Business Plan - Emergency Services Telecommunications Authority
Business Plan - Emergency Services Telecommunications Authority
Business Plan - Emergency Services Telecommunications Authority
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ESTA - The community<br />
gateway to Victoria’s<br />
emergency services<br />
ESTA 2009/10<br />
BUSINESS PLAN
CEO Message<br />
ESTA’s 2009/10 <strong>Business</strong> <strong>Plan</strong> is forged in the wake of unprecedented<br />
environmental challenges facing Victoria’s fast-growing communities.<br />
Now more than ever, ESTA must mirror the strength and commitment of all<br />
Victorians through the continuous advancement of world-class multi-agency<br />
emergency and public safety communications services.<br />
ESTA is embarking on a program of work that reflects our status as a leader<br />
in the provision of multi-agency emergency communications services. Our<br />
2009/10 <strong>Business</strong> <strong>Plan</strong> is characterised by an ambitious program of works<br />
that creates and further builds capability for ESTA’s long term future by<br />
investing in leading-edge and interoperable state-wide technologies and<br />
infrastructure.<br />
In 2009/10 ESTA will commence projects to implement a unified communications<br />
platform, upgrade our core I/P network, prepare for the relocation of the Tally Ho<br />
State <strong>Emergency</strong> Communications Centre, separate call-taking and dispatch<br />
capabilities for fire services and build our community profile.<br />
We will commence, as a priority, the implementation of the ERC-funded<br />
‘Project 000’ program of works, including the consolidation of CFA and<br />
VicSES regional CTD and the implementation of a robust, sustainable and<br />
strategic regional CTD service for Ambulance Victoria.<br />
We will review our funding and performance management models in<br />
partnership with key central agencies to ensure we are well positioned to<br />
respond to future challenges, finalise EBA negotiations with our people,<br />
upgrade the mission critical Mobile Data Network and establish a strategic<br />
roadmap for our managed voice and data services.<br />
As ever, ESTA will continue to optimise processes, technology and facilities,<br />
draw upon the talent and commitment of our staff and work in partnership<br />
with our ESO colleagues to achieve our performance standards.<br />
This is a challenging phase in ESTA’s growth that we are energised to pursue<br />
and committed to achieve.<br />
Neil Foster<br />
Chief Executive Officer<br />
ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
We will commence,<br />
as a priority, the<br />
implementation of<br />
the ERC-funded<br />
‘Project 000’ program<br />
of works, including<br />
the consolidation<br />
of CFA and VicSES<br />
regional CTD and the<br />
implementation of a<br />
robust, sustainable<br />
and strategic regional<br />
CTD service for<br />
Ambulance Victoria.<br />
03
04 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
Introduction<br />
Document Purpose<br />
In accordance with Section 27 of the 2004 <strong>Emergency</strong> <strong>Services</strong> <strong>Telecommunications</strong> <strong>Authority</strong> (ESTA) Act, this<br />
document represents the detailed <strong>Business</strong> <strong>Plan</strong> of the <strong>Emergency</strong> <strong>Services</strong> <strong>Telecommunications</strong> <strong>Authority</strong> for the<br />
2009/2010 financial year and should be read in conjunction with the ESTA Corporate <strong>Plan</strong> and 2009/10 Budget.<br />
This document provides an overview of ESTA’s strategic framework, operational commitments, managed services<br />
and program of works.<br />
Royal Commission Preface<br />
ESTA’s 2009/10 <strong>Business</strong> <strong>Plan</strong> has been developed in advance of the interim (August 2009) and final (July 2010)<br />
findings of the Victorian Bushfires Royal Commission being announced.<br />
ESTA will review this <strong>Business</strong> <strong>Plan</strong> based on the recommendations of the Commission, and make revisions<br />
accordingly.<br />
ESTA Legislation<br />
ESTA was established as a statutory authority pursuant to the <strong>Emergency</strong> <strong>Services</strong> <strong>Telecommunications</strong> Act 2004<br />
(ESTA Act). It commenced operations on 1 July 2005. ESTA’s predecessor was <strong>Emergency</strong> Communications<br />
Victoria (ECV). ESTA has the following legislative functions:<br />
(a) To provide or enable or control the provision by others of emergency telecommunications and other<br />
communication services.<br />
(b) To promote and develop policies and procedures to improve the standardand provision of emergency<br />
telecommunications and other communications services.<br />
(c) To advise the Minister on the administration of the ESTA Act and on any other matters referred to the<br />
<strong>Authority</strong> by the Minister for Police and <strong>Emergency</strong> <strong>Services</strong>.<br />
(d) Any other functions that are conferred on ESTA by the ESTA Act or any other Act.
About ESTA<br />
ESTA is the community gateway to Victoria’s emergency services; ESTA holds the legislative responsibility for<br />
handling Triple Zero calls and providing and managing operational communications for the dispatch of police, fire,<br />
ambulance and State <strong>Emergency</strong> <strong>Services</strong> in Victoria:<br />
The Victorian government has provided ESTA with a clear mandate to operate as a single point of accountability<br />
for Victoria’s emergency service telecommunications, partnering with <strong>Emergency</strong> Service organisations to achieve<br />
positive public health and safety outcomes.<br />
ESTA is Victoria’s pre-eminent provider of emergency services telecommunications, with a proven track record of<br />
service delivery performance and extensive demand, supply and resource management capability.<br />
ESTA is a mature service organisation with robust people, processes, stateof- the-art technology, infrastructure,<br />
redundancy arrangements and facilities committed to ESTA’s core business of emergency calltaking and dispatch,<br />
and provision of operational communication services to <strong>Emergency</strong> Service Organisations (ESOs).<br />
ESTA has a proven capacity to understand and respond to the needs of its customers, the community,<br />
government and other stakeholders through the high-performance delivery and continuous improvement of<br />
emergency and public safety communications.<br />
ESTA operates advanced recruitment, training and development functions that ensure a highly efficient and<br />
effective emergency communications workforce.<br />
ESTA manages complex and scalable managed service contracts for Victoria’s Mobile Data Network (MDN),<br />
Metropolitan Mobile Radio (MMR) and <strong>Emergency</strong> Alerting System (EAS).<br />
ESTA’s strategic objectives and program of works align to the sector wide strategies established by the<br />
Department of Justice, in collaboration with the ESOs.<br />
ESTA’s 2009/10 Budget<br />
This document is underpinned by ESTA’s 2009/10 Budget.<br />
ESTA is funded via set fees from the <strong>Emergency</strong> <strong>Services</strong> Organisations, which have not kept pace with ESTA’s<br />
growing activity and call demand.<br />
As a result, ESTA has realised operating losses in recent years, and this position is set to continue for the<br />
foreseeable future.<br />
ESTA is budgeting for a $4.8m loss for 2009/10. This is consistent with its forward estimate modelling from<br />
previous years. The magnitude of this loss has been reduced by an injection of $3m from the state budget to<br />
assist in meeting the growth in metropolitan demand. This one off revenue boost is an interim measure as ESTA<br />
prepares to provide a business case in support of a changed funding model for the provision of ESTA’s services.<br />
Analysis of the 2009/10 budget shows a significant increase in the size and scale of ESTA’s project work, driven<br />
by State funded initiatives and ESTA service imperatives.<br />
ESTA has identified funding for the 2009/10 Program of Works, however will be preparing a business case for<br />
funding to support the relocation of the Tally Ho SECC.<br />
The loss and the extensive program of work are able to be absorbed within ESTA’s current funding and cash<br />
reserve. It is predicted that this will result in a reduction of $7.5m in ESTA’s cash reserves in 2009/10. This<br />
position cannot be maintained into the future and will be addressed by the business case to review ESTA’s<br />
funding model for future years.<br />
A summarised breakdown of the ESTA 2009/10 Budget is provided in Appendix B.<br />
Introduction<br />
05
06 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
Introduction<br />
ESTA’s Structure<br />
Service Structure<br />
Delivery of ESTA’s core emergency and public safety communications services from the organisations’ State<br />
<strong>Emergency</strong> Communication Centres (SECCs) is the nucleus of ESTA’s business:<br />
Organisation Structure<br />
ESTA’s organisational structure is outlined below:
The table below describes these organisational capabilities:<br />
Organisation Capability Short Description<br />
State <strong>Emergency</strong><br />
Communication<br />
Centres (SECCs)<br />
Office of the CEO<br />
ESTA Support<br />
Office Departments<br />
World Trade Centre<br />
(WTC)<br />
Tally Ho (THO)<br />
Ballarat (BAL)<br />
The WTC SECC is located in metropolitan Melbourne, and delivers ESTA’s core<br />
Call Taking and Dispatch services for Victoria Police and the Victorian State<br />
<strong>Emergency</strong> Service.<br />
The THO SECC is located in metropolitan Melbourne, and delivers ESTA’s core<br />
CTD services for Ambulance Victoria, the Metropolitan Fire Brigade and Country<br />
Fire <strong>Authority</strong>.<br />
The BAL SECC is located in regional Victoria, and delivers ESTA’s core CTD<br />
services for the Country Fire <strong>Authority</strong> and VicSES, and metropolitan call taking for<br />
Victoria Police. Regional CTD for Ambulance Victoria will commence transition to<br />
the Ballarat SECC from June 2010.<br />
The Office of the Chief Executive provides strategic executive oversight and direction across the ESTA<br />
organisation. In addition, the Office is directly responsible for the following business functions:<br />
- Corporate & <strong>Business</strong> <strong>Plan</strong>ning;<br />
- <strong>Business</strong> Development; and<br />
- Risk Management.<br />
Corporate<br />
Secretary<br />
Finance &<br />
<strong>Business</strong> Support<br />
Department<br />
Human Resources<br />
& Development<br />
Department<br />
Managed <strong>Services</strong><br />
Department<br />
CTD Operations<br />
Department<br />
Technology &<br />
Communications<br />
Department<br />
Media &<br />
Communications<br />
Introduction<br />
The Corporate Secretary is responsible and accountable to the CEO for the<br />
provision of leadership, direction, management control and reporting in relation to<br />
the following functions:<br />
- Corporate Governance;<br />
- <strong>Authority</strong> and associated Committee support; and<br />
- Legal, commercial and regulatory advice.<br />
The Department supports ESTA business activities through its responsibility<br />
for the following functions:<br />
- Financial management reporting and support services;<br />
- General administration and support including document and records<br />
management;<br />
- Quality systems;<br />
- Procurement; (responsibility to transition from Technology &<br />
Communications on September 1)<br />
- Project management (incorporating Program Office); and<br />
- Change administration<br />
The Department is responsible to attract, select, develop, retain and maintain<br />
a highly skilled and motivated ESTA workforce and provide a safe and healthy<br />
working environment.<br />
