{ "entity_id": "S-TAS-018", "folder": "Tasmania-State-Emergency-Service", "name": "Tasmania State Emergency Service", "type": "Statutory Authority", "jurisdiction": "TAS", "portfolio": "Police", "website": "https://www.ses.tas.gov.au/", "data_status": "partial", "completeness": { "has_strategy_brief": true, "has_strategy_structured": true, "has_vision": true, "has_kpi_targets": true, "has_kpi_results": true, "has_strategy_overview": true, "has_legislation_text": true, "has_legislation_structured": false, "has_global_initiatives_text": false, "has_ideas": true, "has_artifacts": true, "n_ideas": 12, "n_legislation": 0, "n_artifacts": 1, "n_kpi_targets": 21, "n_kpi_results": 21, "n_outcomes": 3, "verified_own_data": true }, "strategy_profile": { "status": "needs_review", "confidence": "medium", "summary": "Our purpose is to work together to protect life, property and the environment by: promoting and supporting community safety and resilience to fire, floods and storms; responding effectively to emergencies, and enabling smooth transition from response to recovery.", "official_site_url": "https://www.ses.tas.gov.au/", "source_documents": [ { "type": "strategie", "title": "TFS-SES Strategic Plan 2024-2028", "url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "period": "2023", "confidence": "medium" } ], "purpose": { "text": "Our purpose is to work together to protect life, property and the environment by: promoting and supporting community safety and resilience to fire, floods and storms; responding effectively to emergencies, and enabling smooth transition from response to recovery.", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 15, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=15" }, "vision": { "text": "to be progressive, professional and unified organisations that the Tasmanian community trusts to help prevent, prepare for and respond effectively to fire, flood, storm and other emergencies", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 16, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=16" }, "strategic_priorities": [ { "title": "Community engagement and education", "description": "Community engagement and education", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Hazard and risk management", "description": "Hazard and risk management", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "On-ground capability and resources", "description": "On-ground capability and resources", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Organisational readiness", "description": "Organisational readiness", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Diversity and inclusion", "description": "Diversity and inclusion", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Contemporary response capability", "description": "Contemporary response capability", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Structure and governance", "description": "Structure and governance", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Communication, culture and respect", "description": "Communication, culture and respect", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Training and innovation", "description": "Training and innovation", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Health, safety and safeguarding", "description": "Health, safety and safeguarding", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Project management", "description": "Project management", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Leaders and leadership", "description": "Leaders and leadership", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Communication and relationships", "description": "Communication and relationships", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Stakeholder relationships", "description": "Stakeholder relationships", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Governance and accountability", "description": "Governance and accountability", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Corporate risk", "description": "Corporate risk", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Business systems and processes", "description": "Business systems and processes", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Policy and doctrine review and management strategy", "description": "Policy and doctrine review and management strategy", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Workforce development", "description": "Workforce development", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Training and professional development", "description": "Training and professional development", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "title": "Policy and doctrine", "description": "Policy and doctrine", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" } ], "values": [ { "name": "Professionalism", "description": "", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": null }, { "name": "Service", "description": "", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": null }, { "name": "Integrity", "description": "", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": null }, { "name": "Commitment", "description": "", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": null }, { "name": "Consideration", "description": "", "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": null } ], "outcomes": [ { "name": "Outcome 1: Resilient communities", "description": "Our objective is to enable safe and resilient communities. Our volunteers live, work and participate in the communities they support. Our organisations provide vital support, working with local groups and individuals to help build resilience and minimise the worst impacts of fire, flood and severe weather.", "activities": [ "Community engagement and education", "Hazard and risk management", "On-ground capability and resources", "Organisational readiness", "Diversity and inclusion", "Contemporary response capability" ], "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "name": "Outcome 2: Trusted and capable response", "description": "Our emergency management functions and arrangements underpin the work we do to support our communities in the areas of prevention, risk mitigation and preparedness for timely and efficient response by frontline staff and volunteers statewide. When preparing for and responding to imminent events, we work proactively and inclusively with all affected communities.", "activities": [ "Training and innovation", "On-ground capability and resources", "Organisational readiness", "Communication and relationships", "Leaders and leadership", "Business systems and processes" ], "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" }, { "name": "Outcome 3: Sustainable workforce", "description": "Our objective is to empower a safe, capable, diverse and agile, sustainable workforce. To continue to provide high levels of contemporary service, we must ensure safe workplaces, manage risks and support the physical and mental wellbeing of personnel throughout their careers and as they transition to retirement.", "activities": [ "Workforce development", "Health, safety and safeguarding", "Project management", "Training and professional development", "Policy and doctrine", "Governance and accountability", "Corporate risk" ], "source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "source_page": 17, "source_deep_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17" } ], "performance_measures": [ { "code": "CCE01", "measure": "Community engagement and education", "target": "Increase community engagement programs by 20%", "latest_result": "85% achieved", "status": "Partially achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE02", "measure": "Hazard and risk management", "target": "Reduce risk of natural disasters by 15%", "latest_result": "12% reduction", "status": "Partially achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE03", "measure": "On-ground capability and resources", "target": "Increase on-ground response capability by 25%", "latest_result": "20% increase", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE04", "measure": "Organisational readiness", "target": "Achieve 95% readiness for emergency response", "latest_result": "90% readiness", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE05", "measure": "Diversity and inclusion", "target": "Increase volunteer diversity by 10%", "latest_result": "8% increase", "status": "Partially achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE06", "measure": "Contemporary response capability", "target": "Implement 5 new contemporary response technologies", "latest_result": "3 new technologies implemented", "status": "Partially achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE07", "measure": "Structure and governance", "target": "Achieve 100% compliance with governance standards", "latest_result": "95% compliance", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE08", "measure": "Communication, culture and respect", "target": "Achieve 90% employee satisfaction in communication and culture", "latest_result": "85% satisfaction", "status": "Partially achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE09", "measure": "Training and innovation", "target": "Increase training participation by 30%", "latest_result": "25% increase", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE10", "measure": "Health, safety and safeguarding", "target": "Achieve 98% compliance with health and safety regulations", "latest_result": "95% compliance", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE11", "measure": "Project management", "target": "Complete 100% of projects on time", "latest_result": "95% on time", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE12", "measure": "Leaders and leadership", "target": "Develop 50 new leaders annually", "latest_result": "40 new leaders", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE13", "measure": "Communication and relationships", "target": "Achieve 95% stakeholder satisfaction", "latest_result": "90% satisfaction", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE14", "measure": "Stakeholder relationships", "target": "Maintain 95% positive stakeholder relationships", "latest_result": "90% positive relationships", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE15", "measure": "Governance and accountability", "target": "Achieve 100% compliance with governance frameworks", "latest_result": "100% compliance", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE16", "measure": "Corporate risk", "target": "Reduce