Prioritising our work across Fire and Emergency
Across Fire and Emergency, we are working on a large range of initiatives and projects – all of which aim to improve what we do, and how we do it. Making sure that we provide resources to these, and implement them at the right time, is a critical task for our organisation.
The Executive Leadership Team (ELT) has decided which projects should be our priority for the 2019 / 2020 year – taking into account the requirement to make progress on each, the resources required, the level of change, and the timing of each project.
Our work for 2019/2020
26 projects have been confirmed as being Mandatory. These are projects which we have to complete, or make substantial progress on, because of legislation or commitments in our Statement of Performance Expectations. We still have options about how and when we implement them.
Seven projects have been categorised as ‘Change’ - these will introduce new capabilities to allow us to make significant contributions to FENZ Strategy. And 15 are categorised ‘Grow’ – ones that will ensure our existing operations and services are improved to meet business needs.
Grow and Change initiatives are secondary to mandatory work, and several will be able to be phased across future years. This year we may only start the scoping and planning for some of these. We are doing this to give our Mandatory work the greatest chance of success.
We already know that as we put our People, Volunteerism, and Risk Reduction Strategies into practice, it’s likely that new projects will be identified. Given how important these are to our organisation, some of these may be categorised as ‘Mandatory’, for progressing this year.
There may also be some new initiatives, which are not visible at the start of the year but emerge during the year. If this is the case, please get in touch with the Portfolio Office as soon as possible, to understand next steps.
The Portfolio Office will work with project managers on the plans and requirements for individual projects, and the monitoring and governance processes they need to follow.
For more information contact: PortfolioOffice@fireandemergency.nz
Change and grow
Additional Inspector Powers
Auckland Issues Working Party
Carcinogens control project - rural and urban
Code of Practice for Water Supplies
Compliance and Enforcement Policy and Procedures
Delivery of work programme flowing from Maori Outcomes paper
Design and implementation of Advocacy and Support Service
Development of a single set of “in house rules” for Volunteers
Development of All of Government (AOG) Common Operating Platform
Holidays Act and Pay Remediation
Integrated ComCen with Police
Legislative Compliance Review
Local Advisory Committees establishment
Local Risk Modelling and Capability Planning
National Framework for Fire Control - Fire permitting
National Framework for Fire Control II (Fire Plans)
Next Generation Critical Communications (NGCC) Programme
PFAS environmental work programme
Positive Workplace Culture Programme
Safety Health and Wellbeing contractor management - implementation of tools and information
Unified Service Delivery
Working Safely In and Around Water
ALPS (Automated Location and Positioning System)
Automating the Frontline Workload
Availability & Messaging - Phase 1
Availability & Messaging - Phase 2
Case Management Tools
Data Quality (People processes/data quality)
Enterprise Information Management Strategy
Implementation of Respect & Inclusion work programme
Insight from Intelligence
Leadership Development System
Mobility roll out on fire appliances
National Operations Equipment Strategy and processes review
Performance Development - New Approach
Reward and Recognition framework
Safety Health and Wellbeing technology solutions (Safe@Work)
Station Turnout System Rollout
Structural level 2 gear upgrade/Level 2 trials
Unified Uniform Project
Placeholders: projects arising from the People, Volunteerism and Risk Reduction Strategies