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STATE EMERGENCY SERVICE BUSINESS PLAN 2018-2019
Department of Police, Fire and Emergency Management Mission:
To deliver quality policing and emergency
management services to the people of Tasmania
2
3
Business Plan Statement
Tasmania’s State Emergency Service (SES) is part of 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 around 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. SES operations, resources and training are supported by career staff located in Headquarters in Hobart, Youngtown (Launceston) and Burnie. 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. Importantly, SES plays a key role in influencing national emergency management developments and outputs with significant representation work.
From 2018-19, the SES will be enhanced with the inclusion of a new Flood Policy Unit. This unit will coordinate ongoing flood policy, planning and project work to improve stakeholder understanding of the flood risk across Tasmania. Initially, the unit will undertake a three year flood mapping and flood studies project with SES’s many partners in flood management to provide the basis for an ongoing program of work towards building flood resilience.
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 recognize 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.
Consistent with our mission “To deliver quality emergency management services that focus on community safety, resilience and well-being”, a concerted effort is required to continue to build a culture of excellence that embodies our SES values of professionalism, respectfulness, commitment and integrity. Through the implementation of this Business Plan, we will directly contribute to a safer and more resilient Tasmanian community.
With help from our many emergency management partners, including local government, our communities and other emergency services, SES will build upon our professionalism in understanding, preparing for and responding to natural disasters. In doing so, we can assure Tasmanians that the SES will continue to help those in need and will strive to meet all expectations within available resources; just as we expect ongoing community support to our volunteer units. Tasmania SES enjoys a solid reputation as a major contributor to Tasmania’s and Australia’s emergency management sector; and 2018-19 promises to only enhance that.
Andrew Lea, ESM Director, State Emergency Service Department of Police, Fire & Emergency Management
Planning Officer
Planning Officer
4
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 certain priority emergency management projects
D. SES Management:
1. Human and physical resource management
SEMC STRATEGIC DIRECTIONS FRAMEWORK 2013-2018
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 organization
4. Valued and capable people
5. An efficient and effective organization
5
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
Respectfulness
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
6
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.
Capability to establish and deliver all hazards (fire, flood and storm) community development and community protection planning programs.
Budget Submission to secure resources for Emergency Management Reforms Project and Flood Review
POW Budget Submission submitted
DSES Submission in by December 2018
Key stakeholders are engaged. Common understanding of roles and responsibilities is established
Attend and participate in relevant community safety forum
BAU SES to work closely with key partners to enhance a common understanding of roles and responsibilities
All Ongoing
Enhanced Flood Warning and Community Education for Flood & Storm
Deliver a Flood Alert System POW System Launch RM-N May 2019
Deliver a Rainfall and River Alert System
POW System Launch FPU/ ADOR
June 2019
Establish Flood Policy Unit POW Recruitment Finalised
ADEM Dec2018
Flood Mapping Project POW Project Complete Manager FPU
Jun 2021
Flood Resilience Project POW Documentation approved
SPEO August 2018
Deliver residential, rural & business flood plan templates
POW Posted on Website & available to public
RM-N June 2019
Management of the National Partnership Agreement on Natural Disaster Resilience and other risk mitigation funding support programs
Administer the Commonwealth funding programs for Natural Disaster Resilience and Bushfire Mitigation
BAU 100% uptake of available funds
ADEM/PC Ongoing
7
Administer 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. * Effective management of bushfire related risk throughout Tasmania. * Lower net costs to Government, individuals and businesses.
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 2018
Participation in Community Development activities as resources allow (ie AGFEST, School Visits, etc…)
BAU Participation in opportunities
All Ongoing
Release of the Tasmanian Flood Education and Awareness Framework and Guidelines and the Flood Information Management Guidelines
POW Documents Released
MFPU May 2018
A co-ordinated and consistent Tasmanian Emergency Management framework is developed.
