 Good afternoon everybody. Thanks everybody, despite a few stragglers that come from the sausage rolls and hot pies. For those who don't know me, my name is John Haynes. I'm a deputy chief in charge of service delivery strategy and I'll talk a little bit more about that. And I'm doing a bit of a tag team today with Tammy Garrett, who's the manager of community safety north-east region based at Lillida. So she's going to cough and yell when I go over time so I stop. So for the next half an hour or so, we just want to talk to you about service delivery strategy, the future and also where we're heading and what it means to you at a local level. So my day job, I look after service delivery strategy and it's a role where the chief formed a new team three years ago about thinking about the future. Where are we going to be in five years time, 10 years time, 15 years time? We want to be proactive, not reactive. So my job three years ago was to form a new team and a new team that was taken from all different parts of CFA. So the service delivery strategy, which we've just got ticked off by the board in June and over the next five years you'll see the outcomes of that. But what we want to do is to change the culture and direction of the organisation. And you look at the past culture of CFA and me being an operational person it was pretty much bombs, tanks and airplanes. It was very much about response and the forums such as this and the increasing interest in forums such as this shows that we've got a wider view and we want to go in a different direction. So without any further ado, we've got a service delivery strategy which has got a tagline of supporting local people to solve local problems. It's all about you. So it's not about some deputy chief with stuff on the shoulders saying well this is the career we're going to go, this is about you and we want to change the culture where we want to go. And the word strategy is overused a bit and people talk about a strategy for this, a strategy for that. If you go down to shop and buy a pie there's probably a strategy behind it. A strategy is really just about getting from here and I'm going to test out Keith's camera skills from this position the strategy is about moving things. If we want to stay the same we'll just call it a plan. If we want to move somewhere different we call the strategy. So this is where we want to get to. So remember supporting local people to solve local problems, one of the key things part of it. And in that also we've worked very hard with what we call the coalition of the willing to get a network of strategies for an atomic strategy where service delivery is a centrepiece and we've got people strategy, volunteerism, finance and assets. So you can't deliver a service unless you've got all those things connected. You can't deliver a service if you haven't got any dough, you can't deliver a service if you haven't got some sort of asset base. And of course we need people and we're a largest volunteer organisation and if we don't invest in volunteerism we won't get anywhere either. So they're all connected to deliver a service. And if you ask what service we're in, well a lot of people still say different things. So some people still say bombs, tanks and airplanes. So we're a response. Give us a new fire truck, give us more gear, give us more firefighters and check the box that we've done our service with. But if you listen to Craig Lapsley this morning, service predominantly is what we do before, during and after a fire or emergency. That's what services in a service to the real organisation. So out of that, our four key areas in the strategy, empowering and sustaining the front line, we want to make sure and the front line for us is district and above. And you'll get the above bit in a minute when I show you another slide. Transforming service delivery to meet local needs. Base water is different than your life. Hisman is different to Jirangirang. If one knows where Jirangirang is, district 17, there you go. So we're just kind of a blanket way of doing things. And Tammy was just having a discussion before about some people coming up and saying, oh, yeah, this brochure, we don't use it like that. We use it like this for our community. That's fine because we're actually doing something that meets your local needs, but still get the job done. Working with communities. Not force-feeding them, not doing anything else, but working with communities. And I know you, especially in this room, are excellent at doing that. And the last one is about strengthening relationships through collaboration. So in the world we live now, with emergency management, Victoria and the sector, and all the agencies, not only emergency services, but the agencies that Craig talked about this morning, unless we have really strong relationships with everybody and collaborate, we'll keep on doing the same old, same old. So we've got to be strong in that. We've got to invest in our relationships and we'll reap the benefits. So a couple of years ago, we did a discussion paper called Service Delivery Strategy 2025. And it was trying to get people's juices in their minds going to say, what's the world they look like in 2025? And some of the drivers of that, and we call severe weather. Is severe weather caused by climate change or not? If you cut the room in half, 50-50 would say yes or no climate change. But whatever it is, we've noticed really hot heat waves, we've noticed floods, we've noticed cold and we've noticed extreme storm damage. So whatever it is, we've got to live with severe weather. There's not a bottomless pit of dough. So what we do with our dough, we make it