Priority Two: Strengthen FRV as a career firefighting agency

What success looks like at year 5

Success statement

The Year 2–5 Implementation Plan defined success at year 5 for Priority Two as:

FRV is trusted and respected by the community and sector partners and builds sustainable service delivery and capability which is informed by research and data. FRV is ready for all emergencies, including large and complex incidents, for specialist rescue, and for times of surge demand.

Actions under this priority

Priority Two had 4 implementation actions for FRV to acquit.

The actions below were developed to operationalise and embed practices and outcomes that would support the strengthening of FRV as a career firefighting agency.

Findings and considerations

Measuring against the success statement

At the end of the Year 2–5 Implementation Plan, we note that all required actions were acquitted and consider that the work of FRV has contributed towards the delineated success statement, with the foundational supports required for long-term success in place.

The Priority Two actions empower FRV to build its capability and capacity as the primary responder to fire and other emergencies across its operational footprint.

Overall, the completed actions have provided further foundations for FRV to embed data-driven and forward-looking expectations while strengthening its career workforce to deliver high-quality service and response across a range of emergencies throughout Victoria.

We highly commend FRV on its work to identify and understand the needs of the various communities it serves and the investment in its people through modern systems that enable its firefighters to respond as efficiently and effectively as possible, as well as support mechanisms that advance workforce wellbeing.

We acknowledge that there is still work to do as part of BAU and encourage FRV to continue on its journey towards the success statement beyond the Year 2–5 Implementation Plan.

Communications capabilities

Action 2.1 was designed to harmonise operational communications across all FRV stations.

FRV was required to begin a series of upgrades to harmonise operational communications across all FRV stations, including the 37 former CFA integrated stations that transferred to FRV. This action was Phase Two of FRV’s broader Communications Program, and the deliverables included implementing network connections across stations to allow IT equipment to be installed, STO enhancements and new 5G and Wi-Fi solutions for fire stations and public events that FRV supports.

The intent of the action was to ensure consistency across the FRV operational communications support systems in all stations. This would help ensure communities received the same high-quality response to fire-related incidents, regardless of location, and FRV firefighters could rely on the communications systems required to perform their jobs were consistent, familiar, available and functioning at every station. This action was part of the effort to ensure the same communications systems were used across all stations when fire services reform (FSR) was introduced.

Although the core deliverables, including software application enhancements and rollout of STO to regional stations had been implemented, we assessed action 2.1 as partially completed in 2023. This was on the grounds that the optical fibre communication links, although started, had not yet been rolled out to all stations and were scheduled to do so, as reported at that time, over the next 2 years.⁶

Upon review in 2025, noting the action required was for FRV to begin these works under Phase Two with completion from Phase Three onwards, they have advised that the implementation of optical fibre links is in full progress with only 6 stations remaining, and we have reassessed action 2.1 as completed.

We understand that the successful operational communications rollout to the 27 FRV stations under Phase Two has enabled the implementation of reliable, resilient, high-speed network links that operate the STO system, enhancing the way key information (for example, incident routing directions and options, hydrant mapping, water-main sizing and low-bridge indications) is provided to operational staff.

FRV has also been rolling out a new station-based system for keys, alarms and turnout information as part of Phase Two, enabling enhanced response to incidents and the community via pre-plans and specific site information containing hazardous materials and dangerous goods at known sites.

The operational communications rollout and upgrades to STO equipment in FRV stations is crucial to ensuring all FRV firefighters across the state have access to equipment and information they need to perform their job and keep Victorians safe, protected and informed about fire dangers.

We recognise that while FRV has progressed to Phase Three of its Communications Program, there are still key works carried over from Phase Two that are yet to be completed. Notwithstanding, we understand the outstanding implementation of optical fibre links for the 6 remaining stations have not diminished or prevented FRV from its required standard of service delivery across those areas.

We acknowledge that communications and station equipment require constant upgrades and maintenance and encourage FRV to continue progressing the phases of its Communications Program. FRV should also continually assess and prioritise enhancements to systems – in particular, those servicing high fire-risk areas where there are fewer alternative resources to draw on during incidents.

Community risk-based service delivery

Action 2.2 was designed to explore mechanisms to align FRV’s service delivery with community expectations.

