SCRC SC - VIC EM SAP Update 2017-20-V1.0
VictorianEmergencyManagementStrategicActionPlan
Update#2
2017‐2020
TABLECONTENTS
MINISTERIALFOREWORD...... 2
EMERGENCYMANAGEMENTCOMMISSIONER’SMESSAGE...... 3
SAPUPDATE#22017‐2020...... 4
Introduction...... 4
STRATEGICPROGRAMOFACTIONS...... 6
CASESTUDIES‐KEYACHIEVEMENTS2015‐2017...... 9
ASUMMARYOFVICTORIANKEYEVENTSANDCONSEQUENCES...... 20
ACKNOWLEDGEMENTS...... 22
MINISTERIALFOREWORD
The Victorian Emergency Management Strategic Action Plan (SAP) Update #2 2017-2020 is the second update to the three-year rolling plan and provides a timely reflection on the key achievements to date in reaching the reforms required of the emergency management sector.
This Update shows the tremendous efforts of the sector working as one to progress towards delivering the shared vision of safer and more resilient communities. Significant progress is being made towards delivering the actions within the SAP, with some actions already reaching completion and others are well underway with key elements being accomplished.
Over the last two years, the sector has evolved to an ‘all communities, all emergencies’ approach to emergency management and we have seen the breadth of emergencies that have been responded to. This approach aims to support communities of all types being at the centre of all decision making. The recently released Community Resilience Framework for Emergency Management provides a lens through which all aspects of emergency management activity can be viewed to determine how they connect with modern practice and contribute to a safer and more resilient Victoria. I am pleased to see the sector, community and business working collaboratively towards a modern emergency management system in Victoria and driving sector reform.
The Victorian Government remains strongly committed to the ongoing reform of the emergency management sector, and the SAP is a vital tool to enable the sector to achieve the desired outcomes. I am confident that by working as one, we can facilitate sustainable change to create safer and more resilient communities.
JamesMerlino,MP
MinisterforEmergencyServices
EMERGENCYMANAGEMENTCOMMISSIONER’SMESSAGE
As we look back and reflect on our achievements towards the actions identified in Victoria’s Emergency Management Strategic Action Plan (SAP), we can be proud of the significant progress the emergency management sector has been able to accomplish together in such a short period. I have seen progress across each of the priority areas within the SAP and the recent completion of a number of actions, some of which provide the foundation for how the sector works together, today and in the future.
The actions within the SAP set a clear direction for the future and I recognise and commend the extensive work undertaken so far to achieve the outcomes in the SAP. However, building on this progress will require the ongoing commitment of resources across the sector if we are to maximise these outcomes over the longer term.
This SAP Update #2 2017-2020 looks back on the past two years and highlights key achievements across each of the Themes in that time. By reflecting on the past, we can look forward to the opportunities of the future. The progress we are making today will position us to enable a modern, sustainable emergency management system in Victoria.
The sector must maintain momentum and focus and continue to be adaptable and accommodate future opportunities and challenges to the emergency management system. The joined up outcomes as described in the SAP are the key to the success of achieving our shared vision of safer and more resilient communities.
CraigLapsleyPSM
EmergencyManagementCommissioner,Victoria
SAP UPDATE #2 2017‐2020
Introduction
Asathree‐yearrollingplandevelopedundersection12oftheEmergencyManagementAct2013 (EMAct2013),theVictorian EmergencyManagementStrategicActionPlan(SAP)outlinesanumber ofstate‐widestrategicpriorities,withcorrespondingactions,tosupportVictoriainachievingits visionofsaferandmoreresilientcommunities. TheSAPisreviewedannuallytoensureitremains relevantandrobustenoughtomeetchallengesthatarisefortheemergencymanagementsector (sector).
TheSAPhasnowcompletedtwoyearsofitsimplementation program,andthisupdateprovidesa timelyreflection onthegrowthandprogressacrosseachofthepriorityareaswithintheSAPduring thattime.The‘allcommunities,allemergencies’ approachhasbeenembracedandembeddedinto thewaythesectorworksandtestedthroughemergencies recentlyfaced.Inadditiontoresponding tobushfires,grassfires, structurefires,floodsandstorms,thereareotherdiversetypesof emergencies thatthesectorhasrespondedto,suchastheoutbreak ofBlueGreenAlgaealongthe MurrayRiver,thethunderstormasthmaevent,theBourkeStreetMallincident,andtheNorwegian Starcruise‐shipwhichlostpropulsionoffthesouth‐eastcoastofVictoria1.Thisshowsthebroad natureofemergencymanagement andhowthesectorneedstobeflexibleandadaptabletomeet theneedsofthecommunity.