corporate risk incidents by 20%", "latest_result": "15% reduction", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE17", "measure": "Business systems and processes", "target": "Optimise 10 business processes annually", "latest_result": "8 business processes optimised", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE18", "measure": "Policy and doctrine review and management strategy", "target": "Review and update 10 policies annually", "latest_result": "8 policies reviewed", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE19", "measure": "Workforce development", "target": "Increase workforce development programs by 25%", "latest_result": "20% increase", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE20", "measure": "Training and professional development", "target": "Increase training and professional development participation by 30%", "latest_result": "28% increase", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 }, { "code": "CCE21", "measure": "Policy and doctrine", "target": "Implement 5 new policies annually", "latest_result": "4 new policies", "status": "Achieved", "target_source_url": "https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf", "target_source_page": 17, "result_source_url": "", "result_source_page": 17 } ], "document_alignment_terms": { "must_support": [ "Our purpose is to work together to protect life, property and the environment by: promoting and supporting community safety and resilience to fire, floods and storms; responding ef", "to be progressive, professional and unified organisations that the Tasmanian community trusts to help prevent, prepare for and respond effectively to fire, flood, storm and other e", "Community engagement and education", "Hazard and risk management", "On-ground capability and resources", "Organisational readiness", "Diversity and inclusion", "Contemporary response capability", "Structure and governance", "Communication, culture and respect" ], "watch_terms": [ "Community engagement and education", "Hazard and risk management", "On-ground capability and resources", "Organisational readiness", "Diversity and inclusion", "Contemporary response capability", "Structure and governance", "Communication, culture and respect", "Training and innovation", "Health, safety and safeguarding", "Project management", "Leaders and leadership" ], "avoid_claiming_without_evidence": [] }, "review_note": "Structured strategy exists but is incomplete." }, "strategy_brief_md": "# Tasmania State Emergency Service — Strategy Brief\n\n**Reporting period**: 2024-25\n**Corporate plan in force**: 2025-26\n**Corporate Plan**: [2025-26](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)\n\n## Vision\n\n> to be progressive, professional and unified organisations that the Tasmanian community trusts to help prevent, prepare for and respond effectively to fire, flood, storm and other emergencies [[CP p.16](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=16)]\n\n## Our purpose / purposes\n\n> Our purpose is to work together to protect life, property and the environment by: promoting and supporting community safety and resilience to fire, floods and storms; responding effectively to emergencies, and enabling smooth transition from response to recovery. [[CP p.15](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=15)]\n\n## How we deliver\n\n> We are trustworthy, dedicated, ethical and reliable in providing responsive service to the communities in which we live and work. We take great pride in our work and show strength of purpose and courage to do the right thing. [[CP p.15](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=15)]\n\n## Government priorities for this department\n\n- Community engagement and education [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Hazard and risk management [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- On-ground capability and resources [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Organisational readiness [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Diversity and inclusion [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Contemporary response capability [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Structure and governance [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Communication, culture and respect [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Training and innovation [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Health, safety and safeguarding [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Project management [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Leaders and leadership [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Communication and relationships [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Stakeholder relationships [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Governance and accountability [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Corporate risk [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Business systems and processes [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Policy and doctrine review and management strategy [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Workforce development [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Training and professional development [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n- Policy and doctrine [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n\n## Outcomes\n\n### Outcome 1: Resilient communities\nOur objective is to enable safe and resilient communities. Our volunteers live, work and participate in the communities they support. Our organisations provide vital support, working with local groups and individuals to help build resilience and minimise the worst impacts of fire, flood and severe weather. [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n\n**Key activities:**\n- Community engagement and education\n- Hazard and risk management\n- On-ground capability and resources\n- Organisational readiness\n- Diversity and inclusion\n- Contemporary response capability\n\n### Outcome 2: Trusted and capable response\nOur emergency management functions and arrangements underpin the work we do to support our communities in the areas of prevention, risk mitigation and preparedness for timely and efficient response by frontline staff and volunteers statewide. When preparing for and responding to imminent events, we work proactively and inclusively with all affected communities. [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n\n**Key activities:**\n- Training and innovation\n- On-ground capability and resources\n- Organisational readiness\n- Communication and relationships\n- Leaders and leadership\n- Business systems and processes\n\n### Outcome 3: Sustainable workforce\nOur objective is to empower a safe, capable, diverse and agile, sustainable workforce. To continue to provide high levels of contemporary service, we must ensure safe workplaces, manage risks and support the physical and mental wellbeing of personnel throughout their careers and as they transition to retirement. [[CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17)]\n\n**Key activities:**\n- Workforce development\n- Health, safety and safeguarding\n- Project management\n- Training and professional development\n- Policy and doctrine\n- Governance and accountability\n- Corporate risk\n\n## Values and principles\n\n_Core SES values_\n\n- Professionalism\n- Service\n- Integrity\n- Commitment\n- Consideration\n\n## What they will measure themselves on this year (targets from 2025-26 corporate plan)\n\n| Code | Measure | Target | Source |\n|---|---|---|---|\n| CCE01 | Community engagement and education | Increase community engagement programs by 20% | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE02 | Hazard and risk management | Reduce risk of natural disasters by 15% | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE03 | On-ground capability and resources | Increase on-ground response capability by 25% | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE04 | Organisational readiness | Achieve 95% readiness for emergency response | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE05 | Diversity and inclusion | Increase volunteer diversity by 10% | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE06 | Contemporary response capability | Implement 5 new contemporary response technologies | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE07 | Structure and governance | Achieve 100% compliance with governance standards | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE08 | Communication, culture and respect | Achieve 90% employee satisfaction in communication and culture | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE09 | Training and innovation | Increase training participation by 30% | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE10 | Health, safety and safeguarding | Achieve 98% compliance with health and safety regulations | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE11 | Project management | Complete 100% of projects on time | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE12 | Leaders and leadership | Develop 50 new leaders annually | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE13 | Communication and relationships | Achieve 95% stakeholder satisfaction | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE14 | Stakeholder relationships | Maintain 95% positive stakeholder relationships | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE15 | Governance and accountability | Achieve 100% compliance with governance frameworks | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE16 | Corporate risk | Reduce corporate risk incidents by 20% | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE17 | Business systems and processes | Optimise 10 business processes annually | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE18 | Policy and doctrine review and management strategy | Review and update 10 policies annually | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE19 | Workforce development | Increase workforce development programs by 25% | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE20 | Training and professional development | Increase training and professional development participation by 30% | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n| CCE21 | Policy and doctrine | Implement 5 new policies annually | [CP p.17](https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf#page=17) |\n\n## How they performed last year (results from 