Statement of Intent Tauākī Takune 2020 2024 - Fire and Emergency NZ
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G8 Statement of Intent Tauākī Takune 2020‒2024
Purpose | Kaupapa
Protecting and preserving lives, property and the environment
Te whakamaru me te tiaki i ngā tāngata, rawa me te taiao
Vision | Matakitenga
Stronger communities protecting what matters
Ngā hapori kaha ake e whakamaru ana i ngā mea hira
Values | Ngā uara
We do the right thing – Kia tika
We serve and support – Manaakitanga
We are better together – Whanaungatanga
We strive to improve – Auahatanga
Presented to the House of Representatives pursuant to section 149 of the Crown Entities Act 2004.
Crown copyright © 2020
Except for the Fire and Emergency New Zealand logo, this copyright work is licensed under the Creative Commons Attribution 3.0 New Zealand licence.
In essence, you are free to copy, distribute and adapt the work, as long as you attribute the work to the Board of Fire and Emergency Zealand and abide
by the other terms. Attribution to the Board of Fire and Emergency New Zealand should be in written form and not by reproduction of the Fire and
Emergency New Zealand logo or the New Zealand Government logo.
Cover image: Fire and Emergency New Zealand is proud to play a part at Waitangi each year, and to recognise Māori as tangata whenua and key
stakeholders in the work we do.
Inside cover image: One of the stars of our summer wildfire prevention campaign, the kiwi.
Contents
Ngā ihirangi
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Fire and Emergency New Zealand at a glance. . . . 6
Who we are . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
Our statutory remit . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Where we are now . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
Our operating environment. . . . . . . . . . . . . . . . . . . . . . . . . 12
Where we are going. . . . . . . . . . . . . . . . . . . . . . . . . . 14
Our strategic direction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
Our strategic framework. . . . . . . . . . . . . . . . . . . . . . . . . . . 15
Our performance measurement framework. . . . . . . . . . . 16
Our strategic priorities. . . . . . . . . . . . . . . . . . . . . . . 23
Building resilient communities. . . . . . . . . . . . . . . . . . . . . . 24
Collaboration, partnerships and influence . . . . . . . . . . . . 26
Growing our people . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28
Intelligence-led, evidence-based decisions . . . . . . . . . . . 30
Keeping pace with change . . . . . . . . . . . . . . . . . . . . . . . . . 32
Our strategic risks. . . . . . . . . . . . . . . . . . . . . . . . . . . 34
Our organisational health and capability . . . . . . . 37
Our value story. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40
Our Board . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42
2020–2024 STATEMENT OF INTENT 3
To achieve the best results
for New Zealand we will
continue to listen to and
involve our people.
4 FIRE AND EMERGENCY NEW ZEALAND
Foreword
He tīmatanga kōrero
We are pleased to present this Statement of Intent for Fire and Emergency
New Zealand.
Since Fire and Emergency New Zealand formed on This will require us to operate in an environment of constant
1 July 2017 our focus has been on bringing together rural change and to continue to adapt and respond to protect life,
and urban fire services and on the structures, systems, property and New Zealand’s unique environment.
tools and ways of working that we need to operate as one
We will have the right people and systems in place to
unified organisation.
work effectively with all our emergency response and risk
We have invested heavily in our people and in supporting reduction partner agencies to address and respond to
infrastructure so that we are better placed to meet the community needs. For many incidents, such as fires, we
challenges facing New Zealand and its communities. will continue to take the lead. For other emergencies,
We are very pleased with what we have achieved during we will be supporting partner agencies. Where we can, we
this time. will continue to deploy our people when requested to
international incidents.
This Statement of Intent sets out the Board’s plans for the
next four years and should be read alongside Our National To achieve the best results for New Zealand we will
Strategy 2019–2045, which outlines what we aim to continue to listen to and involve our people, our unions
achieve over the longer term. It outlines our intended next and associations, our sector partners, iwi, and our
steps to continue building a unified fire and emergency communities in our decision-making. Our people are our
management organisation that works with communities greatest asset, and over the next four years we will see
to help them reduce risk and prepare for, respond to and further progress towards building a safe, welcoming and
recover quickly from emergencies. respectful organisation that reflects the diversity we see
across New Zealand.
The social and economic effects of the COVID-19
pandemic on Fire and Emergency’s operating environment On behalf of the Board, thank you to all Fire and Emergency
and the communities it serves will be felt for many years people for your ongoing focus and commitment to
to come. While these are still to be fully understood, keeping New Zealand safe as we continue to shape our
we have taken account of the likely impact on Fire and new organisation.
Emergency and the services and support we will need
to provide in our communities as New Zealand recovers
from COVID-19.
Climate change, new technology and a changing population
mean our communities face new challenges to protect
what’s important to them. We will continue to work with
communities to identify their risks and needs so they
can prepare for, respond to and recover quickly from
emergencies. We will do this, for example, by supporting
and embedding our first seven Local Advisory Committees,
and by taking a nationally consistent approach to local
planning that allows for regional differences. We will
continue to build our capability and specialised expertise; Hon. Paul Swain Rebecca Keoghan
and we will continue to invest in our property, fleet, and Board Chair Deputy Chair
information and communications technologies to ensure
our people are equipped to respond.
2020–2024 STATEMENT OF INTENT 5
Fire and Emergency New Zealand at a glance
He karapatanga ki te Ratonga Ahi me ngā Ohotata i Aotearoa
Most trusted
public sector organisation
(Colmar Brunton’s Public Sector Reputation Index 2020)
Our 2020/21 finances
$617m 79,880
Operating expenditure Incidents attended
(2018/19 incidents adjusted
as at 31 March 2020)
$104.1m
Capital expenditure*
$623.9m
Revenue 89,712 13,639 5,202
111 calls Medical Structure
answered emergencies fires
$1,280.5m
Asset base
(as at 31 March 2020)
*Our asset plans may be adjusted according to
future flow-on effects from revenue and cash
flow changes.
