task is within the capabilities of the staff. Where it is possible, staff can be oriented / trained regarding the proposed tasks. Another way of engaging the staff is in the implementation of new work routines. Consultations with the effected staff can lessen the level of concern and/ or fear and resentment.

(iii) Negotiation – This can be pursued by discussing with the relevant groups of employees and brokering an agreement whereby some compromise in the form of an exchange of some value – some concession can be agreed upon in order to induce a reduction in overt resistance.

(iv) Facilitation and support – this approach sees management actively engaging resisters to determine the reason behind their resistance. In such situations, management attempts to remove the cause of resistance by providing support to the employee where this is possible. An example can be resistance as a result of a group of employees not having the confidence to embrace a change in methodology as a result of not having the required skills. This can be corrected through training.

(v) Explicit and implicit coercion. This refers to a high-handed approached whereby management actually threatens the resisters with sanctions either directly or by implication. Such sanctions are usually serious e.g. transfer to an inconvenient location; loss of pay, delayed promotion or at worst, dismissal. While such threats can result in seemingly acceptance of the change, there may be little commitment and the anticipated level of performance minimised. This approach should be utilized as a last resort. However it should not be ignored as an option. According to one strategy expert, ‘Successful change is based on the exercise of authority and the imposition of sanctions’.

SOURCE:Tony Warner- ‘Strategic Change Management’

SOURCE: Tony Warner- ‘Strategic Change Management’

SOURCE: Tony Warner- ‘Strategic Change Management’



A Strategy to Manage Change in the GFS

Dealing with resistance in the overall task of managing change is of such tremendous importance that it cannot be left to chance. The Literature abounds with proven strategies and methodologies that lessen the burden of choice. This section provides some solutions and guidelines for the Management Team of the GFS to consider. A recommended solution is offered but the GFS still has the opportunity to carefully review the alternatives and to make their own choice.

Four strategies are highlighted in the adjacent diagram. These are briefly

described. In order to facilitate choice the following guidelines from change

management experts are also offered for consideration. They posit that the

selection of an appropriate strategy is contingent on the prevailing

circumstances8:

Characteristics of the proposed change

Scope and Scale. This can vary from the minor adjustment ―tweaking of a process within a unit - to the complete transformation of the entire organization. The larger the scope and scale, the more likely a broad mix of strategies will be required with Power-Coercive playing a central role.

Degree of Resistance. Strong resistance argues for a coupling of Power-Coercive and Environmental-Adaptive strategies. Weak resistance or concurrence argues for a combination of Empirical-Rational and Normative- Reductive strategies.

Target Population. Large populations argue for a mix of all four strategies, something for everyone so to speak.

The Stakes. High stakes argue for a mix of all four strategies. When the stakes are high, nothing can be left to chance.

The Time Frame. Short time frames argue for a Power-Coercive strategy. Longer time frames argue for a mix of Empirical-Rational, Normative-Reductive, and Environmental-Adaptive strategies.

Expertise. When the organization has adequate capacity /expertise, capable of managing change and there is more or less significant receptivity among staff members, it is argued that there is merit for some mix of the strategies outlined above. In the absence of such expertise and staff interest, the counter argument is that organizations facing transition might be forced to opt for the power-coercive strategy.

8 Nickols, Fred. Change Management

STRATEGY DESCRIPTION

Empirical-Rational

People are rational and will follow their self-interest — once it is revealed to them. Change is based on the communication of information and the proffering of incentives.

Normative-Reductive

People are social beings and will adhere to cultural norms and values. Change is based on redefining and reinterpreting existing norms and values, and developing commitments to new ones.

Power-Coercive

People are basically compliant and will generally do what they are told or can be made to do. Change is based on the exercise of authority and the imposition of sanctions.

Environmental-Adaptive

People oppose loss and disruption but they adapt readily to new circumstances. Change is based on building a new organization and gradually transferring people from the old one to the new one.



