handbook - nsw rural fire service · 6/1/2006 · bfmc handbook – edition 1 june 2006 page 2 of...

Bush Fire Management Committee

Handbook

Edition 1 – June 2006

BFMC Handbook – Edition 1 June 2006 of 91

CONTENTS

BFMC HANDBOOK – INTRODUCTION................................................................................................ 5 Using this handbook ................................................................................................... 5 Abbreviations .............................................................................................................. 5 Acknowledgements ...................................................................................................... 5

1. What is a Bush Fire Management Committee? ...................................................... 6 2. What is the Bush Fire Coordinating Committee? ................................................... 7

2.1. Role of the Bush Fire Coordinating Committee ............................................. 7 2.2. Functions of the Bush Fire Coordinating Committee..................................... 7 2.3. Who is on the BFCC? ..................................................................................... 8 2.4. Standing Committees, structure etc ................................................................ 8

3. BFMC mission statement........................................................................................ 9 3.1. Principles ........................................................................................................ 9

4. Responsibilities of BFMCs ................................................................................... 10 5. Relationship between BFCC and BFMCs ............................................................ 11

5.1. Responsibilities of the BFCC to BFMCs ...................................................... 11 5.2. Responsibilities of BFMCs to the BFCC ...................................................... 11

6. How is a BFMC formed?...................................................................................... 12 7. What area does a BFMC cover? ........................................................................... 13 8. Who is on a BFMC? ............................................................................................. 14

8.1. Other organisations/agencies ....................................................................... 15 8.2. How do you decide who should represent you?............................................ 15 8.3. BFMC member organisations and agencies profile .................................... 16

9. What does a BFMC do?........................................................................................ 21 9.1. What must a BFMC do?................................................................................ 21 9.2. What may a BFMC do?................................................................................. 23 9.3. What doesn’t a BFMC do? ........................................................................... 24 9.4. Can a BFMC undertake work? ..................................................................... 24

10. How does a BFMC conduct its business?......................................................... 25 10.1. Meetings .................................................................................................... 25 10.2. Transaction of business outside meetings or by telephone ....................... 25 10.3. Budget, finances & resources ................................................................... 25 10.4. Can a BFMC force work?......................................................................... 25 10.5. Can a BFMC direct fire fighting agencies or brigades? .......................... 26 10.6. Liaison outside the BFMC ........................................................................ 26

11. BFMC records & files....................................................................................... 27 12. Members ........................................................................................................... 28

12.1. What is expected of you as a member ....................................................... 28 12.2. What you can expect ................................................................................. 31 12.3. Relationship between BFMC members and their organisation/agency ... 32 12.4. Disclosure of pecuniary interests.............................................................. 33 12.5. As a BFMC member what documents should you have? .......................... 34 12.6. Induction ................................................................................................... 34 12.7. Delegates................................................................................................... 34

13. Chairperson ....................................................................................................... 35 13.1. Who is the Chairperson? .......................................................................... 35 13.2. Role & responsibilities.............................................................................. 35 13.3. Absence of chairperson............................................................................. 36


14. Executive Officer .............................................................................................. 37 14.1. Who is the Executive Officer..................................................................... 37 14.2. Can the Executive Officer’s role be delegated? ....................................... 37 14.3. Role ........................................................................................................... 37 14.4. Responsibilities and duties........................................................................ 38 14.5. Managing the workload ............................................................................ 42 14.6. Limitations ................................................................................................ 43

15. Fire Classification Group.................................................................................. 44 15.1. What does the fire classification group do? ............................................. 44 15.2. Who is in the Fire Classification Group? ................................................. 44

16. Quorum ............................................................................................................. 45 16.1. What to do when you don’t have a quorum .............................................. 45

17. Sub-committees & working groups .................................................................. 47 17.1. Can you and should you have sub-committees? ....................................... 47 17.2. Guide for establishing sub-committees and working groups.................... 48

18. How are changes made to the BFMC? ............................................................. 49 18.1. Adding members........................................................................................ 49 18.2. Changing members ................................................................................... 49 18.3. Removing members ................................................................................... 49 18.4. Changing the name of a BFMC ................................................................ 49 18.5. Amalgamation of BFMCs ......................................................................... 49

19. Managing observers & guests........................................................................... 50 20. Good meeting practice ...................................................................................... 52

20.1. Frequency of meetings .............................................................................. 52 20.2. Arranging meetings................................................................................... 52 20.3. Selecting the venue.................................................................................... 52 20.4. Setting the agenda..................................................................................... 53 20.5. Meeting papers.......................................................................................... 54 20.6. Meeting procedure .................................................................................... 54 20.7. Fostering a sense of cooperation and teamwork ...................................... 55 20.8. Refreshments: when, what type, who pays?.............................................. 55 20.9. Managing effective debate ........................................................................ 56 20.10. Decision-making by consensus ................................................................. 56 20.11. Participating in decision making discussions........................................... 58 20.12. Making and recording decisions............................................................... 62 20.13. Minutes...................................................................................................... 62

21. Dealing with sensitive information................................................................... 64 21.1. Freedom of information (FOI).................................................................. 64 21.2. Privacy and personal information ............................................................ 64

22. Funding – fire trails and mitigation works........................................................ 66 23. Public visibility and image................................................................................ 67 24. Membership list & contact details .................................................................... 68 25. Checklists & timeframes................................................................................... 69

25.1. What should be done before a meeting? ................................................... 69 25.2. What should be sent to members prior to a meeting?............................... 69 25.3. What should members do prior to a meeting? .......................................... 70 25.4. What should be done during a meeting?................................................... 70 25.5. What should be done after a meeting?...................................................... 72 25.6. At the start of each year ............................................................................ 73 25.7. Once per year............................................................................................ 73 25.8. Once per 2 years ....................................................................................... 74


25.9. Once per 5 years ....................................................................................... 74 26. Using BRIMS – BFMC module ....................................................................... 75 27. Where do I get more information/advice? ........................................................ 76 28. Forms & templates............................................................................................ 77

A. Letterhead ......................................................................................................... 78 B. Notice of meeting .............................................................................................. 79 C. Agenda .............................................................................................................. 80 D. Business paper .................................................................................................. 81 E. Correspondence register................................................................................... 83 F. Minutes.............................................................................................................. 84 G. Task register...................................................................................................... 86 H. Working group/sub-committee documentation ................................................. 87 I. Invitation to provide a member for the BFMC ................................................. 89 J. Welcome new member letter ............................................................................. 91


BFMC Handbook – Introduction This Handbook contains information to assist understanding of BFMCs. It does not contain information relating to bush fire management, fire behaviour, environmental considerations or the management practices or attitudes of particular organisations/agencies. For more information on these matters, you should refer to the information provided by organisations/agencies and training offered by a number of providers. An understanding of these things will enhance your ability to contribute effectively and productively to BFMC discussions.

Using this handbook References to “sections” are to the Rural Fires Act 1997, to “clauses” are to the Rural Fires Regulation 2002.

This handbook needs to be read in conjunction with legislation and other BFCC policies to gain a full understanding of the environment in which BFMC’s operate.

Abbreviations BFCC Bush Fire Coordinating Committee BFMC Bush Fire Management Committee BFMF Bush Fire Mitigation Fund (NSW) BMP Bushfire Mitigation Programme (Commonwealth) BRIMS Bush Fire Risk Information Management System DEC Dept of Environment & Conservation (incorporates the

National Parks & Wildlife Service) ESD Ecologically sustainable development FOI Act Freedom of Information Act 1989 LEMC Local Emergency Management Committee NPWS National Parks & Wildlife Service NSWFB New South Wales Fire Brigades PPIPA Privacy & Personal Information Protection Act 1998 RFS Rural Fire Service RLPB Rural Lands Protection Board RMP (or BFRMP) Bush Fire Risk Management Plan SF Forests NSW (aka Forestry Commission, State Forests) The Act Rural Fires Act 1997 The Reg Rural Fires Regulation 2002 XO Executive Officer

Acknowledgements This manual has been drafted for the NSW Bush Fire Coordinating Committee by Sara Macartney, of the NSW Rural Fire Service. The assistance of the Nature Conservation Council and the NSW Dept of Environment & Conservation in providing their own related documents for use in developing this manual is gratefully acknowledged.

Photographs have been provided by RFS Head Office and RFS Canobolas Zone, unless otherwise attributed.

BFMC Handbook – Introduction


1. What is a Bush Fire Management Committee?

Bush Fire Management Committees (BFMCs) are committees established under the provisions of the Rural Fires Act 1997 and the Rural Fires Regulation 2002 (the Act and Reg).

BFMCs are not council committees, nor are they Rural Fire Service committees; they are responsible to the Bush Fire Coordinating Committee (BFCC). BFMCs are subordinate committees to the BFCC and are subject to its directions.

BFMCs are groups of people with technical expertise, experience and local knowledge who work together for bush fire management purposes, and who can collaboratively develop better bush fire management decisions than any one acting alone.

Members are drawn from particular organisations and agencies, as specified by the Act. Each person is there to ensure the best bush fire management outcomes for the community, while also aiming to represent their agency and to achieve outcomes that are advantageous to them.

What is a Bush Fire Management Committee?


2. What is the Bush Fire Coordinating Committee?

The Bush Fire Coordinating Committee (BFCC) is a NSW statutory body representing the Crown, established under the provisions of the Rural Fires Act 1997 and the Rural Fires Regulation 2002 (the Act and Reg). It meets 4 times a year.

The BFCC is the parent committee of the BFMCs and determines the guidelines and requirements for their operations.

2.1. Role of the Bush Fire Coordinating Committee The BFCC provides a forum through which a broad cross-section of Government and non-Government organisations with an interest in the prevention, mitigation and suppression of bush fires can come together to develop and progress policies and procedures aimed at ensuring a coordinated, agreed approach to major issues.

Many complex issues with the potential to cause conflict have been worked through and agreed at BFCC level, because the concerns and imperatives of each organisation/agency are able to be explained and explored thus ensuring, as far as possible, agreed outcomes.

Perhaps the greatest benefit of the BFCC is in developing an understanding between the various member organisations of the various roles and concerns held.

The BFCC does not have a role in fire fighting operations, although it reviews major bush fire suppression operations to identify opportunities for improvement.

2.2. Functions of the Bush Fire Coordinating Committee The BFCC has particular functions specified by section 48 of the Act:

(a) responsible for planning in relation to bush fire prevention and co-ordinated bush fire fighting,

(b) responsible for advising the Commissioner RFS on bush fire prevention, mitigation and co-ordinated bush fire suppression,

(c) such other functions as are conferred or imposed on it by or under the Rural Fires Act 1997 or any other Act.

The BFCC must report to the Minister on any matter referred by the Minister to it and may report on any matter relating to the prevention and suppression of bush fires whether referred to it or not, and may enter into arrangements with the Minister for Land and Water Conservation or any public authority with respect to the reduction of bush fire hazards.

The BFCC may request the Commissioner RFS to conduct a performance audit under section 62A with respect to implementation of bush fire risk management plans generally or for a specified rural fire district or other part of the State.

The BFCC must have regard to the principles of ecologically sustainable development described in section 6(2) of the Protection of the Environment Administration Act 1991 in carrying out any function that affects the environment.

What is the Bush Fire Coordinating Committee?


2.3. Who is on the BFCC? Membership of the BFCC is set by section 47 of the Act which specifies that the BFCC is to consist of 13 members as follows:

(a) the Commissioner, who is to be the Chairperson of the Committee,

(b) an officer of New South Wales Fire Brigades nominated by the Commissioner of NSW Fire Brigades,

(c) an officer of the Forestry Commission nominated by the commissioner constituting the Forestry Commission,

(d) an officer of the National Parks and Wildlife Service nominated by the Director-General of National Parks and Wildlife,

(e) a person appointed by the Minister on the recommendation of the Local Government Association of New South Wales,

(f) a person appointed by the Minister on the recommendation of the Shires Association of New South Wales,

(g) a fire control officer appointed by the Minister on the recommendation of the NSW Rural Fire Service Association Inc,

(h) a person appointed by the Minister on the recommendation of the Commissioner of Police,

(i) a person appointed by the Minister on the recommendation of the Minister for the Environment,

(j) a person nominated by the Nature Conservation Council of New South Wales,

(k) a person appointed by the Minister on the recommendation of the NSW Farmers Association,

(l) an officer of the Department of Community Services nominated by the Minister for Community Services,

(m) an officer of the Department of Land and Water Conservation nominated by the Director-General of the Department of Land and Water Conservation.

Note: since the commencement of the Act, there have been several changes to the names, composition and responsibilities of several government departments:

• The Forestry Commission is commonly referred to as Forests NSW or State Forests

• The Dept of Environment & Conservation (DEC) provides the ‘officer of NPWS’

• The Dept of Lands provides the ‘officer of the Department of Land and Water Conservation’

2.4. Standing Committees, structure etc The BFCC has two permanent Standing Committees: the Planning & Implementation Standing Committee and Policy Development Standing Committee. These Standing Committees are responsible for investigating and making recommendations on issues referred by the BFCC. They meet generally at least 4 times every year, ahead of the BFCC meetings.

What is the Bush Fire Coordinating Committee?


3. BFMC mission statement The purpose of the BFMC is to provide cooperative interaction between organisations, agencies and the community for coordinated bush fire management in the BFMC’s area.

3.1. Principles • All activities of the BFMC must be undertaken in accordance with the policies and

directions issued by the BFCC.

• Statutory roles and responsibilities of government agencies and rights of land holders are to be recognised and respected.

• All activities are to be undertaken having regard to the principles of ecologically sustainable development described in section 6 of the Protection of the Environment Administration Act 1991.

• The BFMC is to work closely with its community on all matters relative to the protection of land, life, property, socio-economic values and the environment from bush fires.

• Decisions of the BFMC are to be by consensus.

• The BFMC has no power to conduct or take part in fire fighting or fire prevention activities.

BFMC mission statement


4. Responsibilities of BFMCs BFMCs exist to ensure that bush fire management is adequately assessed, designed and executed. They provide a forum for cooperative and coordinated bush fire management and community involvement.

BFMC responsibilities and objectives are grouped into the following themes:

Preparation of plans

• Prepare, monitor and maintain a bush fire risk management plan for the BFMC’s area of responsibility in accordance with the process issued by the BFCC.

• Prepare, monitor and maintain an operations coordination plan (plan of operations) for the BFMC’s area of responsibility in accordance with the process issued by the BFCC.

Coordination/cooperation between organisations/agencies

• Provide a forum for discussion and familiarisation between organisations, agencies, groups and individuals, leading to cooperative and coordinated bush fire management in its area.

• Help to coordinate bush fire mitigation works programs and funding applications in the BFMC’s area of responsibility.

