EMERGENCY SERVICE BUSINESS PLAN 2018-2019 · Business Plan Statement Tasmania’s State Emergency Service (SES) is part of the Department of Police, Fire and Emergency Management

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STATE EMERGENCY SERVICE BUSINESS PLAN 2018-2019

Department of Police, Fire and Emergency Management Mission:

To deliver quality policing and emergency

management services to the people of Tasmania

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Business Plan Statement

Tasmania’s State Emergency Service (SES) is part of the Department of Police, Fire and Emergency Management (DPFEM) and is established under the provisions of the Emergency Management Act 2006. The SES maintains a skilled and motivated volunteer work force of around 600 members to provide front line 24/7 emergency services for storm or flood response, road crash rescue, search and rescue and many emergency support functions. SES operations, resources and training are supported by career staff located in Headquarters in Hobart, Youngtown (Launceston) and Burnie. The SES also provides many broader emergency management functions involving planning, education/awareness and the coordination of various projects or support programs that help build community resilience against natural disasters. Importantly, SES plays a key role in influencing national emergency management developments and outputs with significant representation work.

From 2018-19, the SES will be enhanced with the inclusion of a new Flood Policy Unit. This unit will coordinate ongoing flood policy, planning and project work to improve stakeholder understanding of the flood risk across Tasmania. Initially, the unit will undertake a three year flood mapping and flood studies project with SES’s many partners in flood management to provide the basis for an ongoing program of work towards building flood resilience.

The SES and the Tasmania Fire Service (TFS) continue to align more closely. This brings a number of opportunities to work more closely together in areas of learning and development, policy alignment and legislative reform. Our strategic directions continue to be aligned through the TFS and SES “Framing the Future”, which are reflected in this Business Plan. While we retain our distinct SES identity and values, and our functions and associated internal chain of command, we recognize that the alignment will bring many benefits to both organisations in the future. This will include the ongoing review and implementation of an improved and more sustainable SES funding model.

Consistent with our mission “To deliver quality emergency management services that focus on community safety, resilience and well-being”, a concerted effort is required to continue to build a culture of excellence that embodies our SES values of professionalism, respectfulness, commitment and integrity. Through the implementation of this Business Plan, we will directly contribute to a safer and more resilient Tasmanian community.

With help from our many emergency management partners, including local government, our communities and other emergency services, SES will build upon our professionalism in understanding, preparing for and responding to natural disasters. In doing so, we can assure Tasmanians that the SES will continue to help those in need and will strive to meet all expectations within available resources; just as we expect ongoing community support to our volunteer units. Tasmania SES enjoys a solid reputation as a major contributor to Tasmania’s and Australia’s emergency management sector; and 2018-19 promises to only enhance that.

Andrew Lea, ESM Director, State Emergency Service Department of Police, Fire & Emergency Management

Planning Officer

Planning Officer

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STATE EMERGENCY SERVICE

VISION: A Safe and Resilient Tasmania MISSION: To deliver reliable and professional Rescue and Emergency Services while also

supporting Tasmania’s Emergency Management arrangements

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EMERGENCY MANAGEMENT ACT 2006 SES STRATEGIC BUSINESS PRIORITIES Sections 8 & 15 – Committee

Executive Officers

Sections 26-28 – SES functions and powers

Sections 48-49 – SES volunteer unit equipment, training and facilities

A. Rescue and Emergency Services:

1. Effective emergency services and operations (including emergency response operations in storm and flood, road crash rescue, search and rescue, general rescue and emergency support)

2. Learning and development of our volunteers and staff

3. Maintenance of a motivated and committed volunteer workforce

B. Flood and Storm Advice and Awareness:

1. Building understanding of flood and storm risk

2. Planning for flood and storm hazard

3. Education and awareness for flood and storm hazard

C. Emergency Management:

1. Effective executive, administrative, advisory and other support services to the State and Regional Emergency Management Committees

2. Tasmanian and Regional emergency management planning

3. Emergency management education and awareness

4. Management of the National Partnership Agreement on Natural Disaster Resilience and other risk mitigation funding support programs

5. Management of certain priority emergency management projects

D. SES Management:

1. Human and physical resource management

SEMC STRATEGIC DIRECTIONS FRAMEWORK 2013-2018

Understanding & managing risks

Recovery & Building resilience

Ensuring capability & capacity

Developing collaborative leadership

TFS & SES STRATEGIC DIRECTIONS “FRAMING THE FUTURE”

1. Supporting community resilience

2. Providing trusted emergency response

3. A collaborative organization

4. Valued and capable people

5. An efficient and effective organization

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SES VALUES AND SUPPORTING BEHAVIOURS

Together, we

value...

