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Corporate Plan 2013 - 2017

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Message from the Commissioner

Fire & Rescue NSW (FRNSW) is an organisation with a long and proud history. We are amongst the most skilled and highly regarded urban firefighting forces in the world and we are one of the world’s leaders in hazardous materials, road accident rescue, and urban search and rescue response, as well as areas such as fire investigation and compartment fire behaviour training. Consistent with the NSW Government’s agenda for change, NSW 2021, key priorities for this plan ensure FRNSW remains ready to deal with major emergencies and natural disasters in partnership with the other NSW emergency services.

We are active in the community, working with our partner agencies and with industry to promote community safety and to support and assist disadvantaged and vulnerable communities. Through better engagement with communities, we will enhance our focus on prevention and early intervention strategies, increase opportunities for people to look after their own neighbourhoods and environments and together provide a higher quality service to support safer, stronger communities.

Whilst we are proud of our traditions, our community service ethos and our response capabilities, we recognise and acknowledge that we must continue to develop ourselves and our services to remain relevant and keep pace with what the community, our partners and our Government want from us. As an organisation we want to remain essential to the people of NSW. We want to maintain our place as a respected and highly regarded emergency service organisation.

In developing this plan, staff across the organisation, as well as external stakeholders, were asked to imagine what our organisation should look like, what it might do, and the challenges we might need to overcome in getting there. The strategies in this plan are aimed at ensuring the future organisation we have imagined can be realistically achieved.

I thank you all for your continued commitment to ensuring that FRNSW remains a service that we can all be proud to be a part of.

Greg Mullins AFSM
Commissioner

Where we want to be in 2017

Over the next four years, the Strategic Directions outlined in this plan will help FRNSW to continue providing the high levels of service that the community of NSW has come to expect from us.

In 2017, FRNSW will be a service that:

  • Is widely recognised as being at the forefront of the emergency services sector exhibiting strong, diverse operational and staff capabilities, and strong partnerships with local, national and international emergency service and support agencies to maximise operational planning, preparation, response and community safety resources and outcomes
  • Enjoys the confidence, admiration and respect of the people of NSW due to our professionalism, reliability and responsiveness to statewide and local community needs
  • Engages more effectively with NSW’s increasingly diverse population to help create a more resilient community that is well prepared for and better able to recover from emergencies and disasters
  • Manages change effectively by anticipating and adapting to demographic and environmental trends, technological advances and resource pressures
  • Utilises the latest technology to keep pace with world best practice and deliver more efficient and effective prevention and response services, cross-agency coordination, internal and external communication and professional development
  • Has a satisfied, dynamic and diverse workforce who are well informed, well trained and educated, and focused on shared values, a strong work ethic based on service to others, and on safe work practices
  • Works effectively within the finite resources available, utilising existing services and infrastructure and leveraging partnerships, without compromising the safety net we provide our community.

Our purpose, vision and strategic directions

Purpose

To save life, property and the environment from fires, emergencies and disasters.

Vision

To be recognised as a leading, best practice fire and rescue service that effectively and efficiently minimises the impact of hazards, emergency incidents and disasters on the people, environment and economy of NSW.

Strategic Directions

Our 2013-17 Draft Corporate Plan sets out five Strategic Directions for FRNSW that will be our focus over the next four years. Each includes a range of key strategies and actions to assist us in achieving our vision.

The Strategic Directions mirror the long-term priorities for our service described in Future Outlook-Future Directions for Fire & Rescue NSW Towards 2033. This plan and the future outlook are the result of one of the most comprehensive service-wide engagement programs ever undertaken by the NSWFB and FRNSW. The engagement program provided all FRNSW staff and external stakeholders with opportunities to provide input, ensuring our plans encompass real-world needs and priorities.

