a safer and more resilient community plan_13... · vision statement 14 ... will adopt the fire...

Metropolitan Fire and Emergency Services Board

BUSINESS PLAN 2013–14A s a f e r a n d m o re r e s i l i e n t c o m m u n i t y

2 MFB Business Plan 2013–2014

MFB BUSINESS PLAN 2013–14

MFB Business Plan 2013–2014 1

ContentsCEO message 2

Overview 4

Sector Reform 5

The Organisation 6

Operating Environment 12

Risk Management Strategy 13

Vision Statement 14

Key Priorities 2013–2014 16

Our Actions 2013–2014 17

Our Commitment to Government 20

Key Performance Indicators 21


THE METROPOLITAN FIRE BRIGADE (MFB) IS A SPECIALISED URBAN FIRE SERVICE THAT PROVIDES A BROAD RANGE OF SERVICES TO PROTECT LIFE, PROPERTY AND THE ENVIRONMENT WITHIN THE METROPOLITAN DISTRICT AND, WHEN CALLED UPON, ACROSS VICTORIA.

MFB’s core strength is in its service delivery model that shares responsibility with Melbourne’s communities to minimise the likelihood and consequences of disaster and emergencies.

MFB is a key part of the emergency management sector reform process that is being driven by the recommendations in the Emergency Management White Paper, the Fire Services Commissioner’s Reform Action Plan and the introduction of the property based levy for fire services.

These reforms combined with a tight fiscal environment and continuing socio-demographic change across Victoria means that our organisation will need to demonstrate agility and resourcefulness in the way we deliver our products and services to Melbourne’s communities. MFB will ensure that these services continue to be provided while actively participating in the sector reforms.

As sector reform continues and the outcomes of the various reviews into emergency management are implemented, we will need to be prepared to critically review and improve our organisational activity at all levels. Self-reflection, critical review, continuous improvement and decisive action must be seen as ‘normal practice’.

The current reforms bring with them the opportunity for MFB to align its Vision and Goals more closely to those of the sector. The MFB Board has proactively supported this and so this year, MFB will adopt the Fire Services Commissioner’s purpose and goals for the sector. This clearly demonstrates the MFB’s commitment to the reform.

Therefore, from 2013–14, the MFB’s Vision and Goals will be:

Vision A safer and more resilient community

Goals > Engage our people

> Build a safer community

> Achieve organisational excellence

This builds on the activities of the past year when MFB proactively partnered with other emergency service providers in areas such as:

> the joint agency procurement of thermal imaging cameras

> submitting a combined agency bid to Government for new breathing apparatus

> developing a shared services model for a common project management and governance framework for the Fire Service Reform Action Plan

> providing incident leadership and support across Victoria

> leading a joint sector response to the Government’s urban planning discussion paper, Melbourne: let’s talk about the future.

This business plan continues this momentum.

It identifies priorities and activities for 2013–14 that will enable MFB to continue to actively support sector reform while, at the same time maintaining, and where possible, improving on its day-to-day service delivery. This will require a focus on building operational and organisation capacity and capability to achieve the results identified in the business plan.

In particular, a key focus over the next twelve months will be improving the safety and resilience of all Victorians by realising MFB’s full potential. This will require the removal of prescriptive industrial arrangements and the empowerment of all staff to enable them to provide leadership in our constantly changing environment. This includes:

> ensuring the Chief Officer has full control over the allocation and use of resources to allow flexible and efficient deployment of staff

> streamlining consultation processes to ensure we are focused on engaging with our staff on areas of significant change

> ensuring our people are fit and appropriately skilled to safely provide services to the community.

Also a key priority for 2013–14 is for MFB to contribute to the reform of the emergency management sector as articulated through the White Paper and in the implementation actions that will follow.

Whilst we continue to improve our capacity and capability to provide emergency services to Victorian communities, we also look forward to an exciting year of change and the opportunities it will bring. We will continue to demonstrate our strong commitment to our communities while remaining dedicated to our role as active partners in an integrated emergency management sector in Victoria.