9,507 4,416 832
Motor vehicle Vegetation Hazardous
accidents fires substances
19,149 1,213 5,018
Homes visited Building evacuation Fire engineering
scheme building consent
applications design reviews
6 FIRE AND EMERGENCY NEW ZEALAND
Our people (as at 31 March 2020) Our ethnicity
73% New Zealand European
12,060 Volunteers
17% Other
1,842 Career firefighters
8% New Zealand Māori
1,003 Management/support
1% Pasifika
1% Asian
19% Female
81% Male
2020–2024 STATEMENT OF INTENT 7
Who we are
Kō wai mātou
On 1 July 2017, Fire and Emergency New Zealand (Fire and Emergency) was
established under the Fire and Emergency New Zealand Act 2017 (the Act) to
bring together New Zealand’s 40-plus firefighting organisations and around
14,000 people.
The Act provides our statutory remit to protect and preserve We are also members of forums which contribute to the
lives, property and the environment. It also sets out a clear AoG response and have a partnership with the Emergency
mandate to work more closely with our sector partners, Management Assistance Team (EMAT). We provide EMAT
stakeholders and communities – in particular, to build with specialist operational support and logistics, to help
resilience within our communities and to recognise the deploy and coordinate facilities in major emergencies.
importance of working with Māori as tangata whenua.
The social and economic impacts of the COVID-19
We have strong links with our communities and extensive pandemic will likely be felt for years to come, and the
reach with currently 653 fire stations and depots, almost implications for Fire and Emergency are not yet fully
15,000 personnel (including support staff), an asset base of known nor understood. We need to respond to the
$1.28 billion and an annual revenue of almost $624 million. challenges that we will face and ensure we align our
resources appropriately to sustain our capability over this
At the time of writing, New Zealand is responding to and
time. Throughout the response and recovery phases, we
recovering from the COVID-19 pandemic. The COVID-19
will remain committed to providing our communities with
pandemic is unprecedented and will continue to impact
uninterrupted levels of service, and we will continue to
our operating environment for some time. We are part of
protect and preserves lives, property and the environment.
the All-of-Government (AoG) response and support the
We will work closely with our partners and other agencies
Government’s aims to slow the spread of the virus and
as New Zealand responds to and recovers from the
reduce its impacts. COVID-19 is a medical emergency and
COVID-19 pandemic.
one of our roles is to support our partners, the Ministry of
Health and the National Emergency Management Agency.
8 FIRE AND EMERGENCY NEW ZEALAND
Our statutory remit
We have two main areas of responsibility under the Act:
· A range of emergency management functions.
· A role as a regulator.
Our emergency management functions are separated into our main and additional or assisting functions:
Our emergency management functions
Main functions
Promoting fire safety Providing fire Stabilising or Providing for the Rescuing people Providing urban
prevention, response rendering safe safety of persons and trapped because of search and rescue
and suppression incidents that property endangered transport accidents services
services involve hazardous by incidents or other incidents
substances involving hazardous
substances
Additional functions
Assist with:
• medical • natural hazard • incidents in which • promoting safe • rescues including • providing
emergencies events and a substance other handling, labelling, line and animal assistance
• maritime incidents disasters than a hazardous signage, storage rescues, rescues at transport
• weather events substance presents and transportation from collapsed accidents.
a risk to people, of hazardous buildings,
property or the substances confined spaces,
environment unrespirable
and explosive
atmospheres and
swift water
Our role as a regulator
We also have a role as a regulator, which is focused • a range of activities • a compliance and • issuing infringement
on fire safety and fire-related offences. This includes: including setting fire enforcement function notices and
seasons and issuing prosecuting certain
fire permits regulatory offences.
In addition to our two main areas of legislative · being consulted, as needed, by other authorities when
responsibility under the Act, we carry out additional risk they consider exemptions under their legislation
reduction activities under various legislative provisions · being consulted, as needed, by local or regional
and organisational practices. Our activities are also authorities in the development of local district or
primarily focused on fire safety and include: regional council plans
· being consulted on changes to relevant fire bylaws and · approving certain events or changes, such as the
certain matters of compliance with the Building Act 2004 location of fire hydrants.
· providing essential technical expertise on the firefighting
capability required for outdoor pyrotechnic displays
2020–2024 STATEMENT OF INTENT 9
Where we are now
Kei hea tātou ināianei
Since our establishment three years ago, we have made significant progress in a
changing and often challenging environment. We have amalgamated more than
40 rural fire authorities, the National Rural Fire Authority and the New Zealand Fire
Service into a single organisation ‒ transitioning and integrating our functions.
We have improved support to our people and made Throughout this response, we maintain our commitment
progress towards a positive workplace culture. We to better understand communities’ needs. We are
have provided our volunteers with benefits including establishing Local Advisory Committees (LACs) to
reimbursements, and made improvements to our enhance our engagement with communities, and to
buildings, facilities and equipment. We have developed complement this engagement, we are developing
Our National Strategy 2019–20451 (Our Strategy), the a national approach to local planning to address
first for Fire and Emergency. During this time, we have communities’ needs.
responded to major fires, natural hazard events and
We will continue to implement Our Strategy and build a
disasters. Overall, we performed well, but there is still
unified organisation. Our Strategy sets out our direction
room to improve.
around our five strategic priorities, focusing on how
The COVID-19 pandemic has changed our operating we will work with New Zealand communities, and our
environment into one of the most challenging we have partners, and improve our organisation. Our Strategy
faced. As ever, we remain committed to providing also presents our values, our purpose, vision, outcomes
uninterrupted service to protect and preserve lives, and operating principles. We are developing a 10-year
property and the environment. We will keep working plan to become a unified organisation, manage our work
closely with our partners and other agencies as New programme and set out our investment. We have a
Zealand recovers from this pandemic. We are prioritising new performance measurement framework to monitor
our resources and capabilities so that we can continue our progress.
to respond in potentially challenging times ahead. As we
However, there is still more to do, and this Statement of
do this, we will be transparent in our decisions, use public
Intent describes our intentions and how we will progress
money in a responsible and prudent manner, and ensure
over the next four years.
our investments represent good value that delivers for
our communities.