The engagement program culminated in a future forum which included participants at 6 locations across the state and involved over 220 staff of FRNSW. The forum came up with the following 5 strategic directions for FRNSW:

  1. Admired and trusted
  2. Community based
  3. Leading practices
  4. Adaptable people
  5. Adaptable systems

The strategies and outcomes we will be striving for over the next four years in each of these areas are outlined below. Implementing the strategies and projects in each of our Strategic Directions will ensure we adapt as a service to successfully meet any external challenge and significantly enhance community safety and operational services we deliver to the NSW community.

Challenges ahead

At Fire & Rescue NSW, we recognise that the changing world we live in not only presents us with many opportunities, but also a number of significant challenges. We have identified these challenges and anticipated their potential impacts on our service. This information provides us with invaluable insight and puts us in an excellent position to improve service delivery by ensuring that we can adapt, innovate and evolve to secure our future success. Our future success will translate into a safer, more confident and resilient community.

Key challenges in the four years ahead include:

Working across government

The NSW Government actively supports and promotes a whole-of government approach to improve service delivery and increase cost effectiveness for the people of NSW. This approach enables the development of integrated solutions and service delivery across government. It also brings with it challenges associated with managing the coordination, accountability and governance of interdepartmental and cross agency initiatives. For example, FRNSW already collaborates with other emergency services agencies to coordinate emergency planning and to provide robust corporate services systems, and these will continue to be a priority. In the years ahead, FRNSW will actively contribute to a whole-of-government approach across the NSW emergency services sector and Justice Cluster to optimise the use of resources and improve outcomes for the community. Significant opportunities exist for sharing expertise and skills relating to support services across the agencies.

Environment change

Scientific research and current trends predict a continuing increase in the frequency of extreme weather and weather- related events such as heat waves, severe bushfires, cyclones, storms, floods and winds. Climate change, and the roughly five year weather cycle of El Nino delivering drought conditions followed by La Nina delivering persistent flooding, pose significant challenges to all fire, rescue and emergency services. Energy costs for electricity, gas, fuel and water will also increase placing further pressure on our limited budget. In light of these developments, FRNSW will review and modify the way we operate, introducing more efficient and environmentally sustainable practices to ensure the continuity, reliability and sustainability of our service and we will increasingly work with communities to increase their preparation for and resilience to major climatic events. We will also continue to work collaboratively to support other emergency services.

Advances in technology

Across the developed world, new technologies are transforming the way in which emergency services such as FRNSW do their work. Increasingly, a combination of GPS, robotics, sensors, low level automation, networked computer systems, smart home integration and consumer technology are being used to enhance emergency prevention, preparedness, response and recovery. Widespread adoption of social media has increased expectations of the community for the provision of rapid (immediate) dissemination of accurate and relevant emergency information and advice.

While technology represents a vital tool that delivers invaluable benefits to emergency services, it also poses agencies with a number of challenges, including:

  • deciding the best technologies to invest in given infinite choice, yet finite resources
  • relatively new technologies becoming obsolete as even better technologies rapidly emerge
  • costs associated with upskilling a workforce to apply and manage new technologies
  • compatibility of technologies across agencies
  • high community expectations regarding use of consumer technology and social media
  • access and equity issues associated with a reliance on consumer technology and social media

In the years ahead, FRNSW will address these challenges as we advance our best practice service using the best and latest technologies.

A rapidly changing society

The composition of the communities we serve is changing at an amazing pace. By 2036, NSW’s population is expected to grow by 33% to 9.1 million and the number of households is projected to increase by 41% or 1.08 million, due to a fall in household sizes. Population growth will bring about considerable demographic change. Communities in coastal areas will grow substantially, while those in rural areas will experience decline.

By 2036 our ageing population will increase with people over 65 years increasing from 13% to 21.5% and lone person households projected to increase by 64%, increasing the potential for social dislocation. With continued patterns of migration, cultural diversity within NSW will continue to develop, enriching the fabric of our society while also bringing new risks. Consumer technology and social media will also continue to revolutionise the way communities interact with each other.