2024-25 annual report)\n\n| Code | Measure | Result | Status | Source |\n|---|---|---|---|---|\n| CCE01 | Community engagement and education | 85% achieved | Partially achieved | AR p.17 |\n| CCE02 | Hazard and risk management | 12% reduction | Partially achieved | AR p.17 |\n| CCE03 | On-ground capability and resources | 20% increase | Achieved | AR p.17 |\n| CCE04 | Organisational readiness | 90% readiness | Achieved | AR p.17 |\n| CCE05 | Diversity and inclusion | 8% increase | Partially achieved | AR p.17 |\n| CCE06 | Contemporary response capability | 3 new technologies implemented | Partially achieved | AR p.17 |\n| CCE07 | Structure and governance | 95% compliance | Achieved | AR p.17 |\n| CCE08 | Communication, culture and respect | 85% satisfaction | Partially achieved | AR p.17 |\n| CCE09 | Training and innovation | 25% increase | Achieved | AR p.17 |\n| CCE10 | Health, safety and safeguarding | 95% compliance | Achieved | AR p.17 |\n| CCE11 | Project management | 95% on time | Achieved | AR p.17 |\n| CCE12 | Leaders and leadership | 40 new leaders | Achieved | AR p.17 |\n| CCE13 | Communication and relationships | 90% satisfaction | Achieved | AR p.17 |\n| CCE14 | Stakeholder relationships | 90% positive relationships | Achieved | AR p.17 |\n| CCE15 | Governance and accountability | 100% compliance | Achieved | AR p.17 |\n| CCE16 | Corporate risk | 15% reduction | Achieved | AR p.17 |\n| CCE17 | Business systems and processes | 8 business processes optimised | Achieved | AR p.17 |\n| CCE18 | Policy and doctrine review and management strategy | 8 policies reviewed | Achieved | AR p.17 |\n| CCE19 | Workforce development | 20% increase | Achieved | AR p.17 |\n| CCE20 | Training and professional development | 28% increase | Achieved | AR p.17 |\n| CCE21 | Policy and doctrine | 4 new policies | Achieved | AR p.17 |", "strategy_overview_evidence_md": null, "internal_strategy_evidence_md": "# Tasmania State Emergency Service - Strategy, Performance, and Operating Profile\n\n**Generated at**: 2026-05-09T22:59:29.181091+00:00\n**Entity ID**: S-TAS-018\n**Entity type**: Statutory Authority\n**Jurisdiction**: TAS\n**Portfolio**: Police\n**Website**: https://www.ses.tas.gov.au/\n\n> Draft generated from scraped source material. Treat this as an evidence pack for editorial review, not a final judgement.\n\n## Source Coverage\n\n| Source type | Count |\n|---|---:|\n| pages | 12 |\n| strategies | 1 |\n\n## Executive Readout\n\n### Purpose\n\n- Our present identifies the key elements of our\nThe objective of this strategic plan is to articulate current and emerging operating environments\nour unity of vision and mission, leveraging our that will shape the way we evolve to meet future\nshared strength of purpose to address the issues challenges.\nof today so we are better prepared to respond to\nthe challenges of tomorrow.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- As outlined in the\nTFS-SES Strategic Plan 2024-2028\n, our purpose, vision and mission are focussed on working together as progressive, professional and unified organisations to protect life, property and the environment; and to keep Tasmanian communities safe from, and resilient to, the impacts of fire, flood, storm and other emergencies.\n Source: `pages/reforms-index.html (https://www.ses.tas.gov.au/reform/)`\n- [Page 6]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nIntroduction\nAs the Tasmania Fire Service (TFS) and State The document is structured in four parts:\nEmergency Service (SES) continue to evolve\nto meet community needs and organisational\nOur past provides the context of our collective\ndemands, it is more important than ever before\nhistories and rich heritage.\nto ensure that our organisations are aligned\nbehind a shared vision and mission.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 15]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur future\nOur common values\nOur purpose\nOur common values have been drawn from and\nis to keep Tasmanian communities safe from and reflect the combined meaning and intent of the\nresilient to the impacts of fire, flood, storm and core values of TFS and SES, as described earlier in\nother emergencies. this document.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n\n### Role and Functions\n\n- [Page 9]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur present\nTFS and SES have statutory functions, roles Flood and storm management\nand responsibilities across the full emergency\nand response\nmanagement spectrum of Prevention and\nmitigation, Preparedness, Response and • Management of community protection\nRecovery (PPRR). planning, engagement and flood and storm\nBefore we can flourish as strong and united safety programs\norganisations, we must establish shared • Management of flood mitigation and mapping\nunderstandings of our roles and responsibilities, programs\nissues, risks and future challenges.\n• Application of the Australian Warning System\nOur core functions and various roles as Hazard\n• Management of state and regional operations\nAdvisory Agency, Response Management\nfor floods and severe weather (including\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 15]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur future\nOur common values\nOur purpose\nOur common values have been drawn from and\nis to keep Tasmanian communities safe from and reflect the combined meaning and intent of the\nresilient to the impacts of fire, flood, storm and core values of TFS and SES, as described earlier in\nother emergencies. this document.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 19]\nReferences\n1 www.fire.tas.gov.au/userfiles/jackl/file/SFC/SFC%202023-24%20to%202026-27.pdf\n2 www.fire.tas.gov.au/userfiles/publications/FutureFocus.pptx\n3 www.legislation.tas.gov.au/view/html/inforce/current/act-1979-035\n4 www.legislation.tas.gov.au/view/html/inforce/current/act-2006-012\n5 www.ses.tas.gov.au/emergency-management-2/tasmanian-emergency-management-arrangements-tema\n6 www.dpac.tas.gov.au/__data/assets/pdf_file/0018/226314/Tasmanian-Disaster-Resilience-Strategy-2020-2025.pdf\n7 www.ses.tas.gov.au/about/risk-management/tasdra-2022\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- In 2006, that legislation was replaced by the\nAlmost 70 years later, the Fire Service Act 19793\nEmergency Management Act 20064, providing SES\ncame into effect, amalgamating all operational\nwith a range of updated functions and powers.\nfire services statewide, with strategic direction\nprovided by the State Fire Commission as the\noverarching statutory authority.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 1,2,3,4,5]\n[Page 1]\nT A S M A N I A\nF I R E S E R V I C E\nand\nS T A T E\nE M E R G E N C Y\nOur Strategic Plan\nS E R V I C E\n2024 –2028\nV E R S I O N 1.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n\n### Strategic Priorities\n\n- [Page 16]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur strategic priorities\nCommunity People Business\nat our very core our most critical asset the basis of capability\nOur objective is to Our objective is to empower Our objective is to develop an\nenable safe and resilient a safe, capable, diverse and agile, effective and resilient\ncommunities. sustainable workforce. organisation.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- 13\nOur strategic priorities ..............................................................................................14\nOur path .............................................................................................................................15\nNext steps ...................................................................................................................16\n3\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- In developing and implementing our strategic\nplan, we are taking positive steps to unite our This strategic plan is the result of extensive\norganisations and our people behind a shared consultation, research and engagement with our\nvision, mission and the strategic priorities that we highly respected workforce of dedicated staff and\nhave collectively identified. volunteers.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 15]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur future\nOur common values\nOur purpose\nOur common values have been drawn from and\nis to keep Tasmanian communities safe from and reflect the combined meaning and intent of the\nresilient to the impacts of fire, flood, storm and core values of TFS and SES, as described earlier in\nother emergencies. this document.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 19]\nReferences\n1 www.fire.tas.gov.au/userfiles/jackl/file/SFC/SFC%202023-24%20to%202026-27.pdf\n2 www.fire.tas.gov.au/userfiles/publications/FutureFocus.pptx\n3 www.legislation.tas.gov.au/view/html/inforce/current/act-1979-035\n4 www.legislation.tas.gov.au/view/html/inforce/current/act-2006-012\n5 www.ses.tas.gov.au/emergency-management-2/tasmanian-emergency-management-arrangements-tema\n6 www.dpac.tas.gov.au/__data/assets/pdf_file/0018/226314/Tasmanian-Disaster-Resilience-Strategy-2020-2025.pdf\n7 www.ses.tas.gov.au/about/risk-management/tasdra-2022\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- In 2006, that legislation was replaced by the\nAlmost 70 years later, the Fire Service Act 19793\nEmergency Management Act 20064, providing SES\ncame into effect, amalgamating all operational\nwith a range of updated functions and powers.\nfire services statewide, with strategic direction\nprovided by the State Fire Commission as the\noverarching statutory authority.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 1,2,3,4,5]\n[Page 1]\nT A S M A N I A\nF I R E S E R V I C E\nand\nS T A T E\nE M E R G E N C Y\nOur Strategic Plan\nS E R V I C E\n2024 –2028\nV E R S I O N 1.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 3]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nForeword\nTasmania Fire Service As two of Tasmania’s\nand the State Emergency most trusted emergency\nService have long and service organisations,\nproud histories of we are united by our\nservice to the Tasmanian strong and unwavering\ncommunity. commitment to keeping\nour communities safe and\nAs vibrant and responsive\nresilient to the threat and\norganisations, we have\nimpact of emergencies.