1. Name: ____________________________________
Queensland Fire & EmergencyServicesStrategic Direction
“In partnership with the community, create a safer Queensland by providing world-class, professional fire and rescue services.’
QFES continually searches for operational excellence and acts with professionalism, honesty and integrity to save people, property and the environment now
and into the future.
We aspire to provide training that is timely, relevant and engaging to ensure our people are highly effective and efficient and contribute to a safer community.
We strive for excellence in all we do through continuous improvement in efficiency of staffing and operating systems.
Our vision
Safe and secure communities
Our purpose
Our people help make Queensland
safer
Our values
Accountability
We are accountable and open in our operations
Integrity
We act ethically, honestly and in the best interest of the community
Performance
We commit to high standards of service and performance
Safety
We value a safe and fair work environment
Relationships
We value collaborative relationships with communities and in the workplace
Diversity
We respect each other and value our diversity
PerformanceRating Levels-How will your performance and competency objectives be rated:
QFES apply a 5 level scale rating to record your level of achievement against each objective and your measures of success in line with role
requirements (Also refer to Position Description for further details on role requirements).
Lagging Needs significant improvement to achieve minimum role requirements
Developing Needs some improvement to perform role requirements or may be new to role and developing skills
Competent Demonstrates knowledge and performance in line with role requirements
High Competence Evidence of performance delivered above role requirements
High Performing Consistently demonstrates performance above role requirements
2014/2015 Individual Performance Plan – QFES Auxiliary Fire OfficerAssessment Task No.1 – Work Based Project/Case Study Part 1
2014/2015 Individual Performance Plan – QFES Auxiliary Fire Fighter

2. ‘SMART’Individual Objectives – How will you contributeto QFES StrategicDirection and JuliaCreekTeam
Objectives
Role Performance
Objectives
Weighting
%
Measures of Success Level Achieved
100% adherence to QFES Fire
Officer Procedures and
Compliance
40  Demonstrated correct procedures including WH&S and all
‘call’ instructions followed on each call out and in station as
observed by the Captain and evidenced from monthly
Operational Management System report results, discussed
monthly
 Online and Practical Training Completed in line with target
dates
 All videos watched and skills and drills videos watched at
least twice a week
Team Performance Objective this relates to: 1
Ensure all equipment is
maintained and used in
accordance with procedures
20  Completion of all equipment procedure and handling training
 Follow instructions on equipment usage on each call out as
required by the Captain or senior officers
 Report on any faulty equipment and takes steps to arrange
repair or replacement in accordance with procedural
timeframes
Team Performance Objective this relates to: 2
95% call out achievement rate 20  Answers all calls when ‘on call’
 Ensures adherence with zero tolerance BAC when ‘on call’
 Able to attend at least 95% of required incident call outs as
reported in Operational Management System adherence
rates
Team Performance Objective this relates to: 3

3. Role Competency
Objectives
Weighting
%
Measures of Success Level Achieved
Demonstrate QFES strategic
direction ‘Our Values’ at all
times
10  All ‘call’ instructions followed on each call out and in station
 Clearly communicate information on each call out as
observed by the Captain and other officers
 Demonstrate respect and integrity in all dealings with
patients and stakeholders
Team Competency Objective this relates to: 1
Engagement with and positive
feedback received from
community and relevant
stakeholders
10  Examples of positive feedback received
 Invitations to be involved in community events representing
QFES
 Demonstrate attendance and participation in community
events and education forums
Team Competency Objective this relates to: 2
Overall Achievement Level 100
Review and Comments
Captain’s Comments Staff Member Comments
Signed: __________________________ Signed: ____________________________
Date: ____________________________ Date: ______________________________

4. Individual Development Plan
Career Level Aspiration 1-3 years: ________________________________________________
Areas identified for development
Actions to supportmy continuousimprovementand supportcareeraspirationachievement:
1. Experiential learning 2. On Job Training or external development 3. Coaching/Mentoring support:
  