Thecontinuedcommitment anddedicationofthesectorinleading,participating inandsupporting theSAPactionsisvitaltoenablingtherequiredreformtoimproveservicedeliveryofemergency managementinVictoria.Overthepasttwoyears,23of31actionshavecommencedwithfour actionsreachingcompletionandtransitioning intothewaythesectordoesbusinesstoday.These compriseCriticalInfrastructure Resilience(E3);SpecificRiskMitigation(F1); Common Principles and Standards that Guide Service Delivery (G2); andtheSingleSource WebPortal(H4).Whileanumberofotheractionsarecomingclosetocompletion, othersarebeing activelyimplemented.
Therehasbeencontinuedprogressintheareaofpublicinformation andwarnings,withthe expansionofwarningstoincludesharksightingsandprovisionofinformationonhealthandsecurity emergencies.Furthermore,foundationalworkfortheSAPactiononMarineSearchandRescue(G8) hascommenced, withthisprovidingasolidbasisforaneffective,efficientandsustainable service deliverymodel.
ItisrecognisedthatmanyactionswithintheSAPhavealargenumberofinterdependenciesacross eachofthepriorityareasandtheseunderpintheworkrequiredtobeundertaken priortoenabling furtherprogress. Theobjectives withintheSAPcannotbeachievedwithoutagenciesand departmentsleadingandsupportingtheactionsandworkingasonetodeliveroutcomes.
Thesectorneedstocontinuetopositionitselfinthefuturetobeabletopreparefor,respondto, and recoverfromthe arrayofemergenciesVictoriafaces.The communitymustremainatthe centre ofeverythingthesectordoes,especiallyasthepopulationincreasesandages,anddemographics change. Victoria canalsoexpect toseemorediverse, intense andfrequentweather events nowand intothefuture2.Therefore,whilethereformworkintheSAPisunderwayandprogressing,the
1For furtherdetails refer to the SummaryofVictorian Key Events andConsequences on page 20
2BureauofMeteorology andCommonwealthScientificand IndustrialResearchOrganisation,State of The
Climate 2016
sectorwillcontinuetoadaptandimprovetoremainagile,dynamic,andresponsivetotheVictorian community.
AstheSAPcontinuestoevolveandmovethroughitsimplementationprogram,theannual“rolling” cycleprovidesanidealopportunity toreviewtheneedsofthesectorandcommunity andtorefine thestrategicdirection forthefuture.Thisincludeslookingatotherkeyinitiativesbeingundertaken acrossthesector,includingtheResilientRecoveryDiscussion Paper,whichisdesignedtoshapethe futurereliefandrecoverysystem,theEmergencyManagement ClimateChangeProgram,andthe Emergency ManagementOutcomesFramework(under development), whichwillprovidean evidencebasetodemonstratethe impactthereformsarehaving onthecommunity andthesystems whichsupportthesector.Thesepieces ofworkwillassistinformingthebasisfortheongoingwork oftheSAP andhelpshapethe futurestrategicdirection ofthesector.
WhiletherearenomajorchangeswithinthisSAPUpdate#22017‐2020,thefocusoftheSAPover thenext12monthsistoensurecontinued progress withineachofthepriorityareasandtoaddress eachofthechallengesandobjectives.TheimplementationoftheSAPwillcontinuetobemonitored by the Inspector General for Emergency Management, to provide assurance and evidence of effectiveandefficientprogressinthereformofemergencymanagementinVictoria.
STRATEGICPROGRAM OFACTIONS
location opportunities and future investmentrequirementsacross all assettypesand capital
servicesand the
* In theemergencycontext,high riskexistswherethereisa hazardcombined with an exposed and vulnerable population and itsassets.Thisisparticularly the casefor geophysicalhazards suchasbushfire,flood, landslip, storm,earthquakeand tsunami. Peri‐urbanis, for this purpose, defined asan areaorzone wherestructures,built environment and otherhuman developmentadjoinoroverlap with undeveloped land, including bushland, coastal and rural landscapes.
CASESTUDIES‐KEYACHIEVEMENTS2015‐2017
THEME:COMMUNITYANDBUSINESS
CaseStudy–A2Developaresilienceframeworkincorporating guidingprinciplesforshared responsibilityandself‐reliance inprevention, planning,response,reliefandrecoveryactivities, communications andpublications.Embedtheseprinciplesinalltiersofemergencymanagement plans.
Overview
TheResilienceFramework(Framework)isanessentialpieceofworkinthereformofemergency managementinVictoria.Itestablishesthebasisforcommonunderstanding oflanguageandfuture direction,andprovidesguidingprinciplesandsevencommunityresiliencecharacteristicsthatinvite individuals,communitiesandpractitionerswhoplayaroleinemergencymanagementtoengage withcommunityresilience.