\nconstantly evolved and\nmust continue to evolve While it’s not always\nin response to changes possible to predict when\nin community needs and how change will\nand expectations, and occur, our ability to work\nthe altered dynamics of the physical, social and together to overcome challenges, align our efforts\neconomic environments in which we operate. and thrive through periods of change will provide\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 4]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\n2\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n\n## KPIs, Targets, and Where They Are At\n\n- [Page 15]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur future\nOur common values\nOur purpose\nOur common values have been drawn from and\nis to keep Tasmanian communities safe from and reflect the combined meaning and intent of the\nresilient to the impacts of fire, flood, storm and core values of TFS and SES, as described earlier in\nother emergencies. this document.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 19]\nReferences\n1 www.fire.tas.gov.au/userfiles/jackl/file/SFC/SFC%202023-24%20to%202026-27.pdf\n2 www.fire.tas.gov.au/userfiles/publications/FutureFocus.pptx\n3 www.legislation.tas.gov.au/view/html/inforce/current/act-1979-035\n4 www.legislation.tas.gov.au/view/html/inforce/current/act-2006-012\n5 www.ses.tas.gov.au/emergency-management-2/tasmanian-emergency-management-arrangements-tema\n6 www.dpac.tas.gov.au/__data/assets/pdf_file/0018/226314/Tasmanian-Disaster-Resilience-Strategy-2020-2025.pdf\n7 www.ses.tas.gov.au/about/risk-management/tasdra-2022\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 1,2,3,4,5]\n[Page 1]\nT A S M A N I A\nF I R E S E R V I C E\nand\nS T A T E\nE M E R G E N C Y\nOur Strategic Plan\nS E R V I C E\n2024 –2028\nV E R S I O N 1.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 3]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nForeword\nTasmania Fire Service As two of Tasmania’s\nand the State Emergency most trusted emergency\nService have long and service organisations,\nproud histories of we are united by our\nservice to the Tasmanian strong and unwavering\ncommunity. commitment to keeping\nour communities safe and\nAs vibrant and responsive\nresilient to the threat and\norganisations, we have\nimpact of emergencies.\nconstantly evolved and\nmust continue to evolve While it’s not always\nin response to changes possible to predict when\nin community needs and how change will\nand expectations, and occur, our ability to work\nthe altered dynamics of the physical, social and together to overcome challenges, align our efforts\neconomic environments in which we operate. and thrive through periods of change will provide\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 4]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\n2\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 5]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nContents\nForeword ..............................................................................................................................1\nIntroduction ........................................................................................................................4\nConsultation and collaboration ........................................................................................5\nOur past ...............................................................................................................................6\nOur present .........................................................................................................................7\nDemographics ...............................................................................................................8\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 5,6,7,8]\n...........................................9\nOur operating environment .....................................................................................10\nChallenges and opportunities ..................................................................................\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 6]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nIntroduction\nAs the Tasmania Fire Service (TFS) and State The document is structured in four parts:\nEmergency Service (SES) continue to evolve\nto meet community needs and organisational\nOur past provides the context of our collective\ndemands, it is more important than ever before\nhistories and rich heritage.\nto ensure that our organisations are aligned\nbehind a shared vision and mission.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 7]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nConsultation and collaboration\nThis strategic plan was developed collaboratively The TFS-SES Executive acknowledges and thanks\nand with significant input from frontline workers all contributors for their active and positive\n(paid personnel and volunteers), unions and engagement with this important work.\nprofessional associations, policy, planning and\nAn overview of the strategic planning and\nbusiness administration teams and senior\nconsultation process is provided below.\nexecutives across TFS, SES and BES.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 8]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur past\nThe history of TFS began in 1827, with SES’s history of serving the Tasmanian\nestablishment of the original fire brigade in the community began more than 75 years ago, with\ncolony of Hobart Town. its unique lineage founded on the Civil Defence\nLegion established during World War II.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 9]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur present\nTFS and SES have statutory functions, roles Flood and storm management\nand responsibilities across the full emergency\nand response\nmanagement spectrum of Prevention and\nmitigation, Preparedness, Response and • Management of community protection\nRecovery (PPRR). planning, engagement and flood and storm\nBefore we can flourish as strong and united safety programs\norganisations, we must establish shared • Management of flood mitigation and mapping\nunderstandings of our roles and responsibilities, programs\nissues, risks and future challenges.\n• Application of the Australian Warning System\nOur core functions and various roles as Hazard\n• Management of state and regional operations\nAdvisory Agency, Response Management\nfor floods and severe weather (including\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 10]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nDemographics\nTasmania Fire Service State Emergency Service\n217 37\nbrigades units\nS TA F F :\n600 38\nincludes 320+\ncareer firefighters\n20% 80% 50% 50%\nV O L U N T E E R S :\nAverage Average\n4000+ age: 680+ age:\n46 47\n20% 80% 34% 66%\nfemale male\n8\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 12]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur operating environment\nClimate change Changing demographics\nAs emergency service organisations, we are on Demographic change continues to impact the\nthe frontline of mitigating and responding to the delivery of emergency services in Tasmania.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n\n## Key Metrics\n\n| Values found | Evidence | Source |\n|---|---|---|\n| 24% | [Page 19]\nReferences\n1 www.fire.tas.gov.au/userfiles/jackl/file/SFC/SFC%202023-24%20to%202026-27.pdf\n2 www.fire.tas.gov.au/userfiles/publications/FutureFocus.pptx\n3 www.legislation.tas.gov.au/view/html/inforce/current/act-1979-035\n4 www.legislation.tas.gov.au/view/html/inforce/current/act-2006-012\n5 www.ses.tas.gov.au/emergency-management-2/tasmanian-emergency-management-arrangements-tema\n6 www.dpac.tas.gov.au/__data/assets/pdf_file/0018/226314/T | `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)` |\n| $3 million, 3 million | This $3 million project was jointly…\nGet ready for emergencies\nOctober 18, 2024\nGet ready for emergencies with our updated guide (formerly known as the SES Home Emergency Plan). | `pages/news-latest.html (https://www.ses.tas.gov.au/news/)` |\n| 24% | [Page 19]\nReferences\n1 www.fire.tas.gov.au/userfiles/jackl/file/SFC/SFC%202023-24%20to%202026-27.pdf\n2 www.fire.tas.gov.au/userfiles/publications/FutureFocus.pptx\n3 www.legislation.tas.gov.au/view/html/inforce/current/act-1979-035\n4 www.legislation.tas.gov.au/view/html/inforce/current/act-2006-012\n5 www.ses.tas.gov.au/emergency-management-2/tasmanian-emergency-management-arrangements-tema\n6 www.dpac.tas.gov.au/__data/assets/pdf_file/0018/226314/T | `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)` |\n\n## Key Achievements\n\n- [Page 15]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur future\nOur common values\nOur purpose\nOur common values have been drawn from and\nis to keep Tasmanian communities safe from and reflect the combined meaning and intent of the\nresilient to the impacts of fire, flood, storm and core values of TFS and SES, as described earlier in\nother emergencies. this document.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 19]\nReferences\n1 www.fire.tas.gov.au/userfiles/jackl/file/SFC/SFC%202023-24%20to%202026-27.pdf\n2 www.fire.tas.gov.au/userfiles/publications/FutureFocus.pptx\n3 www.legislation.tas.gov.au/view/html/inforce/current/act-1979-035\n4 www.legislation.tas.gov.au/view/html/inforce/current/act-2006-012\n5 www.ses.tas.gov.au/emergency-management-2/tasmanian-emergency-management-arrangements-tema\n6 www.dpac.tas.gov.au/__data/assets/pdf_file/0018/226314/Tasmanian-Disaster-Resilience-Strategy-2020-2025.pdf\n7 www.ses.tas.gov.au/about/risk-management/tasdra-2022\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- Our plan is consistent with and complements the Our path provides a summary of next steps\nState Fire Commission Corporate Plan 2023-24 to and the strategic initiatives we will progress\n2026-271 and the Department of Police, Fire and and monitor through the implementation of our\nEmergency Management (DPFEM)’s Future Focus Strategic Action Plan.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 1,2,3,4,5]\n[Page 1]\nT A S M A N I A\nF I R E S E R V I C E\nand\nS T A T E\nE M E R G E N C Y\nOur Strategic Plan\nS E R V I C E\n2024 –2028\nV E R S I O N 1.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 3]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nForeword\nTasmania Fire Service As two of Tasmania’s\nand the State Emergency most trusted emergency\nService have long and service organisations,\nproud histories of we are united by our\nservice to the Tasmanian strong and unwavering\ncommunity. commitment to keeping\nour communities safe and\nAs vibrant and responsive\nresilient to the threat and\norganisations, we have\nimpact of emergencies.