1 Our National Strategy 2019–2045, launched in October 2019, is available at fireandemergency.nz/assets/Documents/Files/Fire-and-Emergency-National-
Strategy-2019-2045.pdf.
10 FIRE AND EMERGENCY NEW ZEALAND2020–2024 STATEMENT OF INTENT 11
Our operating environment
Some of the challenges we face will be complex and significant but offer
opportunities for us to respond, adapt and improve.
Complexity of emergencies Diversity
In 2018/19, we responded to almost 80,000 incidents We are living longer and our population is predicted to
including structure and vegetation fires, medical grow to about 6.5 million by 2040. About four million of
emergencies and motor vehicle accidents. We recognise us will live in urban areas. Almost half of us will be from
the factors causing or affecting these emergencies can non-European ethnic backgrounds and our communities
be multiple and complex, so it is possible that we will see will speak over 200 languages. We do not yet know
increasing complexity in the future. how COVID-19 will affect immigration or our diverse
communities in years to come. Our ageing population
Socio-economic impacts of COVID-19 presents new challenges for us and our response
Domestic and international economies have slowed as partners, as highlighted in the COVID-19 pandemic. The
a result of COVID-19; this will have implications for New AoG response has shown how complex it is to protect
Zealand’s public sector spending. As people work and vulnerable people when managing emergencies.
spend differently, there may be impacts on the national We need to better understand how to embrace the
economy. For example, we may find that, in the next few diversity and changes within our communities so that we
years, our revenue may be impacted, and we will have to are more effective in our work. This may include improving
adjust accordingly. our cultural awareness as we work in communities or
develop specific risk reduction messages that resonate
Volunteers
for different groups. We are working towards becoming a
Volunteers are vital to the fabric of society as they make more diverse organisation, so that we are better placed to
a strong contribution to cohesion in communities. Our meet communities’ needs.
volunteers make up over 80 percent of our workforce
and are critical to the success of our organisation. We Climate change and environmental sustainability
recognise it may become harder to attract and retain Like the rest of the world, New Zealand is feeling the
volunteers, as volunteer numbers in other sectors reduce. effects of climate change: extreme weather events are
We will make it easier to volunteer in our organisation becoming more frequent, including storms, floods and
and we will continue to support our volunteers strongly. longer spells of hotter, drier weather. As an example, there
Our Volunteerism Strategy 2019–20292 sets out how is a risk of more wildfires occurring than a decade ago.
we intend to enable sustainable volunteerism. Our The Government introduced a strong focus on
volunteerism model is to recognise, respect and promote environmental sustainability through its Climate Change
the contribution of volunteers. We will continue to (Zero Carbon) Amendment Act in 2019. We are supporting
adapt and improve our model to enable sustainable the Government’s response to climate change adaptation
volunteerism. by moving towards more sustainable ways of operating.
See our strategic priority ‘Keeping pace with change’ for
more information about our sustainability plans.
2 Our Volunteerism Strategy 2019–2029 is available at fireandemergency.nz/assets/Documents/About-FENZ/Key-documents/Volunteerism-strategy-2019-2029.pdf.
12 FIRE AND EMERGENCY NEW ZEALANDThe built environment Technology
Aged or poor-quality buildings and infrastructure put Advances in technology have affected many aspects of
communities at greater risk in an emergency or natural modern life. The pace of change has been rapid and is
disaster. As more of our population live in urban areas and expected to continue.
higher density housing, this will affect our work, as access
We already use drone technology and sensors for some
to these structures and managing emergencies in dense
of our work. There are many more opportunities to use
urban environments can be more difficult.
better information and data to inform our work. We need to
We provide fire engineering and other specialist advice for understand and manage new technologies to better equip
the design of New Zealand’s buildings and infrastructure, our people and operate more effectively. We have developed
to help improve building standards and protect life, strategies focused on improving our data, information
property and the environment. management and communications. We want to enable all
our people to make well-informed decisions. We are taking
opportunities to get the right information to the right people
at the right time so we can work more effectively.
2020–2024 STATEMENT OF INTENT 13Where we are going
Kei te haere tātou ki hea
Our strategic direction
We are committed to being a strategy-led organisation. These eight key areas formed the foundation of our first
As we amalgamated and shaped Fire and Emergency, National Strategy and Strategic Framework. We launched
we identified eight key areas of change to improve our Our Strategy in October 2019 and set out our strategic
organisation and the way we operate to better serve priorities. These are the areas we need to make the most
communities: change now, to achieve shifts over the medium term, and
deliver on our outcomes.
· Strategy-led
· Community focus Our Strategic Framework is driven by our organisation’s
purpose and vision. This Framework encompasses
· Empowered decision-making
outcomes which describe the end results we want
· Insight from intelligence to achieve for New Zealand and our communities.
· Risk reduction Our strategic priorities will help us reach these 25-year
· Transparency of investment, cost and value outcomes.
· Learning organisation
· Inclusive and dynamic people system.
14 FIRE AND EMERGENCY NEW ZEALANDOur strategic framework
We have developed a strategic framework to provide the direction for our organisation.