• Identify and utilise opportunities for relevant multi-agency training activities.

Consultation/communication between organisations/agencies and the community

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• Provide a forum for discussion between the community and organisations/agencies on bush fire management issues.

Facilitation and education

• Identify and facilitate the utilisation of opportunities for multi-organisation/agency community education and consultation activities.

Monitoring and reporting

• Monitor and report on hazard reduction activities in accordance with the BFCC’s directions.

Provision of local advice/opinion

• Participate in the prioritisation and assessment of bids for funding for bush fire mitigation works.

See section “What does a BFMC do?” for further information.

Responsibilities of BFMCs


5. Relationship between BFCC and BFMCs

5.1. Responsibilities of the BFCC to BFMCs The BFCC will:

• Provide advice and policy direction to BFMCs on bush fire management issues.

• Provide guidance and instruction to BFMCs on required tasks.

• Contact BFMCs when any decision affecting BFMC business is made by the BFCC, or when the BFCC becomes aware of any such change made by others.

• Provide a forum for dispute resolution for BFMCs where local attempts to reach agreement have failed.

The BFCC has a range of policies that govern BFCC and BFMC business. Copies of all BFCC policies can be found via the RFS public website: www.rfs.nsw.gov.au/dsp_content.cfm?CAT_ID=417

5.2. Responsibilities of BFMCs to the BFCC BFMCs are to:

• Operate in accordance with all guidelines and instructions issued by the BFCC.

• Submit draft plans to the BFCC as required by the Act.

• Submit reports as required by the BFCC.

• Refer issues and recommendations with wider policy implications to the BFCC where necessary.

• Refer any matters considered relevant or likely to be of interest to BFCC for its information and consideration.

• Provide copies of the minutes of BFMC meetings to the BFCC.

Relationship between BFCC and BFMCs


6. How is a BFMC formed? A BFMC is constituted by the BFCC, under the provisions of section 50 of the Rural Fires Act 1997. A BFMC cannot form or restructure itself – approval must be sought from the BFCC for the desired changes. BFCC policy specifies what matters are to be taken into account when considering requests to amalgamate, de-amalgamate, rename etc.

How is a BFMC formed?


7. What area does a BFMC cover? Every rural fire district and other area in NSW with a reasonable risk of bush fires is covered by a BFMC. BFMCs are normally based on local government boundaries, but this is not necessarily always the case. There is a list of current BFMCs and their areas in BRIMS.

There are currently 71 BFMCs in NSW.

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What area does a BFMC cover?


8. Who is on a BFMC? Membership of a BFMC is set by clause 15 of the Reg which specifies that, unless the BFCC determines otherwise, the following are to be invited to become members of a BFMC:

(a) a person nominated by each local authority whose area comprises land in the BFMC’s area, being (in the case of a local authority that is a council) the Mayor or a councillor of the council,

(b) a person nominated by each of the following organisations as being in charge of its affairs in the BFMC’s area:

(i) the Roads and Traffic Authority,

(ii) the Department of Land and Water Conservation,

(iii) the New South Wales Fire Brigades,

(iv) NSW Police,

(v) each distribution network service provider listed in Schedule 3 to the Electricity Supply Act 1995 having a distribution district comprising land in the BFMC’s area,

(vi) each rural lands protection board established for any rural lands protection district comprising land in the BFMC’s area,

(vii) the State Rail Authority,

(viii) Rail Access Corporation,

(c) a person or persons nominated by the National Parks and Wildlife Service as being in charge of its affairs in the BFMC’s s area,

(d) a person or persons nominated by the Forestry Commission of New South Wales as being in charge of its affairs in the BFMC’s area,

(e) a person nominated by each local authority for the BFMC’s area as having responsibilities for the performance of the local authority’s functions respecting the environment,

(f) a person nominated by the Nature Conservation Council of New South Wales,

(g) not more than 2 persons chosen by rural fire brigades operating in the area,

(h) a rural land holder nominated by the NSW Farmers Association or, if the Association does not nominate a rural land holder, by the local authority for the area,

(i) a person nominated by each Local Aboriginal Land Council for any Local Aboriginal Land Council area comprising land located in the BFMC’s area,

(j) any other person or persons approved by the BFCC.

Note: since the commencement of the Act, there have been several changes to the names, composition and responsibilities of several government departments:

• The Dept of Lands nominates the person for the Department of Land and Water Conservation

Who is on a BFMC?


• The Rail Corporation New South Wales (RailCorp) nominates the person for the State Rail Authority

• The Australian Rail Track Corporation Ltd (ARTC) nominates the person for the Rail Access Corporation

• The Dept of Environment & Conservation (DEC) nominates the person from the NPWS

• The Forestry Commission is commonly referred to as Forests NSW or State Forests

Where any of the listed organisations/agencies exist within the BFMC’s area they must be invited to provide a member of the BFMC, unless the BFCC determines otherwise in a particular circumstance. If the BFCC makes any variation, the BFMCs concerned will be advised in writing.

Invitations to eligible organisations and agencies are issued by the BFMC on behalf of the BFCC. Unless otherwise advised by the BFCC, every effort should be made to contact the organisations/agencies listed.

There is no obligation for any person or organisation/agency invited to be a member of a BFMC to accept that invitation, although full participation is strongly encouraged by the BFCC.

Organisations and agencies can choose who they will provide as a member of a BFMC, within the scope provided by the legislation. Their decision as to whether they want to provide a member or not must be recorded in the minutes of the BFMC meeting following the issue of the invitation.

8.1. Other organisations/agencies Clause 15 provides for members drawn from other organisations and agencies which exist in a BFMC’s area, subject to the approval of the BFCC.

The types of organisations/agencies which are to be considered under this provision are those with a significant land management or fire fighting responsibility within the BFMC’s area of responsibility (eg the Australian Defence Force).

The additional member provisions of clause 15 were not intended to provide for the inclusion of the supporting emergency services and functional areas such as the State Emergency Service, Ambulance Service, Dept of Agriculture, and the like. Input and advice from these agencies, if required, should be accessed via the Local Emergency Management Committee (LEMC). There are normally BFMC members who also sit on the LEMC (often RFS, NSWFB, Police) who can facilitate the informal exchange of information between the two committees. For formal interactions, the BFMC should seek the views of the LEMC, preferably in writing.

8.2. How do you decide who should represent you? In choosing BFMC members, organisations and agencies need to ensure that the person satisfies the eligibility requirement of the Reg. They should also give consideration to which officer most clearly has the experience and knowledge to contribute to discussion. NB: the most appropriate person’s job or position title may not necessarily include the word “fire”.

Who is on a BFMC?


Local authorities need to ensure that their nominated member, for the purposes of Clause 15(e), has responsibility for the performance of the local authority’s functions respecting the environment. This relates to the local authority’s responsibility as a regulator, rather than a landowner. For example, the manager of a council’s parks and gardens will not usually have the responsibility for the environment contemplated by Clause 15.

8.3. BFMC member organisations and agencies profile 8.3.1. NSW Rural Fire Service The NSW Rural Fire Service (RFS) was established on 1st September 1997, by the Rural Fires Act 1997. It is the successor of an organisation that has been around for 100 years - known as the NSW Bush Fire Brigades.

While the RFS does not own any land, it is responsible for fire suppression and prevention activities in over 90% of NSW.

The RFS is responsible for managing bush fire hazard complaints across the State, and also plays a significant role in advising landowners, developers and councils about bush fire protection measures required for new and existing developments.

8.3.2. Local authority • Local government councils Local government councils are established for each local government area in NSW. They provide appropriate services and facilities for the community; properly manage, develop, protect, restore, enhance and conserve the environment of the area for which they are responsible, in a manner that is consistent with and promotes the principles of ecologically sustainable development; and are custodians and trustees of public assets and must effectively account for and manage the assets for which they are responsible.

• Western Lands Commissioner The Western Division of NSW comprises some 32.5 million hectares, 42% of the land area in NSW. The vast majority of the Western Division is Crown Land, administered under various Crown Lands Acts, in particular the Western Lands Act 1901, by the Dept of Lands through the Western Lands Commissioner.

• Lord Howe Island Board The functions of the Lord Howe Island Board are to undertake the care, control and management of the Island and trading affairs on the Island, including: protection and conservation of fisheries, flora and fauna; water supply, sewerage, drainage; public health; roads and public facilities generally; tourist trade; and dealings in leases etc.

8.3.3. Roads and Traffic Authority The RTA is the NSW State Government agency responsible for:

• Improving road safety.

• Testing and licensing drivers and registering and inspecting vehicles.

• Managing the road network to achieve consistent travel times.

Who is on a BFMC?


The RTA manages 17,623 km of State Roads including 3105 km of national highways. This includes facilities such as traffic lights, roundabouts, signs and linemarking. It also manages nearly 3000 km of regional roads and local roads in the unincorporated area of NSW where there are no local councils. It provides financial assistance to local councils to manage 18,497 km of regional roads and, to a limited extent, local roads, through funding and other support.

Other areas of RTA interest include 4787 bridges, major culverts and tunnels and nine vehicular ferries.

8.3.4. Department of Land and Water Conservation The DLWC has been restructured since the Act commenced. The NSW Dept of Lands now has the role of managing the State’s Crown lands.

The Crown Lands Division practices sustainable management of State-owned lands for the benefit of the people of NSW. It is the primary administrator for Crown land tenures and unallocated Crown lands – a total area of approximately 12.7 million hectares.

The Crown Lands Division looks after Crown lands held under lease, licence or permit; community managed reserves; lands retained in public ownership for environmental purposes; and lands within the Crown public roads network. It also allocates Crown land for public uses - such as schools, hospitals, sporting, recreation and community events.

8.3.5. New South Wales Fire Brigades The NSW Fire Brigades (NSWFB) is the NSW government agency responsible for managing fire emergencies in the major cities, metropolitan areas and towns across rural and regional NSW. It is also responsible for protecting the State from hazardous material incidents and by extension of this capability, the consequences of terrorism.

8.3.6. NSW Police The NSW Police is Australia's oldest and largest police organisation and one of the biggest in the English speaking world.

The main functions of NSW Police are:

• preventing, detecting and investigating crime

• monitoring and promoting road safety

• maintaining social order

• performing and coordinating emergency and rescue operations.

• traffic control

• communications

• intelligence analysis

• anti-terrorist negotiation

Who is on a BFMC?


8.3.7. Electricity distribution network service providers • Country Energy

Country Energy is a leading Australian energy services corporation owned by the NSW Government.

Country Energy manages Australia's largest power supply network across 95% of NSW, and offers retail electricity in five states and territories.

It also provides reticulated natural gas to 24,000 customers in southern NSW and water and sewerage services to 10,000 customers in far west NSW.

• Energy Australia EnergyAustralia is one of the largest energy suppliers in Australia with 100 years experience. It provides broad-based energy solutions ranging from electricity and gas supply, to energy management and renewable energy alternatives.

EnergyAustralia operates an electricity network of around 22,275 km2 – distributing electricity to the Sydney, Central Coast and Hunter regions. It also sells electricity to customers in NSW, ACT, SA, Victoria, and Queensland.

• Integral Energy Australia Integral Energy is the second largest state-owned energy corporation in NSW.

Integral Energy distributes and retails electricity and value added services to 807,000 customers, or 2.1 million people, in households and businesses across a network franchise spanning 24,500 km2 in Greater Western Sydney, the Illawarra, and the Southern Highlands.

• Lord Howe Island Board The functions of the Lord Howe Island Board are to undertake the care, control and management of the Island and trading affairs on the Island, including: protection and conservation of fisheries, flora and fauna; water supply, sewerage, drainage; public health; roads and public facilities generally; tourist trade; and dealings in leases etc.

8.3.8. Rural Lands Protection Boards Rural Lands Protection Boards (RLPBs) exist to protect rural lands on behalf of the NSW community and to deliver specific services to ratepayers and others in each of their Board Districts.

In performing its functions and in delivering service to the NSW community and ratepayers, every RLPB aims to ensure that:

• The Board system will work cooperatively to protect the community from the dangers of exotic disease in animal production and invasion of pest animals.

• Boards will operate cost-effectively and apply the highest standards of accountability.

• Boards will involve the community in its activities through an elected Board of Directors, concentrating its activities on its core functions and key local problems and taking a leadership role in liaison with other community organisations.

Who is on a BFMC?


• Boards will keep the NSW Government fully informed of rural issues, for example, seasonal conditions, together with the benefits given to the NSW community from the operations of the Board system.

8.3.9. State Rail Authority The State Rail Authority no longer exists. The Rail Corporation New South Wales (RailCorp), was formed as a result of a merger of the State Rail Authority of NSW and the metropolitan functions of the Railway Infrastructure Corporation on 1st January 2004. It is a state-owned corporation that has as its main focus the provision of a safe, clean and reliable passenger rail network throughout NSW.

RailCorp provides passenger rail transport throughout NSW via its CityRail and CountryLink services and is responsible for the safe operation, crewing and maintenance of passenger trains and stations. It also owns and maintains the metropolitan rail network and provides access to freight operators in the metropolitan area.

8.3.10. Rail Access Corporation The Rail Access Corporation no longer exists. The Australian Rail Track Corporation Ltd (ARTC) was created after the Commonwealth and State Governments agreed in 1997 to the formation of a 'one stop' shop for all operators seeking access to the National interstate rail network.

ARTC currently has responsibility for the management of 5861 route kilometres of standard gauge interstate track, in NSW, SA , Victoria and WA. ARTC also manages the Hunter Valley Coal Rail network in New South Wales (311 km) and other regional rail links in New South Wales (651 km).

8.3.11. National Parks and Wildlife Service The NSW National Parks and Wildlife Service (NPWS) , no longer exists. It is now the National Parks Division within the Dept of Environment & Conservation. It is responsible for developing and maintaining the parks and reserve system, and conserving natural and cultural heritage in NSW.

The NPWS manages nearly six million hectares of parks and reserves – more than 7% of all land in NSW. We manage a variety of protected areas, including national parks, nature reserves, Aboriginal areas, historic sites, state conservation areas and regional parks.

8.3.12. State Forests (Forestry Commission) Forests NSW is a Public Trading Enterprise responsible for sustainably managing more than 2 million hectares of public native forests and an expanding estate of hardwood and softwood planted forests.

Its goal is to manage the forests under its care to provide the widest range of benefits to the present and future generations of people in NSW.

Who is on a BFMC?


8.3.13. Nature Conservation Council (NCC) The Nature Conservation Council of NSW is the State's peak environmental organisation with over 130 member groups and individual supporters from across the state. Since 1955 NCC has played a leading role in the NSW conservation movement.