Areas of operational responsibility include recruitment, training and development,<br />
remuneration and conditions of employment, absenteeism, succession planning,<br />
industrial and employee relations, employee satisfaction and wellbeing, OH&S,<br />
performance management and dispute resolution.<br />
The Department is responsible for the management of the MDN, MMR, and<br />
EAS managed service contracts the under the terms of the respective Service<br />
Agreements between the State and Service Providers namely Motorola and VEC<br />
Pty Ltd.<br />
In addition, the Department will become responsible for the commercial<br />
management of the CAD software licensing and services agreement between<br />
ESTA and Intergraph from September 1.<br />
The CTD Department manages all aspects directly related to the delivery of<br />
ESTA’s core business of emergency call taking and dispatch (CTD) services. The<br />
Department manages the three State <strong>Emergency</strong> Communications Centres,<br />
and is responsible for resource planning, performance management / reporting /<br />
analysis necessary to ensure accurate and timely emergency event management.<br />
The activities of the Department are critical in ensuring the Victorian community<br />
receives optimum service delivery in the event of an emergency.<br />
The Department is responsible for the full lifecycle management of ESTA’s Call<br />
Taking and Dispatch(CTD) and corporate information and communications<br />
technology, processes and infrastructure. Specific areas of responsibilities include:<br />
- Information and Geospatial Management<br />
- CTD and Corporate Service Technology<br />
- Network and Communications infrastructure<br />
- Information Security<br />
- Building Service Management<br />
- Technology Contract Management and Procurement<br />
(responsibility to transition to Finance & <strong>Business</strong> Support on September 1)<br />
Media and Communications co-ordinate and facilitate internal and external<br />
communications and produce corporate publications. The department also<br />
provides media liaison and ministerial/government briefings.<br />
07
08 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s Strategic Framework<br />
Strategic Framework Overview<br />
ESTA’s strategic framework establishes the vision, mission, strategic imperatives and objectives of the<br />
organisation, in the following cascade:<br />
These are expanded below and overleaf:<br />
ESTA’s Vision & Mission<br />
ESTA’s vision and mission provide an aspirational strategic direction for the organisation:<br />
ESTA’s vision and mission contribute strongly to Victoria’s ‘Growing Victoria Together’ policy, and are<br />
grounded in the achievement of ESTA’s legislative mandate.
ESTA’s Strategic Imperatives (‘Pillars’)<br />
ESTA’s strategic framework is underpinned by the following organisational ‘pillars’, which represent the strategic<br />
imperatives ESTA must address in order to achieve the vision and enable the mission of the organisation.<br />
Pillar 1<br />
Continuity<br />
Continuity of service access & delivery<br />
When we deliver<br />
Pillar 2<br />
Reach<br />
State-wide service delivery<br />
Where we deliver<br />
Pillar 3 Pillar 4<br />
Performance<br />
Achievement<br />
of performance<br />
standards<br />
How we deliver<br />
Efficiency<br />
Effective<br />
service<br />
delivery<br />
Pillar 5 Pillar 6<br />
Partnerships<br />
Sector &<br />
Supplier<br />
Partnerships<br />
Community<br />
Community<br />
Awareness &<br />
Engagement<br />
To whom we deliver<br />
ESTA’s Strategic framework<br />
This pillar ensures ESTA has the capability and capacity to<br />
continuously deliver the organisations’ core services of emergency call<br />
taking and dispatch and operational communications.<br />
This pillar focuses on ESTA’s legislative mandate to deliver emergency<br />
and public safety communications services to metropolitan and<br />
regional Victoria and drives a uniform, world-class CTD solution<br />
across Victoria.<br />
These pillars focus on ESTA’s uncompromising effective achievement<br />
of the performance objectives set by the Victorian State government.<br />
These pillars ensure ESTA delivers and continuously improves services<br />
in partnership with stakeholders and engages the community to build<br />
awareness of Victoria’s ‘000’ call taking and dispatch services.<br />
09
10 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s Strategic Framework<br />
ESTA’s Strategic Objectives<br />
The following table outlines ESTA’s strategic organisational objectives, as defined in ESTA’s Corporate <strong>Plan</strong>.<br />
Pillar ESTA Strategic Objectives<br />
Continuity<br />
Reach<br />
Performance<br />
Efficiency<br />
Partnerships<br />
Community<br />
Continuity of Service<br />
Access & Delivery<br />
State-wide Service<br />
Delivery<br />
Achievement<br />
of Performance<br />
Standards<br />
Effective Service<br />
Delivery<br />
Sector & Supplier<br />
Partnerships<br />
Community<br />
Awareness &<br />
Engagement<br />
Interoperability of the people, processes, technology and data of ESTA’s 3 State <strong>Emergency</strong><br />
Communication Centres (SECCS)<br />
Uninterrupted delivery of <strong>Emergency</strong> and Public Safety Communication <strong>Services</strong>.<br />
A funding model that enables ESTA to commit the resources required for service continuity<br />
State-wide delivery of Victoria’s emergency call taking and dispatch services by ESTA.<br />
Minimisation of service black spots to maximise emergency CTD access in Victoria.<br />
Integration of emerging voice and data technologies with emergency and public safety<br />
communications services to meet the needs of ESTA’s service partners for metropolitan and<br />
regional Victoria.<br />
The continuous achievement of OESC performance standards for ESTA services.<br />
Robust management information systems that monitor and report on ESTA’s service delivery<br />
capability, capacity and operational performance.<br />
Service provider compliance to contracted performance standards<br />
Continuous improvement of organisation-wide policies, processes and procedures<br />
Investment in leading-edge technologies and infrastructure that provide a highly secure, stable,<br />
accessible, recoverable and scalable platform for service delivery.<br />
Attraction, retention and motivation of highly capable people.<br />
Development of people’s skills and cross-functional capabilities.<br />
Develop and implement an environmental management strategy based on ISO 14001 to<br />
continuously improve the environmental performance of the organisation<br />
Further develop stakeholder partnerships based on cooperation, accountability, openness,<br />
communication, trust, flexibility, integrity, professionalism, competence, respect and tolerance.<br />
Integrate ESTA’s strategic planning with the strategic direction and priorities of sector partners<br />
and stakeholders.<br />
Establish and maintain community awareness of ESTA’s role<br />
Engage the community through effective ESTA interaction
ESTA’s Values & Behaviours<br />
Values & Behaviours<br />
ESTA is a highly professional and effective community service provider. ESTA’s Values and Behaviours underpin<br />
the activities of the organisation.<br />
Whether dealing with the public, ESO partners, interacting with each other or exercising managerial or supervisory<br />
responsibilities, ESTA’s Corporate Values and Behaviours support all decision making and actions and underpin<br />
service delivery to the community and employee relations at all levels.<br />
ESTA is committed to the following Values and Behaviours:<br />
• Quality Of Service & Performance<br />
• Treat People With Fairness, Integrity & Respect<br />
• Support, Encourage & Develop Staff<br />
• Work As A Team<br />
These Values and Behaviours are outlined in full in the ESTA policy “Code of Ethics and <strong>Business</strong> Conduct”.<br />
The principles are also replicated in ESTA policies and procedures supported by legislation at both State and<br />
Federal levels that deal with social, cultural and religious equity and respect, discrimination, human rights and<br />
responsibilities towards the disadvantaged and people with disabilities.<br />
Environmental Statement<br />
ESTA is committed to continuously improving the environmental performance of the organisation’s office-based<br />
and call centre activities. To do this, ESTA is developing and implementing an environmental management<br />
strategy based on ISO 14001 to ensure all government commitments are met and exceeded where practicable,<br />
including:<br />
• Setting and achieving objectives and targets to continuously improve ESTA’s environmental performance;<br />
• Reducing energy, water and paper usage;<br />
• Purchasing a proportion of energy as Green Power;<br />
• Increasing the percentage of waste which is reused or recycled;<br />
• Reducing greenhouse gas emissions;<br />
• Within established commercial parameters, make environmentally sound purchasing decisions and ensure that<br />
suppliers and contractors meet high standards of environmental performance;<br />
• Communicating ESTA’s environmental performance and achievements;<br />
ESTA’s Values & Behaviours<br />
• Ensuring all staff understand their responsibilities to assist in meeting commitments, and encouraging staff to<br />
participate in and provide feedback on ESTA’s environmental performance; and<br />
• Regularly reviewing ESTA’s environmental management and performance and striving for continual improvement.<br />
11
12 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s Service Delivery<br />
CTD Operations<br />
ESTA is responsible for emergency telecommunications, including taking emergency calls (000 calls), dispatching<br />
emergency services (police, ambulance, fire and SES), managing emergency events and related information<br />
transfer services. The following diagram shows the sequence of events relating to an emergency and 000 call and<br />
ESTA’s role in that process:<br />
ESTA Calltaking<br />
ESTA receives and processes emergency and non-emergency calls from the public and other agencies. The<br />
objective of ESTA calltaking is to quickly and thoroughly process calls so that the appropriate response can be<br />
provided as effectively as possible. This is achieved by:<br />
• Obtaining all the information required through ESTA Standard Operating Procedures;<br />
• Verifying the event location and accurately identifying it on the Computer Aided Dispatch (CAD) map;<br />
• Accurately entering all relevant information received into the CAD system for use by the Dispatcher selecting<br />
the appropriate event code; and<br />
• Processing updates and further information regarding an event status.<br />
In 2008/09 ESTA answered 1,827,106 calls (emergency and non emergency).<br />
ESTA Dispatching<br />
ESTA uses the information obtained and recorded by the Calltaker to dispatch emergency resources and monitor<br />
and update the status of events, using a sophisticated mix of technologies including computers, telephone and<br />
radio. ESTA dispatchers are responsible for co-ordinating an appropriate response to calls for service in different<br />
geographic locations by:<br />
• Managing event information;<br />
• Evaluating and prioritising emergency status;<br />
• Processing information and related event data;<br />
• Identifying the required response; and<br />
• Dispatching resources.<br />
In 2008/09 ESTA dispatched 1,295,302 events.<br />
During 2009/10, ESTA will maintain the organisation’s focus on call answer and dispatch speeds, and the<br />
quality of information provided to ESO partners to enable their most efficient and effective response.<br />
ESTA will continue to manage a robust system and process variation program that ensures fast-evolving needs<br />
of ESO partners are reflected in enhancements to ESTA’s Call Taking and Dispatch systems and processes.<br />
ESTA’s call taking and dispatch performance standards are outlined in Appendix A.
