EMERGENCY SERVICE BUSINESS PLAN 2019-2020 · 2020-02-06 · 4 Business Plan Statement Tasmania’s...

1 State Emergency Service Department of Police, Fire and Emergency Management

STATE EMERGENCY SERVICE BUSINESS PLAN 2019-2020

2

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

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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



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


KPI Who When

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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



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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)



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



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


KPI Who When A

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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


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


All Ongoing

Participate in Regional Level Groups & Committees including Executive and Administrative support to REMC


All Ongoing

Provide support to the Municipal Emergency Management Committees and Regional Controllers


RM's/Regional EM Planners

Ongoing

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Direction 4


KPI Who When

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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


KPI Who When A

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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

EMERGENCY SERVICE BUSINESS PLAN 2019-2020 · 2020-02-06 · 4 Business Plan Statement Tasmania’s...

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