Strategic Directions
Achievement Report 2022
AFAC Limited (ABN 52 060 049 327) Level 1, 340 Albert Street, East Melbourne VIC 3002 P +61 3 9419 2388 www.afac.com.au
Cover images, clockwise from top left: East Region Diversity and Inclusion pilot project. Image: VIC State Emergency Service. Gamba grass fire. Image: Bushfires NT. Bushfire Risk Management Framework, Mooloolah, Queensland. Image: Queensland Parks and Wildlife Service. Evidence-based fire safety education for children program. Image: Fire and Rescue NSW. Connected Firefighter equipment. Image: Fire and Rescue NSW.
02 | AFAC Strategic Directions Achievement Report – 2022
AFAC acknowledges the Aboriginal and Torres Strait Islander peoples as Traditional Custodians of Australia and Māori, as the Tangata Whenua and Treaty of Waitangi partners in Aotearoa-New Zealand. We recognise their unique cultural and spiritual relationships to the land, waters and their rich contribution to society. We pay our respects to ancestors and Elders, past, present and future.
AFAC Strategic Directions Achievement Report – 2022 | 03
Contents
08 14 Supporting resilient Providing trusted communities through response risk reduction 09 — Development of the national community safety announcements for flood risk, AFAC
15 — The procurement of a national Large Air Tanker, National Aerial Firefighting Centre
11 — A ustralia’s inaugural Systemic Disaster Risk handbook, Australian Institute for Disaster Resilience
17 — National Recovery Training Program, National Recovery and Resilience Agency
11 — A n agile workforce supporting community resilience, SA State Emergency Service
17 — Emergency Management Assistance Teams Program, Fire and Emergency NZ
13 — T ackling the gamba grass wildfire risk to Darwin’s rural community, Bushfires NT
19 — Cell on Wheels and Mobile Incident Command Centre, NSW State Emergency Service
13 — R educing bushfire risk with private landholders across the landscape, Department for Environment and Water, SA (National Parks and Wildlife Service) and SA Country Fire Service
19 — The National Urban Search and Rescue Coordination Cell training initiative, Queensland Fire and Emergency Services and Fire and Rescue NSW
04 | AFAC Strategic Directions Achievement Report – 2022
20 Using credible and timely information and data 21 — A new device design and community action messaging for the Australian Fire Danger Rating System, national joint agency initiative 22 — Implementation of the ARENA aircraft management system, Fire and Emergency NZ 22 — Connected Firefighter, Fire and Rescue NSW 23 — Developing guidance through the Alternative and Renewable Energy Technologies Working Group in collaboration with the Clean Energy Council, AFAC 23 — Fire predictive services and predictive fire spread maps, Natural Hazards Research Australia and Country Fire Authority, Victoria
24 Safe, capable and diverse workforce 25 — I ndigenous Fire and Rescue Employment Strategy Program, Fire and Rescue NSW 26 — E astern Region LGBTIQ+ Collective Pride: Diversity and Inclusion pilot project, Victoria State Emergency Service 26 — S afety Inclusion Program, Forest Fire Management Victoria 27 — B ushfire Mental Health Program, NSW joint agency initiative 27 — F itness for Role research project, Australian Council for State Emergency Services
28 Informed by knowledge, innovation and research
34 Effective and transparent governance
29 — AFAC Research Strategy, AFAC 31 — From development to utilisation of scenario research: application of transformative scenarios to prepare emergency services for operations in a climate-challenged world, Queensland Fire and Emergency Services
35 — Sharing the national Large Air Tanker, Commissioners and Chief Officers Strategic Committee 37 — Vessel procurement process, Department of Fire and Emergency Services WA 37 — Doctrine Library, National Resource Sharing Centre
31 — Continuous improvement and innovation in remotely piloted aircraft systems, Fire Rescue Victoria
38 — Bushfire Risk Management Framework, Queensland Parks and Wildlife Service and Partnerships
32 — Learning from Disasters: Black Summer (2019–20), Bushfire and Natural Hazards CRC
38 — Ignitable Liquid Detection Canine Competency Auditing Program, Fire and Rescue NSW
32 — Evidence-based fire safety education for children, Fire and Rescue NSW
AFAC Strategic Directions Achievement Report – 2022 | 05
From the CEO It is my pleasure to provide the annual AFAC Strategic Directions Achievement Report for 2022, the first report under the new Strategic Directions 2022–2026. The Strategic Directions provide the fire and emergency services sector with a collective vision and a joint commitment to enhanced community resilience by informing, clarifying intent and identifying actions required across the AFAC Membership. The new Strategic Directions edition provides the opportunity to address changing environmental factors and community and business settings, as we continue to transition from traditional fire and emergency service delivery to emergency management professionals integrated with, and working for, our communities. AFAC and AIDR’s program of professional development events has touch points across all six Strategic Directions. During 2021–22, 83 events were hosted by AFAC and its business units; 68 events were hosted in the virtual environment, 12 events brought personnel together in person, and three were delivered as hybrid events. Over 8,600 delegates from across Australia and New Zealand participated in the professional development events program, with 95% reporting an improvement in knowledge. Majority of delegates came from NSW and Victoria, representing 61% of participants. AFAC’s suite of doctrine publications is one of AFAC’s most integral intellectual property assets and spans all the six Strategic Directions, as well as covering the national principles of primacy of life, trust and confidence, interoperability through partnerships, and accountability. In 2021–22, AFAC delivered seven new doctrine pieces, seven revised doctrine pieces and two doctrine proposals.
06 | AFAC Strategic Directions Achievement Report – 2022
The Champions of Change Coalition (CCC) is the new name for the Male Champions of Change and the industry-specific Fire and Emergency Group was established in 2017. The CCC Fire and Emergency Group consists of 29 leaders from the AFAC Membership who focus on gender equality. The frameworks and mindsets developed now as a result of the AFAC Member actions, will shape the workforce for the next generation and help to build inclusive environments when working for and with diverse communities. The Strategic Directions Achievement Report for 2022 delivers in the same format as previous years. It demonstrates through case studies the work that has been completed in the last 12 months by all jurisdictions in conjunction with AFAC Members and our partner agencies. This is just a sample of initiatives undertaken, rather than an exhaustive list of all work relating to the Strategic Directions. Together, these initiatives support a more disaster resilient Australia and New Zealand by demonstrating a level of national capability, based on operational readiness and underpinned by the most current qualifications and standards available, lessons management and research utilisation. I extend my thanks and gratitude to all AFAC Members, other emergency management agencies and industry for the commitment and collective achievements during the year. Rob Webb Chief Executive Officer AFAC
Acknowledgments AFAC, the National Council for fire and emergency services, expresses gratitude to all Members and Affiliate Members for their commitment to delivering on the Strategic Directions Achievement Report for 2022. ABC Emergency, AFAC, Australian Council for SES, Australian Institute for Disaster Resilience, Bushfires NT, Bushfire and Natural Hazards CRC, Clean Energy Council, Country Fire Authority Victoria, Commissioners and Chief Officers Strategic Committee, Department for Environment and Water SA (National Parks and Wildlife Service), Department of Fire and Emergency Services WA, Fire and Emergency New Zealand, Fire and Rescue NSW,
Fire Rescue Victoria, Forest Fire Management Victoria, Macquarie University, National Aerial Firefighting Centre, National Recovery and Resilience Agency, National Resource Sharing Centre, Natural Hazards Research Australia, NSW Rural Fire Service, NSW State Emergency Service, Parks Victoria, Queensland Fire and Emergency Services, Queensland Parks and Wildlife Services and Partnerships, SA Country Fire Service, SA State Emergency Service and Victoria State Emergency Service. These contributions have ensured the final result is wideranging and reflective of the work undertaken by the fire and emergency services industry.