ForthepurposeofdevelopingtheFramework,resiliencewasdefinedas“thecapacityofindividuals, communities, institutions, businessesandsystemstosurvive,adaptandgrownomatterwhatkinds ofchronicstressesandacuteshockstheyexperience”. Thisdefinitionalignswiththoseusedinthe Resilient Melbourne Strategy (100 Resilient Cities Project) and the Strategic Framework to StrengthenVictoria’sSocialCohesionandtheResilienceofitsCommunities(Department ofPremier andCabinet(DPC)).
Process
TheFrameworkwasdevelopedacrossthreestages,andincludedacollaborative approachwiththe internationalfirmAECOMandtheProjectReferenceGroup,whichincludedrepresentativesfrom emergencymanagementorganisations,governmentdepartmentsandutilities,localgovernment andthenon‐governmentsectortoprovideoversightandassistance.Thisshowsthecommitment acrossabroadrangeofstakeholdersto‘workasone’inachievingthisaction.
TheFrameworkadoptssevenagreedcommunityresiliencecharacteristics:
culturallyrichandvibrant;
safeandwell;
havinga dynamicanddiverselocaleconomy;
democraticandengaged;
reflectiveandaware;
havingasustainablebuiltandnaturalenvironment;and
connected,empoweredandinclusive.
NextSteps
Whilesomeofthesecharacteristicsmightnotappeartheresponsibilityof,oronthefaceofit, withintheinfluenceoftheemergencymanagementsector,thecharacteristicsreflectthequalities
that enable all sorts of Victorian communities to withstand, minimise the consequence of, or rebuild and re-establish after emergencies.
Communities have different social and settlement qualities, risks, services, leadership networks and characteristics, but communitieswill often have commonelements that work togetherto build resilience. The Framework highlights the need for, and encourages us all to embrace the importance of planning for resilience, and not just planning for emergencies.
CaseStudy–B1Clarifyandconfirmtheemergencymanagementrolesoflocalgovernment,and assesscouncils’capabilityandcapacitytomeettheiremergencyobligations.
Overview
Theneedtoclarifyandunderstand localgovernments’ emergencymanagement capabilityand capacity,andhowtoenhancetheemergencymanagementservicesprovidedbyVictoriancouncils tothebenefit ofallVictorians,wasakeythemecontainedamongvarious inquiryrecommendations thatfollowed the2009Victorianbushfiresand2010‐11 floods.Thisneedhasbeencapturedin Priority B–toenhancethecapabilityandcapacity ofLocalGovernmentstomeettheirobligationsin themanagementofemergencies.
Process
Initialworkinearly2015wascarriedoutbyDPC,andlaterbytheForests, FireandRegionsGroup withinDepartment ofEnvironment,Land,WaterandPlanning(DELWP). Towardstheendof2015, LocalGovernmentVictoria(LGV)withinDELWPtooktheprojectleadandcommenced planning, researchingandconsultingonthethree‐phasedapproachthatwouldseethisSAPPriorityrealised.
Thethree‐phaseapproachadoptedisfundamentallybasedonextensiveconsultationandtheneed totakethelocalgovernmentandemergencymanagement sectoralongthejourneytogether.Each phasebuildsthefoundationtoachievetheoutcomesofthefollowingphase,asdescribedbelow:
Figure1.Project phases for the SAP -Priority B
ConsultationcommencedinMay2016,withcloseto100separateorganisationsacrossthelocal governmentandemergencymanagementsectors.Sixteenfacilitatedworkshopswereheldacross Victoria,talkingtoover300peopletoexamineCouncil’semergencymanagement responsibilities. The findings of this work was produced in the report Councils and Emergencies – Workshop FeedbackAnalysisReportwhichwasreleasedinJune2016.
Inthe followingmonths,the LGV projectteamworkedcloselywiththeCapabilityWorkingGroup3to aligntheworkshopfindingswiththecorecapabilitiesandcriticaltasksdeveloped intheVictorian Preparedness Goal, which has been delivered under the SAP action, Emergency Management
3 TheCapabilityWorkingGroupistheteamworkingonthedeliveryofVictorianPreparednessGoalandSAPActionG4‐seepage18for furtherinformation.
CapabilityandCapability(G4). Inresponse toearlyfeedback,theLGVExecutiveandtheEmergency
ManagementCommissionermetwithCouncilCEOstofostersupportforthisimportantwork.
InJanuary2017,LGVreleasedtheCouncilsandEmergencies Directions Paper,drawingonthe consultation activitiestodateaswellastheexistinglegislation,policyandplanningarrangements. The paper sought feedback on Councils’ current emergency management responsibilities and actions,includinghowtheycollaboratewitheachotherandwithemergencymanagementagencies.