Implement amendments to the Emergency Management Act
POW Proclamation of the Bill
DSES December 2018
Review of the Tasmanian Emergency Management Arrangements
POW Approval by the Minister for DPFEM
DSES December 2018
SEMC Strategic Directions Framework
POW Approval by the Minister for DPFEM
ADEM December 2018
Oversight & Review of MEMPs, REMPs & SSEMPs
BAU Plans reviewed every two years
EMU / RM's
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
Budget Submission to secure resources for Emergency Management Reforms Project and Flood Review
POW Budget Submission submitted
DSES Submission in by December 2018
Fire, flood, storm and tsunami risk treatments identified and mitigation
Review and update State Special Emergency Management Plan - Flood
BAU Plan approved by State Controller
M-FPU March 2019
8
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 Controller
ADOR December 2018
Review and update State Special Emergency Management Plan - State Tsunami Emergency Response Plan
BAU Plan approved by State Controller
ADOR December 2018
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
RM-S April 2019
Enhance EM suite of Community/Agency Education
Development of the Emergency Management Training Continuum
POW Continuum Implemented
EMU / RM's
Jun 2019
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 Risk Management Planning Policy for State Emergency Management Committee (SEMC)
POW Policy Complete ADEM Jun-19
Develop Emergency Management Aide Memoire
POW Document Complete
ADEM Jun-19
9
Deliver Introduction to Emergency Management and Introduction to Tasmanian Emergency Risk Assessment Guidelines Courses to local government and state agency stakeholders
BAU ≥ 4 courses/workshops conducted
SPEO Ongoing
Update the Municipal Guidelines for Emergency Management
POW Guidelines Published
ADEM Jun 2019
Update the Forging Links Document (Emergency Management & Local Government - An information Kit)
BAU Forging Links Updated
SPEO Jun 2019
10
Direction 2
Strategy Outcomes Deliverable Activity BAU / POW
KPI Who When
Pro
vid
ing
Tru
ste
d
Eme
rge
ncy
Re
spo
nse
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
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 2019
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 2019
Budget Submission to secure resources for Exercise and Lesson Management Unit
POW Budget Submission submitted
DSES Submission in by December 2018
Participation in National/International Challenges
To participate in the National Disaster Rescue Challenge (2019)
POW Team participates in NSW NDRC 2019
MLD June 2019
11
Australasian Road Rescue Organisation Challenge (2018)
POW Team competes in event
MLD July 2019
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
Deliver a Rainfall and River Alert System
FPU June 2019
Completion of the Tasmanian Flood Warning Infrastructure Plan
FPU Sep 2018
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 2018
All operational intelligence needs are identified
Flood intelligence requirements to be scoped
POW Report submitted FPU / RM-N
June 2019
Tsunami Data loaded onto COP
POW Work Completed RM-S June 2019
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
12
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 community’s 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 2018
Participate in State and Regional Exercises
BAU ≥ 18 exercises attended
All Ongoing
EM Coordination Capability & Readiness
Development of Guidelines and triggers for the establishment of RECC
POW Guidelines developed
ADEM June 2019
Re-establish the Regional Emergency Management Controllers Forum
POW Inaugural meeting conducted
ADEM December 2018
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 2018
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 in consultation with the Agency Management Group (AMG)
POW Presentation to AMG
DSES June 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 2019
13
Direction 3 Strategy Outcomes Deliverable Activity
BAU / POW
KPI Who When A
Co
llab
ora
tive
Org
anis
atio
n
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 the introduction and use of WebEOC
BAU WebEOC used for SES Exercises & Operations where appropriate
All Ongoing
Underpinning characteristics/ principles for new Common Operating Platforms (COPs) are agreed.
Contribute Flood data to the COP
POW Data Loaded FPU Ongoing
Implement AVL across SES Vehicle Fleet
POW Vehicles Fitted ADOR June 2019
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.
Characteristics of current culture are identified and measured.
SES Staff complete White Ribbon Training
BAU White Ribbon Training Completed
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 Respectful Workplaces activities
BAU Awareness of Values & Behaviours is enhanced
All December 2018
Training and education options to enable members to collaborate are identified.
SES to identify opportunities to collaborate with 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
14
3.3 Engage with other Agencies for Whole of Government (WoG) Reforms
* WoG reforms are appropriate for fire and emergency services
WoG reform participation is identified and prioritised.