Background Strategic Directions for Fire and Emergency Services in Australia and New Zealand 2022-2026 is the third edition developed by AFAC. This document was endorsed by the Australia-New Zealand Emergency Management Committee (ANZEMC) and the National Emergency Management Ministers’ Meeting (NEMMM) and AFAC reports to these bodies annually on accomplishment.
AFAC is proud to present the Strategic Directions Achievement Report for 2022 to Ministers who have responsibility for emergency services. This report provides examples of industry and jurisdictional activities in support of the Strategic Directions. This is the first Achievements Report for the revised Strategic Directions, consisting of six priority areas that reflect a shared vision and joint commitment to safe and secure communities in Australia and New Zealand.
THE SIX STRATEGIC DIRECTIONS FOR 2022–2026 ARE:
DIRECTION 1
DIRECTION 2
DIRECTION 3
DIRECTION 4
DIRECTION 5
DIRECTION 6
Supporting resilient communities
Providing trusted response
Using credible and timely information and data
Safe, capable and diverse workforce
Informed by knowledge, innovation and research
Effective and transparent governance
The expectation within the AFAC National Council is that the Strategic Directions will be considered in the development of each agency’s strategic plan. Together with states and territories and the Australian and New Zealand Governments, the priorities are shaping the future of emergency management.
This new edition provides the opportunity to address changing environmental factors and community and business settings, as we continue to transition from traditional fire and emergency service delivery to emergency management professionals integrated with, and working for, our communities.
AFAC Strategic Directions Achievement Report – 2022 | 07
DIRECTION ONE
Supporting resilient communities through risk reduction
> Development of the national community safety announcements for flood risk, AFAC > Australia’s inaugural Systemic Disaster Risk handbook, Australian Institute for Disaster Resilience > An agile workforce supporting community resilience, SA State Emergency Service > Tackling the gamba grass wildfire risk to Darwin’s rural community, Bushfires NT > Reducing bushfire risk with private landholders across the landscape, Department for Environment and Water, SA (National Parks and Wildlife Service) and SA Country Fire Service
Gamba fire simulation table. Image: Bushfires NT
08ready | AFAC Strategic Directions Achievement Fire week bushfire plan. Image: Bushfires NT
Report – 2022
Tall gamba grass. Image: Bushfires NT
Fire and emergency services agencies are operating in an increasingly complex environment with climate change influencing the frequency, scale and intensity of natural hazards and driving the creation of new risks that compromise the stability of natural, social, and economic environments. Australia’s National Disaster Risk Reduction Framework (endorsed by COAG in 2018) recognises that reducing disaster risk is critical to supporting communities and economies to be resilient. It builds on the significant progress made across all sectors in Australia since the release of the National Strategy for Disaster Resilience in 2011, when for the first time Australia established a national resilience-based approach to disaster management.
AFAC Members are playing an important role in providing leadership and collaborating with governments, business, communities, educational institutions, and individuals to develop strategies and actions to reduce disaster risk and support resilient communities. AFAC Members are taking action to enhance preparedness and reduce disaster risk through influencing policy and regulatory change, education and engagement, and partnerships and collaboration.
Fire and emergency services contribute to resilient communities through — Development of the national community safety announcements for flood risk, AFAC INITIATIVE DRIVER – Community service announcements (CSAs) are utilised during rolling emergency radio broadcasts before, during and after emergency events. Prior to this project, there was not a nationally consistent approach to CSAs focusing on floods in Australia. AIM – To create a set of nationally agreed community safety announcements for use in the event of flood and severe storm. FEATURES – The messages created through this project were co-developed with ABC Emergency, researchers from Macquarie University, the Bushfire and Natural Hazards CRC and AFAC Members. The messages have undergone qualitative review by community members. The national community safety announcements for flood risk communication doctrine present nationally agreed and evidence based key messages, that provide communities with information and advice about protective actions to take when impacted by flood water.
OUTCOMES – A total of 26 key messages for use in the event of flood and severe storm, in consultation with the local jurisdiction and emergency service agency. The CSAs cover a range of topics, including: > different risks and contexts associated with driving in floods > playing in floodwater — behaviours most associated with flood fatalities > animal ownership > meanings and nature of warnings and alerts > home preparation, safety considerations, flash flooding and the implications of flooding upstream. The ABC used the CSAs across Australia in November 2021 and they were broadcast throughout the 2021–22 flood season.
AFAC Strategic Directions Achievement Report – 2022 | 09
re
Risk Methods
ip
pe
op
le
to
Systemic Disaster Risk principles. Image: AIDR
10 | AFAC Strategic Directions Achievement Report – 2022
Take a systems approach
m
Equ
Recognise values, vulnerability, and social justice
Re-evaluate purpose and priorities
e nt
Provide equitable access to risk knowledge
Treat decision-making as an active learning process
em
Embrace uncertainty
ag
Ev
e olv
Shifting Mindsets and Changing Systems
an
ster
Inclusive Governance
go
bey
o n d tr
m adi t i o n a l e
e
n rg e
cy
wh
ole
-o
f-
Foster networked systemic risk cultures as a powerful, enabling force
Provide access to and be transparent about decisions
l ve m e n t
Risk Context
Fit governance to the characteristics of the decision context
e rs t o e n abl e
i nvo
Reposition current and emerging leadership
Think globally, act locally
a dis
m Re
barri
ty
Establish long-term sustainability goals
k&
ove
cie
km
ris
e
ris
ic
nc
& e m e rg e n c y
e system
lie
Commit to place-based, resilience and sustainable outcomes
includ
so
e ag
me
to nt
si
an
Systemic Disaster Risk and Resilience
Australia’s inaugural Systemic Disaster Risk handbook, Australian Institute for Disaster Resilience INITIATIVE DRIVER – Systemic Disaster Risk is part of the Australian Disaster Resilience Handbook Collection, managed by the Australian Institute for Disaster Resilience (AIDR) on behalf of the Australian Government. It supports Australia’s implementation of the National Disaster Risk Reduction Framework and the Sendai Framework. AIM – Systemic Disaster Risk presents principles for systemic disaster risk reduction, inclusive governance and decision making to support resilience and sustainability. It guides leaders and decision makers from all sectors to adopt a mindset focused on systemic risks, to know why that is important to disaster risk reduction and resilience, and how to apply that thinking to their work. FEATURES – The handbook includes three sets of interrelated principles: > Change the risk context: Five principles encourage action in the face of uncertainty, focusing on evolving disaster and emergency risk management to include systemic risk and resilience.
> Build inclusive governance and risk cultures: Four principles promote inclusive governance and building capacity to respond to unprecedented change which has few tested solutions. > Re-think disaster risk methods: Four principles focus on people and their values at the centre and encouraging systems approaches to help people use risk information more effectively. OUTCOMES – The handbook is freely accessible on the AIDR Knowledge Hub and complemented by a case study series on how leaders across the Australian disaster risk landscape are addressing decision making challenges of today’s risk context.
An agile workforce supporting community resilience, SA State Emergency Service INITIATIVE DRIVER – In September 2020, SA State Emergency Service (SASES) was requested to provide enhanced operational support to SA Police (SAPOL) and SA Health during the COVID-19 pandemic. AIM – Provision of enhanced operational support during the COVID-19 pandemic to SAPOL and SA Health. FEATURES – In recognition of the sustained nature of the request, SASES engaged 42 current volunteers on temporary employment contracts, supported by an experienced management team and saw a 59 per cent increase in the agency’s paid workforce. The SASES SAPOL Support Program commenced immediately, and within six weeks of the SAPOL request, SASES staff were inducted and working alongside SAPOL and SA Health members, supporting the processing of domestic passengers at Adelaide Airport, border checkpoint activities, logistics support testing, vaccination centres and related COVID-19 operational support roles.
OUTCOMES – Throughout the pandemic the team has pivoted from challenge to challenge including: > Established and maintained basecamp facilities for quarantine and isolation purposes in remote and regional South Australia. > Compliance and welfare checks on residents undertaking home-quarantine contributing to over 15,000 checks being undertaken. > Remote area patient transport support. > Rapid establishment of and support rapid antigen testing distribution centres. SASES SAPOL Support Program staff have demonstrated agility, flexibility, excellence in service provision and adapting to the changing operational requirements of the COVID-19 environment. The capability wound up on 30 June 2022.