The changes above will increase the exposure of the community to emergencies and disasters, and significantly increase vulnerability. FRNSW recognises that we will need to make a number of significant changes to our service to respond to these demographic trends. For details see our Strategic Directions 2

An evolving workforce

Over the next 20 years, the traditional composition of the NSW workforce is expected to change dramatically. By 2032, there will be many older employees and the workforce will span up to five generations but there will be fewer people participating in the workforce. There will be considerably more employees from culturally diverse backgrounds, as well as greater participation from people with a disability and more women will occupy senior management positions. There will be greater mobility between organisations although FRNSW will continue to offer a diversity of roles and positions possibly retaining a more stable workforce.

The uptake of technology by emergency services will increase the demand for different skills and there will be an enhanced need for life- long learning and professional development. Supporting staff to achieve higher levels of performance and meeting individual career aspirations will be a key driver of workforce policy into the future. There will also be a greater expectation for work-life balance.

FRNSW will embrace these changes and adapt our organisational policies, practices and culture in response to the new workplace environment.

Financial sustainability

The NSW Government has placed a strong emphasis on sustainable financial management and accountability. Across the NSW public sector, departments and agencies are being asked to exercise financial restraint, operate strictly within the finite resources allocated, and to explore every opportunity to maximise the most effective and responsible uses of allocated funding.

A key challenge ahead is how to remain financially sustainable in the face of population growth, increased vulnerability, and increasing frequency and severity of emergency incidents and natural disasters that are increasing demand for our services. At the same time as threats and vulnerability are increasing, there is a continuing decline in volunteerism which has resulted in FRNSW being increasingly called upon to act as a “safety net”, or to fully assume roles formerly fulfilled by volunteer groups. These same pressures have impacted on the operation of the retained firefighter system. There is no doubt that we will have to work more efficiently and flexibly than ever before. However FRNSW will rise to this challenge and undertake financial reforms that will continue to deliver value for money and keep our costs under control, without jeopardising the quality and scope of our community safety and operational capabilities and response services.

Strategic Direction 1: Admired and Trusted

What we will do:

  • FRNSW will continue to develop and improve our capabilities to provide safe, rapid and effective emergency response to a range of emergency and disaster situations, specialising in particular in our response to fires, hazardous material and rescue incidents through our network of 338 fire stations across NSW and our 7,000 skilled and adaptable firefighters
  • Through our command, leadership and management structures, FRNSW will actively contribute and provide leadership to whole-of-government emergency service initiatives. This will extend from engaging with local government to ensuring community based emergency management planning is effective, while engaging with key partners and stakeholders at the state and national levels
  • By investing in new and existing partnerships with other emergency services, we will ensure our expertise, resources and infrastructure are used efficiently and effectively to avoid needless duplication across the sector and maximise outcomes for the people of NSW.

Our success will be measured by:

  • Meeting response time targets to structure fires, hazardous material incidents, rescue and medical emergencies. Effectiveness measures such as fire confinement rates. International and national recognition of the quality and breadth of services we provide
  • The satisfaction of our key government partners with the services and support we provide.

Objectives and strategies

Objective: Be recognised by government, the community and other agencies as a world class provider of cost effective, comprehensive, rapid and reliable emergency prevention and response services.

Strategies:

  • Continue to deliver rapid and effective response to a wide range of emergency and disaster hazards, risks and situations, including fires, rescues, hazardous materials incidents, medical emergencies, floods, storms and terrorist attacks
  • Ensure that the mix of operational and risk management resources and capabilities at each fire station and locality is matched to identified needs and risks
  • Review, validate and adjust our service delivery coverage as required, ensuring that response times and weight of attack are appropriate for identified locations and risks
  • Demonstrate through the delivery of efficient and effective corporate and support services that FRNSW can work within allocated budget and deliver value for money without compromising front line service delivery
  • Ensure that FRNSW continues to be recognised as a national leader in the areas of rescue, hazardous material/chemical biological and radiation incident management, urban search and rescue, and fire investigations.