The NCC has a website which includes recent media releases, upcoming events, as well as information relating to its goals and activities, history, membership and campaigns: www.nccnsw.org.au

At present there are 41 NCC representatives on BFMCs. NCC also has a representative on the BFCC.

8.3.14. Rural fire brigades The rural fire brigades are part of the NSW Rural Fire Service. They consist of entirely volunteer members who are involved in front-line firefighting and support roles.

8.3.15. NSW Farmers Association The NSW Farmers’ Association is a dynamic, innovative and voluntary industry body representative of the whole farming community in NSW. Through its commercial, policy and lobbying activities it provides a powerful and positive link between farmers and the public.

8.3.16. Local Aboriginal Land Councils Local Aboriginal Land Councils are bodies corporate created by an Act of the NSW Parliament. Their objective is to improve, protect and foster the best interests of all Aboriginal persons within their Council’s area and other persons who are members of the Council.

Who is on a BFMC?


9. What does a BFMC do?

9.1. What must a BFMC do? 9.1.1. Regularly report on its activities BFMCs must report on their activities and other matters relevant to their area. The BFCC specifies the reporting requirements for each BFMC.

9.1.2. Operations Coordination Plan Section 52 of the Act requires each BFMC to prepare a draft operations coordination plan. The BFCC policy Management of Bush Fire Operations sets out the

requirements for preparation of these plans. A draft plan must be submitted to the BFCC within 12 months of the establishment of a BFMC; draft plans updated for current circumstances must be submitted within each successive 2 year period following the constitution of the Committee. Reviews and amendments can be made more frequently, if required.

Once the plan is approved by the BFCC, the BFMC must make constant reference to it to ensure that the arrangements and provisions it care being met by all relevant parties. Some provisions will only have forcwhen a bush fire incident is running; others need to be monitored continuously. The monitoring of compliance with the plan needs to be carried out continuously irrespective of fire activity or lack thereof, so that non-compliance does not become evident only during a bush fire fighting operation.

ontains

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9.1.3. Bush Fire Risk Management Plan Section 52 of the Act requires each BFMC to prepare a draft bush fire risk management plan. The BFCC policy on Preparation of Bush Fire Risk Management Plans sets out the requirements. A draft plan must be submitted to the BFCC within 12 months of the establishment of a BFMC; draft plans updated for current circumstances must be submitted within each successive 5 year period following the constitution of the Committee. Reviews and amendments can be made more frequently, if required.

Once the plan is approved by the BFCC, the BFMC must make constant reference to it to ensure that the arrangements and provisions it contains are being met by all relevant parties. The monitoring of compliance with the plan needs to be carried out continuously. The BFMC needs to monitor progress towards the completion of treatment works listed in the BFRMP, and the timeliness of the works. The BFMC

What does a BFMC do?


needs to be aware of any delay in completion of treatment works, and to recommend amendments to the planned programs to compensate.

All major land managers and organisations/agencies should provide their annual program of works for bush fire management, prior to commencement, to the BFMC. The works programs should encompass the treatment works identified in the BFRMP. Land managers and organisations/agencies need to be prepared to accept comments and suggestions from the BFMC as to recommended variations to their annual works programs, in order to best serve the interests of the community as a whole. A hypothetical example: due to unforeseen weather-related delays, NPWS has not been able to undertake a burn in a SFAZ to reduce fuels. As a compensatory measure, the RFS agrees to carry out a targeted community education campaign in the area to ensure that people’s properties are well prepared in case of wild fire – even though that will delay the delivery of a community education program in a different area by up to a month. The use of the BFMC can also synchronise works for maximum benefit – for example, two neighbouring land managers may decide to jointly carry out a single HR burn operation, rather than each manager burning its own section at different times. This can save on costs and reduce inconvenience to the community (such as, in this case, being subject to smoke nuisance once rather than twice).

The BFRMP must not be seen as something that must be done once every 5 years then forgotten until the next round. Progress against the plan should be reported at each BFMC meeting, and it should help drive land managers’ programs in terms of bush fire risk management on an ongoing basis. Monitoring performance against planned tasks allows a BFMC to self-audit its progress towards making icommunity safer from busfire.

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9.1.4. Fire trails & the fire trail register

A BFMC must have and regularly maintain a fire trail register. The register must include information for administrative, planning and operational purposes including location, condition and accessibility. The register must comply with any relevant BFCC policy and guidelines. The purpose of the register is to particularly identify those trails that the Committee agrees to classify as primary and secondary fire trails. The fire trail register must be reviewed regularly by the Committee, with particular



attention given to any changes to land management regimes that may warrant amendments to the register.

9.1.5. Maintain an Operations Manual Each BFMC must maintain an Operations Manual. Requirements are detailed in BFCC Policy Management of Bush Fire Operations.

9.1.6. Prepare a pre-season checklist Each BFMC must prepare a pre-season checklist every year. Requirements are detailed in BFCC Policy Management of Bush Fire Operations.

9.2. What may a BFMC do? 9.2.1. Make recommendations regarding bush fire danger periods The Commissioner RFS may vary the bush fire danger period for an area from that prescribed by section 81, on his own initiative or on the recommendation of the BFMC. Any recommendation from the BFMC should be provided to the Commissioner in writing, and must detail the reasons for the variation requested. The Commissioner may also decide to vary the period on his own initiative, but must first consult with and take into account any recommendations made by the BFMC. Ph

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9.2.2. Draw matters to the attention of the BFCC Sometimes a person or organisation/agency may bring to the BFMC a problem they think will benefit from committee discussion and input. This may be due to the access to wider specialist expertise and experience than a single organisation/agency has in order to determine the best solution, or it may be that it would be of advantage to have general support for the position being put (eg: NPWS may be receiving a lot of local criticism for its decision not to burn a particular nature reserve for at least 8 years, in order to protect a particular plant species. While it can respond to the criticism itself, it may be useful for the BFMC to endorse the NPWS’s approach, noting that the action is consistent with the BFRMP and does not pose an unreasonable action in terms of hazard. This way the NPWS has the support of the BFMC generally, being the body most knowledgeable of bush fire management in the area).

On occasion, issues will arise that can’t be resolved locally by the BFMC, or where it appears that the problem may be wider spread, or where the BFMC has devised a solution or developed an idea that might be of wider benefit or application. These matters may be referred to the BFCC for information or advice.

9.2.3. Provide suggestions and feedback to the BFCC The BFCC actively encourages BFMC feedback on its policies, this Handbook etc. Suggestions and comments should be made in writing to the BFCC.



9.3. What doesn’t a BFMC do? The BFMC is not a legal entity, as such, therefore there are a range of things it cannot do.

9.3.1. A BFMC cannot propose HR works The proponent for HR or other physical work should be the owner of the land, or the organisation/agency intending to carry out the work.

9.3.2. A BFMC cannot assess or give approval for HR work A BFMC is not an approval authority. Any environmental and other necessary assessments and approvals must be sought from the relevant approval authorities.

9.3.3. A BFMC cannot veto work A BFMC has no authority to prevent a land owner/manager or other person carrying out work on land. While a BFMC may advise that works are inappropriate for bush fire hazard reasons or not required for bush fire management purposes, it has no authority to prevent the works.

9.3.4. A BFMC cannot direct works A BFMC cannot direct or force any land owner/manager or any other person to undertake or cease any works. It can, however, use its authority and influence to advise and attempt to persuade the person to concur with its view.

9.3.5. A BFMC cannot enter into any contract For example, a BFMC cannot engage an earthmoving contractor for the construction or maintenance of fire trails.

9.4. Can a BFMC undertake work? No, as the BFMC has no staff. If members of the BFMC undertake work, they do it under the auspices of their organisation or agency.



10. How does a BFMC conduct its business?

10.1. Meetings Most BFMC business is conducted within meetings. See the “Good meeting practice” section for details of what is expected and required.

10.2. Transaction of business outside meetings or by telephone

The BFMC may transact any of its business without a formal meeting if required, by the circulation of papers among all the members, although this should be a rare exception rather than the rule.

The BFMC may transact any of its business at a meeting at which some or all members participate by telephone, closed-circuit television or other means, but only if any member who speaks on a matter before the meeting can be heard by the other members.

Papers may be circulated among the members by facsimile, email, post or any other agreed means.

10.3. Budget, finances & resources BFMCs are not legal entities in a financial sense. That is, they cannot expend or receive monies.

A BFMC cannot conduct works, or engage contractors to conduct works. It has no budget nor financial responsibility.

Finances for the hire of meeting rooms, provision of refreshments or meals, document production, photocopying and the like must be provided by members. In practice, the basic administrative costs are often carried by the organisation/agency providing the XO, or the local council. The BFMC needs to discuss this issue and come to agreement on who will bear what costs.

BFMC members should share access to resources necessary to carry out the Committee’s work, such as printers and photocopiers, meeting rooms etc.

10.4. Can a BFMC force work? A BFMC does not have legal power to force work or compliance. However, a BFMC may, in some cases, set in place requirements for work that can be enforced by others. Section 63 of the Act requires (inter alia) land owners and managers to take the ‘notified steps’ to prevent the occurrence of bush fires on, and to minimise the danger of the spread of bush fires on or from, their land. A BFMC, with the approval of the BFCC, may specify ‘notified steps’ in its bush fire risk management plan.

How does a BFMC conduct its business?


10.5. Can a BFMC direct fire fighting agencies or brigades? The BFMC has no authority to direct fire fighting agencies or rural fire brigades in any manner.

A BFMC cannot direct fire fighting agencies to do, or cease doing, any thing. For example, a BFMC cannot direct the RFS, or a particular rural fire brigade, to assist in a hazard reduction burn on any land tenure. The BFMC may make a request, but this is to be made to the agency, not direct to the brigade.

A BFMC has no power to conduct or take part in fire fighting or fire prevention operations (Clause 16(3) of the Reg).

10.6. Liaison outside the BFMC BFMCs should foster contact with other organisations and groups in the community, as at times it will be useful to have a wider exposure to the community in order to obtain input into BFMC business and to contribute to the business of others.

The range of local community groups varies from area to area and may include:

• voluntary organisations

• local tourism committees

• local historical societies

• conservation and bushwalking groups

• service clubs

• groups representing rural interests

The local council may have a Community Directory listing contacts for the various groups and organisations in the area.

How does a BFMC conduct its business?


11. BFMC records & files Files must be created and maintained for each BFMC.

All agendas, minutes, notice of meetings, etc must be in writing.

All papers, reports, minutes (draft and adopted), tabled documents, correspondence in and out (including emails) etc must be filed.

BFMC files are available for perusal, in their entirety, by any member of the Committee. They should be available during normal office hours at the office of the XO, and the current part should be available at BFMC meetings. A member should not need to give advance notice of wanting to read the file, only sufficient to ensure someone is in the office where it is held to physically provide it.

BFMC files are not available for perusal by persons other than BFMC members (that is, other organisation/agency staff, BFMC observers, the public etc) without the express approval of the BFMC.

BFMC records & files


12. Members This section contains detailed descriptions of what you can expect as a BFMC member. You should also use the “Checklists & timeframes” section to assist you to carry out your role effectively.

12.1. What is expected of you as a member As a BFMC member you are expected to:

12.1.1. Represent your organisation/agency’s interests on the committee. You must ensure that you understand your organisation/agency’s role, responsibilities and policies on bush fire management issues.

It is your responsibility to ensure that the BFMC understands the roles and responsibilities of your organisation/agency in terms of bush fire management activities.

You should endeavour to express the full range of opinions and needs of your organisation/agency, including the risk of adopting or not adopting particular courses of action.

12.1.2. Participate in discussion and contribute to decision making

As the BFMC is required to conduct its business on the basis of consensus decision making, members should:

• Participate and communicate constructively to achieve consensus on all issues.

• Help develop and use mechanisms that encourage resolution of issues.

• Work together inclusively and cooperatively.

• Negotiate with other members to resolve conflicting issues and make balanced decisions.

Members are not on the BFMC purely to represent their organisation/agency. As a member of a BFMC you have a dual role. Firstly, you are a member of the BFMC and have been selected from your organisation/agency so that the Committee has a broad range of potential expertise available to it. Secondly, you have a role in committing your organisation/agency, in the local area, to works and the like.

There are times in discussion when, after their organisation/agencies’ views have been shared with the Committee, the members need to participate in discussions with a view to identifying the best outcome for the community. Any deliberations and decisions of the BFMC should be made on the basis of the best outcome for the community it is established to protect. You need to keep this clearly in mind, so that you do not simply push for the best outcome for your organisation/agency. You can put forward your organisation/agency’s position for the education of the BFMC, but then must step aside from that and take on your role as part of the Committee in weighing up the proposition on offer. You should decide what appears to be the best outcome for the community, and then consider how your organisation/agency might contribute to achieving that outcome.

Members


You must be able to represent your organisation/ agency’s views, but also participate in group deliberations giving the benefit of your knowledge and experience generally. This can be a challenging thing to do effectively, but it does become easier with practice.

As a fictitious example, you may have an

organisation/agency position that under no circumstances would you agree to any clearing of a threatened plant community. However, there is a situation where an area of approximately 30 m2 is proposed to be cleared to protect a nursing home. This edge of the patch is already significantly degraded by urban impacts. The only other feasible fire protection option requires opening a new fire trail approximately 2.6km long with 3 creek crossings through a sensitive environment and long term modification of fuel in an SFAZ of 55ha. It is not as effective in terms of hazard management. You need to set your organisation/agency position aside (the absolute no-clear position) and consider the circumstances and help contribute to the decision as to the best and most reasonable course of action.

You need to inform and educate yourself about the business of the BFMC. For example, you may not be familiar with bush fire behaviour if you’ve had no reason to be involved with it in the past. It is expected that you will make the effort to learn, so that the Committee can benefit from your considered opinion. Also, don’t pretend you understand something when you don’t. All members should strive for the effectiveness of the Committee and be willing to provide explanations asuggest how you could learn. Remember that this is a Committee made up of a variety of people worktogether as a team. It should not be a meeting oorganisation/agency reps with adversarial or parochialattitudes.

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12.1.3. Respect private and personal information You must respect the confidentiality of BFMC deliberations and privileged information with which you may be provided.

12.1.4. Provide information and advice Members must make available to the BFMC all data and information of which they are aware which is

Members


relevant to the BFMC’s work, excepting privileged ‘commercial in confidence’ information.

You must provide regular reports to the BFMC on the activities of your organisation/agency with regard to the Operations Coordination Plan, Bush Fire Risk Management Plan, fire trails, hazard reduction and fire fighting and the like.

12.1.5. Take information back to your organisation/agency You need to keep your organisation/agency informed of the decisions of the BFMC and provide regular feedback to the BFMC.

You should report back to your organisation/agency to inform and seek opinion on BFMC activities. Unless you complete the circuit, the usefulness of the BFMC is limited.