Nick Easy Chief Executive Officer

CEO MESSAGE


MFB BUSINESS PLAN 2013–2014

Our Vision

A safer and more resilient community

Our Mission

Protection of life, property and the environment

Our Goals

> Engage our people

> Build a safer community

> Achieve organisational excellence

>


OVERVIEW

THE MFB VISION, MISSION AND GOALS PROVIDE THE STRATEGIC DIRECTION FOR THE ORGANISATION. THE MFB 2013–2014 BUSINESS PLAN OUTLINES THE CLEAR PRIORITIES AND BUSINESS ACTIVITIES FOR THE 2013–14 YEAR WHICH WILL ASSIST MFB TO ACHIEVE THESE OBJECTIVES.

The business plan sets out the MFB’s:

> Organisational structure

> Operating environment

> Key priorities, activities, associated performance indicators and targets and links these to the organisational goals

> Organisational risks

> Commitments.

Our nine key business plan priorities for 2013/14 are aligned to the three MFB goals.

Engage our people

> enhance our performance culture to include meaningful progression and development plans

> embed influential leadership that encourages staff and aligns their efforts with MFB objectives

> successfully implement our enterprise agreements so that our people feel supported, understand their roles and the expectations of MFB.

Build a safer community

> develop and implement our community resilience strategy, aligned to the sector vision and the National Disaster Resilience Framework

> work with the emergency management sector to develop a common risk assessment framework for use by agencies across the State

> analyse the products and services we deliver, understand their costs and outcomes and build a more effective and efficient emergency service

> work with the emergency management sector to create a story that will communicate the sector vision to our partners in government, business and the community.

Achieve organisational excellence

> support the emergency management sector in realising joint procurement opportunities that support the increased integration of service delivery

> develop a State Training Strategy that includes a common training platform and increased partnerships with tertiary institutions.

Being responsive to the needs of our people and our community.


SECTOR REFORM

MFB PLANNING HAS BEEN REVIEWED TO ALIGN TO GOVERNMENT REQUIREMENTS. MAJOR SECTOR REFORMS WILL CONTINUE TO BE IMPLEMENTED IN 2013–14 INCLUDING:

> the Victorian Emergency Management Reform White Paper

> the property based levy for fire services

> the Fire Services Commissioner’s Reform Action Plan.

The Victorian Emergency Management Reform White Paper sets the vision, principles and strategic priorities for sector reform, with 19 proposed actions required across the sector. MFB supports the development of the White Paper implementation plan, and acknowledges that there may be changes to the way in which we will be required to operate into the future as a result of the plan.

The White Paper implementation plan has not been completed at this time.

Known government priorities include the establishment of Emergency Management Victoria (EMV), the appointment of its Chief Executive and the Emergency Management Commissioner, the appointment of the Inspector General of Emergency Management, the establishment of an appropriate committee for consultation with volunteers and the establishment of the State Crisis and Resilience Council.

Also agreed was that work underway within the Fire Services Commissioner’s office on the Reform Action Plan will be absorbed into EMV.

Other priorities will likely emerge with the completion of the White Paper implementation plan. The MFB is committed to review its own priorities and activities once the plan is released.

The relationship between the suite of reform processes underway (Victorian Emergency Management Reform) and MFB’s business planning process is defined below.

VictorianEmergency

ManagementReform

BusinessPlan

Direction PerformanceReport

Goals

Budget

Objective

Benefit

Measure

AnnualReport

The relationship between the suite of reform processes underway

REFORMPROCESSES

Demonstrating initiative in the continuous improvement of our service delivery


THE ORGANISATION

Why we exist

MFB is a partner in the emergency management sector with a primary responsibility for providing emergency services to the community within the metropolitan district and emergency management when called on, across Victoria. This is achieved by providing specialised urban fire services to protect life, property and the environment.

MFB provides a broad range of services to almost four million people who live and work in Melbourne each day, as well as safeguarding billions of dollars worth of assets and key infrastructure in the Melbourne metropolitan area as defined by the metropolitan district.

MFB delivers a range of fire and other emergency management services; drives systematic changes to the built environment by advocating reforms to building design, regulations and supporting legislation; invests in research, and develops prevention programs and initiatives that deliver improved community safety outcomes.

MFB also provides operational support to major emergency events across Australia and the Asia Pacific region as required.

Our Values

Every MFB employee carries the responsibility of working towards achieving a continuing, measurable improvement in our workplace culture.

