NSW Rural Fire Service (NSW RFS) is the largest organisation focusing in firefighting globally with over 100 years of experience in operations such as bush fires, structure fires, stormed and motor vehicle accidents. The organisation has over 900 paid employees in the administration and management departments, 2100 fire brigades in rural areas, and 72,000 volunteer firefighters (Baxter-Tomkins, 2011). Therefore, NSW RFS is regarded as the largest fire agency offering volunteer services globally. NSW RFS offers high levels of training to its members to achieve competence in dealing with emergencies. The organisation also collaborates with other agencies in the management and response to emergencies. The main goal of the agency is to minimise the probability and consequences of the occurrence of fires. To achieve this goal, the agency develops comprehensive risk management programs focused on reducing fire ignitions and bush fires and developing regulations for bush fires in high-risk areas (NSW Rural Fire Service, n.d., a). To achieve its current position, NSW RFS has upheld various legal and ethical obligations to its staff and volunteers. The ethics theory and COSO enterprise risk management frameworks provide essential structures for assessing the obligations as described in this paper.
The NSW RFS has put in place specific legal requirements to ensure workplace health and safety of the staff and volunteers through its health and safety management system. The work health and safety leaders are the Commissioner and Senior Executives, who are overall overseers of the WHS Act. They are responsible for regularly reviewing the NSW RFS standards to ensure that they reflect the strategic goals, availing necessary resources, ensure implementation of health and safety management systems, responds to performance statistics and work health and safety reports, and ensure the successful development of work health and safety strategic plans (NSW Rural Fire Service, 2019).
The Directors, managers and Next in Charge are mandated by the NSW RFS standards of practice to ensure the implementation of work health and safety guidelines and policies, be role models, supervisors, trainers and leaders, and foster a culture of health and safety. They should also ensure the establishment of health and safety systems and maintenance of site emergency response and management plans in their control areas through effective communication, consultation and dispute resolution. The NSW RFS workers and volunteers must ensure that they comply with all the obligations of the Work Health and Safety Act, care for their safety and that of others, report appropriately on any issue, incidents or hazards that may affect their ability to work safely, complete necessary training on work health and safety, and cooperate with the processes of health and safety management systems such as emergency response plan, investigations on incidences and management or risks (NSW Rural Fire Service, 2019). Therefore, there is no difference between volunteers and other paid workers, such as employees and contractors, in terms of the work health and safety
There are three major categories of ethics theories which include deontological, teleological and virtual ethics. The teleological theory article argues that any action is neither good nor bad, but the impact of its outcome is either negative or positive. The deontological theories stress the significance of the motives behind an action or conduct. Therefore, there are universal ethical principles that must be followed regardless of the outcome; hence, ethical behaviour is motivated by duty rather than a reward. The virtual ethical analysis theory emphasises the personal traits that motivate an individual to make ethically correct decisions. The moral conduct or actions depend on specific personality traits that trigger a person to make the right choices when faced with moral dilemmas (Baumane-Vitolina, Cals, & Sumilo, 2016).
The deontological theories of ethics are most applicable in the case of NSW RFS. The argument is that individuals within the organisation act in a predetermined way that is determined by the organisation. (Baumane-Vitolina et al. 2016). Deontology contradicts teleological by proposing that choices cannot be justified by their actions. Therefore, soma actions are forbidden, regardless of whether they have morally good outcomes. The deontological systems are anchored on certain rules, duties and roles that an organisation perceives to be intrinsically good, and members must adhere to for them to act morally. Some actions are regarded to be intrinsically wrong, and every member of the organisation must refrain from them as they may result in harm. The motive behind deontological theories is that acting in the right way is a priority over achieving the right outcomes (Rodger & Blackshaw, 2017). Deontology is relevant to the NSW RFS standards of performance that outline the duties and role of all organisational members with regard to work health and safety. Every member must adhere to the set guidelines. The organisation also has committees and departments that enable the organisation to achieve its goals and roles.
Committee of Sponsoring Organisations (COSO) first developed am enterprise risk management framework in 2004 and have since revised it severally to achieve relevance and improvements (Prewett & Terry, 2018). The COSO refers to risks as the likelihood of occurrence of an event that affects the realisation of a business strategy or objective. The COSO enterprise risk management framework refers to enterprise risk management as the capabilities, culture and practices that are combined with strategy-setting and performance that guide organisations in the realisation of value through management of risk (COSO, 2018). The 2017 COSO framework comprises five elements and twenty principles. The 2017 framework was developed from the initial COSO enterprise risk management framework established in 1992 which comprised of five components namely control activities, risk assessment, control activities, information and communication, monitoring (Schandi & Foster 2019).
The control environments refers to the predetermined processes, standards and structures that are pivotal in conducting the internal controls within all aspects of the organisation. A controlled environment is essential for the realisation of strategic objectives, providing reporting to external and internal stakeholders, and enhancing success of the organisational operations, complying with the set las and regulations and safeguarding the organisation’s assets (Schandi & Foster 2019). The NSW RFS brings together landowners, fire authorities, planning authorities, and other stakeholders. The organisation has established Bush Fire management Committees across the region that are tasked with the responsibility of identifying assets that are at risk of fires and develop strategies to protect these assets from such emergencies. The committees are also responsible for performing hazard reduction activities (NSW Rural Fire Service, n.d., b).
