Business Plan - Emergency Services Telecommunications Authority

ESTA - The community 

gateway to Victoria’s 

emergency services 

ESTA 2009/10 

BUSINESS PLAN

CEO Message 

ESTA’s 2009/10 Business Plan is forged in the wake of unprecedented 

environmental challenges facing Victoria’s fast-growing communities. 

Now more than ever, ESTA must mirror the strength and commitment of all 

Victorians through the continuous advancement of world-class multi-agency 

emergency and public safety communications services. 

ESTA is embarking on a program of work that reflects our status as a leader 

in the provision of multi-agency emergency communications services. Our 

2009/10 Business Plan is characterised by an ambitious program of works 

that creates and further builds capability for ESTA’s long term future by 

investing in leading-edge and interoperable state-wide technologies and 

infrastructure. 

In 2009/10 ESTA will commence projects to implement a unified communications 

platform, upgrade our core I/P network, prepare for the relocation of the Tally Ho 

State Emergency Communications Centre, separate call-taking and dispatch 

capabilities for fire services and build our community profile. 

We will commence, as a priority, the implementation of the ERC-funded 

‘Project 000’ program of works, including the consolidation of CFA and 

VicSES regional CTD and the implementation of a robust, sustainable and 

strategic regional CTD service for Ambulance Victoria. 

We will review our funding and performance management models in 

partnership with key central agencies to ensure we are well positioned to 

respond to future challenges, finalise EBA negotiations with our people, 

upgrade the mission critical Mobile Data Network and establish a strategic 

roadmap for our managed voice and data services. 

As ever, ESTA will continue to optimise processes, technology and facilities, 

draw upon the talent and commitment of our staff and work in partnership 

with our ESO colleagues to achieve our performance standards. 

This is a challenging phase in ESTA’s growth that we are energised to pursue 

and committed to achieve. 

Neil Foster 

Chief Executive Officer 

ESTA Business Plan 2009/10 

We will commence, 

as a priority, the 

implementation of 

the ERC-funded 

‘Project 000’ program 

of works, including 

the consolidation 

of CFA and VicSES 

regional CTD and the 

implementation of a 

robust, sustainable 

and strategic regional 

CTD service for 

Ambulance Victoria. 

03

04 ESTA Business Plan 2009/10 

Introduction 

Document Purpose 

In accordance with Section 27 of the 2004 Emergency Services Telecommunications Authority (ESTA) Act, this 

document represents the detailed Business Plan of the Emergency Services Telecommunications Authority for the 

2009/2010 financial year and should be read in conjunction with the ESTA Corporate Plan and 2009/10 Budget. 

This document provides an overview of ESTA’s strategic framework, operational commitments, managed services 

and program of works. 

Royal Commission Preface 

ESTA’s 2009/10 Business Plan has been developed in advance of the interim (August 2009) and final (July 2010) 

findings of the Victorian Bushfires Royal Commission being announced. 

ESTA will review this Business Plan based on the recommendations of the Commission, and make revisions 

accordingly. 

ESTA Legislation 

ESTA was established as a statutory authority pursuant to the Emergency Services Telecommunications Act 2004 

(ESTA Act). It commenced operations on 1 July 2005. ESTA’s predecessor was Emergency Communications 

Victoria (ECV). ESTA has the following legislative functions: 

(a) To provide or enable or control the provision by others of emergency telecommunications and other 

communication services. 

(b) To promote and develop policies and procedures to improve the standardand provision of emergency 

telecommunications and other communications services. 

(c) To advise the Minister on the administration of the ESTA Act and on any other matters referred to the 

Authority by the Minister for Police and Emergency Services. 

(d) Any other functions that are conferred on ESTA by the ESTA Act or any other Act.

About ESTA 

ESTA is the community gateway to Victoria’s emergency services; ESTA holds the legislative responsibility for 

handling Triple Zero calls and providing and managing operational communications for the dispatch of police, fire, 

ambulance and State Emergency Services in Victoria: 

The Victorian government has provided ESTA with a clear mandate to operate as a single point of accountability 

for Victoria’s emergency service telecommunications, partnering with Emergency Service organisations to achieve 

positive public health and safety outcomes. 

ESTA is Victoria’s pre-eminent provider of emergency services telecommunications, with a proven track record of 

service delivery performance and extensive demand, supply and resource management capability. 

ESTA is a mature service organisation with robust people, processes, stateof- the-art technology, infrastructure, 

redundancy arrangements and facilities committed to ESTA’s core business of emergency calltaking and dispatch, 

and provision of operational communication services to Emergency Service Organisations (ESOs). 

ESTA has a proven capacity to understand and respond to the needs of its customers, the community, 

government and other stakeholders through the high-performance delivery and continuous improvement of 

emergency and public safety communications. 

ESTA operates advanced recruitment, training and development functions that ensure a highly efficient and 

effective emergency communications workforce. 

ESTA manages complex and scalable managed service contracts for Victoria’s Mobile Data Network (MDN), 

Metropolitan Mobile Radio (MMR) and Emergency Alerting System (EAS). 

ESTA’s strategic objectives and program of works align to the sector wide strategies established by the 

Department of Justice, in collaboration with the ESOs. 

ESTA’s 2009/10 Budget 

This document is underpinned by ESTA’s 2009/10 Budget. 

ESTA is funded via set fees from the Emergency Services Organisations, which have not kept pace with ESTA’s 

growing activity and call demand. 

As a result, ESTA has realised operating losses in recent years, and this position is set to continue for the 

foreseeable future. 

ESTA is budgeting for a $4.8m loss for 2009/10. This is consistent with its forward estimate modelling from 

previous years. The magnitude of this loss has been reduced by an injection of $3m from the state budget to 

assist in meeting the growth in metropolitan demand. This one off revenue boost is an interim measure as ESTA 

prepares to provide a business case in support of a changed funding model for the provision of ESTA’s services. 

Analysis of the 2009/10 budget shows a significant increase in the size and scale of ESTA’s project work, driven 

by State funded initiatives and ESTA service imperatives. 

ESTA has identified funding for the 2009/10 Program of Works, however will be preparing a business case for 

funding to support the relocation of the Tally Ho SECC. 

The loss and the extensive program of work are able to be absorbed within ESTA’s current funding and cash 

reserve. It is predicted that this will result in a reduction of $7.5m in ESTA’s cash reserves in 2009/10. This 

position cannot be maintained into the future and will be addressed by the business case to review ESTA’s 

funding model for future years. 

A summarised breakdown of the ESTA 2009/10 Budget is provided in Appendix B. 

Introduction 

05


Introduction 

ESTA’s Structure 

Service Structure 

Delivery of ESTA’s core emergency and public safety communications services from the organisations’ State 

Emergency Communication Centres (SECCs) is the nucleus of ESTA’s business: 

Organisation Structure 

ESTA’s organisational structure is outlined below:

The table below describes these organisational capabilities: 

Organisation Capability Short Description 

State Emergency 

Communication 

Centres (SECCs) 

Office of the CEO 

ESTA Support 

Office Departments 

World Trade Centre 

(WTC) 

Tally Ho (THO) 

Ballarat (BAL) 

The WTC SECC is located in metropolitan Melbourne, and delivers ESTA’s core 

Call Taking and Dispatch services for Victoria Police and the Victorian State 

Emergency Service. 

The THO SECC is located in metropolitan Melbourne, and delivers ESTA’s core 

CTD services for Ambulance Victoria, the Metropolitan Fire Brigade and Country 

Fire Authority. 

The BAL SECC is located in regional Victoria, and delivers ESTA’s core CTD 

services for the Country Fire Authority and VicSES, and metropolitan call taking for 

Victoria Police. Regional CTD for Ambulance Victoria will commence transition to 

the Ballarat SECC from June 2010. 

The Office of the Chief Executive provides strategic executive oversight and direction across the ESTA 

organisation. In addition, the Office is directly responsible for the following business functions: 

- Corporate & Business Planning; 

- Business Development; and 

- Risk Management. 

