News & Media

Stategy workshop for Board and senior leaders

By: Claire Higgins

  2.01 PM 12 December, 2014

Views: 1196

The CFA Board, Executive Leadership Team and some members of the Senior Leadership Team took part in a one-day strategy workshop in late November to look at the five strategies that fall under CFA’s overarching Towards Resilience 2013-18 Strategy.

The workshop was arranged to finalise these strategies and shape their implementation plans. We needed to satisfy ourselves that the strategies form a coherent and integrated set of documents which guide our annual plans in the short term (one to five years)

On a day with a number of speakers, the key tasks were to identify any gaps, duplications or inconsistencies in the five strategies, and begin discussions on service delivery challenges and strategy 15-20 years ahead.

A substantial amount of time has been given to the Volunteerism Strategy, with the Asset, People and Finance strategies also covered recently, so the emphasis at the workshop was on the draft Service Delivery Strategy and the links between the five.

Deputy Chief Officer John Haynes gave a presentation on this last strategy which is the key mechanism for ensuring that both CFA’s statutory obligations and the community’s needs will be met. This strategy is focused on the services CFA delivers externally and informs our future service planning and capability requirements across the whole organisation.

With shared responsibility being put into practice, the community becomes the first line of both action and defence. In the context of growing and changing demand, will our current service delivery model and service mix ensure we continue to take our share of responsibility for community safety and resilience?

DCO Haynes laid out the changes putting pressure on the way we currently deliver services. Against a background of emergency sector reform and financial prudence, our increasingly urbanised population is growing, ageing and more diverse while our volunteer workforce and climate are also changing.

More frequent large-scale emergencies demand greater surge capacity but it’s also vital that the way we deliver our services respects our demand on volunteers’ time.

The new interoperable era of all-hazard response gives us greater responsibility but also a need for the best coordination of doctrine, training, equipment and support.

We can better understand our effectiveness by harnessing better data, analysis and performance monitoring.  Greater knowledge and innovation go hand-in-hand with technological advances, changing the way people learn, communicate and share information.

These advantages must improve our response and also serve our increasing emphasis on prevention and recovery. The strategy must ensure that prevention and preparedness are recognised as fundamental to effective collaborative emergency management, just as warnings and public information are now recognised as fundamental to emergency response.

It was a very productive day full of invigorating discussions.

The Service Delivery Strategy is still under development and targeted consultation will occur in late December/early January.  

The CFA Board will shift from authorising strategy to holding the executive accountable for implementation with our eyes firmly on the horizon 20 years out.

Last Updated: 10 December 2015