AFAC Strategic Directions Achievement Report – 2022 | 11
Fire management staff work with private landholders to conduct prescribed 12 on | their AFACproperty. Strategic Directions Achievement Report – 2022 burns Image: Department for Environment and Water SA
Tackling the gamba grass wildfire risk to Darwin’s rural community, Bushfires NT INITIATIVE DRIVER – Gamba grass is a tall weed that can fuel wildfires up to eight times more intense and with higher flames than native grasses. Gamba is prolific in the Northern Fire Protection Zone (NFPZ), which also has the highest density population and infrastructure in the NT, placing firefighters, volunteers and the public at risk. AIM – The Gamba Fire Mitigation Unit (GFMU) is a collaborative approach, combining weed and fire officers to build landowners’ resilience in combating the increasing threat of gamba-fuelled wildfire in Darwin’s rural living areas. The GFMU delivers education, assistance and enforcement. FEATURES – The GFMU improves public participation in gamba fire mitigation, through streamlining access to planning experts and on-ground support programs, backed by a risk-based weed and fire enforcement program in areas of increased gamba fire risk.
OUTCOMES – > Fire Ready Week – an annual event providing resources and support for rural landholders to prepare their property fire management plans and control gamba grass prior to the bushfire season. This event sees approximately 100 attendees per annum. > Fire Ready Assistance – supporting elderly and vulnerable landholders to prepare for bushfire season. On-ground fuel reduction services for approximately 30 landholders per annum. > Gamba Fire Mitigation Compliance – an inspection program to ensure landholders comply with both the Weeds Management Act and the Bushfires Management Act. This program conducts over 7,000 inspections per annum.
Reducing bushfire risk with private landholders across the landscape, Department for Environment and Water, SA (National Parks and Wildlife Service) and SA Country Fire Service INITIATIVE DRIVER – The Department for Environment and Water, SA (National Parks and Wildlife Service) (NPWS) SA’s Burning on Private Lands Program, created in partnership with SA Country Fire Service (CFS), was developed after research showed large areas of fuel existing on private land. AIM – The NPWS program strategically reduces fuel in high-risk areas, identified in collaboration with private landholders, the SACFS, local government and bushfire management committees in each region across the state. FEATURES – Reducing bushfire risk is an ongoing and shared responsibility and everyone has a role. By collaborating with NPWS, bushfire risk on individual properties reduces and improves bushfire protection for the community. The program has strong interest from the community. In spring 2021, NPWS brought together the largest number of landholders into one project, to protect homes in the Adelaide Hills.
NPWS worked with 25 landholders to reduce bushfire fuels close to homes. Risk reduction was more effective by also including prescribed burns in neighbouring Cleland Conservation Park to ensure the most high-risk areas were treated. OUTCOMES – Increased state funding, in response to the Keelty Review into the 2019–20 catastrophic South Australian bushfires, saw the program grow significantly, with 31 burns recorded for 2020–21 and again in 2021–22. The program primarily focusses on properties in the Adelaide and Mount Lofty Ranges and Kangaroo Island regions as two of the highest bushfire risk areas in the state, and the most impacted in the Black Summer bushfires.
AFAC Strategic Directions Achievement Report – 2022 | 13
DIRECTION TWO
Providing trusted response > The procurement of a national Large Air Tanker, National Aerial Firefighting Centre > National Recovery Training Program, National Recovery and Resilience Agency > Emergency Management Assistance Teams (EMAT) Program, Fire and Emergency NZ > Cell on Wheels and Mobile Incident Command Centre, NSW State Emergency Service > The National Urban Search and Rescue Coordination Cell training initiative, Queensland Fire and Emergency Services and Fire and Rescue NSW
14National | AFACUrban Strategic Report 2022 initiative. Image: QFES The SearchDirections and RescueAchievement Coordination Cell (UCC)–training
Fire and emergency services provide effective, reliable operational response through data-based decision making, strategic planning and use of appropriate and available technologies. Embedding the concept of national capability to share resources and allocating ground and air resources based on risk, improves the timeliness and effectiveness of response and improve community outcomes. Agencies provide cohesive emergency management and operational support at a national, state, regional and incident level, enhancing national response and interoperability through a contemporary, and scalable Australasian Inter-Service Incident Management System.
The AFAC National Resource Sharing Centre continues to facilitate a coordinated national approach to resource sharing to sustain bushfire emergency response efforts over extended periods and to deploy oversees to assist in international response efforts to large-scale bushfires. There is a continued focus, in all the Strategic Directions, on incorporating knowledge and research into the practice of emergency management. It is important that such research is available so that practitioners and technical experts can keep pace with contemporary expectations and requirements.
Capability and leadership development is supported through regular, comprehensive multi-agency emergency management exercises at a national, state, regional and local level. Cultivating and enhancing relationships with key international emergency response partners and stakeholders provides greater surge capacity for extreme events.
Fire and emergency services reliably respond when required by —
The procurement of a national Large Air Tanker, National Aerial Firefighting Centre INITIATIVE DRIVER – In September 2021, the Australian Government announced additional funding provision of $4M per annum to strengthen Large Air Tanker (LAT) capability nationally, with the procurement of a national LAT. AIM – To seek a safe and effective solution to meet the requirements of the states and territories accessing additional LAT support beyond the contracted machines already in place, within the available funding. FEATURES – The National Aerial Firefighting Centre (NAFC) commissioned an external survey of LAT providers to ascertain options available and indicative costs, which generated invaluable information for this and future procurements.
commencing in December 2021. With the intention of the Commonwealth funding being that the LAT should be positioned wherever the risk is greatest, the NAFC Strategic Committee decided to initially locate these machines in WA, to meet the forecast risk as outlined in the AFAC Seasonal Bushfire Outlook. OUTCOMES – A wider Request for Proposal tender process was conducted by NAFC in early 2022 which secured a Boeing 737 and lead plane for at least the next two years to June 2024. Key features are safety and movability; whilst initially located in NSW, this trusted model can quickly and safely redeploy to the place of greatest need as decided by the states and territories.
With a short timeframe before the 2021–22 season, and after a Request for Quote process with pre-evaluated tenderers, the NAFC Strategic Committee decided on a one-year solution, a Boeing 737 with a lead plane,
AFAC Strategic Directions Achievement Report – 2022 | 15
16 | LAT AFAC Strategic Directions Report 2022AFAC National launch in December 2021 at Achievement the Richmond RAAF base.–Image:
National Recovery Training Program, National Recovery and Resilience Agency INITIATIVE DRIVER – The Royal Commission into National Natural Disaster Arrangements and the National Capability Package undertaken by the National Recovery and Resilience Agency (NRRA). AIM – To support the development of a common national recovery capability within Australia – aligning to work in the Community Outcomes and Recovery Sub-Committee (CORS) of the Australia-New Zealand Emergency Management Committee (ANZEMC). FEATURES – The NRRA led this initiative, supported by the Department of Education, Skills and Employment and Australian Industry Standards working closely with AFAC, the Australian Institute for Disaster Resilience and recovery practitioners from across Australia. OUTCOMES – The National Recovery Training Program was completed within 12 months and resulted in the development of the first Diploma of Public Safety Recovery Management. This qualification is designed for managers who lead the implementation of recovery at all levels and chair meetings of recovery committees and functional groups.
The qualification covers the work of recovery managers leading the planning, development and delivery of recovery strategies and programs, through the provision of recovery management advice and support to strategic stakeholders and partners to assist communities recover from disasters and build community resilience. In addition to the Diploma, 10 new role-based skill sets have been completed for recovery team members, recovery team leaders, recovery centre managers, recovery liaison officers, community liaison officers, and recovery managers responsible for data management, complex planning, logistics, public information, and finance. Recovery specialists from all levels of government and across multiple sectors contributed to develop a national training program focused on recovery.
