emergency service business plan 2019-2020 · 2020-02-06 · 4 business plan statement tasmania’s...
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1 State Emergency Service Department of Police, Fire and Emergency Management
STATE EMERGENCY SERVICE BUSINESS PLAN 2019-2020
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Acronym Means Acronym Means
ADEM Assistant Director Emergency Management RM’S Regional Managers
ADOR Assistant Director Operations and Resources RM-N Regional Manager - North
AFAC Australasian Fire and Emergency Service Authorities Council RM-S Regional Manager - South
ANZEMC Australia-New Zealand Emergency Management Committee RO’S Regional Officers
ASQA Australian Skills Quality Authority RTO Registered Training Organisation
AVETMISS Australian VET Management Information Statistical Standard RTO’S Regional Training Officers
BAU Business As Usual SAMP Strategic Asset Management Plan
BES Business and Executive Services SEMC State Emergency Management Committee
COP Common Operating Picture SHQ State Head Quarters
DELTA Development Education Learning Training and Assessment SPEO Senior Planning and Education Officer
DPFEM Department of Policy, Fire and Emergency Management TasGRN Tasmanian Government Radio Network
DSES Director State Emergency Service TASPOL Tasmania Police
EM Emergency Management TERAG Tasmanian Emergency Risk Assessment Guidelines
EMG Executive Management Group TFMP Tasmanian Flood Mapping Project
EMU Emergency Management Unit TFS Tasmania Fire Service
ESCAD Emergency Services Computer Aided Dispatch UTAS University of Tasmania
FPU Flood Policy Unit VET Vocational Education Training
KPI Key Performance Indicator WHS Work Health Safety
LGBTI Lesbian Gay Bi Trans Intersex WoG Whole of Government
LISO Learning Information Services Officer TasGRN Tasmanian Government Radio Network
MCC Male Champions of Change
MFPU Manager Flood Policy Unit
MLD Manager Learning and Development
MOU Memorandum of Understanding
PC Project Coordinator
POW Program of Work
REMC Regional Emergency Management Committee
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Business Plan Statement
Tasmania’s State Emergency Service (SES) is a statutory service within the Department of Police, Fire and Emergency Management (DPFEM) and is established under the provisions of the Emergency Management Act 2006.
The SES maintains a skilled and motivated volunteer work force of over 600 members to provide front line 24/7 emergency services for storm or flood response, road crash rescue, search and rescue and many emergency support functions. These volunteers operate from 31 locations throughout the State. SES operations, resources, training and administration are supported by career staff located in State Headquarters in Hobart and Regional Headquarters in Hobart, Youngtown (Launceston) and Burnie.
The coordination of flood policy relating to flood management, mitigation, awareness and community resilience is now undertaken by the SES’s Flood Policy Unit. The Unit is undertaking a three year Tasmanian Flood Mapping Project to improve our understanding of flood risk at State, regional and local levels.
The SES also provides many broader emergency management functions involving planning, education/awareness and the coordination of various projects or support programs that help build community resilience against natural disasters. The SES Emergency Management Unit works with multiple agencies across all levels and the not-for-profit sector across multiple hazards. SES resources will be expanded this year to provide added emergency management planning and development support to municipal and regional authorities.
The SES and the Tasmania Fire Service (TFS) continue to align more closely. This brings a number of opportunities to work more closely together in areas of learning and development, policy alignment and legislative reform. Our strategic directions continue to be aligned through the TFS and SES “Framing the Future”, which are reflected in this Business Plan. While we retain our distinct SES identity and values, and our functions and associated internal chain of command, we recognise that the alignment will bring many benefits to both organisations in the future. This will include the ongoing review and implementation of an improved and more sustainable SES funding model, which is being undertaken as part of the review of the Fire Service Act 1979.
Consistent with our mission “To deliver reliable and professional Rescue and Emergency Services while also supporting Tasmania’s Emergency Management Arrangement”, a concerted effort is required to continue to build a culture of excellence that embodies our SES values of professionalism, respect, commitment and integrity. Through the implementation of this Business Plan, we will directly contribute to a safer and more resilient Tasmanian community.