Managed <strong>Services</strong><br />
ESTA will continue to be responsible for the commercial and performance management of the Mobile Data<br />
Network, the Metropolitan Mobile Radio and the <strong>Emergency</strong> Alerting Service These are Public Private Partnership<br />
contracts under the Partnership Victoria initiative and are build, own and operate end-to-end managed<br />
telecommunications services.<br />
These mission critical emergency networks are now well established and have become key elements of the ESOs<br />
day to day operations.<br />
The Mobile Data Network (MDN)<br />
The MDN is a wireless data network and a message switching system. It is integrated with the ESTA CAD and<br />
the Law Enforcement and Protection (LEAP) databases and linked to fixed and mobile data terminals in VicPol<br />
and AV vehicles and facilities. It operates at a data rate of about 19 Kbit/s and provides Automatic Vehicle<br />
Location (AVL) for nominated vehicles.<br />
Over 1000 VicPol and AV vehicles have been fitted with MDN terminals. The network covers the Melbourne<br />
metropolitan area, Geelong and the Mornington Peninsula. Coverage is achieved via some 30 radio antenna<br />
sites connected by redundant microwave radio links. Interface to the ESTA SECCs is via a wide area network<br />
utilising fibre, radio and leased lines services. The Service provider is Motorola Australia Pty Ltd.<br />
The Mobile Metropolitan Radio (MMR) Network<br />
The MMR network is a trunked digital radio system for the provision of voice communications across the<br />
greater metropolitan Melbourne and surrounding areas for VicPol, MFB and AV. It is also used by ESTA<br />
dispatch personnel.<br />
The MMR network enables encryption of all VicPol communications and through voice logging it is possible to<br />
record and provide time stamped call details of all communications. Approximately 8000 portable, mobile and<br />
fixed radio terminals have been supplied. The Service provider is Motorola Australia Pty Ltd.<br />
The <strong>Emergency</strong> Alerting System (EAS)<br />
ESTA’s Service Delivery<br />
The EAS is a satellite based messaging system for the delivery of emergency alerts, mission-critical and<br />
administrative messages to personnel in the CFA, AV and the SES throughout rural Victoria via pocket pagers.<br />
The EAS can transmit a variety of messages comprising <strong>Emergency</strong>, Non-<strong>Emergency</strong> and Administrative types.<br />
Messages may be input into the system by means of the ESTA CAD system, terminals located at ESO premises,<br />
intranet connections or through Operator Assisted Voice <strong>Services</strong>. The Service Provider is VEC Pty Ltd.<br />
13
14 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s 2009/10<br />
Partner Commitments<br />
Partner service standards and fees are outlined in Appendix A.<br />
ESTA Partner<br />
Ambulance Victoria<br />
Country Fire <strong>Authority</strong><br />
Metropolitan Fire Brigade<br />
Victoria Police<br />
Victoria State <strong>Emergency</strong> Service<br />
Department of Sustainability & Environment (DSE) Fire <strong>Services</strong><br />
Office of the <strong>Emergency</strong> <strong>Services</strong> Commissioner (OESC)
2009/10 Snapshot<br />
In 2009/10 ESTA is committed to the successful mobilisation of the Regional AV CTD implementation, a large-scale strategic<br />
AV priority. This is multi-year project that will establish ESTA CTD capability for all AV regions. ESTA will work with AV to build<br />
community awareness of Regional CTD services.<br />
In addition, ESTA will facilitate the integration of AV onto EAS, oversee the rollout of AV pagers and integrate regional AV CTD<br />
with the Mobile Data Network. ESTA will enhance non-emergency systems to meet evolving service needs and build and<br />
implement a generic CAD interface between ESTA and AV. ESTA will continue to deliver Call taking and Dispatch services for<br />
AV to agreed performance standards and provide the MMR and MDN <strong>Services</strong><br />
In 2009/10 ESTA will separate Call-taking and Dispatch capability for CFA, enhancing ESTA’s service delivery efficiency and<br />
effectiveness for CFA.<br />
ESTA will work with CFA to consolidate regional CTD services, including resource and redundancy models and work<br />
collaboratively on a range of ERC-funded agency-lead projects, including regional radio terminals/field communications and a<br />
radio replacement program, allowing alignment of the DSE systems with those of the CFA.<br />
ESTA will continue to deliver Call taking and Dispatch services for AV to agreed performance standards and provide the EAS<br />
Service. As part of the 2009 ERC funding initiatives, ESTA will facilitate an upgrade of the EAS network to improve messaging<br />
capacity and coverage.<br />
As for CFA, ESTA will separate Call-taking and Dispatch capability for MFB, enhancing ESTA’s service delivery efficiency and<br />
effectiveness for MFB.<br />
In addition, ESTA will facilitate the integration of MFB onto the EAS, oversee the rollout of AV pagers<br />
ESTA will continue to deliver Call taking and Dispatch services for MFB to agreed performance standards and provide the<br />
MMR Service.<br />
In 2009/10, ESTA will assist Victoria Police to develop a robust business case for regional CTD services that positions ESTA<br />
to deliver a robust, sustainable and strategic regional VicPol CTD service that meets the current and future needs of Victoria’s<br />
regional community.<br />
ESTA will continue to deliver Call taking and Dispatch services for VicPol to agreed performance standards and provide the<br />
MMR and MDN <strong>Services</strong>.<br />
A 4 year extension of the MDN Contract is planned together with a substantial upgrade of the MDN technology and<br />
functionally.<br />
As part of the 2009 ERC funding initiatives, ESTA is facilitating expansion of the MMR network coverage to outer metropolitan<br />
areas.<br />
In 2009/10, ESTA will work with VicSES to consolidate regional CTD services, including resource and redundancy<br />
models, ,and work collaboratively on a range of ERC-funded agency-lead projects, including regional radio terminals/field<br />
communications and a radio replacement program.<br />
ESTA will continue to provide the EAS Service and as part of the 2009 ERC funding initiatives, ESTA is facilitating an upgrade<br />
of the EAS network to improve messaging capacity and coverage.<br />
ESTA will work collaboratively with DSE to integrate DSE onto the EAS network, and facilitate the rollout of DSE pagers (up to<br />
2,500) including distribution, OTA programming, training and mapping.<br />
IN 2009/10 ESTA will commence preliminary discussions with DSE regarding the development of a CAD Fire Map. In addition,<br />
ESTA will facilitate the integration of DSE onto the EAS, and oversee the rollout of DSE pagers.<br />
ESTA will continue to work within the OESC/ESTA Partnership agreement towards:<br />
ESTA’s 2009/10 Partner Commitments<br />
- Completing the implementation of recommendations from the OESC 2008 Non-Financial Audit report;<br />
- Implementing the new standards as determined by the Commissioner as a result of the ESTA Performance Measurement<br />
Methodology Project (refer overleaf);<br />
- Providing emergency and public safety communications advice to OESC for Victoria’s <strong>Emergency</strong> Warning System.<br />
15
16 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s 2009/10 Program of Works<br />
– Strategic Project Priorities<br />
Overview<br />
This section outlines the Program of Works ESTA will commence in the 2009/10 Financial year to achieve<br />
2009/10 <strong>Business</strong> Objectives, and in-turn the strategic objectives of the organisation.<br />
ESTA has developed milestones for all key projects, which will be monitored and reported during the year. ESTA’s 2009/10<br />
Program of Works is a key input to the Departmental planning process, and detailed Department plans. The table below<br />
provides a high level snapshot of the ESTA’s 2009/10 Strategic project priorities. Project list order does not reflect priority.<br />
KEY<br />
SY Single year - project completed in 09/10.<br />
MY Multi-year – project commenced in 09/10 and completed after 30/06/10 (but before 30/06/2012)<br />
• Project contributes to the achievement of the Strategic Pillar.<br />
Continuity<br />
Reach<br />
Strategic Pillar Alignment<br />
SY Enterprise Agreements • • • •<br />
SY Performance Measurement Methodology • • • • •<br />
SY Core I/P Network Upgrade • • • •<br />
SY Separation of CTD for Fire <strong>Services</strong> • • • •<br />
SY EAS New Customer Integration • • • • •<br />
SY MMR Coverage Expansion • • •<br />
SY Program Office Review & Enhancement • • • • • •<br />
SY <strong>Emergency</strong> Markers Data Collection System • • •<br />
SY Corporate Computing Infrastructure Refresh • • •<br />
SY Upgrade of Internet Site • • •<br />
SY<br />