Recommendation The proposed changes in the GFS indicate a complete transformation of the entire organization over a five year period – a distinct challenge since the population of the GFS is in excess of 500 staff members spread across several locations. The organizational structure will change and so will work responsibilities and processes. Staff will have to learn new skills, as performance will now be regularly appraised and individual accountability will become more pronounced. The people side of the organization will be at the focus of the change since employee well-being and development will assume paramount importance. All of these changes will reshape the culture of the organization, something that was desired by the majority of staff from the culture survey undertaken during the organizational assessment. In the light of the above, in addition to the insights provided above on dealing with employee resistance, the change management strategy for GFS should be a mixture of the Power-Coercive, Empirical-Rational and the Normative-Reductive strategies. The Power-Coercive should be the dominant one to be employed.

External Communication A key component of any Communication Plan is the necessary interface with external stakeholders. A prerequisite to an effective engagement with these groups is an understanding of their expectations which underpin issues of individual power as well as their interest into the affairs of the GFS. A stakeholder analysis was undertaken by the Management Team with consultancy support. GFS listed their key stakeholders and then proceeded to rank them in terms of their direct or potential influence on their operations. This information paved the way for deeper analysis whereby the power and interest of these groups were assessed. The result of this assessment is in the Stakeholder Power /Interest Matrix overleaf. The purpose of the exercise is to determine how to manage these stakeholders during the implementation period of the Strategic Plan.



GFS’ STAKEHOLDER POWER / INTEREST MATRIX

LOW LEVEL OF INTEREST HIGH LOW LEVEL OF POWER HIGH

A.

[Minimal Effort]

A – POWER IS LOW AND INTEREST IS LOW: Low power and little interest.

Active support of this group may have an influence on the attitude of the more powerful stakeholders STRATEGY: Monitor or ignore 1. Guyana Forestry Commission 2. Ministry of Education 3. St John’s Ambulance Brigade 4. Guyana Red Cross Society 5. Guyana Association of Professional Engineers

B.

[Keep Informed]

B - POWER IS LOW BUT INTEREST IS HIGH Because of their high interest, notwithstanding low power they can influence the more powerful stakeholders. They can be champions who can support the strategies STRATEGY: Involve; build capacity and secure interests.

1. Ministry of Local Government

2. Representative of Georgetown Chamber of Commerce

3. Representative of Guyana Manufacturers Association

4. Representative of Private Sector Commission

5. Representative of Insurance Companies

6. Representative of GUYSUCO

7. Guyana Fire Service Recruitment and Training Board

8. Chief Electrical Inspector

9. Civil Aviation Department

10. Timehri Airport Management 11. Ogle Airport Management 12. Guyana Fire Advisory Board 13. Ex-Firemen Association 14. Ministry of Health 15. Guyana Consumers Association 16. Environmental Protection Agency 17. Guyana National Bureau of Standards

C.

[Keep Satisfied] C: POWER IS HIGH AND INTEREST IS LOW While powerful, these stakeholders’ interest is low. TASK: Build strategies that will address their expectations.

STRATEGY: Try to mitigate impacts; defend against sudden changes in interest which can catapult this group into quadrant D.

1. Ministry of Legal Affairs 2. Ministry of Public Works & Communications.

D. [KEY PLAYERS – Keep engaged]

D: POWER IS HIGH AND INTEREST IS HIGH Most difficult group since they are in a powerful position to block or support new strategies and their interest in the GFS is high.

STRATEGY: Collaborate. Test out new strategies / ideas with them before taking a final position