Emergency Management Assistance Teams (EMAT) Program, Fire and Emergency NZ INITIATIVE DRIVER – This program was born from a Technical Advisory Group review to deliver better responses to natural disasters and other emergencies.
The July 2021 deployment was part of the most significant deployment of emergency management surge personnel since the Nelson fires.
AIM – To provide surge support to local authority Emergency Operations Centres (EOCs) affected by emergencies through building capability and capacity of emergency management workforce.
FENZ provided operational support and logistics that enabled the safe and effective deployment of 21 EMAT staff and a further 150 staff from across the sector. This included the first operational deployment of a Deployable Coordination Centre (DCC), which provided essential additional habitation and facilities to the Buller EOC for 14 days.
FEATURES – A training and development programme was established for multi-agency emergency managers and includes Fire and Emergency NZ (FENZ) personnel and equipment caches distributed around the country to support local emergency management events. Specially trained FENZ Urban Search and Rescue (USAR) logisticians assist with delivery of equipment and FENZ emergency managers provide surge assistance to affected local emergency management personnel.
This DCC effectively doubled the size of the EOC as well as providing access to additional power, lighting, heating, IT equipment and consumables which were unavailable. FENZ provided personnel throughout this period, including additional personnel during the demobilisation phase.
OUTCOMES – Most recently this capability was deployed to four separate weather events in the West Coast region of NZ between July 2021 and February 2022.
AFAC Strategic Directions Achievement Report – 2022 | 17
Cell on Wheels and Mobile Incident Command Centre, NSW State Emergency Service INITIATIVE DRIVER – Continuity of communications is critical to effective emergency response and the safety of volunteers. A series of external reviews and inquests identified safety issues around operational communications. Without committed time frames for a state-wide Public Safety Network (PSN) and with an ageing private mobile radio (PMR) network, the NSW State Emergency Service (SES) has taken steps to address these concerns through the implementation of innovative technology. AIM – To enhance operations and safety through communications assets suited to differing operating environments and to support partner agencies with critical communications by deploying assets to assist them when needed. FEATURES – The Cell on Wheels is a transportable asset that enables NSW SES to rapidly extend, replace or enhance Public Safety Network coverage in areas with little or no coverage. This asset can readily mobilise through basic bush and mountain tracks. It operates autonomously between two days to five days, with longer periods possible with a fuel pod connected.
The Mobile Incident Command Centre comprises a shelter to provide a secure and connected workspace for incident management teams (IMTs) in many terrains or when infrastructure is damaged. It has a minimum of 10 seats, 48 hours self-sufficient power, and can be transported on a tilt tray truck. OUTCOMES – > Reduced communication black spots for IMTs. > Faster dispatch of resources due to robust communications. > Reduced reliance on single point sensitive communications. > Reduced complexity of radio configuration. > Increase in volunteers for specialist roles. > Improved membership retention through improved confidence in communications and opportunities to exercise preferred skills.
The National Urban Search and Rescue Coordination Cell training initiative, Queensland Fire and Emergency Services and Fire and Rescue NSW INITIATIVE DRIVER – Australia maintains two internationally classified Urban Search and Rescue (USAR) teams that can deploy in accordance with the International Search and Rescue Advisory Group (INSARAG) guidelines. The national course extends USAR UCC knowledge and skills to states and territories to manage and engage incoming international relief teams. AIM – The National UCC course was delivered to extend knowledge and skills to all Australian states and territories, to receive and coordinate incoming international USAR teams in the event of a major incident in Australia. FEATURES – The course was delivered in Queensland as a joint initiative of the Queensland Fire and Emergency Services (QFES) (AUS-1 DART team), and Fire and Rescue NSW (FRNSW) (AUS-2 DART team). Training was offered to all Australian states and territories, along with Emergency Management Australia and Department of Foreign Affairs and Trade to provide nationally consistent training to international response standards.
18 | AFAC Strategic Directions Achievement Report – 2022
The course was delivered by INSARAG-accredited UCC instructors from Australian Disaster Assistance Response Teams (DART) teams, with participant representation from most Australian states and territories. Future training will progress to increase the number of trained personnel across Australia to further develop national capability. OUTCOMES – This national inaugural training provided information and skills to state, territory and federal personnel, delivered under United Nations and INSARAG guidelines. The development of a broad Australian capability to manage USAR events and coordinate incoming relief teams using INSARAG methodology and tools provides an additional level of trust for all Australian emergency services when managing the complexities of a large-scale disaster and attracting international response assistance.
Fire and Rescue NSW Indigenous Fire and Rescue Employment Strategy Program. Image: FRNSW
AFAC Strategic Directions Achievement Report – 2022 | 19
DIRECTION THREE
Using credible and timely information and data
> A new device design and community action messaging for the Australian Fire Danger Rating System, national joint agency initiative > Implementation of the ARENA aircraft management system, Fire and Emergency NZ > Connected Firefighter, Fire and Rescue NSW > Developing guidance through the Alternative and Renewable Energy Technologies Working Group in collaboration with the Clean Energy Council, AFAC > Fire predictive services and predictive fire spread maps, Natural Hazards Research Australia and Country Fire Authority, Victoria
20 | AFACsupport Strategic Directions Achievement Report – 2022 Communication vehicle, part of the FRNSW Connected Firefighter program. Image: FRNSW
Accurate, consistent and timely information is critical to effective decision making, and modern systems rely on the rapid transfer of information to deliver impact and value. By generating intelligence and supporting decision making from data and information from a wide range of sources, including ground, aerial, remote sensing, media and social media, fire and emergency services can enhance community advice and understanding before, during and after emergency events.
Through implementing consistent data and information systems, standards and protocols, fire and emergency services can enhance community understanding and thus improve risk and mitigation approaches, strategic planning and decision making. Which in turn supports individuals and communities to make appropriate, informed and timely decisions.
Fire and emergency services provide credible and timely information by — A new device design and community action messaging for the Australian Fire Danger Rating System, national joint agency initiative INITIATIVE DRIVER – Led by the NSW Rural Fire Service, the Australian Fire Danger Rating System (AFDRS) Program is jointly funded by states, territories and the Australian Government. The program is improving how we communicate fire risk to the public. AIM – Improve the way fire danger is communicated, provide national consistency across the country and provide a simple design and easy to understand clear action messaging. FEATURES – The SA Country Fire Service led a social research study to determine community understanding of current fire danger ratings and associated messages. The results helped the AFDRS Program and jurisdictions strengthen the fire danger framework to align with community expectations and understanding. The way fire danger is presented to the community is consistent in every state and territory in Australia.
Each rating comes with clear and concise messages to encourage people to take action to protect themselves and others. The device design has four-levels: Moderate (green), High (yellow), Extreme (orange) and Catastrophic (red) with a No Rating (white) for days of minimal fire risk. Each fire danger level has a call to action with supporting messages. OUTCOMES – > A more prepared and resilient community resulting in a reduction in loss of life, property, and human harm. > Fire danger at a finer geographic scale than ever before so more relevant and specific information can be provided. > Significant cost savings due to better and timely actions. > Improvements in cross-border operations and support sharing of firefighting resources.
The new Australian Fire Danger Ratings (AFDRS) levels are: MODERATE Plan and prepare
EXTREME Take action now to protect life and property
HIGH Be ready to act
CATASTROPHIC For your survival, leave bushfire risk areas
AFAC Strategic Directions Achievement Report – 2022 | 21
Implementation of the ARENA aircraft management system, Fire and Emergency NZ INITIATIVE DRIVER – The establishment of Fire and Emergency NZ (FENZ) as a single authority created the opportunity to have a shared method for the engagement and management of aircraft used for fire and emergency response across NZ. AIM — To provide FENZ, and FENZ Airdesk, with a system for resource awareness and management of fire and emergency aircraft across NZ. FEATURES – The ARENA system provides an end-to-end environment for the management of fire and emergency aviation, which includes a registry of companies, their aircraft, and aircraft capabilities. It provides a method for recording the contracting and approval of aircraft to perform specific roles, and tools for the Airdesk to manage requests for, and dispatch of, aircraft. It enables the comprehensive tracking of aircraft use and related expenditure through GPS tracking and telemetry.