Community Awareness and Engagement<br />
Framework<br />
• •<br />
SY Stakeholder Engagement Model • •<br />
SY CAD Contract Management Transition • • •<br />
SY EAS Contract Extension Options • • • •<br />
SY MMR Contract Extension • • • •<br />
SY Team Leader Training Capability • • • •<br />
SY Ballarat Technical Surge Capacity • • • • •<br />
MY Regional AV CTD Implementation • • • • • •<br />
MY MDN 2014 -Network Upgrade • • • • •<br />
MY Tally Ho Relocation • • • • • •<br />
MY Unified Communications (Triple Zero) Upgrade • • • •<br />
MY<br />
Non <strong>Emergency</strong> Patient Transport (NEPT)<br />
System<br />
• • •<br />
MY Generic CAD Interface • • •<br />
MY Funding Model Review • • • • • •<br />
MY EAS Network Upgrade • • • • •<br />
MY Non <strong>Emergency</strong> Scheduling System (NESS) • • •<br />
MY Consolidation of CFA & VicSES Regional CTD • • • • •<br />
These projects are described overleaf, listed in order of :<br />
• Single year (09/10) projects; followed by • Multi-year projects.<br />
Performance<br />
Efficiency<br />
Partnerships<br />
Community
2009/10 Program Governance Snapshot<br />
ESTA’s 2009/10 Program of Works<br />
A robust program governance model has been established for ESTA’s 2009/10 Program of Works, characterised<br />
by a partnership between ESTA and stakeholder organisations.<br />
ESTA will work closely with the Department of Justice to co-ordinate the delivery of the ERC-funded ‘Project 000’<br />
projects including pro-active contribution to agency-lead projects requiring ESTA involvement.<br />
ESTA will establish central agency representation on funded ERC project committees and provide regular project<br />
and ministerial reports as required by the Departments.<br />
The ESTA Program Office will play a central role in the co-ordination, resourcing and performance management of<br />
the program.<br />
17
18 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s 2009/10 Program of Works<br />
– Strategic Project Priorities<br />
Single-year Projects<br />
Enterprise Agreements<br />
Overview<br />
Negotiate and implement new Enterprise Agreements for operational employees and<br />
administrative and support employees<br />
Commencement Date May 2009 Completion Date January 2010<br />
Goal<br />
The ESTA Enterprise Agreements are intended to facilitate an environment conducive<br />
to employee job satisfaction, continuous productivity improvement and resourcing<br />
flexibility, through a workforce that is highly motivated and trained to an optimum level of<br />
competence, and appropriately rewarded.<br />
Measure of Success Enterprise Agreements signed off and implemented.<br />
Performance Measurement Methodology<br />
Overview<br />
The project will propose the design and implementation of a performance measurement<br />
methodology that will meet the current and future requirements of ESTA and address<br />
recommendations issued by the OESC via the Review of the ESTA Performance Measurement<br />
Methodology March 2008, and Non-Financial Performance Audit February 2009.<br />
Commencement Date June 2009 Completion Date June 2010<br />
Goal<br />
Measure of Success<br />
This project will aim to propose and implement a performance measurement<br />
methodology that:<br />
Meets the requirements of ESTA’s current and future organisational requirements;<br />
Accurately represents ESTA’s performance, and promotes continuous improvements;<br />
Address the concerns of the OESC by analysing and responding to recommendations<br />
listed in the Review and the Audit; and<br />
Is supported by all relevant external and internal stakeholders.<br />
Completion of the all project stages and determination of new performance Standards<br />
by the OESC,
Core I/P Network Upgrade<br />
Overview Core Network Upgrade<br />
Commencement Date June 2009 Completion Date June 2010<br />
Goal<br />
Measure of Success<br />
Separation of CTD for Fire <strong>Services</strong><br />
Overview<br />
The aim of this project is to provide a mission critical high speed network, suitable for<br />
carriage of voice, video and data, connecting all ESTA Operational sites and Support<br />
Office(s) through a managed service, with the intention of further improving the level of<br />
service to ESTA’s customers.<br />
A fully redundant high speed network is in place and is capable of securely carrying<br />
ESTA voice, data and video services across all ESTA sites.<br />
All staff recruited at Tally Ho for FSV have been employed and trained at Dispatcher level.<br />
Staff recruited for Ambulance and Police are employed as Calltakers initially and can<br />
progress to Dispatcher on consolidation of skills.<br />
Recent events have highlighted the impact of the call taker/dispatcher function at Tally<br />
Ho where high call volumes were experienced and ESTA struggled to deal with the calls<br />
as the dispatching element was taking more time than normal. This created a backing<br />
up situation ultimately creating significant time to access a 000 operator.<br />
Commencement Date June 2009 Completion Date June 2010<br />
Goal<br />
Measure of Success<br />
EAS New Customer Integration<br />
The aim of this project is to separate the call taking and dispatching functions of the<br />
fire call taker/dispatchers at Tally Ho and align the processes and procedures at both<br />
centres.<br />
Call taking is a single function at THO and that all emergency calls can be answered at<br />
both centres from the one fire emergency queue.<br />
Overview Facilitate the integration of DSE, AV and MFB onto the EAS.<br />
Commencement Date July 2009 Completion Date June 2010<br />
Goal<br />
To seamlessly transition DSE, AV and MFB onto EAS without impacting the existing<br />
stakeholders. Note: Timing of this project will be dependent upon the agreed solution<br />
and implementation of the EAS Network Upgrade.<br />
Measure of Success All new Agencies transitioned onto EAS successfully at agreed times.<br />
MMR Coverage Expansion<br />
Overview Facilitate the provision of expanded MMR coverage to outer metropolitan Melbourne.<br />
Commencement Date July 2009 Completion Date June 2010<br />
Goal Expand MMR coverage in accordance with government initiatives.<br />
Measure of Success<br />
ESTA’s 2009/10 Program of Works<br />
Government requirements for ERC funding allocation and MMR stakeholder<br />
requirements are met, without compromising current KPIs.<br />
19
20 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s 2009/10 Program of Works<br />
– Strategic Project Priorities<br />
Program Office Review & Enhancement<br />
Overview<br />
Consolidation of the functions of Program Office, Project Management and Change<br />
Administration.<br />
Commencement Date July 2009 Completion Date March 2010<br />
Goal<br />
Measure of Success<br />
<strong>Emergency</strong> Markers Data Collection System<br />
Overview<br />
To consolidate ESTA’s change and project management function into a single functional<br />
responsibility. The outcome will result in a more co-ordinated approach to change and<br />
project management, a consolidated program of work and delivery methodology with a<br />
focus on responsiveness, reporting and resourcing resulting in improved accountability,<br />
delivery and stakeholder satisfaction.<br />
A functional Program Office aligned to the agreed benchmark requirements incorporating<br />
appropriate structures, methodologies and reporting resulting in a live, co-ordinated,<br />
timetabled and committed program of works (incorporating change) aligned to business<br />
plans, resource plans and budgets for current and future works program cycles.<br />
The <strong>Emergency</strong> Marker program requires a mobile software application that will enable<br />
ESTA personnel, landowners and land managers to collect <strong>Emergency</strong> Marker data in a<br />
defined and consistent format.<br />
Commencement Date June 2009 Completion Date July 2009<br />
Goal<br />
Measure of Success<br />
Corporate Computing Infrastructure Refresh<br />
Overview<br />
To automate the <strong>Emergency</strong> Marker data collection process and create a seamless<br />
transition process into ESTA CAD.<br />
All <strong>Emergency</strong> Marker data is collected using automated system, a significant reduction<br />
in the amount of duplication and rework.<br />
Transition end-of-life corporate infrastructure, including desktop and application servers/<br />
storage, to best practice solutions.<br />
Commencement Date June 2009 Completion Date April 2010<br />
Goal<br />
Measure of Success<br />
Upgrade ESTA corporate computing environment with hardware and applications which<br />
suit ESTA’s operational strategy, scalable for business growth.<br />
Centralised management and support of corporate infrastructure operating within<br />
manufacturer’s support and warranty framework.<br />
Enhancement of existing security, manageability and capability to deploy services within<br />
corporate environment.