1. Ministry of Home Affairs

2. Guyana Energy Agency

3. Civil Defense Commission

4. Joint Services

5. Ministry of Finance

6. Public Service Ministry

7. Guyana Power and Light

8. Mayor and City Council

9. Telecommunications Provider/ Digicel / GT&T

10. Ministry of Housing and Water 11. Auditor General 12. Guyana Water Inc. 13. Guyana Media Practitioners Association



From the Matrix above, the most important group is in Quadrant D. These key players, according to GFS’ assessment, have both the interest in GFS and the power as a result of their authority; control over resource allocations and expertise, critical considerations upon which the effective delivery of services depends. They can either support or block planned projects in the strategic portfolio. They must therefore be fully involved in the implementation process, and GFS must ensure that they are properly informed regarding impending initiatives. Indeed, every effort should be conscientiously made to ‘sell’ these projects, creating the environment whereby these key players feel a part of the final decision making process. GFS should make every effort to engage them as allies so that the implementation process can be smoothly advanced. Although the other groups at this point do not exert such influence, the groups in Quadrant C and B should be monitored by the SMD, to see if there is any change in their level of interest or power base since changes can shift them into Quadrant D. They can potentially form alliances with other more powerful groups which can be supportive or not to the plans of the GFS. The strategies to be considered are listed in the relevant quadrants. This information should be fed into the development process of the Communication Plan. (d) Education and Training As was highlighted in the foregoing section, absence of individual capacity is one of the factors that breed resistance. The Command Team has recognized this weakness and provision is made in the Strategic Plan to address this concern. In addition to competencies’ training for present positions, training will continue to be given high emphasis as new institutional responsibilities are taken on board. (e) Reinforce the Change There are several considerations for reinforcing the desired changes in the GFS – all of which flow from ‘best practices’ in the literature that has emerged from research and surveys. The outcome of the transformation of an organization is immediately visible in its outward appearance (new buildings, equipment etc.) and recognized by users / beneficiaries of the services from the new work processes and systems that abound. The ultimate anticipated outcome, however, from organizational change is the positive adjustment in the behaviours of organizational members and this is expected to promote, indeed guarantee, improved performance levels. These changes cannot be realized overnight, but as they emerge, the response from the leaders of the institution can be a deterrent or catalyst for sustaining the desired employee behaviour. The simple but important strategy is to recognize when desired behaviour is exhibited and to award the relevant persons appropriately. The progress of the implementation of the Strategic Plan must be monitored and evaluated. This important function has been formalized within the structure for the Strategy implementation. An M&E framework will be developed at the onset of the implementation phase. The evaluation aspect will provide information on the early impacts of ‘the change’. This is where a determination of employee acceptance and positive response to the reforms will be established. In anticipation of employee adherence to stated values and the desired behaviour change, provision has been made for the development of an appropriate staff recognition and Incentives / Reward system. This mechanism will support the sustainability of the changes as staff perceive that adherence to the new organizational norms brings tangible rewards.



Another best practice for embedding the change is the reorganizing of the organizational structure. This is a priority project in the Strategic plan which will be addressed at the onset of the implementation. The infrastructure for sustained change has been designed. It is left up to the leaders of the GFS to harness this advantage and to provide the kind of leadership which will transition the workforce and the institution towards the desired vision. Initial Start-up Matrix for Managing the Implementation

ACTIVITY RESPONSIBILITY TIMELINE COMMENTS

Formalize the engagement of the Programme Portfolio Management Team/ Change Agents

CFO Before the SP is formally launched.

See Proposed Structure. These staff members should be committed to supporting the vision and its implications.

Develop a Code of behavior for SMD as well as the PPM Team and all Project Team Members. Have them sign off on it.

SP Steering Committee/ GFS Management Team

Within one month of the commencement of the Implementation.

This should be a participative effort. [Behavior that is inconsistent with the change that is supposed to be advocated will undermine change processes].

Identify the Budget for Change Management Activities.

GFS Management, Team

Before the SP is formally launched.

Include in Budget 2015.

Commence a programme of team building for all of the persons who will be associated in leading the change.


Within one month of the ‘roll-out’ of the SP.

This should be done preferably before the SP Launch.

Assign teams of two from the Command Team to champion various initiatives of the Strategic Plan.


Three months after the SP commences implementation

Should take into account, area of expertise of each member.

Develop an incentives scheme to reward desired behavior.


Three months after the SP commences implementation

Include ‘ball park’ estimate in Budget for 2015.

Develop feedback mechanism for staff, external stakeholders to periodically monitor their perceptions.