This will be achieved through upholding MFB’s values by:

> conducting ourselves in a highly professional manner in the delivery of our services

> striving for a workplace safety culture where working safely, and identifying and remedying the causes of workplace injuries is the norm

> being responsive to the needs of our people and our community

> demonstrating initiative in the continuous improvement of our service delivery by being innovative and agile.

These values are augmented by the Victorian Government public sector values which include:

> Responsiveness > Respect

> Integrity > Leadership

> Impartiality > Human Rights

> Accountability


THE MAJORITY OF MFB SERVICE DELIVERY IS WITHIN THE METROPOLITAN AREA OF MELBOURNE DEFINED BY THE METROPOLITAN DISTRICT. WITHIN THE METROPOLITAN DISTRICT, MFB IS GEOGRAPHICALLY ALIGNED TO A ‘TWO REGION, FIVE DISTRICT’ MODEL, OPERATING 47 STATIONS THAT PROVIDE A SERVICE ACROSS 26 LOCAL GOVERNMENT AREAS.

The alignment of MFB structural arrangements to the State Government regional boundaries supports MFB in its operations with the key local, municipal, regional and state partners with whom it must plan for the command, control and coordination of incidents under the State Emergency Management arrangements. It is also the platform for Integrated Emergency Management Planning at the local, municipal, regional and state levels.

WHERE WE ARE

This alignment provides opportunities for service delivery improvement at the regional level, with the two MFB regions responsible for the delivery of emergency services across Melbourne. This will be done in close partnership with other agencies at a regional level.

The regional model also supports the ongoing MFB role in the State Control Centre, with regional controllers from all agencies working together on emergencies within their areas of responsibility.

NORTHWEST

METRO

Northern District

Western District

Eastern District

Southern District

Central District

SOUTHEAST

METRO

• Taylors Lakes (FS48)

•Tullamarine

(FS52)• Broadmeadows (FS5)

•Somerton

(FS9) • Epping (FS11)

• Thomastown (FS7)

• Bundoora (FS14)

Greensborough•(FS16)

• Hawthorn (FS18)

• Box Hill (FS20)

• Burwood (FS23)

Vermont South(FS28)

•

• Nunawading (FS27)

• Ringwood (FS22)

• Croydon (FS26)

• Glen Waverley (FS31)

• Oakleigh (FS25)

• Malvern (FS24)

• Ormond (FS32)

•Windsor(FS35)

• Port Melbourne (FS39)

•Richmond

(FS10)

•Eastern Hill

(FS1)

Carlton(FS3)•West Melbourne •(FS2)

South Melbourne (FS38)•

•Newport(FS42)Altona •(FS46) • Laverton

(FS40)

•North Laverton

(FS49)

•Deer Park

(FS43)Sunshine •(FS44)

• St Albans (FS41)

• Keilor (FS51)

Footscray • (FS47)

Ascot Vale(FS50)

•Brunswick •

(FS4)

Spotswood(FS45)

•

• Highett (FS34)

•Clayton(FS29)

• Mentone (FS33)

• Pascoe Vale (FS6)

• Preston (FS12) Heidelberg• (FS15)

• Northcote (FS13)

Templestowe •(FS30)

North Balwyn•(FS19)

The metropolitan district and the MFB regional and district structure


THE MFB OPERATES ACROSS THE PREVENTION, PREPAREDNESS, RESPONSE AND RECOVERY (PPRR) CONTINUUM.

> Prevention activities – aim to eliminate or reduce the incidence or severity of emergencies. Activities can be physical or legal measures, such as Total Fire Ban days or requiring smoke alarms in premises. The MFB works with the community, other emergency management agencies, government and the private sector to ensure the knowledge, behaviours and regulatory and legislative framework exist to protect life and minimise injury and damage to assets.

> Preparedness activities – ensure that, should an emergency occur, individuals, communities, resources and services are able to cope with the impact. Preparedness activities include ensuring response plans and arrangements are in place before emergencies occur including conducting assessments of risks (likelihood and severity), planning for the continued availability of essential services and identifying ways to mitigate the potential impacts of an emergency.

> Response activities – are when we are despatched to incidents in order to minimise their impact and to ensure affected individuals and communities are given relief and support. MFB delivers a highly skilled response to approximately 36,000 calls a year, including:

– fires (structure, non–structure and bushfire)

– hazardous incidents

– automatic alarm response (including responses to false alarms)

– Road accident rescue

– Emergency medical response

– other incidents (including high angle rescue, urban search and rescue and marine response).