Andrew Lea, ESM Director, State Emergency Service Department of Police, Fire & Emergency Management
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STATE EMERGENCY SERVICE
VISION: A Safe and Resilient Tasmania MISSION: To deliver reliable and professional Rescue and Emergency Services while also
supporting Tasmania’s emergency management arrangements
}
EMERGENCY MANAGEMENT ACT 2006 SES STRATEGIC BUSINESS PRIORITIES Sections 8 & 15 – Committee
Executive Officers
Sections 26-28 – SES functions and powers
Sections 48-49 – SES volunteer unit equipment, training and facilities
A. Rescue and Emergency Services:
1. Effective emergency services and operations (including emergency response operations in storm and flood, road crash rescue, search and rescue, general rescue and emergency support)
2. Learning and development of our volunteers and staff
3. Maintenance of a motivated and committed volunteer workforce
B. Flood and Storm Advice and Awareness:
1. Building understanding of flood and storm risk
2. Planning for flood and storm hazard
3. Education and awareness for flood and storm hazard
C. Emergency Management:
1. Effective executive, administrative, advisory and other support services to the State and Regional Emergency Management Committees
2. Tasmanian and Regional emergency management planning
3. Emergency management education and awareness
4. Management of the National Partnership Agreement on Natural Disaster Resilience and other risk mitigation funding support programs
5. Management of priority emergency management projects relevant to SES
D. SES Management:
1. Human and physical resource management
SEMC STRATEGIC DIRECTIONS FRAMEWORK
Understanding & managing risks
Recovery & Building resilience
Ensuring capability & capacity
Developing collaborative leadership
TFS & SES STRATEGIC DIRECTIONS “FRAMING THE FUTURE”
1. Supporting community resilience
2. Providing trusted emergency response
3. A collaborative organisation
4. Valued and capable people
5. An efficient and effective organisation
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SES VALUES AND SUPPORTING BEHAVIOURS
Together, we
value...
This means we…
…Professionalism
Uphold the SES Principles and Code of Conduct
Diligently pursue ongoing skills development and learning
Challenge and innovate, take action to fix problems
Be accountable for your actions
Protect the good image and reputation of the SES
Be safety conscious for one and another and the community
Respect
Contribute towards a united and supportive team
Communicate well and regularly
Be compassionate, understanding and empathetic
Be equitable and value diversity at work and in the community
Treat all people with dignity, respect and honesty
Build good working relationships within and outside SES
Commitment
Commit to helping others – dedication to duty
Stay proudly connected to your community
Safely challenge individual and team abilities
Attend training and operations, but know when to have a break
Don’t just join for yourself, but stay for the team
Support the volunteer ethos
…I Integrity
Communicate clearly, consistently and with accuracy
Be honest, trustworthy and discrete
Have realistic expectations of yourself and others
Lead by example, with honour and strength of character
Be ethical and values-driven
Look after yourself and each other, and seek help if you need it
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Direction 1
Strategy Outcomes Deliverable Activity BAU/ POW
KPI Who When Su
pp
ort
ing
Co
mm
un
ity
Re
silie
nce
1.1 Safer Communities
* Increased resilience of at-risk communities. * Understanding risks. * Tools and programs to manage risk are developed. * Decreased risk of death, injury and loss due to natural hazards (fire, flood and storm)
Capability to establish and deliver development and community protection planning programs for multiple hazards (fire, flood and storm)
Budget Submission to secure community development and planning resources for Emergency Management Reforms Project and Flood Review
POW Budget Submission submitted
DSES Submission in by December 2019
Key stakeholders are engaged. Common understanding of roles and responsibilities is established
Develop a Tasmanian Government policy position on flood mitigation investment
POW Draft policy submitted to Cabinet
Manager FPU/Planning and Policy Analyst
June 2020
Develop draft guidance on the application of the Tasmanian Planning Scheme Flood Prone Hazard Areas Code
POW Draft guidance submitted to Tasmanian Planning Commission
Manager FPU/Planning and Policy Analyst
June 2020
Coordinate implementation of responses to Blake 2016 Flood Review recommendations
POW Responses implemented in agreed timeframes
Manager FPU June 2020
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Enhanced Flood Warning and Community Education for Flood & Storm
Deliver a Flood Alert System
POW System Launch ADOR/FPU June 2020
Deliver a Rainfall and River Alert System
POW System Launch FPU/ADOR June 2020
Deliver technical feasibility study for weather radar in NE Tasmania