Head, SMD Three months after the SP commences implementation.

Surveys and suggestion boxes.

Identify pockets of resistance and determine the impact of such opposition.


Six months after the SP commences implementation.

Identify and implement steps to reduce resistance.

Break up cliques / redeploy relevant staff where resistance is strongest [when efforts to diffuse fail and opposition is covert], to other functional areas.


Nine months after the SP commences implementation

If this fails, and resistance persists, transfer out of the institution.



4.4. CONCLUSION

The entire organization recognizes the need to reinvent itself for greater efficacy and service to the Guyanese people. The renaming of the GFS to the Guyana Fire and Rescue Service (GFRS) sends a strong signal to all stakeholders that change is imminent. Despite the optimistic outlook, there are several challenges which have already been articulated in the body of this document. One main challenge is the need to garner sufficient financial resources to execute the plan. Accordingly, the MOHA has committed to providing the initial funding for priority activities through a Technical Cooperation Grant which has already been approved. Other challenges include the institutional capacity to execute the plan. This requires the recruitment of persons with the requisite skills and experience to staff the new SMD. A significant issue that needs to be kept in the forefront is the fact that the workforce at management level will be changed significantly in the coming years since several persons at the top tier of the institution will attain the age of retirement within the period of implementation. The development and implementation of a succession plan must therefore be pursued vigorously if there is to be a seamless transition of leadership by 2019. The capacity gap at the middle management tier needs to be bridged and the present organizational culture, which is at distinct variance with the culture and values needed to modernize the GFS, must be changed. In spite of these challenges, the GFS has the political support of its subject Minister as well as the Cabinet, a CFO who is keen to engage in and progress developmental pursuits and a Command Team interested in pursuing organizational renewal. This plan offers an initial toolbox of ideas and mechanisms that, if employed, can enhance intentional efforts to modernize the GFS. The responsibility now rests upon the leadership of the GFS to implement this plan with indefatigable fervour, resolve and commitment.



SECTION 5:

Annexes



ANNEX 1: GFS’ ORGANIZATIONAL STRUCTURE {Current}

Mahaica Fire

Station

Campbellville

Fire Station

Ogle Fire Station

Timehri Fire

Station

New Amsterdam

Fire Station

DEPUTY CHIEF FIRE OFFICER

DIVISIONAL OFFICER BERBICE

DIVISIONAL OFFICER ADMINISTRATION

DIVISIONAL OFFICER OPERATIONS

Corriverton Fire

Station

Onverwagt Fire

Station

Anna Regina Fire

Station

Linden Fire

Station

Leonora Fire

Station

Diamond Fire

Station

CENTRAL FIRE

STATION

Bartica Fire Station

West Ruimveldt

Fire Station

Alberttown Fire

Station

Lethem Fire Station

FIRE PREVENTION Department

FINANCE

Department

ADMINISTRATION

Department

Rose Hall Fire

Station

CHIEF FIRE OFFICER

MINISTER MINISTRY OF HOME AFFAIRS



ANNEX 2: STRATEGIC MANAGEMENT TEAM – GFS AS AT OCTOBER, 2013

NAME DESIGNATION LOCATION

Mr. Marlon Gentle Chief Fire Officer Fire Headquarters

Mr. Winston McGregor Deputy Chief Fire Officer Fire Headquarters

Mr. Peter Wilson Divisional Officer Administration

Fire Headquarters

Ms Jacqueline Green Divisional Officer Operations Fire Headquarters

Mr Compton Sparman Divisional Officer New Amsterdam

Mr. Gorge Wickham Station Officer (Fire Prevention)