worthwhile and invest in the right things that make a difference. We've got an approach across the sector now. So everybody has to work together and we work as one. And no matter what we do, there's always going to be community demands that just keep outrunning what we expect. And I just think pre-2009, and we had the Alpine fires and we had a lot of the community briefings and things were going well. We thought we're going really well. We've got this community engagement stuff nailed and we're sorted. And we did. And we did for slow-moving fires. We know in two days' time it's going to come at the back of Brightville and Mansfield. But when the roaring fire of 2009, we just weren't quick enough at that time to do the community engagement, community warnings and information. So every time you think we've got somewhere, we get tested again. So part of the strategy is about something. Well, what do we need to think about? What's our lose-paste scenario? How do we actually get there? And now that the driver has changed, we just want to do better. As an organisation, CFA, I know everyone in the room just wants to improve and do things better. And that's an internal driver that always drives us. So this is a little bit of a structure-wise. And it's a bit like the DaVinci code, if you think about it. But we've got our mission is protecting lives and property. All signed up for that. That's what we're going to do. And we've got four long-term outcomes and I'll discuss them in a tip signed up by the board. We've got the strategy in the middle. The network strategy is the atomic strategy with service delivery as a cornerstone. And then we're going to make sure we've got all the ducts lined up. So we have manual planes. We've been working on manual planes at the moment with regions and districts. And then we're going to get down to the brigade plane level. So in a structure-wise, what we want to do is to have the one mission, one goal. And we use the NASA model. And we're talking to Craig Luxe the other day, the commissioner, saying, you know, it's just like the NASA model for the mission to get man on the moon in the 60s. And he said, no, it never happened. It only happened in the studio. Non-believer. But out of that, what we want to do is everyone's role in CFA is about service delivery and making sure we get to the mission of protecting lives and property. So the long-term outcomes, what do we do things with? And the board has signed off these to be our targets down the track. If we've got nowhere to go, how do you know when we're going to get there? So what we're trying to do is to reduce incidents and impact the fire emergencies on the community. Reduce the impact of non-fires. So we don't, you know, only do fires. We do hazmat. We do a whole lot of other services, if you like, with the community. Be highly entrusted and respected fire and emergency service. We have to just get working on that one. And increase community resilience to fire and non-fires. So it's increased community resilience. It doesn't mean we own it. And the communities own the resilience. We just got to help them. And I know you do that very well. And this is the other part of the Vingiko. There's one tribal. This is the second tribal. This is our service delivery model. And you hear, you influence and talk about the inverted tribal. And what it means is it regains in the community at the top. And the rest of the organization supports regains and community to solve your local problems and support you to do that. So with that as well, the community got a shared responsibility. So we can't do it all by ourselves. And you know that as well. So unless the community are engaged or connected or whatever word that we want to use in the future, we can't do that on our own. And it's proven we can't do that on our own. So we need the community working with us. And we need to work with the community. So that is our service delivery model. And again, in some parts of the organization, that's a cultural change. We can see where we're trying to get to. And this is a five-year strategy. It's not something where we could just cross the arms and blink like I dream of Jenny happens now. It's something we've got to work towards. And we'll get there. Okay, I'll hand over to Tammy and we'll have questions later, I think. How'd I go for time today? So I thought I'd throw all the words up that you've probably heard about 20 times already and you'll probably hear about another 50 to 100 times before the end of the conversation and before the end of the weekend. So we've just heard that we've got the strategy. We don't have a plan. We have a strategy. And we're going to see this happen. And how we make this happen is through being adaptable and using some of the tools that we already have. So what we've found in community safety or community education, we've given you a whole bunch of programs but they've been locked in little containers. And if you've ever tried to open up a Play-Doh container for the first time, they have science degree. So what we're actually meaning with this and all these key terms is opening up a container and let's be flexible. Let's even be really scary and get a couple of them and for any controlling person out there, the hardest thing you can ever do with Play-Doh is blend them. How frustrating! As a mother I know, God, don't mix the colours. But let's get some of our ComEd programs. Let's blend them and mix them. And if it doesn't come out quite right, you know what, we've got a couple of others. There's plenty of containers, different colours. So why don't we start to use some of our different programs, blend them, adapt