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Published by myles_clarke, 2017-11-28 05:22:18

Burnside Country Fire Service Strategic Plan

Strategic Plan 2017-2020 v0.1

Keywords: Strategic Plan,Burnside CFS

Burnside CFS Strategic Plan 2015 - 2018

STRATEGIC PLAN

Burnside Country Fire
Service

for period
March 2017 to December 2020

Burnside CFS Strategic Plan 2017 - 2020




Table of Contents

Introduction .................................................................................................................................. 3
Purpose and Scope ................................................................................................................... 3
How the Strategic Plan will be used ......................................................................................... 3

Strategic Analysis .......................................................................................................................... 4
Environmental Scan .................................................................................................................. 4
SWOT Analysis .......................................................................................................................... 7
Critical Success Factors ............................................................................................................. 8
Brigade Value Chain .................................................................................................................. 9

Vision, Mission and Values ......................................................................................................... 11
Vision ...................................................................................................................................... 11
Mission ................................................................................................................................... 11
Values ..................................................................................................................................... 12

Strategic Goals, Objectives and Actions ......................................... Error! Bookmark not defined.
Strategy 1: Leadership and Team Development .................................................................... 15
Strategy 2: Training and Development ................................................................................... 16
Strategy 3: Response Services ................................................................................................ 18
Strategy 4: Recruitment and Retention .................................................................................. 19
Strategy 5: Innovation ............................................................................................................ 20
Strategy 6: Inter-Service Relationships ................................................................................... 21
Strategy 7: Asset Management .............................................................................................. 23
Strategy 8: Community Engagement ...................................................................................... 24

Burnside CFS Strategic Plan 2017 - 2020

Introduction

In June 2014, Burnside Country Fire Service (CFS) began the development of a Brigade
Strategic Plan. This strategic plan creates the framework for the future of the brigade
to meet the full range of risk and hazards that may present themselves in the future.
Burnside CFS utilised the tenets of Applied Strategic Planning, which, when effectively
applied, produce a plan that contains an implementable action plan for each strategy.
The working group members were: Matt Wissell, Lachlan Graham, Gabe Fuller-Gooley,
Samuel Hakendorf and Myles Clarke. These members met on a fortnightly basis over 8
months to generate this strategic plan.
The resultant plan contains specific recommendations tailored to the local situation
that are implementable as part of an applied strategic plan as well as an assessment of
the current situation. We identified specific areas that are working well, where
improvements are needed, and what new resources, if any, are needed to implement
the recommendations.
The strategic plan was reviewed in March 17 by Matt Wissell, Lachlan Graham, Grant
Davies, Samuel Hakendorf and Myles Clarke and updated to reflect changes and
actions over the past year.

Purpose and Scope

The intent of this plan is provide clear direction for Burnside Brigade to consolidate its
position and reputation in the Country Fire Service and grow its membership base to
support the broader community.
Implied in this planning process is the notion that each of the goals and objectives in
this plan will lead to a measurable and tangible action or outcome. As a result, the plan
guides the development of Burnside CFS with specific actions over a three year term.
Also implicit in the planning process is annual updating of the plan so that it continually
stretches out 3-7 years into the future. Each year at budget preparation time, the
plan’s strategies and timelines should be reviewed and used to develop budgeting
priorities. In addition, the plan should be reviewed quarterly by the Brigade to ensure
that the direction is consistent with the plan. This continuous updating of the plan
guarantees the flexibility to meet unforeseen opportunities and challenges.
This plan was developed over the course of eight months and included the
engagement of Burnside CFS staff to develop and prioritize the goals and objectives to
meet the needs of the Brigade.

How the Strategic Plan will be used

This Strategic Plan contains the detailed steps (goals and objectives) necessary to
create the desired future. Each of the goals was developed looking over a 3-7 year
planning horizon. Each goal has a number of objectives, which are the detailed action
steps for achieving that goal. In some cases, two or more goals will be dependent on
the same objective. Given this planning perspective, the plan will:

Burnside CFS Strategic Plan 2017 - 2020

Allow the Brigade to use the vision, mission, goals and objectives of this plan to
identify, develop, and prioritize funding requests and financial and operational
decisions;
Provide the ability for the Brigade to assess the progress towards meeting the
needs of the Brigade and the plan;
Assist the Brigade in making decisions concerning its future to ensure that it meets
the needs of the CFS and the local community.


Strategic Analysis Legal Poli`cal Economic
Environmental Social
Environmental Scan Burnside

Technical
An environmental scan identifies and
reviews the impacts to the Brigade.
This can be in the form of an outward
looking external analysis, and an inward
looking internal analysis.
It was determined that there were six
key external factors to be considered.





