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都柏林消防队战略计划

都柏林消防队，根据Knight，没有一个战略计划，没有它任何一个组织有效表达其支出都是有难度的。这是在德国的战略审查中发现的，当时是由都柏林市议会策动（DCC）他们代表了4个都柏林地方政府出资方。这些资助者仍不断寻求在DCC消防服务条款上消减由于政府预算的削减，穷人吸收家庭支付的费用。

1.2 战略主动

Knight的报告并没有建议地区实现削减，但设置了一个时间框架，为未来的组织方向制定一个战略计划。新的战略计划2011确定DFB华东区域控制中心（ERCC）作为一个位置可以显著节省不妥协的质量和服务提供。ERCC目前由消防人员/护理人员代替平民较低的工资和更短更有生产力的夜班。它应该是一个主要的成本节约领域，和该部门的支持环境。（DOELG）

1.3实施

Morgan等人（1995）认为，要制定一个战略性的主动性和另一个成功的实施是一件事，而国家的公共部门员工对变革的热情不高。（同上图集。）存在许多的困难和障碍，必须克服阻力包括工会展开谈判。管理层决定提前筹备幕后工作，推进这项倡议，并且如果联盟协议没有达成准备在2012年初单方面实施它。

Dublin Fire Brigade Strategic Plan

Dublin Fire Brigade, according to Knight, did not have a strategic plan and expresses difficulty in how any organisation with expenditure of could be fully effective without it. This finding was one of many in the strategic review of DFB at that time and was instigated by the Dublin City Council (DCC) on behalf of all 4 Dublin Local Authority funders of the service. These funders were and still are constantly seeking a reduction in their payment to DCC for fire service provision because of the reduction in Government Funding, and the poor uptake in the payment of the household charge.

1.2 Strategic Initiative.

The Knight report did not recommend areas to achieve cuts but set out a time frame to put in place a strategic plan for the future direction of the organisation. The new DFB Strategic Plan 2011 identified the East Regional Control Centre (ERCC) as a location where significant savings could be made without compromising quality and service provision. The ERCC is currently staffed by fire-fighter/paramedics who would be substituted with civilians on lower rates of pay and shorter, more productive night shifts. It was supposed to be a major area for cost savings and has backing from the Department for the Environment. (DOELG)

1.3 Implementation.

Morgan et al (1995) suggests that it is one thing to formulate a strategic initiative and another to implement it successfully, and state 'public sector employees are not especially enthusiastic about change'. (ibid p.169.) Many obstacles and hurdles exist and must be overcome including union resistance to open negotiations. Management decided none the less to forge ahead in the preparatory and behind the scenes work to advance this initiative and were ready to implement it unilaterally if union agreement was not forthcoming in early 2012.

战略计划和公共服务-2.0 Strategic Planning and the Public Service.

2.1 Public Interest.

The DFB operates in the wider public service and has different forces operating on it. Analysis of public service strategy is more complex than the private sector. Lynch (2011, p.656) suggests that this is the main reason because of the 'wide ranging and ill-defined subject of the public interest'. It does not exist to make a profit but to fulfill the role of providing emergency services, a role which it has successfully performed since its foundation. In the current economic climate this is not enough anymore, the job must be performed to the highest quality level at the minimum level of cost. In the words of Fitzsimons (2013), better, faster, cheaper.

2.2 Civilianisation.

The ERCC having been identified as Pollitt and Bouckhaert (2000) describe as an area where greater efficien