12.1.6. Contribute to the work of the BFMC All members of the BFMC are equal, and have equal responsibilities. The XO is your secretary and the Chairperson maintains order. You are all responsible for getting the Committee’s business done. You’re there to deal with the whole BFMC area, and to make the community safer, irrespective of tenure.

If the Committee fails to do something it is required to do, the failure falls on all members – neither the Chairperson nor the XO takes on the responsibility for you. You need to take an interest in ensuring that the work of the Committee is carried out in a timely fashion, even if your organisation/agency has a limited involvement in the particular task.

You should not just expect the Chairperson and XO to manage timeframes – as a member of the BFMC you need to be aware of what the Committee has to do and by when. You need to keep reminding, keep working to motivate the group to ensure that you discharge your obligations. A failing of the Committee is a failing of all its members.

You are not expected to do all the work yourself personally – for example, the XO is responsible for producing the minutes, but they may have an administrative assistant attend the meeting with them, take notes and draft minutes for them to check. A State Forests member might have their GIS section prepare some information for the member to table at the next meeting. Set up whatever system within your

Members


organisation/agency that you need to be effective. You, however, are the member, and you are the one who needs to understand and to make the decisions.

Once you are a member of the BFMC you are equally responsible for the carriage and discharge of the Committee’s obligations as everyone else. You’re not there just to update others on what your organisation/agency has done.

12.1.7. Attend meetings Members must attend meetings regularly, and on time. Put in apologies if you can’t make the meeting and send adelegate in your place if possible. Only unavoidable absences are acceptable. Sending a delegate should not become a standard practice. See the “Delegates” section for more information.

You must attend meetings. If you don’t, you put the BFMC at risk of being without a quorum. If you are a member, you count towards the calculation of the quorum. If you’re not intending to turn up regularly, or have other commitments that seriously limit your involvement, don’t be a member. Instead, find someone else from your organisation/agency who can attend and contribute. Or, if your organisation/agency’s interest is only on isolated issues, you may advise the BFMC that you do not wish to provide a member, but ask to have an observer able to attend meetings when such issues arise.

Don’t be discouraged if meetings often seem largely a catch-up session between members: this is an important and valid role for the meetings, so that members can develop a rapport and good working relationship.

12.1.8. Prepare for meetings Members must prepare adequately for each meeting. All members must carefully read the minutes of the previous meeting, the agenda and any papers circulated for the meeting. Any queries or business arising should be identified, and preferably notified to the XO, so that they can be included on the agenda for the meeting, if necessary. Check any actions that you were going to be responsible for or chase up, and be ready to report to the Committee on progress made.

It’s your responsibility to come to meetings well prepared and ready to conduct the business of the day and to contribute to meeting the Committee’s obligations.

12.1.9. Contribute to development of plans and other things as required All members are expected to participate in the preparation of plans and other documents and projects.

12.2. What you can expect 12.2.1. To receive meeting notices, agendas & reports You should receive meeting notices, agendas, reports and papers on items for discussion by the BFMC prior to meetings. You should also receive copies of draft and finalised minutes.

Members


You should expect to get adequate notice of meetings and business to be conducted. You should be provided with background information sufficient to prepare you for the business at hand.

12.2.2. Opportunity to participate in BFMC tasks and projects You will be expected to participate in the development of BFMC plans.

12.2.3. To receive copies of correspondence from the BFCC and others Any information provided to the BFCC via the XO should be distributed to members out of session as soon as it is received – it should not be held back until the next meeting.

12.2.4. To contribute resources You are expected to contribute your organisation/agency’s resources to assist the BFMC carry out its responsibilities. This may involve sharing costs and facilities for printing, photocopying, provision of refreshments, etc and also provision of technical skill eg map production, document editing.

12.3. Relationship between BFMC members and their organisation/agency

12.3.1. An organisation/agency’s responsibility to the member The member will need to negotiate with their organisation or agency the extent and manner of the support to be provided to the member.

To ensure that members are able to make a meaningful input into the BFMC, the organisation/agency should:

• ensure that members are adequately trained and provided with information on organisation/agency policies, relevant legislation, the need for networking and the nature of their role

• provide resources (including manuals and guidelines), technical advice and support in resolving issues

• facilitate communication on relevant issues between members

The member must be given the authority to commit the organisation/agency in respect of issues to be discussed by the BFMC. If the organisation/agency is not prepared to give this authority, then the person may not be eligible for membership of the BFMC as per the Reg. The organisation/agency in this case has two options:

• Provide a person who has the appropriate authority as a member of the Committee, or

• Ask for an organisation/agency representative to be permitted as a regular observer at BFMC meetings, understanding that such person will not be permitted to generally engage in BFMC discussions and must not participate in BFMC decisions.

NB: it could reasonably be expected that issues that would require substantial commitment of funds or resources, or a significant change to a policy position, would be identified in the agenda prior to the meeting. A BFMC member is then able to consult with more senior staff, if necessary, to determine the organisation/agency’s position prior to the meeting, so that the member is able to speak with authority at the meeting.

Members


12.3.2. Member’s responsibility to the organisation/agency • Ensure that the position and views of the organisation/agency are available to the

BFMC where relevant to its deliberations.

• Inform the organisation/agency of local issues pertinent to organisation/agency bush fire policy and program objectives including media reporting.

• Report BFMC activities and decisions to the organisation/agency on a regular basis. Members will need to negotiate with their organisation or agency the extent and manner of the reporting required. As a minimum, the member must ensure that any decisions or deliberations of significance to the organisation/agency by the BFMC are passed back to the organisation/agency

• Keep up to date on current bush fire management policy, conservation objectives and fire ecology and bush fire management research.

12.4. Disclosure of pecuniary interests You need to be aware of the potential for conflicts between your role on the BFMC and your other interests. Pecuniary interests are particularly important.

If a member has a direct or indirect pecuniary interest in a matter being considered by the BFMC, and the interest appears to raise a conflict with the proper performance of the member’s duties in relation to the the matter, the member must, as soon as possible after becoming aware of it, disclose the nature of the interest to the BFMC.

A disclosure to the BFMC that the member:

(a) is a member, or is in the employment, of a specified company or other body, or

(b) is a partner, or is in the employment, of a specified person, or

(c) has some other specified interest relating to a specified company or other body or to a specified person,

is a sufficient disclosure of the nature of the interest in any matter relating to that company or other body or to that person. No further details are required or can be demanded of the member.

Details of any disclosure made must be recorded in the minutes.

After a member has disclosed the nature of an interest in any matter, the member must not be present during any deliberation or decision with respect to the matter, unless the BFMC determines otherwise.

Members


12.5. As a BFMC member what documents should you have? • Copy of this manual

• Copy of current operations coordination plan and any draft plan currently in preparation

• Copy of current RMP and any draft plan currently in preparation

• Copy of the last set of meeting minutes (and then each subsequent)

• List of all current BFMC members and their contact details

You should also have access to relevant legislation.

12.6. Induction All members, when joining a BFMC, should be given a briefing on their role on the BFMC by their own organisation/agency.

They should also be provided with an introduction to the BFMC by the XO, including an explanation of:

• The purpose and functions of the BFMC.

• The BFMC’s area of responsibility.

• The structure of the BFMC (ie the members and the organisations/agencies they represent; any sub-committees and working groups and their composition and functions).

• Protocols relating to the management and administration of the BFMC.

• Any current planning, plans and activities of the BFMC.

• The legislative framework within which the BFMC operates.

You should be given a copy of all of the documents listed in the previous section.

12.7. Delegates Where essential, a BFMC member may send a delegate to attend a BFMC meeting. The delegate has the same voting rights and responsibilities as the member.

It is up to you to tell your delegate what they may or may not commit to on your behalf. You need to ensure that they understand the role of the BFMC and the implications of its deliberations and decisions.

Sending a delegate must not become a standard practice.

Members


13. Chairperson

13.1. Who is the Chairperson? The Chairperson is elected annually by the members of the BFMC. The chairperson is a member of the BFMC, but cannot be the XO or a member referred to in Cl 15(b), (c), (d) or (e). That is, the following members are NOT eligible to chair the Committee:

(a) the executive officer

(b) the person nominated by each of the following organisations as being in charge of its affairs in the BFMC’s area:




(iv) NSW Police,

(v) each distribution network service provider listed in Schedule 3 to the Electricity Supply Act 1995 having a distribution district comprising land in the BFMC’s area,

(vi) each rural lands protection board established for any rural lands protection district comprising land in the BFMC’s area,



(c) the person or persons nominated by the National Parks and Wildlife Service as being in charge of its affairs in the BFMC’s area,

(d) the person or persons nominated by the Forestry Commission of New South Wales as being in charge of its affairs in the BFMC’s area,

(e) the person nominated by each local authority for the BFMC’s area as having responsibilities for the performance of the local authority’s functions respecting the environment

The Chairperson holds office, subject to any rules made by the BFCC, for a period of 12 months. A chairperson is eligible for re-election for subsequent terms – no gap is necessary.

13.2. Role & responsibilities The Chairperson is also a member of the BFMC – the Chairperson role is in addition to and separate from your responsibilities as member.

The Chairperson presides at BFMC meetings and signs all BFMC correspondence.

The Chairperson must ensure the BFMC carries out its responsibilities. While the BFMC is collectively responsible for meeting its objectives and tasks, the Chairperson must guide and, where necessary, direct the Committee to ensure that it remains focussed on its tasks and maintains momentum in performing its tasks.

Chairperson


You need to ensure the BFMC meets in a timely manner and that required documents tes. and reports are submitted by due da

evaluing

ponsibilities of the Chairperson are to:

• determine the agenda for each me

mes.

g relationship.

e to

13.3. Absence of chairperson ent at a meeting of the BFMC must elect

ssary, the members who are not ir

You need to make sure meetings are effective and everyone gets a fair and equal chance to be heard and participate in the deliberations of the committee. You need to make sure everyone feels like they have contributed. You need to be sensitive to a variety of communication styles – some will be hesitant to display a position in discord with the group, and you will need to encourage them to express their views. Some will be happy to talk and may, deliberately or unintentionally, prevent others from expressing their opinion (force of character, intimidation, hogging the floor, being loud, using technical terms not known by all, being exclusive, dthe opinions of others). You need to manage thediscussions to ensure that everyone’s view is heardand understood, and no one feels excluded.

The key res

eting of the Committee (the XO will assist)

• provide leadership to the committee in its deliberations.

• facilitate the committee’s effort towards consensus outco

• establish and foster within the committee a cooperative workin

• ensure balanced consideration in decision-making so that all views are heard.

• ensure that the committee observes the statutory and other directions applicablits functioning.

If the Chairperson is absent, members presone of the members present to chair that meeting.

When the election of an acting Chairperson is neceeligible to be Chairperson, should not act in the position. The XO should never chathe meeting.

Chairperson


14. Executive Officer

14.1. Who is the Executive Officer The Executive Officer (XO) is a member of the RFS or NSWFB, as specified by clause 19 of the Reg.

Clause 19 covers all types of BFMCs as follows:

• BFMC constituted under section 50 (1) of the Act - the fire control officer for the BFMC’s area.

• BFMC constituted under section 50 (1A) of the Act - a member of NSW Fire Brigades nominated as Executive Officer by the Commissioner of NSW Fire Brigades.

• BFMC constituted under section 50 (2) of the Act - a member of the RFS nominated as Executive Officer by the Commissioner RFS.

• BFMC constituted under section 50 (3) of the Act:

(a) for groups of rural fire districts - a fire control officer nominated as Executive Officer by the Commissioner RFS, and

(b) for groups of fire districts -a member of NSW Fire Brigades nominated as Executive Officer by the Commissioner of NSW Fire Brigades.

14.2. Can the Executive Officer’s role be delegated? No. There is no provision for this role to be delegated or transferred to any other person.

An XO may make arrangements to assist them in their role, but this must not be confused with delegation. For example, an XO may use an administrative assistant to send meeting papers to members, or to take notes at the meeting from which the draft minutes can be prepared, but the XO must check and endorse the draft minutes prior to circulation.

A BFMC meeting may go ahead even if the XO is absent. While this is undesirable in terms of managing the paperwork, the presence of the XO is not essential for the meeting to proceed. The XO may send a person to assist in taking notes for the minutes if this is convenient. If not, those present need to choose someone to take notes and draft minutes, to pass on to the XO for completion. The Chairperson should bring the paperwork normally distributed by the XO. Although the XO may send a delegate for them as a member, their delegate does not take on the XO function, as this role cannot be delegated.

14.3. Role The Executive Officer of a BFMC is also a member of the BFMC – the XO role is in addition to and separate from your responsibilities as member.

The XO is essentially a secretary, and the focus of the role is to assist the Chairperson and the BFMC to be effective and meet their obligations. To carry out this role, you will need to be very familiar with the business of the Committee.

Executive Officer


A poor performance by the XO will reflect on the professionalism and credibility of their agency, and will hamper the potential of their BFMC.

14.3.1. Assist Chairperson The XO needs to assist the Chairperson to carry out their role. This involves administrative support such as: assistance with the preparation of agendas, and the scheduling of Committee business. It also involves the provision of advice and support to the Chairperson in terms of advice on what the BFMC can and cannot do, and advice on meeting procedure.

The XO should meet with the Chairperson prior to each meeting and discuss:

• the matters listed on the agenda;

• other matters which the XO is aware that are likely to arise during the meeting;

• who should be called on to inform/brief the BFMC on matters during the meeting.

This will provide an opportunity for the Chairperson to clarify any matters about which they are unclear prior to the meeting, with time for the XO to source additional advice if necessary.

14.3.2. Assist BFMC You need to know about the issues, actions, reports etc for which the Committee is responsible. You need to advise the BFMC what it needs to get done and suggest timetables. It is helpful to your BFMC if you can make it very clear what the Committee needs to achieve each meeting – ensuring the agenda highlights current

issues, tasks required and due dates helps to ensure that people turn up ready to complete the business of the day.

You also need to be able to answer queries on the mechanics of BFMC business. The material contained in this Handbook should assist with most enquiries. Further advice can be sought through the BFCC.

You need to pass on all information to the Committee. On receipt of correspondence for the BFMC you need to arrange to have the material distributed or information provided once received – do not wait until the next meeting to advise members of the receipt of the correspondence unless it is scheduled within one week of the receipt of the material. It is not your role to decide what does and does not get passed on in full to BFMC members – you are an administrative assistant rather than a filter or gate-keeper for the Committee.

14.4. Responsibilities and duties Generally the XO’s duties include:

14.4.1. Prepare agendas You should use the template to prepare a draft agenda for the approval of the Chairperson. Check the previous minutes to ensure you pick up any business that needs to carry over to the next meeting. Also check the BFMC calendar so that you can include agenda items in time to meet due dates (eg at a meeting held after

Executive Officer


30th June and before 31st August you should include an item relating to the BFMC’s annual report and the need to ensure all data have been submitted). Include on the draft agenda any item of business requested by a member.