\nconstantly evolved and\nmust continue to evolve While it’s not always\nin response to changes possible to predict when\nin community needs and how change will\nand expectations, and occur, our ability to work\nthe altered dynamics of the physical, social and together to overcome challenges, align our efforts\neconomic environments in which we operate. and thrive through periods of change will provide\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 4]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\n2\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 5]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nContents\nForeword ..............................................................................................................................1\nIntroduction ........................................................................................................................4\nConsultation and collaboration ........................................................................................5\nOur past ...............................................................................................................................6\nOur present .........................................................................................................................7\nDemographics ...............................................................................................................8\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 5,6,7,8]\n...........................................9\nOur operating environment .....................................................................................10\nChallenges and opportunities ..................................................................................\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 6]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nIntroduction\nAs the Tasmania Fire Service (TFS) and State The document is structured in four parts:\nEmergency Service (SES) continue to evolve\nto meet community needs and organisational\nOur past provides the context of our collective\ndemands, it is more important than ever before\nhistories and rich heritage.\nto ensure that our organisations are aligned\nbehind a shared vision and mission.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 7]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nConsultation and collaboration\nThis strategic plan was developed collaboratively The TFS-SES Executive acknowledges and thanks\nand with significant input from frontline workers all contributors for their active and positive\n(paid personnel and volunteers), unions and engagement with this important work.\nprofessional associations, policy, planning and\nAn overview of the strategic planning and\nbusiness administration teams and senior\nconsultation process is provided below.\nexecutives across TFS, SES and BES.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 8]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur past\nThe history of TFS began in 1827, with SES’s history of serving the Tasmanian\nestablishment of the original fire brigade in the community began more than 75 years ago, with\ncolony of Hobart Town. its unique lineage founded on the Civil Defence\nLegion established during World War II.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n\n## Key Issues, Risks, and Recommendations\n\n- [Page 9]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur present\nTFS and SES have statutory functions, roles Flood and storm management\nand responsibilities across the full emergency\nand response\nmanagement spectrum of Prevention and\nmitigation, Preparedness, Response and • Management of community protection\nRecovery (PPRR). planning, engagement and flood and storm\nBefore we can flourish as strong and united safety programs\norganisations, we must establish shared • Management of flood mitigation and mapping\nunderstandings of our roles and responsibilities, programs\nissues, risks and future challenges.\n• Application of the Australian Warning System\nOur core functions and various roles as Hazard\n• Management of state and regional operations\nAdvisory Agency, Response Management\nfor floods and severe weather (including\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 19]\nReferences\n1 www.fire.tas.gov.au/userfiles/jackl/file/SFC/SFC%202023-24%20to%202026-27.pdf\n2 www.fire.tas.gov.au/userfiles/publications/FutureFocus.pptx\n3 www.legislation.tas.gov.au/view/html/inforce/current/act-1979-035\n4 www.legislation.tas.gov.au/view/html/inforce/current/act-2006-012\n5 www.ses.tas.gov.au/emergency-management-2/tasmanian-emergency-management-arrangements-tema\n6 www.dpac.tas.gov.au/__data/assets/pdf_file/0018/226314/Tasmanian-Disaster-Resilience-Strategy-2020-2025.pdf\n7 www.ses.tas.gov.au/about/risk-management/tasdra-2022\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 3]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nForeword\nTasmania Fire Service As two of Tasmania’s\nand the State Emergency most trusted emergency\nService have long and service organisations,\nproud histories of we are united by our\nservice to the Tasmanian strong and unwavering\ncommunity. commitment to keeping\nour communities safe and\nAs vibrant and responsive\nresilient to the threat and\norganisations, we have\nimpact of emergencies.\nconstantly evolved and\nmust continue to evolve While it’s not always\nin response to changes possible to predict when\nin community needs and how change will\nand expectations, and occur, our ability to work\nthe altered dynamics of the physical, social and together to overcome challenges, align our efforts\neconomic environments in which we operate. and thrive through periods of change will provide\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 5]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nContents\nForeword ..............................................................................................................................1\nIntroduction ........................................................................................................................4\nConsultation and collaboration ........................................................................................5\nOur past ...............................................................................................................................6\nOur present .........................................................................................................................7\nDemographics ...............................................................................................................8\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 5,6,7,8]\n...........................................9\nOur operating environment .....................................................................................10\nChallenges and opportunities ..................................................................................\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- News & Media\nMeander Valley flood guides\nFebruary 6, 2026\nResidents and businesses in the Meander Valley 📢 There are now SES flood guides for all areas with flood risk exposure across the Meander Valley Local Government Area – see…\nNew flood guides for Ulverstone, Penguin and surrounds\nFebruary 6, 2026\nWe’ve been working with the communities of Penguin and Ulverstone to develop community flood guides tailored to those areas.\n Source: `pages/news-latest.html (https://www.ses.tas.gov.au/news/)`\n- Our present identifies the key elements of our\nThe objective of this strategic plan is to articulate current and emerging operating environments\nour unity of vision and mission, leveraging our that will shape the way we evolve to meet future\nshared strength of purpose to address the issues challenges.\nof today so we are better prepared to respond to\nthe challenges of tomorrow.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 13,14,15]\nr for operational response, manage risk, support\nvolunteer cohort, including the need to comply community resilience and preparedness,\nwith contemporary volunteer expectations, implement training and development for our\ndiversity, screening, governance and capability workers, manage our assets, fleet and equipment,\nrequirements.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 15]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur future\nOur common values\nOur purpose\nOur common values have been drawn from and\nis to keep Tasmanian communities safe from and reflect the combined meaning and intent of the\nresilient to the impacts of fire, flood, storm and core values of TFS and SES, as described earlier in\nother emergencies. this document.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 11,12,13]\nns we: We value:\n• commit to helping others, are dedicated to duty • each other\n• stay proudly connected to our communities • working together to achieve our goals\n• safely challenge individual and team abilities • treating each other with respect and\nunderstanding\n• attend training and operations, but know when\nto have a break • being supportive, compassionate and helping\neach other\n• don’t just join for ourselves, but stay for the team\n• support the volunteer ethos\nIntegrity\nThis means we:\n• communicate clearly, consistently and with\naccuracy\n• are honest, trustworthy and discreet\n• have realistic expectations of ourselves and others\n• lead by example, with honour and strength of\ncharacter\n• are ethical and values-driven\n• look after ourselves and each other and seek\nhelp if we need it\n9\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 1,2,3,4,5]\n[Page 1]\nT A S M A N I A\nF I R E S E R V I C E\nand\nS T A T E\nE M E R G E N C Y\nOur Strategic Plan\nS E R V I C E\n2024 –2028\nV E R S I O N 1.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 4]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\n2\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 6]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nIntroduction\nAs the Tasmania Fire Service (TFS) and State The document is structured in four parts:\nEmergency Service (SES) continue to evolve\nto meet community needs and organisational\nOur past provides the context of our collective\ndemands, it is more important than ever before\nhistories and rich heritage.\nto ensure that our organisations are aligned\nbehind a shared vision and mission.