POW Report delivered Manager FPU June 2020
Review flood warning classification levels
POW Review complete Manager FPU June 2020
Tasmanian Flood Mapping Project
POW Project complete DSES/ Manager TFMP
June 2021
Deliver Tasmanian Flood Community Planning Pilot Project
POW Project complete Manager FPU/Community Flood Resilience Planner
June 2020
Deliver rural & business flood plan templates
POW Posted on SES website & available to public
ADOR / LISO June 2020
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Management of the National Partnership Agreements on Natural Disaster Resilience, Natural Disaster Risk Reduction and other risk mitigation funding support programs
Administer the Commonwealth funding programs for Natural Disaster Resilience, Natural Disaster Risk Reduction and Bushfire Mitigation
BAU 100% uptake of available funds
ADEM/PC Ongoing
Administer and promote the Resilient Australia Awards in Tasmania
BAU State awards presented
ADEM/PC Ongoing
1.2 Build Community Capacity in the Context of Climate Change (Community Protection, Planning, Promotion and Implementation)
* Appropriate emergency response from households, communities and agencies. * Stakeholders are more aware of risks and enabled to manage risks. * Decreased risk of death, injury and loss due to natural hazards (fire, flood and storm). * Effective management of bushfire related risk throughout
A Community Development Plan is formulated.
Budget Submission to secure resources for Emergency Management Reforms Project and Flood Review
POW Budget Submission submitted
DSES Submission in by December 2019
Participation in Community Development activities as resources allow (i.e. AGFEST, School Visits, etc…)
BAU Participation in opportunities
All Ongoing
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Tasmania. * Lower net costs to Government, individuals and businesses.
Release of the Tasmanian Flood Education and Awareness Framework and Guidelines and the Flood Information Management Guidelines
POW Documents released
MFPU December 2019
A co-ordinated and consistent Tasmanian Emergency Management framework is developed.
Review of the Tasmanian Emergency Management Arrangements
POW Approval by the Minister for DPFEM
EMU December 2019
SEMC Strategic Directions Framework 2020-2025
POW Approval by the Minister for DPFEM
ADEM December 2019
Oversight & Review of MEMPs, REMPs & SSEMPs
BAU Plans reviewed every two years
EMU / RM's / Regional Planners
Ongoing
1.3 Emergency Management Planning - All-hazards risk management
* Risks identified, mitigation and treatments put in place.
Establishment of Regional Planning and Development/Training support for Municipal Authorities
Recruitment of three Regional EM Planners
POW Three Regional EM Planners recruited
ADEM Dec-19
Fire, flood, storm and tsunami risk treatments identified and mitigation plans developed.
Review and update State Special Emergency Management Plan - Port Safety Plan for Visits of Nuclear Powered Warships to Hobart
BAU Plan approved by State EM Controller
ADOR December 2019
Review and update State Special Emergency Management Plan - State Tsunami Emergency Response Plan
BAU Plan approved by State EM Controller
ADOR December 2019
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Release tsunami inundation maps and modelling products to vulnerable communities via the SES website to improve risk awareness and understanding for South-East Tasmania
BAU Communications plan developed
DSES December 2019
Enhance EM suite of Community/Agency Education
Development of the Emergency Management Training Continuum
POW Continuum implemented
EMU March 2020
Continued integration of Tasmania EM Risk Assessment Guidelines (TERAG) & Tools into broader EM planning processes
BAU Use of TERAG being applied to EM planning processes
All Ongoing
Develop Emergency Management Aide Memoire
POW Document complete
ADEM June 2020
Deliver Introduction to Tasmanian Emergency Management Arrangements to local government and state agency stakeholders
BAU ≥ 4 courses/workshops conducted
EMU Ongoing
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Deliver Introduction to Tasmanian Emergency Risk Assessment Guidelines Courses to local government and state agency stakeholders
BAU ≥ 4 courses/workshops conducted
EMU Ongoing
Update the Municipal Guidelines for Emergency Management
POW Guidelines published
ADEM December 2019
Update the Forging Links Document (Emergency Management & Local Government - An information Kit)
BAU Forging Links updated
SPEO June 2020
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Direction 2
Strategy Outcomes Deliverable Activity BAU/ POW
KPI Who When
Pro
vid
ing
Tru
ste
d
Eme
rge
ncy
R
esp
on
se
2.1 Adopt a Flexible / Adaptable Service Delivery for Emergency Services
* Evidence based resource allocation. *A capability model for core emergency service delivery is mapped to inform departmental business planning. * Efficient use of available resources. * Informed future workforce plan and strategic asset management plan. * Identify opportunities for improvement (technology, processes).