OUTCOMES – The ARENA system was implemented in large part remotely, due to COVID-19 travel restrictions through 2020 and 2021. The FENZ Airdesk is now using the ARENA system to manage and record the dispatch of aircraft for fire and emergency operations across NZ. A total of 257 NZ based aircraft from 93 NZ based companies are now registered, approved, and available for use in ARENA. In the 2021–22 season, the Airdesk recorded more than 450 dispatches.
Connected Firefighter, Fire and Rescue NSW INITIATIVE DRIVER – The NSW Bushfire Inquiry into the 2019–20 bushfires identified various information systems and communications technologies to be instrumental in supporting firefighting operations by fire agencies. The 2022 NSW Flood Inquiry identified the need for more robust communications technologies to support operations for the broader emergency services. The Smart Cities Program allows firefighters to utilise the insights from sensors, public infrastructure, transport networks and buildings as they continue to evolve and become more digitally enabled. Governments becoming more digitally enabled allows firefighters to leverage government-held information to support decision making whilst undertaking incident and emergency management. Technologies are increasingly personalised, wearable and integrated. AIM – To use innovative, adaptive, and evolving technologies, to maintain critical communication and data sharing to support decision making in contemporary ways.
22 | AFAC Strategic Directions Achievement Report – 2022
FEATURES – Provision of state-of-the-art connectivity, critical real-time information, and data to frontline firefighters including: > interoperable and robust voice and data communications > real-time data sharing ecosystems through the public and private sector > wearable computing technologies > interfacing technologies in their environment such as sensors, equipment, and machines. > zero-touch technology using gestures and vocal direction > insights into personal (biomedical) and environmental factors. OUTCOMES – Increased levels of: > connectivity where telecommunications infrastructure may be adversely impacted > quality of information to support incident and emergency management decision-making > firefighter and community safety > situational awareness and collaboration between all emergency services personnel.
Developing guidance through the Alternative and Renewable Energy Technologies Working Group in collaboration with the Clean Energy Council, AFAC INITIATIVE DRIVER – To ensure appropriate industry engagement in the development of knowledge and guidance for fire and emergency services.
OUTCOMES – The ARET Working Group have met four times, the most recent in late June of 2022, and continue to meet quarterly.
AIM – To improve the knowledge and safety of emergency service personnel and the public with regards to installation and incidents involving alternative and renewable energy technologies.
The group was responsible for the development of the AFAC Doctrine Guideline for Incidents Involving Electric Vehicles, published in late May.
FEATURES – The AFAC Alternative and Renewable Energy Technologies (ARET) Working Group was formed by the AFAC Urban Operations Group in 2021 to address priority operational issues related to current and emerging alternative energy technologies. The ARET Working Group consists of subject matter experts from Australian and New Zealand fire and emergency services, along with members from the Clean Energy Council and CSIRO. AFAC and the Clean Energy Council recently signed a Memorandum of Understanding under which collaboration and information sharing activities were a key focus for both organisations, as representative bodies for their industries.
The ARET Working Group is also supporting the development of industry positions to address safety concerns regarding the installation of electric vehicle charging facilities and battery energy storage systems in buildings.
Damaged Cells. Image: FRNSW
Fire predictive services and predictive fire spread maps, Natural Hazards Research Australia and Country Fire Authority, Victoria INITIATIVE DRIVER – During the 2019–20 bushfires, NSW Rural Fire Service began using fire prediction spread maps as part of their community messaging. AIM – Following the initial use of fire prediction spread maps during the 2019–20 fire season in NSW, the Country Fire Authority, Victoria investigated the emerging uses of fire predictive services data, trust in the information provided through the maps, and to identify opportunities and risks associated with expanded use of the maps. FEATURES – The research identified the key features of effective relationships between Fire Behaviour Analysts (FBANs) and their users within emergency management, and how the predictive services role and predictive services outputs can be developed in the future. Using the experiences of FBANs during the 2019–20 bushfire season, the project identified opportunities to enhance the development and sharing of predictive services information to emergency services, communities and other stakeholders.
OUTCOMES – Several significant outcomes were identified: > FBAN advice and products: · inform operational decisions, including pre-event planning, decisions during first attack and extended attack · inform the development and release of public information and warnings · support the conduct of planned burning. > There is a high level of trust in FBAN data outputs amongst users of predictive services, and identified higher levels of trust in the more experienced FBANs. > There was support to release FBAN’s predictive outputs publicly, acknowledging the benefits of releasing outputs publicly outweighed any risks. > Predictive services information and data are a vital part of current and future emergency management arrangements.
AFAC Strategic Directions Achievement Report – 2022 | 23
DIRECTION FOUR
Safe, capable and diverse workforce
> Indigenous Fire and Rescue Employment Strategy Program, Fire and Rescue NSW > Eastern Region LGBTIQ+ Collective Pride: diversity and inclusion pilot project, Victoria State Emergency Service > Safety Inclusion Program, Forest Fire Management Victoria > Bushfire Mental Health Program, NSW joint agency initiative > Fitness for Role research project, Australian Council for State Emergency Services
24 | Region AFACLGBTIQ+ Strategic Directions Report – project. 2022 Image: VIC SES Eastern Collective Pride: Achievement diversity and inclusion pilot
Fire and emergency services within Australia have a workforce that consists of approximately 254,000 registered volunteers, 34,000 paid staff in career roles across fire services and parks and land management agencies, and 6,000 retained or part time staff. Combining these figures with personnel working in the broader emergency management sector, increases this number substantially. This is a significant workforce capability that is organised, trained and provides the nation with considerable surge capacity during disasters and emergency events. This national capability is achieved through the contribution of dedicated volunteers, career, retained and part-time staff all training and working together safely with other government organisations, not-for-profits and communities, both within and across borders, to respond
to these events. In addition to providing a response capacity in time of need, this workforce also works with communities to help build resilience during these disasters and emergencies, and in supporting recovery within communities. The industry is committed to building an inclusive culture and a diverse workforce that represents the community it serves. The fire and emergency services recognise the significant benefits to the both the community and the sector of bringing people from diverse backgrounds and different points of view together to innovate, collaborate and develop evidence-based practices that represent the collective needs. Governance and resource management of this significant capability needs to be contemporary, flexible, inclusive, defensible and accountable.
Fire and emergency services will foster a safe, capable and diverse workforce by — Indigenous Fire and Rescue Employment Strategy Program, Fire and Rescue NSW INITIATIVE DRIVER – Fire and Rescue NSW (FRNSW) has committed to diversity in the workforce by developing strategies and programs to increase the number of Aboriginal and Torres Strait Islander (ATSI) people joining FRNSW. AIM – The concept of the Indigenous Fire and Rescue Employment Strategy (IFARES) Program was conceived and developed by Aboriginal firefighters to support and increase the number of ATSI men and women in successfully becoming permanent firefighters within FRNSW. FEATURES – The IFARES Program provides participants with: > a Certificate III in Fitness > a full-time program delivered over an 18-week period > one week of training at FRNSW’s Emergency Services Academy and local firefighter involvement > mentoring during and after the course by teachers and Indigenous FRNSW firefighters > development of skills in: · communication · information technology · writing and presentation skills · workplace ethics and responsibilities · Aboriginal studies · fitness · first aid and individual learning support.