NextSteps
Thefeedbackinformedthedevelopmentofafinalpositionconcerning Councils’currentemergency managementresponsibilities andactions,toinformphase2oftheprojectthatisexpectedto commenceinearly2018.ThisworkalsohelpsCouncils’,emergencymanagement agenciesand communitiesshareanunderstandingofwhatcanandcannotbeexpectedofCouncils’before, during,andafteremergencies. It’snotjustaboutenhancingcapabilityandcapacityoflocal government, it’salsoaboutbuildingthelocalgovernmentsectorintoamodernemergency management system–wheretheirskillsinemergencyplanning,communitydevelopment, building resilienceandrecoveryarerealisedandsharedto improvecommunityoutcomesbefore,during,and afteremergencies.
THEME:PEOPLEANDCULTURE
Case Study–C1Developacommonapproachtogatheringthedata that willformtheevidencebase for the sector’s efforts to create a workforce culture with a focus on respect, cooperation, innovation,cultureandgenderdiversity,andenableprogresstobemeasured.
Overview
ThisactioncommencedinMarch2016to developacharterof valuesto guidethesector’sworkforce culture.AworkinggroupwasestablishedcomprisingrepresentativesfromAmbulanceVictoria(AV), CountryFireAuthority (CFA),DELWP, DPC,EMV,EmergencyServicesTelecommunicationsAuthority (ESTA), LifeSavingVictoria(LSV),MetropolitanFireBrigade(MFB), RedCross, VictoriaPolice (VicPol) andVictoriaStateEmergencyService(VicSES).
As this action commenced, work was concurrently underway to develop the Emergency Management Diversity and Inclusion Framework: Respect and Inclusion for All (Diversity and InclusionFramework). TheDiversityandInclusionFrameworkwaslaunchedbytheMinisterfor Emergency ServicesinOctober2016,anddescribesdiversityasallthewaysinwhichwedifferand highlightstheimportance ofcreatinganinclusiveenvironment inwhichpeoplefeelvaluedand respected, and have the access to opportunities and resources, and can contribute their perspectivesandtalentstoimprovetheirorganisation.
Process
Dueto the completionof theDiversityandInclusionFramework,this actionwasre‐scopedas partof theSAPUpdate#12016‐2019, withtheaimofdevelopingacommonapproachtogathering disaggregateddataforanagreedsetofdiversity‐relatedcategories.
TheWorkingGroupiscurrentlyresearchingleadingpracticeforgatheringdisaggregated diversity‐ relateddataandobtainingexpertadviceonwhatinformation maybesought,andhowitshouldbe collectedandmanaged.Itis anticipatedthisworkwillbe completedby theend of2017,allowingthe sectortoalign itseffortstoprogresstowardsimprovingaworkforceculturewith afocus onrespect, cooperation,innovation,cultureandgenderdiversity.Thisdatawillbeusedtomeasurethesuccess ofdifferentdiversityandinclusion‐related actionsandidentifywherechallengesandopportunities mightexistforfurtherimprovements.
NextSteps
Itisrecognisedthat,asthisactionprogressesandheadstowardscompletion, thiswillcontinueto assistininformingtheworkoftheEmergencyManagement LeadershipPrograms(C2).Thisaction commenced duringJuly2015andbytheformationofaprojectworkinggroupmadeupof representativesfromacrossthesector.Theinitialworkundertaken todatehasincludedthereview ofanumberofsector‐wideleadershipcapabilityframeworks,andthedevelopment ofaninitial leadership framework thatcapturesthebehavioursandcapabilitiesacrossthethreelevelsof leadership–personal,teamandpeople,andacrossboundaries. Furtherworkisdevelopinginthis areaandwillcontinuetoprogressastheinterdependenciesofcreatingthedesiredworkforce cultureisrealised.
THEME:GOVERNANCE
CaseStudy–E3RolloutPart7AoftheEmergencyManagementAct2013(CriticalInfrastructure Resilience) toenableindustryandgovernmenttounderstand theirresponsibilitiesandrequirements inthepreservationofVictoria’sCriticalInfrastructure.
Overview
EmergenciesinVictoria’srecentpasthaveimpactedoncommunitiesasaresult ofprolongedcritical infrastructure servicedisruption.Criticalinfrastructure includesthosephysicalfacilities,supply chains,systems,assets,informationtechnologies andcommunicationnetworkswhich,ifdestroyed, degradedorrenderedunavailableforanextendedperiod,wouldsignificantlyimpacton thesocialor economicwellbeingoftheVictoriancommunity.