Our purpose
Protecting and preserving lives, property
and the environment
Our vision
Stronger communities protecting what matters
Our outcomes
Communities prepare for, respond to and
recover well from emergencies
Our services are valued and trusted
Social, economic and environmental impacts
from emergencies are minimised
Our strategic priorities
Building resilient communities
Collaboration, partnerships and influence
Growing our people
Intelligence-led, evidence-based decisions
Keeping pace with change
Our values Our operating principles
Put safety, health and wellbeing first
Value people
Champion inclusion
We do the right thing We serve and support Strengthen communities
Kia tika Manaakitanga Work together
Drive change
Be accountable
We are better together We strive to improve
Whanaungatanga Auahatanga
2020–2024 STATEMENT OF INTENT 15Our performance measurement framework
We have developed a performance measurement Through our strategic priorities, we are improving our
framework (PMF) to provide a base against which we organisation and ways of working so we can better serve
can assess our performance and illustrate our value. communities. These organisational improvements will
Ultimately, the PMF will show how our services contribute help us achieve our outputs, impacts and outcomes.
to our outcomes and to our purpose: to protect and
preserve lives, property and the environment. Using our framework
We will report against our strategic priorities, which are We will use our PMF to tell our performance story to show
integral to the PMF, to track our progress towards our how our work is making a difference. We will tell this story
outcomes. The PMF will also help us to decide how we through the improvements we make and the shifts we
allocate resources and how we shape and deliver our expect to see towards our impacts and outcomes. We will
services, now and in the future. evaluate how well our key initiatives are working and draw
on research and insights about best practice to help us
Our PMF has four ‘layers’: improve. We are developing indicators and measures,
· Our outcomes are the long-term results we aim to and will continue to refine these as we establish baselines
achieve for New Zealand and our communities. and targets.
To deliver these, we will need to collaborate with
other agencies. Being accountable
· Our impacts are medium-term results which will We are accountable and report our performance to:
contribute to outcomes. They tell us how our initiatives · the public and Parliament through our Annual Report
and services have led to positive behaviour change. and the Annual Review process
· Our outputs are our day-to-day services and activities.3 · the Minister of Internal Affairs and the Department
· Our enablers are our people, culture and resources; of Internal Affairs, our monitoring agency.
the key things we need to make progress.4
3 We monitor the effectiveness of our services through output measures. Refer to ‘Our reportable outputs’ of the Statement of Performance Expectations 2020/21 for
our output measures.
4 For more information about enablers, refer to ‘Our organisational health and capability’.
16 FIRE AND EMERGENCY NEW ZEALANDOur performance measurement framework
Tā mātou pou tarāwaho ine angitū
Our purpose | Kaupapa
Protecting and preserving lives, property and the environment
Our vision | Matakitenga
Stronger communities protecting what matters
Our outcomes | Ngā putanga
Communities prepare for, respond to Social, economic Our services
and recover well from emergencies and environmental impacts from are valued and trusted
emergencies are minimised
Our impacts | Ngā whakaaweawe
• Communities improve • Improve our contribution to • Increase collaboration and
their knowledge policy and standards interoperability with our partners
• Communities increase their ownership • Improve risk reduction • Improve our capability to respond
of risks, capabilities and needs behaviours quickly, efficiently and effectively
• Communities increase • Improve social, economic and in a changing environment
their ability to act environmental sustainability • Increase recognition of our skills
and expertise
Our services | Ngā ratonga
Fire prevention including Fire response and Render safe hazardous Rescue as a result of Responding to other
promotion of fire suppression substances and provide transport accidents emergencies, including
safety, compliance and for safety at incidents and Urban Search and medical, maritime, other
enforcement Rescue (USAR) rescues, natural hazard
events
Our strategic priorities | Ngā whakaarotau rautaki
Collaboration, partnerships
Building resilient communities and influence
Growing our people Intelligence-led, Keeping pace with change
evidence-based decisions
Our key enablers | Ngā āheinga
Organisational health and capability
People Culture Resources
Our values | Ngā uara
2020–2024 STATEMENT OF INTENT 17Outcome 1: The impacts we want to see are:
Communities prepare for, respond to and recover · Communities improve their knowledge
well from emergencies
· Communities increase their ownership of risks,
What we want to achieve capabilities and needs
We will enable communities to become more · Communities increase their ability to act.
knowledgeable and confident to act in emergencies. When We are establishing LACs and mechanisms including
communities prepare well, respond to emergencies and local planning to better understand community needs
incidents with confidence and recover well, we call this and to tailor our services. We will also continue to improve
resilience. Our strategic priorities support this outcome. services and partner with others in the community
(for example, through our community education
programmes) to enable communities to be more
knowledgeable and confident to act in emergencies.
Over time, these improvements will help us achieve
our medium-term impacts.
How we help build community resilience
The work we do in This work contributes to
communities helps the medium-term results, Over time, this helps us
reduce risk and prepare the impacts we want to make progress towards our
for fires and other have for our communities: long-term outcome
emergencies if they happen:
· Establishing local advisory · Communities improve their
committees knowledge
· Local planning · Communities increase their
· Delivering education ownership of risks, capabilities
and needs Communities prepare
programmes focusing on
for, respond to
community risk reduction, · Communities increase their
and recover well
and readiness and recovery ability to act.
from emergencies
· Working in partnership
with key stakeholders.
We will know we are making progress when:
· our people are confident in applying the national
approach to compliance and enforcement
· advice from LACs begins to inform our planning
· communities can more easily understand and reduce
the risk of fires and other emergencies.
18 FIRE AND EMERGENCY NEW ZEALANDOutcome 2: The impacts we want to see are:
Social, economic and environmental impacts from · Our improved contribution to policy and standards
emergencies are minimised
· Improved risk reduction behaviours
What we want to achieve · Improved social, economic and environmental
This outcome focuses on safer communities and sustainability.
increased wellbeing. We know that our activities can We have committed to identifying the impact we have
sometimes impact the natural environment and we are on the environment, and taking steps to minimise this
focused on limiting these effects as much as possible. across all of our work. Operating in a way that protects
We know we can help achieve long-term social, economic the environment resonates strongly with our values to do
and environmental benefits for New Zealand in carrying the right thing. We recognise that we can’t do this alone,
out our work efficiently and effectively. and are committed to working with our partners, as set
out in our strategic priority ‘Collaboration, partnerships
and influence’.
