FRV PLAN 2020 -2021 OUR COMMITMENT TO VICTORIANS
←
→
Page content transcription
If your browser does not render page correctly, please read the page content below
FRV PLAN 2020 -2021
OUR COMMITMENT
TO VICTORIANS
Fire Rescue Victoria (FRV) is a modern fire and rescue service that meets the needs of twenty-first century Victoria. The
new organisation was established on 1 July 2020 as part of Victoria’s Fire Services Reforms. We serve and protect
communities across Melbourne and Victoria’s major regional centres.
FRV’s purpose is to keep Victorian communities safe. We achieve this through:
delivering expert fire and rescue services to the community we serve;
driving systemic change to the built environment through reforms to building design, regulations and legislation; and
educating the community through fire prevention programs that improve community safety and build resilience.
"A relevant and contemporary fire and rescue service
OUR VISION keeping communities safe and resilient"
VPS VALUES
FRV values are currently under development.
FRV aligns with the Victorian Public Sector (VPS) values .
OUR OPPORTUNITIES
Engage with the communities FRV serves to Further elevate the importance of health and
understand what ‘good service’ means to them, wellbeing, recognising it as a key enabler of individual
especially those who are most vulnerable. and organisational performance.
Continue to work collaboratively with our partners in Embed risk-based, strategic planning approaches
government to drive legislative and regulatory reform across the organisation to ensure FRV meets current
in issues relating to the built environment. and future needs.
Invest in fit-for-purpose information management and Ensure our workforce is appropriately supported
communication systems to enable FRV to meet our through the progressive implementation of
statutory obligations and support executive decision- standardised training and equipment across the state.
making. Investigate new and emerging technologies to
increase rescue outcomes and minimise firefighter
exposure to dangerous/harmful situations.
FIRE RESCUE VICTORIA PLAN 2020-2021
OPERATING ENVIRONMENT
CHALLENGES
IN OUR
OPERATING
ENVIRONMENT
Summary of the significant external
factors in FRV’s current and future
operating environment
ENVIRONMENTAL
Built Environment
The built environment continues to present a series of
challenges, from combustible cladding and non-compliant
SOCIO-CULTURAL structures and materials, to stockpiling of hazardous waste
Urbanisation and chemicals.
Increased number of people living in Victoria’s metropolitan
and regional cities, with a solid growth in high and super-high Natural Environment
rise living. Climate variability is set to exacerbate under the impacts of
climate change. The 2019/20 bushfire season shortly
Peri-urban Living followed by COVID-19, two unprecedented events
Rapid growth and development on Melbourne’s peri-urban demonstrate the real potential for cascading events in our
fringe, exposing a large population to grass and bushfire operating future.
threats. Many of whom have no or little experience with such
threats. Energy
Decentralisation of energy production, including a
Diverse Population proliferation of solar, battery storage and other renewables,
While the effects of COVID-19 will reduce immigration in the as well as localised energy systems and potentially the
short-term, 60 percent of the state growth has traditionally development of micro-grids may present unseen challenges.
been attributed to migration. The ageing population will
continue to trend upwards and 80 percent of Aboriginal and
Torres Strait Islanders reside in the FRV area. POLITICAL
Hostile Acts
Hostile acts against the State and individuals, such as
TECHNOLOGICAL terrorism and cyber-crime are complex issues requiring
As the demand and expectations for services increase and interdisciplinary and integrated response and capabilities
with constrained government revenue, the use of with other agencies.
technological innovations can assist in efficiency and
planning. Community Expectations
As the likelihood of non-routine, high-consequence events
Maintaining visibility of trends and potential applications is increases, there is growing political interest in major events,
key to utilising technologies and ensuring rapid advances by and community expectations for efficient and effective
business and community are utilised and can be responded to services are high.
by FRV to improve operational capability.
Budgetary Pressure
5G Technology and Internet of Things, as well as artificial Increased likelihood of significant events and request for
intelligence, provide numerous opportunities across FRV, emergency services, along with competition by the
including improving data sources, community engagement, emergency management sector for government resources,
workforce management and occupational health and safety. will potentially require the sector to do more with less.