Once approved by the Chairperson, you must produce the final version for distribution to members.

14.4.2. Prepare minutes You must prepare draft minutes for each BFMC meeting, then submit them to the Chairperson for approval for release. Once approved, you then need to distribute them to all BFMC members for comment prior to adoption. You need to collate any comments or changes requested by members and present them to the BFMC at its next meeting when the adoption of the minutes is being discussed. Once the BFMC has made any required changes and adopted the minutes, you must produce the final version and distribute to BFMC members and file.

It is much easier to prepare minutes while the meeting is fresh in your mind. It is recommended that the draft minutes be written immediately following the meeting or the next day if at all possible.

14.4.3. Compile reports and business papers There will be times when briefing papers will be required for meetings. It is your role to compile these into a business paper for distribution prior to the meeting. Sometimes members will provide reports and papers on their own initiative, at other times you will need to ask members to provide written material for inclusion into a business paper for the benefit of the Committee.

NB: it would not be usual for business papers to be required for every meeting of a BFMC.

At times you will be required to compile reports for submission by the BFMC, on the basis of information provided to you by the members.

Where a report is suggesting that the BFMC take a particular course of action, it is very helpful if the report contains a clearly worded recommendation that can be put as a motion for adoption by the BFMC. For example “It is recommended that: the Committee amend its fire trail register to include Horseshoe Road from Waterfall Way to Gaddes’s Ridge Road as a primary fire trail”.

14.4.4. Make and distribute copies of agendas, meeting notices, minutes, draft minutes, business papers, correspondence, reports and the like

It is your responsibility to ensure that copies of agendas, meeting notices, minutes (draft and final), business papers, correspondence, reports and the like are made and distributed to members in a timely fashion. See section “Checklists & timeframes” for more information.

Copies of correspondence addressed to the BFMC must be made and distributed to all members at the time it is received. Correspondence must not be held for distribution at the next meeting, unless it is to be held within one week of receipt of the material.

It is important to note the distinction in this regard between the BFMC and other groups and clubs that you may be familiar with. In groups and clubs with elected office bearers, it is normal that correspondence is not sent to all members, but rather read by the Secretary and President who arrange for any action to be taken as required. A correspondence register is then presented at each meeting, with members

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able to peruse items if they are interested. The BFMC is different – all members are equal and receive copies of all BFMC correspondence.

You must also ensure that copies of any reports prepared and submitted by the BFMC are provided to all members.

14.4.5. Prepare BFMC correspondence At times the BFMC will decide to prepare correspondence – it is your job to draft and prepare the correspondence in accordance with the direction of the BFMC or the Chairperson, and arrange to have it approved and signed by the Chairperson. Letters from a BFMC must NOT be on agency letterhead (RFS or NSWFB). Standard BFMC letterhead is included in the “Forms & templates” section.

14.4.6. Send BFMC correspondence It is your job to arrange the distribution of BFMC correspondence, by post or otherwise as directed.

14.4.7. Arrange meetings You need to consider arrangements for lunch if the meeting is likely to take more than half a day. If no cost-bearing arrangement has been made among BFMC members, when sending the meeting notice you will need to advise members and others attending that they will need to be prepared to purchase their own lunch, or to bring food with them. You should advise whether or not food heating and refrigeration facilities are available at the meeting venue.

14.4.8. Book meeting rooms

While it is up to the Committee to choose the venue, it is your responsibility to book the room. You need to do twith ample time to allowan alternative choicemade if the selected venue is not available

14.4.9. P

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to be

.

repare meeting rooms d table room for all expected to attend. Don’t

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u need equipment such as a data projector/overhead projector or similar

Make sure there’s enough chairs anforget about guest speakers or observers who are likely to be present.

Ensure you have extra copies of any material distributed before the meeting (eg minutes, agendas, discussion papers, correspondence). Also bring some note papand pens.

Check if yofor anyone intending to make a presentation to the Committee. Have it all set up andtest to ensure it functions before anyone arrives. Ensure you are familiar with and caneffectively operate other required equipment, such as air conditioning and lighting.

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Have tea and coffee available

in

At the meeting e on meeting procedure and task time frames.

or as a

apologies received for BFMC meetings, and submit them

anage and hold BFMC files and records to you or your

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ember of the Committee. They should be

file part should be

out must

for people on arrival (if the BFMC has agreed to this).

Have water and glasses available on the tables.

Bring recent BFMC filescase someone wants to refer to them.

14.4.10. Be ready to provide advic

If you’re asked for an opinion be clear whether this is in your role as XO BFMC member representing your agency.

14.4.11. Collate apologies You must record and collateto the Committee when it meets. If the number of apologies received prior to the meeting leaves the BFMC unable to form a quorum, you must advise the Chairperson and arrange to reschedule the meeting – see section “Good meeting practice” for further information.

14.4.12. Maintain, mYou need to maintain files for the BFMC. The files do not belongagency – they belong to the BFMC, and ultimately, the BFCC. You must keep theseparate from your agency files; do not use your agency file numbering system. For example, for the RFS the “BFM/###” files should be used for the RFS records for theBFMC (that is, for reports etc that are produced by the RFS and submitted to the BFMC like any other member). These must not be used as the general BFMC file. A completely separate file must be used.

These are available for perusal by any mavailable during normal office hours at your office. A member should not need to give advance notice of wanting to read the file: only sufficient to ensure someone is in your office to physically provide it.

The currenttaken to each meeting in case anyone wants to peruse it.

All correspondence in and be filed – including emails. Allpapers, reports, minutes (draft andadopted), tabled documents etc must be filed.

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14.4.13. Maintain BFMC calendar and provide feedback to the BFMC as to whether it is meeting schedules

You need to be aware of what the BFMC needs to get done and suggest timetables. You must prepare a calendar for your BFMC. You should present this calendar at each meeting so that members can assess progress and to remind them of required tasks and due dates. You will need to monitor BFMC business and correspondence to add new and update amended tasks and dates to the calendar as they arise. The calendar should have task dates as specified in the “Checklists & timeframes” section. Other tasks and dates must be added as you become aware of them (eg request BFMC provide input to BMP, provide comment on BFCC draft policy).

14.4.14. Maintain membership records and contact details A current membership list must be established and maintained by the XO. As a result of the changes which occur within organisations/agencies on a regular basis involving personnel, organisation/agency name changes, amalgamations, restructures etc the membership list and contact details can quickly become outdated and some organisations/agencies will find that they are not appropriately or adequately represented. This needs to be actively managed by the XO.

It may be useful to circulate the current members’ contact list at every meeting, and have the members confirm the details and to advise you of changes they are aware of which will occur before the next meeting.

See section “Using BRIMS – BFMC module” for information on how to maintain the list.

14.4.15. Induct new members When a new member joins the BFMC, you need to provide them with a copy of this manual and a welcome letter. You need to meet with them prior to their first BFMC meeting to explain the workings of the BFMC, its plans, current projects and issues.

You should also ensure that the new member is appropriately introduced and welcomed at their first BFMC meeting.

14.5. Managing the workload An XO must remember to separate the work required of them as XO, and what is expected of them as a BFMC member – they are not one and the same.

In the past, there has been a tendency for some XOs to take on more work than is actually required of the position. At times this has been due to the XO’s enthusiasm, at others committees have developed unreasonable expectations of the XO and how much of the committee’s work they should do. It is essential that all XOs strive to ensure that they work within the role set by the BFCC. Other committee members must respect and adhere to the dimensions of the XO position.

Remember, to use the resources you have available. For organisation/agency staff, don’t only think of other staff from your own organisation/agency, see if another organisation/agency can help with someone to take minutes, post letters, prepare meeting rooms etc. You are responsible for the tasks – you don’t necessarily have to do everything yourself.

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14.6. Limitations There is no additional status or standing attached to the position of XO in terms of rights to speak or vote at the BFMC. The XO is also a member of the BFMC and in that capacity has the same speaking and voting rights as any other member.

The XO does not “own” or “run” the BFMC, and care needs to be taken to ensure that this perception does not develop. The XO must not “run” the BFMC meetings.

The XO does not have the right to speak on behalf of the Committee. The Chairperson speaks on behalf of the Committee, when required.

BFMC correspondence is signed by the Chairperson – not the XO. The exception is where the BFMC has instructed the XO to do something in particular – usually a routine task, such as sending a copy of the meeting minutes to the BFCC – where it has waived the need for the Chairperson to sign. The letter must be exactly as per the BFMC instruction.

As XO you should not make a practice of doing things without BFMC meetings unless to do something absolutely urgent that cannot wait. This does not include something that you should have done at a meeting but forgot to get around to.

Where the BFMC has to report on its activities, this means the Committee – not you. The XO must not prepare and submit reports ‘on behalf of’ the BFMC. Your job is to prepare the report or submission on the basis of information provided by the Committee. If an organisation/agency’s input is expected or required, but is not provided, you may note this in the draft report or submission. It is essential that all members are involved in the review and reporting cycle so that they are aware of BFMC successes and shortcomings, and can self-audit to ensure that they are not the cause of any delays. Don’t be tempted to hide failures by preparing the report yourself and submitting it without full review.

Executive Officer


15. Fire Classification Group

15.1. What does the fire classification group do? The fire classification group has a very specific role in facilitating the coordinated management of fires involving more than one fire fighting authority.

This Group has four tasks:

1. Decide and declare when a fire is classified at Class 2

2. Appoint a Class 2 Incident Controller

3. Recommend to the Commissioner RFS classification of a fire at Class 3

4. Recommend to the Commissioner RFS a Class 3 Incident Controller

Details of how these tasks are to be carried out are contained in BFCC policy Management of Bush Fire Operations.

15.2. Who is in the Fire Classification Group?

The fire classification group consists of the BFMC members who represent fire fighting authorities.

Fire Classification Group


16. Quorum A quorum is the minimum number of people required to be present in order for a meeting to proceed.

The quorum for a meeting of the BFMC is half of its members (rounded up to the nearest whole number). That is, at least half of the current members must be present for a meeting to go ahead.

It is acceptable for members to participate via teleconferencing, and their presence is to be counted into the quorum.

Be careful of the business to be transacted at meetings where some members will be absent. If you have a quorum, but none of the fire fighting agencies are present, it may not be wise to make decisions on something that is largely relevant to them. In the same way, it may not be wise to make decisions on something that may be mostly relevant to the non-government agencies if they are not present.

The principle to remember is that the Committee is there as a forum to ensure all views are heard and considered when bush fire management decisions are made. It goes against this principle to allocate business to meetings on the basis of which members will and will not be attending. The BFCC strongly discourages action which leads to rescission motions and the like, as this would indicate that the Committee is not functioning in the spirit of cooperation. The Chairperson must monitor this carefully.

16.1. What to do when you don’t have a quorum If the number of members making apologies prior to a scheduled meeting leaves the Committee unable to form a quorum, the meeting should be deferred and members advised accordingly as soon as practicable. Early advice is essential where members have to travel considerable distances for the meeting.

If on the day of the meeting sufficient members are expected to form a quorum but have not arrived by the scheduled start time, you should wait a further 30 minutes for members to arrive. During this time the XO should attempt to contact members to ascertain wthey are on their way to the meeting. If after 30 minutethere is no quorum, and insufficient members are expected, the meeting must be rescheduled for another time.

hether

s

Quorum


16.1.1. What if you don’t have a quorum, and it’s urgent? There will be times when matters must be dealt with and no quorum is present. This should be very much the exception to the norm. At these times, the members present may proceed to discuss the matter, with records of their discussion later circulated to the other members for comment out of session. If no unresolved objections are found, the XO may collate the responses to form the decision of the BFMC, applying the quorum rule to the number of responses required. The matter should be ratified at the BFMC’s next meeting. If objections arise that cannot be resolved out of session, the matter should be deferred until the next meeting – an urgent meeting may need to be called.

Quorum


17. Sub-committees & working groups

17.1. Can you and should you have sub-committees? You can have sub-committees, or you may feel that it introduces an unnecessary level of complexity – it depends on the activity level of your BFMC. Remember that a sub-committee can be just another meeting to go to – and that this may be an unreasonable burden for some members. It is often quicker and more effective to have the whole BFMC discuss and resolve issues at the general meetings. The overuse of subcommittees is strongly discouraged, as this takes away from the strength and cohesion of the Committee. Their overuse can lead to members feeling excluded from decision making, and that the full meetings are simply there to rubber stamp decisions of sub-groups. They can also be used to delay or defer matters that really should be dealt with. If either of these two patterns develop, the members should reassess the operations of the Committee.

The fundamental principle of a BFMC is that all main interest groups are involved in bush fire management decisions. The use of sub-committees to exclude some of these groups is contrary to the intent of the Act and will not be tolerated by the BFCC.

As an alternative to sub-committees, task-based working groups can be used to investigate issues so that options can be presented to the full Committee for decision. They should be used where it would be unwieldy to involve the entire Committee in preliminary investigations and discussions. A working group may investigate issues but all decision making must be referred to the BFMC itself.

The BFMC may not delegate any of its functions to a sub-committee or working group. All recommendations by sub-committees and working groups must be referred to the BFMC for decision. Care must be taken to ensure that sub-committees and working groups do not subsume the role of the Committee itself.

17.1.1. Sub-committees The BFMC may establish sub-committees to assist it in the exercise of its functions. These are long-lived or even permanent fixtures, and should only be established if the volume and nature of the BFMC’s business warrants it on an ongoing basis.

At least three of the members of a sub-committee must be members of the BFMC; other members of a sub-committee may be drawn from outside the Committee. Each sub-committee must have a Convenor who is responsible for coordinating the work of the group.

The procedures for calling meetings of a subcommittee and for the conduct of those meetings are to be determined by the BFMC or the sub-committee itself (subject to direction from the BFMC).

17.1.2. Working groups The BFMC may form task-based working groups to assist it in the exercise of its functions. The use of working groups is recommended rather than the establishment of sub-committees. Working groups are established to carry out a particular task or tasks, and are then wound up and cease to exist. A timeframe must be set for the conclusion of a working group at the time of its formation. They may operate for a very short time, or longer periods in excess of 12 months.

Sub-committees & working groups


Example of a task-based working group: to plan, oversee and assess the cross agency training exercise required by the Operations Coordination Plan. The full Committee needs to approve the exercise once planned, and the full Committee must consider and decide upon any proposal to dispense with the annual exercise.

At least one of the members of a working group must be a member of the BFMC but it does not matter if none of the other members of a working group is a member of the BFMC. Each working group must have a Convenor who is responsible for coordinating the work of the group.

