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4.2 Selection Process.

The pool of applicants and the selection process will also have a bearing on success. Staff redeployment will be critical and as Gallagher (2009) suggest that 'it will be important in the execution of the strategy'. These personnel are expected to be redeployed from the 4 Dublin Local Authorities but in the ERCC operations restructure document of (O'Dwyer, 2011), he has insisted on securing internal ownership of the selection process and deciding on the successful candidates. In the current economic situation with embargo on promotion in the public service and no prospect of advancement, it is expected that there will be a large number of capable and enthusiastic applicants for the vacancies. The successful staff can expect a 20% shift allowance with the prospect of promotion to supervisor for some and also the chance of filling technical vacancies as they arise for others.

组织知识和应变能力-5.0 Organisational Knowledge and Resilience.

5.1 Know How.

Organisational knowledge is of paramount importance and the collective knowledge of those operating the ERCC is vital to its success. It is a core competency of the organisation and has been acquired by individuals, having been exposed to and learned from experience, over time at work. Johnson et al. (2008, p.107) maintains that it is the 'collective experience accumulated through systems, routines and activities of sharing across the organisation'. Current staff will be needed to share this knowledge and their cooperation will be vital in the training of civilians. There has to be a gradual introduction of new personnel over an extended period of time and management will need full backing of existing staff to achieve this without compromising on quality of service provide or endangering members of the public due to mistakes.

5.2 Resilience.

In the modern world, resilience has to be built into DFB operations and this most certainly includes the ERCC now and into the future. Resilience is defined in Collins Dictionary as 'recovering quickly and easily from shock' and is central to strategic thinking in DFB and the responsible government department. It came to the fore following the 9/11 atrocity in New York, other large sale attacks and also following large scale natural disasters. Â At present if the ERCC system fails, the fire-fighter/paramedic call takers and officer supervisors revert to a paper based recording and dispatch system. This along with their understanding of how the system works on the ground allows for a continued service however constrained. New entrants will not have this embedded competency and other avenues will have to be sought to provide resilience such as reciprocal agreements with other emergency control centre's throughout Ireland.

文化与接受-6.0 Culture and Acceptance.

6.1 Organisational Culture.

The strong cultural landscape of DFB has been forged over generations (founded in 1862) and as Thompson and Martin (2005, p.341) contend 'When the culture is strong, people know what is expected of them and they understand how to act and decide in particular circumstances'. Management has a huge task in persuading the existing personnel to have faith and take the leap to allow civilianisation in the ERCC. Som