This means we…

…Professionalism

Uphold the SES Principles and Code of Conduct

Diligently pursue ongoing skills development and learning

Challenge and innovate, take action to fix problems

Be accountable for your actions

Protect the good image and reputation of the SES

Be safety conscious for one and another and the community

Respectfulness

Contribute towards a united and supportive team

Communicate well and regularly

Be compassionate, understanding and empathetic

Be equitable and value diversity at work and in the community

Treat all people with dignity, respect and honesty

Build good working relationships within and outside SES

Commitment

Commit to helping others – dedication to duty

Stay proudly connected to your community

Safely challenge individual and team abilities

Attend training and operations, but know when to have a break

Don’t just join for yourself, but stay for the team

Support the volunteer ethos

…I Integrity

Communicate clearly, consistently and with accuracy

Be honest, trustworthy and discrete

Have realistic expectations of yourself and others

Lead by example, with honour and strength of character

Be ethical and values-driven

Look after yourself and each other, and seek help if you need it

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Direction

1 Strategy Outcomes Deliverable Activity

BAU / POW

KPI Who When Su

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1.1 Safer Communities

* Increased resilience of at-risk communities. * Understanding risks. * Tools and programs to manage risk are developed. * Decreased risk of death, injury and loss due to natural hazards.

Capability to establish and deliver all hazards (fire, flood and storm) community development and community protection planning programs.

Budget Submission to secure resources for Emergency Management Reforms Project and Flood Review

POW Budget Submission submitted

DSES Submission in by December 2018

Key stakeholders are engaged. Common understanding of roles and responsibilities is established

Attend and participate in relevant community safety forum

BAU SES to work closely with key partners to enhance a common understanding of roles and responsibilities

All Ongoing

Enhanced Flood Warning and Community Education for Flood & Storm

Deliver a Flood Alert System POW System Launch RM-N May 2019

Deliver a Rainfall and River Alert System

POW System Launch FPU/ ADOR

June 2019

Establish Flood Policy Unit POW Recruitment Finalised

ADEM Dec2018

Flood Mapping Project POW Project Complete Manager FPU

Jun 2021

Flood Resilience Project POW Documentation approved

SPEO August 2018

Deliver residential, rural & business flood plan templates

POW Posted on Website & available to public

RM-N June 2019

Management of the National Partnership Agreement on Natural Disaster Resilience and other risk mitigation funding support programs

Administer the Commonwealth funding programs for Natural Disaster Resilience and Bushfire Mitigation

BAU 100% uptake of available funds

ADEM/PC Ongoing

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Administer the Resilient Australia Awards in Tasmania

BAU State awards presented

ADEM/PC Ongoing

1.2 Build Community Capacity in the Context of Climate Change - Community Protection, Planning, Promotion and Implementation

* Appropriate emergency response from households, communities and agencies. * Stakeholders are more aware of risks and enabled to manage risks. * Decreased risk of death, injury and loss due to natural hazards. * Effective management of bushfire related risk throughout Tasmania. * Lower net costs to Government, individuals and businesses.

A Community Development Plan is formulated.




Participation in Community Development activities as resources allow (ie AGFEST, School Visits, etc…)

BAU Participation in opportunities

All Ongoing

Release of the Tasmanian Flood Education and Awareness Framework and Guidelines and the Flood Information Management Guidelines

POW Documents Released

MFPU May 2018

A co-ordinated and consistent Tasmanian Emergency Management framework is developed.

Implement amendments to the Emergency Management Act

POW Proclamation of the Bill

DSES December 2018

Review of the Tasmanian Emergency Management Arrangements

POW Approval by the Minister for DPFEM

DSES December 2018

SEMC Strategic Directions Framework

POW Approval by the Minister for DPFEM

ADEM December 2018

Oversight & Review of MEMPs, REMPs & SSEMPs

BAU Plans reviewed every two years

EMU / RM's

Ongoing

1.3 Emergency Management Planning - All-hazards risk management

* Risks identified, mitigation and treatments put in place.