The procedures for calling meetings of a working group and for the conduct of those meetings are to be determined by the BFMC or the working group itself (subject to direction from the BFMC).

17.2. Guide for establishing sub-committees and working groups

When establishing a sub-committee or working group, the BFMC must clearly specify and explain the charter, membership, task/s, reporting requirements and schedule – in writing. A template is included in the “Forms & templates” section.

Sub-committees & working groups


18. How are changes made to the BFMC?

18.1. Adding members If a BFMC wishes to add members other than those specifically provided for by the Regulation, then it must seek the approval of the BFCC (Clause 15(j)). The request must be made in writing to the BFCC, explaining the reasons for requesting the additional member.

In determining whether to allow any additional member, the BFCC will consider the desirability of the addition and will particularly consider whether the need could be satisfied in some other manner (such as the person to attending meetings as an observer).

18.2. Changing members The organisation/agency must advise the BFMC as soon as possible of any change to its representation.

The XO must arrange for the updated information to be provided to the BFCC.

18.3. Removing members There is no specific provision for a member to be removed from a BFMC. However, if a member is failing to adequately participate in BFMC business, the Committee should attempt to resolve the situation with the individual concerned, their organisation/agency, within the BFMC and as a last resort the BFCC. An attitude aimed at encouraging appropriate participation should be maintained. The BFCC may give a direction to an organisation/agency to provide a substitute representative if problems cannot be satisfactorily resolved.

18.4. Changing the name of a BFMC The BFCC has the authority to change a BFMC name. A BFMC may request a name change by writing to the BFCC, explaining the reasons for the requested change.

18.5. Amalgamation of BFMCs BFMCs may only be amalgamated, split or otherwise altered with the approval of the BFCC. A BFMC may request amalgamation or alteration by writing to the BFCC, explaining the reasons for the change requested, in accordance with the BFCC policy.

How are changes made to the BFMC?


19. Managing observers & guests An observer is any person who attends a meeting but is not a member of the BFMC. An observer or guest may be invited by the Committee to attend for any number of reasons: to listen or contribute to or make a presentation on a particular subject, or for administrative reasons such as recording the minutes. For example, you might invite operators of tourist accommodation establishments if you wanted to explore bush fire issues associated with these in your area.

An observer should:

• Attend only with the BFMC’s concurrence (which can be either prearranged or granted at the start of a meeting). The BFMC may decide that certain observers may be in attendance only while the matter relevant to them is being considered.

• Make presentations or comment only at the request of a member and/or the invitation of the chairperson.

• Not intrude on the BFMC’s deliberations or decision-making processes.

• Observe all confidentialities and operating protocols of the BFMC, as well as any other conditions of attendance specified by the BFMC.

The record of attendance in the minutes should clearly distinguish between members and observers. There is a tendency for additional organisation/agency personnel to attend meetings in an ‘observer’ capacity as their organisational/agency responsibilities are such that they need to be fully briefed on bush fire management matters. However, over time regular observers tend to merge with the representatives and actively participate in BFMC decision-making, unless their involvement is carefully documented.

Observers should not take part in the meeting proceedings without the invitation of the Chairperson. They may be asked to give information or an opinion on a matter, but must not participate in any decision making. You don’t have to get observers to agree to a consensus decision. Observers must not propose or vote on motions. Unless the relationship between member and observer is carefully managed it can create the perception that the BFMC is simply a rubber stamp for a particular organisation/agency (often the RFS).

BFMC meetings are not specifically open to the public or to organisations or agencies generally who have provided BFMC members. However, it can be counter-productive to prevent the attendance of a person who particularly desires it. The BFMC should carefully consider the potential ramifications (particularly political ones) of denying access to a person seeking to view a BFMC meeting. Generally, discussions at a BFMC should be able to progress without public present in order to allow for full and frank debate of the issues which may not be possible in an open public forum. The BFMC should not be seen as a ‘secret’ organisation. Any of its plans or decisions must be available for public scrutiny and comment. Additionally, there should be no hesitation in inviting additional people to the Committee’s meetings in order to contribute their expertise or opinion to the Committee, or where the Committee feels it is worthwhile for the person to attend as an observer so that they are aware of BFMC deliberations. Regular observers endorsed by the BFMC should be sent meeting notices, agendas and minutes.

Managing observers & guests


The room should be arranged so that an ‘audience’, if present, is clearly separate from the committee, without being hostile. Some provision should be made for occasions when a member brings another organisation/agency person along for assistance. These people should be seated together to facilitate their input to the meeting, but it needs to be clear that only ONE is a member and can vote and fully participate in discussions.

Managing observers & guests


20. Good meeting practice As virtually all BFMC business is conducted in meetings, effective meeting practice is essential.

20.1. Frequency of meetings Meetings need to be held sufficiently frequently to deal with Committee business, and to meet statutory requirements, objectives and other obligations. At least one meeting must be held each year, although it would be unlikely that only one will suffice. The need will vary, to some extent, between Committees. When determining the frequency of meetings, the BFMC will need to consider the actions and timeframes necessary for the achievement of its objectives and tasks.

To facilitate efficient and effective working, a calendar of BFMC meetings should be prepared prior to the start of each year. Having determined the frequency of meetings, it is possible to forecast the meeting dates for a 12 month period (it is helpful if they are consistent for each year, for example – the first Tuesday of February, April, July, October). This allows forward planning by members to maximise meeting attendance. These dates can be included at the end of the minutes of each meeting as a reminder to the members. There will be times when circumstances require the planned meeting dates to be changed (for example, during a busy fire season many members may not be available for a meeting) – this should be notified to members as soon as possible, and should be avoided unless absolutely necessary.

In the case of a working group or sub-committee, the frequency, dates and timings must be consistent with the objectives of the sub-committee and its time constraints. It might not be possible to forecast the meetings 12 months ahead as in the case of the BFMC, but it should be possible for a working group or sub-committee to forecast up to three or four meeting dates in advance. These are then confirmed or adjusted in accordance with the progress of the work.

20.2. Arranging meetings Every effort should be made to set a date and time that is convenient to all members.

A notice of meeting time and date should be provided to BFMC members at least 14 days prior to the meeting. An agenda, business papers and copies of the minutes from the last meeting should be circulated to members at least 7 days before the meeting. Further details are included in the “Executive Officer” section.

20.3. Selecting the venue The meeting venue should be chosen by the BFMC, or at very least the Chairperson, not the XO. The size and location of the venue will depend on numbers attending.

There is no need for the meetings to be held at the office of the XO. Sometimes it is helpful to hold them elsewhere to avoid the impression of the XO ruling the Committee.

You need to ensure the room is large enough. Access to a telephone and photocopier is good but not essential. You must provide access to toilets.

Good meeting practice


If there is anyone with a hearing disability, attempt to find a room equipped with a hearing loop – try the local council chambers or the main meeting room at the local RSL club.

If there is anyone with an access disability ensure that the room you choose is accessible to them. Don’t forget about parking and path of travel from their vehicle to the room, as well as toilet facilities.

It may be prudent to hold meetings close to shops where members may purchase food, if meetings are likely to continue until normal meal times. The venue should ideally have access to refrigeration and heating facilities for those who bring their own food.

Meetings can be held at different venues each time (for example, rotate around the council chambers where more than one council is within the Committee’s area), but weigh the benefits with the disadvantage of people getting out of synch and going to the wrong place.

Consider whether access to teleconferencing is desirable – some members may be able to participate this way even if they can’t travel. This should not be the norm but is useful to consider if circumstances dictate; it’s better than having someone left out of discussion and decision making.

Care should be given to ensuring that the layout of the room is conducive to the business at hand. The room and table used must be large enough to accommodate members, observers and guests, without being larger than necessary.

Consideration should also be given to the need for other equipment such as whiteboard, projector, PC, video, teleconference facilities etc.

20.4. Setting the agenda The agenda is the plan for the meeting. It is a list of the matters the BFMC or sub-committee is to deal with and provides the order in which they will be addressed. The more carefully the agenda is compiled, the more constructive the meeting is likely to be. A template is included in the “Forms & templates” section.



Agendas are prepared by the XO and approved by the Chairperson; any member can request items be included on the agenda.

20.5. Meeting papers Members should be provided with as much information as possible about issues to be discussed, prior to the meeting. This enables them to understand the issues and to establish their organisation/agency’s position prior to the meeting, minimising the need for issues to be deferred to subsequent meetings. It also allows them time to absorb and consider the issues, enhancing efficiency and effective decision making.

In addition to the agenda and copies of correspondence, it is sometimes useful to provide a business paper containing a short position paper on items requiring decision. Business papers are prepared by the XO using information provided by members, and approved by the Chairperson.

When a member is required to provide a report to the BFMC it is helpful if they do so in written form. It may be only a dot point brief which the member elaborates on during the meeting.

20.6. Meeting procedure Effective and accountable decision-making processes require:

• Careful preparation of the agenda.

• Papers being circulated well in advance of meetings.

• Meetings being conducted in ways that allow frank and open discussion.

• Defining the parameters for the way in which the committee conducts business.

• Recording decisions, discussion and dissent.

• Ensuring minutes are accurate.

Each item on the agenda is introduced by the Chairperson and addressed in turn. Members discuss the item and any proposals. The Chairperson ensures that everyone who wants to express a view, idea or concern is heard.

From time to time the Chairperson restates what the proposal is, what has been agreed to so far, and what has still to be discussed or decided.

Committee members strive to reach consensus.

If one or more committee members strongly disagree with the proposal, the committee may be able to reach consensus by;

a. changing the proposal or considering new options b. synthesising the ideas of all the committee members c. ‘parking’ an issue to deal with later – some time and distance from the issue

may allow a clearer view d. developing a holding strategy while a position is being finalised e. reviewing or setting a sunset date for a decision f. making an adaptive or conditional decision g. having a stepped or phased-in decision



Whatever method a committee uses, it must fully, creatively and rigorously explore options, ideas and ways of resolving opposition to the decision.

During a meeting issues will arise which were not foreseen. If the XO is aware that a person present (even an ‘observer’) has knowledge of the matter, the XO should bring this to the attention of the Chairperson, so that the person can be asked to assist the Committee to allow it to deal with the matter as expeditiously as possible.

The XO should sit next to the Chairperson. This allows the Chairperson to seek the advice of, or give direction to the XO (or the XO to prompt the Chairperson) without disrupting the meeting.

20.7. Fostering a sense of cooperation and teamwork The BFMC forum should be friendly and cooperative. Don’t be more formal than is strictly necessary. You do need to ensure that you follow the agenda, and formally move and record decisions made. Remember: what is suitable for one committee won’t necessarily be the same for another. Some groups feel more comfortable with a significant level of formality, others function more effectively in an informal atmosphere. It is the responsibility of the Chairperson and to a lesser extent the XO to identify the nature of their committee and to conduct business accordingly, with a view to maximising effectiveness. Being able to balance appropriately is a skill, and can be developed with practice.

20.8. Refreshments: when, what type, who pays? It is normal for some basic refreshments to be available at meetings.

The BFMC does not have a budget, and has no capacity to pay for refreshments itself. The BFMC will need to discuss whether the members wish to devise a scheme for provision of refreshments, or whether the members will provide their own.

Your BFMC will need to decide what will be provided, who will organise and who will pay. Members may agree to split costs each meeting, or to take turns in providing/paying for refreshments.



This may be a matter to be considered when choosing meeting venues.

For example, the Council may be willing to arrange basic refreshments such as tea, coffee and biscuits and/or a light lunch, provided the venue is conveniently located for them (arrangements for covering costs would need to be made by the BFMC members).

If other cooperative agreements cannot be reached, members may agree to provide or purchase their own lunch on the day.

20.9. Managing effective debate The Chairperson must ensure that all members are given fair and equal opportunity to participate in the deliberations of the committee. It is important that members communicate their views clearly and openly, at the same time recognising that there may be a range of views on matters, and the need to respect differences. Meetings should, whenever possible, be conducted on a face-to-face basis. This facilitates free discussion and a full exchange of information and views. However, at times a teleconference may be needed to deal with urgent matters or particular issues, or to satisfy quorum requirements where sufficient numbers are not achievable on a face-to-face basis. Members declaring a conflict of interest may be asked by the chairperson to absent themselves from the meeting or refrain from debate while the issue is discussed, if the majority of other members feel that course of action is warranted. Disclosures of conflict of interest must be carefully considered by the BFMC in its decision-making process, particularly where the interests disclosed could be seen to conflict with the best option for management of the matter.

While the Chairperson referees, all members are expected to contribute to maintaining effective debate and discussion.

20.10. Decision-making by consensus The BFCC requires that BFMCs must aim for all decisions to be made by consensus. Consensus is a decision that is ‘consented’ to by all the members of the committee. ‘Consent’ does not imply that everyone must be completely satisfied with the outcome. Reaching decision by consensus means that all the members contribute to the degree that suits them and they all understand and agree to the decision and are prepared to support it.

Consensus decision-making enables the committee to fully consider the issues and views of all the members and to agree on action which is acceptable. It also assists the committee to:



• explore, understand and respect a diverse range of views (including limitations) leading to practical solutions

• be well-informed and make quality decisions

• identify common elements on which actions can be planned and decisions based.

The advantage of decision-making by consensus is that the all of the committee ‘owns the decision’.

Some principles for decision-making by consensus:

• Members develop and agree on the committee’s decision-making process.

• Issues being considered are outcome-driven and relevant to all interests represented on the committee.

• Members with an interest in the issue being considered are aware of or involved in the process.

• Members who formally participate in or provide information for the process do so voluntarily.

• The committee’s decisions are consistent with its basic values, principles, objectives and targets.

• The process is flexible and adaptable to changing needs.

• Members have equal access to relevant information and the opportunity to participate effectively throughout the process.

• Members acknowledge and accept each other’s value, interests and knowledge.

• The process identifies realistic timeframes.

• The process includes a commitment to implementation and monitoring.

Levels of consensus 1. Everyone enthusiastically supports the decision 2. Everyone is satisfied with the decision 3. Everyone can live with the decision 4. Not everyone agrees with the decision but no one will block it. When the Chairperson believes that a consensus (to support or not support) has been reached on an issue he/she should ask the committee to affirm whether a consensus has been reached. In seeking to determine this, the Chairperson may seek to identify the degree of consensus. Assessing the response to a carefully stated question may do



this. The Chairperson may express a view on the position reached and ask members if they agree or disagree. Questions that may be asked are:

• Have we consensus to support the proposal? • Have we consensus not to support the proposal?

If members of the committee indicate that consensus has been achieved the Chairperson should declare the proposal approved or not. If consensus has not been achieved, discussion may be allowed to continue for further sharing of views on the issue.