FRV was required to explore the benefits to operational and service delivery of accreditation with the Commission on Fire Accreditation International (CFAI) and provide an options paper on accreditation models to inform service delivery planning and continuous improvement to government for consideration.

CFAI accreditation is specific to fire and emergency service agencies and is available globally. However, it has predominately been undertaken in North America, with only a few fire agencies accredited from Europe and the Middle East.

We understand the intent of CFAI accreditation is to establish a good practice and continuous improvement model to enhance agency effectiveness, achieved through definition risk, documenting response arrangements, measuring performance (including benchmarks) and planning for continuous improvement.

Australia has no equivalent accreditation program, nor has any of the country’s fire agencies achieved CFAI accreditation. And while FRV decided not to pursue accreditation formally at the time of action acquittal, it did adopt the CFAI accreditation framework to guide its implementation of service delivery planning and continuous quality improvement processes.

Even in the absence of formal accreditation, we consider that the core fundamentals of CFAI accreditation as applicable and valuable in guiding their continuous improvement efforts. FRV has used the CFAI model in its operational and service delivery – in particular, the approach to tailoring services to the specific needs of different communities. This is commendable, and we are pleased that FRV has established governance to oversee implementation of embedding service planning and continuous quality improvement approaches throughout the organisation.

Since acquittal, FRV has seen a year-on-year increase of participants in community education programs such as Fire Ed for Foundation, Seniors Fire Safety Program, Fit to Drive and Fire-CAP, from 11,283 participants in 2022–23 to 31,284 participants in 2023–24.⁷

Similarly, we also note the positive quarter verses quarter trend between 2023–24 and 2024–25 as reported by FRV against indicators 1.3.1 Increase in understand of risk of fire and other hazards and 1.3.2 Increase in local preparedness and mitigation activities related to fire and natural hazards of its Outcomes Framework.⁸

FRV has since advised that the framework and approach to service planning and continuous improvement has informed many pieces of work, such as the development of a community risk assessment methodology, which considers vulnerability, hazard and exposure risk drivers.

We were advised that community risk assessments have been completed for urban fire suppression, emergency medical response and other capabilities such as aerial risk.

Other improvements and initiatives across community engagement programs are underway, including the:

• internal audit of FRV’s community resilience framework, which has led to incorporating data gathered through the FRV & CFA Community Engagement Working Group, schools and firefighters that deliver these programs
• Home Fire Safety Tool, which enables people to self-assess the extent to which their home is fire safe – this tool includes an option to request a visit from FRV to ask specific questions
• multicultural fire safety resource development – this was a joint-agency collaboration that led to creating animations that communicated home fire safety messages in 12 community languages.

We note the positive growth in community engagement with FRV programs, as well as the continuous improvement approach FRV has taken in further developing community risk assessments and its suite of community engagement programs. We highly commend FRV on its strong commitment to building fire safety resilience within the community through engagement and education programs that target at-risk and multicultural groups.

We encourage FRV to keep building on these achievements and continue embedding its ongoing improvement approach to establish stronger and wider community links to deliver a contemporary and fit-for-purpose service that can address the risks of the different communities it serves.

Workforce support

Actions 2.3 and 2.4 were designed to support and value FRV’s workforce through establishing appropriate industrial working conditions and support mechanisms.

Workforce health

Action 2.3 required FRV to develop and implement a contemporary health model that establishes statewide comprehensive organisational health standards, policies and support mechanisms designed to proactively manage and mitigate health risks while improving the effectiveness and quality of care provided to its firefighters and corporate staff.

FRV was required to design this health model through extensive stakeholder consultation to oversee a medical services procurement tender process and to execute the contract while also implementing key internal components of the model. FRV engaged Cogent Thinking to deliver health services to its employees.⁹

The health model acknowledges the complex and hazardous nature of the work undertaken by many FRV staff, and while the actual benefits of action 2.3 are difficult to assess without qualitative data collected from FRV staff on the extent to which improvements in their physical and psychological health could be attributed to it, FRV’s Outcomes Framework does report against indicator 3.1.1 Increase in support and maintenance of firefighters’ physical and psychological health. This indicator looks at time lost to injuries (one or more working days/shifts lost) and the number of injuries and near misses (both measures are calculated per 1,000 fulltime-equivalent staff).