OUTCOMES – IFARES provides candidates with: > skills, confidence and assistance with FRNSW and other recruitment processes > preparation and development for leadership positions > strong partnerships and trust between teachers and students > strong ATSI firefighter role models > increased motivation. The program also assisted FRNSW in: > becoming a preferred employer within these communities > reach ATSI communities to deliver effective fire safety messages > ‘closing the gap’ by providing employment pathways > creation of strong and sustainable connections with Aboriginal communities > ensuring FRNSW remains a credible and trusted organisation for ATSI people and communities.
AFAC Strategic Directions Achievement Report – 2022 | 25
Eastern Region LGBTIQ+ Collective Pride: diversity and inclusion pilot project, Victoria State Emergency Service INITIATIVE DRIVER – Pioneered by Victoria State Emergency Service (VICSES) Moe Unit Controller, Jason Clough, the project recognised the barriers to supporting LGBTIQ+ community members outside of metropolitan areas, particularly in rural and regional communities. AIM – To champion the needs, safety and engagement of LGBTIQ+ peoples throughout the Gippsland region and drive real industry change through strengthened relationships between local emergency services and the diverse communities they serve. FEATURES – In May 2022, the project led two pride events that promoted the connectedness and resilience of the wider community that over 300 community members attended: 1. Pride of Moe: Promoting networking and collaboration across local emergency service agencies. 2. LGBTIQ+ Roller Derby Cup: Creating a safe space for LGBTIQ+ and ally community members to connect, have fun, and network with local emergency services agencies.
OUTCOMES – > Significant step forward in a part of the industry that has typically struggled to develop meaningful diversity and inclusion programs. > Awarded ‘Regional Initiative of the Year’ by the Victorian Public Sector Pride Awards 2022. > Most notably, partner agencies and community groups came together to endorse unity across the industry. > Barriers to support and inclusion of LGBTIQ+ community members were identified. > Actions were drafted to ensure all VICSES Eastern Region Units are better placed to support, include, and ally with local LGBTIQ+ communities. > Commitments for the continuation of these events on an annual basis due to the volume of positive feedback received.
Safety Inclusion Program, Forest Fire Management Victoria INITIATIVE DRIVER – Forest Fire Management Victoria (FFMVic) employees are predominately men, and historical gender biases in training, deployment and career progression opportunities have unfairly favoured men. While equity measures show improvements to this culture, women are still more likely to feel unsafe, disrespected and that they do not belong. AIM – The FFMVic Safety Inclusion Program had the goal of ensuring every team member feels that they belong and that their skills are valued. No member of the FFMVic team will feel excluded or that they do not fit. We need women who are part of the FFMVic team to feel safe, respected and valued. That means they belong and feel included, and we need to measure leaders on their performance in achieving that. FEATURES – The FFMVic Safety Inclusion Program was developed to shape a safe and inclusive culture through involvement of 200 influential leaders.
26 | AFAC Strategic Directions Achievement Report – 2022
The FFMVic Safety Inclusion Program was made up of small cohorts brought together to share ideas and challenge one another. The program included: > online modules > webinars > experiments – opportunities for individuals and cohorts to put their ideas into practice. The number and impact of experiments were measured to understand the overall program outputs. Researchers analysed mental health and wellbeing data for young adult fire and emergency service volunteers, conducted extensive surveys of this cohort in all Australian states and territories, and assessed existing mental health programs within emergency services. OUTCOMES – The program ensured that inclusive behaviours became part of everyday thinking and developed a group of inclusive leaders.
Bushfire Mental Health Program, NSW joint agency initiative INITIATIVE DRIVER – NSW Bushfire Mental Health Program discovery phase identified three common focus areas across NSW Rural Fire Service, NSW State Emergency Service and Fire and Rescue NSW: > improving leadership capability > equipping members with tools and skills to proactively manage their mental health > creating a culture of support where mental health and critical incident reactions are normalised and stories are shared. AIM – > Strengthen capability for leadership support. > Increase awareness of and access to care pathways. > Create psycho-educational programs focussed on building mental health literacy, psychological capital and member resilience. FEATURES – Deliverables included: > initiation of High Adversity Resilience Training (HART) > delivery of Mental Health First Aid (MHFA) through external facilitators initially delivering to critical members and focusing on bushfire areas due to limited funding
> promotion of internal and external support services > partnerships with Fortem Australia and Black Dog Institute to enable better access to clinical care for members > delivery of online psycho-education on Trauma Informed Care (TIC) and Psychological First Aid (PFA) via Phoenix. OUTCOMES – > Building internal capability and embedding HART into operational processes (HART coach training, Resilience First Aid instructor training) and agency-specific implementation plans in development. > Delivery of 170 MHFA completed across the three agencies, which expanded to include flood areas and non-managers. > Currently training four instructors per agency to deliver MHFA internally and upskill to online delivery capability. > 500 licenses of TIC and PFA offered to members across the three agencies. > Ongoing partnerships and building awareness of services.
Fitness for Role research project, Australian Council for State Emergency Services INITIATIVE DRIVER – In recognition of the benefits to State Emergency Service (SES) volunteers and the community, the Australian Council for State Emergency Services (ACSES) initiated a research program to build an evidence-based series of physical fitness standards for tasks commonly performed by SES volunteers. AIM – An inclusive workplace where SES volunteers of all abilities can contribute to service delivery and where their safety, wellbeing and the community is protected. FEATURES – Research was undertaken by ACSES and supported by the Bushfire and Natural Hazards CRC, the National Volunteer Association, and all state and territorybased SES agencies to provide: > validated, evidence-based standards that were defensible, practical and easily implemented > a set of consistent national fitness standards for specified SES tasks > support for SES agencies in determining whether an individual can safely undertake a task or role
> transparent, well documented, and well communicated processes in support of the Fitness for Role (FFR) project. OUTCOMES – The research resulted in: > 13 key SES operational activities, referred to as ‘skill sets’ > 9 fitness assessments representing the physical demands of all the assessed SES roles > a FFR assessment matrix > a national SES FFR implementation framework and a video promoting the validation phases of the research. The FFR research outcomes will soon be implemented in a staged approach to maximise engagement within the SES workforce and to support volunteers throughout the process. SES volunteer safety and wellbeing support, in turn, will support communities in times of need.
AFAC Strategic Directions Achievement Report – 2022 | 27
DIRECTION FIVE
Informed by knowledge, innovation and research
> AFAC Research Strategy, AFAC > From development to utilisation of scenario research: application of transformative scenarios to prepare emergency services for operations in a climate-challenged world, Queensland Fire and Emergency Services > Continuous improvement and innovation in remotely piloted aircraft systems, Fire Rescue Victoria > Learning from Disasters: Black Summer (2019–20), Bushfire and Natural Hazards CRC > Evidence-based fire safety education for children, Fire and Rescue NSW
Queensland Fire and Emergency Services participants at the QFES Transformative 28 | AFAC Strategic Directions Achievement Report –Image: 2022QFES Scenarios workshop discussing implications of one of the scenarios.
Emergency management operates in a dynamic environment with major shifts in technology, demography, and community expectations. We are experiencing extremes of weather like never before. Our unwavering desire to continually anticipate and respond to these challenges will be underpinned by a thirst for knowledge, filled by post event analysis, research and innovation. We will create partnerships to
deliver pure and applied research and importantly, look beyond the sector to understand how to accelerate the path to our goals. We will scan the environment and collaborate across Australia and internationally ensure we leverage opportunities. Our research focus will be driven by community safety outcomes and we will confidently refocus our efforts to maximise value.
Fire and emergency services will be informed by knowledge, innovation and research by — AFAC Research Strategy, AFAC INITIATIVE DRIVER – For research outcomes to contribute to the needs of the sector, research needs to target the right areas, ask the right questions and have the appropriate support and resourcing for translation and implementation. AIM – Through workshops with the AFAC Research Committee and representatives from across the AFAC Collaboration Network, a research strategy was developed drawing on the collective experience and goals of AFAC Members. This strategy sharpens the focus on the role of research in addressing challenges and opportunities the sector faces.
