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Creating our future together

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  • 1.
    • Creating our future together
    • 2011 - 2014
  • 2. Purpose
    • Inform you of:
    • CFA Strategy 2011-2014 agreed by the CFA Board
    • Proposed functional structure
    • Next steps
  • 3. Update
    • The board has endorsed who we are , our vision and mission:
    • CFA is a community based fire and emergency service organisation.
    • Our Vision is:
    • “ Working together with communities to keep Victorians safe from fire and other emergencies”
    • Our Mission is:
    • “ To protect lives and property”
  • 4. Values and Behaviours
    • The board has endorsed the following values and behaviours to support our mission:
    • Discretion - open, honest, sincere behaviour which does not cause intentional offence to others and which values their concerns;
    • Commitment - personal commitment to organisational values, people and purposes;
    • Agility - the ability to adapt to change ;
    • Attentiveness - understanding what you see and wisdom in determining the appropriate response to what you see;
    • Compassion - demonstrated concern for the dignity and welfare of others ;
    • Clarity - clarity of expression and action which creates understanding;
    • Courage - the courage to uphold and be seen to uphold organisational values;
    • Determination - demonstrated moral or physical courage including the tenacity to try until you succeed.
  • 5. What’s changed ……
    • Volunteer focus
    • Community expectations
    • Victorian Bushfires Royal Commission
    • Success measured by results – not good intentions
    • Appointment of Fire Services Commissioner
  • 6. Problems
    • Inadequate support to brigades, groups, districts and regions
    • Community Safety separated from how we deliver fire and emergency services
    • Inconsistent focus on volunteers
    • Inconsistent communications to communities
    • Critical position of the Chief Officer was lost
  • 7. Problems
    • Lack of consistency across the organisation – “20 CFAs”
    • Unclear lines of accountability
    • Support services (buildings, fleet, training, equipment etc) do not closely reflect operational priorities
    • People management practices
  • 8. We need to - Change the way we work .
    • A service delivery and people oriented culture
    • Think volunteers
    • Align and grow our leadership
    • Apply mission command principles across the organisation
    • Develop and apply one service delivery model
    • Encourage decision making and empower at the lowest possible level
    • Minimise and manage bureaucracy
    • Support delivery.
  • 9. Brigades and Groups
    • CFA gains from the relationships between brigades, its members and those of its communities
    • The bulk of CFA services are delivered though brigades to their communities
    • The strategy and structure are seeking to provide communities with the maximum value from CFA by delivering even more services through brigades as and when their capability exists to do so, including community information and education
    • Mission Command will reach from the top of the ranks down to all in brigades and will empower them to make decisions at the lowest practical level at all times
    • The ability to make critical decisions and day-to-day decisions at the lowest practical level is supportive of the recommendations of the Victorian Bushfire Royal Commission
    • The Chief Officer and CFA Board have agreed that the role of Groups should be reviewed and re-invigorated given the value and the depth of capacity that Groups can deliver in CFA
  • 10. Key to delivery of strategy - processes
    • The strategy will require review and updating of our key business processes
    • Agreed business processes are a vital ingredient in consistently delivering our services
    • Much work remains to be done here
  • 11. The strategy will help us:
    • Increase volunteer support and recognition
    • Refocus and support service delivery in the field
    • Focus on what will deliver the best result for communities
    • Stop duplication and fragmentation
    • Build our leadership, team and cultural capability
    • Support individual development and talent management
    • Change the way we work.
  • 12. Our Strategic Priorities are:
    • Prevention and Preparedness – seek to minimise the incidence and impact of fire and other emergencies;
    • Response and Recovery – seek to reduce the impact of fires and other emergencies when they occur and to work with other agencies to help communities and the CFA to recover and become more resilient, and
    • A Modern and Sustainable Organisation - building a modern organisation that respects and values its volunteers, career members, and stakeholders; and supports working in an integrated manner with the confidence that it is a sustainable organisation.
  • 13. Our Key Success Factors
    • Capable resilient communities
    • Volunteerism
    • Interoperability
    • Confident stakeholders
    • People first
    • Command & control
    • One CFA
    • Sustainable business
  • 14. Our Key Success Factors All CFA people have unity of purpose in meeting our mission and vision; and our communities observe this. 7. One CFA Demonstrating leadership and decision-making prior to and during fire and other emergencies; and ensuring our members and brigades have the capability and capacity they need. 6. Command and Control We care for our people’s safety and wellbeing and will value, encourage and develop them to be confident in all they do. 5. People First We seek to understand our stakeholders’ needs and to give them an understanding of ours 4. Confident Stakeholders Communities are engaged, informed and take appropriate actions improving their capability and resilience 1. Capable Resilient Communities. Enhanced outcomes are delivered through compatible systems and collaboration with other agencies 3. Interoperability CFA is planned and resourced for its current and future needs, and seeks to continually improve 8. Sustainable Business CFA volunteers are respected and supported, and recognised in decision-making that leads to our success 2. Volunteerism KSF Outcome Descriptor
  • 15. Key to delivery of strategy - structure
    • Unify CFA to deliver mission
    • Increase focus on volunteerism and communities
    • Provide Chief Officer with prime position and control of resources in the field
    • Provide clarity about roles and responsibilities
    • Devolve decision making down the organisation.