> Recovery activities – support emergency–affected individuals and communities to restore their emotional, social, economic and physical wellbeing as well as to reconstruct the physical infrastructure. The MFB works with its partners and government to ensure that the community and its key resources are protected and assisted to recover following an incident.

WHAT WE DO

MFB delivers a highly skilled response to approximately 36,000 calls per year.

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esy

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THE NATURE OF OUR BUSINESS

OUR RESPONSE PROFILE HAS ALTERED OVER THE YEARS AS THE RISKS CHANGE IN THE COMMUNITY.

The number of structure fires per 100,000 residents in the metropolitan district has decreased steadily. This is due to a number of influencing factors, including improved building performance in fire detection and suppression and increased community awareness of the risk of fire and the actions they should take.

SF per 100K population Estimated resident population (ERP)

8331

26

3435

68

123

44

157

48 45

40 43 46

40

21

2001

/02

2002

/03

2003

/04

2004

/05

2005

/06

2006

/07

2007

/08

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

2001

/02

2002

/03

2003

/04

2004

/05

2005

/06

2006

/07

2007

/08

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

Millio

nsM

illions

165

153

151

144 15

4

150

151

145

141 14

0

136

138

Rescues/MA other than EMREMR ERP

116

71

141

124

174

82 86

2.4

2.3

2.2

2.1

2.0

1.9

1.8

2.4

2.3

2.2

2.1

2.0

1.9

1.8

108

Estimated resident population (ERP) and structure fires per 100K population (metropolitan district)

Estimated resident population (ERP) and EMR and rescues/other medical asssitance per 100K population (metropolitan district)

MFB has provided emergency medical response (EMR) services in the metropolitan district for over ten years. In this time, the demand for EMR service has increased as the population increases, and MFB now responds to more EMR incidents than structure fires.

MFB will continue to monitor service demand to ensure that the organisation is best equipped to meet community and government expectations.

SF per 100K population Estimated resident population (ERP)

8331

26

3435

68

123

44

157

48 45

40 43 46

40

21

2001

/02

2002

/03

2003

/04

2004

/05

2005

/06

2006

/07

2007

/08

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

2001

/02

2002

/03

2003

/04

2004

/05

2005

/06

2006

/07

2007

/08

2008

/09

2009

/10

2010

/11

2011

/12

2012

/13

Millio

nsM

illions

165

153

151

144 15

4

150

151

145

141 14

0

136

138

Rescues/MA other than EMREMR ERP

116

71

141

124

174

82 86

2.4

2.3

2.2

2.1

2.0

1.9

1.8

2.4

2.3

2.2

2.1

2.0

1.9

1.8

108


OUR ORGANISATIONAL STRUCTURE

MFB’S STAFF ESTABLISHMENT FOR 2013–14 IS 2,190 PEOPLE COMPRISING 1,866 OPERATIONAL STAFF AND 324 CORPORATE STAFF, INCLUDING TEMPORARY STAFF, TRAINEES AND APPRENTICES.

MFB comprises seven directorates and an office supporting the CEO. The position of Executive Director of Emergency Management carries with it the rank of Chief Officer.

People andCulture

Human Resources

Employee Relations

Corporate Services

Finance

Property Services

Fleet

Procurement

Mechanical Services

Information and Communication

Services

Records Management

Business Assurance

Strategy andInnovation

Corporate Strategy

and Performance

Corporate Relations

Operational Equipment

Project Management

Office

Corporate Sustainability

OrganisationalLearning andDevelopment

Future of Organisational Learning and

Development – FOLD facilities

Operational Training Delivery

Operational Training

Development

Support Services

EmergencyManagement

Office of the Chief Officer

Work Health and Safety

Emergency Management

Strategy

Capability Improvement

Special Operations

Fire Safety

Community Resilience

Fire Equipment Services

North West Metro Region


Regional Operations

Health, Safety and Wellbeing

Learning and Development

Infrastructure and Regional Projects

Regional Fire Safety

South East Metro Region


Regional Operations

Health, Safety and Wellbeing

Learning and Development

Infrastructure and Regional Projects

CEOOffice of the

CEO/CorporateGovernance

Board


DIRECTORATE ROLES

People and Culture – takes a lead role in strategy development and implementation to ensure the MFB has a highly skilled, involved, and adaptable workforce. The directorate develops and supports implementation of strategies to build a high performing, accountable culture within the MFB.