FEATURES – The AFAC Research Strategy promotes a sector that is outcomes-focussed through effective research utilisation. Assists AFAC collaboration groups to develop consistent and aligned work plans that will collectively move the sector towards its strategic directions and supports the implementation of Strategic Direction 5, Informed by knowledge, innovation and research. OUTCOMES – The strategy identifies seven national priority themes requiring further research to better understand their impacts for future policy and practice. The strategy supports the sector to collaborate and invest in research that addresses issues of national importance, enabling evidence-based good practice. The strategy provides guidance to enable agencies individually, and collectively, to understand research practice, contemporary national and international thinking, and importantly, build a stronger alignment of priorities.
AFAC Strategic Directions Achievement Report – 2022 | 29
30 | AFAC fire Strategic Directions Achievement – 2022 Evidence-based safety education for children program.Report Image: FRNSW
From development to utilisation of scenario research: application of transformative scenarios to prepare emergency services for operations in a climate-challenged world, Queensland Fire and Emergency Services INITIATIVE DRIVER – Strategically support the effective climate change risk mitigation, planning and adaptation outcomes for the emergency and disaster management sector, and support research utilisation. AIM – Develop a suite of climate and social change scenario resources for use by emergency service agencies to test strategies in an increasingly volatile, uncertain and climate-challenged world. Queensland Fire and Emergency Services (QFES) applied the research with the specific aim of testing the efficacy of its Strategy 2030 in future scenarios in an efficient and engaging manner. FEATURES – The transformative scenarios research was completed through the former Bushfire and Natural Hazard CRC Tactical Research Fund, in partnership with Reos Partners and RMIT University, supported by the AFAC Climate Change Group (CCG) and Natural Hazards Research Australia.
The research team included representatives of emergency service agencies across Australia and New Zealand. The team produced the Transformative Scenarios in a Climatechallenged World resources, including a set of plausible futures between now and 2035. The scenario research has now progressed to the utilisation phase and was applied by QFES in May 2022 to stress test QFES Strategy 2030. OUTCOMES – A suite of climate and social change scenario resources (bnhcrc.com.au/climatescenarios). QFES application yielded strategic insight and future sources of discontinuity. The AFAC CCG is discussing opportunities to apply the method with other organisations.
Continuous improvement and innovation in remotely piloted aircraft systems, Fire Rescue Victoria INITIATIVE DRIVER – Fire and emergency response agencies being equipped with the latest remotely piloted aircraft system (RPAS) capability is vital to meeting operational requirements and increasing crew safety. AIM – To ensure the Fire Rescue Victoria (FRV) RPAS unit is aware of market trends and emerging technology. FEATURES – The FRV RPAS unit has a dedicated innovation member actively engaged in exploring existing and emerging technologies. The member consults with the broader RPAS unit to make a determination within the guidelines: > Green light = interested and would be beneficial; potentially able to be used within current resourcing, staff and budgets. > Amber light = interested in the technology however not in the short term, or the technology requires further development to be fit for purpose; or not able to be implemented within current resourcing, budgets and priorities. > Red light = the technology is not of interest to FRV in its current form and not fit for purpose to suit FRV capability needs.
OUTCOMES – Through assessment, exploration and implementation of research and innovation, RPAS can provide: > better informed decision making > improved deployment and use of resources and crews > real time situational awareness of fires and emergencies > increased firefighter safety as the aircraft can collect information essential to safety before firefighters enter the contaminated zone > drones enabling flight inside buildings with the potential for collapse that pose a risk to firefighters > information captured facilitates investigations, reports, after action reviews, training materials, cases studies, media and communications and for partner agencies to utilise.
AFAC Strategic Directions Achievement Report – 2022 | 31
Learning from Disasters: Black Summer (2019–20), Bushfire and Natural Hazards CRC INITIATIVE DRIVER – Following the unprecedented damage, pain and suffering caused by bushfires in the summer of 2019–20, the Australian Government provided special funding to the Bushfire and Natural Hazards CRC to initiate a research program. AIM – The Black Summer research program used a research lens to explore important aspects of the bushfire experience and assist in understanding what can be learned from understanding the fire conditions. FEATURES – The research explored important areas, including: > helping to understand why 2019–20 was worse than previous fires > ways to explain the extreme fire behaviours that contributed to the intensity of the fires, and loss of lives > what we can learn about community-led recovery > establishing an understanding with Traditional Owners on approaches to implementing cultural land management.
The research undertook projects with national reach, and also worked with fire agencies in multiple states to assist them in understanding the fires within their jurisdictions. OUTCOMES – Outcomes of the research can be found here: www.bnhcrc.com.au/driving-change/black-summer. Of the many outcomes from this research program, some of the highlights are: > evidence showing that some of the areas affected by the fires were driest on record > the extreme fire behaviours including the winds that caused a fire tanker to rollover have been identified and are being translated into professional development training materials > use of earth observation to identify water bodies that can be used by firefighting aircraft.
Evidence-based fire safety education for children, Fire and Rescue NSW INITIATIVE DRIVER – After decades of providing fire safety education to children, the Fire and Rescue NSW (FRNSW) Community Engagement Unit identified the need to conduct a comprehensive study to evaluate and modify these programs to ensure maintenance of relevance and effectiveness. AIM – To develop and implement evidence-based, relevant and effective fire safety education programs for children. FEATURES – The study involved identification of evidence-based practice and risk factors, gap analysis, consultation with subject matter experts and surveys and interviews with both teachers and firefighters. Findings culminated in the development of programs that were pilot tested in 67 classes. Programs were evaluated using: > pre-post-tests > educator, student, and firefighter feedback > observations of the firefighter-delivered sessions > expert review.
32 | AFAC Strategic Directions Achievement Report – 2022
OUTCOMES – Programs were developed and implemented in alignment with current evidence-based practice and mapped to the Australian Curriculum. This work was recognised when it received the Resilient Australia National Award in 2021. The programs contain: > an online portal to ensure all resources are centralised, free, and easily accessible > lesson plans, student workbooks, educator resource kits, and firefighter session plans > digital resources to support learning > take-home resources, facilitating use of knowledge and skill into the home and broader community > diverse learning needs resources to support students with additional needs. The study also participated in knowledge sharing through: > peer-reviewed journal articles > conference presentations > inclusion as a case study of best practice in the Practice Framework for Emergency Management > provision to other fire services to facilitate knowledge sharing.
Queensland Fire and Emergency Services participants at the Transformative Scenarios workshop and entering input into large-format worksheets. Image: QFES
AFAC Strategic Directions Achievement Report – 2022 | 33
DIRECTION SIX
Effective and transparent governance
> Sharing the national Large Air Tanker, Commissioners and Chief Officers Strategic Committee > Vessel procurement process, Department of Fire and Emergency Services WA > Doctrine Library, National Resource Sharing Centre > Bushfire Risk Management Framework, Queensland Parks and Wildlife Service and Partnerships > Ignitable Liquid Detection Canine Competency Auditing Program, Fire and Rescue NSW
34 |Firefighter AFAC Strategic Directions Report –FRNSW 2022Ignitable Liquid Detection Canine capability. Image: FRNSW Senior Tim Garrett (K9 Handler)Achievement and Gandalf showcasing
The fire and emergency services sector operates within established governance frameworks, by which our members are directed, controlled and held to account. Modelling good governance and seeking to build on best practice fosters an environment that results in greater collaboration while delivering value through strategic and transparent business and procurement practices. Fire and emergency services are committed to establishing documented statements of practice to ensure agencies and communities make informed decisions, based on appropriate risk management practices. To support this, the industry establishes strategic committees to develop underpinning governance to implement control measures and governance frameworks.
These frameworks determine the use of operational capabilities involving personnel and international arrangements driven by operating plans, aligned with the National Capability Statement. To achieve sector objectives, we must design and implement rigorous tools and reporting systems to support accountable operational and strategic decision making. Working closely with agencies and stakeholders, the industry intends to provide a transparent and accountable structure. Areas with increased transparency within the last 12 months include those with a focus on riskbased bushfire hazard planning, mitigation activities, competency auditing programs, and fundamental doctrine development and publication.