Corporate 

Secretary 

Finance & 

Business Support 

Department 

Human Resources 

& Development 

Department 

Managed Services 

Department 

CTD Operations 

Department 

Technology & 

Communications 

Department 

Media & 


Introduction 

The Corporate Secretary is responsible and accountable to the CEO for the 

provision of leadership, direction, management control and reporting in relation to 

the following functions: 

- Corporate Governance; 

- Authority and associated Committee support; and 

- Legal, commercial and regulatory advice. 

The Department supports ESTA business activities through its responsibility 

for the following functions: 

- Financial management reporting and support services; 

- General administration and support including document and records 

management; 

- Quality systems; 

- Procurement; (responsibility to transition from Technology & 

Communications on September 1) 

- Project management (incorporating Program Office); and 

- Change administration 

The Department is responsible to attract, select, develop, retain and maintain 

a highly skilled and motivated ESTA workforce and provide a safe and healthy 

working environment. 

Areas of operational responsibility include recruitment, training and development, 

remuneration and conditions of employment, absenteeism, succession planning, 

industrial and employee relations, employee satisfaction and wellbeing, OH&S, 

performance management and dispute resolution. 

The Department is responsible for the management of the MDN, MMR, and 

EAS managed service contracts the under the terms of the respective Service 

Agreements between the State and Service Providers namely Motorola and VEC 

Pty Ltd. 

In addition, the Department will become responsible for the commercial 

management of the CAD software licensing and services agreement between 

ESTA and Intergraph from September 1. 

The CTD Department manages all aspects directly related to the delivery of 

ESTA’s core business of emergency call taking and dispatch (CTD) services. The 

Department manages the three State Emergency Communications Centres, 

and is responsible for resource planning, performance management / reporting / 

analysis necessary to ensure accurate and timely emergency event management. 

The activities of the Department are critical in ensuring the Victorian community 

receives optimum service delivery in the event of an emergency. 

The Department is responsible for the full lifecycle management of ESTA’s Call 

Taking and Dispatch(CTD) and corporate information and communications 

technology, processes and infrastructure. Specific areas of responsibilities include: 

- Information and Geospatial Management 

- CTD and Corporate Service Technology 

- Network and Communications infrastructure 

- Information Security 

- Building Service Management 

- Technology Contract Management and Procurement 

(responsibility to transition to Finance & Business Support on September 1) 

Media and Communications co-ordinate and facilitate internal and external 

communications and produce corporate publications. The department also 

provides media liaison and ministerial/government briefings. 

07


ESTA’s Strategic Framework 

Strategic Framework Overview 

ESTA’s strategic framework establishes the vision, mission, strategic imperatives and objectives of the 

organisation, in the following cascade: 

These are expanded below and overleaf: 

ESTA’s Vision & Mission 

ESTA’s vision and mission provide an aspirational strategic direction for the organisation: 

ESTA’s vision and mission contribute strongly to Victoria’s ‘Growing Victoria Together’ policy, and are 

grounded in the achievement of ESTA’s legislative mandate.

ESTA’s Strategic Imperatives (‘Pillars’) 

ESTA’s strategic framework is underpinned by the following organisational ‘pillars’, which represent the strategic 

imperatives ESTA must address in order to achieve the vision and enable the mission of the organisation. 

Pillar 1 

Continuity 

Continuity of service access & delivery 

When we deliver 

Pillar 2 

Reach 

State-wide service delivery 

Where we deliver 

Pillar 3 Pillar 4 

Performance 

Achievement 

of performance 

standards 

How we deliver 

Efficiency 

Effective 

service 

delivery 

Pillar 5 Pillar 6 

Partnerships 

Sector & 

Supplier 

Partnerships 

Community 

Community 

Awareness & 

Engagement 

To whom we deliver 

ESTA’s Strategic framework 

This pillar ensures ESTA has the capability and capacity to 

continuously deliver the organisations’ core services of emergency call 

taking and dispatch and operational communications. 

This pillar focuses on ESTA’s legislative mandate to deliver emergency 

and public safety communications services to metropolitan and 

regional Victoria and drives a uniform, world-class CTD solution 

across Victoria. 

These pillars focus on ESTA’s uncompromising effective achievement 

of the performance objectives set by the Victorian State government. 

These pillars ensure ESTA delivers and continuously improves services 

in partnership with stakeholders and engages the community to build 

awareness of Victoria’s ‘000’ call taking and dispatch services. 

09


ESTA’s Strategic Framework 

ESTA’s Strategic Objectives 

The following table outlines ESTA’s strategic organisational objectives, as defined in ESTA’s Corporate Plan. 

Pillar ESTA Strategic Objectives 

Continuity 

Reach 

Performance 

Efficiency 

Partnerships 

Community 

Continuity of Service 

Access & Delivery 

State-wide Service 

Delivery 

Achievement 

of Performance 

Standards 

Effective Service 

Delivery 

Sector & Supplier 

Partnerships 

Community 

Awareness & 

Engagement 

Interoperability of the people, processes, technology and data of ESTA’s 3 State Emergency 

Communication Centres (SECCS) 

Uninterrupted delivery of Emergency and Public Safety Communication Services. 

A funding model that enables ESTA to commit the resources required for service continuity 

State-wide delivery of Victoria’s emergency call taking and dispatch services by ESTA. 

Minimisation of service black spots to maximise emergency CTD access in Victoria. 

Integration of emerging voice and data technologies with emergency and public safety 

communications services to meet the needs of ESTA’s service partners for metropolitan and 

regional Victoria. 

The continuous achievement of OESC performance standards for ESTA services. 

Robust management information systems that monitor and report on ESTA’s service delivery 

capability, capacity and operational performance. 

Service provider compliance to contracted performance standards 

Continuous improvement of organisation-wide policies, processes and procedures 

Investment in leading-edge technologies and infrastructure that provide a highly secure, stable, 

accessible, recoverable and scalable platform for service delivery. 

Attraction, retention and motivation of highly capable people. 

Development of people’s skills and cross-functional capabilities. 

Develop and implement an environmental management strategy based on ISO 14001 to 

continuously improve the environmental performance of the organisation 

Further develop stakeholder partnerships based on cooperation, accountability, openness, 

communication, trust, flexibility, integrity, professionalism, competence, respect and tolerance. 

Integrate ESTA’s strategic planning with the strategic direction and priorities of sector partners 

and stakeholders. 

Establish and maintain community awareness of ESTA’s role 

Engage the community through effective ESTA interaction

ESTA’s Values & Behaviours 

Values & Behaviours 

ESTA is a highly professional and effective community service provider. ESTA’s Values and Behaviours underpin 

the activities of the organisation. 

Whether dealing with the public, ESO partners, interacting with each other or exercising managerial or supervisory 

responsibilities, ESTA’s Corporate Values and Behaviours support all decision making and actions and underpin 

service delivery to the community and employee relations at all levels. 

ESTA is committed to the following Values and Behaviours: 

• Quality Of Service & Performance 

• Treat People With Fairness, Integrity & Respect 

• Support, Encourage & Develop Staff 

• Work As A Team 

These Values and Behaviours are outlined in full in the ESTA policy “Code of Ethics and Business Conduct”. 

The principles are also replicated in ESTA policies and procedures supported by legislation at both State and 

Federal levels that deal with social, cultural and religious equity and respect, discrimination, human rights and 

responsibilities towards the disadvantaged and people with disabilities. 