Establishment of Regional Planning and Development/Training support for Municipal Authorities




Fire, flood, storm and tsunami risk treatments identified and mitigation

Review and update State Special Emergency Management Plan - Flood

BAU Plan approved by State Controller

M-FPU March 2019

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plans developed. Review and update State Special Emergency Management Plan - Port Safety Plan for Visits of Nuclear Powered Warships to Hobart


ADOR December 2018

Review and update State Special Emergency Management Plan - State Tsunami Emergency Response Plan


ADOR December 2018

Release tsunami inundation maps and modelling products to vulnerable communities via the SES website to improve risk awareness and understanding for South-East Tasmania

BAU Communications Plan Developed

RM-S April 2019

Enhance EM suite of Community/Agency Education

Development of the Emergency Management Training Continuum

POW Continuum Implemented

EMU / RM's

Jun 2019

Continued integration of Tasmania EM Risk Assessment Guidelines (TERAG) & Tools into broader EM planning processes

BAU Use of TERAG being applied to EM planning processes

All Ongoing

Develop Risk Management Planning Policy for State Emergency Management Committee (SEMC)

POW Policy Complete ADEM Jun-19

Develop Emergency Management Aide Memoire

POW Document Complete

ADEM Jun-19

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Deliver Introduction to Emergency Management and Introduction to Tasmanian Emergency Risk Assessment Guidelines Courses to local government and state agency stakeholders

BAU ≥ 4 courses/workshops conducted

SPEO Ongoing

Update the Municipal Guidelines for Emergency Management

POW Guidelines Published

ADEM Jun 2019

Update the Forging Links Document (Emergency Management & Local Government - An information Kit)

BAU Forging Links Updated

SPEO Jun 2019

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Direction 2

Strategy Outcomes Deliverable Activity BAU / POW

KPI Who When

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2.1 Adopt a Flexible / Adaptable Service Delivery for Emergency Services

* Evidence based resource allocation. *A capability model for core emergency service delivery is mapped to inform departmental business planning. * Efficient use of available resources. * Informed future workforce plan and strategic asset management plan. * Identify opportunities for improvement (technology, processes).

Complete and implement a Statewide resource to risk analysis future workforce plan

Continue to contribute to the analysis of the Resource to Risk Report Outputs

POW Participation in Resource to Risk Project initiatives

ADOR Ongoing

Current resource assignments against risks are reviewed

Develop a capability model and roadmap that informs business and strategic asset management planning

POW Participation in Resource to Risk Project initiatives

ADOR June 2019

2.2 Develop a Continuous Improvement Model that Supports a Changing Environment

* Highly flexible and adaptable learning organisation/culture.

Consistent process/ model to capture, review and implement learnings is developed and utilised

Review After Action Review process to ensure common application across SES

BAU Review completed ADOR June 2019

Budget Submission to secure resources for Exercise and Lesson Management Unit



Participation in National/International Challenges

To participate in the National Disaster Rescue Challenge (2019)

POW Team participates in NSW NDRC 2019

MLD June 2019

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Australasian Road Rescue Organisation Challenge (2018)

POW Team competes in event

MLD July 2019

2.3 Deliver timely and accurate emergency information and intelligence

* A community that is informed to respond in a manner to protect themselves. * Decrease in fatalities. * Warnings and information systems that shape the behaviours of communities during emergencies. * Operational intelligence informs preparedness for anticipated emergency events.

Dissemination of emergency information is consistent with the national approach.

Support community warning systems for flood and storm/severe weather emergencies

BAU Participation in National Hazards Warning Working Group

RM-N Ongoing

Deliver a Rainfall and River Alert System

FPU June 2019

Completion of the Tasmanian Flood Warning Infrastructure Plan

FPU Sep 2018

The community is engaged to ensure they are receiving relevant information

Budget Submission to secure resources for Emergency Management Reforms Project and Flood Review (Community Development Resources)



All operational intelligence needs are identified

Flood intelligence requirements to be scoped

POW Report submitted FPU / RM-N

June 2019

Tsunami Data loaded onto COP

POW Work Completed RM-S June 2019

Incident Management personnel have access to dynamic data and information to support effective decisions

Flood Studies and maps collated and available on COP and WEBEOC

BAU Data available FPU Ongoing

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2.4 Be a socially and environmentally responsible organisation

* A respected organisation that improves its capacity to measure its impact on the environment.