FIRE RESCUE VICTORIA PLAN 2020-2021
YEAR ONE PRIORITIES
FRV OUTCOMES FRAMEWORK
COMMUNITY SERVICE PEOPLE COLLABORATION
Outcome 1.1 Outcome 2.1 Outcome 3.1 Outcome 4.1
FRV is a trusted and We utilise modern FRV is a values-based Community engagement
respected community technology and our skilled organisation and our values is valued by FRV
partner workforce to deliver are reflected in everything
Outcome 4.2
effective, responsive we do
Outcome 1.2 The contribution of our
Community members and sustainable services Outcome 3.2 volunteer partners is
understand risk in their local Outcome 2.2 FRV supports and promotes recognised and valued
environment Our services are flexible, the health, wellness and
Outcome 4.3
Outcome 1.3 adaptive and collaborative safety of our people
Interoperability and
FRV engagement is tailored Outcome 2.3 Outcome 3.3 collaboration are integral
to the risks of the local Our services are innovative, FRV values innovation to FRV
community evidence‑based and forward and invests in the skills,
looking to plan for the knowledge and experience
future of our workforce
Outcome 3.4
The diversity of our
workforce reflects the
community that we serve
2020 - 2021 STRATEGIC ACTIONS
COMMUNITY SERVICE PEOPLE COLLABORATION
Increase the presence of Ensure there is no reduction Conduct a strategic review of Drive operational reforms in
working smoke alarms in the in service to the community, the specialist workforce to the emergency management
homes of people most at risk and that the service create efficiencies in sector, in collaboration with
from fire response meets community processes, harmonise teams key sector partners and the
expectations and ensure wellness community, to deliver a safe
Improve community safety and sustainable fire and
by advocating for the Develop a Fire Safety Harmonise operational rescue service across
prohibited use of fluorinated Inspection Database which procedures across FRV and emergency preparedness,
firefighting foams will enhance service delivery CFA where practicable and planning, mitigation, response
to the community through appropriate to provide and recovery
Develop a community-driven the provision of efficient and clarity to operational staff
and outcomes-focused reliable assistance when responding to Collaborate with local
strategic plan for 2021-2025 emergency events governments and partner
Contribute to the agencies to mitigate risk and
Continue to deliver the 350 implementation of the Improve firefighter safety build community resilience
Firefighter Program to sector’s long-term and availability through the through community
ensure the service delivery communications plan, with establishment of a education/consultation and
requirements of the the longer-term aim of centralised Health, Safety enhanced audits/ inspections
Victorian community are met moving to a single integrated and Wellness Department
through the increase in voice network and sector- and a State Rostering Contribute to the state’s all-
firefighter numbers, wide broadband data service Department emergencies capability model
strategic deployment of through the development of
operational resources, and Enhance governance to Progress the harmonisation FRV’s Aviation Strategy and
construction and maximise transparency and of employment agreements Hostile Event Strategy
modification of new and accountability
existing assets Improve organisational
Establish the foundations of capacity to operate jointly
future financial sustainability with other agencies and
government departments to
plan and prepare for the
response to, and in
responding to major
emergencies
FIRE RESCUE VICTORIA PLAN 2020-2021MEASURES OF SUCCESS
COMMUNITY SERVICE PEOPLE COLLABORATION
Number of sessions of fire Percentage of specialist Percentage of staff with Number of engagements
education and risk capability staff (Technical core skills maintenance with local government areas
reduction programs Operations skills drills completed through the Community
delivered to the community maintenance completed) Safety team
FRVSafe: initial
Number of hoarding risk Total operational fleet investigation opened within FRV represented at all State
referrals availability 14 days emergency management
meetings and exercises
Number of residential risk Structure Fires response FRVSafe: corrective actions
referrals times within benchmark implemented within 30 days
(Budget Paper 3 measure)
Improve containment of Number of stations/work
structure fires (Budget Road Rescue response times sites visited against
Paper 3 measure) within benchmark (Budget schedule
Paper 3 measure)
Workforce turnover - All
Emergency Medical employees
Response (EMR) response
times within benchmark Workforce turnover -
(Budget Paper 3 measure) Firefighters
Breakdown of calls attended Permanent operational staff
by type of incident FTE (Budget Paper 3
measure)
Service Level Agreements
Permanent non-operational
staff FTE (Budget Paper 3
measure)
Fire Rescue Victoria
456 Albert Street, East Melbourne
Victoria 3002 Australia
1300 367 617
@FireRescueVic @firerescuevictoria @FireRescueVic www.frv.vic.gov.au
FIRE RESCUE VICTORIA PLAN 2020-2021You can also read
