Introduction All institutions are experiencing various forms of transformation (Hayes 2010). Most of these transformation programs emanate from management trends such as company process engineering, culture change, capacity building and total excellence (Argyris & Schön 1974). Transformation programs are determined by the requirement of an organization to reposition in the face of changing aggressive demands (Doppeld 2003). A superior example of this is the change in the course of action at the UK Fire and Rescue service, it is mandated by regulation to formulate schedules to manage certain non-fire tragedy of instance highway traffic crashes. However, these strategic changes customarily employ drastic evolution. They are limited by an institution which necessitates incorporation of culture, stratagem, scheme, procedures and coordination (Peters & Waterman 1982). The evidence of triumph in bringing into being strategic transformation within institutions is contemptible. For a strategic objective to develop into certainty, it is essential to transform the ways in which personnel inside an establishment conduct themselves. This requires several essential targets: planning, defined authority, committed management and supportive labour force. The Scope of Duty of the UK Fire and Rescue Service The extent of the duties of the UK Fire and Rescue service as stipulated in the Fire and Rescue Services Act include evaluating any probable fire and rescue associated hazards that might distress the society. Consequently, they should make preparations to mitigate these perils. Additionally, the service necessitates training in preparation to act in response to incidents that overwhelm local resources. However, the scope of duty has been increased and the service is required to also deal with more work such as road accidents amongst other duties, which requires strategic managerial changes. Planning The essential point to successful change is excellent planning. Change is a complex process, thus, successful managing is not feasible without a vigorous plan that has robust project management. There is a formal process of planning in preparing for change (Hayes 2010). The first step requires taking stock, where the fire rescue service is in terms of service delivery status (Argyris & Schön 1974). This will help in establishing a baseline status of the company’s current position. Currently our service delivery is limited to fire rescue and fire related incidents. The staff members are also unwilling to increase the scope of their mandate any further. The second step involves recognizing what needs to be achieved (Doppeld 2003). The fire rescue service greatest requirement is to change the attitude of the employees in order to understand as well as embrace the new tasks that have been assigned to them in order to detail who is involved, what is needed, where as well as when, and how to achieve the desired goal. The next action is assessing the end product of the implementation of the change required coming up with a lucid vision concerning the range and effect of the future transformed circumstance (Doppeld 2003). The fire rescue service wants to be efficient in managing