Environmental Statement 

ESTA is committed to continuously improving the environmental performance of the organisation’s office-based 

and call centre activities. To do this, ESTA is developing and implementing an environmental management 

strategy based on ISO 14001 to ensure all government commitments are met and exceeded where practicable, 

including: 

• Setting and achieving objectives and targets to continuously improve ESTA’s environmental performance; 

• Reducing energy, water and paper usage; 

• Purchasing a proportion of energy as Green Power; 

• Increasing the percentage of waste which is reused or recycled; 

• Reducing greenhouse gas emissions; 

• Within established commercial parameters, make environmentally sound purchasing decisions and ensure that 

suppliers and contractors meet high standards of environmental performance; 

• Communicating ESTA’s environmental performance and achievements; 

ESTA’s Values & Behaviours 

• Ensuring all staff understand their responsibilities to assist in meeting commitments, and encouraging staff to 

participate in and provide feedback on ESTA’s environmental performance; and 

• Regularly reviewing ESTA’s environmental management and performance and striving for continual improvement. 

11


ESTA’s Service Delivery 

CTD Operations 

ESTA is responsible for emergency telecommunications, including taking emergency calls (000 calls), dispatching 

emergency services (police, ambulance, fire and SES), managing emergency events and related information 

transfer services. The following diagram shows the sequence of events relating to an emergency and 000 call and 

ESTA’s role in that process: 

ESTA Calltaking 

ESTA receives and processes emergency and non-emergency calls from the public and other agencies. The 

objective of ESTA calltaking is to quickly and thoroughly process calls so that the appropriate response can be 

provided as effectively as possible. This is achieved by: 

• Obtaining all the information required through ESTA Standard Operating Procedures; 

• Verifying the event location and accurately identifying it on the Computer Aided Dispatch (CAD) map; 

• Accurately entering all relevant information received into the CAD system for use by the Dispatcher selecting 

the appropriate event code; and 

• Processing updates and further information regarding an event status. 

In 2008/09 ESTA answered 1,827,106 calls (emergency and non emergency). 

ESTA Dispatching 

ESTA uses the information obtained and recorded by the Calltaker to dispatch emergency resources and monitor 

and update the status of events, using a sophisticated mix of technologies including computers, telephone and 

radio. ESTA dispatchers are responsible for co-ordinating an appropriate response to calls for service in different 

geographic locations by: 

• Managing event information; 

• Evaluating and prioritising emergency status; 

• Processing information and related event data; 

• Identifying the required response; and 

• Dispatching resources. 

In 2008/09 ESTA dispatched 1,295,302 events. 

During 2009/10, ESTA will maintain the organisation’s focus on call answer and dispatch speeds, and the 

quality of information provided to ESO partners to enable their most efficient and effective response. 

ESTA will continue to manage a robust system and process variation program that ensures fast-evolving needs 

of ESO partners are reflected in enhancements to ESTA’s Call Taking and Dispatch systems and processes. 

ESTA’s call taking and dispatch performance standards are outlined in Appendix A.

Managed Services 

ESTA will continue to be responsible for the commercial and performance management of the Mobile Data 

Network, the Metropolitan Mobile Radio and the Emergency Alerting Service These are Public Private Partnership 

contracts under the Partnership Victoria initiative and are build, own and operate end-to-end managed 

telecommunications services. 

These mission critical emergency networks are now well established and have become key elements of the ESOs 

day to day operations. 

The Mobile Data Network (MDN) 

The MDN is a wireless data network and a message switching system. It is integrated with the ESTA CAD and 

the Law Enforcement and Protection (LEAP) databases and linked to fixed and mobile data terminals in VicPol 

and AV vehicles and facilities. It operates at a data rate of about 19 Kbit/s and provides Automatic Vehicle 

Location (AVL) for nominated vehicles. 

Over 1000 VicPol and AV vehicles have been fitted with MDN terminals. The network covers the Melbourne 

metropolitan area, Geelong and the Mornington Peninsula. Coverage is achieved via some 30 radio antenna 

sites connected by redundant microwave radio links. Interface to the ESTA SECCs is via a wide area network 

utilising fibre, radio and leased lines services. The Service provider is Motorola Australia Pty Ltd. 

The Mobile Metropolitan Radio (MMR) Network 

The MMR network is a trunked digital radio system for the provision of voice communications across the 

greater metropolitan Melbourne and surrounding areas for VicPol, MFB and AV. It is also used by ESTA 

dispatch personnel. 

The MMR network enables encryption of all VicPol communications and through voice logging it is possible to 

record and provide time stamped call details of all communications. Approximately 8000 portable, mobile and 

fixed radio terminals have been supplied. The Service provider is Motorola Australia Pty Ltd. 

The Emergency Alerting System (EAS) 

ESTA’s Service Delivery 

The EAS is a satellite based messaging system for the delivery of emergency alerts, mission-critical and 

administrative messages to personnel in the CFA, AV and the SES throughout rural Victoria via pocket pagers. 

The EAS can transmit a variety of messages comprising Emergency, Non-Emergency and Administrative types. 

Messages may be input into the system by means of the ESTA CAD system, terminals located at ESO premises, 

intranet connections or through Operator Assisted Voice Services. The Service Provider is VEC Pty Ltd. 

13


ESTA’s 2009/10 

Partner Commitments 

Partner service standards and fees are outlined in Appendix A. 

ESTA Partner 

Ambulance Victoria 

Country Fire Authority 

Metropolitan Fire Brigade 

Victoria Police 

Victoria State Emergency Service 

Department of Sustainability & Environment (DSE) Fire Services 

Office of the Emergency Services Commissioner (OESC)

2009/10 Snapshot 

In 2009/10 ESTA is committed to the successful mobilisation of the Regional AV CTD implementation, a large-scale strategic 

AV priority. This is multi-year project that will establish ESTA CTD capability for all AV regions. ESTA will work with AV to build 

community awareness of Regional CTD services. 

In addition, ESTA will facilitate the integration of AV onto EAS, oversee the rollout of AV pagers and integrate regional AV CTD 

with the Mobile Data Network. ESTA will enhance non-emergency systems to meet evolving service needs and build and 

implement a generic CAD interface between ESTA and AV. ESTA will continue to deliver Call taking and Dispatch services for 

AV to agreed performance standards and provide the MMR and MDN Services 

In 2009/10 ESTA will separate Call-taking and Dispatch capability for CFA, enhancing ESTA’s service delivery efficiency and 

effectiveness for CFA. 

ESTA will work with CFA to consolidate regional CTD services, including resource and redundancy models and work 

collaboratively on a range of ERC-funded agency-lead projects, including regional radio terminals/field communications and a 

radio replacement program, allowing alignment of the DSE systems with those of the CFA. 

ESTA will continue to deliver Call taking and Dispatch services for AV to agreed performance standards and provide the EAS 

Service. As part of the 2009 ERC funding initiatives, ESTA will facilitate an upgrade of the EAS network to improve messaging 

capacity and coverage. 

As for CFA, ESTA will separate Call-taking and Dispatch capability for MFB, enhancing ESTA’s service delivery efficiency and 

effectiveness for MFB. 

In addition, ESTA will facilitate the integration of MFB onto the EAS, oversee the rollout of AV pagers 

ESTA will continue to deliver Call taking and Dispatch services for MFB to agreed performance standards and provide the 

MMR Service. 

In 2009/10, ESTA will assist Victoria Police to develop a robust business case for regional CTD services that positions ESTA 

to deliver a robust, sustainable and strategic regional VicPol CTD service that meets the current and future needs of Victoria’s 

regional community. 

ESTA will continue to deliver Call taking and Dispatch services for VicPol to agreed performance standards and provide the 

MMR and MDN Services. 

A 4 year extension of the MDN Contract is planned together with a substantial upgrade of the MDN technology and 

functionally. 

As part of the 2009 ERC funding initiatives, ESTA is facilitating expansion of the MMR network coverage to outer metropolitan 

areas. 

In 2009/10, ESTA will work with VicSES to consolidate regional CTD services, including resource and redundancy 

models, ,and work collaboratively on a range of ERC-funded agency-lead projects, including regional radio terminals/field 

communications and a radio replacement program. 

ESTA will continue to provide the EAS Service and as part of the 2009 ERC funding initiatives, ESTA is facilitating an upgrade 

of the EAS network to improve messaging capacity and coverage. 