Corporate Services – provides planning advice and support services in the areas of finance, procurement, information and communications technology and asset management. The directorate is a key enabler for the operational and corporate parts of the business to deliver on the organisational objectives.

Strategy and Innovation – provides support to the service delivery directorates within the MFB by undertaking research and analysis of sector change, and establishing contemporary business planning, project management and reporting processes that align with government requirements. The directorate also manages stakeholder and corporate relations and ensures MFB environmental sustainability commitments are maintained.

Organisational Learning and Development – are responsible for the development and delivery of all operational training from recruit level through to specialist operations, and are also currently responsible for the delivery of the ‘Future of Organisational Learning and Development’ (FOLD) training facility.

Emergency Management – develops policies, standards and procedures in support of service delivery through the regions. The directorate drives and supports the MFB’s mission and objectives by reviewing, improving, developing and delivering programs and services across the entire prevention, preparedness, response and recovery (PPRR) spectrum. The directorate is also responsible for work health & safety.

North West Metro Region and South East Metro Region – both MFB regions work in partnership with Emergency Management to provide the core service delivery functions to the community, and work in close partnership with municipal councils, regional emergency management forums, community groups and the private sector to assess and manage risk, plan for potential events and build community resilience.


OPERATING ENVIRONMENT

MFB OPERATES IN A COMPLEx AND DYNAMIC ENVIRONMENT THAT PRESENTS AN ARRAY OF RISKS, CHALLENGES AND OPPORTUNITIES. MFB LOOKS TO PROACTIVELY IDENTIFY SOCIAL, POLITICAL, TECHNOLOGICAL AND ENVIRONMENTAL FACTORS AT GLOBAL, NATIONAL AND LOCAL SCALES AS THEY ALL HAVE THE POTENTIAL TO DIRECTLY IMPACT ON MFB’S SERVICE DELIVERY.

External factors that will challenge MFB service delivery include:

> An ageing population will drive an increase in emergency response requirements. The Australian Bureau of Statistics projects that the proportion of over 65s will treble from 8.8 per cent in 1971 to 21 per cent by 2026 and to around 28 per cent by 2056. The elderly are over represented in fire injury and fatality statistics, and MFB is already experiencing an increase in the number of emergency medical response incidents.

> Developments in information technology are driving the public’s demand for instant, accurate and local information regarding emergency warnings. This places a greater emphasis on the need for robust telecommunication infrastructure in a variety of forms. Melbourne’s critical infrastructure has broadened to include internet access and mobile phone service.

> Melbourne’s growth within the metropolitan district is being driven primarily through new high rise development proposals in areas such as the CBD, Fishermans’ Bend, Southbank, North Melbourne, Maribyrnong and Kew. Some developments will take advantage of new building construction methods to create high rise buildings in narrow urban spaces. MFB will need to engage with government departments, developers and community members to ensure future residential and commercial planning and building, contributes to community resilience.

> The effective and efficient delivery of emergency services to events and the rapid transport of injured or ill people to hospitals will become more difficult as existing road networks become more utilised. As cities become more densely populated, urban planners will need to amend transport plans to consider the needs of emergency services.

> Increasing grassfire risk as the metropolitan area expands into the urban fringe grassland areas. The grassfire in Cragieburn/ Epping in February 2013 illustrates that bushfire is not a rural risk but one that can occur within metropolitan Melbourne. MFB will need to continue to educate Melbourne’s communities about the range of risks that they face in a metropolitan environment.

> The fragile economic conditions, both internationally and within Victoria that are predicted to continue in the medium term. While policy measures have reduced immediate fears of a European sovereign default, there is little prospect of a quick economic recovery. Global uncertainty is likely to remain a feature of the economic landscape over the medium–term. This will impact on many of the State’s key economic sectors leading to tighter fiscal arrangements across the public sector, including MFB.

Internal factors that will challenge MFB service delivery include:

> An ageing workforce, with a significant proportion of the operational workforce eligible for retirement within the next five years, taking with them a large proportion of the organisation’s experience and knowledge. MFB will need to maintain the workforce capacity and capability required to meet our service delivery obligation.