  • 16. Organisation Design Principles
    • Resources aligned and controlled locally
    • Regional and Brigade Delivery network supported
    • Volunteerism underpins operations, is maintained and grown
    • Decision making at lowest effective level
    • Clear reporting lines and accountability
    • Ease interaction with other emergency services organisations
    • Strategy and workflow supported
    • Service delivery efficiency and effectiveness
  • 17.
    • Top line functional structure
    • Functions and processes grouped
    • Below top line a detailed organisation structure which organises resources within functions – currently being developed
    • We will engage and communicate .
    Proposed Functional Structure
  • 18. Key changes to structure
    • Regional Managers and Executive Directors collectively responsible as the CFA Senior Leadership Team
    • Localised delivery of services controlled by regions in accordance with agreed corporate standards and policies
    • HQ working with regions in setting corporate standards & policies
    • Fire and Emergency Management function
    • Regional Managers - report through CO
    • Increased focus of Communities – centre point for communities, programs developed centrally and delivered in regions
    • Increased focus of Volunteerism - centre point for volunteers and operational training
  • 19. Proposed Functional Structure
    • Fire & Emergency Management
    • (Chief Officer)
    • Brigade, Region & organisational readiness response & recovery
    • Community preparation
    • Regulatory land use and building approvals
    • Emergency management planning and doctrine
    • Service delivery capability and capacity
    • Service strategy
    • Regional Operations and Management
    • FIRS
    • Chief Executive Officer
    • Government relations
    • Civil litigation
    • Organisational coordination
    Board O UR F RONTLINE P EOPLE 61,000 members including 59,000 volunteers + 1800 career firefighters, community educators and support personnel This structure gives support to more than 59,000 volunteers and 1,800 employees across 1220 brigades; working together in 20 Districts, covered by 8 Regions.
    • Our Regions
    • Community preparedness
    • Readiness, response, recovery
    • Service delivery capacity and capability
    • Regional strategy capability and capacity
    • Relationship management
    Delivery Support Working document
    • Business Services
    • Finance and Admin
    • Asset management
    • Information & Communication Technologies
    • Procurement & Supply Management
    • GIS
    • FEM
    • People & Culture
    • Safety and well being
    • Employee Relations
    • Organisational culture
    • Workforce planning
    • Human Resource Services
    • Learning and Development
    • Remuneration & benefits
    • Diversity
    • Performance & Strategy
    • Service design, maintenance, review
    • Performance & Assurance
    • Corporate & business planning and reporting
    • Strategy and policy development & support
    • Research program coordination
    • Project Management office
    • Governance and risk management
    • Volunteers & Operational Training
    • Volunteer strategies
    • Operational training
    • Volunteer leadership development and engagement
    • Key volunteer stakeholders engagement and coordination
    • Recruitment
    • Communities & Communication
    • Research on Community capability, capacity, needs
    • Community services delivery support
    • Key Stakeholder engagement coordination
    • Reputation/brand/image
    • Internal Communication
    • External Communication
    • Knowledge management
    • Social media
  • 20. Where to from here – 4 phases
    • NOTE:
    • After board has approved implementation, top line of the structure will be filled as required.
    • Executives will work together and lead the engagement of staff in detailed design.
    • We will implement the structure in a thoughtful and measured way.
    • Because of bushfire season, we will migrate high priority units quickly and minimise delay.
    Plan to move /migrate to the new structure –Move/migrate to the new structure (see notes 3 & 4) Complete detailed design of structure. We will engage with you where required. (See note 1 & 2) Develop implementation plan for strategy and migration plan for structure and report to board. Inform members and key stakeholders of strategy and functional structure and seek comments/feedback. ACTIONS Post July As advised 4. Migration to new structure July onwards 3. Detailed design June 2. Implementation plan June 1. Align strategy and structure WHEN PHASE
  • 21. Summary
    • Clarity of direction, roles and structure
    • Changing the way we work – our culture
    • Transforming and applying clear and consistent leadership
    • Applying mission command principles across the organisation
    • Thinking volunteers and communities
    • Evolution not revolution
    • Creating our future together
    • If you have feedback please direct it through your immediate line manager.