How we will minimise social, economic and environmental impacts from emergencies
Our key programmes This work contributes to
help us identify and the medium-term results Over time, this helps us
minimise the impact (impacts) we want to have: make progress towards our
our work has on the long-term outcome
environment:
· Sustainability
· Digital Strategy · Improve our contribution to
· Māori Outcomes Programme policy and standards
· Risk Reduction Programme · Improve risk reduction Social, economic
· Working closely with our behaviours and environmental
partners. · Improve social, economic and impacts from
environmental sustainability. emergencies are
minimised
We will know we are making progress when:
· we form new and effective partnerships to enable safer
communities
· we identify and capture information that better informs
our decision-making to enable a safer environment
· we reduce our emissions and minimise waste
· there are fewer preventable fires and emergencies in our
communities
· there are fewer fatalities and serious injuries from
emergencies we attend.
2020–2024 STATEMENT OF INTENT 19Outcome 3: The impacts we want to see are:
Our services are valued and trusted · Increased collaboration and interoperability with
What we want to achieve our partners
We are the most trusted public sector organisation in · Our improved capability to respond quickly, efficiently
New Zealand.1 We want to ensure we remain trusted, and effectively in a changing environment
valued and recognised as an effective and efficient · Increased recognition of our skills and expertise.
organisation. It is very important to us that our partners We will further develop our partnership, leadership
and stakeholders value and trust our services; because and influencing capabilities to improve how we work
effective partnerships and collaboration will help us with others and improve our services. We will do this
deliver better services for communities. through progressing two of our strategic priorities,
‘Collaboration, partnerships and influence’ and ‘Growing
our people’, supported by key enablers including better
communications. We will focus on building relationships
with the public, our partners and stakeholders to ensure
we are able to respond in a changing environment.
How we will work to ensure our services are valued and trusted
Our focus is on building This work contributes to
a capable workforce the medium-term results Over time, this helps us
with a positive culture, (impacts) we want to have: make progress towards our
and maintaining the trust long-term outcome
and confidence of our
communities:
· Positive workplace culture · Increase collaboration and
· Psychological wellbeing interoperability with our
partners
· Leadership development
· Improve our capability to Our services
framework
respond quickly, efficiently are valued and trusted
· Volunteerism Strategy
and effectively in a changing
· Managing and maintaining environment
our capital assets to
· Increase recognition of
support our front line
our skills and expertise.
work.
We will know we are making progress when:
· the public experience seamless service and support
from our organisation and partners
· the public experience timely and effective responses to
changing needs
· the public, our partners and other stakeholders rate our
skills and expertise highly.
5 For the fifth year running, we are the most trusted public sector organisation in New Zealand. Refer colmarbrunton.co.nz/public-sector-reputation-2019-opportunity-
for-public-sector-to-tell-wellbeing-stories.
20 FIRE AND EMERGENCY NEW ZEALANDHow we will deliver our outcomes areas, we will lift capability and capacity in enablers,
deliver better services and make progress towards
Our operating model achieving our impacts and outcomes. Our strategic
When we amalgamated to become Fire and Emergency, priorities are integral to our PMF. This Statement of Intent
part of the work to fully integrate our organisation was sets out each of our strategic priorities and the work
to design the functions we need to deliver services we will do in these areas over the coming years to make
into the future. We designed an operating model which progress towards our outcomes.
would enable us to deliver these functions and shape our
organisation. Our challenge over the next few years will be 10-year plan
to embed these changes, so that we are unified, effective To help us make progress in our strategic priorities and
and efficient, and can better meet communities’ needs. deliver on our outcomes, we are developing a 10-year plan.
The plan will set out the most important things we need to
Unified organisation do to build a unified organisation over the next decade.
We are building a unified fire and emergency organisation
In our 10-year plan, we will set out a clear road map of
to work closely with communities to help them prepare
the key work and benefits we will deliver for communities
for and respond to fire and other emergencies. Our unified
and our organisation. This road map will help us to tell our
organisation will have a greater variety of skills, foster
performance story.
collective leadership, and continue to adapt and respond
to the changes happening in New Zealand’s unique We expect to produce the first iteration of the 10-year plan
environment, now and in the future. in 2020/21. We will review and adjust this plan regularly,
so we can remain responsive to changing impacts on
About our strategic priorities our organisation, such as the longer term impacts of
Our five strategic priorities set out the changes we need COVID-19. As we review our 10-year plan, we will ensure
to make, now and in the medium term, to deliver on our our planning remains fit for purpose, our investments
outcomes. Each strategic priority contributes to one or reflect prudent financial management and deliver good
more outcomes. By making progress in strategic priority value for our communities.
2020–2024 STATEMENT OF INTENT 21Our commitment to working with Māori as
tangata whenua
Ko te pae tawhiti,
whāia kia tata.
Ko te pae tata,
whakamaua kia tina.
Pursue distant goals
until they are within
your reach. Once
in reach, hold and
treasure them.
Our commitment to working with Māori as tangata
whenua is part of our approach to delivering our
outcomes and informs how we operate. We recognise
and highlight three areas in this commitment:
· Iwi and Māori as community leaders with an
important role to play in preventing fires and other
emergencies, building community resilience, and
informing emergency response.
· Iwi as our partners in risk reduction as significant
and growing land and forest owners.
· Māori are disproportionately affected by unwanted
fires, and that needs to change.