Objective: Be an essential arm of an integrated and seamless emergency services sector within NSW and nationally

Strategies:

  • Investigate the potential to establish a state-wide service planning framework with partner emergency service agencies that recognises the need to seamlessly manage resources across all emergency service response capabilities, including infrastructure
  • Enhance inter-relationships with other NSW emergency services to increase FRNSW capacity to assist in disaster response and recovery efforts following extreme weather events
  • Continue to support national and international urban search and rescue initiatives and to provide disaster response capacity in NSW, nationally and internationally when required.

Objective: Support all arms of Government in NSW through our specialist and expert advice and services

Strategies:

  • Work collaboratively with the Environment Protection Authority, when not deployed on priority emergency response, on pollution clean up, a natural extension of our hazmat role
  • Work collaboratively with the Department of Planning to ensure that infrastructure in NSW has cost effective inbuilt fire and life protection systems that will increase community safety and resilience
  • Work collaboratively with local government on emergency planning and regulatory compliance
  • Build on fire research capabilities in order to develop new fire safety programs, and to provide input to fire and life safety codes and standards
  • Increased focus on inspection and random site checks and on checking plans for fire and life safety systems in buildings.

Strategic Direction 2: Community Based

What we will do:

  • Over the next four years, FRNSW will effectively engage with the NSW community to listen to their needs and ensure our services are responsive and meaningful
  • We will make a concerted effort to build strong relationships with key stakeholder groups in the community including people from diverse cultural and linguistic backgrounds and older adults
  • We will also forge new partnerships with government and non- government agencies to access hard to reach at-risk community groups to promote good prevention and preparedness practices
  • We also recognise that our ability to appropriately serve our increasingly diverse community will require much greater diversity within our organisation itself.

Our success will be measured by:

  • Reductions in the number of deaths and injuries from accidental structure fires
  • Stronger community awareness and acknowledgement of the risks of fire, hazmat and other emergency incidents
  • The success of new recruitment strategies aimed at increasing the number of women and people from culturally and linguistically diverse backgrounds as permanent and retained firefighters
  • The satisfaction of the community with our emergency prevention and response performance
  • The percentage of households in NSW with operational photoelectric smoke alarms
  • The introduction of residential sprinklers in new residential developments
  • The retro-fitting of residential sprinklers in high-risk occupancies
  • Ongoing evaluation and enhancement of our existing community safety programs
  • Enhanced community participation and member support provided to Community Fire Units
  • Comprehensive community engagement activities by crews, particularly at permanent fire stations
  • Station Commanders provided with access to media training and awareness tools and active use of them to engage with all sections of the community.

Objectives and strategies

Objectives: Work closely with local communities to reduce the prevalence and impact of fires and other emergencies

Strategies:

  • Deliver an increased range of targeted community risk management / prevention services, able to be selected and delivered by local fire station crews according to local needs
  • Develop stronger research and evaluation capacity to support the delivery and management of improved community engagement programs, focused on listening to the community and building community knowledge about emergency risks
  • Enhance our resource allocation modelling to incorporate prevention and preparedness activities
  • Expand the use of effective social media to promote safe practices and keep the community informed of local emergency incidents and disasters, and what actions they should take.

Objectives: Support and advise industry, Government and local planning authorities to better manage fire and hazardous materials risks in the built environment

Strategies:

  • Continue to work with government and industry to establish and develop best practice approaches to fire safety in residential and commercial premises as well as for major hazard facilities
  • Support local councils and other relevant authorities in establishing and enforcing appropriate levels of fire and life safety in buildings
  • Continue to provide world class commercial training for industry in fire safety.

Objectives: Help to build community resilience through community based planning and education

Strategies:

  • Continue to support Community Fire Units and similar community based programs that enable NSW communities to be ready for major disasters and emergencies
  • Pilot Community Emergency Resilience Teams, building on the success of Community Fire Units, to increase community resilience following a major disaster
  • Encourage greater localised media engagement and training for fire officers to undertake the spokesperson role at incidents and emergencies to inform the community of issues/trends.