Fire Headquarters

Mr Patrick Carmichael Station Officer Timehri

Ms. Marcia Belle Station Officer (Admin) Fire Headquarters

Mr. Joseph McDonald Station Officer (Georgetown) Central Fire Station

Mr. Orin Brutus Station Officer Linden

Mr. Dwayne Scotland Station Officer (Finance) Fire Headquarters

Mr. Edmund Welch Station Officer Maintenance East LaPenitence

Mr. Suresh Persaud Cadet Officer Anna Regina

Mr. Andrew Holder Cadet Officer Fire Headquarters

Mr. Chriswayne LaRose Sub-Officer Hinterland Department

Mr. Sheldon Sauns Cadet Officer(operations) Central Fire Station

Mr. Travis Grannum Cadet Officer (workshop) East LaPenitence

Mr. Haimchandra Persaud Cadet Officer Ogle Aerodrome

Mr. Patrick Daniels Cadet Officer Mahaica Fire Station

Mr. Relton Johnson Cadet Officer Fire Prevention Office Georgetown

Mr. Azumah Roberts Cadet Officer Anna Regina

Mr. Tom Fernandes Cadet Officer Timehri

Mr. Kalamadeen Edoo Station Officer Anna Regina

Mr. Carvil Williams Sub-Officer (Stores) Georgetown



Annex 3: SUMMARY OF THE STATUS OF RECOMMENDATIONS OF THE JOINT SERVICES COMMISSION REPORT AS AT JUNE, 2014

NO. RECOMMENDATIONS STATUS

113

The Minister should cause a need assessment of the Service to be done in light of changing social conditions and appropriate actions should be taken in order of priority.

Institutional Organizational Assessment completed in 2013. (ACHIEVED) A number of initiatives have been undertaken and are indicated in later sections of this Matrix. More initiatives will continue to be undertaken as the Fire Service continues to expand.

114

Since the supply of water is of paramount importance to fire-fighting efforts, the Minister should use his office to ensure that fire hydrants are supplied with adequate water for firefighting purposes.

NOT ACHIEVED. The issue of responsibility should first be cleared. However, based on international conventions, the supply of water is not the responsibility of the Fire Service.

115 Select personnel from the rank of Leading Fireman/Woman must be trained to function at the rank above this, without delay.

NOT ACHIEVED. This is an ongoing process and will be incorporated into the Fire Service’s Training and Succession Plan.

116

Salary increases should be made for the lower ranks (Leading Fireman/Woman) apart from any across-the-board increase.

NOT ACHIEVED This is a policy issue at a higher level.

117

The Public Service Ministry should be approached for assistance in recruitment of clerical personnel, as a matter of urgency.

NOT ACHIEVED This is being addressed in the new Strategic Plan.

118. Immediate efforts should be made by the Ministry to acquire at least one fire boat for the Guyana Fire Service in the short term.

NOT ACHIEVED. Efforts have been made and will continue to be made to acquire this valuable piece of equipment.

119

The issue of who bears legal responsibility for the maintenance of the fire hydrants should be speedily resolved, even if it requires legislative intervention.

NOT ACHIEVED This is subject to policy direction.

120 Additional fire stations must be established between Ogle and Rosignol and Georgetown and Timehri, with dispatch.

PARTIALLY ACHIEVED. This process has begun. Stations have been commissioned at Mahaica, Onverwagt and Rose Hall, on the eastern corridor. Between Georgetown and Timehri, a station has been opened at Diamond, East Bank Demerara

121 Communities that benefit from the presence of fire stations should bear part of their maintenance costs.

NOT ACHIEVED. The Fire Service agrees with this recommendation. However, this is subject to the Ministry’s direction and policy.

122. The Minister should amend the schedule to the Fire Service Act to increase the number of Divisional Officers ‘pari passu’ with the number of units.

NOT ACHIEVED. This is being addressed by the recommendations for increased in establishment of the Service.

123 The Anna Regina Fire Station should be upgraded and designated a unit and be placed under the ‘command, direction and general management’ of a Divisional Officer.

NOT ACHIEVED This recommendation is still awaiting approval.




124 The administrative structure of the Guyana Fire Service should be so fashioned

that every station or location, which is not a unit, should be made a sub-unit of

a particular unit so that devolution of central authority can occur in a

structured manner in consonance with its command structure.