ESTA will work collaboratively with DSE to integrate DSE onto the EAS network, and facilitate the rollout of DSE pagers (up to 

2,500) including distribution, OTA programming, training and mapping. 

IN 2009/10 ESTA will commence preliminary discussions with DSE regarding the development of a CAD Fire Map. In addition, 

ESTA will facilitate the integration of DSE onto the EAS, and oversee the rollout of DSE pagers. 

ESTA will continue to work within the OESC/ESTA Partnership agreement towards: 

ESTA’s 2009/10 Partner Commitments 

- Completing the implementation of recommendations from the OESC 2008 Non-Financial Audit report; 

- Implementing the new standards as determined by the Commissioner as a result of the ESTA Performance Measurement 

Methodology Project (refer overleaf); 

- Providing emergency and public safety communications advice to OESC for Victoria’s Emergency Warning System. 

15


ESTA’s 2009/10 Program of Works 

– Strategic Project Priorities 

Overview 

This section outlines the Program of Works ESTA will commence in the 2009/10 Financial year to achieve 

2009/10 Business Objectives, and in-turn the strategic objectives of the organisation. 

ESTA has developed milestones for all key projects, which will be monitored and reported during the year. ESTA’s 2009/10 

Program of Works is a key input to the Departmental planning process, and detailed Department plans. The table below 

provides a high level snapshot of the ESTA’s 2009/10 Strategic project priorities. Project list order does not reflect priority. 

KEY 

SY Single year - project completed in 09/10. 

MY Multi-year – project commenced in 09/10 and completed after 30/06/10 (but before 30/06/2012) 

• Project contributes to the achievement of the Strategic Pillar. 

Continuity 

Reach 

Strategic Pillar Alignment 

SY Enterprise Agreements • • • • 

SY Performance Measurement Methodology • • • • • 

SY Core I/P Network Upgrade • • • • 

SY Separation of CTD for Fire Services • • • • 

SY EAS New Customer Integration • • • • • 

SY MMR Coverage Expansion • • • 

SY Program Office Review & Enhancement • • • • • • 

SY Emergency Markers Data Collection System • • • 

SY Corporate Computing Infrastructure Refresh • • • 

SY Upgrade of Internet Site • • • 

SY 

Community Awareness and Engagement 

Framework 

• • 

SY Stakeholder Engagement Model • • 

SY CAD Contract Management Transition • • • 

SY EAS Contract Extension Options • • • • 

SY MMR Contract Extension • • • • 

SY Team Leader Training Capability • • • • 

SY Ballarat Technical Surge Capacity • • • • • 

MY Regional AV CTD Implementation • • • • • • 

MY MDN 2014 -Network Upgrade • • • • • 

MY Tally Ho Relocation • • • • • • 

MY Unified Communications (Triple Zero) Upgrade • • • • 

MY 

Non Emergency Patient Transport (NEPT) 

System 

• • • 

MY Generic CAD Interface • • • 

MY Funding Model Review • • • • • • 

MY EAS Network Upgrade • • • • • 

MY Non Emergency Scheduling System (NESS) • • • 

MY Consolidation of CFA & VicSES Regional CTD • • • • • 

These projects are described overleaf, listed in order of : 

• Single year (09/10) projects; followed by • Multi-year projects. 

Performance 

Efficiency 

Partnerships 

Community

2009/10 Program Governance Snapshot 


A robust program governance model has been established for ESTA’s 2009/10 Program of Works, characterised 

by a partnership between ESTA and stakeholder organisations. 

ESTA will work closely with the Department of Justice to co-ordinate the delivery of the ERC-funded ‘Project 000’ 

projects including pro-active contribution to agency-lead projects requiring ESTA involvement. 

ESTA will establish central agency representation on funded ERC project committees and provide regular project 

and ministerial reports as required by the Departments. 

The ESTA Program Office will play a central role in the co-ordination, resourcing and performance management of 

the program. 

17




Single-year Projects 

Enterprise Agreements 

Overview 

Negotiate and implement new Enterprise Agreements for operational employees and 

administrative and support employees 

Commencement Date May 2009 Completion Date January 2010 

Goal 

The ESTA Enterprise Agreements are intended to facilitate an environment conducive 

to employee job satisfaction, continuous productivity improvement and resourcing 

flexibility, through a workforce that is highly motivated and trained to an optimum level of 

competence, and appropriately rewarded. 

Measure of Success Enterprise Agreements signed off and implemented. 

Performance Measurement Methodology 

Overview 

The project will propose the design and implementation of a performance measurement 

methodology that will meet the current and future requirements of ESTA and address 

recommendations issued by the OESC via the Review of the ESTA Performance Measurement 

Methodology March 2008, and Non-Financial Performance Audit February 2009. 

Commencement Date June 2009 Completion Date June 2010 

Goal 

Measure of Success 

This project will aim to propose and implement a performance measurement 

methodology that: 

Meets the requirements of ESTA’s current and future organisational requirements; 

Accurately represents ESTA’s performance, and promotes continuous improvements; 

Address the concerns of the OESC by analysing and responding to recommendations 

listed in the Review and the Audit; and 

Is supported by all relevant external and internal stakeholders. 

Completion of the all project stages and determination of new performance Standards 

by the OESC,

Core I/P Network Upgrade 

Overview Core Network Upgrade 


Goal 


Separation of CTD for Fire Services 

Overview 

The aim of this project is to provide a mission critical high speed network, suitable for 

carriage of voice, video and data, connecting all ESTA Operational sites and Support 

Office(s) through a managed service, with the intention of further improving the level of 

service to ESTA’s customers. 

A fully redundant high speed network is in place and is capable of securely carrying 

ESTA voice, data and video services across all ESTA sites. 

All staff recruited at Tally Ho for FSV have been employed and trained at Dispatcher level. 

Staff recruited for Ambulance and Police are employed as Calltakers initially and can 

progress to Dispatcher on consolidation of skills. 

Recent events have highlighted the impact of the call taker/dispatcher function at Tally 

Ho where high call volumes were experienced and ESTA struggled to deal with the calls 

as the dispatching element was taking more time than normal. This created a backing 

up situation ultimately creating significant time to access a 000 operator. 


Goal 


EAS New Customer Integration 

The aim of this project is to separate the call taking and dispatching functions of the 

fire call taker/dispatchers at Tally Ho and align the processes and procedures at both 

centres. 

Call taking is a single function at THO and that all emergency calls can be answered at 

both centres from the one fire emergency queue. 

Overview Facilitate the integration of DSE, AV and MFB onto the EAS. 

Commencement Date July 2009 Completion Date June 2010 

Goal 

To seamlessly transition DSE, AV and MFB onto EAS without impacting the existing 

stakeholders. Note: Timing of this project will be dependent upon the agreed solution 

and implementation of the EAS Network Upgrade. 

Measure of Success All new Agencies transitioned onto EAS successfully at agreed times. 

MMR Coverage Expansion 

Overview Facilitate the provision of expanded MMR coverage to outer metropolitan Melbourne. 


Goal Expand MMR coverage in accordance with government initiatives. 



Government requirements for ERC funding allocation and MMR stakeholder 

requirements are met, without compromising current KPIs. 

19




Program Office Review & Enhancement 

Overview 

Consolidation of the functions of Program Office, Project Management and Change 

Administration. 

Commencement Date July 2009 Completion Date March 2010 

Goal 


Emergency Markers Data Collection System 

Overview 

To consolidate ESTA’s change and project management function into a single functional 

responsibility. The outcome will result in a more co-ordinated approach to change and 

project management, a consolidated program of work and delivery methodology with a 

focus on responsiveness, reporting and resourcing resulting in improved accountability, 

delivery and stakeholder satisfaction. 