Policies, systems and procedures are reassessed to gauge their environmental impact.

Review Policies, systems and procedures with a view to reducing the environmental footprint of SES and considering the social ramifications.

BAU Environmental impacts are considered as part of day to day business on an ongoing basis

All Ongoing

2.5 Maintain Operational Capability at a high state of readiness

* The delivery of an operational capability * Protection of the community * Response to the community’s needs

SES Operational Capability & Capacity

Development of Guidelines and triggers for the establishment of Regional and State Operation Centres

POW Guidelines developed

ADOR June 2019

Review SES equipment and vehicle standards

POW New standards approved by EMG

ADOR/ RM’s/ RO’s

June 2019

Conduct the State Skills Workshop

BAU Activity Conducted ADOR Nov 2018

Participate in State and Regional Exercises

BAU ≥ 18 exercises attended

All Ongoing

EM Coordination Capability & Readiness

Development of Guidelines and triggers for the establishment of RECC

POW Guidelines developed

ADEM June 2019

Re-establish the Regional Emergency Management Controllers Forum

POW Inaugural meeting conducted

ADEM December 2018

Coordination of Multi-Agency Exercises

Budget Submission to secure resources for Exercise and Lesson Management Unit



2.6 Manage expectations and understanding of capability

* Increased awareness of roles and functions * Increased awareness of capability

Enhance understanding of SES roles & functions (Ops & EMU) with Minister, TFS, TASPOL & other Agencies

Review SES Governance Framework in consultation with the Agency Management Group (AMG)

POW Presentation to AMG

DSES June 2019

Enhance understanding of Emergency Management with Minister & all other Agencies.

Develop Emergency Management Aide Memoire for EM elected officials

POW Emergency Management Aide Memoire presented to SEMC

ADEM June 2019

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Direction 3 Strategy Outcomes Deliverable Activity

BAU / POW

KPI Who When A

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3.1 Adopt Common Operating Systems

* People undertake work efficiently, collaboratively and seamlessly * Operational systems provide the capability to coordinate emergency services across all hazards

Common operating systems are: – Identified, including gaps – Reviewed – Risk-assessed – Prioritised.

Support the introduction and use of WebEOC

BAU WebEOC used for SES Exercises & Operations where appropriate

All Ongoing

Underpinning characteristics/ principles for new Common Operating Platforms (COPs) are agreed.

Contribute Flood data to the COP

POW Data Loaded FPU Ongoing

Implement AVL across SES Vehicle Fleet

POW Vehicles Fitted ADOR June 2019

3.2 Build a culture that delivers a collaborative approach – Values and behaviours – Policies and protocols – Stakeholder engagement

* Members achieve outcomes collaborating innately within the organisation and with external stakeholders. * Our organisation is receptive to approaches from other organisations to collaborate.

Characteristics of current culture are identified and measured.

SES Staff complete White Ribbon Training

BAU White Ribbon Training Completed

All Ongoing

Behaviours that support collaboration are described and communicated.

SES to promote its Values & Behaviours

BAU Awareness of Values & Behaviours is enhanced

All Ongoing

SES to participate in Respectful Workplaces activities

BAU Awareness of Values & Behaviours is enhanced

All December 2018

Training and education options to enable members to collaborate are identified.

SES to identify opportunities to collaborate with UTAS, TFS and Tasmania Police for the conduct of training and education opportunities

BAU Opportunities identified & acted on where appropriate

All Ongoing

Participate in the development and establishment of Project DELTA (Development Education Learning Training Assessment)

POW Ongoing Involvement MLD Ongoing

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3.3 Engage with other Agencies for Whole of Government (WoG) Reforms

* WoG reforms are appropriate for fire and emergency services

WoG reform participation is identified and prioritised.

ESCAD POW Active participation and representation on Project Committees

DSES September 2018

TasGRN POW Active participation and representation on Project Committees

ADEM 2021

Health & Well-being POW Active participation and representation on Project Committees

DSES November 2019

Emergency Management Reforms

POW Active participation and representation on Project Committees

DSES December 2018

Conexus POW Active participation and representation on Project Committees

DSES October 2018

3.4 Participate across the emergency management industry to add value to Tasmania

* Fire and Emergency Services are amongst leaders in contemporary emergency management. * Integrated and seamless operations exist with emergency management partners. * National initiatives are utilised to add value for Tasmania.