Complete and implement a Statewide resource to risk analysis future workforce plan
Continue to contribute to the analysis of the Resource to Risk Report Outputs, particularly as it applies to each SES volunteer Unit
POW Participation in Resource to Risk Project initiatives
ADOR Ongoing
Current resource assignments against risks are reviewed
Develop a capability model and roadmap that informs business and strategic asset management planning
POW Participation in Resource to Risk Project initiatives
ADOR June 2020
2.2 Develop a Continuous Improvement Model that Supports a Changing Environment
* Highly flexible and adaptable learning organisation/culture.
Consistent process/ model to capture, review and implement learnings is developed and utilised
Review After Action Review process to ensure common application across SES
BAU Review completed ADOR June 2020
Budget Submission to secure resources for Exercise and Lesson Management Unit
POW Budget Submission submitted
DSES Submission in by December 2019
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Participation in National/International Challenges
To participate in the National Disaster Rescue Challenge (2019)
POW Team participates in Wollongong NSW event
MLD November 2019
Australasian Road Rescue Organisation Challenge
POW Team competes in 2019 Dubbo NSW event
MLD August 2019
POW Commit to 2020 event
ADOR June 2020
2.3 Deliver timely and accurate emergency information and intelligence
* A community that is informed to respond in a manner to protect themselves. * Decrease in fatalities. * Warnings and information systems that shape the behaviours of communities during emergencies. * Operational intelligence informs preparedness for anticipated emergency events.
Dissemination of emergency information is consistent with the national approach.
Support community warning systems for flood and storm/severe weather emergencies
BAU Participation in National Hazards Warning Working Group
RM-N Ongoing
POW Deliver a Rainfall and River Alert System
FPU June 2020
The community is engaged to ensure they are receiving relevant information
Budget Submission to secure resources for Emergency Management Reforms Project and Flood Review (Community Development Resources)
POW Budget Submission submitted
DSES Submission in by December 2019
All operational intelligence needs are identified
Flood intelligence requirements to be scoped
POW Report submitted FPU / RM-N June 2020
Tsunami Data loaded onto COP
POW Work completed RM-S July 2019
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Incident Management personnel have access to dynamic data and information to support effective decisions
Flood Studies and maps collated and available on COP and WebEOC
BAU Data available FPU Ongoing
2.4 Be a socially and environmentally responsible organisation
* A respected organisation that improves its capacity to measure its impact on the environment.
Policies, systems and procedures are reassessed to gauge their environmental impact.
Review policies, systems and procedures with a view to reducing the environmental footprint of SES and considering the social ramifications.
BAU Environmental impacts are considered as part of day-to-day business on an ongoing basis
All Ongoing
2.5 Maintain Operational Capability at a high state of readiness
* The delivery of an operational capability * Protection of the community * Response to the communities needs
SES Operational Capability & Capacity
Development of Guidelines and triggers for the establishment of Regional and State Operation Centres
POW Guidelines developed
ADOR June 2019
Review SES equipment and vehicle standards
POW New standards approved by EMG
ADOR/ RM’s/ RO’s
June 2019
Conduct the State Skills Workshop
BAU Activity Conducted ADOR Nov 2019
Participate in State and Regional Exercises
BAU ≥ 18 exercises attended
All Ongoing
EM Coordination Capability, Readiness and Capacity
Development of Guidelines and triggers for the establishment of RECC
POW Guidelines developed
ADEM December 2019
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Undertake the Regional Emergency Management Controllers Forum
POW ≥ 3 meetings a year ADEM Ongoing
Coordination of Multi-Agency Exercises
Budget Submission to secure resources for Exercise and Lesson Management Unit
POW Budget Submission submitted
DSES Submission in by December 2019
2.6 Manage expectations and understanding of capability
* Increased awareness of roles and functions * Increased awareness of capability
Enhance understanding of SES roles & functions (Ops & EMU) with Minister, TFS, TASPOL & other Agencies
Review SES Governance Framework
POW All SES staff agreement of Framework
DSES December 2019
Enhance understanding of Emergency Management with Minister & all other Agencies.