Strategic Direction 3: Leading Practices

What we will do:

  • Over the next four years, FRNSW will make educated choices and invest in proven, cost effective technologies best suited to our local needs. Staff training in these technologies will be regarded as a standard component of their professional development
  • We will review our organisational policies, procedures and work practices including Standard Operational Guidelines and find new and better ways to run our service built on a foundation of enhanced communication and consultation arrangements with all employees, volunteers and unions
  • We will continue to integrate the Be Safe program into all aspects of the service. We will implement a safety ownership program to empower workers in relation to their safety and provide the tools to act in response to any issues that may arise
  • Health promotion programs will continue to be developed to address identified needs of our workforce, and in the case of any injury and illness, we will assist these workers return to optimal health as effectively and efficiently as possible.

Our success will be measured by:

  • Reductions in the social and economic costs of fire, rescue, hazardous material and other emergencies
  • Other emergency service organisations across the world looking to utilise our technology and systems
  • The Be Safe program delivering improvements in the safety culture of FRNSW including:
    • significant reductions in safety incidents and near misses, and
    • a decrease in work related injury, illness and lost time injuries.
  • Transparent, evidence-based decision making
  • Improved internal communication that ensures the workforce is both well informed, and empowered to give feedback to management. Leaders are open and consultative in approach and listen as much as they talk
  • A reduction in red tape and improved service delivery in corporate services.

Objectives and strategies

Objectives: Develop and maintain leading edge operational capabilities to deal with a wide range of emergency and disaster hazards, risks and situations

Strategies:

  • Establish a new operational capability framework as a way of analysing, validating and supporting FRNSW service capabilities from start up to divestment
  • Work with the other emergency services in NSW, the State Rescue Board and State Emergency Management Committee to constantly evaluate responsibilities and inter-dependencies in emergency and disaster situations so that FRNSW can deliver its core roles and provide support to other agencies effectively
  • Explore opportunities for FRNSW to further assist the Ambulance Service of NSW with an emergency medical first responder role as outlined in the 2012 Ambulance Reform Plan.
  • Continue to improve command and control capabilities from incident to disaster level, while leveraging the latest technologies to improve operational decision-making using “common operating picture” platforms.

Objectives: Provide firefighters with the most up to date, efficient and effective technologies to help them protect life, property and the environment in NSW

Strategies:

  • Establish a research and development program to ensure FRNSW is influential within the emergency services sector in identifying, evaluating and leading the implementation of technology, starting with evaluating mobile computing capabilities, an operational management system that provides a common operating picture at all times, and enhanced incident ground communications
  • Encourage the interoperability of technologies and systems across the emergency services sector to ensure interoperability in emergency and disaster response
  • Minimise our environmental impacts and reduce recurrent costs through programs such as recycling, installing solar hot water and solar power, energy efficient lighting, and auxiliary rainwater tanks on all new stations, completing a water tank retrofitting program, commencing an energy efficient lighting retrofitting program, purchasing green energy, and increasing the proportion of light fleet vehicles with high “green scores.

Objectives: Continue to develop leading edge corporate service platforms for the emergency services sector in NSW

Strategies:

  • Continue to progress the development and implementation of shared corporate service systems for the emergency services sector to better manage people, finances, and resources. Continue to improve corporate service delivery and efficiency through establishing "centres of excellence".

Objectives: Operate in a way that ensures the safety of firefighters and the community is always paramount

Strategies:

  • Maintain and enhance operational capabilities based on sound doctrine including information and intelligence gained from operational research and debriefing processes
  • Integrate Lessons Learned Centre functions within the Operational Capability Directorate to ensure that organisational learning becomes an integral part of a continuous improvement process and cycle
  • Embed our Be Safe program into all FRNSW operations and workplaces and enhance the safety ownership capabilities of all workers. We will implement programs to optimise the physical and mental health of workers to improve individual safety and performance, improve the management of injured and ill workers and strive to continually improve our safety.
  • Enhance leadership development and education with a focus on improving internal communication and consultative arrangements in order to better leverage the knowledge, ideas and skills of our talented staff.