5. Queensland Fire & EmergencyServicesStrategic Direction
“In partnership with the community, create a safer Queensland by providing world-class, professional fire and rescue services.’
QFES continually searches for operational excellence and acts with professionalism, honesty and integrity to save people, property and the environment now
and into the future.
We aspire to provide training that is timely, relevant and engaging to ensure our people are highly effective and efficient and contribute to a safer community.
We strive for excellence in all we do through continuous improvement in efficiency of staffing and operating systems.
Our vision
Safe and secure communities
Our purpose
Our people help make Queensland
safer
Our values
Accountability
We are accountable and open in our operations
Integrity
We act ethically, honestly and in the best interest of the community
Performance
We commit to high standards of service and performance
Safety
We value a safe and fair work environment
Relationships
We value collaborative relationships with communities and in the workplace
Diversity
We respect each other and value our diversity
PerformanceRating Levels-How will team performanceand competency objectives be rated:
QFES apply a 5 level scale rating to record team level of achievement against each objective and your measures of success in line with role
requirements (Also refer to Position Description for further details on role requirements).
Lagging Needs significant improvement to achieve minimum role requirements
Developing Needs some improvement to perform role requirements or may be developing skills
Competent Demonstrates knowledge and performance in line with role requirements
High Competence Evidence of performance delivered above role requirements
High Performing Consistently demonstrates performance above role requirements
2014/2015 Team Performance Plan – QFES Auxiliary Team - Julia Creek

6. ‘SMART’Team Objectives – How will the team contribute to QFES StrategicDirection
Team Performance
Objectives
Weighting
%
Measures of Success Level Achieved
100% adherence to QFES Fire
Officer Procedures and
Compliance
30  Demonstrated correct procedures and compliance
requirements including WH&S followed based on
observations and results recorded in the Operational
Management System
 All procedure manuals regularly updated
 Competency achieved in Area Commander reviews
 Online and Practical Training Completed in line with target
dates by all team members
 All videos watched and skills and drills videos watched at
least twice a week by all team members
 Attendance at weekly team meetings
Ensure all equipment is
maintained and used in
accordance with procedures
15  Completion of all equipment procedure and handling training
 Follow instructions on equipment usage on each call out as
required by the Captain or senior officers
 Report on any faulty equipment and takes steps to arrange
repair or replacement in accordance with procedural
timeframes
100% call out achievement
rate
20  100% availability and attendance at call outs achieved
overall by the team with replacement members sourced as
required measured in Operational Management System
 All team members adhere with zero tolerance
Budget 10  Julia Creek station operating expenses achieved in
accordance with budget
All leadership and
management tasks
undertaken
5  Adherence to WH&S procedures at all times
 All training scheduled as required by QFES
 Completion of all staff performance plans and IDP’s
 Team meetings held regularly
 Reports completed fully and submitted as per time required

7. Role Competency
Objectives
Weighting
%
Measures of Success Level Achieved
Demonstrate QFES strategic
direction ‘Our Values’ at all
times
10  All ‘call’ instructions consistently followed by team members
 Training and development in any Values improvement areas
scheduled and completed
 Staff survey satisfaction levels above 60%
 Clearly communicate information in dealing with team
members and stakeholders
 Demonstrate respect and integrity in all dealings with
patients and stakeholders
 Team members provided with appropriate reward and
recognition for high performance
Engagement with and positive
feedback received from
community and relevant
stakeholders
10  Attendance as relevant at community events and
sponsorships and undertake community awareness and
education programs
 Demonstrated positive feedback received from stakeholders
 Stakeholder feedback included in station reports
 Respond to any stakeholder concerns raised within 48 hours
of receipt of information
Overall Achievement Level 100
Review and Comments
Area Commander Comments Captain Comments
Signed: __________________________ Signed: ____________________________
Date: ____________________________ Date: _________________________

