One of my priorities in setting our future direction has been to make sure we have the right organisational structures in place to best position us to deliver services to the community and support brigades to do their job.
Late last year, we started looking at how we could re-align our structures to best achieve this. There are a number of changes that need to occur and we are now taking the next steps in this process.
Today we met with the UFU to outline proposed structures for Fire and Emergency Management (F&EM), Operational Training and Volunteerism (OT&V) and Financial Services (Phase 2). We will be consulting with other industrial bodies and the VFBV.
We previously consulted with staff and unions on proposed structure changes to F&EM, and the significant feedback we received helped shape this latest structure design proposal.
Changes to OT&V and Financial Services have taken into account feedback from F&EM’s consultation process and are in line with our principle of supporting service delivery through ‘embedded’ support services, to strengthen and support our frontline people to focus on delivering services to the community.
For example, we are centralising the reporting lines of the operational training function into OT&V, which is proposed to be renamed as Learning and Volunteerism. As I previously stated, training is a support function enabling front line service deliverers to carry out their role, and this move will support the notion of one point of accountability for all CFA people-related activities.
The team will actively work to cultivate a strong learning culture within CFA and create tools and resources that support and enable organisational learning.
This is a step towards joining the team with People and Culture.
Other changes include:
- ‘embedding’ of financial services officers in districts and regions
- moving to a new way of delivering stores and logistics across the state
- Providing F&EM with an embedded finance business partner.
Over coming days, further details about the changes will be uploaded online.
Timeframes
Our focus is to have these structures in place by 30 September.
Managers will speak directly to members and teams impacted by any draft structure changes this week, and our members will be able to have their say on the proposals.
You can also direct your questions and feedback to your Regional Transition manager or line manager, or via the relevant email address:
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When structures are finalised, we will begin implementation.
While I understand this may seem an ambitious target, I believe it is achievable. These proposed changes incorporate feedback from employees and industrial bodies.
Fire Services Review
Some of you might question why we are continuing to implement structural changes while the State Government is reviewing CFA and MFB. The review includes an analysis of 'management structures', whereas the proposals outlined above affect the broader structure of CFA.
As I said, we see the review as an opportune time to provide input and advice on a wide range of important organisational issues. However, we can’t put on hold any proposed changes that align our service delivery to our strategic direction.
I am committed to continuing this process to provide certainty for our members and to implement changes that I believe we need to have in place in time for the start of the next fire season.
We are a large service delivery organisation, with almost 60,000 members across 21 districts and five regions. If we want to continue to improve and ensure we are delivering what the community needs, we need to change.
I acknowledge the overall re-alignment of our structure has taken far longer than anticipated and I thank-you for your patience and continued commitment during this time.
I will continue to update you throughout the consultation and recruitment process.
Author: Michael Wootten