A functional Program Office aligned to the agreed benchmark requirements incorporating 

appropriate structures, methodologies and reporting resulting in a live, co-ordinated, 

timetabled and committed program of works (incorporating change) aligned to business 

plans, resource plans and budgets for current and future works program cycles. 

The Emergency Marker program requires a mobile software application that will enable 

ESTA personnel, landowners and land managers to collect Emergency Marker data in a 

defined and consistent format. 

Commencement Date June 2009 Completion Date July 2009 

Goal 


Corporate Computing Infrastructure Refresh 

Overview 

To automate the Emergency Marker data collection process and create a seamless 

transition process into ESTA CAD. 

All Emergency Marker data is collected using automated system, a significant reduction 

in the amount of duplication and rework. 

Transition end-of-life corporate infrastructure, including desktop and application servers/ 

storage, to best practice solutions. 

Commencement Date June 2009 Completion Date April 2010 

Goal 


Upgrade ESTA corporate computing environment with hardware and applications which 

suit ESTA’s operational strategy, scalable for business growth. 

Centralised management and support of corporate infrastructure operating within 

manufacturer’s support and warranty framework. 

Enhancement of existing security, manageability and capability to deploy services within 

corporate environment.

EAS Variation Program 

Overview 

Management of the EAS contract involves facilitation of agency and contractor initiated 

variations to financial, technical and operational elements of these services. 


Goal 

Implement modifications in accordance with customer specifications for scope, time, 

cost and quality. 

Measure of Success Achievement of agreed variations in accordance with the required scope and timeframe. 

Upgrade of Internet Site 

Overview 

Review and redevelop ESTA internet site to enhance communication with, and 

engagement of, ESTA stakeholders (particularly Community, ESOs and employees). 

Commencement Date August 2009 Completion Date June 2010 

Goal 

Provide a meaningful and engaging communication tool which will enhance ESTA’s 

position within the sector and gain acceptance from key stakeholders. 

Measure of Success Annual client engagement survey and site traffic reports achieve KPIs. 

Community Awareness & Engagement Framework 

Overview To develop an ESTA community awareness and engagement program. 


Goal Develop an effective and scalable community awareness and engagement program . 

Measure of Success Community engagement survey conducted bi-annually. 

Stakeholder Engagement Model 

Overview Develop a stakeholder engagement model. 


Goal 



To build and maintain partnerships with key stakeholder (primary, secondary tertiary) 

organisations. 

ESTA stakeholder survey outcomes meet KPIs. 

Stakeholder relationships support the achievement of ESTA’s vision, mission and 

strategic imperatives. 

21




CAD Contract Management Transition 

Overview 

The responsibility for the commercial management of the CAD software licensing and 

services agreement will transfer to Managed Services Department in July 2009. It will 

be required to establish an organisation capability, align the contract management 

methodology with the established managed service contract framework and implement 

this within ESTA and Intergraph. 

Commencement Date September 2009 Completion Date March 2010 

Goal 


EAS Contract Extension Options 

Overview 

Implement standard commercial and performance management practices across the all 

contract under Managed Services Department responsibility. 

Standard practices consistent with existing EAS Contract Administration Manual. 

Stakeholder Satisfaction Survey. 

The message capacity and coverage of EAS Network will be substantial upgraded over 

the 2009/2011 financial years and the EAS Service Term expires in 2012. 

Within the current commercial framework, ESTA will assess the technology and 

operational functionality options available to Government that may be relevant to 

continuation of the EAS beyond the current Service Term. 

Commencement Date July 2009 Completion Date December 2009 

Goal 


MMR Contract Extension 

Overview 

To identify a commercially, technically and operationally acceptable solution for the 

continuation of the EAS Service from 2012 onwards. 

Submission of a preliminary report to the EAS SRC by end 2009 to ensure adequate 

time to address the recommended solution prior to 2012. 

The MMR Service Term expires in 2012 and the Contract has provisions for extension of 

the current Service Term by 2 years. The State must advise Motorola of its intentions by 

June 2010. 

ESTA will review operational requirements and new technology solutions within the 

existing commercial framework. 


Goal 


Determine the most cost effective technology solutions and commercial options to meet 

ESO requirements for the ongoing provision of the MMR Service. Recommendation to 

be completed by June 2010. 

Endorsement of recommended option for the ongoing delivery of the MMR Service by 

the MMR SRC.

Team Leader Training Capability 

Overview 

Finalise the development of the Team Leader training course / program, including a 

comprehensive Team Leader training package. Commence implementation of the course. 


Goal 


Ballarat Technical Surge Capacity 

Overview 


Ensure team leaders are properly trained in all aspects of their role including operational 

components and staff management components. 

ESTA’s Team Leader training is developed and the training of existing Team Leaders has 

commenced or has been scheduled. 

Provision of an additional 15 operational multi-agency call taking workstations for fire (not 

staffed) at the Ballarat SECC, to provide short-term surge capacity for the upcoming fire 

season. 

Includes procurement, configuration and installation of hardware, software, telephony 

and associated infrastructure and licensing. 

Commencement Date July 2009 Completion Date November 2009 

Goal Establishment of short term surge capability in the event of a major fire event. 

Measure of Success Ballarat surge capacity established in advance of the 2009/10 fire season. 

23




Multi-year Projects 

Regional AV CTD Implementation 

Overview 

Overview ESTA has been engaged to capture the requirements for Regional Ambulance 

Call taking and Dispatch, design the required solution, and deliver an ongoing service 

delivery capability to meet the needs of Ambulance Victoria in Regional Victoria. 

ESTA will undertake ‘rapid’ parallel project streams for the transition of people, 

commercial, process, technology and data in order to meet tight project timeframes; it is 

expected that existing regional CTD services provided by Ambulance Victoria will begin 

transitioning to ESTA in Q2 2010. 


Goal 


The Regional AV CTD implementation will achieve the following objectives: 

• Replace the interim CAD system in regional Victoria, with a centralised, long term 

scalable and robust solution 

• Enable efficient coordination between ESTA facilities utilising a common CTD system 

• Enable efficient interagency response and coordination 

• Provide disaster recovery and redundancy, particularly during critical events 

• Baseline and measure emergency response time targets (calltaking and dispatch 

performance measures) in regional Victoria 

• Ensure uniformity of operational and clinical standards with consistent use of policies 

and procedures 

• Provide efficiencies in processing, resulting in greater safety for staff, volunteers and 

members of the public 

A robust, sustainable and strategic regional AV CTD service (Emergency and Non 

Emergency Response) that meets the current and future needs of Victoria’s regional 

community.

MDN 2014 - Network Upgrade 

Overview 

Implementation of a 4 year extension of the current MDN Service Term to 2014. This 

will comprise an upgraded radio transmission network, operating system and refreshed 

in-vehicle terminals. 

Commencement Date July 2009 Completion Date Multi-year initiative ( ) 

Goal Successful transition of ESOs onto the new network by November 2010. 


Tally Ho Relocation 

Overview 

Seamless transition of mission critical services. 

Satisfaction of ESO stakeholders. 

Relocation of the Tally HO State Emergency Communication Centre (SECC) to a 

fit-for-purpose facility. 

Commencement Date June 2009 Completion Date Multi-year initiative ( ) 

Goal 


The aim of this program is to: 

Unified Communications (Triple Zero) Upgrade 

Overview 

• Confirm optimum SECC configuration for ESTA service delivery across the State 

• Relocate the Tally Ho SECC operation from 8 Lakeside Drive to a new location 

Operation from new SECC with no disruption to ESTA’s operational services or corporate 

obligations. 

Implement a unified communications platform with intelligent call routing and advanced 

Triple Zero call management. 


Goal 


Specify requirements for, procure and implement a new Unified Communications 

platform to meet ESTA’s current and future Triple Zero call delivery and management 

requirements. 