In the event that there is strong, but not unanimous, support for the proposal the Chairperson may put to the committee further questions to assess the level of support, such as:

• Who supports the proposal? • Who does not support the proposal but is prepared to accept it? • Who is not prepared to accept the proposal?

If there is no response to the last question the Chairperson may ask the committee if they are prepared to declare the issue resolved by consensus. If the response is positive, the Chairperson should declare the proposal approved or not. If there is a response to the third question, the Chairperson should invite the person or persons to share their views with the committee and allow discussion to continue. If, after discussion, consensus is still unable to be achieved the Chairperson should clarify the points affecting the decision-making, identifying those that are and are not resolved and suggest options to allow resolution of the issue. Minor objections may sometimes be overcome by rewording of the proposal.

If, after all attempts to reach consensus, there is still a minority of committee members who are unable to support a consensus position, the Chairperson may ask the following questions:

• Do those who are unable to support the proposal and are not prepared to accept it agree that your point of view has been listened to, even though you do not agree with the proposal, and are not prepared to accept it?

• Do those who support, or are prepared to accept the proposal agree that you have been listened to and have heard what others on the committee have been saying?

Should the BFMC be unable to reach consensus and where the issue requires resolution, the Chairperson should highlight and document the differences of opinion. The issues should then be referred to the BFCC for advice and possible determination.

20.11. Participating in decision making discussions In any BFMC, there will be a diverse range of stakeholder groups present. At times, the members of a BFMC may be at odds due to differences in policy, culture, preconceived ideas, emphatic positions and organisational interests. However, it is the object of the committee to represent the interests of all stakeholders and in doing so meet the expectations of the community. While it is expected that disagreements between members will arise during the normal business of the committee, it is also expected that these will be resolved in an orderly and respectful manner. Consensus meetings require a commitment to understand the issues and areas of interest of each committee member and then to work constructively to address these issues.



When working as part of a committee:

• Always have the group’s goal in firmly in mind.

• Introduce information that is relevant to the issue or point being discussed.

• When changing from one point to another, be sure that others understand what you are doing.

• Ask for clarification of points that you do not understand.

• Anticipate possible misunderstandings of your ideas and be prepared to explain in different ways.

• Be willing to challenge the ideas of others, especially when those ideas have no apparent support.

• Be willing to admit to the possibility that you or your information could be wrong.

• Recognise the difference between judgements of fact and judgements of opinion.

• Avoid personality conflicts with other group members if at all possible.

• If you observe a personality clash starting to develop, try to refocus attention of the substantive aspect of the discussion.

• Try to become as knowledgeable as possible about whatever subject you are discussing.

• Encourage the expression of all points of view.

• Be cognisant of the circumstances under which discussion should be suspended.

• Be prudent in the use of such techniques as majority votes to establish group points.



• Be responsive to the contributions of others.

• Recognise the point at which further pursuit of an issue is no longer profitable.

• Evaluate the groups overall progress.

• Come to the discussion with an open mind - think about the issue beforehand but be willing to consider other perspectives and ideas that come up in discussion.

• Listen to other people’s ideas and their reasoning.

• Briefly describe your reasoning so that other people can understand or try to accommodate your views or concerns.

• Avoid arguing for your own judgements and trying to make people change their minds to agree with you.

• Hold back on talking about things that are not really important to the issue at hand.

• Do not be afraid to disagree, but try to be clear about what you disagree with and the reasons for your disagreement - conflict can often lead to better ideas and outcomes.

• Do not change your mind just to reach agreement and avoid conflict.

• Accept that consensus often requires give and take for a range of viewpoints.

• Recognise that committee members are there to represent their organisations, but also to work together as a team.

• Start with an open discussion to identify the issues.

• Actively listen to what each member says.

• Find the common ground (what do we agree on) and start from there.

• Focus on the issues (what is important) and the process (how we do it).

• Keep the debate to what is factual and logical.

• Share the responsibility for the tasks amongst all members.



• Listen carefully, ask for reasons and seek out the assumptions and information behind statements - be open to others’ reactions to your ideas and consider them carefully.

• Encourage full participation - don’t assume silence means assent. If it is an important issue go around the group and actively seek people’s opinions.

• Seek out differences. There will be disagreements, and these can be helpful, as they allow for more information and a broader range of opinions that can be utilised by the group when making decisions.

• Clarify the issues. It is important that you are clear on the issue being discussed - ask questions and seek information if you need to.

• Search for alternatives. Don’t assume that someone must win and someone must lose. Seek out alternatives that might be acceptable to everyone.

Do not:

• Engage in personal attack.

• Diminish other members input by 'put downs'.

• Allow emotional responses (take five to cool down).

• Talk over the top of others.

• Be a bully or a wimp.

A measure of a successful committee is one where the members are informal, comfortable and involved in the task at hand. In this way trust, mutual respect and confidence are built and reinforced each tthe committee meets.

ime

20.11.1. Conflict Resolution There may be occasions when one member’s opinion will differ significantly from other members of the BFMC. There may be times when discussions become heated and positions or actions are not agreed upon. Some general skills in conflict resolution can be invaluable in these situations.

BFCC Policy 1-00 Dispute Avoidance and Dispute Resolution gives a good overview of conflict resolution and how to avoid conflict. It advises that conflicts should be resolved, wherever possible, at the location and as close to the time of the original disagreement as possible. This allows for difficulties to be overcome and relationships within the BFMC to be maintained wherever possible. It might be important however,



to give yourself a break to calm down and formulate your position and reasons behind that position.

Should you find yourself in this situation, you should contact your organisation/agency for advice and support. If a fair resolution cannot be reached, then the dispute can be referred to the BFCC.

20.12. Making and recording decisions It is important to ensure that everyone is clear on the precise nature of the decisions they are making. Decisions should be affirmed and recorded in sufficient detail to stand alone. Anyone should be able to tell, from the minutes, what decisions were made at a meeting. As a guide to whether the minutes are clear enough, anyone reading them should understand exactly what was resolved and be able to explain the actions to be taken; if you feel you would need to be there to explain it to them, then they are not clear enough. For example, record a decision as “NPWS agreed to amend their proposed works program for 05/06 to include re-grading of Little Boggy Trail as a priority 1 task – to be carried out in June”, instead of “NPWS works program amended as discussed”.

20.13. Minutes The minutes of a meeting are the official record of decisions made and progress on activities. They are a tool which assists the BFMC in working towards its objectives and a record of the actions to be taken.

Formal minutes must be taken for all BFMC meetings.

In the case of working groups and sub-committees, the decision as to whether formal minutes or whether summary notes are used will depend on the group, the convenor and its purpose. In either case, the record of the meeting must be presented in a form that is easily used as a working document. It must, at least, indicate the issue discussed and the decision taken including who has the responsibility for action.

A minutes template is included in the “Forms & templates” section.

The minutes do not need to be a verbatim record of who said what. The important points to be recorded are the decisions made.

Because the decision by consensus method is used in BFMCs, it is not usually necessary to record the mover and seconder details unless specifically requested. The decision can be recorded: “The Committee resolved to …” or “The Committee agreed to…”

The discussions that led to the decisions are rarely needed except when it may be useful to know the nature of the discussion that took place leading up to a particular decision. In this case it is still only necessary to record the discussion in point form.

Decisions (or resolutions) should be given an identifying number to facilitate their monitoring to completion. The numbering system to be used is: year/sequential decision number (Dec 06/1, 06/2…. 07/1 etc). The decision numbers restart at 1 each year.



Each numbered decision requiring action can be entered onto a task register which is then used to record progress in respect of each decision. In addition the number can be used as a reference on correspondence, reports etc related to that decision. A sample task register is included in the “Forms & templates” section.

In addition to taking notes, it can be helpful to tape record the meeting and compile the minutes from the recording. A recording device may only be used with the knowledge and consent of all members of the committee present.

The person taking notes for the minutes should sit next to the Chairperson so that they can ask for details to be clarified or ask the Chairperson to slow the meeting down if they need extra time to correctly record the details of a decision etc.

Draft minutes should be prepared and distributed as soon as possible after the meeting. This allows members to review the minutes whilst the meeting is fresh in their minds and allows them to advise the XO of any changes required. It also reminds them of the actions they are expected to undertake before the next meeting. Waiting until the next meeting to issue the minutes is unacceptable.



21. Dealing with sensitive information All proceedings in the BFMC are confidential until the Committee has agreed otherwise, or where the provider of the information advises that it is publicly available and no restrictions apply to its release.

At times, BFMCs will discuss issues which may be sensitive or controversial. Information provided and subsequent discussions must be treated with the utmost confidentiality and must be kept within the confines of the BFMC.

BFMC members must respect the confidentiality of their deliberations and any privileged information with which they may be provided.

21.1. Freedom of information (FOI) The Freedom Of Information Act 1989 requires information concerning documents held by the government to be made available to the public, enables a member of the public to obtain access to documents held by the government and enables a member of the public to ensure that records held by the government concerning his or her personal affairs are not incomplete, incorrect, out of date or misleading.

For the purposes of the FOI Act, the BFCC (and consequently its subsidiary BFMCs) are taken to be included in the RFS. This means that any application under the FOI Act for access to information relating to the BFMC or its records must be made through the RFS. If your BFMC receives a request for information under the FOI Act, the XO must contact the RFS FOI Officer as soon as possible to determine what is required. It is very important to act quickly, as there is normally only a 21-day period for response.

21.2. Privacy and personal information The Privacy and Personal Information Protection Act 1998 (PPIPA) is about the collection, management and release of personal information. For the purposes of the PPIPA, the BFCC (and consequently its subsidiary BFMCs) is taken to be a public sector agency. The PPIPA requires that a public sector agency must not collect personal information about people unless:

(a) the information is collected for a lawful purpose that is directly related to a function or activity of the agency, and

(b) the collection of the information is reasonably necessary for that purpose.

There are specific requirements for the handling and access to any personal information that has been collected.

Under the PPIPA, personal information is any information or opinion that relates to an identifiable person. It not only covers information in the traditional form, such as paper files, but also electronic records, genetic material, video recordings and photographs. The person does not have to be clearly identified by the information. That is, the person’s name does not have to be mentioned - it is only necessary that the identity of the person can be reasonably proven from the information. For

Dealing with sensitive information


example, a home address, telephone number, car registration number or photo can be used to determine the identity of a particular person.

Once collected, there are requirements for how the information is managed, and strict limitations on the purposes for which it can be used, and on its release to other parties.

Although there will be limited occasions when a BFMC will have cause to collect personal information, BFMCs need to be aware of the existence of this Act. A full account of the PPIPA is outside the scope of this Handbook. If your BFMC finds itself in a position where it needs to collect personal information, or where a person has made an enquiry about information that the BFMC may hold, the XO should contact the RFS HQ for advice relevant to the BFMC’s particular circumstances.

Dealing with sensitive information


Funding – fire trails and mitigation works

22. Funding – fire trails and mitigation works Land owners and managers are responsible for the creation and maintenance of fire trails on their land. Although it is expected that they will make provision for fire trail works in their normal operating budgets, there are a number of sources of additional government funding that are available from time to time.

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At times, there may be opportunities for BFMCs to be involved in the assessment and prioritisation of bids for grant funding for fire trails and mitigation works.

At present, there are two main sources of government grant funds: the NSW Bush Fire Mitigation Fund, and the Commonwealth Bushfire Mitigation Programme.

22.1. NSW Bush Fire Mitigation Fund This fund is managed by the NSW Rural Fire Service. Monies are distributed from this fund each year. A BFCC policy guides the allocation regime for the Fund.

22.2. Commonwealth Bushfire Mitigation Programme (BMP) This is an annual programme, currently scheduled to conclude in 2006/07. Land owners/managers apply for funding through the Programme.

BFMCs are asked by the State Assessment Panel to play a key role in the assessment of bids received, by ranking them in accordance with local priorities. This ranking is used by the Panel in its deliberations to select and compile the NSW state bid for the Commonwealth.

The BFMC’s fire trail register should be used by the BFMC when prioritising bids, as the classifications of the trails should be considered.


23. Public visibility and image BFMCs usually have a very limited public profile; usually organisations/agencies do their own media. However, there may be times when it is appropriate for a BFMC to issue media releases or comment. These must be approved and signed by the Chairperson (not the XO). You need to ensure that the message is clearly delivered as from the BFMC, not the organisation or agency to which the Chairperson belongs. Media releases or comments issued by a BFMC must not be inconsistent with BFCC policy. Assistance and advice can be sought from the BFCC.

Public visibility and image


24. Membership list & contact details It is necessary for the running of the BFMC to collect and use the names and contact details of BFMC members. These details will normally be available to the BFCC, to organisation/agency staff assisting the BFCC (at present, the RFS), and to organisation/agency staff providing the XO function. Details will also be available to other BFMC members. Additionally, organisations and agencies will have access to details of all BFMC members from their own organisation/agency. Those with access to the information will be instructed that the data must only be used for conducting BFMC business.

Contact details required for and incorporated into the operations coordination plan will be more widely available, as this is a public document.

Any personal details required must be collected on the form provided in this Handbook –it contains an explanation of why the information is being collected and how it will be used.

Membership list & contact details


25. Checklists & timeframes

25.1. What should be done before a meeting? What When Who 1 Draft agenda At least 10 days before meeting

(in time to send approved agenda to members at least 7 days before meeting)

XO

2 Submit draft agenda to Chairperson for approval

At least 10 days before meeting (in time to send approved agenda to members at least 7 days before meeting)

XO

3 Approve agenda At least 10 days before meeting (in time to send to members at least 7 days before meeting)

Chairperson

4 Check apologies and, if no quorum available, reschedule meeting

7 days before meeting (and then monitor until meeting day)

XO/Chairperson

5 Compile list of changes requested to draft minutes from last meeting

Upon receipt and before next meeting

XO

6 Print report from BRIMS on HR for BFMC’s area

At least 1 day before meeting XO

7 Prepare correspondence register since last meeting

At least 1 day before meeting XO

25.2. What should be sent to members prior to a meeting? What When Who 1 Meeting notice At least 7 days before as a

reminder, or at least 14 days if the date has not been previously advised at an earlier meeting or by annual calendar etc

XO

2 Agenda At least 7 days before XO

3 Draft minutes of the last meeting

At least 7 days before – (this is sent as a reminder, as the draft minutes should have already been distributed to members shortly after the meeting occurred)

XO

4 Business paper and/or reports (if any)

At least 7 days before XO

Checklists & timeframes


25.3. What should members do prior to a meeting? What When Who 1 Read agenda, draft

minutes, business paper, correspondence etc

At least 1 day before meeting All members

2 Seek clarification or advice if necessary from XO or organisation/agency

At least 1 day before meeting All members

3 Review organisation/ agency’s progress against RMP and be ready to report (written report desirable). Think about: On target? No longer relevant (have circumstances changed)? Nowhere near target? Is target achievable? What does Committee think should be done to rectify? Do other things need to be promoted in priority to compensate for lack of progress on another?