Scan Area Scan issues or opportunities identified

Political 2015 Emergency sector review: Significant potential to
dramatically change the role and nature of the brigade
(unless we were ahead of the curve). This Emergency sector
review was cancelled in 2016. The threats of this review are
however still relevant to the brigade today and identifies
areas of weakness that the brigade needs to address.

Economic Potential changes to funding models, due to ESL impacts
• Budget unlikely to increase, but there is a need to do

more with less
• Opportunity to improve our entrepreneurial spirit

Burnside CFS Strategic Plan 2017 - 2020

Scan Area Scan issues or opportunities identified

Social Brigade membership demographics
Technical • Student and youth focus
• Limited Senior Membership
• Limited support personnel
• Subtle changes in Brigade organisation structure and

response to rank
Potential change to Hazmat and RCR role and function
Potential to limit brigades to only one training speciality

Environmental Strong community support via the service clubs, Burnside
Council, business and general public.
Good public perception of brigade (via social media)

Legal Presumptive legislation, impacts how the brigade operates,
drives changes to:

• Clean cab policy
• PPE maintenance
• Clean Crew Room



The internal analysis determined that there were six key factors to be considered.

Burnside CFS Strategic Plan 2017 - 2020

Value Chain Cost Analysis

Skills Resources
Competencies

Success Burnside Strengths /
Factors Weaknesses

Burnside CFS Strategic Plan 2017 - 2020

SWOT Analysis

A traditional strength, weakness, opportunities and threats (SWOT) analysis was
undertaken, with the following identified.

S Strengths

• Large percentage of young keen members 18 - 40yrs
• Low rate of defaults (that is we respond to the majority of incidents)

• Generator on site – Potentially only one in Lofty group
• Location – Reduced threat of bushfire to station or family

• Large professional members pool
• Currents assets/ equipment – Pumper/ Hazmat
• Good connections with media

• Facilities – Good condition
• Increase in Retention and high quality of applicants.

W Weaknesses

• High percentage of young and transitory members
• 10% of members cover off on 80% of callouts
• Large proportion of personnel live outside area
• Burnout of long standing members
• Most active firefighters also are the most active fundraisers
• No social glue for the Brigade. Normally personality driven
• Poor knowledge of other member’s skill sets both soft and hard
• Poor structure of training nights
• Physical location of the Brigade – Not in rural area and therefore are we

perceived as a CFS brigade?

• No Admin/ support staff – No anchor

O Opportunities

• Creation of Surge Crew in alignment with good practice at Salisbury.
Potential is to set up Burnside as an Emergency services hub with other
services

• Establish or obtain logistical lists
• Strong Community support/ Council
• Strong involvement in the community – Carols, Schools, Norwood

Pageant

• Use of Social Media/ Media – Strong connections
• Strike team support – Strong past and need to continue developing this

avenue.

• Brigade WHS offsets - Clean cab policies – If done properly.
• Specialist skillset development – High training
• Burnside Council Support for brigade infrastructure upgrades.

Burnside CFS Strategic Plan 2017 - 2020

T Threats

• Poor relationship with East Torrens – Friction between Brigades and
Group long standing

• Proximity of Glen Osmond and Beulah Park threatens long term
Burnside CFS existence.

• Emergency Service Levy gone up. Funding the same or reduced.
• Reduction in donations
• Reduction in funding will mean we have to be intelligent with our

money. Finance strategy? Differentiation between a State provided
product and Brigade.

• Degradation in rank structure and leadership positions
• Paradise Rescue – With MFS improving their rescue capabilities,

Burnside potentially losing rescue area.

• WHS Act – how well do we adhere to the act, which may impact future
claims.

Critical Success Factors

The following have been identified as critical success factors for the Brigade.

Success Factors Skills Competencies

Sound management Accounting background – sound handover between finance
of Finances officers

Full membership Strong leadership, dynamic social group.
compliment Quality PPE, inclusive structured training

Increased number Established response culture
active members

Skills coverage Training capabilities, ie BA, RCR, HazMat.
across brigade Right people trained in the right areas with established
training matrix
Link training to attendance

Improved A solid station support personnel to assist with non
operational support combative activities, such as training coordinators,

Burnside CFS Strategic Plan 2017 - 2020

Success Factors Skills Competencies
function communication operators and fundraising/social
coordinators
Active recruitment into role

Central hub for Station clean, tidy and ready to go.
storm emergencies Discussion with SES, offering to utilise station.