This will incorporate: 

• Designing the new Telephony Platform and Triple Zero call queues 

• Delivery of a new Triple Zero Telephony Platform 

• Implementation of a new call management capability 

• Integration of the new telephony platform with the CAD System 

• Transition of ESTA operations from the existing CustomNet Spectrum platform to the 

new telephony platform 

• Future capability to incorporate mixed media such as SMS, IVR, RVA, Video and Web 

services into ESTA CTD operations 

Measure of Success ESTA operating an integrated 000 communications and CAD environment. 

25




Non Emergency Patient Transport (NEPT) System 

Overview 

In accordance with the Non Emergency Patient Act 2003, Non Emergency Patient 

Transport (NEPT) Regulations came into effect from 1 February 2006. 

Regulations establish minimum standards for non-emergency transport and all NEPT 

services must be licensed in order to be able to transport patients in Victoria. 

Regulations apply to all NEPT services that offer or provide for the transport of persons 

on public roads (or air) to or from medical services (including those provided by 

ambulance services and transport services operated by hospitals): 

1. Using a stretcher carrying vehicle; or 

2. Where the persons being transported are provided with specialist clinical care or 

monitoring while being so transported. 

The Regulations cover the provision of classes of NEPT services – three levels of acuity 

are defined: low, medium and high, for both road and air transport. It is these levels 

of acuity that define which level of service and the skill of the crew that is required to 

transfer the patient. 

Commencement Date TBC Completion Date TBC 

Goal 


Generic CAD Interface 

The NEPT (Non Emergency Patient Transport) project will develop and deliver the 

required operational and system changes as agreed by Ambulance Victoria, in order 

to meet the Non Emergency Patient Transport Regulations which came into effect on 1 

February 2006. 

Successful implementation of the operational and system changes to meet the Non 

Emergency Patient Transport Regulations. 

Overview 

Establish an interface to send agency/customer-specific data from CAD 

system to external parties. 

Commencement Date June 2009 Completion Date May 2010 

Goal To deliver real time event data to agencies and external parties. 

Measure of Success Provision of dynamic data to external parties in ‘near real time’. 

Funding Model Review 

Overview 

As a part of the 2010/11 ERC cycle and in collaboration with DoJ, undertake a 

pricing/funding model review for ESTA. 

The final product will be an ERC submission for funding for 2010/11 and beyond 

that is designed to meet ESTA’s ongoing funding requirements consistent with its 

operational goals and responsive to its changing demand profile. 

Commencement Date July 2009 Completion Date May 2010 

Goal An ERC approved funding model outcome for 2010/11 and beyond 

Completed submission to ERC. 


ERC Approval for recommended model. 

Amended revenue stream for 2010/11.

EAS Network Upgrade 

Overview 

Upgrade the EAS Network message capacity and coverage in accordance 

with 2009 ERC bushfire funding initiatives. 

This may comprise provision of new antenna towers, transmission equipment, 

network software systems and a possible pager refresh. 

Commencement Date July 2009 Completion Date Multi-year initiative ( ) 

Goal 


Non Emergency Scheduling System (NESS) 

To meet operational requirements of the current and proposed new ESOs. . 

Target timeframe is 2010 Fire Season but is dependent on Service Provider 

Works Programme. 

Government requirements for ERC funding allocation and meeting EAS 

stakeholder requirements are met, without compromising current KPIs. 

Overview 

This project is to develop and implement the Non Emergency Scheduling 

System that will address the current systems limitations as identified by AV via 

NESS High Level Objectives and Business Requirements V2, 29 May 2006. 


Goal 


Consolidation of CFA & VicSES Regional CTD 

The key objectives of this project include: 


• Develop and implement the NESS product that meets the business 

requirements as per the NESS Functional Requirements 

• Develop and implement the NESS transition plan for ESTA Non Emergency 

CTD (Calltaker & Dispatch) & AV CTS to NESS , without any adverse 

impact to ESTA’s service performance & delivery 

• Develop and implement training and a training schedule/ plan for ESTA 

Operations 

• Identify and implement a roll out plan for authorised users of the external 

booking system (“Phase 2” ) 

• Ensure ESTA infrastructure requirements are identified and are in place to 

support the product and its users 

• Ensure operational and help desk procedures are identified and in place 

(after transition) to fully support the product and its users 

Successfully development and transition of Non Emergency Scheduling 

System to AV and ESTA users. 

Overview 

The scope and objectives of this project require detailed scoping with CFA and 

VicSES. 

Commencement Date TBC Completion Date TBC 

Measure of Success TBC 

27




External projects (With ESTA Involvement) 

ESTA has identified the following externally lead projects that will require input from ESTA. The extent of ESTA’s 

involvement in these projects is yet to be confirmed. 

Agency Lead ‘000 Response’ Projects 

Project Lead Agency(ies) Short Description 

CFA & VicSES Regional Radio Dispatch CFA/VicSES 

DSE Radio Terminal project 

DSE Pager project 

DSE 

VicSES Field Communications Project VicSES 

Community Emergency Warning System OESC 

Bushfires Royal Commission 

Radios and Network access to 

VICSES and CFA to ensure dispatch 

acknowledgment and field communications 

in regional operational areas. 

Radio replacement program, with 

5,350 radio terminals replaced, allowing 

alignment of the DSE systems with those 

of the CFA. 

Provision of 2000 pagers and training in the 

use of EAS to ensure improved coordination 

of activities with CFA and the deployment of 

the EAS to their operational staff. 

Radio terminal and network procurement 

program. 

A communication system to distribute 

community safety warnings for emergency 

events. 

Overview Manage involvement of ESTA in the Victorian Bushfire Royal Commission 

Commencement Date February 2009 Completion Date June 2010 

Goal 


Efficient and timely management of the provision of witnesses, requested 

information (via summons or otherwise) and submissions to the Royal 

Commission and other parties to ensure an accurate record of ESTA’s 

operations before and during the events of February 2009. 

- Satisfaction of externally imposed timetables for the provision of information; and 

- Accurate record of ESTA’s performance.

Appendix A: Service 

Standards & Service Fees 

ESTA reports operational performance monthly, in accordance with the qualitative and quantitative standards determined 

by the Emergency Services Commissioner. 

These standards form Appendix C of the administrative arrangements of the Emergency Services Telecommunications 

Authority Act 2004. 

Note: The service standards outlined below are non-exhaustive summary tables only. 

Ambulance Victoria 

Service Standards 

Call Taking 

Dispatch 

Service Fees 

Non-exhaustive Summary 

Service Standard Target 

Call Answer Speed (Emergency) 

>=90% in 5 sec 

>=95% in 30 sec 

Call Answer Speed (Non Emergency) 

>=90% in 30 sec 

>=95% in 60 sec 

* Accuracy of Event Location >=99.1% 

* Accuracy of General Event Information >=99.7% 

* Accuracy of Event Types >=97.6% 

* Accuracy of Netcom Event Detail >=97.9% 

Dispatch Speed Code 1 

>=90% in 150 sec 

>=95% in 250 sec 

Dispatch Speed Code 2 

>=90% in 300 sec 

>=95% in 500 sec 

* Appropriateness of allocated resources >=97.9% 

* Accuracy of General Event Information >=99.8% 

* Method of Dispatch Notification 100% 

09/10 Fee Notes 

Base CAD Service Fee 12,367,799 Based on 3% increase on 2008/09 

MDN Fees 4,862,751 Estimated 2009/10 Fee 

MMR Fees 4,581,020 Estimated 2009/10 Fee 

EAS Fees 93,347 Estimated 2009/10 Fee 

Ambulance Victoria Regional CTD TBD 

Total 21,904,917* 

Appendix A: Service Standards & Service Fees 

* Based on information available and completed changes and variations at date of preparation 

29




Country Fire Authority 

Service Standards (Fire Services Victoria Standards Also Apply to MFB) 

Call Taking 

Dispatch 

Service Fees 



Call Answer Speed 

* Accuracy of Event Location >=98% 

>=90% in 5 sec 

>=95% in 30 sec 

* Accuracy of Additional Information >=99.5% 

* Accuracy of Event Types >=99% 

Dispatch Speed 

Fire Service Call: 