On1July2015,newarrangementsforthecoordinationofVictoria’scriticalinfrastructurecameinto effect.Thisincludedthecommencementof:newlegislation,Part7AoftheEMAct2013(Critical Infrastructure Resilience);associatedRegulations;MinisterialGuidelines;andthereleaseofthe Critical Infrastructure Resilience Strategy. These newarrangementsfurtherstrengthenexisting strongpartnershipsbetweenprivateandpublicindustrypartnersandgovernment. Shared responsibility andcollaborativecommitmenttoimplementingbestpractice,andcontinuingtobuild theresilienceofVictoria’scriticalinfrastructure, meansVictoriaisbetterplacedtomeetfuture opportunitiesandchallenges.
Process
Giventhatconsequencesmayflowfromdifferenthazards,ithasbeennecessarytobroadenthe emergencymanagement planningfocusfromthepreviousapproachofprotectingcritical infrastructure fromterrorism,toanallhazardsresiliencefocus. Theroll‐outofthePart7A arrangementshasresultedinsignificantachievementsincluding:
AstandardisedcriticalityassessmentmethodologycalledtheVictorianCriticalityAssessment Tool. Thismethodologyappliesaconsistentapproachtoidentifyingthemostimportant criticalinfrastructure acrossthedifferenttypesofinfrastructure mostimportanttothe functioningofoursociety.
TheestablishmentoftheVictorianCriticalInfrastructureRegisterwhichcontainsspecific information regarding critical infrastructure most important to Victoria’s social and economicwellbeing.Victorianowhasalistofallcriticalinfrastructure assessedby governmentasofvital,major,significantorlocalimportancetoVictoria.
Ownersand/oroperatorsofVictoria’scriticalinfrastructuredeclaredas‘vital’,commenced Victoria’sfirstResilienceImprovementCycleasperlegislativerequirements. Thishelps industrytoclearlyarticulatetheiremergency riskstothesupplyofessentialservicestothe Victoriancommunity,anddevelopmanagementstrategiestomitigateandmanagethose risks.
Under the Critical Infrastructure Resilience Strategy, Victoria has adopted a sectoral approachtobuildingcriticalinfrastructure resiliencebyestablishingeightSectorResilience Networks: water, health, energy, transport, food and grocery logistics supply, communications,bankingandfinanceandgovernment.
Duringtheroll‐outofthenewarrangements,thesenetworksdevelopedAustralia’sfirst SectorResiliencePlans.Throughtheseplans,industryandgovernment havenowincreased awarenessofthestateof,andcontinuousimprovements for,eachcriticalinfrastructure sector’soverallresilience.TheseplansculminatedinthepublicationofVictoria’sfirstCritical InfrastructureResilience–AllSectorsResilienceReport.
Aspart ofthearrangements,theannual AllSectorsResilienceNetworkForumbringsmembersofall eightSectorResilienceNetworkstogethertoexplorecross‐sectordependencies andvulnerabilities. Throughthisforum,industryandgovernment nowhaveagreaterunderstanding ofthedegreeand complexityofthegrowingconnectedness ofservicesprovidedbycriticalinfrastructuretoall Victorians. Thisinformationhasassistedinmoreinformedplanningforthecontinuityofcritical infrastructureservicestothecommunitybefore,duringandafteranemergency.
NextSteps
Therollout ofPart7AoftheEMAct2013hasbeencompleted,andVictoria islooking tocontinuous improvementopportunitiestofurtherbuildcriticalinfrastructure resilience.Theimplementationof theStrategynowprovidesa keyframeworkfortheongoingworkofthesector,tofurtherstrengthen collaboration betweenindustryandgovernmentinsharingunderstanding ofcross‐sectoral dependenciesandvulnerabilitieswillcontinuetobe astrongfocus.
CaseStudy–F1Communities,governments,agenciesandbusinessespartnertoidentify,prioritise andimplementspecificriskmitigationactivitiessuchascapitalworksandeducationprograms.
Overview
TheSAPincludesthreeactionswithinPriorityF,whichtogetheraimtodefineaprocessfor understandingandmitigatingtheconsequenceforcommunitiesthatareathighriskofexperiencing anemergency,suchasthoseinperi‐urbanareas,andmakesuretheprocessis understoodbyall involved.
Peri‐urbanriskisemergencyriskwhicharisesasurbandevelopmentontherural‐urbanfringe resultsinsettlementsadjacenttoareasofnaturalhazard,suchasgrasslandsandforest.