> An emergency management sector in the midst of reform challenged by new government direction and policy in relation to the Fire Services Commissioner sector reform program and the Victorian Emergency Management White Paper. A clear vision and mission that aligns to the sector and effective MFB stakeholder relations will be crucial in the new partnership models emerging in the sector.

> Ongoing requirements in relation to the role of MFB in emergency events outside the metropolitan district. The 2012–13 summer fire season saw senior MFB operational staff performing roles in the State Control Centre on high fire risk days in support of the state response to fires. While this occurred previously, this is likely to increase in the future.

> A tight fiscal environment with greater transparency and accountability applied to MFB budgets by Government, creating new challenges when allocating funds against priorities. MFB will require strong, evidence based frameworks for the creation and maintenance of its resources, along with well–defined targets, measures and reporting processes.


RISk MANAGEMENT STRATEGy

MFB HAS AN ENTERPRISE RISK FRAMEWORK THAT IS AN IMPORTANT TOOL IN UNDERSTANDING POTENTIAL CONSEQUENCES TO THE BUSINESS IF RISKS ARE REALISED. THIS IS CONSISTENT WITH THE GOVERNANCE REQUIREMENTS OF STATUTORY ENTITIES. THROUGH THIS FRAMEWORK MFB IS ABLE TO IDENTIFY BUSINESS PRIORITIES AND THE ALLOCATION OF RESOURCES.

The enterprise risk framework has identified the following priorities to continuously improve service delivery to Melbourne’s communities:

> enhance training to develop capability and capacity within the MFB

> address the long term financial sustainability of MFB to support service delivery in an economically constrained environment

> drive the business and planning framework to provide direction to our people

> make certain that workplace safety is the foundation to the way we operate

> improve workforce planning and systems

> ensure delivery of all statutory obligations

> support sector reform by delivering a revised model for emergency management in Victoria.

Bushfire is not a rural risk but one that can occur within metropolitan Melbourne.


VISION STATEMENT

Our Vision

A safer and more resilient community

Emergency management founded on community participation, resilience and shared responsibility.

Individual safety is a shared responsibility across all sectors of the community. This is the foundation of emergency management and MFB has built a service delivery model that shares responsibility with Melbourne’s communities to minimise the likelihood and consequences of disaster and emergencies.

However, we can do more.

Our vision is for a safer and more resilient community.

A safe community means we are aware of our environment and contribute to our own safety and the wellbeing of others.

A resilient community means that people are ready for, can survive and recover from emergencies.

Communities are people who connect with each other in many ways: through culture, language, place, support and ideas.

A safe and resilient community means that it is strong and engaged with its own wellbeing. Therefore it is prepared, is able to respond to, and recover from, emergencies.

Building community safety and resilience ensures immediate benefits for MFB as well as having a long term positive impact on all Victorians.

This year the Community Resilence team completed a range of prepatory works to form the foundation of the Community Resilence Strategy that will be completed in this financial year.

The strategy will align to and complement the national and state community resilience strategies and focuses on three themes: building stronger communities, making firefighters safer, and working together for the better.


Our Mission

Protection of life, property and the environment

Our Goals

Engage our people Build a safer community Achieve organisational excellence

We will have a highly capable, involved and accountable workforce with an organisational culture that encourages collaboration, trust and innovation.

We acknowledge the primacy of human life. We will be active partners with the community to minimise the frequency and impact of fires and other emergencies and increase individual and community capacity to respond and recover.

We will work to provide an effective and efficient service by continuously improving the processes and procedures within MFB. We will work with the sector to enhance our day to day activities and our capacity to provide state support to extreme events.

The business of protecting life, property and the environment remains the focus of the activities as outlined in the previous MFB Business Plan 2012-2013. Everything MFB does as a contribution to resilience building, sector reform or efficient business management, is aligned to our mission.


MFB HAS SET SEVERAL KEY PRIORITIES FOR 2013–14, AIMED AT SUPPORTING AND ENABLING OUR PEOPLE, IMPROVING SERVICE DELIVERY AS WELL AS CONTINUING TO ACTIVELY PARTNER IN SECTOR REFORM.

Whilst sector reform will be the focus of many MFB activities in 2013–14, we will continue to deliver on the multi–year projects already in place, and commence several new programs as part of our commitment to continually improve the capacity and capability of our service to the community.

