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e will see it as the first step towards a revolutionary push towards increasing and eventually total privatisation of emergency services in the city. They could have a point, as demonstrated by Dún Laoighaire/Rathdown County Council advertising for consultancy expertise to advice on privatising the fire service in its functional area. The in effect would lead to the breakup of DFB.

6.2 Acceptance as an Integral Part of the Organisation.

Hill and Jones (2007) maintain that successful strategy implementation is managing organisational culture which is the specific collection of values and norms shared by people and groups in an organisation. The ERCC building forms part of the complex facility that is the Headquarters Fire Station and only electronic access doors separate them. All facilities such as personal lockers, showers and mess facilities are on the station side so integration of civilians and fire staff will have to be achieved if the ERCC is to operate from its present site. The ERCC management envisions a scenario whereby the new control centre staff and command structure is aligned and seamlessly fits in the existing operation. O'Dwyer (2011) insists that they wear the same uniform and will integrate and communicate with operational officers in a professional and respectful manner. The ERCC is and must always be maintained as a disciplined and controlled environment. Managements aim is to integrate the new personnel into the culture of the existing organisation so that in time they become part of the fabric of DFB. Is this possible? The author is of the opinion that this would only possible through effective leadership from senior management along with the 'adaptive culture' of the organisation. Fitzsimons (2013).

结论-7.0 Conclusion.

The current economic climate is forcing change upon the DFB and the resultant strategic plan envisions and targets the civilianisation of the ERCC as a major focus for organisational savings for 2013. Strategic plans can be easy to design and formulate but their implementation can be problematic. This is most certainly true of the plan for the ERCC especially when considering the view point of the recognised unions, absolute refusal to engage in negotiations. Management has its work cut out to advance this project whilst bringing along the staff on the journey in the absence of union engagement and effective senior management leadership. DFB operational staff have taken the ultimate in industrial action before (1988 strike), in response to perceived safety issues. DCC/DFB management must act accordingly and quickly to make the business case for such change and justify its planned actions in terms of the measures it is willing to put in place to ensure that the new set up will be as efficient and successful as the one presently in place. To this end ERCC management has formulated a plan which puts in place strict criteria for selection, recruitment, training and competencies to be achieved by the new personnel. This is to guarantee that the quality and effectiveness of the facility will be maintained in the orderly changeover and in the future which will allay the fears of unions in these potentially stormy and changing times.