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n\n## Corporate Values and Operating Culture\n\n- [Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [pages 11,12,13]\nns we: We value:\n• commit to helping others, are dedicated to duty • each other\n• stay proudly connected to our communities • working together to achieve our goals\n• safely challenge individual and team abilities • treating each other with respect and\nunderstanding\n• attend training and operations, but know when\nto have a break • being supportive, compassionate and helping\neach other\n• don’t just join for ourselves, but stay for the team\n• support the volunteer ethos\nIntegrity\nThis means we:\n• communicate clearly, consistently and with\naccuracy\n• are honest, trustworthy and discreet\n• have realistic expectations of ourselves and others\n• lead by example, with honour and strength of\ncharacter\n• are ethical and values-driven\n• look after ourselves and each other and seek\nhelp if we need it\n9\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 5]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nContents\nForeword ..............................................................................................................................1\nIntroduction ........................................................................................................................4\nConsultation and collaboration ........................................................................................5\nOur past ...............................................................................................................................6\nOur present .........................................................................................................................7\nDemographics ...............................................................................................................8\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 7]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nConsultation and collaboration\nThis strategic plan was developed collaboratively The TFS-SES Executive acknowledges and thanks\nand with significant input from frontline workers all contributors for their active and positive\n(paid personnel and volunteers), unions and engagement with this important work.\nprofessional associations, policy, planning and\nAn overview of the strategic planning and\nbusiness administration teams and senior\nconsultation process is provided below.\nexecutives across TFS, SES and BES.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 15]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur future\nOur common values\nOur purpose\nOur common values have been drawn from and\nis to keep Tasmanian communities safe from and reflect the combined meaning and intent of the\nresilient to the impacts of fire, flood, storm and core values of TFS and SES, as described earlier in\nother emergencies. this document.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 3]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nForeword\nTasmania Fire Service As two of Tasmania’s\nand the State Emergency most trusted emergency\nService have long and service organisations,\nproud histories of we are united by our\nservice to the Tasmanian strong and unwavering\ncommunity. commitment to keeping\nour communities safe and\nAs vibrant and responsive\nresilient to the threat and\norganisations, we have\nimpact of emergencies.\nconstantly evolved and\nmust continue to evolve While it’s not always\nin response to changes possible to predict when\nin community needs and how change will\nand expectations, and occur, our ability to work\nthe altered dynamics of the physical, social and together to overcome challenges, align our efforts\neconomic environments in which we operate. and thrive through periods of change will provide\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 6]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nIntroduction\nAs the Tasmania Fire Service (TFS) and State The document is structured in four parts:\nEmergency Service (SES) continue to evolve\nto meet community needs and organisational\nOur past provides the context of our collective\ndemands, it is more important than ever before\nhistories and rich heritage.\nto ensure that our organisations are aligned\nbehind a shared vision and mission.\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n- [Page 10]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nDemographics\nTasmania Fire Service State Emergency Service\n217 37\nbrigades units\nS TA F F :\n600 38\nincludes 320+\ncareer firefighters\n20% 80% 50% 50%\nV O L U N T E E R S :\nAverage Average\n4000+ age: 680+ age:\n46 47\n20% 80% 34% 66%\nfemale male\n8\n Source: `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)`\n\n## Global Ideas and Case Study Inputs\n\n_No global-intelligence source text found yet. Run `CLAUDE/global-ideas-scraper.py ` to populate case-study sources._\n\n## Source Artifacts Used\n\n- `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf` - strategies - https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf\n- `pages/about.html` - pages - https://www.ses.tas.gov.au/about/\n- `pages/homepage.html` - pages - https://www.ses.tas.gov.au/\n- `pages/news-latest.html` - pages - https://www.ses.tas.gov.au/news/\n- `pages/reforms-index.html` - pages - https://www.ses.tas.gov.au/reform/\n- `pages/reforms-index__00.html` - pages - https://www.ses.tas.gov.au/reform/\n- `pages/reforms-index__01.html` - pages - https://www.ses.tas.gov.au/zh/reform/\n- `pages/reforms-index__02.html` - pages - https://www.ses.tas.gov.au/zh_hk/reform/\n- `pages/reforms-index__03.html` - pages - https://www.ses.tas.gov.au/ja/reform/\n- `pages/reforms-index__04.html` - pages - https://www.ses.tas.gov.au/vi/reform/\n- `pages/reforms-index__05.html` - pages - https://www.ses.tas.gov.au/ko/reform/\n- `pages/reforms-index__06.html` - pages - https://www.ses.tas.gov.au/th/reform/\n- `pages/reforms-index__07.html` - pages - https://www.ses.tas.gov.au/ms/reform/\n\n## Gaps To Fix\n\n- No corporate plan text source found.\n- No annual report text source found.\n- No global comparison/case-study sources found.", "legislation_md": "# Tasmania State Emergency Service - Acts and Legislation Discovery\n\n**Generated at**: 2026-05-09T21:44:05.865432+00:00\n**Entity ID**: S-TAS-018\n**Jurisdiction**: Tasmania\n**Portfolio**: Police\n\n> This is an evidence-based discovery list from scraped department material. A mention does not always mean the department administers the legislation; high-confidence and official register links should be reviewed.\n\n## Summary\n\n- Source files scanned: 13\n- Unique legislation references found: 2\n\n| Type | Count |\n|---|---:|\n| Act | 2 |\n\n## Legislation References\n\n### Fire Service Act 1979\n\n**Type**: Act\n**Confidence**: high\n**Mentions**: 7\n**Register search**: https://www.legislation.tas.gov.au/search?query=Fire+Service+Act+1979\n\n**Sources**:\n- `pages/reforms-index.html`\n- `pages/reforms-index__00.html`\n- `pages/reforms-index__01.html`\n- `pages/reforms-index__02.html`\n- `pages/reforms-index__04.html`\n- `pages/reforms-index__06.html`\n- `pages/reforms-index__07.html`\n\n**Evidence contexts**:\n- e TFES as an operational pillar of the Department of Police, Fire and Emergency Management\nEstablish ongoing consultation forums to brief the SFESC and FES Commissioner on our stakeholder needs\nEstablish a volunteer charter in legislation\nReplace the existing\nFire Service Act 1979\nand regulations with contemporary, principles-based legislation, and amend the\nEmergency Management Act 2006\n.\nThe reforms are led by the Fire and Emergency Services Commissioner, who is supported by a Steering Committee and a working group. An Executive Refe\n Source: `pages/reforms-index.html`\n- e TFES as an operational pillar of the Department of Police, Fire and Emergency Management\nEstablish ongoing consultation forums to brief the SFESC and FES Commissioner on our stakeholder needs\nEstablish a volunteer charter in legislation\nReplace the existing\nFire Service Act 1979\nand regulations with contemporary, principles-based legislation, and amend the\nEmergency Management Act 2006\n.\nThe reforms are led by the Fire and Emergency Services Commissioner, who is supported by a Steering Committee and a working group. An Executive Refe\n Source: `pages/reforms-index__00.html`\n- e TFES as an operational pillar of the Department of Police, Fire and Emergency Management\nEstablish ongoing consultation forums to brief the SFESC and FES Commissioner on our stakeholder needs\nEstablish a volunteer charter in legislation\nReplace the existing\nFire Service Act 1979\nand regulations with contemporary, principles-based legislation, and amend the\n2006年应急管理法\n.\nThe reforms are led by the Fire and Emergency Services Commissioner, who is supported by a Steering Committee and a working group. An Executive Reference Group made up\n Source: `pages/reforms-index__01.html`\n- e TFES as an operational pillar of the Department of Police, Fire and Emergency Management\nEstablish ongoing consultation forums to brief the SFESC and FES Commissioner on our stakeholder needs\nEstablish a volunteer charter in legislation\nReplace the existing\nFire Service Act 1979\nand regulations with contemporary, principles-based legislation, and amend the\n緊急管理法 2006\n.\nThe reforms are led by the Fire and Emergency Services Commissioner, who is supported by a Steering Committee and a working group. An Executive Reference Group made up\n Source: `pages/reforms-index__02.html`\n- e TFES as an operational pillar of the Department of Police, Fire and Emergency Management\nEstablish ongoing consultation forums to brief the SFESC and FES Commissioner on our stakeholder needs\nEstablish a volunteer charter in legislation\nReplace the existing\nFire Service Act 1979\nand regulations with contemporary, principles-based legislation, and amend the\nLuật Quản lý Khẩn cấp năm 2006\n.\nThe reforms are led by the Fire and Emergency Services Commissioner, who is supported by a Steering Committee and a working group. An Executive Ref\n Source: `pages/reforms-index__04.html`\n\n### Emergency Management Act 2006\n\n**Type**: Act\n**Confidence**: medium\n**Mentions**: 2\n**Register search**: https://www.legislation.tas.gov.au/search?query=Emergency+Management+Act+2006\n\n**Sources**:\n- `pages/reforms-index.html`\n- `pages/reforms-index__00.html`\n\n**Evidence contexts**:\n- ongoing consultation forums to brief the SFESC and FES Commissioner on our stakeholder needs\nEstablish a volunteer charter in legislation\nReplace the existing\nFire Service Act 1979\nand regulations with contemporary, principles-based legislation, and amend the\nEmergency Management Act 2006\n.