22 FIRE AND EMERGENCY NEW ZEALANDOur strategic priorities
Ngā whakaarotau rautaki
2020–2024 STATEMENT OF INTENT 23Building resilient communities
Building resilient communities Te hanga hapori aumangea
Empowering communities to identify local Te hakamana hapori hei tautohu i ngā mōrearea,
risks and needs so they are well prepared when i ngā hiahia ā-rohe kia pai ai tā rātou whakarite i
emergencies happen. te huanga mai o ngā ohotata.
Communities all have their own risks and needs. Some of will involve communities and our managers at national,
the most important work we do is to help communities regional and local levels, who will consider how our
reduce risks and prepare for potential emergency services will meet local needs. These discussions will
events. We are shifting our focus towards reflecting and result in a view of local needs and the resources and
supporting the perspectives of the communities we serve, actions to address them. Local planning will help us
and tailoring our approaches to better meet these needs. consider advice and organise our resources well.
We will do this by setting up LACs and establishing local
planning. Risk reduction
We describe our emergency management services and
Local advisory committees activities using the ‘4Rs’ model: risk reduction, readiness,
We must have a deep understanding of communities’ recovery and response.5
needs, so we can ensure our services remain effective.
When we support and serve our communities effectively
The LACs will engage with communities across New
across risk reduction, readiness, recovery and response,
Zealand. They will give the Fire and Emergency Board
we help them build their resilience.
direct, independent advice.
Risk reduction means the measures that:
For a local perspective, they are made up of people
who represent a diverse range of community interests · identify and analyse risks to life and property from
and who want to use their experience to make their hazards, eliminate those risks if practicable, and, if not,
community safer and more resilient. · reduce impact and the chance of happening to an
We are establishing seven LACs in the West Coast, acceptable level.
Northland, Tairāwhiti, Hawke’s Bay, Marlborough, Reducing risk of fire and other emergencies is the single
Chatham Islands and Otago. We will evaluate how well most effective thing we can do to help protect people,
they are working and will use this evaluation to inform property and the environment. A strong risk reduction
further decisions on effective ways of working and focus improves community behaviour and service design,
potential further deployment of LACs. and enhances the health and safety of our people and our
partners.
By establishing stronger links with communities, we
will ensure that our local and national planning reflects Risk Reduction Strategy
community voices and interests. We have developed a Risk Reduction Strategy and a
Compliance and Enforcement Strategy which together
Local planning
provide the framework for our risk reduction function.
We will continue to develop and implement our approach Both strategies will take an intelligence-led and evidence-
to local planning, according to our legislation. Our based approach to enable continuous improvement. We
approach will be national and consistent, yet flexible want to ensure our input into relevant regulatory and
enough to address local communities’ risks and needs. legislative frameworks (such as the building code or
Local planning will take into account our strategic forestry guidelines) is robust and fit for purpose.
priorities, as well as fire plans and local views. Planning
5 This is based on the New Zealand Integrated Approach to civil defence and emergency management, from the National Emergency Management Agency.
24 FIRE AND EMERGENCY NEW ZEALANDRisk reduction programmes need to work with communities. By helping communities
Our risk reduction services and programmes are critical to prepare for and recover faster from emergencies, we will
our communities’ knowledge of fire risks, fire safety and improve their wellbeing.
what to do in a fire. Our risk reduction work aims to: Response
· help shape positive behavioural changes in Our response services are our actions immediately before,
communities during or directly after an emergency to:
· deliver tailored services to meet communities’ needs. · protect and preserve lives, property and the
We invest in multi-year risk reduction programmes environment
and approaches with a wide reach, from programmes · reduce health impacts
delivered in communities, to contributing to policy, · ensure public safety
legislation and design, such as building standards.
· help communities recover more quickly.
Two of our most successful fire reduction programmes
Over the coming years, we will maintain and continue to
include Home Fire Safety Visits and our Fire Awareness
improve our response services in the following areas.
and Intervention Programme. We will also develop and
implement a national framework for fire control, covering Hazardous substances
both urban and rural firefighting.
We are the lead agency for responding to hazardous
Compliance and enforcement substance emergencies. We will identify how we need to
improve and make improvements within available funding.
We provide professional fire engineering and technical
We could enhance our capability, for example, by providing
safety advice to government, industry and councils.
more hazardous substance specialists.
Over the coming years, we will develop a national,
consistent way of enabling compliance, enforcing fire Urban search and rescue
safety standards and promoting risk reduction. We We deploy our urban search and rescue (USAR)
will make it easier for individuals, organisations and capability in a wide range of domestic and international
communities to comply with statutory requirements emergencies. Our USAR capability is accredited under
and rules. By helping communities comply with these the United Nations classification, set by the International
requirements, we expect less damage and loss for Search and Rescue Advisory Group. This classification
communities from emergencies. This will be a significant takes significant effort but means that our services will
change for our organisation and will take substantial continue to be used and recognised internationally.
effort. We will give our people the tools and systems they
need to be confident in delivering this change. Modular service delivery
Readiness and recovery Over the next four years we will develop a modular service
delivery framework. This will help us allocate our resources
Our purpose is to protect and preserve lives, property and
and services to better meet the needs of different
the environment. To do this, we must help individuals and
communities. Modular service delivery should, over time,
communities prepare for emergencies. This will minimise
help us become more efficient as well as more effective.
incidents and their impacts so people and communities
can return to normal reasonably quickly. We will consider community risks and needs in a given
We will focus more on helping communities to identify area, including information about past and future
local risks and needs, so that they are well prepared emergencies and incidents. We will work with local
for emergencies. We are establishing a readiness6 and leaders to determine the services we need to provide.
recovery7 function to engage communities in local It will take time to partner with local leaders and identify
planning to help them prepare for and recover from the right information we need to shape the framework.
emergencies. This function will also give regional and Modular service delivery will transform how we operate
district staff the frameworks, programmes and tools they and serve our communities to meet their changing needs.