Fire and emergency services participate in AFAC and other national forums

Participate in AFAC Groups & Committees

BAU Active participation and representation at meetings

All Ongoing

Participate in ANZEMC Groups & Committees


DSES / ADEM Ongoing

Participate in the National Resilience Taskforce and the development of the National Risk Reduction Framework


ADEM Ongoing

Active participation in Regional, State and Departmental committees and working groups

Participate in State Level Groups & Committees including Executive and Administrative support to SEMC


All Ongoing

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Participate in Regional Level Groups & Committees including Executive and Administrative support to REMC


All Ongoing

Provide support to the Municipal Emergency Management Committees and Regional Controllers


RM's Ongoing

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Direction 4


KPI Who When V

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4.1 Develop and implement a Human Resources (HR) Capability Framework

* Engaged workforce * Consistent delivery of service across the organisation * Functionally proficient and diverse workforce * Demonstrated values through behaviours

People management systems reviewed and developed: – Executive Leadership Program – Employee/member Engagement Program – Quality Assurance review – Job/functional design – Consistent and reportable feedback system.

Maintain master leave plan and review SES leave policy

BAU Annually reviewed EMG Ongoing

Conduct staff team building field day activity

BAU Maximum staff participation

DSES/All No later than December 2018

Provide staff performance feedback and use feedback to develop state wide professional development priorities

BAU Completion of regular and annual performance feedback sessions for all staff members

All Managers Ongoing

4.2 Develop a Workplace Capability Plan (Culture and Leadership)

* Skilled and capable workforce * Sustainable succession plan * Embedded workplace safety culture * Motivated and engaged workforce * Highly effective volunteer support structure

Functional skill gap analysis completed and demographic risks identified.

Capability and Volunteer Training Needs Analysis in conjunction with SES Budget / Resource Planning

BAU TNA Completed MLD / ADOR March 2019

Develop a Staff Succession Management Strategy with consideration of a merit based selection process

POW Staff Succession Management Strategy developed

MLD June 2019

Organisation WH&S Framework reviewed.

Conduct the quarterly SES WHS Committee meetings

BAU ≥ 4 meetings ADOR Ongoing

Ensure compliance with new WHS legislation, including training and awareness of requirements

BAU Compliance with WHS Legislation

DSES/ADOR Ongoing

Fire and Emergency Services ‘wellness’ program developed.

Encourage participation in the DPFEM Wellness Program

POW Active promotion of Wellness Program initiatives

DSES Ongoing

Volunteer Sustainability and enhance SES volunteer profile

Review SES Volunteer suitability assessment and selection process

POW New Guideline issued DSES June 2019

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Maintain effective volunteer recruitment and retention strategies: - Uniforms - Facilities - Long Service Awards - Training - Utilisation - Equipment

BAU 550- 650 Volunteers All Ongoing

Promote SES Employer recognition scheme

POW Scheme Promoted DSES June 2019

A diverse and respectful workforce

Participation in the Male Champions of Change (MCC) Program

BAU Participation in Work Program

DSES Ongoing

Participation in the LGBTI Working Group


ADEM Ongoing

Participation in the White Ribbon initiative


All Ongoing

Participation in the Multicultural Steering Committee


DSES Ongoing

4.3 Development of a professional development pathway for volunteer and career staff

* Volunteers are valued and utilised for their skills particularly in training, command ad local knowledge * Career pathways ensure capability matches service delivery

Programs focussing on operational performance measures are developed and implemented.

Develop an Emergency Management Training Continuum

POW Production of an Emergency Management Training Continuum

SPEO June 2019

Key performance measures are developed.

Development of Role Descriptions for Operational and Non-Operational Volunteers

POW Role Descriptions Developed

DSES June 2019

Create Professional Development Opportunities for Staff

Implement a State wide staff professional development priorities plan

BAU Endorsed opportunities funded and achieved

MLD June 2019

Delivery of quality training Contribute to the development of the DPFEM E-Learning Platform

POW Participation in Work Program

MLD 2019

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Establish a common RTO POW Participation in Work Program

MLD 2019

Maintain Registered Training Organisation (RTO) compliance in line with ASQA requirements

BAU • ASQA Quality Indicator surveys conducted • ASQA Competency Completion report submitted • AVETMISS quarterly reporting completed

MLD/LISO Ongoing

Deliver learning and development in accordance with organisational priorities and Work Health and Safety requirements, including competency based training from the National Training Package PUA12

BAU • ≥ 150 training units (courses) delivered (competency and refresher) • ≥ 1,000 competencies/certificates

RTO’s/RO’s/ RM’s/MLD

Ongoing

Contemporary incident management – Enhance state-wide knowledge and consistency

BAU • Consistent Incident Management processes and supporting IT system implemented across SES regions • AIIMS Training delivered to applicable staff and volunteers.