them, and make them localised for your local problems, your local communities. We've already seen that in what you've heard so far, what you've seen on the bread and boards as you walked along, as you're talking to each other. You're hearing that people have got little different ways and approaches to some of our set, concrete type programs. We're adapting them. And as districts and regions, we're now supporting you to adapt them and make them localised. Some of the things that we can just throw out very quickly. Newsletters, whether it's doing a burns table demonstration. CFA Open Days coming up again November this year. Red Bucket Program was another one. It's using what your community are doing and how you can, your knowledge, you know how to tap into your community. Facebook, social media. MyCFA is the new launched program, so Paul Harris is around and promoting that over the weekend. Try and encourage people to log on and join up membership into MyCFA and that way they can get localised information emailed out to them on a fortnightly basis. Other things that we have, a bit of self promotion for my reporting tool or the app. If we can start to get other brigades reporting what they're doing and advertising what they're doing, we might have a bit more of an awareness of what's going on around you or different activities and you might be able to ring up a neighbouring brigade or one over the other side of the state and say, hey, I saw you were doing this event on this day. How did it go? There's no harm in picking up the phone or even going along and visiting and seeing it for yourself if you're travelling up that way on a quick weekend. Multicultural event was one that we ran out in District 13. We had a bit of a problem with some Burmese fishermen. We had local networks. We've heard that term already today. We had DSE at the time, so DELP. We got Victoria Police. We had the local council and we all put on a big massive day for the Burmese community where each of us got together and each gave our own reason and cause for what we had as an issue and did a bit of an education session right there and then. We've also got the new shelter options. So community fire refuges are starting to be increasingly thought of and being implemented. Also personal shelters with bunkers. A lot more conversation is happening now with bunkers and how do you have those conversations? Horse education or pets. This was one that we came up with, or not we didn't. We saw it just recently where someone didn't know how to do or how to react on a day. So she spray painted her horse with contact details. So then we saw a bit of a need for what education do you need to give to horse owners and was that an appropriate method on the day? So from all of this, with this service delivery strategy it's showing that we can work, make it flexible, blend. It might be a bit yucky to start off with but it might turn out an awesome purple colour in the end or you add a little bit more blue and it'll give them a different colour. So there's no harm in being flexible and adaptable and let's make local problems and work them out with local solutions. Thank you. Questions. There's a couple of mics running around so if anyone has questions for myself or John. One at the front. There's some things that we can start that won't bear fruit for about two or three years. As long as we focus on the five year overall plan that's coming from top down are we conforming to the overall structure? Because there's no one plan survey there's going to be moving different things at different times. If we can get where we want to be in five years time and if you start something before someone starts at three years time it's not going to really matter. We want to get the same place together in five years time. So the whole idea of having the local focus if you like is to give you that ability to mush up the play-doh and say well I need to use the red one this year and then I'm going to put a little bit green with it next year and I'm going to get this different outcome. Because my history in CFA I've been in 32 years and we're in Victoria for the last 18 in the head jet and it's really got to be the local people who understand their local community who drive this not me sitting in the head jet saying this is what you're going to do first and this is what you're going to do third. So the short answer is yes. John, a question about the two triangles. Your first triangle was the strategy direction I think it was. And the strategy is in the middle and that is your annual plan. You said your annual plan with districts and then brigades. But your other triangle is up the other way and says exactly the opposite where the state, the district, the brigades supports the community. Why are we having our annual planning meeting with districts prior to working out where brigades are at? Because then the brigade is and the community is directed by what the district wants to do. Good question, 100%. This first year because strategy is new and in some circumstances at district level planning is good. What we're going to do is get the district in the headspace of planning year one. We've already, the next thing we're going to do is start to do brigade planning to force other way as exactly as you say. So what we have to do is get some enablers done first to get people in the space. Then the next thing is about brigade planning driving CFA's direction. So if we're really, I don't understand if we're true to our word and play the inverted triangle brigades and locals have to drive where the director will want to get to and that'll probably take us 12 months to get that up and going