ESCAD POW Active participation and representation on Project Committees
DSES September 2018
TasGRN POW Active participation and representation on Project Committees
ADEM 2021
Health & Well-being POW Active participation and representation on Project Committees
DSES November 2019
Emergency Management Reforms
POW Active participation and representation on Project Committees
DSES December 2018
Conexus POW Active participation and representation on Project Committees
DSES October 2018
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
DSES / ADEM Ongoing
Participate in the National Resilience Taskforce and the development of the National Risk Reduction Framework
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
15
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 Ongoing
16
Direction 4
Strategy Outcomes Deliverable Activity BAU / POW
KPI Who When V
alu
ed
an
d
Cap
able
Pe
op
le
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 No later than December 2018
Provide staff performance feedback and use feedback to develop state wide professional development priorities
BAU Completion of regular and 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 culture * Motivated and engaged workforce * Highly effective volunteer support structure
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 March 2019
Develop a Staff Succession Management Strategy with consideration of a merit based selection process
POW Staff Succession Management Strategy developed
MLD June 2019
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
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 2019
17
Maintain effective volunteer recruitment and retention strategies: - Uniforms - Facilities - Long Service Awards - Training - Utilisation - Equipment
BAU 550- 650 Volunteers All Ongoing
Promote SES Employer recognition scheme
POW Scheme Promoted DSES June 2019
A diverse and respectful workforce
Participation in the Male Champions of Change (MCC) Program
BAU Participation in Work Program
DSES 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
Participation in the Multicultural Steering Committee
BAU Participation in Work Program
DSES Ongoing
4.3 Development of a professional development pathway for volunteer and career staff
* Volunteers are valued and utilised for their skills particularly in training, command ad local knowledge * Career pathways ensure capability matches service delivery
Programs focussing on operational performance measures are developed and implemented.
Develop an Emergency Management Training Continuum
POW Production of an Emergency Management Training Continuum
SPEO June 2019
Key performance measures are developed.
Development of Role Descriptions for Operational and Non-Operational Volunteers
POW Role Descriptions Developed
DSES June 2019
Create Professional Development Opportunities for Staff
Implement a State wide staff professional development priorities plan
BAU Endorsed opportunities funded and achieved
MLD June 2019
Delivery of quality training Contribute to the development of the DPFEM E-Learning Platform
POW Participation in Work Program
MLD 2019
18
Establish a common RTO POW Participation in Work Program
MLD 2019
Maintain Registered Training Organisation (RTO) compliance in line with ASQA requirements
BAU • 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 Training Package PUA12
BAU • ≥ 150 training units (courses) delivered (competency and refresher) • ≥ 1,000 competencies/certificates
RTO’s/RO’s/ RM’s/MLD
Ongoing
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
Liaise as required with ASQA for audit and scope of registration requirements
BAU 0 non-compliances MLD/RO’s/ RTO’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
19
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 2019
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 (innovation portal).
SES Staff and Volunteers to get access to the Innovation Portal via the Conexus Project
POW Innovation Portal established on SES Webpage
ADEM October 2018
20
Direction 5
Strategy Outcomes Deliverable Activity BAU / POW
KPI Who When
An
Eff
icie
nt
and
Eff
ect
ive
Org
anis
atio
n
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 June 2019
Emergency Management Act Amendments Bill per Emergency Management Reforms
Engage the Office of Parliamentary Counsel and Stakeholders to developed the Amendments Bill
POW Proclamation of the Bill
DSES December 2018
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 DSES / ADOR
June 2019
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 to align administrative functions
BAU Streamlined Practices
ADOR / XO / /RM's
Ongoing
21
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 Review
POW Sustainable Funding Model developed
DSES 2019
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
All policies and procedural documents reflect legislative requirements where relevant and are contemporary and compliant
Review and consolidate all SES Polices 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 2019
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
22
Release SES Shop Talk from the office of the Director as required
BAU Nil DSES As Required
Quarterly Internal Staff Update
BAU Produced Quarterly
All Quarterly
Ensure currency of SES website and intranet information updated
BAU Reviewed Quarterly
All Ongoing