STATE EMERGENCY SERVICE BUSINESS PLAN 2012-2013 Department of Police and Emergency Management Mission: To deliver quality policing and emergency management services 2 3 Business Plan Statement The State Emergency Service (SES) is a division of the Department of Police and Emergency Management. With its valued local government partners, the SES provides a volunteer emergency response capability from 35 volunteer units for severe storm and flood response, road crash rescue, search and rescue and a large range of other general rescue and support roles for police, fire, ambulance and local government authorities. SES volunteers also support community safety awareness activities at Driver Reviver sites and key community events. The SES maintains the highest level of readiness and responsiveness through nationally recognized training and assessment, and the provision of quality resources and support to its volunteer units. In conjunction with local, State and Commonwealth Government agencies, the SES provides executive emergency management and administrative support and other services to peak emergency management bodies, such as the State Emergency Management Committee and three Regional Emergency Management Committees. As such, the SES is the principal adviser on, and facilitator of a large range of emergency management issues, such as emergency management planning, risk management and the management of Tasmania’s Natural Disaster Resilience Program. These activities help make Tasmanian communities more resilient to natural disasters and helps shape the future of the Tasmanian emergency management sector as a whole. Our Business Plan is strongly influenced by the SES functions specified in the Emergency Management Act 2006, relevant emergency management plans and emergency management priorities assigned to SES by the State Emergency Management Committee. It also complies with the Strategic Framework and specified Business Priorities of the Department of Police and Emergency Management and includes actions consistent with the National Disaster Resilience Program objectives of reducing risk from the impact of disasters, fostering an appropriate emergency management capability and capacity, and supporting our volunteers. Consistent with our mission “To deliver quality emergency management services that focus on community safety, resilience and well being”, a concerted effort is required to continue to build a culture of excellence with our people, performance and our professionalism. These qualities are aligned to the Department of Police and Emergency Management Values of integrity, equity and accountability. Through the implementation of this Business Plan, the community, one of our most important partners, will be safer. We also expect our communities will become more resilient to natural disasters. This will be achievable because communities will, over time, be able to better understand, prepare for, respond to and recover from community emergencies. We also expect our communities to continue to support and recognize volunteerism within the SES, which provides the backbone of our response capability. We can assure communities that the SES will continue to help those in need and will strive to meet all expectations within available resources. Tasmania SES aspires to stand out as a major contributor to Tasmania’s and Australia’s emergency management sector. Andrew Lea, ESM Director, State Emergency Service Department of Police & Emergency Management 4 STATE EMERGENCY SERVICE VISION: A Safe and Secure Tasmania SES MISSION: To deliver quality emergency management services that focus on community safety, resilience and well being. EMERGENCY MANAGEMENT ACT 2006 SES STRATEGIC BUSINESS AREAS Sections 8 & 15 – Committee Executive Officers Sections 26-28 – SES functions and powers Sections 48-49 – SES volunteer unit equipment, training and facilities Natural Disaster Resilience Program Objectives 1. Reduced risk from the impact of disasters; 2. Appropriate emergency management capability and capacity, consistent with Tasmania’s risk profile; and 3. Support for emergency service volunteers. DPEM KEY EMERGENCY MANAGEMENT PRIORITIES • Interoperability • Disaster resilience • Support to volunteers • Specialist capability development A. Rescue and Emergency Services. • Capability support, emergency services and operations (emergency response operations in road crash rescue, storm and flood response, search and rescue, general rescue and emergency support) • Learning and development • Maintenance of a motivated and committed volunteer workforce B. Emergency Management. • Executive, administrative, advisory and other support services to the State and Regional Emergency Management Committees and across all levels of Government and community • Emergency management planning and risk management services • Education and awareness • Management of the National Partnership Agreement on Natural Disaster Resilience and Associated Programs • Management of SEMC Priority Emergency Management Projects C. SES Management. • Human and physical resource management 5 SES VALUES AND CULTURE  Integrity in our people, our SES volunteers and staff  Equity and professionalism within a flexible and diverse work environment  Accountability and