6 By ‘readiness’, we mean the knowledge and capacities that government, response and recovery organisations, communities and individuals have developed to
effectively anticipate, respond to and recover from the impacts of likely, imminent or current disasters.
7 ‘Recovery’ means the coordinated efforts and processes that help a community regenerate and improve after an emergency. We connect readiness with recovery
here because there are immediate actions we can take, or enable communities to take, at the scene of some emergencies.
2020–2024 STATEMENT OF INTENT 25Collaboration, partnerships and influence
Collaboration, partnerships and influence Te mahi tahi, ngā rangapū, me te aweawe
Working towards a strong and collaborative role Te mahi tahi ki tētahi tūranga akari, mahi tahi ki
in our sector with a focus on shared outcomes. tō tātou rāngai me he aronga ki ngā hua ngātahi.
Key relationships reach communities that are particularly vulnerable
For our communities to be resilient, we must have in emergencies. We will continue to build strong
effective relationships across the emergency sector and relationships at local, regional and national levels, to
beyond. We have opportunities to increase our influence increase our reach and effectiveness.
and collaborate more effectively in these relationships. We
are committed to contributing to cross-agency and AoG Working with others for better outcomes
approaches to better serve communities. The COVID-19 Collaboration with others to contribute to shared
pandemic is an opportunity for us to strengthen our outcomes is becoming more important in New Zealand,
relationships and to provide support to other agencies, and we are committed to working more closely with
to support communities. others to influence work which could affect the
emergency management sector.
We already have established relationships with
key government agencies including the National There are interdependencies between our work and the
Emergency Management Agency (NEMA), Department work of sector partners and agencies, which provide
of Conservation, Ministry of Education and New Zealand opportunities for joint work. For example, as part of our
Defence Force. We have strong, effective working risk reduction work, other agencies consult us on building
relationships with others, including New Zealand Police, design and water access. We can consult our partners on
Kāinga Ora – Homes and Communities, ambulance potential changes in the Act or the standards we set and
services and many local authorities. We also have enforce.
important local and regional relationships with local
authorities, iwi, community groups and, in some cases, Helping Māori communities become safer
private or commercial enterprises. We are developing and more resilient
partnerships with other organisations that have similar
Māori communities suffer a
goals to us, to better support their communities.
disproportionately high incidence of
Connecting with young people in different communities
fire and other emergencies, with
gives us the opportunity to communicate with the parents
of the next generation, which is essential for enabling relatively high rates of fire-related
communities to be resilient. fatalities and injuries compared to
the rest of New Zealand.8
We can achieve much more working with partners than
alone, as the AoG response to COVID-19 has shown. We want to improve fire safety in Māori communities,
Joint initiatives can be valuable in helping communities to reduce harm from fire and emergencies and increase
to prepare for, and to recover from emergencies community resilience. We will build on progress already
more quickly. We need to work with our partners to made as we engage with Māori communities.
8 For our research findings, refer to tables on p12 and p25 at fireandemergency.nz/assets/Documents/Files/Report-167-Unintentional-domestic-fire-related-injury-in-
New-Zealand.pdf.
26 FIRE AND EMERGENCY NEW ZEALANDWe are committed to working with tangata whenua to Over the next four years, we will increase our knowledge
enable a safer environment. Over the next four years, and capability to shape good practice and make good
we will increase our cultural capabilities in te reo and decisions in our partnerships with Māori communities.
tikanga Māori, to be more effective in our relationships
We will reach a major milestone when we use tools
and partnerships with iwi and Māori communities. For
to apply a Māori lens to our organisational systems,
example, we can contribute to better fire management
processes and policies for leadership, safety, health and
of lands and forests through effective partnership and
wellbeing, recruitment and retention of our staff.
working with Māori communities, iwi and landowners.
Over time, this should reduce incidences of harm to We will know we have made progress towards more
Māori and contribute to potential social, economic and meaningful partnerships when we include iwi and other
environmental benefits for communities. Māori stakeholders in designing our services as part of
the normal way we operate.
2020–2024 STATEMENT OF INTENT 27Growing our people
Growing our people Te whakatipu i ā mātou tāngata
Building an organisation with a respectful and Ko te haumi i ā mātou tāngata kia tipu ai tētahi ahurea
inclusive culture that people want to be a part of. mahi tiketike me te waihanga i tētahi whakahaere
e kukume ana me te pupuri i te hunga whai pūmanawa
e hiahia ai ā mātou tāngata ki te mahi.
People Strategy Safety, health and wellbeing
We’re building a unified organisation with a respectful and We are committed to making sure
inclusive culture that people want to be part of. that everyone goes home safe and well
every time.
He waka eke noa
Everyone in one canoe with no exception
Our people, particularly our front line staff, often work
in very challenging environments, facing critical risks
This whakatauki, or Māori proverb, expresses the intent in their day-to-day roles. To recognise this, we have
behind our People Strategy, which recognises that nothing made the above commitment to the safety, health and
is more important than our people. Our people are at the wellbeing of all our people, those who work alongside
heart of everything we do. People are our connection with us, and the members of communities we serve. In 2017,
communities around New Zealand and they have first- we developed a Safety, Health and Wellbeing Strategy to
hand knowledge of local risks and needs. implement this commitment.
We will implement our People Strategy over the next four Our Safety, Health and Wellbeing Strategy will help us
years with a focus on getting the fundamentals right, develop a strong safety, health and wellbeing culture
ensuring our people are: to manage critical risks effectively, especially as our
· Safe and connected organisation and our communities change.