properly. Is it working? You've been in a lot of situations where brigades and communities are very keen to do something. We're unsmacking to district, state, whatever, saying, no, no budget. I'm not on the answer to that, but... The answer's not going to be an open-eyed answer, but we're almost a half a billion dollar organisation. Half a billion dollars is our annual budget. Do we spend our annual budget on things that really make a difference to the community in total? Probably not. So what we're trying to do with this and it might take us five, but is to... We've been working very hard with districts, regions and the state over the last six to 12 months and they say, look, this is coming. This is what it means. A lot of our systems and processes have changed to enable this to happen, but it's going to take a little bit of time because we're also challenging culture. And that's our biggest thing. This is a cultural change and this sort of saying, if we want to get from there to there, it's going to take time, it's going to take patience, it's going to take reinforcement, but this is the direction that the board has signed off. This is where we want to go. So that's the authorising requirement that lets us play in that space. From our job is to say, okay, are we realistic about what do we need to do to help you to solve local problems? Have we got the budget allocation right? If we stop doing something else and invest it in this, we'll make it a better outcome. And that's the four long-term outcomes. Unless we do things differently, we'll just do the same. Thank you for that. I guess the issue in my head is, where's the mechanism for that input to get back to you guys? Yeah, the bottleneck with the two triangles intersect. We've been going around challenging district planning committees for starters. And to say, is there a better way we can do district planning committees where we get information from the gates? And some at Seymour and Sheppard and I know are already starting to cup-pace modify to have a different outlook. So we're encouraging that sort of discussion and freeing up of some of bureaucracy for life and changing the focus of how brigades relate back to the district and how we get things flowing. Thank you for that. Sorry, I'm listening to this stuff and at the end of the day, we need the tools to do our work, our community work. And if you don't give it to us regarding budget, regarding budget strategies, give us the tools and we'll do the work for you. Simple as that. When I hear you talk about budget strategies and, oh, it does my heading. You give us the tools, we do it. Yes, and I agree with that. But for us, the issue for us is that we need to be realistic about what our best bang for our bang is. And as I said, we've got almost half a million dollars spent on what that makes a difference. So if we're things that make a difference that actually protect lives and property and you've gone and heard some, a few sessions today about how many people die in residential fires. We don't even talk about, we're starting to talk about how many people are injured in fires. And if we're really serious about protecting lives and property, then we need to invest in programs and local solutions that make that difference. And part of that is right, is the tools and programs and mechanisms to do that. So I agree. What do you say to, regarding, we're going to have no variable message boards throughout the daily zones to get the messages across four public meetings, community meetings, open days and that sort of way because I was told there's no budget for it. That's one of the best tools that we can have to get the message out to our communities that these meetings are going ahead within our area or whatever and maybe Tammy can answer this. That's what I've been told. You can, you tell me. It's been, at the moment, where your budget's a nasty word, it's looking at how do we, across the region now, because we've all merged into the regions, out of where with our regional budget makes it very inequitable for everybody. Not saying that there's no budget, we just have to look at where we're going to allocate and put some of our money into areas that maybe haven't had a community engagement or any program for some period of time. We just have to look at what we have got and where we're allocating resources equitably and look at variable message boards. We may not have money from our direct budget, but there's nothing to say that in the background we're not looking at other grants, we're not looking at our networks, we're looking at councils at the moment saying hey look how about you start to support us. So we might not have an immediate budget but bear in mind that the district and the regional team are very much looking into other areas. And the supplementary, so thank you for the microphone again. The chief officer now, as part of our arrangements across the state, is responsible for the whole service delivery budget right across the organisation. So if there's pressures in the northeast budget and through the assistant chief officers says oh look we need to put some more cash into one part of our dollar, the chief can move dollars around. So there are mechanisms that we haven't really tested and tried out yet, but there are, a navel is already there to make it happen. Guys that was almost the open forum that we're going to have tomorrow. So think of your thoughts on along those lines for what you'd like to spend. I think these guys did a wonderful job. We've just got a few minutes have we Jack until the others come down? Everybody from the SDS is going to join us. So if you maybe could squeeze...