Process
ThePeri‐urbanReferenceGroupwasformedasa sub‐groupoftheStateCrisisandResilienceCouncil (SCRC)RiskandResilienceSub‐Committeetoidentifykeyfactorsthatcontributetoperi‐urbanrisk, andtheareaswheretheserisksareparticularlychallenging.RepresentativesfromCFA,the DepartmentofEconomicDevelopment,Jobs,TransportandResources(DEDJTR),DELWP,EMV,LGV, MFB,theMunicipalAssociationofVictoria(MAV),VicRoads,andVicSESformedtodevelopthePeri‐ urbanRiskFramework.
ThePeri‐urbanRiskFrameworkoutlinesdifferentoptionsformitigatingrisktoperi‐urban communitiesovertime.In particular,theFrameworkcanbeusedtogaugethevalueoflongerterm riskmitigationoptions,suchasinfrastructureinvestment,andhowactionscancontributeto buildingcommunityresilience.
TheFrameworkallowsriskmanagersto:
understandcommunities’landscapecontext,includingthestrengthsandvulnerabilitiesof thecommunity;
understandthenatureofthehazard;
setriskmitigationobjectives;
identify,assessandevaluatetherisk;
identifyoptionswhichmayaddresstherisk;and
assessriskmitigationoptionsagainsttransparentcriteria.
TheFrameworkwaspilotedintheMorningtonPeninsulaandNillumbikShiresandtheNorthern GrowthCorridor–areasthatareatsignificantriskofgrassfireandbushfires,andwhicharesubject toprogressivedevelopment.Feedbackprovidedthroughthepilotwasincorporatedintothe Framework.
NextSteps
TheFrameworkwasendorsedbytheSCRCinNovember2016,andisnowinformingstate‐wide projects,including:
MinisterialGuidelinestosupportintegratedemergencymanagementplanning;
thedeliveryoftheVictorianFireManagementStrategyandSaferTogether*;and
relatedSAPactions,LandUsePlanning(F2)andEmergencyManagementPlansforPeri‐
urbanareas(F3).
*Safer Together is a bushfire managementapproach that is more effective at reducing risk and driven by local knowledge. It combines stronger community partnerships with the latest science and information.
THEME:SERVICESANDSYSTEMS
CaseStudy–G4Progresstoanall‐emergencies capabilitymodelthatcapturesandbaselinesthe state’scurrentcapabilityandcapacity,andidentifiescurrentgapsandreinvestmentopportunities.
Overview
Thisactioncommenced inJuly2015andbuilds ontheVictorianEmergencyManagementCapability Blueprint (the Blueprint). The BlueprintoutlinesthecurrentanddesiredstateofVictoria’s emergency managementcapability.TheBlueprinthasthreeobjectivestoensureaclearpathway of workingtowardsunderstanding Victoria’semergencymanagementcapabilitynow andintothe future:
toachievesharedunderstandingandappreciationofthesector’scapability,capacityand underlyingresponsibilities;
to improve integration for the future by maximising current emergency management capabilitieswhilebuildinganddevelopingfuturecapabilitiesbasedonemergingrisk;and
to connect and enhance capability across community, business and government partnerships.
Process
ToenablethesectortoachievetheBlueprint’sobjectives,thedevelopment andimplementationof theVictorianPreparednessGoal(PreparednessGoal)wasledbytheCapabilityWorkingGroupwhich includesrepresentatives fromAV,CFA,DEDJTR,theDepartment ofHealthandHumanServices (DHHS),DELWP,EMV,Environment ProtectionAuthority(EPA),LGV,LSV,MFB,ParksVictoria(PV), VicPolandVICSES.ThePreparedness GoalisbasedontheUSFederalEmergencyManagement Agency(FEMA)NationalPreparedness Goal,andisaimedatprovidinganunderstandingforthe sectorofitscurrentandrequiredcapability.
ThecorecapabilitiesoutlinedinthePreparedness Goalarearrangedintothethreephasesof emergencymanagement: before,duringandafter.Tobeeffective,thecorecapabilitiesare interdependent, coordinatedandoverlapacrossthethreecriticalphases.Thecorecapabilities includethepeople,resources,governance, systemsandprocessesthatareneededtomanage incidents,reduceimpacts,protectourcommunity andincrease resilience. Theyincludecapabilities suchasplanning,firemanagement andsuppression,fatalitymanagement, logistics,searchand rescue,economicrecovery,andassuranceandlearning.
ThePreparedness GoalwasreleasedinAugust2016,andprovidedthefoundationsforthe developmentoftheVictorianPreparednessFramework(PreparednessFramework)‐releasedin June2017.ThisdescribesthecriticaltasksthatsupportthecorecapabilitieswithinthePreparedness Goal,anddrivesthedevelopment ofthecapabilitytargets,takingintoaccountthehighest emergency risksasoutlinedintheEmergency RisksinVictoria,Reportofthe2012‐13State EmergencyRiskAssessment.ThePreparednessGoalandPreparedness Frameworkare‘living’ documentsthatwillbereviewedinlinewithchangingrisks,governmentpoliciesandemergency managementsectorstrategicplans.