8. Assessment Task No. 2 – Work Based Project/ Case Study Part 2
1. How you have conductedperformancemanagementwith staff.
 Setting Team and Individual Performance Plans
Individual Performance Plan objectives for Fire Officers are set jointly between the Area Commander and myself. The individual plan objectives
are written to align with the broader Team Performance Plans however can be modified to reflect the role in the unit and the measure of
performance required for each role. Both Individual and Team plans need to align to the broader QFES Strategic Direction to ensure consistency
of these plans across Units and Regions.
When the Team Performance Plan is finalised, Individual Plans are documented. I hold 1:1 meetings with each staff member to discuss the
individual performance and competency objectives as outlined in the Performance Plan document. These discussions cover expectations of
what is required to achieve each objective, the measures and how the rating scale is applied.
Ensuring understanding of how the individual plan objectives relate to and link with the broader Team Performance Plan and then to the broader
QFES strategic direction is also an important part of these discussions.
Due to the Fire Officer role requiring strict adherence to QFES procedures, practices and training methods, there is no real opportunity for staff
members to input into what objectives are set however they are expected to attend the discussion prepared with thoughts on their own Individual
Development plans to agree on actions for these.
Team Performance Plans are discussed as part of a broader team meeting I hold, again covering the alignment to the Strategic Direction and
what is expected of the unit to ensure performance and competency objectives can be achieved.
I formally review Individual and Team Performance plans annually however I also discuss performance progress against objectives with staff as
part of Team and Individual discussions on a quarterly basis.
 Other Performance Management Tools and Actions undertaken
Further to the Team and Individual Performance plan setting and review process, other mechanisms I use to support performance management
and ensure performance of individuals and the team. These are outlined in more detail in the next question and include:
 Innovation System
 Monthly 1:1 scheduled Meetings.
 Monthly Team meetings
 Regular and immediate feedback provided in debrief discussions

9.  Identifying formal or informal Performance Improvement needs
2. How you have monitored and evaluated the staff member/s performance,and provided informalfeedbackon a
continuous basis.How you have documented the performancein the PerformanceManagementSystem.
 Evaluation of performance
I evaluate performance using a number of methods. Performance results are recorded into an Operational Management System, which provides
summary reports on achievement levels against training results and completion rates, compliance and procedure adherence results and call out
levels achieved. These reports also provide inputs into evaluating results achieved in Individual and Team Performance Plan objectives.
I undertake observations of staff members during training sessions, on call outs and when participating in community events. The Area
Commander and Senior Officers at my request will also make observations on performance.
Feedback from external stakeholders including paramedics, police, patients etc. also provide performance evaluation information.
Team members provide and are encouraged to provide feedback directly to each other and to the Captain.
 Providing Feedback on Performance and providing informal feedback on a continuous basis
This is undertaken in several ways including:
Monthly Meetings- 1:1 monthly meetings I hold include discussing performance and providing feedback. Performance feedback in these
meetings also includes my observations, external stakeholder feedback received and other team member feedback. Areas to improve and
recognition of good performance are discussed.
During monthly team meetings, I will also discuss the same performance feedback areas covered in the 1:1 meetings however at a team
performance level and based on team results. Individual recognition can form part of the team meeting.
Continuous and Immediate Feedback - I conduct debrief sessions with the team, and where relevant, with individual staff members after call
outs and after training sessions to discuss results of the call out or training, adherence to procedures, and any areas for i mprovement whether
performance or competency based.
Identifying Performance Improvement - Discussions are held with individuals where I identify informal or formal performance improvement needs.

10.  Documenting the Performance in the Performance Management System
Documentation of results is recorded using the Operational Management System. Some system results are provided by automatic system
uploads measuring e.g. training completion rates and call out adherence rates. I am responsible for entering performance result information on
observations and performance achieved including results of training sessions, number of videos watched, call outs and to input comments. I also
use this system to record performance achieved or improvement needs discussed in Debrief sessions, 1:1 meetings and monthly team meetings.
I also record separate diary notes for any individual discussions I hold requiring a Performance Improvement Plan to be set. Performance
Improvement Plan pro-forma documents are completed to record areas for more structured performance improvement needs.
I document Individual and Team Performance Plan ratings and comments in the Performance Plan document as part of the formal annual review
3. How you have advisedrelevantpeoplewhen there is poor performance and whatactions have you taken to
rectify poor performance.
When I have identified individual performance that has needed improvement, depending on the severity would determine if the discussion is held
on a formal or more informal basis. It will also determine if I have advised the Area Commander and or engaged Human Resources.
After addressing areas for improvement either continuously or in monthly 1:1 conversations with an individual, if there is not the required level of
improvement, I will arrange a separate meeting with the individual to discuss. They will be provided 1 week notice of the meeting and given an
indication of what the meeting relates to so they have time to put some thought into the discussion. Depending on the circumstances, the
individual can also bring a support person if they choose.
During the initial structured conversation I think it is important to understand why the individual is not performing as this will determine if the
improvement area is a result of needing more skill or some other type of motivational or personal issue. When this is determined, it can shape
what actions for improvement are set and expectations needed. The main aim I have is to see the individual improve.
I use Performance Improvement Plan pro-forma documents to record the actions and seek agreement from the individual. The standard review
duration for improvement is 6 months for a more formal performance improvement and 3 months for informal improvement. I hold progress
review discussions monthly as part of the standard 1:1 meetings to discuss progress and any further support needed.
Actions also include what support or coaching by myself is needed to assist the improvement, or requiring the staff member to undertake further
training in a particular procedure or practice either on line, videos or in practice, buddying with a more competent Officer.
Depending on the severity of the performance improvement area, I may need to instruct that the behavior or performance that i s not correct is
rectified immediately and will consider if a warning is needed.