ADOR/MLD/ RM’s

Ongoing

Liaise as required with ASQA for audit and scope of registration requirements

BAU 0 non-compliances MLD/RO’s/ RTO’s

Ongoing

Conduct regular moderation/validation reviews of assessments and training resource kits

BAU ≥7 TRK’s or assessment tools validated

MLD/RO’s/ RTO’s

Ongoing

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Completion of the SES Standard Operating Procedure 'Obtain ground based flood intelligence' and associated Learner Guide with supporting training

POW Release of the SES Standard Operating Procedure 'Obtain ground based flood intelligence' and associated Learner Guide with supporting training

MLD / ADOR

June 2019

4.4 Establish mechanisms to support proactive innovation

* Mechanisms are established to enable staff and volunteers to provide input into strategy and planning (innovation portal).

Mechanisms are established to enable staff and volunteers to provide input into strategy and planning (innovation portal).

SES Staff and Volunteers to get access to the Innovation Portal via the Conexus Project

POW Innovation Portal established on SES Webpage

ADEM October 2018

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Direction 5


KPI Who When

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5.1 Review Emergency Service Legislation

* New Emergency Service legislation that complements emergency management with contemporary administration and governance

Fire Service Act, 1979 review process is agreed with government and the review commenced

SES to contribute to the review

POW Nil DSES June 2019

Emergency Management Act Amendments Bill per Emergency Management Reforms

Engage the Office of Parliamentary Counsel and Stakeholders to developed the Amendments Bill

POW Proclamation of the Bill

DSES December 2018

5.2 Adopt good Structure and Governance, Corporate Risk Management and Business Disciplines that Meet Changing Needs

* Reduced organisational risk * Delivery of organisation priorities * Accountable and transparent reporting * Strategic approach to managing assets * Better management of finances * A new organisational structure is in place that is adaptable and responsive

A business continuity framework has been established.

Development/Review of Organisational Business Continuity Plan

POW Plan Developed DSES / ADOR

June 2019

Development of a Strategic Asset Management Plan

Maintenance of a Strategic Asset Management Plan (SAMP)

BAU Ongoing ADOR / DSES

Ongoing

Alignment of Regional Business Practices

Admin Staff Workshop to align administrative functions

BAU Streamlined Practices

ADOR / XO / /RM's

Ongoing

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5.3 Develop an appropriate funding model to enable service delivery

* Appropriate, resourced Emergency Services

Operating costs of Emergency Services are identified.

Development of a Sustainable Funding Model for SES as part of the Fire Service Act Review

POW Sustainable Funding Model developed

DSES 2019

5.4 Increase Efficiencies Through Integration Opportunities

* Organisation operating efficiently in an integrated business and executive environment.

Current KPIs/measures and existing tools are reviewed.

Continue to gather Corporate Performance Reporting (CPR) data

BAU Provision of Monthly reporting

All Ongoing

Review current CPR data reporting requirements

POW CPR Data Reviewed for relevance and need

All policies and procedural documents reflect legislative requirements where relevant and are contemporary and compliant

Review and consolidate all SES Polices per the DPFEM Policy & Guidelines Template

BAU Policies reviewed in accordance with their review cycle

EMG Ongoing

5.5 Implement an effective communication framework

*Communications framework optimises information flow between internal and external stakeholder groups

A Corporate Communications Strategy is developed

Review current communications mechanisms to inform strategy development

POW Communications Strategy Developed

DSES June 2019

Communicate to SES Members

Issue 2 regional newsletters published by each region HQ

BAU 2 / Annum RM's twice yearly

SES Gazettes published by State HQ twice yearly

BAU 2 / Annum SHQ twice yearly

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Release SES Shop Talk from the office of the Director as required

BAU Nil DSES As Required

Quarterly Internal Staff Update

BAU Produced Quarterly

All Quarterly

Ensure currency of SES website and intranet information updated

BAU Reviewed Quarterly

All Ongoing