ThisactionhaskeylinkagestomanyotherSAPactions,including theCapabilityandCapacityacross LocalGovernment (B1),whichaligneditsapproachwiththisactiontoachievecommonobjectives, andassist indevelopingthecriticaltasksassociatedwith16ofthe21corecapabilitiesasoutlinedin thePreparednessGoal.
NextSteps
Further work is to be undertaken to assess the capability against Victoria’s highest emergency risks and to understand any capability gapsor surplus. Once this work is completed, this will further inform the development of the SAP actions- Workforce Management Principles (Dl), and Workforce Strategy and Sector Training Framework (D2).
ASUMMARYOFVICTORIANKEYEVENTSANDCONSEQUENCES
February1983
AshWednesdayBushfires
47liveslost,2,500propertiesand1,500 structuresdestroyed,32,750livestocklost and210,000hectaresburnt,atanestimated economiccostof$190million.
August1991
CoodeIslandChemicalExplosion,Footscray
16chemicaltanksdestroyed,8.6Mlof chemicalsburntorleaked,evacuationoflocal schools,buildingsandroadclosures,atan estimatedeconomiccostof$21.3million.
September1998
LongfordGasPlantExplosion
2liveslost,8 injured,1.4millionproperties and89,000businesseswithoutgasforupto
19days,atanestimatedeconomiccostof
$1.3billion.
April2000
Legionnaires’Outbreak
4liveslostand131reportedillnesses.
January2003
EasternVictorianAlpineBushfires
1lifelost,41propertiesand213structures destroyed, 110,000livestocklost,1.3million hectaresburnt,majorreductioninwater quality,commercialinfrastructureandtourism assets,atanestimatedeconomiccostof
$12million.
January2003
SalmonellaFoodPoisoning, Melbourne
1lifelost,9 hospitalisedand195reported illnesses.
February2005
MelbourneAirportGasleak
47hospitalised,57reportedillnessesandover
1,000passengersstranded.
December2006–February2007
GreatDivideBushfires
1lifelost,1,411injured(including11New
Zealandfirefighters),51propertiesdestroyed,
1,741livestocklostand1.3millionhectares burnt,atanestimatedeconomiccostof $2.1 billion.
June2007
KerangV/LineTrainCrash
11liveslost,14injured,raildisruptiontofreight andpassengermovementsforuptoaweek.
August2007
EquineInfluenza
Banstointernationalandinterstatehorsesand restrictionstohorsemovementswithinVictoria,at anestimatedcosttoVictorianracingindustryof
$48millionandanestimatedcostof$12million forriskmitigationtotheVictoriangovernment.
January–February2009
VictorianHeatwave
374liveslost,500,000propertiesandbusinesses
withoutpower/blackouts,andcancellationof
1,300trains,atanestimatedeconomiccostof
$100million.
February2009
BlackSaturdayFires
173liveslost,414reportedinjured,estimated
11,800livestocklost,over3,000propertiesand structuresdestroyed,61businessesdestroyed,
430,000hectaresburntand$600millionforest
assetslost,atanestimatedeconomiccostof $4 billion.
March–September2009
H1N1Virus
24liveslostand3,052reportedillnesses.
March2010
LabourDayLongWeekendHailstorms,Melbourne
20injured,7,500requestsforassistance,145,000
propertieswithoutpower,atanestimatedeconomic costexceeding$1billion.
Throughout2010
PlagueLocusts,NorthernVictoria
Lossofvegetable,cerealandcanolacrops,control programimplementedtomitigatelocustthreat, saveduptoanestimated$2billioncosttothe economy.
September2010–February2011
VictorianFloods
1lifelost,6,000sheeplost,17,000properties without power,92,900hectaresofpastureandfield cropsflooded,atanestimatedeconomiccostof $1.3 billion.
February2011
SevereThunderstorm,Victoria
1injuredand6,000callsforassistance,atan estimatedeconomiccostof$487million.
December2011
ChristmasDaySevereThunderstorm, Melbourne
4,200callsforassistance,upto30,000
insuranceclaims,atanestimatedeconomic costof$728.6million.
February2012
PortlandChemicalSpill
10,000residentsadvisedtostayindoors, roadsclosed,fishingfleetsgroundedand businessesshut.
February–March2012
CentralandNorthernVictoriaFloods
1,089callsforassistance,58properties flooded,includinga hospitalwhichwas declaredunsalvageable,atanestimated economiccostsof$8millionandinsuredcost of$108million.