Solid Recruitment 12 week training program (based on BFF1)
program Defined probationary period (in Brigade rules)
Certificates of attainment (acknowledgement by Brigade)
Exit processes to gain feedback and passes/uniforms etc

Standardised Pre-planned training schedule – high level agreed activities
Training Program Margot Wall Chart of activities completed.
First Arrival Officer Training

Leadership – Leadership & Mentoring training
Program Followership

People Management Agreed role to manage HR issues within Brigade.
Function

Ongoing public Public Relations and community engagement
support and Service
Club funding



Brigade Value Chain

The value chain considers the value that is provided to the Brigade, Group,
Community, Region and the State.

Value Chain Values

Brigade • A sense of belonging and purpose, to support the wider
community

• Additional life skills

• Community Relationships

Value Chain Burnside CFS Strategic Plan 2017 - 2020
Group
Values
Community
Region Stable, reliable membership base
State Experience, and high level of skill
Specialist equipment
Potential for official Level II base
Primary backup resource, change of quarters
Reliability of campaign deployment
Supply a confined space rescue response

Capable emergency response
Education and Support
Refuge Centre (If required)
Facility offering – Neighborhood Watch, State Cadets, Lofty
Tower Brigade

Stable, reliable membership base
Accessible point of contact for media
Competent and capable HazMat resource
Potential for official Level II base
Reliability of campaign deployment

Ability to fulfill SAMFS COQ requirements
Ability to offer a state HazMat resource with a sophisticated
detection suite
Point of contact for state PR exercises
Reliability of campaign deployment
Ability to fulfill ?state disaster recovery plan i.e. natural
disaster

Burnside CFS Strategic Plan 2017 - 2020

Vision, Mission and Values

Vision

Vision Definition –a long-term position or place to be achieved; serve as a focal point of
effort and act as a catalyst for team spirit.

The vision of Burnside CFS is to be recognised as a leading fire and rescue service,
renown for our strong leadership and industry leading innovation founded on our

proud traditions and heritage.

Providing professional emergency services to the community

Mission

Mission Definition –an enduring statement of core purpose; “who we are and what we
do;” broadly describes an organization’s “reason for being;” core purpose should stand
the test of time.


The mission of Burnside CFS is to ensure that we have a dedicated team of highly
trained fire fighters who protect our community and intervene at your time of crisis

to make a positive difference.

Burnside provides trained volunteers as a public service for the following emergency
responses: bushfires, urban responses, road crash rescue, structure fires, and Hazmat
emergencies.

Burnside CFS Strategic Plan 2017 - 2020

Values

Core Value Definition – Fundamental beliefs or guiding principles of the Brigade.
As members of Burnside CFS we value adhere to the following values which are
demonstrated through our actions:

DUTY

Duty is perform our task when called upon, during the hottest of days or coldest of
nights.
Actions

• Our moral obligation is to always be on call, put others needs above our own
and defend our community in their time of need.

• Responding to the page, performing complex tasks in extreme circumstances,
stretching our physical and mental abilities.

• Attend training nights to educate and prepare.
• Raising awareness of our capabilities within the community
LEADERSHIP

If you are going to achieve excellence in big things, you develop the habit in little
matters. Excellence is not an exception, it is a prevailing attitude. – Collin Powell

Leadership in the display of Courage – Physical or Moral to face your fear through
danger and adversity

Actions

• Respect is a two way street, you have to give it before you can receive it.
• Display Integrity – Open and honest. It requires that you do what you say and

do the right thing……always.
• Be a great leader and a great follower.
• In teamwork – Supporting your leaders and your team. Working together and

valuing all your team.

Burnside CFS Strategic Plan 2017 - 2020

PRIDE

Pride is being proud of your skills, capabilities and equipment.

Pride is being part of a team of like minded peers, performing tasks that others either
can’t or won’t do and achieving a common goal.

Pride is wearing the uniform, proud of the colours, proud of your fellow volunteers and
proud of your Station.

Most importantly it is your actions, not your words that show your pride.

Actions

• Ensuing that our equipment, appliances and station are always clean, prepared
and ready for action.

• Making sure that we are physically and mentally ready to perform at the best
of our abilities.

• By supporting and acknowledging our team members, through strong
leadership and effective teamwork.



TRADITION

Tradition is the handing down of the customs, legends and information from one
generation to the next.

It is the way we respond to an incident, the way we acknowledge our hero's and
celebrate our achievements. Tradition enables the brigade to connect our leadership,
pride and duty as our core values.

Tradition is our foundation!

Actions

• Continue the tradition of breaking boundaries & leading through innovation.
• Celebrating our achievements, recognising and awarding our fire fighters.
• Swiftly responding, assertive on task, respected & valued by fellow brigades.
• Support and postively interact with our local community


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