Automatic Alarms 

>=90% in 120 sec 

>=98% in 290 sec 

>=90% in 28 sec 

>=98% in 75 sec 

Other Agency Presentation >=90% in 50 sec 

EMR events 

Manual Operations 

>=90% in 28 sec 

>=98% in 75 sec 

>=90% in 150 sec 

>=98% in 320 sec 

* Appropriateness of allocated resources >=97.9% 



Ballarat Project 1,065,000 Based on ERC Outcome 

EAS Fees 23,261,193 Estimated 2009/10 Fee 

EAS Expanded Capability TBD 

Total 33,796,093* 

* Based on information available and completed changes and variations at date of preparation

Metropolitan Fire Brigade 

Service Standards (Fire Services Victoria Standards Also Apply to CFA) 

Call Taking 

Dispatch 

Service Fees 




Accuracy of Event Location >=98% 

>=90% in 5 sec 

>=95% in 30 sec 

Accuracy of Additional Information >=99.5% 

Accuracy of Event Types >=99% 


Fire Service Call: 

Automatic Alarms 

>=90% in 120 sec 

>=98% in 290 sec 

>=90% in 28 sec 

>=98% in 75 sec 

Other Agency Presentation >=90% in 50 sec 

EMR events 

Manual Operations 

>=90% in 28 sec 

>=98% in 75 sec 

>=90% in 150 sec 

>=98% in 320 sec 

Appropriateness of allocated resources >=97.9% 



MMR Fees 3,471,480 Estimated 2009/10 Fee 

Total 8,999,333 * 



31




Victoria Police 


Call Taking 

Dispatch 

Operational 


Service Fees 




>=80% in 5 sec 

>=95% in 60 sec 

Accuracy of Event Location 85% pass rate 

Accuracy of General Information 85% pass rate 

Accuracy of Event Types 85% pass rate 

Adherence to VicPol Structured Calltaking 85% pass rate 


Priority 1 Dispatches 



>=80% in 160 sec 

>=90% in 240 sec 

>=80% in 300 sec 

>=90% in 715 sec 

>=80% in 160 sec 

>=90% in 1260 sec 

Application of appropriate resource 95% pass rate 

Volume of accurately relayed General Event 

information 

95% pass rate 

Effective response to inbound communications 

from VicPol resources 

95% pass rate 

Appropriate level of response to Requests for 

advice, assistance, information and resources. 

95% pass rate 



MDN Fees 18,178,533 Estimated 2009/10 Fee 

MMR Fees 23,508,796 

Total 63,438,138 * 

Estimated 2009/10 Fee (including 

MMR Blackspot funding) 

* Based on information available and completed changes and variations at date of preparation

Victoria State Emergency Service 




Call Taking Call Answer Speed 

Dispatch 

Service Fees 


Calls from the Field 

>=80% in 5 sec 

>=90% in 60 sec 

Priority 1 Dispatches >=90% in 50 sec 

Priority 2 & 3 Dispatches >=90% in 460 sec 

>=80% in 20 sec 


>=90% in 60 sec 


Ballarat Project 502,000 Based on ERC outcome 

EAS Fees 253,547 Estimated 2009/10 Fee 

Total 3,377,071 * 



33


Appendix B: 

ESTA 2009/10 Budget Summary 

Budget Overview 

ESTA’s long term objective is to maintain a sustainable financial base that ensures it has the capability to maintain staffing 

and systems at a level that continues to meet required service standards. 

ESTA continues to face the challenge of a significant increase in demand for services in an environment of fixed funding. 

In 2008/09 ESTA in collaboration with the Department of Justice sought to address the ongoing shortfall, resulting in a 

submission for ongoing funding to meet the growth in metropolitan demand. 

The submission was a partial success and has resulted in a one-off injection of $3m which will be used to reduce the 

impost of the ongoing increased staffing. 

In 2009/10 ESTA intends on resubmitting into government for further funding as a result of a detailed review of the funding 

base, cost drivers with a view to changing the way in which ESTA is funded into the future. ESTA’s funding model review is 

one of the key projects set down in the 2009/10 program of work. 

In the meantime ESTA will be budgeting for a loss of $4.8m. This includes the most significant project and capital budgets 

ever undertaken by ESTA and exceeds $14.2m (excluding the EAS expansion project). 

It is expected that this program of replacement and development projects will reduce ESTA’s liquidity in the order of 

$11.5m. This is achievable within the current ESTA funding envelope and will be achieved with a mix of direct ERC funding 

and accessing ESTA’s existing financial reserves. 

Revenue 

ESTA revenue sources are made up of ESO payments for the base CAD service and variations, payments for the managed 

services (MMR, EAS, MDN), direct appropriations from the Department of Justice for support of the managed services 

contracts, fees from private alarm companies and interest on cash balances. 

CAD service fees are at set rates that vary according to the Department of Treasury and Finance’s funding model which 

applies a CPI rise to Departmental appropriation annually. For ESTA in 2008/09 this represents a 3% increase in fees over 

2008/09. This fee calculation methodology has been in place since ESTA/ECV was established and effectively means 

that, despite continuous growth in activity levels, ESTA has not had any real ongoing core service fee increase since its 

establishment in 2002. 

Along with the $3m increase in base funding for 2009/10, revenues flow for project funding for Ambulance Victoria, CFA, 

VicSES for their statewide services, totalling nearly $2.8m along with $823k in current funding to provide enhanced surge 

capacity at Ballarat. 

Expenditure 

Total expenditure is budgeted to increase by over $8m in 2009/10. This is mostly attributable to initiative funding from 

government and an increased project commitment for the year. The expenditure on the managed services contracts has 

increased by $2m for the year, operations by $1.7m, support by $2m and projects by approx $2.3m. 

Cash Management 

ESTA maintains cash balances with both Westpac for its day to day operating funds as well as maintaining investments 

with Treasury Corporation Victoria. 

ESTA’s cash holdings balance is approximately $36.8m. An amount of $14.5m included in this balance is a contingency 

funding reserve for the delivery of the SIPSaCS contracted services. It represents the contingency balances held on behalf of 

the parties to the MMR, MDN and EAS contracts. It is not available to be allocated to ESTA’s day to day operating activities.

The remainder of the funds represent a balance equivalent to the value of ESTA’s staff entitlements and an 

accumulated depreciation equivalent to ensure that ESTA is able to maintain an asset replacement program 

suitable to meet the demands of a mission critical response service and a small amount to meet day to day 

operations of ESTA. There is very little discretion in the application of these funds. It is expected that in 2009/10 

this reserve will diminish by approximately $11.5m. This is attributable to the ongoing losses and the extended 

capital program in this year. 

Capital Programme 

ESTA has developed a long term asset replacement program which is updated each year. By ‘banking’ 

a depreciation equivalent each year it is possible to maintain a long term strategy to ensure systems and 

infrastructure are maintained and replaced as appropriate without the need to seek central funding. It is expected 

that ESTA’s long term capital strategy will continue to succeed if the base level of fees continues to meet the yearon-year 

operating demands. 

Because of the drain on funds caused by the unfunded growth in activity levels and hence operating costs, 

ESTA’s current capital program is not capable of meeting all of the demand growth of the future. It is expected 

that the business case addressing ESTA’s funding model will address this before it becomes an issue affecting 

ESTA’s current strategy. 

ESTA Operating Budget: Summary 

Appendix B: ESTA 2009/10 Budget Summary 

Profit and Loss Summary Budget Interim Budget Var. to % 

2008/09 2008/09 2009/10 08/09 Int. 

