Business Services DAY ONE READINESS

Transcription

1 Business Services DAY ONE READINESS 13th June 2017

2 BUSINESS SERVICES WORKSHOP

3 CONTENTS Session 1 : Whakatauki He waka eke noa 4 Session 2 : Fire and Emergency New Zealand 6 Session 3 : Support Network 16 Session 4 : Safety, health and wellbeing 20 Session 5 : Blueprint 2 22 Session 6 : Volunteers 26 Session 7 : Systems 32 Session 8 : Policies / Processes 36

4 SESSION 1 : WHAKATAUKI He waka eke noa Notes: 4 BUSINESS SERVICES WORKSHOP

5 SESSION 1 : WHAKATAUKI He waka eke noa Notes: BUSINESS SERVICES WORKSHOP 5

6 SESSION 2 : FIRE AND EMERGENCY NEW ZEALAND What is our structure? Board CEO National Commander Urban SLT National Manager Rural 5 Fire Region Managers 5 Regional Managers Rural 24 Area Managers NHQ Principal Rural Fire Officers Assistant Area Managers Deputy Principal Rural Fire Officers Chief Fire Officers Senior Station Officers Voluntary Rural Fire Force Controllers Senior Station Officers Station Officers Station Officers Voluntary Rural Fire Forces Rural Fire Officers Firefighters Firefighters 6 BUSINESS SERVICES WORKSHOP

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8 SESSION 2 : FIRE AND EMERGENCY NEW ZEALAND What does the rural sector look like? RFAs currently manage rural fire over 96% of New Zealand s land area. 300 rural fire stations, depots, workshops and other joint-use facilities 187 registered rural fire forces in total 3,000+ volunteers, most of whom hold/are working towards an NZQA qualification enabling them to work at rural fires 223 pumping appliances, 170 water tankers and 70 other smoke chaser, command and light access vehicles Additional capability provided by DoC personnel, Defence, forestry, local authority, road and utility maintenance contractors Arrangements with helicopter and fixed wing operators, and heavy machinery operators What Rural brings to Fire and Emergency Diverse approaches that are needs-based Focus on meeting the needs of their community and geographic area Use of different operating models that push accountability down the line Strong community engagement and linkages (aligned with the principles of the review) Strengths in proactive fire risk reduction and prevention Specialised competencies and experience (for example, vegetation fires, major incident management) What this means for Fire and Emergency Rural fire services are coming together for the first time under one umbrella. Fire and Emergency New Zealand will bring a whole new customer base to support and advise. The rural sector will be part of a brand new organisation, where many of the corporate policies and systems are foreign to them We all need to start finding out about who these new customers are so we can provide the best service we can to them. It s important for rural fire services to maintain their local identity while moving towards operational integration That means working towards national consistency, and also to understand regional variations and where flexibility is needed so things work for on the ground We all have a role in ensuring the volunteer voice is heard in shaping our new organisation and the relationship it has with volunteers 8 BUSINESS SERVICES WORKSHOP

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11 SESSION 2 : FIRE AND EMERGENCY NEW ZEALAND What is happening in NHQ? Notes: BUSINESS SERVICES WORKSHOP 11

12 SESSION 2 : FIRE AND EMERGENCY NEW ZEALAND Target operating model Developing a target operating model will be the primary focus for the first year of Fire and Emergency New Zealand. It is a significant undertaking, and will take at least 9-12 months to complete. It will involve all parts of the new organisation and its many stakeholders. Although a Target Operating Model sounds complicated the idea is very simple and complements organisational strategy. Please don t abbreviate to TOM A strategy describes what an organisation is there to do and how it is going to do it. For example, Fire & Emergency New Zealand is there to provide emergency services to communities and it is going to work closely with communities to identify and protect what they value. This is set out in our Statement of Intent. An operating model describes how the organisation needs to work in order to achieve the strategy. In more detail, it looks at all of the functions, policies and capabilities of the organisation and assesses what these need to look like. You could think of it like a wish-list for building a new house. You may change some things as you move along, but you wouldn t start work without one. We expect that the implementation of a new operating model will include the development of capabilities that Fire and Emergency NZ does not currently have; and the expansion of certain capabilities, such as developing new community and stakeholder engagement mechanisms. By 2020, Fire and Emergency NZ will have implemented its new operating model, and this will support better investment in communities and volunteers 12 BUSINESS SERVICES WORKSHOP

