House of Assembly Fifty-Fourth Parliament, First Session (54-1) 54 1 Parliament of South Australia House of Assembly published Answers to Questions Metropolitan Fire Service Metropolitan Fire Service Mr ODENWALDER House of Assembly Elizabeth Metropolitan Fire Service 457 Mr ODENWALDER (Elizabeth) (17 October 2018). Can the minister explain what is meant (in Budget Paper 4, Volume 2, p84) by 'aligned behaviour management, cultural renewal and diversity strategies'? The Hon. C.L. WINGARD House of Assembly Gibson Minister for Police Minister for Recreation Metropolitan Fire Service The Hon. C.L. WINGARD (Gibson—Minister for Police, Emergency Services and Correctional Services, Minister for Recreation, Sport and Racing): I have been advised: The SA Metropolitan Fire Service (MFS) operates within a high-risk industry and the loss of large numbers of firefighters and officers constitutes a major risk to the organisation and the community. Consequently, the MFS has placed high priority on workforce planning and developing strategies associated with the recruitment, development and management of personnel. This has included increased emphasis on developing expertise (rather than merely competency) and clearly defining the skills, attributes, abilities and behaviours that enhance the effectiveness and safety of our personnel. In planning to transition through the projected period of workforce renewal, the MFS identified a number of key priorities. These included: Clearly defining the demands placed on contemporary firefighters, their roles and required capabilities and attributes to ensure recruitment processes select the best possible candidates on merit. Capturing and documenting the key learnings, skills, capabilities and behaviours of our existing workforce that have allowed them to safely and effectively serve the South Australian community before these personnel retire. Identifying potential strategies to enhance the diversity of the MFS workforce so that it more closely reflects the community it serves while maintaining valid recruitment standards and principles of merit. When adopted internationally, these strategies have resulted in enhanced community outcomes. Proactively adopting behaviour management and cultural renewal strategies that recognise the good outcomes and behaviours that typify MFS personnel to ensure these continue into the future and to address potential concerns that the MFS may face behavioural or cultural issues documented in other para-military or military institutions. To ensure the effectiveness and efficiency of these initiatives the MFS has developed an aligned workforce renewal strategy with the following components: 1.	The MFS Doctrine. 2.	Aligned behavioural management, cultural renewal and diversity strategies. 3.	Firefighter Wellness, Wellbeing and transition to retirement. In 2017, the MFS published its new organisational doctrine that clearly outlines the organisation's strategic direction and priorities, defines the organisation's service responsibilities and the nature and demands of emergency operations. The Doctrine also clearly defines the organisation's values and principles of risk, safety and emergency operations. The Doctrine serves a number of purposes. It documents the commitment of the MFS to put the needs of the community first. It clearly defines the demands of firefighting, the values and behaviours required to serve as a safe and effective emergency responder. It also captures key principles and learnings (from research and consultation with personnel) that maximise the safety and effectiveness of MFS firefighters in emergency situations. MFS behaviour management, cultural renewal and diversity strategies align to the Doctrine. The primary purpose of these strategies is to ensure that during a period of workforce change and transition all employees are consistently informed of behaviours and practices expected of all MFS employees. Diversity strategies are aligned to behaviour and culture because it is recognised that changes to workforce demography should be implemented in ways that are positive, non-threatening and in no way seen to reflect poorly on the behaviour or capability of existing employees.