NOT ACHIEVED

This matter is being addressed and will be concluded with the

implementation of the new Strategic Plan.

125 The Minister should amend the regulations to correct the present structural

anomaly whereby the rank of Assistant Divisional Officer, which is provided for

by the Regulations, does not exist in the structure of the Guyana Fire Service

but there is in existence a rank of Cadet Officer for which there is no provision

in the Regulations.

NOT ACHIEVED



126

Both the authorized and actual strength of the clerical and office support staff

should be increased to adequately address the needs of the Guyana Fire

Service and the practice of utilizing fire-fighting personnel to perform such

functions should cease forthwith.

NOT ACHIEVED



127

The auxiliary membership of the Guyana Fire Service should be increased

significantly.

PARTIALLY ACHIEVED. The resuscitation of the Auxiliary structure

has commenced in the hinterland areas. This will gain

momentum as the Fire Service development plan unfolds. The

areas already operational are Lethem, Madhia, Kwakwani,

Mabaruma and Port Kaituma.

128 There should be a comprehensive review of the Regulations to bring them in

conformity with social changes and current economic and other realities.

PARTIALLY ACHIEVED. A new disciplinary code has been

submitted and is awaiting approval.




129 The Guyana Fire Service should conceive, design and promulgate such policies and practices that make it an attractive option in the open labour market and portray the image, particularly to the Indo-Guyanese and other non Afro-Guyanese, that the Guyana Fire Service is an organization which caters to ethnic diversity within its membership.

PARTIALLY ACHIEVED. The Guyana Fire Service has always practiced equity in recruitment. However, the recruitment board would lend greater support to this practice.

130 The necessary measures should be implemented to rectify the ethnic imbalance in the Guyana Fire Service.

PARTIALLY ACHIEVED. A Recruitment &Training Board has been established to monitor and deal with these issues.

131 Measures should be designed to ensure that membership of the Guyana Fire Service does not entail unnecessary hardship or inconvenience to any ethnic group.

ACHIEVED. Recruitment and Training Board, also a Welfare Department have been established to monitor and deal with these issues.

132

In its quest to redress the ethnic imbalance, the Guyana Fire Service must be cautions not to sacrifice training, discipline and operational efficiency at the altar of ethnic balance or greater ethnic diversity.

ACHIEVED.The Guyana Fire Service strives to maintain a balanced approach at all times. A Recruitment &Training Board has been established to monitor and deal with these issues.

133 Whilst the Guyana Fire Service must strive to enlarge its pool of human resources for recruitment, this must be aggressively pursued without lowering the entry qualification levels.

ACHIEVED. The Guyana Fire Service strives to maintain a balanced approach at all times. A Recruitment Board has been set up and addresses these issues.

134 Recruitment should at all times be based on the principle of competitive merit. ACHIEVED. Recruitment &Training Board deals with these matters.

135 The promotion policy must be regularized to become consistent with constitutional changes, so

that the Public Service Commission or its delegate is not fettered by the actions of the Ministry

of Home Affairs.

NOT ACHIEVED. Since this deals with policy issues, this

department is subject to guidance on this recommendation.



APPENDIX 4: GFS’ FIRE STATIONS’ LOCATIONS



ANNEX 5: GUYANA: POPULATION/HOUSEHOLDS DISTRIBUTION BY REGION, GUYANA: 2002

Region Population Percent Households

1. 24,275 3.2 4,145

2. 49,253 6.6 11,220

3. 103,061 13.7 25,957

4. 310,320 41.3 77,937

5. 52,428 7.0 12,774

6. 123,695 16.5 31,469 7. 17,597 2.3 3,641

8. 10,095 1.3 1,871

9. 19,387 2.6 3,543

10. 41,112 5.5 10,052

Total 751,223 100 182,609

Documents

STRATEGIC PLAN:2014 -2019 - Ministry of Public Security – |Republic of Guyanamops.gov.gy/.../2017/05/gfs-strategic-plan-2014-2019.pdf · · 2017-05-09GOG Government of Guyana