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14 SESSION 2 : FIRE AND EMERGENCY NEW ZEALAND What is the context for change? Working with stakeholders to achieve credible and sustainable change The success of the reform to date has been enabled by a range of factors including the engagement approach taken, particularly the authentic engagement of the fire services sector in the establishment activity for the new organisation. This has been inclusive in scope, conducted with respect, and, where possible, in person. This has laid the foundation for a positive relationship between the Transition Project and stakeholders. The Programme recognises that for change to be credible and successful, it is important that Fire and Emergency NZ personnel and the communities they serve understand and support the case for change. They need to be engaged in the process and committed in the journey. Ensuring smooth transition A smooth transition of project activities and deliverables to the business is essential to maintain an efficient emergency response while undergoing change, and to keep the sector positively engaged. The core business of Fire and Emergency NZ is safety for the public and firefighters, which means that it is crucial that change allows for seamless service delivery. Leading throughout the organisation For the integration to succeed, leaders will need to be prepared and supported to lead change for Fire and Emergency NZ and our people. Moving to a new structure will cause uncertainty and anxiety for some of our people. Leaders need to be the face of change and be empowered to have ongoing dialogue with their people. Realising the benefits Government has committed significant funding to reforming the fire services and expects that the newly formed Fire and Emergency NZ will demonstrate value to the communities of New Zealand. It will be necessary to tie activity back to realising these benefits and measure core aspects of the organisation against the intended outcomes of the reform. One size doesn t fit all Fire and Emergency NZ will design and operate in a way that works for the organisation, communities and our people. Flexible solutions will be necessary at local level in order to build on existing strengths, and to accommodate the specific needs of different parts of the organisation and the communities that they serve. Deliver visible change Our people and stakeholders want to see tangible, visible change that signals that Fire and Emergency NZ is different to the status quo. The first year of the Integration Phase includes deliverables and activities that will achieve this. 14 BUSINESS SERVICES WORKSHOP

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16 SESSION 3 : SUPPORT NETWORK An important role for the urban business services team will be to support the rural business services team members as they move into Fire and Emergency in July. The rural team also have knowledge of how rural operates and this is important for urban to learn about. This session is about how we will design that support network. One of the things that we need to remember is what we actually can do and to not over commit. In your tables discuss what concerns you the most about the change into Fire and Emergency. Circle of influence and circle of control In Stephen Covey s 7 habits of highly effective people he talks about the need to focus on what we can actually achieve and what we can t. A good model for this is the circle of concern. On each table is a circle of concern - consider where you would put each of the concerns you discussed before. Now we need to think about what we can control individually and what we can influence and what we need to let go. CIRCLE OF CONCERN Our Field of Concern (I, We & It) All of the things that we are aware of in life that have an impact on us or in which we have an interest including ourselves and our relationships. Our Field of Influence (We) What we can influence, which is defined by our network of relationships. The key to influence lies in understanding the human condition, authority, conversational skills and the building of relationships. Our Field of Control (I) What we can directly control. This is limited to our awareness about ourselves and the actions we take. The key to control lies in the choices we make about how to manage ourselves in three domains - language, emotion and body. 16 BUSINESS SERVICES WORKSHOP

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18 SESSION 3 : SUPPORT NETWORK Developing our support network This moves us to what we can control a business services team that supports each other. An easy way to look at this would be to look at what we keep doing / what we start doing and what we stop doing. Knowing this will enable us to define our strategy. Take account of the areas that the rural team will need to be supported in. 3 tables will work together to look at each statement. Feedback to whole group. Decide the basis of the strategy and define action to complete in next 2 weeks by region what the support network will look like (Who, what, where, how) Support from 1 July 2017 To mitigate and manage unintended operational, reputational and/or administrative impacts Providing post implementation support to all FENZ personnel A new dedicated Transition Helpdesk We will utilise the existing NZFS IT Helpdesk to manage IT related queries/issues, but will assign a FENZ identifier to these calls Free phone line; support; support@fireandemergency.nz Online form 18 BUSINESS SERVICES WORKSHOP

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20 SESSION 4 : SAFETY, HEALTH & WELLBEING Fire and Emergency New Zealand is committed to protecting its people from harm to their safety, health or wellbeing. We need to work together to build an environment where people are safe and well and where it is safe to talk about any concerns. As a new, more diverse organisation we need a different approach to safety, health and wellbeing if we are going to keep our people safe We have a new strategy for Safety Health and Wellbeing that gives us direction for the next five years, Our new policy and commitment statements make it clear: Nothing is more important than the safety, health and wellbeing of our people he waka eke noa This whakatauki or Maori proverb represents our commitment We are all in one canoe every person belongs, there are different but equally valuable parts of the same organisation, we need to work together to keep ourselves and others safe and well We are all working together in the same direction, protected and supported within a unified purpose of service to our communities We will be stronger, safer and healthier together This is our commitment to each other 20 BUSINESS SERVICES WORKSHOP