11. After the set improvement period, I then need to determine from the performance management information available if the performance has
improved to the required level or if a further plan needs to be set. At this stage if a further plan needs to be put in place, the Area Commander
and potentially Human Resources will also be advised/engaged.
If there is a team performance improvement need, I will discuss this as noted as part of either debrief meetings or the monthly team meeting and
will work with the team to agree what changes need to be made to improve the performance or behaviors.
4. How you have provided on-the-job coachingto improve performanceand confirm excellence in performance and
reinforced excellencethrough recognition and continuous feedback.
I provide on-the job coaching consistently as part of each call out, in training and during 1:1 or team meetings. This can include demonstrating
procedures with officers, taking officers through practice drills, discussing training, facilitating training and regularly talking through role
expectations
As a further measure to improve performance and to encourage motivation and engagement, I have implemented an Innovation Page. This is
where team members are encouraged to input ideas into an online system with ideas reviewed every 3months, shortlisted and submitted for
approval to implement where the idea is feasible. Where possible the Fire Officer is encouraged to be involved in implementing approved
initiatives e.g. updating a policy or procedure document or engaging the appropriate staff member to support with implementing the improvement.
Reward and recognition is a regular practice and is important given the challenging nature of the work. I do this regularly by providing on the spot
recognition of a job well done, by rewarding strong performance in team meetings, during team and individual debriefs and in monthly meetings.
More formal recognition of good performance is undertaken by recommending rewards or commendations for individuals or the team. This is a
QFES recognition system where if strong performance needs to be formally recognized, it involves completing a pro-forma nomination to
recommend recognition or commendation. This is emailed to the QFES approving bodies to determine the level of award provided. When this is
approved, I advise the individual and then recognize this commendation or award in the broader team meetings.
5. How you have conducteda formalstructured feedback session,written and agreedperformance improvement
and developmentplans,and soughtassistancefrom human resource specialists.
The formal structured feedback sessions I have undertaken on an individual basis have included as per question 3, setting an individual meeting
with an individual providing 1 week notice of the meeting and the opportunity to bring a support person. I ensure I have all of the fact based
performance information from observations and the Operational Management System ready to discuss. In the meeting I provide the staff member
the opportunity to provide input into what needs to be improved and developed.
The agreed actions are documented into the pro-forma Performance Improvement Plan document with the review timeframes set. I set and
discuss objectives with the intention to bring the Officer to a minimum performance level to be considered a Competent level.

12. As noted, the regular performance management plans do not provide for input by the officers, which is where the Individual Development Plans
and the Innovation Page in addition to ongoing encouragement of feedback and suggestions provides the opportunity for individ ual contributions
to their own and the team’s performance.
Specifically with Development Plans these are set with input from the officers and with input from myself as to areas needed to achieve
development to reach the next qualification or role level or to further develop an identified skill or competency area. These are documented in the
Individual Development Plan, which forms part of the Performance Management Plan.
Human Resources Specialists are engaged in creating the tools and templates used to document the plans and I also work with Human
resources where there has not been the required level of performance improvement demonstrated and a second review plan is needed or where
termination of employment may be considered.