EAS Variation Program<br />
Overview<br />
Management of the EAS contract involves facilitation of agency and contractor initiated<br />
variations to financial, technical and operational elements of these services.<br />
Commencement Date July 2009 Completion Date June 2010<br />
Goal<br />
Implement modifications in accordance with customer specifications for scope, time,<br />
cost and quality.<br />
Measure of Success Achievement of agreed variations in accordance with the required scope and timeframe.<br />
Upgrade of Internet Site<br />
Overview<br />
Review and redevelop ESTA internet site to enhance communication with, and<br />
engagement of, ESTA stakeholders (particularly Community, ESOs and employees).<br />
Commencement Date August 2009 Completion Date June 2010<br />
Goal<br />
Provide a meaningful and engaging communication tool which will enhance ESTA’s<br />
position within the sector and gain acceptance from key stakeholders.<br />
Measure of Success Annual client engagement survey and site traffic reports achieve KPIs.<br />
Community Awareness & Engagement Framework<br />
Overview To develop an ESTA community awareness and engagement program.<br />
Commencement Date July 2009 Completion Date June 2010<br />
Goal Develop an effective and scalable community awareness and engagement program .<br />
Measure of Success Community engagement survey conducted bi-annually.<br />
Stakeholder Engagement Model<br />
Overview Develop a stakeholder engagement model.<br />
Commencement Date July 2009 Completion Date June 2010<br />
Goal<br />
Measure of Success<br />
ESTA’s 2009/10 Program of Works<br />
To build and maintain partnerships with key stakeholder (primary, secondary tertiary)<br />
organisations.<br />
ESTA stakeholder survey outcomes meet KPIs.<br />
Stakeholder relationships support the achievement of ESTA’s vision, mission and<br />
strategic imperatives.<br />
21
22 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s 2009/10 Program of Works<br />
– Strategic Project Priorities<br />
CAD Contract Management Transition<br />
Overview<br />
The responsibility for the commercial management of the CAD software licensing and<br />
services agreement will transfer to Managed <strong>Services</strong> Department in July 2009. It will<br />
be required to establish an organisation capability, align the contract management<br />
methodology with the established managed service contract framework and implement<br />
this within ESTA and Intergraph.<br />
Commencement Date September 2009 Completion Date March 2010<br />
Goal<br />
Measure of Success<br />
EAS Contract Extension Options<br />
Overview<br />
Implement standard commercial and performance management practices across the all<br />
contract under Managed <strong>Services</strong> Department responsibility.<br />
Standard practices consistent with existing EAS Contract Administration Manual.<br />
Stakeholder Satisfaction Survey.<br />
The message capacity and coverage of EAS Network will be substantial upgraded over<br />
the 2009/2011 financial years and the EAS Service Term expires in 2012.<br />
Within the current commercial framework, ESTA will assess the technology and<br />
operational functionality options available to Government that may be relevant to<br />
continuation of the EAS beyond the current Service Term.<br />
Commencement Date July 2009 Completion Date December 2009<br />
Goal<br />
Measure of Success<br />
MMR Contract Extension<br />
Overview<br />
To identify a commercially, technically and operationally acceptable solution for the<br />
continuation of the EAS Service from 2012 onwards.<br />
Submission of a preliminary report to the EAS SRC by end 2009 to ensure adequate<br />
time to address the recommended solution prior to 2012.<br />
The MMR Service Term expires in 2012 and the Contract has provisions for extension of<br />
the current Service Term by 2 years. The State must advise Motorola of its intentions by<br />
June 2010.<br />
ESTA will review operational requirements and new technology solutions within the<br />
existing commercial framework.<br />
Commencement Date July 2009 Completion Date June 2010<br />
Goal<br />
Measure of Success<br />
Determine the most cost effective technology solutions and commercial options to meet<br />
ESO requirements for the ongoing provision of the MMR Service. Recommendation to<br />
be completed by June 2010.<br />
Endorsement of recommended option for the ongoing delivery of the MMR Service by<br />
the MMR SRC.
Team Leader Training Capability<br />
Overview<br />
Finalise the development of the Team Leader training course / program, including a<br />
comprehensive Team Leader training package. Commence implementation of the course.<br />
Commencement Date June 2009 Completion Date June 2010<br />
Goal<br />
Measure of Success<br />
Ballarat Technical Surge Capacity<br />
Overview<br />
ESTA’s 2009/10 Program of Works<br />
Ensure team leaders are properly trained in all aspects of their role including operational<br />
components and staff management components.<br />
ESTA’s Team Leader training is developed and the training of existing Team Leaders has<br />
commenced or has been scheduled.<br />
Provision of an additional 15 operational multi-agency call taking workstations for fire (not<br />
staffed) at the Ballarat SECC, to provide short-term surge capacity for the upcoming fire<br />
season.<br />
Includes procurement, configuration and installation of hardware, software, telephony<br />
and associated infrastructure and licensing.<br />
Commencement Date July 2009 Completion Date November 2009<br />
Goal Establishment of short term surge capability in the event of a major fire event.<br />
Measure of Success Ballarat surge capacity established in advance of the 2009/10 fire season.<br />
23
24 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s 2009/10 Program of Works<br />
– Strategic Project Priorities<br />
Multi-year Projects<br />
Regional AV CTD Implementation<br />
Overview<br />
Overview ESTA has been engaged to capture the requirements for Regional Ambulance<br />
Call taking and Dispatch, design the required solution, and deliver an ongoing service<br />
delivery capability to meet the needs of Ambulance Victoria in Regional Victoria.<br />
ESTA will undertake ‘rapid’ parallel project streams for the transition of people,<br />
commercial, process, technology and data in order to meet tight project timeframes; it is<br />
expected that existing regional CTD services provided by Ambulance Victoria will begin<br />
transitioning to ESTA in Q2 2010.<br />
Commencement Date June 2009 Completion Date June 2010<br />
Goal<br />
Measure of Success<br />
The Regional AV CTD implementation will achieve the following objectives:<br />
• Replace the interim CAD system in regional Victoria, with a centralised, long term<br />
scalable and robust solution<br />
• Enable efficient coordination between ESTA facilities utilising a common CTD system<br />
• Enable efficient interagency response and coordination<br />
• Provide disaster recovery and redundancy, particularly during critical events<br />
• Baseline and measure emergency response time targets (calltaking and dispatch<br />
performance measures) in regional Victoria<br />
• Ensure uniformity of operational and clinical standards with consistent use of policies<br />
and procedures<br />
• Provide efficiencies in processing, resulting in greater safety for staff, volunteers and<br />
members of the public<br />
A robust, sustainable and strategic regional AV CTD service (<strong>Emergency</strong> and Non<br />
<strong>Emergency</strong> Response) that meets the current and future needs of Victoria’s regional<br />
community.
MDN 2014 - Network Upgrade<br />
Overview<br />
Implementation of a 4 year extension of the current MDN Service Term to 2014. This<br />
will comprise an upgraded radio transmission network, operating system and refreshed<br />
in-vehicle terminals.<br />
Commencement Date July 2009 Completion Date Multi-year initiative ( )<br />
Goal Successful transition of ESOs onto the new network by November 2010.<br />
Measure of Success<br />
Tally Ho Relocation<br />
Overview<br />
Seamless transition of mission critical services.<br />
Satisfaction of ESO stakeholders.<br />
Relocation of the Tally HO State <strong>Emergency</strong> Communication Centre (SECC) to a<br />
fit-for-purpose facility.<br />
Commencement Date June 2009 Completion Date Multi-year initiative ( )<br />
Goal<br />
Measure of Success<br />
The aim of this program is to:<br />
Unified Communications (Triple Zero) Upgrade<br />
Overview<br />
• Confirm optimum SECC configuration for ESTA service delivery across the State<br />
• Relocate the Tally Ho SECC operation from 8 Lakeside Drive to a new location<br />
Operation from new SECC with no disruption to ESTA’s operational services or corporate<br />
obligations.<br />
Implement a unified communications platform with intelligent call routing and advanced<br />
Triple Zero call management.<br />
Commencement Date June 2009 Completion Date Multi-year initiative ( )<br />
Goal<br />
ESTA’s 2009/10 Program of Works<br />
Specify requirements for, procure and implement a new Unified Communications<br />
platform to meet ESTA’s current and future Triple Zero call delivery and management<br />
requirements.<br />
This will incorporate:<br />
• Designing the new Telephony Platform and Triple Zero call queues<br />
• Delivery of a new Triple Zero Telephony Platform<br />
• Implementation of a new call management capability<br />
• Integration of the new telephony platform with the CAD System<br />
• Transition of ESTA operations from the existing CustomNet Spectrum platform to the<br />
new telephony platform<br />
• Future capability to incorporate mixed media such as SMS, IVR, RVA, Video and Web<br />
services into ESTA CTD operations<br />
Measure of Success ESTA operating an integrated 000 communications and CAD environment.<br />
25
26 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s 2009/10 Program of Works<br />
– Strategic Project Priorities<br />
Non <strong>Emergency</strong> Patient Transport (NEPT) System<br />
Overview<br />
In accordance with the Non <strong>Emergency</strong> Patient Act 2003, Non <strong>Emergency</strong> Patient<br />
Transport (NEPT) Regulations came into effect from 1 February 2006.<br />
Regulations establish minimum standards for non-emergency transport and all NEPT<br />
services must be licensed in order to be able to transport patients in Victoria.<br />
Regulations apply to all NEPT services that offer or provide for the transport of persons<br />
on public roads (or air) to or from medical services (including those provided by<br />
ambulance services and transport services operated by hospitals):<br />
1. Using a stretcher carrying vehicle; or<br />
2. Where the persons being transported are provided with specialist clinical care or<br />
monitoring while being so transported.<br />
The Regulations cover the provision of classes of NEPT services – three levels of acuity<br />
are defined: low, medium and high, for both road and air transport. It is these levels<br />
of acuity that define which level of service and the skill of the crew that is required to<br />
transfer the patient.<br />
Commencement Date TBC Completion Date TBC<br />
Goal<br />
Measure of Success<br />
Generic CAD Interface<br />
The NEPT (Non <strong>Emergency</strong> Patient Transport) project will develop and deliver the<br />
required operational and system changes as agreed by Ambulance Victoria, in order<br />
to meet the Non <strong>Emergency</strong> Patient Transport Regulations which came into effect on 1<br />
February 2006.<br />
Successful implementation of the operational and system changes to meet the Non<br />
<strong>Emergency</strong> Patient Transport Regulations.<br />
Overview<br />
Establish an interface to send agency/customer-specific data from CAD<br />
system to external parties.<br />
Commencement Date June 2009 Completion Date May 2010<br />
Goal To deliver real time event data to agencies and external parties.<br />
Measure of Success Provision of dynamic data to external parties in ‘near real time’.<br />
Funding Model Review<br />
Overview<br />
As a part of the 2010/11 ERC cycle and in collaboration with DoJ, undertake a<br />
pricing/funding model review for ESTA.<br />
The final product will be an ERC submission for funding for 2010/11 and beyond<br />
that is designed to meet ESTA’s ongoing funding requirements consistent with its<br />
operational goals and responsive to its changing demand profile.<br />
Commencement Date July 2009 Completion Date May 2010<br />
Goal An ERC approved funding model outcome for 2010/11 and beyond<br />
Completed submission to ERC.<br />
Measure of Success<br />
ERC Approval for recommended model.<br />
Amended revenue stream for 2010/11.