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22 SESSION 5 : BLUEPRINT 2 The Blueprint Provides an opportunity to build the new organisation, with a work programme to: integrate the functions and activities of urban and rural fire services, and deliver the expectations of Fire and Emergency NZ that are set out in the legislation. 6 strategic priorities Some of these will be a continuation of work already begun in the programme SHW, volunteerism, risk reduction. Others need more time to scope out. The activities within the strategic priorities include: Integrated organisation and operating model Which captures activities that bring all the components of rural and urban fire services into one organisation, as well as defining and implementing the operating model of the new organisation, and aligned processes and policies. Health, safety, and wellbeing Which includes activities that design and implement health, safety, and wellbeing ownership, standards, and support services at Fire and Emergency NZ. Resilient communities Which includes activities to implement the code of practice for fire-fighting water supplies, local risk assessments, modular operating standards, Local Advisory Committee boundaries and establish Local Advisory Committees. 22 BUSINESS SERVICES WORKSHOP

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24 SESSION 5 : BLUEPRINT 2 Volunteerism Which includes implementing the volunteer strategy. Risk reduction Which includes implementing new regulations on evacuation schemes, the compliance and enforcement strategy, the disputes resolution scheme, and other fire reduction and prevention initiatives. Leadership across the sector Which includes defining Fire and Emergency NZ s future role as a leader in the emergency services sector, as well as implementing partnerships and levy consultations. The activities within the enabling categories of work include: People capability, leadership, and culture Infrastructure Project and change management. 24 BUSINESS SERVICES WORKSHOP

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26 SESSION 6 : VOLUNTEERS Fire and Emergency New Zealand are committed to making it easier to be a volunteer and to recognise volunteers and their contribution. As part of this range of volunteer support initiatives have been developed for Year One and will be added to over the next three years. Volunteers are asking for: Reduced administration and recruitment support Flexible local training More welfare and wellbeing support Easier reimbursements so not out of pocket Improved recognition for volunteers and employers Improvements to volunteer support Year One New additional in-field roles to help with administration including recruitment Dedicated training support at regional/local levels - people and courses New funding to develop volunteer leaders In-field safety, health and wellbeing roles Welfare and wellbeing support improved to all volunteers and existing urban arrangements extended to rural volunteers Streamlining processes for reimbursements/payments Recognition for volunteer employees 26 BUSINESS SERVICES WORKSHOP

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28 SESSION 6 : VOLUNTEERS New Volunteer Support Roles There are a number of new roles both permanent and fixed term and an additional $2.6 million for local, flexible volunteer training, development, in-field support and coordination. The roles are: Direct Support 8 additional Volunteer Support Officers (Urban) 5 support roles to ensure provision of support in rural areas (Rural) Safety, Health and wellbeing 10 additional Safety, Health and Wellbeing Coordinators (Rural/Urban) People, Learning and Capability 12 additional Capability Trainers (Urban) 5 Regional Training Coordinators in regional training teams (Rural) 1 new trainer (Rural) 1 Recruitment Coordinator (Rural), 1 Recruitment Administrator, and 1 Recruitment Support Assistant (Rural/Urban) Development and Improvement 2 Volunteer Development Managers to build leadership, team and support capability (Rural/Urban) 1 Business Analyst and 2 process redesign specialists (Rural/Urban) 10 full time equivalents across two regions to pilot new ways of delivering support to volunteers (Rural/Urban) 2 Data Coordinators and 1 Business Analyst (Rural/Urban) 28 BUSINESS SERVICES WORKSHOP

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30 SESSION 6 : VOLUNTEERS Fire and Emergency New Zealand are committed to making it easier to be a volunteer and to recognise volunteers and their contribution. As part of this a range of volunteer support initiatives have been developed and will be added to over the next three years. The volunteer support initiatives that will be in place for Year One are a starting point that we will build on. They are, in addition to other initiatives approved separately, and include: 62 full time equivalent roles for additional training, development, in-field support, administration and coordinator roles supporting urban volunteer brigades and volunteer rural fire forces. An additional $2.6 million for local and flexible volunteer training and locally-based pilots to identify new ways to meet the differing needs of individual brigades and volunteer rural fire forces and reduce administrative burden. You will see that some of the positions will be working on pilot projects, with the aim of: Providing the opportunity for volunteers to provide input and ideas for improvements in support available for volunteers. Providing an opportunity for two Regions to design and trial innovative and flexible solutions that are based on local needs. Learning from the pilots and informing the future operating model and organisation design before support models are rolled out nationally. We will talk to volunteers and others over the coming months about what these pilots might look like. The pilots are expected to be rolled out from the beginning of 2018 What do we need to do to make these work? 30 BUSINESS SERVICES WORKSHOP