Develop Emergency Management Aide Memoire for EM elected officials
POW Emergency Management Aide Memoire presented to SEMC
ADEM June 2020
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Direction 3
Strategy Outcomes Deliverable Activity BAU/ POW
KPI Who When A
Co
llab
ora
tive
O
rgan
isat
ion
3.1 Adopt Common Operating Systems
* People undertake work efficiently, collaboratively and seamlessly * Operational systems provide the capability to coordinate emergency services across all hazards
Common operating systems are: – Identified, including gaps – Reviewed – Risk-assessed – Prioritised.
Support and consolidate SES use of WebEOC during operations
BAU WebEOC used for SES Exercises & Operations
All Ongoing
Underpinning characteristics/ principles for new Common Operating Platforms (COPs) are agreed.
Contribute Flood data to the COP
BAU Data Loaded FPU Ongoing
3.2 Build a culture that delivers a collaborative approach – Values and behaviours – Policies and protocols – Stakeholder engagement
* Members achieve outcomes collaborating innately within the organisation and with external stakeholders. * Our organisation is receptive to approaches from other organisations to collaborate.
Policies and protocols are reviewed and modified to ensure they support collaboration
Contribute to review of MOU between TFS/SES and BES units
BAU SES input to review accepted
All Ongoing
Behaviours that support collaboration are described and communicated.
SES to promote its Values & Behaviours
BAU Awareness of Values & Behaviours is enhanced
All Ongoing
SES to participate in all-staff Respectful Workplaces activities
BAU 2 all-staff day activities completed
All December 2019
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Training and education options to enable members to collaborate are identified.
SES to identify opportunities to collaborate with external authorities (eg, UTAS, TFS and Tasmania Police) for the conduct of training and education opportunities
BAU Opportunities identified & acted on where appropriate
All Ongoing
Participate in the development and establishment of Project DELTA (Development Education Learning Training Assessment)
POW Ongoing involvement
MLD Ongoing
3.3 Engage with other Agencies for Whole of Government (WoG) Reforms
* WoG reforms are appropriate for fire and emergency services
WoG reforms impacting on SES are adopted.
ESCAD POW 132500 call and dispatch coordinated by Firecom
ADOR October 2019
TasGRN POW Active participation and representation on Project Committees
DSES 2021
POW Undertake business readiness activities
Agency Project Lead
Ongoing
Wellbeing Program POW Active participation and representation on Project Committees
DSES November 2019
Emergency Management Reforms
POW Budget submissions made for outstanding reforms that require resources
DSES January 2020
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3.4 Participate across the emergency management industry to add value to Tasmania
* Fire and Emergency Services are amongst leaders in contemporary emergency management. * Integrated and seamless operations exist with emergency management partners. * National initiatives are utilised to add value for Tasmania.
Fire and emergency services participate in AFAC and other national forums
Participate in AFAC Groups & Committees
BAU Active participation and representation at meetings
All Ongoing
Participate in ANZEMC Groups & Committees
BAU Active participation and representation at meetings
ADEM Ongoing
Active participation in Regional, State and Departmental committees and working groups
Participate in State Level Groups & Committees including Executive and Administrative support to SEMC
BAU Active participation and representation at meetings
All Ongoing
Participate in Regional Level Groups & Committees including Executive and Administrative support to REMC
BAU Active participation and representation at meetings
All Ongoing
Provide support to the Municipal Emergency Management Committees and Regional Controllers
BAU Active participation and representation at meetings
RM's/Regional EM Planners
Ongoing
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Direction 4
Strategy Outcomes Deliverable Activity BAU/ POW
KPI Who When
Val
ue
d a
nd
C
apab
le P
eo
ple
4.1 Develop and implement a Human Resources (HR) Capability Framework
* Engaged workforce * Consistent delivery of service across the organisation * Functionally proficient and diverse workforce * Demonstrated values through behaviours
People management systems reviewed and developed: – Executive Leadership Program – Employee/member Engagement Program – Quality Assurance review – Job/functional design – Consistent and reportable feedback system.