At least 1 day before meeting – written report to XO at least 14 days before meeting

All members

4 Review organisation/ agency’s activities in terms of the Ops Coord Plan and be ready to report (written report desirable)

At least 1 day before meeting – written report to XO at least 14 days before meeting

All members

5 Contact XO to list items on agenda, if desired

At least 14 days before meeting All members

6 Provide written reports, position papers if necessary to XO

At least 14 days before meeting All members

25.4. What should be done during a meeting? What When Who 1 Notes taken from which

minutes will be prepared During meeting XO

2 Apologies During meeting XO/All members

3 Circulate list of BFMC contacts and ask for updates

During meeting XO



4 Adopt previous meeting minutes

During meeting BFMC

5 Distribute correspondence register

During meeting XO

6 Ensure all members received correspondence forwarded since the last meeting

During meeting XO

7 Discuss any correspondence that has been received and/or circulated prior to the meeting. Discuss any problems arising etc; feedback to be provided to sender (ensure copies of all correspondence are available at the meeting)

During meeting BFMC

8 Consider BFMC calendar and task due dates to assess whether timelines are being met

During meeting BFMC

9 Discuss progress on RMP including reports from each organisation/agency as to its progress against RMP. Think about: On target? No longer relevant (have circumstances changed)? Nowhere near target? Is target achievable? What does Committee think should be done to rectify? Do other things need to be promoted in priority to compensate for lack of progress on another?

During meeting BFMC

10 Reports from each organisation/agency in terms of the Ops Coordination Plan

During meeting BFMC

11 Review the BRIMS report of HR

During meeting BFMC



12 Report on bush fire activity since last meeting. If Class 2 or 3, discuss whether Ops Coord Plan arrangements were followed, if not why not, any difficulties experienced or amendments recommended. Discuss whether the fire was influenced or mitigated by any works done under RMP. Does it highlight any success or failing of RMP or OCP? Does it necessitate any change to the RMP or OCP?

During meeting BFMC

13 Go through task list and update

During meeting XO

25.5. What should be done after a meeting? What When Who 1 Draft minutes

Not more than 2 weeks after meeting

XO

2 Submit draft minutes to Chairperson for approval


XO/Chairperson

3 Circulate draft minutes to members


XO

4 Check draft minutes for accuracy and advise XO if any changes desired

Upon receipt of draft minutes and before due date set by XO

All members

5 Update BFMC members list if there have been changes.


XO

6 Update task register


XO

7 Carry out tasks and projects agreed at meeting

Within timeframes set at meeting All members



25.6. At the start of each year What When Who 1 Prepare 12 month calendar

of BFMC meeting dates End of the calendar year XO/BFMC

2 Prepare 12 month calendar of BFMC reporting and task due dates – use general BFMC calendar and add dates specific to your BFMC

End of the calendar year XO/BFMC

25.7. Once per year What When Who 1 Elect chairperson

On or near the anniversary of the establishment of the Committee

BFMC

2 Contact those organisations and agencies eligible for BFMC membership but which are not currently represented, and issue an invitation to provide a member to the BFMC. This should be done in writing.

On or near the anniversary of the establishment of the Committee

Chairperson/XO

3 Prepare and submit annual report to BFCC

Once per year, dates as directed BFMC

4 Report on implementation of BFRMP

Once per year, dates as directed BFMC

5 Prior to the commencement of the statutory fire season, discuss whether there is likely to be a need to recommend a variation to the bush fire danger period in the BFMC’s area to the RFS Commissioner.

Prior to 1st October BFMC

6 Review fire trail register Once per year BFMC



25.8. Once per 2 years What When Who 1 Prepare and submit S52

Operations Coordination Plan

The dates for submission are based on the establishment date of your BFMC. The BFCC may also prepare a submission schedule and direct you to submit the draft plan by a particular date within the review cycle.

BFMC

25.9. Once per 5 years What When Who 1 Prepare and submit S52

Bush Fire Risk Management Plan

The dates for submission are based on the establishment date of your BFMC. The BFCC may also prepare a submission schedule and direct you to submit the draft plan by a particular date within the review cycle.

BFMC



26. Using BRIMS – BFMC module The Bushfire Risk Information and Management System (BRIMS) is a web-based system used by state government agencies and local councils for bush fire management and reporting purposes across NSW.

BRIMS contains a BFMC module, which is intended to facilitate the conduct of BFMC business. The BFMC module is now available with a number of functions; additional functionality is being added on a continual basis.

***This section to be completed once BRIMS module redesigned.***

Using BRIMS – BFMC module


27. Where do I get more information/advice? Information and advice is available from the BFCC via its Executive Officer.

NSW Bush Fire Coordinating Committee C/-Executive Officer Locked Mail Bag 17 Granville 2142

Tel: (02) 8741 5473 Fax: (02) 8741 5549 [email protected]

Your own organisation/agency is another good source of information and advice.

For further assistance regarding the mechanics of BFMC operation, tasks and objectives, contact the Senior Project Officer Risk Management Performance RFS on (02) 8741 5427.

Where do I get more information/advice?


28. Forms & templates

A. Letterhead

B. Notice of meeting

C. Agenda

D. Business paper

E. Correspondence register

F. Minutes

G. Task register

H. Working group/sub-committee documentation

I. Invitation to provide a member for the BFMC

J. Welcome new member letter

K. Annual report – yet to be issued

L. BFRMP report form (to be provided once amended BFRMP package finalised by BFCC) – yet to be issued

M. Form for collection of personal information– yet to be issued

Forms & templates


A. Letterhead

[name] Bush Fire Management Committee All communications to be addressed to:

[name] BFMC c/- the Executive Officer

[address used by your BFMC - Should be the address, phone and fax and email of the XO]

Your Ref:

«Title» «FirstName» «LastName» «JobTitle» «Company» «Address1» «City» «PostalCode»

Our Ref:

[date]

Dear [title or name], Re: [insert subject] [text] Yours sincerely,

________________________________

[name]

Chairperson [name] Bush Fire Management Committee


B. Notice of meeting




Your Ref:


Our Ref:

[date]

Dear [title or name], Re: Meeting notice - [name] Bush Fire Management Committee] The next meeting of the [name] Bush Fire Management Committee has been scheduled for [date]. The meeting is to be held at [location], commencing at [time]. Enclosed are the agenda and minutes of the previous meeting [insert details of anything else to be distributed]. Yours sincerely,

________________________________

[name]



C. Agenda

[name] BUSH FIRE MANAGEMENT COMMITTEE

AGENDA

for [# meeting/year] meeting to be held on [day], [date] commencing at [time]

at [location and address]

1. Welcome

2. Apologies

3. Confirmation of Minutes of **/05 [insert # of last meeting /year] meeting held [insert date previous meeting]

4. Business arising from previous minutes a. General b. Task register

5. Correspondence

6. Report from Working Groups a. [name] WG

7. Report from Sub-committees a. [name] SC

8. Other business a. Progress on BFRMP strategies/tasks [report from each

organisation/agency in turn – every meeting] b. Report on Ops Coord Plan [report from each

organisation/agency in turn – every meeting] c. [list further items as required]

9. General business [items raised by members on the day not covered elsewhere in agenda]

10. Date of next meeting

11. Close

Attachments: a. Previous minutes b. Tasks register


D. Business paper

[name] BUSH FIRE MANAGEMENT

COMMITTEE MEETING [##/##]

[DATE]

ITEM NO. SUBJECT PAGE NO.

1 [TITLE] 2


1 [TITLE] REPORT BY [NAME AND ORGANISATION/AGENCY SUPPLYING THE REPORT] [insert body of report]

2 [TITLE] REPORT BY [NAME AND ORGANISATION/AGENCY SUPPLYING THE REPORT] [insert body of report]


E. Correspondence register CORRESPONDENCE REGISTER FOR [NAME] BFMC Period [date - date use the dates of previous and current meetings]

Date rec’d Date sent Author Subject


F. Minutes

MINUTES OF MEETING **/06 OF [name] BUSH FIRE MANAGEMENT COMMITTEE HELD [day][date] AT [location]

Meeting start_______[time]

Participants: Present Apology Absent [list member name] [list member organisation/agency] (Chairperson) Insert the list of members names into the template, then place a cross in the relevant column each meeting to indicate who is in attendance

Observers/Guests/Alternate: [name] [organisation/agency] Support: [name] [organisation/agency]


Item Action

1. Welcome andapologies

2. Confirmation ofminutes of previous meeting

The minutes of the meeting of [previous meeting date] were reviewed and confirmed.

3. Business arisingfrom the previous minutes

(a) [list any actions or issues that are outstanding from the last meeting/s – use the task register to assist]

4 Correspondence

5 Report from WGs (a) [name] Working Group

6 Report from Sub-committees

(a) [name] Sub-committee

5 Other business (a) Progress on RMP strategies/tasks [report from each organisation/agency in turn – every meeting]

(b) Report on Ops Coord Plan [report from each organisation/agency in turn – every meeting]

(c) [list further items as required]

6 General business

7 Date of next meeting

[date] commencing at [time] at [location] All

Meeting finish_______

BFMC Handbook – Edition 1 June 2

006 of 91

G. Task register

[name] BFMC - TASK REGISTER

Task Ref #

Meeting # [##/06]

Task description Responsible Current details (including status, outstanding issues and planned actions)

Due date

1 2 3 etc


H. Working group/sub-committee documentation ______________________________[[nnaammee]] WWoorrkkiinngg GGrroouupp//SSuubb--ccoommmmiitttteeee Reports to: [name] BFMC Decision No.___________ Date:______________________ [Quote resolution that establishes the sub-committee/working group] _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Convenor:____________________________________________________________ Members: Name Organisation/agency Phone/fax Email Address

Terms of Reference: (eg review organisation/agency performance against nominated RMP activities) _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ Project/s assigned to WG: (eg prepare report detailing progress made towards treatment plans nominated in RMP) _________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________

(include Decision Nos. etc as relevant – also include any additions, changes or directions from Committee as the project progresses)


WG Project (prepare one of these pages per project assigned) Project title:__________________________________________________________ Expected completion date: _______________________________________________ Scope of project: (eg prepare report detailing progress made towards each treatment plan nominated in RMP for each organisation/agency. Do not examine appropriateness of activities nominated in RMP) ________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ (include things that will/will not be addressed, if this is necessary) Tasks: ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________ ____________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________________


I. Invitation to provide a member for the BFMC




Your Ref:


Our Ref:

[date]

Dear Sir/Madam [use their name, if you know it], Re: Invitation for membership of [name] Bush Fire Management Committee I am writing to invite you to nominate a representative to join the [name] Bush Fire Management Committee.

BFMCs are groups of people with technical expertise, experience and local knowledge who work together for bush fire management purposes, and who can collaboratively develop better bush fire management decisions than any one acting alone.

The Bush Fire Management Committee is responsible for preparing, reviewing and updating a Bush Fire Risk Management Plan and Operations Coordination Plan within the local area.

The Rural Fires Regulation 2002 provides that the following persons are to be invited to become members of the Bush Fire Management Committee:

(a) a person nominated by each local authority whose area comprises land in the Bush Fire Management Committee’s area, being (in the case of a local authority that is a council) the Mayor or a councillor of the council,

(b) a person nominated by each of the following organisations as being in charge of its affairs in the Bush Fire Management Committee’s area:




(iv) NSW Police,

(v) each distribution network service provider listed in Schedule 3 to the Electricity Supply Act 1995 having a distribution district comprising land in the Bush Fire Management Committee’s area,


(vi) each rural lands protection board established for any rural lands protection district comprising land in the Bush Fire Management Committee’s area,



(c) a person or persons nominated by the National Parks and Wildlife Service as being in charge of its affairs in the Bush Fire Management Committee’s area,

(d) a person or persons nominated by the Forestry Commission of New South Wales as being in charge of its affairs in the Bush Fire Management Committee’s area,

(e) a person nominated by each local authority for the Bush Fire Management Committee’s area as having responsibilities for the performance of the local authority’s functions respecting the environment,

(f) a person nominated by the Nature Conservation Council of New South Wales,

(g) not more than 2 persons chosen by rural fire brigades operating in the area,

(h) a rural land holder nominated by the NSW Farmers Association or, if the Association does not nominate a rural land holder, by the local authority for the area,

(i) a person nominated by each Local Aboriginal Land Council for any Local Aboriginal Land Council area comprising land located in the Bush Fire Management Committee’s area,

(j) any other person or persons approved by the Bush Fire Co-ordinating Committee.

Your organisation is not, at present, represented on the [name] BFMC. I would like to invite and encourage you to nominate a representative to join the Committee. The next meeting will be held on [date] at [location], then [insert forecast meeting dates – eg quarterly on the 1st Wednesday of February, May, August and November).

Your nominated representative must satisfy the eligibility requirement as specified above. You should also give consideration to which officer most clearly has the experience and knowledge to contribute to discussion - the most appropriate person’s job or position title may not necessarily include the word “fire”.

[insert for local authorities only: You need to ensure that your nominated member, for the purposes of Clause 15(e) has responsibility for the performance of your functions respecting the environment. This relates to your responsibility as a regulator, rather than a landowner. For example, a parks and gardens manager will not usually have the responsibility for the environment contemplated by Clause 15.]

If you have any enquiries or would like further information about the BFMC and its operations, please do not hesitate to contact [name], the BFMC’s Executive Officer, on [phone].

I look forward to hearing from you.

________________________________

[name]



J. Welcome new member letter




Your Ref:


Our Ref:

[date]

Dear Mr/Ms [use their name], Re: Welcome to the [name] Bush Fire Management Committee I have been advised that you have been nominated to represent the [insert organisation/agency eg Bellingen district rural fire brigades, Kempsey Rural Lands Protection Board etc] on the [name] Bush Fire Management Committee. May I take this opportunity to welcome you to the Committee and to thank you for your willingness to be involved. The next meeting of the Committee is scheduled for [date]. You will receive confirmation of the meeting date, time and location, together with a copy of the agenda, prior to the meeting. I invite you to contact [name], the BFMC’s Executive Officer, on [phone] prior to the meeting, so that you can be briefed on the role of the Committee, its Bush Fire Risk Management Plan and Operations Coordination Plan, and the matters currently being dealt with. I have enclosed a copy of the BFMC Handbook - this contains key information that will assist you in understanding your role. Yours sincerely,

________________________________

[name]


handbook - nsw rural fire service · 6/1/2006 · bfmc handbook – edition 1 june 2006 page 2 of...

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