Kei te haumaru, kei te whai hononga Over the coming years, we will continue to build on the
· Skilled and engaged progress we have made towards our safety, health and
Kei te whai pūkenga, kei te whai wāhi mai wellbeing commitments – with particular focus on
· Empowered and innovative improving the psychological wellbeing, physical safety
Kei te whai mana, kei te auaha hoki. and work-related health of our people. We have already
delivered significant psychological wellbeing training
To attract people to our organisation, we must offer an and development across our organisation, and we will
environment and opportunities where our people feel safe continue this as a priority. Alongside this, we will continue
and are well equipped for their roles. to provide our people with relevant safety, health and
We have made a commitment to building a safe workforce wellbeing information and training, health monitoring
with a positive culture, where diversity is embraced and ongoing management of critical safety, health and
and everyone feels respected and included. These wellbeing risks.
commitments are backed by key programmes which are Our commitment to safety, health and wellbeing is
fundamental to implementing our People Strategy. championed at the highest level through our Board’s
To succeed in these areas, we will provide the right training, Safety Health and Wellbeing Committee. This Committee
development and support to help our people thrive in their provides governance across our safety, health and
roles. We will embed and live our values, which will support wellbeing work, so that we are held to account for our
and enable our safety, health and wellbeing, positive commitments. The Committee oversees our legislative
workplace culture, and respect and inclusion work. and regulatory responsibilities, and at a governance level,
monitors the way we identify, manage and mitigate safety,
health and wellbeing risks.
28 FIRE AND EMERGENCY NEW ZEALANDPositive Workplace Culture Programme We developed Our Volunteerism Strategy 2019–2029
Our commitment to building a positive workplace culture is ‘Enabling sustainable volunteerism’ to help make it
founded in addressing the findings and recommendations easier to volunteer with us, and to strengthen our
of the Positive Workplace Culture Review Report support for our volunteers. Our focus over the next few
(commissioned in 2018, and released in January 2019). years is to continue to bring this strategy to life, with a
Since this review, we have established a successful Positive range of improvements aimed at enabling sustainable
Workplace Culture Programme, and championed progress volunteerism.
towards a respectful and inclusive workplace where We are committed to ensuring our volunteer
everyone feels safe and welcome. workforce is unified, thriving, and feels valued, safe
Over the next three years we will build on our successes and supported.
so far, work towards closing gender pay gaps, increase
Leadership development
diversity across our workforce and improve the support
we provide to our volunteers. We will evaluate our Positive Personal leadership and living our values is at the heart of
Workplace Culture programme in 2022, and we will know everyone’s role at Fire and Emergency – regardless of title,
we are making progress when: rank or role; career or volunteer status; and whether or not
our people have a formal responsibility to lead people.
· our people are telling us our workplace culture is positive
It is important, particularly in a changing environment,
· our people feel our organisation is a safe place to work
that our leaders have the right skills and capabilities for
· diversity is improving their roles. We are building a leadership development
· our policies and standards consistently address bullying framework to help our people understand the leadership
and harassment and unwanted workplace behaviour behaviours that are needed. This will help our leaders to:
· we are able to resolve issues promptly and · build the leadership culture we need to be successful
transparently, affording all parties natural justice.
· collaborate with others, as we are a people-centric
Sustainable volunteerism business
Volunteers make up over 80 percent of our workforce · ensure we all have the skills, tools and resources to deal
and are of critical importance to delivering our essential with change and complexity.
services across the country, in particular outside of our Our leadership development framework will create a
major cities. Our volunteers bring far more than their skills common leadership culture throughout our organisation
and numbers. Volunteers are, in many ways, one of our by providing a common leadership language, thinking
key links in our partnership with our communities. and set of behaviours. It is based on the principles that
However, we recognise the pressures on our volunteer leadership is everyone’s responsibility and that leadership
model, such as from the changing nature of emergencies, is developed at all levels: as a role model, as part of a
and this places a greater call on our volunteers’ time, and team, and in our communities.
the goodwill of their families and employers. Ensuring As a people-centric organisation providing essential
our volunteer workforce is sustainable into the future is a emergency and other services to all New Zealanders,
critical focus for our organisation and our communities. leadership must be front and centre of everything
we do.
2020–2024 STATEMENT OF INTENT 29Intelligence-led, evidence-based decisions
Intelligence-led, evidence-based decisions He whakatau whakamātautau ā-taunakitanga,
Evidence-based decision-making will help us deliver ārahi ā-atamai
our outcomes and make strategic shifts. Mā te whakatau whakamātautau ā-taunakitanga tātou
e āwhina hei tuku i ō tātou hua, me te whakatinana i
ngā nekehanga rautaki.
We need good data, information, knowledge and insights National Risk Resourcing Model
to help us make sound evidence-based decisions to This is a modelling tool which helps us identify
deliver the right services to the public and support our community risks and how we can best allocate resources
organisational functions. to mitigate these risks.
Enterprise Information Management Strategy The model uses data sets of New Zealand community
profiles such as demographics, climate, industrialisation
We will improve our information systems, capability and
and geography to assess current and future risk. We use
functions so that our people can develop and use good
the National Risk Resourcing Model (NRRM) with other
information to make decisions. We have developed an
information, such as insights from communities and
Enterprise Information Management Strategy (EIMS) to
information from subject matter experts, including our
give our people access to the right information when they
own specialists.
need it. The EIMS has three core objectives:
We aim to use the NRRM in our planning to provide
· To describe what we need to do to build a robust
an intelligence-led and evidence-based starting point
foundation for our growing information, data and
for conversations with communities, and within our
intelligence capabilities.
organisation, about resources, including capital assets.
· To set the direction for the information and knowledge It will strengthen our understanding of how we can best
function. use our resources to meet communities’ changing needs.
· To shift our organisation’s thinking about how we use
information to realise its potential value.
Our EIMS complements our Digital Strategy to improve
internal functionality and services for communities.
To embed digital changes, we need to mature our
information management processes and capability.
30 FIRE AND EMERGENCY NEW ZEALANDYou can also read