The element is essential for determining the risk management strategy. Risk assessment is enhanced by effective management to enhance the outcome of various changes within the internal and external environments and the actions necessary for the management of the outcomes (Schandi & Foster 2019). NWS RFS has an organisational risk management framework that is integrated into the structures of decision-making, planning processes, operational procedures and project management processes. Rusk management in the organisation is incorporated into the organisation’s business and strategic plans. It is also effectively considered in the development and implementation of programs, policies, projects and other activities. Further, NSW RFS risk management covers all categories of risk including reporting, compliance, reputational, strategic and operational risks (NWS RFS, 2018)
These are the actions, standards, processes and procedures that enable the organisational management tackle risks and ensure the realisation of organisational objectives. The control activities fall in various categories, including detective and preventive and are applicable to any organisational level (Schandi & Foster 2019). The organisation also has a Statement of Business Ethics that outlines the expectations and mutual obligations constraints band roles of stakeholders engages in the business activities and operations of the organisation. The statement is essential for guidance commercial suppliers and partners on the expected behaviours. All the internal and external stakeholders must adhere to the standards to ensure that they promote integrity accountability and ethical conduct in public administration processes (NWS RFS, 2018, b)
Information supports all the control components and is generated by the management from sources that are internal and external to the organisation. Communication refers to the dissemination of essential information to stakeholders that are both internal and external to the organisation. Communication also enables the management to articulate to employees on the control activities that should be prioritised (Schandi & Foster 2019). NWS RFS had established a well-defines channel for communication of risks to internal and external stakeholders (NWS RFS, 2018, a). Additionally, the organisation has a communication and engagement strategy that ensures coordination and focus are maintained in the communication of risks, procedures and policies within the organisation. The strategy is essential for all organisational members to help them communicate and engage effectively to enhance their health and safety and minimise risk. The aim of the strategy is to ensure effectiveness, consistency and accessibility of communication, and the use of technology to enhance the communication needs (NWS RFS, 2012/13)
The monitoring activities refer to the ongoing evaluations that are used to verify each of the elements and the principles associated with each component to ensure that they are functional (Schandi & Foster 2019). Monitoring at NWS RFS is achieved through the Audit and Risk Committee that is mandated to assist the organisational management in monitoring various organisational components such as control frameworks, risk management and service governance (NWS RFS, 2018, c)
Capacity building of stakeholders and training is the most important ethical and risk management issue. There is an increased risk of bush fires due to climate change and global warming. Therefore, the design of bush fire prevention and management strategies is essential. Climate change has resulted to significant weather changes and frequency of adverse conditions and disasters such as bush fires (Douglas & He, 2019; Blanchi et al., 2014; Hughes, 2014). Capacity building also ensures that organisational volunteers develop a sense of belonging, engagement, commitment and adherence to the organisation’s standards and policies. Organisational training promotes satisfaction and confirms that the organisation appreciates their efforts. Additionally, the volunteers are able to maintain their professionalism and commitment to serve their communities. Modern training techniques are also essential in addressing the challenges that volunteer in rural areas experience. Volunteers in rural areas often experience restrictions of time and distance (Baxter-Tomkins, 2011). Therefore, NSW RFS often has to deal with various issues regarding volunteer management to ensure that the organisation maintains its position as the largest hub for volunteer firefighters. Adequate training for volunteers is a critical issue at NSW RFS in enabling them to adhere to the standards of performance, uphold health and safety and commit to their roles in the risk management framework.
Conclusion
NSW Rural Fire Service plays a critical role in disaster management through its volunteer and organisational programs. The agency has various strategies, policies and standards that guide the paid staff and volunteers in the realisation of their organisational goals. The standards clearly guide the stakeholders, including employees, volunteers, contractors, managers, directors and executive officers on their roles and obligations. The organisation also has Committees that help in monitoring and organisational auditing processes to ensure effective risk prevention, management and mitigation. The organisation should focus on empowering volunteers to ensure that they develop a sense of belonging, commitment and engagement towards the realisation of organisational goals.
References
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Baxter-Tomkins, A.J., 2011, “Affiliation, commitment and identity of volunteers in the NSW Rural Fire and State Emergency Services.” Retrieved from https://pdfs.semanticscholar.org/3e28/9db6e8244362e84b3ec885d4e693dc835f1b.pdf
Blanchi, R., Leonard, J., Haynes, K., Opie, K., James, M. and de Oliveira, F.D., 2014, “Environmental circumstances surrounding bushfire fatalities in Australia 1901–2011”, Environmental Science & Policy, vol.37, pp.192-203.
COSO, W., 2018, “Enterprise risk management: Applying enterprise risk management to environmental, social and governance-related risks by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) and the World Business Council for Sustainable Development (WBCSD).” Retrieved from https://www.coso.org/Documents/COSO-WBCSD-ESGERM-Guidance-Full.pdf
Douglas, G. and He, Y., 2019, “Design bushfire selection for bushfire protection in adaptation to global warming”, Frontiers in Mechanical Engineering, vol.5. Retrieved from doi:10.3389/fmech.2019.00027
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NSW Rural Fire Service n.d. (a) “About Us”. Retrieved from https://www.rfs.nsw.gov.au/about-us
NSW Rural Fire Service n.d. (b), “Bush Fire Risk Management Plans” Retrieved from https://www.rfs.nsw.gov.au/plan-and-prepare/know-your-risk/bush-fire-risk-management-plans
NSW Rural Fire Service, 2019, “Service Standard 7.1.6 Health and Safety Management System.” Retrieved from https://www.rfs.nsw.gov.au/__data/assets/pdf_file/0004/100678/7.1.6-HSMS.pdf
NWS RFS, 2012/13, “ONE NSW RFS Communication and Engagement Strategy”, Retrieved from https://www.rfs.nsw.gov.au/__data/assets/pdf_file/0003/18318/One-NSW-RFS-Communication-and-Engagement-Strategy.pdf
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