13. Assessment Task No. 4 – Knowledge Questions
Q1. Matching – Match the team role with the description of the contribution the team member makes by entering the correct number in the box.
1 Plant Creative, imaginative, free thinking
2 Resource investigator Outgoing, enthusiastic, communicative
3 Co-ordinator Mature, confident, identifies talent
4 Shaper Challenging, dynamic, thrives on pressure
5 Monitor Evaluator Sober, strategic, discerning
6 Teamworker Cooperative, perceptive, diplomatic
7 Implementer Practical, reliable, efficient
8 Completer Finisher Painstaking, conscientious, anxious
9 Specialist Single-minded, self-stating, dedicated
Q2. Select the best technique. Is Mentoring or Coaching the best technique?
Jim is dealing with team problems and needs some help from you. Place a M in the box for mentoring, and a C in the box for coaching to show
which technique you would use to help him be more effective.
C Jim’s team seem to be having problems understanding his explanations of tasks and actions
C Jim’s team want to know how the new procedure works but Jim doesn’t know it well enough himself
M Jim’s team are conflicted
M Jim’s team are going for an award and want Jim to lead them.
Q3. Multiple choice
Kathy has always been a great team member. Lately there has been unhappy undercurrents in the team and Kathy has come to you to report the
problem. She is feeling that as a female in a predominately male trade, she is not getting the kind of respect she deserves a s a highly capable
member of the team. The difficulty seems to fairly recent and connected to a new staff member that joined the group a few months back. The
new staff member has not worked with a woman in trades before and holds fairly narrow views on what women can and cannot do. Select the
best response from you as the manager:
D. Call a team meeting and ask everyone what are the good things about the team. Emphasis each member’s contributions and value to the
team. Gain consensus from the group that all team members should have the support of each other and are to be treated equally without
discrimination. Ensure all team members know the equal opportunities and anti-=discrimination legislation, plus company policy and
procedures.

14. Q4. Match the learning style and personal learning preferences with the description by entering the correct number in the box.
1 Visual Prefers special shapes, pictures, text
2 Kinetic Prefers physically manipulating objects and hands on activities
3 Audio Prefers voice, sound, lectures
4 Converger They are capable of creating theoretical models by means of inductive reasoning
5 Diverger They are good at actively engaging with the world and actually doing things instead of merely reading about and
studying them
6 Assimilator They are good at making practical applications of ideas and using deductive reasoning to solve problems
7 Accommodator They are imaginative and are good at coming up with ideas and seeing things from different perspectives
Q5. True or False - Place a T for true or F for false in the checkbox.
What are unlawful dismissal rules and what is harsh, unjust or unreasonable?
An employee has been unfairly dismissed if the Fair Work Commission is satisfied that all of the following occurred:
F The person has been dismissed after one month’s full time work
T The dismissal was harsh, unjust or unreasonable
T If the employer is a small business, the dismissal was after the person had served eight (8) full months
T The dismissal was not a case of genuine redundancy
What is harsh, unjust or unreasonable?
In considering whether a dismissal was harsh, unjust or unreasonable, the Fair Work Commission must take into account all of the following
factors:
T Whether there was a valid reason for the dismissal related to the employee’s capacity or conduct
F Whether the employee had children
T Any reasonable refusal by the employer to allow the employee to have a support person present to assist at any discussions
relating to dismissal
T If the dismissal related to unsatisfactory performance by the employee, regardless of whether they had been warned about that
unsatisfactory performance before the dismissal
T The degree to which the size of the employer’s enterprise and the degree to which the absence of dedicated human resource
management specialists or expertise would be likely to impact on the procedures followed in effecting the dismissal.
T Any other matters that the Fair Work Commission considers relevant.

15. Q6. Multiple choice
You are the team leader in charge of a fly in fly out team laying explosives at a mine is Queensland. You are planning for staff development and
need to ensure workplace, health and safety considerations are met. Your final best plan is one of the following. Select the best answer.
B. Workplace Health and Safety face to face training to take place in Brisbane in a simulated workplace environment at the training organisation,
induction to include in-flight eLearning using iPads capable of being used by finger movements, remainder of induction conducted face to face
before entering the mine area. Toolbox style meetings on site every morning. Interactive simulations and eLearning for broad range of learning
topics on iPads when the weather is bad and there is prolonged waiting time. Coaching and mentoring.