  • 22. KSF - Capable Resilient Communities 1. Capable Resilient Communities. KSF Communities are engaged, informed and take appropriate actions improving their capability and resilience Outcome Descriptor
    • Community engagement and resilience products and services delivered
    • Improvement in community engagement, satisfaction and resilience
    • Improvement in community satisfaction with information and warnings
    Indicators
    • Review, develop and deliver community engagement and resilience products and services including information and warnings
    • Establish baseline community engagement and , satisfaction levels and measure improvement
    • Develop holistic fire and emergency management strategy
    Strategies
  • 23. KSF - Volunteerism 2. Volunteerism KSF CFA volunteers are respected and supported, and recognised in decision-making that leads to our success Outcome Descriptor
    • Improvement in Volunteer satisfaction
    • Improvement in recruitment of Volunteers
    • Improvement in retention of Volunteers
    • Volunteers are front and centre in the organisational structure
    Indicators
    • Develop and implement plans to promote and drive the Volunteer Charter and legislation in CFA
    • Establish baseline volunteer engagement and satisfaction levels and measure improvements
    • Reward contribution of Volunteers and Volunteers’ employers
    • Conduct volunteer exit surveys and respond to identified trends
    • Ensure Volunteers have proper focus in the organisational structure
    Strategies
  • 24. KSF - Interoperability 3. Interoperability KSF Enhanced outcomes are delivered through compatible systems and collaboration with other agencies Outcome Descriptor
    • Improvement in levels of satisfaction with other agencies and Fire Services Commissioner
    • Increase in compatible systems and processes.
    Indicators
    • Agree and build appropriate common policies, systems, procedures and tools with other emergency agencies
    • Clarify and establish protocols for agency roles and responsibilities during emergencies
    • Establish baseline community and Fire Commissioner satisfaction measure
    • Measure other agencies and fire commissioner satisfaction
    • Support the development and implementation of the Fire Commissioner reform program.
    Strategies
  • 25. KSF - Confident Stakeholders 4. Confident Stakeholders KSF We seek to understand our stakeholders’ needs and to give them an understanding of ours Outcome Descriptor
    • Improvement in stakeholder confidence and satisfaction
    • Improvement in stakeholder understanding of CFA needs and CFA of their needs
    Indicators
    • Implement CFA Stakeholder Engagement Strategy
    • Determine and communicate service delivery standards and measures of performance
    • Establish baseline stakeholder engagement and satisfaction levels and measure improvements
    Strategies
  • 26. KSF - People First 5. People First KSF We care for our people’s safety and wellbeing and will value, encourage and develop them to be confident in all they do. Outcome Descriptor
    • Improvement in safety performance
    • Improvement in WorkCover premiums% increase in safety and wellbeing awareness of our members
    • Improvement in retention of members
    • Improvement in diversity within CFA
    Indicators
    • Develop, communicate and implement safety strategy
    • Implement national OHS legislation and regulations with Volunteer support
    • Conduct annual reviews of safety process and outcomes
    • Develop, communicate and implement an equity and diversity strategy
    • Develop methods of measurement and determine base line measures for people confidence, wellbeing and engagement
    • Implement consistent talent management and leadership development
    • Conduct member exit surveys and respond to identified trends
    • Rebalance development and training activities to support talent management
    Strategies
  • 27. KSF - Command and Control 6. Command and Control KSF Demonstrating leadership and decision-making prior to and during fire and other emergencies; and ensuring our members and brigades have the capability and capacity they need. Outcome Descriptor
    • Improvement in service delivery performance
    • Improvement in community response and behaviour to advised level of risk
    • Improvement in post-event validation of decisions, resourcing and actions
    • Improvement in readiness and response, capacity and capability
    Indicators
    • Implement strategies that encourage engagement of local brigades with CFA products, services and delivery
    • Embed ‘mission command’ in doctrine and the principles throughout the organisation
    • Develop methods of measurement and determine base line measures for readiness and response
    • Develop and utilise an effective post-incident analysis system of learning
    Strategies
  • 28. KSF - One CFA 7. One CFA KSF All CFA people have unity of purpose in meeting our mission and vision; and our communities observe this. Outcome Descriptor
    • % member recognition and understanding of vision and mission
    • % key stakeholder recognition of CFA mission
    • Progress towards desired culture
    • Number of agreed business processes
    Indicators
    • Define the desired culture, measure current culture and implement action to bridge the gap
    • Develop and implement a plan to communicate our mission, products and services to communities
    • Design and implement consistent CFA business processes
    • Ensure development strategies are aligned to desired culture, vision and mission
    • Ensure our technology strategy supports consistent systems across CFA
    Strategies
  • 29. KSF - Sustainable Business 8. Sustainable Business KSF CFA is planned and resourced for its current and future needs, and seeks to continually improve Outcome Descriptor
    • Improvement in value from service delivery
    • Improvement in financial sustainability
    • Proactive in service and organisational growth
    Indicators
    • Review, develop and implement an integrated strategic and business planning process
    • Integrate workforce and resource planning into CFA business planning
    • Review, develop and implement a technology strategy that supports efficient use of technology and enables our business long term
    • Use the Treasure Base Review as an opportunity to establish a sustainable financial model and funding for CFA
    Strategies