INTRODUCTION
The system of urban and rural volunteer based fire brigades has been a vital and cost effective means of mitigating loss through fire in Victoria since the 1850’s. However, in current times we find the changing expectations and values of the wider community challenge some of our existing and traditional volunteer values.
Volunteer urban firefighters in Victoria are currently engaged in a much broader spectrum of activities and responsibilities than in the past. We are now driven in a somewhat reactive mode arising from a requirement to address current and future political, social, economic, legal and other community expectations.
In order to preserve the ethos and benefits of our fine volunteer culture, whilst satisfying community expectations, it is incumbent upon this Association to develop strategic direction. This process will enable us to become more proactive in addressing the changing needs of the wider community.
It is clearly up to the Association to firstly determine a preferred direction and then work towards creating its own security by effectively providing a cost effective and competent service which addresses the increasing expectations of the wider community around us.
A particular factor impacting on all volunteers is the higher level of litigation within the community which has heightened the expectancy from all those with whom we relate. This and other factors place more challenges on our abilities to deliver a quality of service that satisfies all of our ‘customers’.
In order to contribute towards creating a safer community, we must continue to support voluntary professional training and make the vital shift to focus more upon prevention and risk management strategies, whilst maintaining a core focus on fire suppression.
"Association" means the Victorian Urban Fire Brigades’ Association.
"Executive Member" means the person or persons elected to the Governing Body of the Association by their respective Regional Council.
"Association Executive" (or "Governing Body") means the twenty five Executive Members elected by their respective Regional Councils.
Improve the relevance of the Association as it relates to its constituents, peer organisations and the people of the Country Fire Authority.
Tactics
- Investigate the potential of the electronic communications network to improve communications in all directions.
- Secretary to continue to promote Welfare Fund and other benefits and achievements through The Fireman, ‘Brigade’ and other publications.
- Conduct survey to determine what brigades now expect from Association membership.
- Establish selection criteria for membership of Governing Body (Association Executive) including the development of a position description.
- Offer to provide expertise and advice to any brigade as required.
- Investigate further means to get more brigades involved with Association activities.
- Provide further training in Equal Employment Opportunity legislation for all Executive Members.
- Provide further professional development for all Executive Members in line with Leadership Development Training.
In order to satisfy and exceed community expectations of a safer community now and in the future, the representation, recruitment and training of volunteer firefighters is a major strategy of the Association.
Tactics
- Work in conjunction with Chief Officer and Functional Directors of the Country Fire Authority and the Victorian Rural Fire Brigades’ Association to negotiate a new membership profile for brigades which will address contemporary needs.
- Examine the potential of volunteer recognition schemes and how such schemes could be applied to achieve the Association’s "Mission" and maintain adequate numbers of firefighters.
- Actively promote the creation of a safer community.
There is a current trend towards the political consideration of one volunteer service. It is conceded that the Country Fire Authority has moved away from classifying brigades rural or urban. The two volunteer associations should adopt a proposal that will address the concerns of all stakeholders.
Tactics
- In conjunction with the Victorian Rural Fire Brigades’ Association develop a document of understanding regarding the classification of urban and rural brigades.
- Request early involvement in any impact arising out of any classification model such as the one currently under development under the Country Fire Authority’s research and development strategy.
Obtain a greater input into Country Fire Authority strategic planning in order for agreed goals to be promoted and implemented in a timely manner.
Tactics
- Formally request the Country Fire Authority to continue working more with the Association as a partner and facilitate early initial involvement on relevant issues of change.
- Address the Country Fire Authority Board annually on critical issues in order to improve the overall level of communication and enhance co-operation on agreed issues.
- Prepare a discussion paper for submission to the Country Fire Authority in relation to the operation of Regional Planning Committees in the State, outlining inconsistencies of representation, method of operation including charter. At the same time outlining any perceived and real problem areas along with proposals for improvement.
Volunteer Charter