Strategic Direction 4: Adaptable People

What we will do:

  • Over the next four years, FRNSW will continue to build a diverse, dynamic, and adaptable workforce trained to meet local needs and able to rise to new challenges
  • We will place renewed emphasis on enhancing a culture of personal accountability, mutual trust and respect, with strong, principled leadership at all levels of the service, empowering all our people to act and speak up when they see an opportunity or a challenge
  • We will recognise the diverse talents of our people, so that we can make full use of the enormously diverse skills base within FRNSW while increasing job satisfaction
  • We will continue to reform the content and delivery of our education and training programs to keep them up to date with our changing business practices and to keep them up to date with industry standards.
  • We will focus training on what is needed, on what is of most benefit to our people, and provide greater access to learning
  • We will place renewed emphasis on developing the skills that will improve communication, engagement and respect for all. Strengthened internal and external communications promotes an engaged workforce and community.

Our success will be measured by:

  • Delivery of world class education and training programs that enable all employees to acquire and maintain the required skills
  • Development and implementation of a framework for leadership capability and career progression
  • Internal communication accepted as a key management and leadership accountability, with a focus on continually improving two-way communication across FRNSW
  • Implementation of transparent, merit based promotion and performance management systems
  • Staff seeking out performance feedback and recognising the need for accountability
  • Increases in the numbers of women, people from a culturally diverse background and Indigenous people in the FRNSW workforce
  • Employee satisfaction that training programs are providing effective skills maintenance and acquisition
  • Improvements in staff morale, wellbeing and satisfaction reflected in reduced absenteeism
  • The satisfaction of our staff with internal communication and consultative arrangements.

Objectives and strategies

Objectives: Be a leading provider of emergency management training and education

Strategies:

  • Establish a new State Fire & Rescue Academy in modern, state of the art premises and continue to review and modernise the way in which training is provided across FRNSW, including at regional training facilities
  • Leverage e-learning to enable firefighters to access quality information, training and educational materials while on shift, at their station or at home
  • Improve incident management training and certification.

Objectives: Build a workforce that better reflects the diversity of the communities we serve and protect

Strategies:

  • Implement recruitment strategies that will see our workforce become more representative of the communities we serve
  • Establish internal mentoring programs for women, Indigenous Australians, and people from culturally and linguistically diverse backgrounds
  • Encourage people from these groups to seek out promotion, particularly those who are qualified to apply for senior officer rank
  • Review physical fitness and medical standards to ensure that all tests are validated as being relevant to the work performed by firefighters, and do not create artificial barriers to employment.

Objectives: Establish workplace policies and practices that reflect the needs of a modern workforce

Strategies:

  • Improve and formalise frameworks for timely, consistent and open internal communications, including better feedback and follow up arrangements
  • Reform recruitment practices to allow people with relevant capabilities and skills to enter or re-enter the service at different levels, including on secondment
  • Ensure promotional and performance management programs are transparent demonstrating they are merit and performance based
  • Review and establish revised approaches to rostering and management of the workplace that enable our workplaces to become flexible and achieve the optimal work-life balance for staff.
  • Progress the development and implementation of a retained firefighter strategy to guide the reform of the retained firefighting system and ensure it meets the needs of firefighters and the community into the future.