Fire and emergency services will ensure effective and transparent governance by — Sharing the national Large Air Tanker, Commissioners and Chief Officers Strategic Committee INITIATIVE DRIVER – The first-time leasing of a Large Air Tanker (LAT) as a national resource required a new mechanism to approve jurisdictional redeployments, as being beyond the scope of existing arrangements for relocating the aircraft contracted by AFAC’s National Aerial Firefighting Centre. AIM – To agree a governance arrangement that would allow decision making and approvals to redeploy the LAT to jurisdictions most in need, where there are competing requests for its support. FEATURES – The intention of the provision of Commonwealth funding is that the LAT should be positioned wherever the risk is greatest. To this end, the Commissioners and Chief Officers Strategic
Committee (CCOSC) agreed to establish an Aviation Sub-Committee (ASC), with equal representation of the states and territories. The ASC approved the National LAT Redeployment Statement of Practice which sets out the approach the ASC will take in relation to requests for assistance from the national LAT. Competing requests will be reviewed in accordance with the CCOSC Resource Prioritisation Statement of Practice, to seek a consensus decision if possible, otherwise a decision by majority vote. OUTCOMES – Should the national LAT be called upon by more than one jurisdiction for assistance, there is a pre-agreed process for prioritisation amongst states and territories to decide the jurisdiction to which the LAT will be relocated.
AFAC Strategic Directions Achievement Report – 2022 | 35
36 Standard | AFACOperating Strategic Directions Achievement NRSC Procedure Doctrine. Image NRSC Report
– 2022
Vessel procurement process, Department of Fire and Emergency Services WA INITIATIVE DRIVER – Historically, the Department of Fire and Emergency Services (DFES) funded the replacement and part life refurbishment of a 70+ fleet of vessels by providing a capital grant to Marine Rescue groups. This system failed to promote a united, well branded statewide capability due to: > vessels entering the service, of differing hull types, colours (livery) and capabilities > significant autonomy of Marine Rescue groups in the process > minimal DFES control over the nature of vessels being introduced into service. AIM – To implement a fully funded procurement system that allowed: > volunteer collaboration in vessel procurement and refit services > mandating standardised livery > increased commonality of vessels > service promotion > enhanced DFES financial accountability in accordance with standardised government procurement practices > publishing Marine Rescue vessels in the DFES catalogue of fleet products alongside other emergency service vehicles and mobile assets.
FEATURES – > Tendered for providers who could build and refit the different vessels within the current fleet. > Shortlisted panel of preferred providers. > Formation of Product Advisory Team (PAT) consisting pre-dominantly of Marine Rescue volunteers, who determined most suitable equipment for vessels driven by need. > Request for Quote (RFQ) templates detailing vessel type and distinguishing features required, completed by DFES and Marine Rescue volunteers. > Quotes reviewed and scored by a small committee consisting of DFES, Marine Rescue volunteers and an independent participant. OUTCOMES – > Vessel procurement process operating efficiently. > Increased DFES expenditure accountability as contract owner and funding vessel providers in pre-determined instalment payments. > Vessels with standardised livery. > Increased recognition and respect across WA. > App trials performed by DFES to include RFQ template.
Doctrine Library, National Resource Sharing Centre INITIATIVE DRIVER – A robust doctrine framework underpins the National Resource Sharing Centre (NRSC) strategic intent and operational support capability for the Commissioners and Chief Officers Strategic Committee (CCOSC). AIM – To establish a doctrine framework for the NRSC and improve accessibility of NRSC publications and resources for AFAC Members. FEATURES – NRSC Doctrine represents a body of knowledge, made accessible to AFAC Members and staff in support of NRSC’s core business: interstate and international resource sharing. Its purpose is threefold: 1. To ensure consistency in the application of arrangements and procedures across jurisdictions. This will lead to improved interoperability across jurisdictions, partners and stakeholders. 2. To provide a platform for continuous improvement through identifying and embedding lessons from operational activity.
3. To support NRSC management needs, reduce duplicated effort and support learning and development for NRSC staff and secondees. NRSC Doctrine has been collected in three categories: Fundamental, Procedural and Technical. All of NRSC’s Doctrine resources are intended to be living documents and are subject to change and grow over time. OUTCOMES – NRSC’s Fundamental Doctrine is now accessible on the NRSC webpage on the AFAC website. NRSC’s Procedural and Technical Doctrine is also accessible AFAC Members with log in credentials for the AFAC website. An NRSC Doctrine review and amendment process has been established to help ensure all doctrine remains current and supports NRSC’s ambition to be a learning organisation.
AFAC Strategic Directions Achievement Report – 2022 | 37
Bushfire Risk Management Framework, Queensland Parks and Wildlife Service and Partnerships INITIATIVE DRIVER – The Bushfire Risk Management Framework (BRMF) was initiated in response to bushfire disasters in Queensland that occurred in late 2018. Queensland Parks and Wildlife Service and Partnerships (QPWS&P) recognised the need to take practical steps to improve prevention, preparedness, and response. AIM – The QPWS&P BRMF has been developed to guide the identification, assessment, evaluation, and treatment of bushfire risks associated with unplanned fire events associated with the QWPS&P estate and surrounds. The BRMF is intended to provide transparency and structure around risk-based bushfire hazard planning and mitigation activities that QPWS&P undertakes each year.
OUTCOMES – The QPWS&P BRMF implements a consistent methodology of risk assessment for QPWS&P estates when reviewing estate fire strategies. This enables QPWS&P to plan and undertake planned fuel management activities in a prioritised and transparent manner. QPWS&P is currently rolling out assessments for some of Queensland’s most high-profile parks, along with parks identified as having an elevated risk context. Further, it has enhanced QPWS&P’s relationships with key stakeholders, emphasising fire management as a shared responsibility.
FEATURES – The BRMF is consistent with the Queensland Bushfire Plan-, ISO31000:2018 and the Queensland Emergency Risk Management Framework. It was developed in consultation with the Queensland Fire and Emergency Services. QPWS&P’s BRMF can assess bushfire risk to non-environmental (life, property, and economic) assets, environmental assets and cultural assets.
Ignitable Liquid Detection Canine Competency Auditing Program, Fire and Rescue NSW INITIATIVE DRIVER – As the only canine unit in the southern hemisphere that has its canines trained solely on the detection of ignitable liquids, FRNSW recognised that a deficit existed in demonstrating and recording the efficacy of the Ignitable Liquid Detection Canine (ILDC) Program. While the capability is held in high regard within FRNSW and externally, the capability had never been formally tested. AIM – The establishment of an externally validated auditing process that will give a snapshot of the efficacy of each operational ILDC team. FEATURES – Each ILDC team is tested on several ignitable liquids that the canines have been trained to detect, by an external assessor from a professional detection canine organisation, e.g. NSW Police Force, Corrective Services NSW.
38 | AFAC Strategic Directions Achievement Report – 2022
The results provide meaningful data, easily interpreted to demonstrate the efficacy of each canine and handler team. This tool can be used to indicate: > the team’s efficacy with a returned score > whether extra training needs to be focused on a particular ignitable liquid or distractor > if the canine may require replacement when performance is consistently below expectations. OUTCOMES – Delivery of targeted, auditable evidence on the ILDC program enables changes to be made to increase the capability, efficacy and ultimately validation of the individual ILDC teams and program. Providing this governance furthers the confidence that FRNSW and additional agencies have in utilising the ignitable liquid detection team’s critical capability.
AFAC Strategic Directions Achievement Report – 2022 | 39
AFAC is the National Council for Fire and Emergency Services Level 1, 340 Albert Street, East Melbourne VIC 3002 +61 3 9419 2388 www.afac.com.au