EAS Network Upgrade<br />
Overview<br />
Upgrade the EAS Network message capacity and coverage in accordance<br />
with 2009 ERC bushfire funding initiatives.<br />
This may comprise provision of new antenna towers, transmission equipment,<br />
network software systems and a possible pager refresh.<br />
Commencement Date July 2009 Completion Date Multi-year initiative ( )<br />
Goal<br />
Measure of Success<br />
Non <strong>Emergency</strong> Scheduling System (NESS)<br />
To meet operational requirements of the current and proposed new ESOs. .<br />
Target timeframe is 2010 Fire Season but is dependent on Service Provider<br />
Works Programme.<br />
Government requirements for ERC funding allocation and meeting EAS<br />
stakeholder requirements are met, without compromising current KPIs.<br />
Overview<br />
This project is to develop and implement the Non <strong>Emergency</strong> Scheduling<br />
System that will address the current systems limitations as identified by AV via<br />
NESS High Level Objectives and <strong>Business</strong> Requirements V2, 29 May 2006.<br />
Commencement Date June 2006 Completion Date Multi-year initiative ( )<br />
Goal<br />
Measure of Success<br />
Consolidation of CFA & VicSES Regional CTD<br />
The key objectives of this project include:<br />
ESTA’s 2009/10 Program of Works<br />
• Develop and implement the NESS product that meets the business<br />
requirements as per the NESS Functional Requirements<br />
• Develop and implement the NESS transition plan for ESTA Non <strong>Emergency</strong><br />
CTD (Calltaker & Dispatch) & AV CTS to NESS , without any adverse<br />
impact to ESTA’s service performance & delivery<br />
• Develop and implement training and a training schedule/ plan for ESTA<br />
Operations<br />
• Identify and implement a roll out plan for authorised users of the external<br />
booking system (“Phase 2” )<br />
• Ensure ESTA infrastructure requirements are identified and are in place to<br />
support the product and its users<br />
• Ensure operational and help desk procedures are identified and in place<br />
(after transition) to fully support the product and its users<br />
Successfully development and transition of Non <strong>Emergency</strong> Scheduling<br />
System to AV and ESTA users.<br />
Overview<br />
The scope and objectives of this project require detailed scoping with CFA and<br />
VicSES.<br />
Commencement Date TBC Completion Date TBC<br />
Measure of Success TBC<br />
27
28 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
ESTA’s 2009/10 Program of Works<br />
– Strategic Project Priorities<br />
External projects (With ESTA Involvement)<br />
ESTA has identified the following externally lead projects that will require input from ESTA. The extent of ESTA’s<br />
involvement in these projects is yet to be confirmed.<br />
Agency Lead ‘000 Response’ Projects<br />
Project Lead Agency(ies) Short Description<br />
CFA & VicSES Regional Radio Dispatch CFA/VicSES<br />
DSE Radio Terminal project<br />
DSE Pager project<br />
DSE<br />
VicSES Field Communications Project VicSES<br />
Community <strong>Emergency</strong> Warning System OESC<br />
Bushfires Royal Commission<br />
Radios and Network access to<br />
VICSES and CFA to ensure dispatch<br />
acknowledgment and field communications<br />
in regional operational areas.<br />
Radio replacement program, with<br />
5,350 radio terminals replaced, allowing<br />
alignment of the DSE systems with those<br />
of the CFA.<br />
Provision of 2000 pagers and training in the<br />
use of EAS to ensure improved coordination<br />
of activities with CFA and the deployment of<br />
the EAS to their operational staff.<br />
Radio terminal and network procurement<br />
program.<br />
A communication system to distribute<br />
community safety warnings for emergency<br />
events.<br />
Overview Manage involvement of ESTA in the Victorian Bushfire Royal Commission<br />
Commencement Date February 2009 Completion Date June 2010<br />
Goal<br />
Measure of Success<br />
Efficient and timely management of the provision of witnesses, requested<br />
information (via summons or otherwise) and submissions to the Royal<br />
Commission and other parties to ensure an accurate record of ESTA’s<br />
operations before and during the events of February 2009.<br />
- Satisfaction of externally imposed timetables for the provision of information; and<br />
- Accurate record of ESTA’s performance.
Appendix A: Service<br />
Standards & Service Fees<br />
ESTA reports operational performance monthly, in accordance with the qualitative and quantitative standards determined<br />
by the <strong>Emergency</strong> <strong>Services</strong> Commissioner.<br />
These standards form Appendix C of the administrative arrangements of the <strong>Emergency</strong> <strong>Services</strong> <strong>Telecommunications</strong><br />
<strong>Authority</strong> Act 2004.<br />
Note: The service standards outlined below are non-exhaustive summary tables only.<br />
Ambulance Victoria<br />
Service Standards<br />
Call Taking<br />
Dispatch<br />
Service Fees<br />
Non-exhaustive Summary<br />
Service Standard Target<br />
Call Answer Speed (<strong>Emergency</strong>)<br />
>=90% in 5 sec<br />
>=95% in 30 sec<br />
Call Answer Speed (Non <strong>Emergency</strong>)<br />
>=90% in 30 sec<br />
>=95% in 60 sec<br />
* Accuracy of Event Location >=99.1%<br />
* Accuracy of General Event Information >=99.7%<br />
* Accuracy of Event Types >=97.6%<br />
* Accuracy of Netcom Event Detail >=97.9%<br />
Dispatch Speed Code 1<br />
>=90% in 150 sec<br />
>=95% in 250 sec<br />
Dispatch Speed Code 2<br />
>=90% in 300 sec<br />
>=95% in 500 sec<br />
* Appropriateness of allocated resources >=97.9%<br />
* Accuracy of General Event Information >=99.8%<br />
* Method of Dispatch Notification 100%<br />
09/10 Fee Notes<br />
Base CAD Service Fee 12,367,799 Based on 3% increase on 2008/09<br />
MDN Fees 4,862,751 Estimated 2009/10 Fee<br />
MMR Fees 4,581,020 Estimated 2009/10 Fee<br />
EAS Fees 93,347 Estimated 2009/10 Fee<br />
Ambulance Victoria Regional CTD TBD<br />
Total 21,904,917*<br />
Appendix A: Service Standards & Service Fees<br />
* Based on information available and completed changes and variations at date of preparation<br />
29
30 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
Appendix A: Service<br />
Standards & Service Fees<br />
Country Fire <strong>Authority</strong><br />
Service Standards (Fire <strong>Services</strong> Victoria Standards Also Apply to MFB)<br />
Call Taking<br />
Dispatch<br />
Service Fees<br />
Non-exhaustive Summary<br />
Service Standard Target<br />
Call Answer Speed<br />
* Accuracy of Event Location >=98%<br />
>=90% in 5 sec<br />
>=95% in 30 sec<br />
* Accuracy of Additional Information >=99.5%<br />
* Accuracy of Event Types >=99%<br />
Dispatch Speed<br />
Fire Service Call:<br />
Automatic Alarms<br />
>=90% in 120 sec<br />
>=98% in 290 sec<br />
>=90% in 28 sec<br />
>=98% in 75 sec<br />
Other Agency Presentation >=90% in 50 sec<br />
EMR events<br />
Manual Operations<br />
>=90% in 28 sec<br />
>=98% in 75 sec<br />
>=90% in 150 sec<br />
>=98% in 320 sec<br />
* Appropriateness of allocated resources >=97.9%<br />
09/10 Fee Notes<br />
Base CAD Service Fee 9,469,900 Based on 3% increase on 2008/09<br />
Ballarat Project 1,065,000 Based on ERC Outcome<br />
EAS Fees 23,261,193 Estimated 2009/10 Fee<br />
EAS Expanded Capability TBD<br />
Total 33,796,093*<br />
* Based on information available and completed changes and variations at date of preparation
Metropolitan Fire Brigade<br />
Service Standards (Fire <strong>Services</strong> Victoria Standards Also Apply to CFA)<br />
Call Taking<br />
Dispatch<br />
Service Fees<br />
Non-exhaustive Summary<br />
Service Standard Target<br />
Call Answer Speed<br />
Accuracy of Event Location >=98%<br />
>=90% in 5 sec<br />
>=95% in 30 sec<br />
Accuracy of Additional Information >=99.5%<br />
Accuracy of Event Types >=99%<br />
Dispatch Speed<br />
Fire Service Call:<br />
Automatic Alarms<br />
>=90% in 120 sec<br />
>=98% in 290 sec<br />
>=90% in 28 sec<br />
>=98% in 75 sec<br />
Other Agency Presentation >=90% in 50 sec<br />
EMR events<br />
Manual Operations<br />
>=90% in 28 sec<br />
>=98% in 75 sec<br />