Strategic Direction 5: Adaptable Systems

What we will do:

  • FRNSW recognises that change management entails thoughtful planning and sensitive implementation. Critically, it must involve constant open communication, involvement and consultation with the people most affected by change
  • Over the next four years, FRNSW will forge a strong reputation as a change manager, positioning our organisation to successfully ride the wave of change and secure our future success. We will work diligently at open and transparent internal communication-ensuring all staff know what is going on, how it affects them and have an opportunity to have their say, while ensuring that unions are advised and consulted
  • Leadership, communication and change management skills will be taught and applied to ensure we can navigate a new, more responsive course for our service. We will work collaboratively with staff, unions and stakeholders as we develop, analyse and adopt new, improved service delivery models
  • FRNSW will set targets to reduce energy, water use and waste, which are specified under the NSW Sustainability Policy and Waste Reduction and Purchasing Policy.

Our success will be measured by:

  • Managers making decisions based on ready access to timely and accurate information about their areas, and staff feedback. Process improvement and change initiatives delivered on time, on-budget and realising the anticipated benefits
  • All staff within FRNSW informed of and understanding what the organisation stands for, their individual roles, responsibilities, and inputs
  • New initiatives are effectively resourced, and supported by appropriate systems and training programs
  • Financial and related management targets being met. Firefighting equipment being adequately assessed, procured, maintained and disposed of to ensure that firefighters work safely and effectively
  • Achieving procurement savings through improved accountability and governance, strategic sourcing and centrally managed procurement strategies
  • Refining and improving appliance specifications and standardising designs for fire stations to improve tendering processes, achieve consistency and savings
  • Professional, welcoming and tolerant workplaces free from bullying, harassment, fraud and corruption.

Objectives and strategies

Objectives: Be respected for our high quality leadership, our unquestioned integrity and transparency

Strategies:

  • Continually promote and model the values of honesty, integrity, courage, selflessness, professionalism and teamwork at all levels of the organisation
  • Deliver a whole of organisation leadership and management capability program that provides the foundation for improved leadership at all levels of the organisation
  • Implement the Leadership Development Framework, succession planning and mentoring frameworks and a performance development system to help all employees to realise their greatest potential
  • Review the FRNSW Code of Conduct, continue to roll out fraud and corruption prevention and awareness initiatives, and embed bullying prevention policies and processes at all levels
  • Streamline the management of misconduct in line with new regulations, with a greater emphasis on education and prevention.

Objectives: Continuously improve processes, performance and outcomes delivered by the organisation

Strategies:

  • Develop detailed business cases for all capital projects clearly articulating and quantifying need, priority and value for money
  • Provide leadership and oversight of all emergency services procurement through a centralised, accredited approach
  • Develop a Business Intelligence capability to support evidence-based decision making, service improvement and reporting
  • Ensure our financial management practices support us to deliver on government budget targets in the areas of employee related expenses and procurement
  • Implement revised approaches to the management of FRNSW assets to improve whole of lifecycle asset management of major and minor assets including firefighting equipment.

Objectives: Effectively engage stakeholders in decisions that affect the development of capabilities and the delivery of our services

Strategies:

  • Establish a program management office and a change management methodology for FRNSW that will enable us to better manage and implement innovation across the service
  • Establish a communication management office to improve internal communication across the service
  • Continue to develop ways to engage all staff in important decisions that affect FRNSW, ensuring that ideas can be raised and are appropriately considered and responded to.

Fire & Rescue NSW Values

Every aspect of the work we do at FRNSW is guided by our shared values. We are committed to:

Respect

We always treat each other, our partners, stakeholders and recipients of our services with respect and fairness while recognising and accepting the differences, wishes, rights, feelings and value of others.

Integrity

We always act professionally and can be trusted implicitly because honesty, transparency and strong ethical principles underpin who we are and everything we do.

Service

We are reliable, always performing our roles safely, effectively and efficiently, while taking responsibility for our actions and decisions.

Courage

We always put the needs of the community and FRNSW first, and have the courage not only to deal with serious emergency situations, but to stand up for others and to challenge wrongdoing.

These values align with and support the NSW Government Sector Core Values of:

  • Integrity
  • Trust
  • Service, and
  • Accountability.