The ongoing projects include:

> completing the $109m FOLD training facility at Cragieburn

> delivering the marine capability for the Marine Response Strategy

> continuing to improve the project management framework.

New programs for MFB in 2013–14 include:

> implementing the MFB Information Technology and Telecommunications Strategy

> implementing the MFB Asset Strategy

> developing a planned response to the VAGO report on unplanned absences, including an implementation plan for the actions in the report.

kEy PRIORITIES 2013–2014

Whilst our business plan for 2013/14 does focus on our key priorities for the year, MFB will continue to meet the ongoing requirements for the delivery of our core services, including:

> responding to over 36,000 calls for assistance across the metropolitan district and beyond

> supporting the State Control Centre with experienced and qualified personnel as required during high fire danger periods or for other major emergencies as they occur

> delivering community engagement and education programs to vulnerable communities

> providing expert advice to local councils, building surveyors and developers on the fire safety requirements for the built environment.

Developments in information technology are driving the public’s demand for instant, accurate and local information.


OUR ACTIONS 2013–2014

Engage our peopleWe will have a highly capable, involved and accountable workforce supported by strong leadership, with an organisational culture that encourages collaboration, trust and innovation.

Output Benefits Performance measure (kPI)

Target Accountability

Enhance our performance culture to include meaningful progression and development plans

Employees receive constructive and balanced feedback and support for their future development

Compliance with performance progression – corporate EA

100 per cent compliance by Q4

People and Culture

Embed influential leadership that encourages staff and aligns their efforts with MFB objectives

Improved performance and discretionary effort

Senior Leadership Program

Senior Leadership Program in place by Q2

People and Culture

Continue the negotiation of operational enterprise agreements

Settle wages and benefits for operational staff and the organisation

Two agreements finalised

Two agreements signed by Q4

People and Culture

Successfully implement our corporate enterprise agreement so that our people feel supported, understand their roles and the expectations of MFB

Managers understand and are accountable for corporate EA objectives

Employees have confidence that corporate EA’s will be managed fairly and consistently

Corporate EA implementation plan well delivered with high degree of manager skill and staff confidence

Implementation plan established and agreed by Q1

Implementation tasks completed and integrated into business by Q4

People and Culture


Build a safer communityWe acknowledge the primacy of human life. We will be active partners with our diverse community to manage risks, minimise the frequency and impact of fires and other emergencies and increase individual and community capacity to respond and recover.



Develop and implement our community resilience strategy, aligned to the sector vision and the National Disaster Resilience Framework

An appropriate best practice community resilience regime

Strategy is agreed by the board

Strategy is implemented across MFB

Strategy signed off by Q2

Implementation by Q4


North West Metro and South East Metro Regions

Work with the emergency management sector to develop a common risk assessment framework for use by agencies across the State

An emergency management strategy that appropriately models risk and assigns resources within an objective assignment framework

Risk framework applied

Agreed risk framework across sector by Q4


Analyse the products and services we deliver, understand their costs and outcomes and build a more effective and efficient emergency service

A clear definition of MFB internal and external services will create capacity and improve efficiency

Products and services catalogues completed for directorates and regions

Seven directorate catalogues completed and amalgamated into organisational catalogue by Q2

Catalogue reviewed and updated for the 2014–15 plan in Q3

Strategy and Innovation

Work with the emergency management sector to create a story that will communicate the sector vision to our partners in government, business and the community

Stakeholder ‘buy in’ to the sector story, resulting in a greater understanding and contribution to sector vision across the community

Sector vision story completed and communicated to stakeholders

Publication of a single sector vision/story by Q2

Strategy and Innovation


Achieve organisational excellenceWe will work to provide an effective and efficient service by continuously improving the processes and procedures within MFB. We will work with the sector to enhance our day to day activities and our capacity to provide support to the state, before, during and after major emergencies.