Total Revenue 135,004,171 137,017,137 144,925,697 7,908,560 5.77% 

Total Expenditure 141,652,713 142,779,657 149,748,079 6,968,422 4.88% 

ESTA Budgeted Result (6,648,541) (5,762,520) (4,822,381) 940,139 

*Interim Results as at 10 July 2009 

* Interim Results as at 10 July 2009 

ESTA (ex-PPP Contracts) Budget Interim Budget Var. to 

08/09 

% 

2008/09 2008/09 2009/10 Int. 

Operations Revenue 50,413,535 51,048,502 58,411,230 7,362,728 14.42% 

PPP Funding (Administration) 6,477,589 5,876,042 6,644,400 768,358 13.08% 

Interest 2,223,677 1,961,233 1,098,000 (863,233) (44.01%) 

Other Income 525,996 979,635 561,400 (418,235) (42.69%) 

59,640,797 59,865,412 66,715,030 6,849,618 11.44% 

Operations Expenditure 

Operations 41,745,997 41,729,212 43,871,700 2,142,488 5.13% 

Support 20,345,807 20,890,438 25,067,743 4,177,305 20.00% 

62,091,804 62,619,650 68,939,443 6,319,793 10.09% 

Margin (2,451,007) (2,754,238) (2,224,413) 529,825 



35


Appendix B: 

ESTA 2009/10 Budget Summary 

Managed Services (Contracts 

only) Budget Interim Budget Var. to % 

2008/09 2008/09 2009/10 08/09 Int. 

MDN Revenue 22,664,220 23,038,563 23,041,284 2,721 0.01% 

MDN Expenditure 22,815,805 24,161,087 23,814,014 (347,073) (1.44%) 

(151,585) (1,122,524) (772,730) 349,794 

MMR Revenue 29,228,866 29,502,655 31,561,296 2,058,641 6.98% 

MMR Expenditure 32,042,991 30,957,107 32,798,474 1,841,367 5.95% 

(2,814,125) (1,454,452) (1,237,179) 217,273 

EAS Revenue 23,470,288 24,610,507 23,608,087 (1,002,420) (4.07%) 

EAS Expenditure 24,702,113 25,041,813 24,196,147 (845,666) (3.38%) 

(1,231,825) (431,306) (588,060) (156,754) 

Contracts Summary 

Revenue 75,363,374 77,151,725 78,210,667 1,058,942 1.37% 

Expenditure 79,560,909 80,160,007 80,808,635 648,628 0.81% 

Margin (4,197,535) (3,008,282) (2,597,969) 410,313 



ESTA Operating Budget: Notes 

The presentation of the operating budget in 2009/10 is designed to show the operating financial performance of 

ESTA, identifying separately the revenues and expenditures of the PPP Contracts. 

The loss position is reduced for 2008/09 (interim result). This is mainly attributable to the one off injection of $3m 

of revenues for managing metropolitan demand. 

During 2009/10 it is intended to prepare a business case in support of supplementation to fund ESTA to meet the 

demand growth. The business case will outline the need for ongoing review beyond the initial supplementation via 

a type of demand driven funding model. 

The operating budget includes elements from the recent State Budget and includes the full amounts for statewide 

VicSES and CFA, $1.3m of project funding and expenditure for the AV regional project and the $3m operating for 

managing metropolitan demand. It also includes the $823k for enhancement of the surge capacity at Ballarat and 

the funding for enhanced MMR coverage. 

The capital budget includes amounts for capital requirements for the Ballarat development and the surge capacity 

projects. 

The budget excludes amounts provided for the EAS Enhancement Program as the detailed timing of the 

application of the budget is yet to be established.

Balance Sheet Budget 

The Balance Sheet budget (below) shows significant 

downward movement in the balances of both assets 

and liabilities. These result from the amortisation of 

the Service Development leases on MMR, MDN and 

EAS. This will continue into coming periods through 

to the end of the initial service terms. 

The other major movements in the balance sheet are 

the reduction in cash holdings and the progressive 

reduction in owner’s equity. Continuing losses at the 

current level will all but extinguish the state’s equity 

over the next two years. 

Cash Forecast 

The cash forecast indicates a significant decrease in 

cash holdings during 2009/10. This is as a result of 

a planned draw down of the Service Development 

contracts contingency funds, a $10m capital 

program that will exceed the depreciation allowance 

in the current budget and a significant loss position 

resulting from increased demand in a fixed revenue 

environment. The capital program includes a range 

of initiatives from the state budget along with the 

continued capital replacement and enhancement 

program undertaken each year. 

The reduction in cash holdings and interest rates 

will result in ongoing reduced interest revenues. This 

trend of reducing cash balances further justifies the 

need to apply for a business case in support of a 

review of the current ongoing revenues. 

Balance Sheet Budget 

30 June 

2009 

(Interim) 

30 June 

2010 

Current Assets 

Cash and Investments 36,819,860 25,362,633 

Receivables 5,261,584 5,250,000 

Accrued Revenue/Prepayments 7,341,802 7,500,000 

49,423,246 38,112,633 

Non Current Assets 

Communications Equipment 90,070,418 62,503,307 

Other Assets 11,922,662 12,836,916 

101,993,080 75,340,223 

Total Assets 

Appendix B: ESTA 2009/10 Budget Summary 

Current Liabilities 

Accounts Payable 10,360,528 5,797,077 

Accruals 5,565,115 6,213,809 

Leases 35,084,236 35,084,236 

Staff 5,095,282 4,250,000 

56,105,161 51,345,122 

Non Current Liabilities 

Leases 73,247,352 40,847,352 

Staff 2,367,291 2,367,291 

75,614,643 43,214,643 

Total Liabilities 131,719,804 94,559,765 

Net Assets 19,696,522 18,893,091 

Equity 

Contributed Capital 30,883,456 34,902,406 

Current Year Earnings (5,762,520) (4,822,381) 

Retained Profit/(Loss) (5,424,414) (11,186,934) 

19,696,522 18,893,091 

Cash Flow Summary 2009/10 

Opening Balance (interim) 36,819,860 

Cash Inflows (Operating and Projects) 144,426,721 

Cash Inflows (Contributed Capital) 4,016,950 

Operating Cash Expenditures 147,647,509 

Contingency Claims 1,648,440 

Capital Budget 10,604,950 

Closing Balance 25,362,633 

Net Movement in Cash Reserves (11,457,227) 

37


Acronyms used 

throughout this document 

Acronyms 

Abbreviation Stands For 

AV Ambulance Victoria 

AVL Automatic Vehicle Location 

BAL Ballarat 

CTD Call-taking & Dispatch 

CAD Computer Aided Dispatch 

CALD Culturally & Linguistically Diverse 

CFA Country Fire Authority 

DHS Department of Human Services 

DoJ Department of Justice 

DSE Department of Sustainability & Environment 

DTF Department of Treasury & Finance 

EAS Emergency Alerting System 

ECV Emergency Communications Victoria 

ERC Expenditure Review Committee 

ESTA Emergency Services Telecommunications Authority 

ESOs Emergency Service Organisations 

GIS Geographic Information Systems 

GPS Global Positioning Satellite 

ICC Incident Control Centre 

IT&T Information, Technology & Communications 

LEAP Law Enforcement & Protection 

MDN Mobile Data Network 

MERO Municipal Emergency Response Officer 

MFB Metropolitan Fire & Emergency Services Board 

MMR Metropolitan Mobile Radio 

NEPT Non-emergency Patient Transport 

NESS Non Emergency Scheduling System 

OESC Office of the Emergency Services Commissioner 

OTA Over-The-Air 

PPP Public Private Partnership 

SAN Storage Area Network 

SECC State Emergency Communication Centre 

SMS Short Messaging Service 

THO Tally Ho 

WOVG Whole of Victorian Government 

WTC World Trade Centre 

VicPol Victoria Police 

VICSES Victorian State Emergency Services 

VOIP Voice Over Internet Protocols

ESTA 

Level 6, 215 Spring St, Melbourne VIC 3000 

Phone: 8656 1200 

www.esta.vic.gov.au

Business Plan - Emergency Services Telecommunications Authority

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