1. Business Planning and Business Discipline “Saying and Doing”
John Bonney
The move to an ordered arrangement is a reflection on what CFOA has become.
The need for more rigour and address the question of what is our capacity.

2. CFOA Business Plan Introduction CFOA Board SD Ops Response Prevention
Protection
Corporate
Services
Human
Resource
5th
Directorate
Business Plan is not a coffee table book. It is there to be used. It is a statement of aims but very much a tool for performance management.
(1)
Introduction includes our 4 strategic aims.
Context
Risks – Resources – What the Directorates have to do.
MSB.
Collective responsibility – Return to this.
(2)
CFOA Board.
Pan directorate.
Diversity.
Business planning/cycle.
DA.
Member engagement.
Lobby.
Policy development.
Europe and International
FiReControl/Firelink
(3)
Directorate’s MTPs.
Very much the powerhouse of the Association.

3. Medium Term Plans What are we trying to achieve? Where are we now?
What are we going to do?
Timelines
All follow basic components.
Timelines are not entire workplans – but high level milestones on key projects.

4. P10 – P11 SD P&P
Use of doing words and outcome based.
For all Directorates and board plan.

5. Business Discipline Board accountabilities Board procedures
Performance management
Website
Collective responsibility
No process has value unless there is a change of behaviour and commitment.
All board members – ‘presidential team’ for continuity (not cult of personality)’.
Templates for report, discipline on who gets access to time on board.
The plan requires commitment to meeting timelines.
To provide transparency to members.

6. Collective responsibility
A degree of collective responsibility in terms of decision making and public pronouncements is necessary. As such, certain expectations fall upon those who occupy formal positions within the Board or its Directorates.
All are expected to conduct themselves in a way which supports our stated core values.
Those involved in policy formulation and implementation will do so in accordance with the Associations’ business planning process.

7. Collective responsibility
Those holding policy or work group leads will ensure their role and activity is registered with the appropriate Directorate or member of the Presidential Team.
It should be clear that only those nominated as policy leads or Board members are authorised to pronounce on CFOA policy. Any Member may express opinions/views but it should be made clear that this is done so in a personal capacity.
Decisions made at Board, whether unanimous or not, are collective decisions.