Support the emergency management sector in realising joint procurement opportunities that support the increased integration of service delivery

Reduced costs

Improved levels of service

Improved level of capability across emergency service organisations

Reduction in costs of selected procurement opportunities

Improved service delivery and economies of scale Q4

Corporate Services

Support the development of a State Training Strategy that includes a common training platform and partnerships

More efficient and effective emergency services

Undertake joint training to build confidence, trust and trust across the sector

State Training Strategy developed

Training programs and exercises conducted with sector partners

State Training Strategy and Implementation Plan completed by Q2

Two localised multi-agency exercises in 2013–14

Organisational Learning and Development

Complete construction of the FOLD Facility

A modern, safe and efficient training facility for MFB and other emergency service organisations

Construction completed to required standard

Construction complete and facility hand over by Q3


Implement the FOLD Facility Transition Plan

Minimal disruption to ongoing training programs across the organisation

Operational training transitioned to new facility at Craigieburn

Transition complete by Q4



AS PART OF THE MFB’S ACCOUNTABILITY TO THE VICTORIAN GOVERNMENT, MFB IS ExPECTED TO ACHIEVE THE FOLLOWING TARGETS IN 2013–2014. THE FOLLOWING TABLE REPRESENTS THE ASPECTS OF SERVICE DELIVERY PERFORMANCE FOR MFB ESTABLISHED BY GOVERNMENT, AS PER THE PERFORMANCE MEASURES LISTED IN THE 2013–2014 BUDGET PAPER NO. 3, SERVICE DELIVERY.

Budget Paper 3 performance measures and targets

Unit of measure 2013–14 target

2012–13 outcome

2011–12 outcome

Quantity

Permanent operational staff number 1,845 1,866 New measure

Permanent support staff number 342 324 New measure

Quality

Road crash rescue accredited brigades/units

number 5 5 New measure

Level 3 Incident Controller trained staff* number 85 81 New measure

Structural fires contained to room or object of origin (excluding fires in buildings

confined to non–combustible containers) **

per cent 80 86.9 86.7

Timeliness

Emergency response times meeting benchmarks – structural fires

per cent 90 90.7 91.4

Emergency response times meeting benchmarks – road accident rescue response

per cent 90 85.5 85.1

Emergency response times meeting benchmarks – emergency medical response

per cent 90 94.6 95.3

* Urban metropolitan emergency context.** 80 per cent is the state-wide target, MFB target is 90 per cent.

MFB will also be working closely with the Office of the Emergency Services Commissioner OESC (soon to become the Inspector General, Emergency Management) on the development and implementation of service delivery expectations and standards for the sector. MFB has already piloted the capability self–assessment tool and will use the lessons learned from the exercise to inform business planning in future years.

OUR COMMITMENT TO GOVERNMENT


OUR PERFORMANCE IN 2013–2014 WILL BE MEASURED BY KEY PERFORMANCE INDICATORS FOR OBJECTIVES WHERE A PERFORMANCE METRIC CAN BE CLEARLY ESTABLISHED AND MEASURED AGAINST PREVIOUS LEVELS.

kEy PERFORMANCE INDICATORS

Major outputs/deliverables performance measures

Unit of measure 2013–14 Target

2012–13 Outcome

2011–12 Outcome

kPI 1 Structure fires contained to room of origin (BP3 definition)

percent 90 86.9 86.7

kPI 2 Emergency response times – structural fires (90th percentile)

minutes 7.7 7.6 7.5

kPI 3 Emergency response times – road accident rescue response (90th percentile)

minutes 13 13.4 14.4

kPI 4 Emergency response times – emergency medical response (90th percentile)

minutes 9.2 8.2 8.2

kPI 5 Reduce the number of structure fires per year by 5%

number <3,000 3,183 3,111

kPI 6 Minimise residential structure fires per year with no smoke alarm present

percent <12 12.9 15.9

kPI 7 Active level 1 projects classified as ‘on track’ as at 30 June 2013

percent 90 47 53

kPI 8 Calls for assistance (000)* percent 100% requests met

100

36,059 calls MD: 34,822 CFA: 1,237

100

35,140 calls MD: 34,021 CFA: 1,119

kPI 9 Preventable fire fatalities number 0 4 6

kPI 10 On shift staff availability** percent 95 87.4 87.2

* CFA calls – services provided by the MFB into CFA areas as part of our mutual aid agreement. ** Percentage of rostered staff actually available for duty regardless of the reason for absence.

Metropolitan Fire and Emergency Services Board

MFB Headquarters

456 Albert Street East Melbourne

Victoria 3002 Australia

Telephone +61 3 9662 2311

Facsimile +61 3 9665 4244

ABN 28 598 558 561

www.mfb.vic.gov.au

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