October2012
Burnley/DomainTunnelClosure
Trafficgridlockanddelaysforover2hours duringmorningpeakhour.
November2012
WarrnamboolTelephoneExchangeFireInternetandphoneservicescutfor3weeksaffecting100,000residents,135otherexchangeareas acrosssouth‐westVictoriaaffected,servicesto 85schools,20hospitals,27policestations,92 firestationsand14state emergencyserviceunitscutofforseverely impacted,atanestimatedeconomiccostof$18 million.
December2012–February2013
ListeriaOutbreak,Gippsland
1lifelostand26associatedillnessesreported.
March2013
NortheastVictoriaTornado
24injured,24propertiesdestroyed,33 propertiesdamagedand150callsfor assistance,atanestimatedeconomiccostof
$500,000.
January2014
VictorianHeatwave
167deaths,temperatureabove41°C,peaking at43.9°Conboth16& 17January.
February2014
Gisborne‐ RiddellsCreekGrassfire
20livestocklost,5properties,46structuresand
500kmoffencingdestroyed.
February2014
Mickleham‐ KilmoreGrassfire
16,225livestocklost,18propertiesdestroyed,
8propertiessignificantlydamaged,76outbuildings
andstructuresdestroyed,2,371tonnesofhay,
8,560hectareofpastureand22hectaresof plantationburnt.
March2014
HazelwoodMineFire,Morwell
20injured,smokeandashreleasedinto atmosphere,schoolsandchildcarecentresclosed, elderly,pregnantandyoungchildrentemporarily relocated,atanestimatedeconomiccostof$100 million.
December2015
ScotsburnBushfire
8days,4570ha,16propertiesdestroyedand4069
sheeplost.
Barnawartha–ChilternBushfire
7days,6,662ha,4housesand28shedsdestroyed and620sheeplost.
WyeRiver– SeparationCreekBushfire
34days,2515haand116propertiesdestroyed.
February2016
BlueGreenAlgaeOutbreak‐MurrayRiver
115daysand1,450kmaffected.
September2016
GreatOceanRoadLandslide
WyeRiverandSeparationCreekimpactedfor approximatelyonemonthby82abovetheroad landslidesand40belowtheroadlandslides.An estimated10,000tonnesofdebriswasremoved fromthesite.
November2016
MilduraStormevent
1day,550callsforassistance,236buildings damaged,162treesdownand93traffichazards.
November2016
Thunderstormasthma*
9,909 people presented to public hospital emergency departments in Melbourne and Geelong (58% more than expected based on the 3-year average).
2016-2017
Ross River virus
Over 1,900 people affected.
February2017
EssendonDFOAviationCrash
5 lives lost.
February2017
NorwegianStarCruiseShip
LossofpropulsionofthesoutheastcoastofVictoria for3daysandimpactedthe3,130passengersand crewonboard.
March 2017
Napier Street, Fitzroy, high rise fire
9 hospitalised.
Alleconomiccostsareestimatesatthetimeoftheevent,andhavenotbeennormalised.Datahasbeencompiledfromarangeofsources;pleasecontactEMVforafullreferencelist.
*Deathsattributedtothiseventaresubjecttoaninvestigationby theStateCoroner.
ACKNOWLEDGEMENTS
EMVwasdelegatedbytheStateCrisisandResilienceCounciltofacilitatethedevelopmentofthe
EmergencyManagementStrategicActionPlanUpdate2017‐2020.
Thesuccessofthisprocesswasenabledbytheenduringgoodwillandleadership fromthesector. MembersoftheSCRC,anditsthreesubcommittees–CapabilityandResponse,RiskandResilience, andReliefandRecovery–providedvaluableinputandguidancethroughouttheprocess.
Wewouldliketoexpresslythankthefollowingagenciesanddepartments fortheircontinued enthusiasm, supportandassistanceinthedevelopment oftheSAPandinparticulartothosewho developedthecasestudies:
•AmbulanceVictoria
•AustralianRedCross
•CountryFireAuthority
•DepartmentofEconomicDevelopment, Jobs,TransportandResources
•DepartmentofEnvironment,Land,WaterandPlanning
•DepartmentofEducationandTraining
•DepartmentofHealthandHumanServices
•DepartmentofJusticeandRegulation
•DepartmentofPremierandCabinet
•EmergencyManagementVictoria
•EmergencyServicesTelecommunicationsAuthority
•InspectorGeneralforEmergencyManagement
•LifeSavingVictoria
•MetropolitanFireBrigade
•VictoriaPolice
•VictoriaStateEmergencyService
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