Creating our future together

April 10, 2023 Creating Our Future Together 29 June 2011

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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”


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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.


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What’s changed ……

• Volunteer focus

• Community expectations

• Victorian Bushfires Royal Commission

• Success measured by results – not good intentions

• Appointment of Fire Services Commissioner


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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


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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


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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.


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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


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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


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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.


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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.


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Our Key Success Factors

• Capable resilient communities• Volunteerism• Interoperability• Confident stakeholders• People first• Command & control• One CFA• Sustainable business


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KSF Outcome Descriptor

1. Capable Resilient Communities. Communities are engaged, informed and take appropriate actions improving their capability and resilience

2. Volunteerism CFA volunteers are respected and supported, and recognised in decision-making that leads to our success

3. Interoperability Enhanced outcomes are delivered through compatible systems and collaboration with other agencies

4. Confident Stakeholders We seek to understand our stakeholders’ needs and to give them an understanding of ours

5. People First We care for our people’s safety and wellbeing and will value, encourage and develop them to be confident in all they do.

6. Command and Control 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.

7. One CFA All CFA people have unity of purpose in meeting our mission and vision; and our communities observe this.

8. Sustainable Business CFA is planned and resourced for its current and future needs, and seeks to continually improve

Our Key Success Factors


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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.


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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


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• 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


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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


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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

OUR FRONTLINE PEOPLE61,000 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 SupportWorking documentWorking 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


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Where to from here – 4 phases

PHASE ACTIONS WHEN1. Align strategy and structure Inform members and key stakeholders of strategy and

functional structure and seek comments/feedback.June

2. Implementation plan Develop implementation plan for strategy and migration plan for structure and report to board.

June

3. Detailed design Complete detailed design of structure. We will engage with you where required. (See note 1 & 2)

July onwards

4. Migration to new structure Plan to move /migrate to the new structure –Move/migrate to the new structure (see notes 3 & 4)

Post July

As advised

NOTE: NOTE: 1.1. After board has approved implementation, top line of the structure will be filled as required. After board has approved implementation, top line of the structure will be filled as required. 2.2. Executives will work together and lead the engagement of staff in detailed design.Executives will work together and lead the engagement of staff in detailed design.3. We will implement the structure in a thoughtful and measured way. 4. Because of bushfire season, we will migrate high priority units quickly and minimise delay.


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Summary

1. Clarity of direction, roles and structure2. Changing the way we work – our culture3. Transforming and applying clear and consistent leadership4. Applying mission command principles across the organisation5. Thinking volunteers and communities6. Evolution not revolution7. Creating our future together

If you have feedback please direct it through your immediate line manager.

Education

Creating our future together