>=90% in 150 sec<br />
>=98% in 320 sec<br />
Appropriateness of allocated resources >=97.9%<br />
09/10 Fee Notes<br />
Base CAD Service Fee 5,527,853 Based on 3% increase on 2008/09<br />
MMR Fees 3,471,480 Estimated 2009/10 Fee<br />
Total 8,999,333 *<br />
Appendix A: Service Standards & Service Fees<br />
* Based on information available and completed changes and variations at date of preparation<br />
31
32 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
Appendix A: Service<br />
Standards & Service Fees<br />
Victoria Police<br />
Service Standards<br />
Call Taking<br />
Dispatch<br />
Operational<br />
Communications<br />
Service Fees<br />
Non-exhaustive Summary<br />
Service Standard Target<br />
Call Answer Speed<br />
>=80% in 5 sec<br />
>=95% in 60 sec<br />
Accuracy of Event Location 85% pass rate<br />
Accuracy of General Information 85% pass rate<br />
Accuracy of Event Types 85% pass rate<br />
Adherence to VicPol Structured Calltaking 85% pass rate<br />
Dispatch Speed<br />
Priority 1 Dispatches<br />
Priority 2 Dispatches<br />
Priority 3 Dispatches<br />
>=80% in 160 sec<br />
>=90% in 240 sec<br />
>=80% in 300 sec<br />
>=90% in 715 sec<br />
>=80% in 160 sec<br />
>=90% in 1260 sec<br />
Application of appropriate resource 95% pass rate<br />
Volume of accurately relayed General Event<br />
information<br />
95% pass rate<br />
Effective response to inbound communications<br />
from VicPol resources<br />
95% pass rate<br />
Appropriate level of response to Requests for<br />
advice, assistance, information and resources.<br />
95% pass rate<br />
09/10 Fee Notes<br />
Base CAD Service Fee 21,750,809 Based on 3% increase on 2008/09<br />
MDN Fees 18,178,533 Estimated 2009/10 Fee<br />
MMR Fees 23,508,796<br />
Total 63,438,138 *<br />
Estimated 2009/10 Fee (including<br />
MMR Blackspot funding)<br />
* Based on information available and completed changes and variations at date of preparation
Victoria State <strong>Emergency</strong> Service<br />
Service Standards<br />
Non-exhaustive Summary<br />
Service Standard Target<br />
Call Taking Call Answer Speed<br />
Dispatch<br />
Service Fees<br />
Dispatch Speed<br />
Calls from the Field<br />
>=80% in 5 sec<br />
>=90% in 60 sec<br />
Priority 1 Dispatches >=90% in 50 sec<br />
Priority 2 & 3 Dispatches >=90% in 460 sec<br />
>=80% in 20 sec<br />
09/10 Fee Notes<br />
>=90% in 60 sec<br />
Base CAD Service Fee 2,621,524 Based on 3% increase on 2008/09<br />
Ballarat Project 502,000 Based on ERC outcome<br />
EAS Fees 253,547 Estimated 2009/10 Fee<br />
Total 3,377,071 *<br />
Appendix A: Service Standards & Service Fees<br />
* Based on information available and completed changes and variations at date of preparation<br />
33
34 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
Appendix B:<br />
ESTA 2009/10 Budget Summary<br />
Budget Overview<br />
ESTA’s long term objective is to maintain a sustainable financial base that ensures it has the capability to maintain staffing<br />
and systems at a level that continues to meet required service standards.<br />
ESTA continues to face the challenge of a significant increase in demand for services in an environment of fixed funding.<br />
In 2008/09 ESTA in collaboration with the Department of Justice sought to address the ongoing shortfall, resulting in a<br />
submission for ongoing funding to meet the growth in metropolitan demand.<br />
The submission was a partial success and has resulted in a one-off injection of $3m which will be used to reduce the<br />
impost of the ongoing increased staffing.<br />
In 2009/10 ESTA intends on resubmitting into government for further funding as a result of a detailed review of the funding<br />
base, cost drivers with a view to changing the way in which ESTA is funded into the future. ESTA’s funding model review is<br />
one of the key projects set down in the 2009/10 program of work.<br />
In the meantime ESTA will be budgeting for a loss of $4.8m. This includes the most significant project and capital budgets<br />
ever undertaken by ESTA and exceeds $14.2m (excluding the EAS expansion project).<br />
It is expected that this program of replacement and development projects will reduce ESTA’s liquidity in the order of<br />
$11.5m. This is achievable within the current ESTA funding envelope and will be achieved with a mix of direct ERC funding<br />
and accessing ESTA’s existing financial reserves.<br />
Revenue<br />
ESTA revenue sources are made up of ESO payments for the base CAD service and variations, payments for the managed<br />
services (MMR, EAS, MDN), direct appropriations from the Department of Justice for support of the managed services<br />
contracts, fees from private alarm companies and interest on cash balances.<br />
CAD service fees are at set rates that vary according to the Department of Treasury and Finance’s funding model which<br />
applies a CPI rise to Departmental appropriation annually. For ESTA in 2008/09 this represents a 3% increase in fees over<br />
2008/09. This fee calculation methodology has been in place since ESTA/ECV was established and effectively means<br />
that, despite continuous growth in activity levels, ESTA has not had any real ongoing core service fee increase since its<br />
establishment in 2002.<br />
Along with the $3m increase in base funding for 2009/10, revenues flow for project funding for Ambulance Victoria, CFA,<br />
VicSES for their statewide services, totalling nearly $2.8m along with $823k in current funding to provide enhanced surge<br />
capacity at Ballarat.<br />
Expenditure<br />
Total expenditure is budgeted to increase by over $8m in 2009/10. This is mostly attributable to initiative funding from<br />
government and an increased project commitment for the year. The expenditure on the managed services contracts has<br />
increased by $2m for the year, operations by $1.7m, support by $2m and projects by approx $2.3m.<br />
Cash Management<br />
ESTA maintains cash balances with both Westpac for its day to day operating funds as well as maintaining investments<br />
with Treasury Corporation Victoria.<br />
ESTA’s cash holdings balance is approximately $36.8m. An amount of $14.5m included in this balance is a contingency<br />
funding reserve for the delivery of the SIPSaCS contracted services. It represents the contingency balances held on behalf of<br />
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<br />
accumulated depreciation equivalent to ensure that ESTA is able to maintain an asset replacement program<br />
suitable to meet the demands of a mission critical response service and a small amount to meet day to day<br />
operations of ESTA. There is very little discretion in the application of these funds. It is expected that in 2009/10<br />
this reserve will diminish by approximately $11.5m. This is attributable to the ongoing losses and the extended<br />
capital program in this year.<br />
Capital Programme<br />
ESTA has developed a long term asset replacement program which is updated each year. By ‘banking’<br />
a depreciation equivalent each year it is possible to maintain a long term strategy to ensure systems and<br />
infrastructure are maintained and replaced as appropriate without the need to seek central funding. It is expected<br />
that ESTA’s long term capital strategy will continue to succeed if the base level of fees continues to meet the yearon-year<br />
operating demands.<br />
Because of the drain on funds caused by the unfunded growth in activity levels and hence operating costs,<br />
ESTA’s current capital program is not capable of meeting all of the demand growth of the future. It is expected<br />
that the business case addressing ESTA’s funding model will address this before it becomes an issue affecting<br />
ESTA’s current strategy.<br />
ESTA Operating Budget: Summary<br />
Appendix B: ESTA 2009/10 Budget Summary<br />
Profit and Loss Summary Budget Interim Budget Var. to %<br />
2008/09 2008/09 2009/10 08/09 Int.<br />
Total Revenue 135,004,171 137,017,137 144,925,697 7,908,560 5.77%<br />
Total Expenditure 141,652,713 142,779,657 149,748,079 6,968,422 4.88%<br />
ESTA Budgeted Result (6,648,541) (5,762,520) (4,822,381) 940,139<br />
*Interim Results as at 10 July 2009<br />
* Interim Results as at 10 July 2009<br />