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32 SESSION 7 : SYSTEMS IT systems on Day One On 1 July everyone will have a new and access to the new Fire and Emergency New Zealand website and intranet. A new HR Kiosk will also be available to all Fire and Emergency NZ employees and volunteers. This is where payslips, leave balances and emergency contact details will be kept. Operational IT systems There will only be minor changes to Operational IT systems from 1 July In most cases you will continue using what you use now. SMS The Station Management System or SMS will be the central point for all incident reporting for rural and urban. It is being improved to make it easier to use; reducing the number of incident types to choose from, and adding a new vegetation fire module. Training will be available on SMS prior to 1 July for those who need to use it and haven t in the past. Corporate IT Systems We ll be using the existing NZFS IT systems for corporate functions like HR, Finance, Contracts and Procurement. This minimises the impact on the majority of people who use these systems and means we have systems ready to go on Day One. For new users of corporate IT systems, training will be available 32 BUSINESS SERVICES WORKSHOP

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34 SESSION 7 : SYSTEMS Learning Station All relevant training records for rural personnel will be copied across to Learning Station (the NZFS Learning Management System) for rural personnel. New IT tools for new or transferred employees Employees transferring to Fire and Emergency NZ will receive a new laptop with docking station, two-screen setup and Skype for Business headset (for use with Skype over your computer). Access to FENZ networks, , and any migrated documents will be available from Day One. Information will be provided to help you to get access to the IT systems you need. Mobile phones will also be supplied to people with a business need. This automatically includes PRFOs, Deputy PRFOs and Volunteer Support Officers. Training Opportunities to learn about the new or updated systems will be available to users of new systems, new users of existing systems and existing users of systems that have been updated. Most of the training will be delivered as e-learning modules before or after 1 July (depending on when the IT system is ready). All users will be informed in June about what training they will receive and when. 34 BUSINESS SERVICES WORKSHOP

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36 SESSION 8 : POLICIES / PROCESSES Corporate policies The NZFS framework has been used as a starting point, and adapted as required to become corporate policy framework for Fire and Emergency New Zealand. The OPP led review covered 6 policy areas: Technology Revenue, grants and treasury Purchase, contracts and claims Records and information Legal, risk and regulatory Property, plant and equipment Working groups comprising functional, urban and rural SMEs were established for each of the 6 policy areas. They assessed if policy was fit for purpose for Day One, particularly from perspective of rural personnel and determined modifications needed. There is an extended scope of coverage for many existing policies. There is a significant amount of Post Day One work to do on operational policies, potentially including: Determining and implementing a common approach to asset management Developing a procurement framework that complies with, and leverages All of Government arrangements but balances need/intent for brigades/fire forces to use local suppliers. Integration will mean gradual introduction of policy changes for rural personnel as integration takes place over Year One. Some rural policies, processes and practices will remain the same on Day One as transitioning into one way of doing business will occur as integration proceeds. Rural personnel will be updated on requirements, but also need to be reassured that the status quo remains until: issues have been resolved; training is received, and resources provided. This means that in most cases, rural personnel will be able to do on Day One what they could do prior to Day One (for example continuation of most existing supplier agreements, with the exception of travel and accommodation). Business Support staff will be critical in providing policy and process guidance. 36 BUSINESS SERVICES WORKSHOP

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38 SESSION 8 : POLICIES / PROCESSES HR policies There will be a comprehensive suite of HR policies, processes, templates and toolkits available on the intranet to support our people to lead others and get things done within Fire and Emergency New Zealand from 1 July. HR categories of policies, tools and templates available include: Recruitment, Transfers and Exits such as support developing a job description, hiring a new staff member or managing a resignation Performance and Conduct such as performance management tools for leaders and business rules and expectations around conduct Leave, Pay and Recognition such as how to apply for various types of leave and information relating to medals, honours and awards In preparation for the transition, any changes to HR policies were subject to the NZFS corporate policy framework review and approval process. The objective of this review was only to identify policy and related collateral which was not suitable to be extended to rural in its current state and to adapt it if necessary. All of the existing policies and processes within scope of the HR review were generally considered fit for rural and no significant content amendments were considered necessary in order to operate on day one. 38 BUSINESS SERVICES WORKSHOP

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40 SESSION 8 : POLICIES / PROCESSES There have been a couple of additional interim HR processes and guidelines added to the existing collateral to accommodate rural operations. TOPIC: Volunteer recruitment processes are inconsistent across the country which would expose the organisation to some risk SOLUTION: A pre-enagagement police check is to be undertaken for all new volunteers (at a minimum) Volunteer engagement documents to be completed for each new VRFF/Brigade member This is an interim solution until a full review of the recruitment processes has been undertaken in line with the new Recruitment Management System implementation (12-18 months) TOPIC: Rural roles are not currently included in the NZFS remuneration framework SOLUTION: The roles have been graded independently in the interim to support the recruitment and appointment of new people to rural positions. A full review has been prioritised focusing on incorporating rural roles into the existing framework (12-18 months). 40 BUSINESS SERVICES WORKSHOP

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