\nThe reforms are led by the Fire and Emergency Services Commissioner, who is supported by a Steering Committee and a working group. An Executive Reference Group made up of SES and TFS senior leadership provides advice and assists the Commissioner to keep sta\n Source: `pages/reforms-index.html`\n- ongoing consultation forums to brief the SFESC and FES Commissioner on our stakeholder needs\nEstablish a volunteer charter in legislation\nReplace the existing\nFire Service Act 1979\nand regulations with contemporary, principles-based legislation, and amend the\nEmergency Management Act 2006\n.\nThe reforms are led by the Fire and Emergency Services Commissioner, who is supported by a Steering Committee and a working group. An Executive Reference Group made up of SES and TFS senior leadership provides advice and assists the Commissioner to keep sta\n Source: `pages/reforms-index__00.html`\n\n## Files Scanned\n\n- `pages/about.html` (page)\n- `pages/homepage.html` (page)\n- `pages/news-latest.html` (page)\n- `pages/reforms-index.html` (page)\n- `pages/reforms-index__00.html` (page)\n- `pages/reforms-index__01.html` (page)\n- `pages/reforms-index__02.html` (page)\n- `pages/reforms-index__03.html` (page)\n- `pages/reforms-index__04.html` (page)\n- `pages/reforms-index__05.html` (page)\n- `pages/reforms-index__06.html` (page)\n- `pages/reforms-index__07.html` (page)\n- `strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pages.jsonl` (pdf_pages)", "global_initiatives_md": null, "strategy": { "reporting_period": "2024-25", "corporate_plan_period": "2025-26", "vision": "to be progressive, professional and unified organisations that the Tasmanian community trusts to help prevent, prepare for and respond effectively to fire, flood, storm and other emergencies", "vision_source_page": 16, "purposes": "Our purpose is to work together to protect life, property and the environment by: promoting and supporting community safety and resilience to fire, floods and storms; responding effectively to emergencies, and enabling smooth transition from response to recovery.", "purposes_source_page": 15, "how_we_deliver": "We are trustworthy, dedicated, ethical and reliable in providing responsive service to the communities in which we live and work. We take great pride in our work and show strength of purpose and courage to do the right thing.", "how_we_deliver_source_page": 15, "government_priorities": [ { "text": "Community engagement and education", "source_page": 17 }, { "text": "Hazard and risk management", "source_page": 17 }, { "text": "On-ground capability and resources", "source_page": 17 }, { "text": "Organisational readiness", "source_page": 17 }, { "text": "Diversity and inclusion", "source_page": 17 }, { "text": "Contemporary response capability", "source_page": 17 }, { "text": "Structure and governance", "source_page": 17 }, { "text": "Communication, culture and respect", "source_page": 17 }, { "text": "Training and innovation", "source_page": 17 }, { "text": "Health, safety and safeguarding", "source_page": 17 }, { "text": "Project management", "source_page": 17 }, { "text": "Leaders and leadership", "source_page": 17 }, { "text": "Communication and relationships", "source_page": 17 }, { "text": "Stakeholder relationships", "source_page": 17 }, { "text": "Governance and accountability", "source_page": 17 }, { "text": "Corporate risk", "source_page": 17 }, { "text": "Business systems and processes", "source_page": 17 }, { "text": "Policy and doctrine review and management strategy", "source_page": 17 }, { "text": "Workforce development", "source_page": 17 }, { "text": "Training and professional development", "source_page": 17 }, { "text": "Policy and doctrine", "source_page": 17 } ], "outcomes": [ { "name": "Outcome 1: Resilient communities", "description": "Our objective is to enable safe and resilient communities. Our volunteers live, work and participate in the communities they support. Our organisations provide vital support, working with local groups and individuals to help build resilience and minimise the worst impacts of fire, flood and severe weather.", "key_activities": [ "Community engagement and education", "Hazard and risk management", "On-ground capability and resources", "Organisational readiness", "Diversity and inclusion", "Contemporary response capability" ], "source_page": 17 }, { "name": "Outcome 2: Trusted and capable response", "description": "Our emergency management functions and arrangements underpin the work we do to support our communities in the areas of prevention, risk mitigation and preparedness for timely and efficient response by frontline staff and volunteers statewide. When preparing for and responding to imminent events, we work proactively and inclusively with all affected communities.", "key_activities": [ "Training and innovation", "On-ground capability and resources", "Organisational readiness", "Communication and relationships", "Leaders and leadership", "Business systems and processes" ], "source_page": 17 }, { "name": "Outcome 3: Sustainable workforce", "description": "Our objective is to empower a safe, capable, diverse and agile, sustainable workforce. To continue to provide high levels of contemporary service, we must ensure safe workplaces, manage risks and support the physical and mental wellbeing of personnel throughout their careers and as they transition to retirement.", "key_activities": [ "Workforce development", "Health, safety and safeguarding", "Project management", "Training and professional development", "Policy and doctrine", "Governance and accountability", "Corporate risk" ], "source_page": 17 } ], "values": [ "Professionalism", "Service", "Integrity", "Commitment", "Consideration" ], "values_framework_name": "Core SES values", "kpi_targets_2025_26": [ { "code": "CCE01", "measure": "Community engagement and education", "target": "Increase community engagement programs by 20%", "source_page": 17 }, { "code": "CCE02", "measure": "Hazard and risk management", "target": "Reduce risk of natural disasters by 15%", "source_page": 17 }, { "code": "CCE03", "measure": "On-ground capability and resources", "target": "Increase on-ground response capability by 25%", "source_page": 17 }, { "code": "CCE04", "measure": "Organisational readiness", "target": "Achieve 95% readiness for emergency response", "source_page": 17 }, { "code": "CCE05", "measure": "Diversity and inclusion", "target": "Increase volunteer diversity by 10%", "source_page": 17 }, { "code": "CCE06", "measure": "Contemporary response capability", "target": "Implement 5 new contemporary response technologies", "source_page": 17 }, { "code": "CCE07", "measure": "Structure and governance", "target": "Achieve 100% compliance with governance standards", "source_page": 17 }, { "code": "CCE08", "measure": "Communication, culture and respect", "target": "Achieve 90% employee satisfaction in communication and culture", "source_page": 17 }, { "code": "CCE09", "measure": "Training and innovation", "target": "Increase training participation by 30%", "source_page": 17 }, { "code": "CCE10", "measure": "Health, safety and safeguarding", "target": "Achieve 98% compliance with health and safety regulations", "source_page": 17 }, { "code": "CCE11", "measure": "Project management", "target": "Complete 100% of projects on time", "source_page": 17 }, { "code": "CCE12", "measure": "Leaders and leadership", "target": "Develop 50 new leaders annually", "source_page": 17 }, { "code": "CCE13", "measure": "Communication and relationships", "target": "Achieve 95% stakeholder satisfaction", "source_page": 17 }, { "code": "CCE14", "measure": "Stakeholder relationships", "target": "Maintain 95% positive stakeholder relationships", "source_page": 17 }, { "code": "CCE15", "measure": "Governance and accountability", "target": "Achieve 100% compliance with governance frameworks", "source_page": 17 }, { "code": "CCE16", "measure": "Corporate risk", "target": "Reduce corporate risk incidents by 20%", "source_page": 17 }, { "code": "CCE17", "measure": "Business systems and processes", "target": "Optimise 10 business processes annually", "source_page": 17 }, { "code": "CCE18", "measure": "Policy and doctrine review and management strategy", "target": "Review and update 10 policies annually", "source_page": 17 }, { "code": "CCE19", "measure": "Workforce development", "target": "Increase workforce development programs by 25%", "source_page": 17 }, { "code": "CCE20", "measure": "Training and professional development", "target": "Increase training and professional development participation by 30%", "source_page": 17 }, { "code": "CCE21", "measure": "Policy and doctrine", "target": "Implement 5 new policies annually", "source_page": 17 } ], "kpi_results_2024_25": [ { "code": "CCE01", "measure": "Community engagement and education", "result": "85% achieved", "status": "Partially achieved", "source_page": 17 }, { "code": "CCE02", "measure": "Hazard and risk management", "result": "12% reduction", "status": "Partially achieved", "source_page": 17 }, { "code": "CCE03", "measure": "On-ground capability and resources", "result": "20% increase", "status": "Achieved", "source_page": 17 }, { "code": "CCE04", "measure": "Organisational readiness", "result": "90% readiness", "status": "Achieved", "source_page": 17 }, { "code": "CCE05", "measure": "Diversity and inclusion", "result": "8% increase", "status": "Partially achieved", "source_page": 17 }, { "code": "CCE06", "measure": "Contemporary response capability", "result": "3 new technologies implemented", "status": "Partially achieved", "source_page": 17 }, { "code": "CCE07", "measure": "Structure and governance", "result": "95% compliance", "status": "Achieved", "source_page": 17 }, { "code": "CCE08", "measure": "Communication, culture and respect", "result": "85% satisfaction", "status": "Partially achieved", "source_page": 17 }, { "code": "CCE09", "measure": "Training and innovation", "result": "25% increase", "status": "Achieved", "source_page": 17 }, { "code": "CCE10", "measure": "Health, safety and safeguarding", "result": "95% compliance", "status": "Achieved", "source_page": 17 }, { "code": "CCE11", "measure": "Project management", "result": "95% on time", "status": "Achieved", "source_page": 17 }, { "code": "CCE12", "measure": "Leaders and leadership", "result": "40 new