We understand from FRV that available data continues to support the rationale for implementing a dedicated health model, and work is underway to develop more rigorous and meaningful measures of effectiveness to ensure the model delivers tangible and sustainable outcomes.

Since acquittal, FRV has also advised of having implemented a range of mechanisms to ensure the consistent capture, review and action of feedback on its health model, and that such systems have directly contributed to increased engagement and uptake of health, safety and wellbeing services across the state.

Such mechanisms include district-level feedback and local response through embedded teams of injury, prevention and rehabilitation specialists, psychological services, safety advisors and return-to-work coordinators. We were advised that FRV also has an online feedback form available, employees are invited to complete participant surveys following an appointment and that Cogent Thinking can be contacted directly. FRV also has regular meetings with Cogent Thinking to review feedback and address systemic improvements.

Looking ahead, FRV is establishing a clinical governance committee, a function of which will be to discuss feedback, analyse emerging themes and drive continuous improvement across the health model.

Working conditions

Action 2.4 required FRV to ensure the appropriate steps are taken to harmonise enterprise agreements (EAs) by merging legacy EAs and starting negotiations on new EAs.

Enshrining the arrangements and work conditions of both FRV’s firefighting and non-firefighting workforce would provide clarity, certainty, fairness and predictability on workplace expectations. Safety and respect in the workplace would be underpinned by terms and conditions that are stable and agreed to.

However, we also understand and recognise that FRV’s industrial environment creates a complex context for negotiating EAs and that the actions of other entities are not under FRV’s control, potentially affecting timelines.

From formation, FRV and the UFU had harmonised the Operational Consultative Committees for the 2 divisions (Division A and Division B) to streamline the process and reduce administrative burden. However, in September 2024, the UFU reverted to the previous model of 2 separate Operational Consultative Committees. Because this was consistent with the terms of the operational EA, FRV agreed, having no ability to oppose the change.

In addressing uncertainty within the workforce, FRV has informed us of the steps its Executive Leadership, Workplace Relations and Strategic Communications teams have taken to ensure clear, regular and transparent communications to staff on bargaining updates. There is also the comprehensive range of wellbeing services, including the health model, available and promoted throughout the organisation.

Since acquittal, FRV has advised us that negotiations are continuing across the 3 EAs.

At year 5, we highly commend FRV on the work it has done in successfully establishing its health model – in particular, its reach and the commitment shown to engaging in a cycle of continuous improvement. It is crucial that all FRV employees feel they are equally valued and that their safety is respected. While health supports may theoretically be available to all FRV employees, the awareness and knowledge of how to access, use and benefit from these services is where the intent behind this action will be realised.

We also encourage FRV to continue working towards settling its EAs, as well as its approach in providing timely and transparent updates and available supports to its workforce during this prolonged period of uncertainty.

The wellbeing of FRV’s operational and corporate staff directly influences its ability to deliver high-quality and sustainable services to the community. We consider the barometers of how FRV is progressing against the success statement to be from the perspective of both its workforce and the communities it services. Specifically, this would be via quantitative and qualitative data from workforce surveys such as the Victorian Public Sector Commission’s People Matter Survey and other targeted evaluation mechanisms.

Footnotes

1. FSIM, Annual Report 2022–23, Progress of Action 2.1.
2. FSIM, Annual Report 2024–25, Priority Two: Strengthen FRV as a career firefighting agency.
3. FSIM, Annual Report 2022–23, Progress of Action 2.2.
4. FSIM, Annual Report 2023–24, Monitoring 'in progress' actions.
5. FSIM, Annual Report 2023–24, Monitoring 'in progress' actions.
6. FSIM, Annual Report 2022–23, Progress of Action 2.1.
7. Fire Rescue Victoria, Annual Report 2023–24, p. 48.
8. Fire Rescue Victoria, Outcomes Framework Progress Report Q3 FY 2024/25, 2.1 Demonstrates a notable achievement.
9. Refer to Cogent Thinking – Workplace Injury and Claims Solutions.