Maintain master leave plan and review SES leave policy
BAU Annually reviewed EMG Ongoing
Conduct staff team building field day activity
BAU Maximum staff participation DSES/All December 2019
Provide staff performance feedback and use feedback to develop state wide professional development priorities
BAU Completion of formal annual performance feedback sessions for all staff members
All Managers
Ongoing
4.2 Develop a Workplace Capability Plan (Culture and Leadership)
* Skilled and capable workforce * Sustainable succession plan * Embedded workplace safety
Functional skill gap analysis completed and demographic risks identified.
Capability and Volunteer Training Needs Analysis in conjunction with SES Budget / Resource Planning
BAU TNA Completed MLD / ADOR
December 2019
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culture * Motivated and engaged workforce * Highly effective volunteer support structure
Develop a Staff Succession Management Strategy with consideration of a merit-based selection process
POW Staff Succession Management Strategy developed that aligns with government/DPFEM recruitment policy/doctrine
MLD / ADOR
June 2020
Establishment of an organisational capability and capacity requirement
Categorisation of Units with an understanding of the capability required within each Unit
BAU Report completed to inform the State Training Plan
ADOR June 2020
Organisation WH&S Framework reviewed.
Conduct the quarterly SES WHS Committee meetings
BAU ≥ 4 meetings ADOR Ongoing
Ensure compliance with new WHS legislation, including training and awareness of requirements
BAU Compliance with WHS Legislation
DSES/ADOR Ongoing
Fire and Emergency Services ‘wellness’ program developed.
Encourage participation in the DPFEM Wellness Program – MyPulse
POW Active promotion of Wellness Program initiatives
DSES Ongoing
Volunteer Sustainability and enhance SES volunteer profile
Review SES Volunteer suitability assessment and selection process
POW New Guideline issued DSES June 2020
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Maintain effective volunteer recruitment and retention strategies: - Uniforms - Facilities - Long Service Awards - Training - Utilisation - Equipment
BAU 550- 650 Volunteers DSES Ongoing
Promote SES Employer recognition scheme
BAU Scheme Promoted DSES Ongoing
A diverse and respectful workforce
Participation in the Male Champions of Change (MCC) Program
BAU Participation in Work Program DSES/ADEM Ongoing
Participation in the LGBTI Working Group
BAU Participation in Work Program ADEM Ongoing
Participation in the White Ribbon initiative
BAU Participation in Work Program All Ongoing (pending future of White Ribbon)
Participation in the Multicultural Steering Committee
BAU Participation in Work Program DSES Ongoing
4.3 Development of a professional development pathway for volunteer
* Volunteers are valued and utilised for their skills particularly in training, command ad local knowledge
Programs focussing on operational performance measures are developed and implemented.
Develop an Emergency Management Training Continuum
POW Production of an Emergency Management Training Continuum
ADEM / Project Officer
March 2020
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and career staff
* Career pathways ensure capability matches service delivery
Create Professional Development Opportunities for Staff
Implement a State wide staff professional development priorities plan
BAU Endorsed opportunities funded and achieved
MLD June 2020
Delivery of quality training
Contribute to the development of the DPFEM E-Learning Platform
POW Participation in Work Program MLD 2019
Support DELTA with SES/TFS Registered Training Organisation (RTO) compliance in line with ASQA requirements
BAU DELTA achievement of: • ASQA Quality Indicator surveys conducted • ASQA Competency Completion report submitted • AVETMISS quarterly reporting completed
MLD/LISO Ongoing
Deliver learning and development in accordance with organisational priorities and Work Health and Safety requirements, including competency based training from the National Public Safety Training Package
BAU • ≥ 150 training units (courses) delivered (competency and refresher) • ≥ 1,000 competencies/certificates
RTO’s/RO’s/ RM’s/MLD
Ongoing
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Contemporary incident management – Enhance state-wide knowledge and consistency
BAU • Consistent Incident Management processes and supporting IT system implemented across SES regions • AIIMS Training delivered to applicable staff and volunteers.