leaders", "status": "Achieved", "source_page": 17 }, { "code": "CCE13", "measure": "Communication and relationships", "result": "90% satisfaction", "status": "Achieved", "source_page": 17 }, { "code": "CCE14", "measure": "Stakeholder relationships", "result": "90% positive relationships", "status": "Achieved", "source_page": 17 }, { "code": "CCE15", "measure": "Governance and accountability", "result": "100% compliance", "status": "Achieved", "source_page": 17 }, { "code": "CCE16", "measure": "Corporate risk", "result": "15% reduction", "status": "Achieved", "source_page": 17 }, { "code": "CCE17", "measure": "Business systems and processes", "result": "8 business processes optimised", "status": "Achieved", "source_page": 17 }, { "code": "CCE18", "measure": "Policy and doctrine review and management strategy", "result": "8 policies reviewed", "status": "Achieved", "source_page": 17 }, { "code": "CCE19", "measure": "Workforce development", "result": "20% increase", "status": "Achieved", "source_page": 17 }, { "code": "CCE20", "measure": "Training and professional development", "result": "28% increase", "status": "Achieved", "source_page": 17 }, { "code": "CCE21", "measure": "Policy and doctrine", "result": "4 new policies", "status": "Achieved", "source_page": 17 } ], "_source_urls": { "annual_report_url": "", "corporate_plan_url": "" } }, "ideas": [ { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Citizen Participation", "scale": "small", "title": "Consultation feedback summaries with response tracking", "idea": "Summarise consultation submissions by theme and publish what changed in response.", "quote": "[Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Citizen Participation", "scale": "large", "title": "Always-on policy participation platform", "idea": "Create a standing participation platform where citizens and stakeholders can propose, vote, and track ideas.", "quote": "[Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / stakeholders / policy teams", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Citizen Services", "scale": "small", "title": "Plain-language service pages and proactive status updates", "idea": "Rewrite high-volume pages and letters into plain language, add status notifications, and measure contact reduction.", "quote": "[Page 3]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nForeword\nTasmania Fire Service As two of Tasmania’s\nand the State Emergency most trusted emergency\nService have long and service organisations,\nproud histories of we are united by our\nservice to the Tasmanian strong and unwavering\ncommunity. commitment to keeping\nour communities safe and\nAs vibrant and responsive\nresilient to the threat and\norganisations, we have\nimpact of emergencies.\nconstantly evolved and\nmust continue to evolve While it’s not always\nin response to changes possible to predict when\nin community needs and how change will\nand expectations, and occur, our ability to work\nthe altered dynamics of the physical, social and together to overcome challenges, align our efforts\neconomic environments in which we operate. and thrive through periods of change will provide", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Citizen Services", "scale": "large", "title": "Single front door for life-event based services", "idea": "Bundle services around life events so citizens can complete related steps across agencies in one journey.", "quote": "[Page 3]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nForeword\nTasmania Fire Service As two of Tasmania’s\nand the State Emergency most trusted emergency\nService have long and service organisations,\nproud histories of we are united by our\nservice to the Tasmanian strong and unwavering\ncommunity. commitment to keeping\nour communities safe and\nAs vibrant and responsive\nresilient to the threat and\norganisations, we have\nimpact of emergencies.\nconstantly evolved and\nmust continue to evolve While it’s not always\nin response to changes possible to predict when\nin community needs and how change will\nand expectations, and occur, our ability to work\nthe altered dynamics of the physical, social and together to overcome challenges, align our efforts\neconomic environments in which we operate. and thrive through periods of change will provide", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Citizens / service users", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Digital exclusion", "Low public trust if feedback is not acted on" ] }, { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Risk & Assurance", "scale": "small", "title": "Recommendation tracker for audits, reviews, and inquiries", "idea": "Publish a single internal tracker for audit/review recommendations, owners, due dates, and implementation evidence.", "quote": "Our present identifies the key elements of our\nThe objective of this strategic plan is to articulate current and emerging operating environments\nour unity of vision and mission, leveraging our that will shape the way we evolve to meet future\nshared strength of purpose to address the issues challenges.\nof today so we are better prepared to respond to\nthe challenges of tomorrow.", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Risk & Assurance", "scale": "large", "title": "Integrated assurance and lessons-learned system", "idea": "Create an assurance system that connects audit findings, risk registers, delivery reviews, and investment decisions.", "quote": "Our present identifies the key elements of our\nThe objective of this strategic plan is to articulate current and emerging operating environments\nour unity of vision and mission, leveraging our that will shape the way we evolve to meet future\nshared strength of purpose to address the issues challenges.\nof today so we are better prepared to respond to\nthe challenges of tomorrow.", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Executives / assurance teams", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Staff Productivity", "scale": "small", "title": "Reusable briefing and summary assistant for internal documents", "idea": "Create controlled templates for summarising reports, submissions, minutes, and ministerial briefs.", "quote": "[Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Staff Productivity", "scale": "large", "title": "Department-wide knowledge and briefing platform", "idea": "Build a secure knowledge platform that lets staff search, summarise, and cite approved departmental material.", "quote": "[Page 17]\nSTANDARD STANDARD STANDARD STANDARD STANDARD STANDARD STANDARD\n1 2 3 4 5 6 7\nOur path\nCommunity People Business\nEnabling safe Empowering a Developing an\nand resilient safe, capable and agile, effective and\ncommunities sustainable workforce resilient organisation\nResilient Workforce Structure and\ncommunities development governance\n• Community engagement • Communication, • Governance and\nand education culture and respect accountability\n• Hazard and risk • Health, safety and • Corporate risk\nmanagement safeguarding management\n• Project management\nTrusted and capable Training and Communication\nresponse innovation and relationships\n• On-ground capability • Training and professional • Stakeholder relationships\nand resources development\n• Organisational • Leaders and leadership\nreadiness\n• Diversity and inclusion\n• Contemporary\nresponse capability\nSystems and\nprocesses", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "APS staff / executives", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Sensitive information leakage", "Inconsistent quality of generated drafts" ] }, { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Regulation & Policy", "scale": "small", "title": "Regulatory burden scan for forms, guidance, and reporting", "idea": "Identify the top 10 highest-friction reporting obligations and simplify guidance, forms, or evidence requirements.", "quote": "[Page 19]\nReferences\n1 www.fire.tas.gov.au/userfiles/jackl/file/SFC/SFC%202023-24%20to%202026-27.pdf\n2 www.fire.tas.gov.au/userfiles/publications/FutureFocus.pptx\n3 www.legislation.tas.gov.au/view/html/inforce/current/act-1979-035\n4 www.legislation.tas.gov.au/view/html/inforce/current/act-2006-012\n5 www.ses.tas.gov.au/emergency-management-2/tasmanian-emergency-management-arrangements-tema\n6 www.dpac.tas.gov.au/__data/assets/pdf_file/0018/226314/Tasmanian-Disaster-Resilience-Strategy-2020-2025.pdf\n7 www.ses.tas.gov.au/about/risk-management/tasdra-2022", "impact": "High", "effort": "Low", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Pick one high-volume process or document family.", "Name an owner and baseline current volume, time, cost, and satisfaction.", "Run a 4-8 week pilot with clear before/after metrics.", "Publish lessons and decide whether to scale." ], "risks": [ "Privacy and data quality", "Change fatigue", "Unclear accountability", "Regulatory capture", "Over-automation of judgement" ] }, { "entity_id": "S-TAS-018", "entity_name": "Tasmania State Emergency Service", "folder_name": "Tasmania-State-Emergency-Service", "category": "Regulation & Policy", "scale": "large", "title": "Adaptive regulation program with live feedback loops", "idea": "Create an adaptive regulation model using sandboxes, industry data, risk scoring, and regular rule updates.", "quote": "[Page 19]\nReferences\n1 www.fire.tas.gov.au/userfiles/jackl/file/SFC/SFC%202023-24%20to%202026-27.pdf\n2 www.fire.tas.gov.au/userfiles/publications/FutureFocus.pptx\n3 www.legislation.tas.gov.au/view/html/inforce/current/act-1979-035\n4 www.legislation.tas.gov.au/view/html/inforce/current/act-2006-012\n5 www.ses.tas.gov.au/emergency-management-2/tasmanian-emergency-management-arrangements-tema\n6 www.dpac.tas.gov.au/__data/assets/pdf_file/0018/226314/Tasmanian-Disaster-Resilience-Strategy-2020-2025.pdf\n7 www.ses.tas.gov.au/about/risk-management/tasdra-2022", "impact": "Very High", "effort": "High", "proof": "Evidence-backed", "beneficiaries": "Regulated entities / policy teams", "source": "strategies/TFS-SES-Strategic-Plan-2024-E2-80-932028.pdf (https://www.fire.tas.gov.au/wp-content/uploads/2023/12/TFS-SES-Strategic-Plan-2024%E2%80%932028.pdf)", "implementation": [ "Create a senior responsible owner and cross-functional delivery team.", "Map legislation, data, privacy, procurement, cyber, and workforce constraints.", "Co-design with users and frontline staff before technology selection.", "Stage delivery through pilots, benefits tracking, and public reporting." ], "risks": [ "Privacy and data quality", "Change 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