performance Supporting Behaviours: 1. Respect the contribution of every individual  Recognise the value of each person’s contribution to SES  Be respectful of role, experience and background  Value diversity 2. Promote the wellbeing and development of all SES people  Develop SES people to their full potential  Know and care for people  Keep people at the core of all decisions  Build the team – provide guidance and challenge their abilities INTEGRITY IN OUR PEOPLE { 3. Communicate well and regularly  Keep your team informed  Be clear, consistent, timely and accurate  Engage thoughtfully and check for understanding  Express and receive feedback graciously 4. Strengthen relationships across and beyond SES  Work together to identify and achieve common purposes and objectives  Build inclusive partnerships  Deliver on SES’s promises, and do it well 5. Be the best I can  Strive for professional excellence  Know yourself and seek self-improvement  Maintain your personal wellbeing EQUITY & PROFESSIONALISM { 6. Make SES proud, make Tasmania proud  Lead by example  Value SES’s identity and reputation  Live SES’s values, aspire to SES strategic priorities and comply with the SES Code of Conduct 7. Challenge and innovate  Challenge, question and be open to change  Generate new ideas  Support creative solutions  Understand the risks 8. Be cost conscious  Understand the cost implications of the decisions you make  Find solutions that are enduring, efficient and add value  Use it like you own it 9. Fix problems, take action  Seek and accept responsibility  Take ownership of what you say you will do  Turn your ideas into actions  Be a part of an effective solution ACCOUNTABILITY & PERFORMANCE { 10. Drive decision making down  Make sound, timely decisions based on principles, not just rules  Drive decisions to the appropriate level  Trust and support people to make good decisions 6 SES Business Plan 2012/2013 A. Rescue and Emergency Services 1. Capability support, emergency services and operations A1 Activity KPI’s CMG Data Sets Officer Responsible A1.1 Coordinate the SES response and support to emergency events Operational data (annual trend analysis) SS001-22 ADOR/RM’s/ RO’s A1.2 Identify, procure and allocate response equipment to SES Units on a needs basis ≥ 12 Unit Management meetings ≥ 4 Operations meetings ADOR/RM’s/ RO’s A1.3 Maintain effective volunteer recruitment and retention strategies 100% unit viability sustained ≥ 560 active volunteers SS080-87 RM’s/RO’s A1.4 Coordinate SES awareness activities ≥ 2 SES Week activities per region > 100 public events attended SS031-36 ADOR/RM’s/ RO’s/SPEO A1.5 Support community warning systems for flood and storm/severe weather emergencies 0 external complaints regarding warnings SS003-04 ADOR/RM’s A1.6 Manage the state-wide SES unit vehicle and equipment replacement program >3 vehicles replaced SS104-107 ADOR 2. Learning and development A2 Activity KPI’s CMG Data Sets Officer Responsible A2.1 Maintain quality control processes for student records, assessments and issuing of Certificates and Qualifications ≥ 600 post-training satisfaction surveys issued SS094, SS098 MLD/RO’s/ RTO’s A2.2 Deliver Competency based training from the National Training Package PUA00 to SES volunteer members ≥ 150 training units (courses) delivered (competency and refresher) ≥ 1,100 competencies/certificates SS090-92, SS094-95 RTO’s/RO’s/ RM’s/MLD 7 A2 Activity KPI’s CMG Data Sets Officer Responsible A2.3 Liaise as required with TQA and Skills Tasmania for audit requirements and scope of registration as well as funding opportunities 0 non-compliances MLD/RO’s/ RTO’s A2.4 Conduct regular moderation/validation reviews of assessments and training resource kits ≥ 4 TRK’s or assessment tools validated SS097 MLD/RO’s/ RTO’s A2.5 Identification and analysis of training needs for volunteers and development of annual training plan ≥ 500 post-training satisfaction surveys issued SS098 MLD/RTO’s, RO’s A2.6 Participation in national disaster challenge and RCR rescue competitions when applicable 1 volunteer team for national events SS031-36 ADOR/MLD/ RM’s A2.7 SES Land Navigation Challenge >100 participants MLD/RM’s/ RO’s/RTO’s 3. Maintenance of a motivated and committed volunteer workforce A3 Activity KPI’s CMG Data Sets Officer Responsible A3.1 Recognise diligent volunteer service and commitment > 50 SES Long Service awards issued All newly appointed Unit Managers to receive Appointment Certificate DSES A3.2 Enhance SES volunteer profile and recruitment opportunities via the SES web site Complete new SES web site > 1,000,000 web site hits SS042 MLD/LISO A3.3 Conduct an SES volunteer survey (to assess trends since 2003 and 2008 surveys) Report completed DSES/ADOR A3.4 Keep SES volunteers well informed ≥ 8 newsletters/Gazettes published ≥ 30 volunteer/unit activities attended by an EMG member DSES/ADOR/ RM’s/XO A3.5 Implement the Emergency Volunteer Fund (funding support for volunteers) 100% uptake of available funds ADEM/PC 8 B. Emergency Management 1. Executive, administrative, advisory and other support services to the State and Regional Emergency Management Committees, and across all levels of government and the community B1 Activity KPI’s CMG Data Sets Officer Responsible B1.1 Participation as required