ESTA (ex-PPP Contracts) Budget Interim Budget Var. to<br />
08/09<br />
%<br />
2008/09 2008/09 2009/10 Int.<br />
Operations Revenue 50,413,535 51,048,502 58,411,230 7,362,728 14.42%<br />
PPP Funding (Administration) 6,477,589 5,876,042 6,644,400 768,358 13.08%<br />
Interest 2,223,677 1,961,233 1,098,000 (863,233) (44.01%)<br />
Other Income 525,996 979,635 561,400 (418,235) (42.69%)<br />
59,640,797 59,865,412 66,715,030 6,849,618 11.44%<br />
Operations Expenditure<br />
Operations 41,745,997 41,729,212 43,871,700 2,142,488 5.13%<br />
Support 20,345,807 20,890,438 25,067,743 4,177,305 20.00%<br />
62,091,804 62,619,650 68,939,443 6,319,793 10.09%<br />
Margin (2,451,007) (2,754,238) (2,224,413) 529,825<br />
*Interim Results as at 10 July 2009<br />
* Interim Results as at 10 July 2009<br />
35
36 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
Appendix B:<br />
ESTA 2009/10 Budget Summary<br />
Managed <strong>Services</strong> (Contracts<br />
only) Budget Interim Budget Var. to %<br />
2008/09 2008/09 2009/10 08/09 Int.<br />
MDN Revenue 22,664,220 23,038,563 23,041,284 2,721 0.01%<br />
MDN Expenditure 22,815,805 24,161,087 23,814,014 (347,073) (1.44%)<br />
(151,585) (1,122,524) (772,730) 349,794<br />
MMR Revenue 29,228,866 29,502,655 31,561,296 2,058,641 6.98%<br />
MMR Expenditure 32,042,991 30,957,107 32,798,474 1,841,367 5.95%<br />
(2,814,125) (1,454,452) (1,237,179) 217,273<br />
EAS Revenue 23,470,288 24,610,507 23,608,087 (1,002,420) (4.07%)<br />
EAS Expenditure 24,702,113 25,041,813 24,196,147 (845,666) (3.38%)<br />
(1,231,825) (431,306) (588,060) (156,754)<br />
Contracts Summary<br />
Revenue 75,363,374 77,151,725 78,210,667 1,058,942 1.37%<br />
Expenditure 79,560,909 80,160,007 80,808,635 648,628 0.81%<br />
Margin (4,197,535) (3,008,282) (2,597,969) 410,313<br />
* Interim Results as at 10 July 2009<br />
*Interim Results as at 10 July 2009<br />
ESTA Operating Budget: Notes<br />
The presentation of the operating budget in 2009/10 is designed to show the operating financial performance of<br />
ESTA, identifying separately the revenues and expenditures of the PPP Contracts.<br />
The loss position is reduced for 2008/09 (interim result). This is mainly attributable to the one off injection of $3m<br />
of revenues for managing metropolitan demand.<br />
During 2009/10 it is intended to prepare a business case in support of supplementation to fund ESTA to meet the<br />
demand growth. The business case will outline the need for ongoing review beyond the initial supplementation via<br />
a type of demand driven funding model.<br />
The operating budget includes elements from the recent State Budget and includes the full amounts for statewide<br />
VicSES and CFA, $1.3m of project funding and expenditure for the AV regional project and the $3m operating for<br />
managing metropolitan demand. It also includes the $823k for enhancement of the surge capacity at Ballarat and<br />
the funding for enhanced MMR coverage.<br />
The capital budget includes amounts for capital requirements for the Ballarat development and the surge capacity<br />
projects.<br />
The budget excludes amounts provided for the EAS Enhancement Program as the detailed timing of the<br />
application of the budget is yet to be established.
Balance Sheet Budget<br />
The Balance Sheet budget (below) shows significant<br />
downward movement in the balances of both assets<br />
and liabilities. These result from the amortisation of<br />
the Service Development leases on MMR, MDN and<br />
EAS. This will continue into coming periods through<br />
to the end of the initial service terms.<br />
The other major movements in the balance sheet are<br />
the reduction in cash holdings and the progressive<br />
reduction in owner’s equity. Continuing losses at the<br />
current level will all but extinguish the state’s equity<br />
over the next two years.<br />
Cash Forecast<br />
The cash forecast indicates a significant decrease in<br />
cash holdings during 2009/10. This is as a result of<br />
a planned draw down of the Service Development<br />
contracts contingency funds, a $10m capital<br />
program that will exceed the depreciation allowance<br />
in the current budget and a significant loss position<br />
resulting from increased demand in a fixed revenue<br />
environment. The capital program includes a range<br />
of initiatives from the state budget along with the<br />
continued capital replacement and enhancement<br />
program undertaken each year.<br />
The reduction in cash holdings and interest rates<br />
will result in ongoing reduced interest revenues. This<br />
trend of reducing cash balances further justifies the<br />
need to apply for a business case in support of a<br />
review of the current ongoing revenues.<br />
Balance Sheet Budget<br />
30 June<br />
2009<br />
(Interim)<br />
30 June<br />
2010<br />
Current Assets<br />
Cash and Investments 36,819,860 25,362,633<br />
Receivables 5,261,584 5,250,000<br />
Accrued Revenue/Prepayments 7,341,802 7,500,000<br />
49,423,246 38,112,633<br />
Non Current Assets<br />
Communications Equipment 90,070,418 62,503,307<br />
Other Assets 11,922,662 12,836,916<br />
101,993,080 75,340,223<br />
Total Assets<br />
Appendix B: ESTA 2009/10 Budget Summary<br />
Current Liabilities<br />
Accounts Payable 10,360,528 5,797,077<br />
Accruals 5,565,115 6,213,809<br />
Leases 35,084,236 35,084,236<br />
Staff 5,095,282 4,250,000<br />
56,105,161 51,345,122<br />
Non Current Liabilities<br />
Leases 73,247,352 40,847,352<br />
Staff 2,367,291 2,367,291<br />
75,614,643 43,214,643<br />
Total Liabilities 131,719,804 94,559,765<br />
Net Assets 19,696,522 18,893,091<br />
Equity<br />
Contributed Capital 30,883,456 34,902,406<br />
Current Year Earnings (5,762,520) (4,822,381)<br />
Retained Profit/(Loss) (5,424,414) (11,186,934)<br />
19,696,522 18,893,091<br />
Cash Flow Summary 2009/10<br />
Opening Balance (interim) 36,819,860<br />
Cash Inflows (Operating and Projects) 144,426,721<br />
Cash Inflows (Contributed Capital) 4,016,950<br />
Operating Cash Expenditures 147,647,509<br />
Contingency Claims 1,648,440<br />
Capital Budget 10,604,950<br />
Closing Balance 25,362,633<br />
Net Movement in Cash Reserves (11,457,227)<br />
37
38 ESTA <strong>Business</strong> <strong>Plan</strong> 2009/10<br />
Acronyms used<br />
throughout this document<br />
Acronyms<br />
Abbreviation Stands For<br />
AV Ambulance Victoria<br />
AVL Automatic Vehicle Location<br />
BAL Ballarat<br />
CTD Call-taking & Dispatch<br />
CAD Computer Aided Dispatch<br />
CALD Culturally & Linguistically Diverse<br />
CFA Country Fire <strong>Authority</strong><br />
DHS Department of Human <strong>Services</strong><br />
DoJ Department of Justice<br />
DSE Department of Sustainability & Environment<br />
DTF Department of Treasury & Finance<br />
EAS <strong>Emergency</strong> Alerting System<br />
ECV <strong>Emergency</strong> Communications Victoria<br />
ERC Expenditure Review Committee<br />
ESTA <strong>Emergency</strong> <strong>Services</strong> <strong>Telecommunications</strong> <strong>Authority</strong><br />
ESOs <strong>Emergency</strong> Service Organisations<br />
GIS Geographic Information Systems<br />
GPS Global Positioning Satellite<br />
ICC Incident Control Centre<br />
IT&T Information, Technology & Communications<br />
LEAP Law Enforcement & Protection<br />
MDN Mobile Data Network<br />
MERO Municipal <strong>Emergency</strong> Response Officer<br />
MFB Metropolitan Fire & <strong>Emergency</strong> <strong>Services</strong> Board<br />
MMR Metropolitan Mobile Radio<br />
NEPT Non-emergency Patient Transport<br />
NESS Non <strong>Emergency</strong> Scheduling System<br />
OESC Office of the <strong>Emergency</strong> <strong>Services</strong> Commissioner<br />
OTA Over-The-Air<br />
PPP Public Private Partnership<br />
SAN Storage Area Network<br />
SECC State <strong>Emergency</strong> Communication Centre<br />
SMS Short Messaging Service<br />
THO Tally Ho<br />
WOVG Whole of Victorian Government<br />
WTC World Trade Centre<br />
VicPol Victoria Police<br />
VICSES Victorian State <strong>Emergency</strong> <strong>Services</strong><br />
VOIP Voice Over Internet Protocols
ESTA<br />
Level 6, 215 Spring St, Melbourne VIC 3000<br />
Phone: 8656 1200<br />
www.esta.vic.gov.au