ADOR/MLD/ RM’s
Ongoing
Conduct regular moderation/validation reviews of assessments and training resource kits
BAU ≥7 TRK’s or assessment tools validated
MLD/RO’s/ RTO’s
Ongoing
Completion of the SES Standard Operating Procedure 'Obtain ground based flood intelligence' and associated Learner Guide with supporting training
POW Release of the SES Standard Operating Procedure 'Obtain ground based flood intelligence' and associated Learner Guide with supporting training
MLD / ADOR
June 2020
4.4 Establish mechanisms to support proactive innovation
* Mechanisms are established to enable staff and volunteers to provide input into strategy and planning (innovation portal).
Mechanisms are established to enable staff and volunteers to provide input into strategy and planning.
SES Staff and Volunteers to have a means of providing innovative ideas and suggestions for organisational improvement
POW Avenue formalised and communicated that allows any staff and volunteer member to raise suggestions for organisational improvement
EMG June 2020
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Direction 5
Strategy Outcomes Deliverable Activity BAU/ POW
KPI Who When A
n E
ffic
ien
t an
d E
ffe
ctiv
e O
rgan
isat
ion
5.1 Review Emergency Service Legislation
* New Emergency Service legislation that complements emergency management with contemporary administration and governance
Fire Service Act 1979 review process is agreed with government and the review commenced
SES to contribute to the review
POW Nil DSES Ongoing
5.2 Adopt good Structure and Governance, Corporate Risk Management and Business Disciplines that Meet Changing Needs
* Reduced organisational risk * Delivery of organisation priorities * Accountable and transparent reporting * Strategic approach to managing assets * Better management of finances * A new organisational structure is in place that is adaptable and responsive
A business continuity framework has been established.
Development/Review of Organisational Business Continuity Plan
POW Plan developed EMG June 2020
Development of a Strategic Asset Management Plan
Maintenance of a Strategic Asset Management Plan (SAMP)
BAU Ongoing ADOR / DSES Ongoing
Alignment of Regional Business Practices
Admin Staff Workshop/s to align administrative functions and establish an ongoing business improvement process
BAU Streamlined practices identified and ongoing business improvement process in place
Business Manager
Ongoing
5.3 Develop an appropriate funding model to enable service delivery
* Appropriate, resourced Emergency Services
Operating costs of Emergency Services are identified.
Development of a sustainable funding model for SES as part of the Fire Service Act 1979 review
POW Sustainable Funding Model developed
DSES Ongoing
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5.4 Increase Efficiencies Through Integration Opportunities
* Organisation operating efficiently in an integrated business and executive environment.
Current KPIs/measures and existing tools are reviewed.
Continue to gather Corporate Performance Reporting (CPR) data
BAU Provision of Monthly reporting
All Ongoing
Review current CPR data reporting requirements
POW CPR Data Reviewed for relevance and need
Business Manager
June 2020
All policies and procedural documents reflect legislative requirements where relevant and are contemporary and compliant
Review and consolidate all SES policies/doctrine per the DPFEM Policy & Guidelines Template
BAU Policies reviewed in accordance with their review cycle
EMG Ongoing
5.5 Implement an effective communication framework
* Communications framework optimises information flow between internal and external stakeholder groups
A Corporate Communications Strategy is developed
Review current communications mechanisms to inform strategy development
POW Communications strategy developed
DSES June 2020
Communicate to SES Members
Issue 2 regional newsletters published by each region HQ
BAU 2 / Annum RM's twice yearly
SES Gazettes published by State HQ twice yearly
BAU 2 / Annum SHQ twice yearly
Release SES Shop Talk from the office of the Director as required
BAU Nil DSES As Required
Ensure currency of SES website and Conexus information updated
BAU Reviewed quarterly All Ongoing
Conduct SES Volunteer Survey 2019
BAU Survey completed DSES December 2020
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