at EM or hazard specific committee/council/working group meetings at national, State, regional and municipal levels (includes out- of-session work associated with these groups) >500 meetings SS045-55, SS051-53, SS054-55, SS096, SS056-58, SS121 All managers B1.2 Provide Executive Officer and administrative support to the State and Regional Emergency Management Committees and State and Regional Controllers ≥2 SEMC meetings (+ support for 4 SEMAG meetings) ≥ 4 REMC meetings SS054-56, SS121 DSES/RM’s/ ADEM 2. Emergency Management planning and risk management services B2 Activity KPI’s CMG Data Sets Officer Responsible B2.1 Provide advice and support to State, Regional and Municipal Emergency Management Committees on the development of EM strategies and plans that foster community self-reliance and resilience ≥ 60 MEMC meetings attended by staff 80% Municipal EM Plans up to date SS057-58 SS061-66 ADEM/RM’s/ SPEO B2.2 Provide advice and support to EM stakeholders on EM exercises ≥ 18 exercises attended SS065-66 SPEO/RMs/ EMG B2.3 Promote emergency risk management to State, Regional and Municipal Emergency Management Committees ≥ 3 risk management projects funded SS111-120 ADEM/RM’s/ SPEO B2.4 Develop a Tsunami Response Plan 100% complete EMG B2.5 Administer the Resilient Australia Awards in Tasmania State awards presented PC/ADEM 9 3. Education and awareness B3 Activity KPI’s CMG Data Sets Officer Responsible B3.1 Review and develop a new SES web site in consultation with all work areas 100% complete MLD/LISO B3.2 Engage the media on EM or SES-related developments or initiatives ≥ 12 media releases SS043 DSES/ADOR/ RM’s B3.3 Publicise EM learning opportunities for state and local government staff and other stakeholders and support the coordination of AEMI residential and extension courses ≥ 50 course positions offered SS046-47 SPEO B3.4 Implementation of the National Strategy for Disaster Resilience in Tasmania (multi-year project) Output targets achieved per project plan ADEM/SPEO/ PM (TBC) B3.5 Deliver Introduction to Emergency Management and Introduction to Emergency Risk Management Courses to local government and state agency stakeholders ≥ 4 courses/workshops conducted SPEO 4. Management of the National Partnership Agreement on Natural Disaster Resilience and associated programs B4 Activity KPI’s CMG Data Sets Officer Responsible B4.1 Review and update Tasmania’s Implementation Plan and Guidelines for NDRP 2012/13 Completed prior to NDRP 2012/13 funding announcements ADEM/PC B4.2 Promote funding support opportunities for future rounds of NDRP and the new Emergency Volunteer Fund (EVF) 100% uptake of available funds SS111-120 PC B4.3 Administer NDRP and EVF in Tasmania Per NPA and Implementation Plan PC B4.4 Lead the assessment of NDRP and EVF applications for 2013/14 Assessments completed by May 2013 EMG/PC 10 5. Management of SEMC priority emergency management projects B5 Activity KPI’s CMG Data Sets Officer Responsible B5.1 Enhance interoperability across Government during emergencies (multi-year project) Output targets achieved per project plan ADEM/PM B5.2 Build community resilience in relation to floods (multi-year project) Output targets achieved per project plan* DSES/PM B5.3 State Risk Assessment (complete unfinished outputs) 100% complete per project plan* ADEM/PM B5.4 Development of a State Hazard Mitigation Strategy (multi-year project) Output targets achieved per project plan* ADEM/PM B5.5 Development and implementation of a Rapid Impact and Damage Assessment Plan Output targets achieved per project plan ADEM/PM B5.6 Development of appropriate emergency management arrangements for vulnerable members of the community (multi-year project) Output targets achieved per project plan* ADEM/PM B5.7 Review Emergency Management Act 2006 Output targets achieved per project plan DSES/ADEM * Subject to availability of additional resources TBC [...]... DPEM environmental strategies to reduce Greenhouse emissions ≥ 2 initiatives implemented DSES/XO C1.7 Review the SES Business Continuity Plan 100% complete ADOR/RM’s C1.8 Develop new SES Strategic Directions for next three years 100% complete DSES/EMG C1.9 Development of a SES People Plan to support the retention, morale, well being and effectiveness of SES staff and volunteers 100% complete DSES/EMG... feedback and use feedback to develop state wide professional development priorities ≥ 20 staff performance/PD feedback sessions C1.2 Conduct the quarterly SES WHS Committee meetings ≥ 4 meetings ADOR C1.3 Conduct WHS audit and ensure compliance with new WHS legislation, including training and awareness of requirements Full compliance DSES/ADOR C1.4 Maintain master leave plan Biannually reviewed C1.5 Comply . STATE EMERGENCY SERVICE BUSINESS PLAN 2012-2013 Department of Police and Emergency Management Mission: To deliver quality policing and emergency management services 2 3 Business Plan. and Australia’s emergency management sector. Andrew Lea, ESM Director, State Emergency Service Department of Police & Emergency Management 4 STATE EMERGENCY SERVICE VISION:. Tasmanian emergency management sector as a whole. Our Business Plan is strongly influenced by the SES functions specified in the Emergency Management Act 2006, relevant emergency management plans