Transcript Document
Flood Forum Victoria 14 November 2014
Presented by: Joe Buffone Deputy Commissioner Director Risk & Resilience
Major Emergencies & Inquiries
Strategic Void
White Paper
Government’s expectations • A safer and more resilient Victoria • A sustainable and efficient EM system that minimises the likelihood and consequences of emergencies on the Victorian community 3 Key Principles • Community • Collaboration • Capability
Emergency Management Act 2013
• • • Primary focus is on governance, strategy and accountability It establishes: – State Crisis and Resilience Council (SCRC) – Emergency Management Victoria (EMV) • EM Commissioner (EMC) • Chief Executive – Inspector-General of EM (IGEM) Commenced on 1 July 2014
Victoria’s Emergency Management Governance Structure SEC Minister for Police and Emergency Management Other Ministers Ministerial Advisory Committee on Emergency Services Minister PEM or nominee (Chair) In emergencies Emergency Services Leadership Group EMV CEO (Chair) Minister PEM or nominee (Chair) Secretary, DOJ Risk & Resilience DPC (Interim Chair) SCRC Capability & Response FSC (Interim Chair) VICSES Chair MFB Chair CFA Chair ESTA Chair Ministerial Advisory Committee on Emergency Services
(quarterly meeting - replaces ESLG meeting for that month - ESLG members attend)
AV Chair Recovery DHS (Interim Chair) Emergency Services Leadership Group
(monthly meeting)
CEO (Chair) EMC CEO CEO CEO DEP COMM CEO CEO CEO DEP SEC CHO EMV EMV functions:
Coordination of the development of whole of government policy for emergency management Provide policy advice to the Minister in relation to emergency management Implement emergency management reform initiatives Liaising with the Commonwealth Support the EMC in performance of functions
VICSES MFB CFA VICPOL ESTA LSV (not a statutory entity) AV DEPI DH
Reporting for statutory functions of assurance and continuous improvement
Inspector General of Emergency Management Volunteer Consultative Forum (Chair tbd)
(quarterly)
EMV functional organisation structure
EMV’s Role
• • • • • Central node in a network Broadened focus to EM (of which ES is an important sub-set) Before, During and After Emergencies Risk, Resilience and Consequence Management Strategy,Policy and Investment
Strategic Action Plan
• • • •
Three-year rolling Emergency Management Strategic Action Plan for EM Minister/Government approval intended to:
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drive EM reform agenda
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set priorities and
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assist investment decision making EMV to develop Plan on behalf of SCRC in consultation with relevant agencies The Plan will maintain a strategic focus on strengthening Victoria’s emergency management capability under three key themes: Risk and Resilience; Response and Capability; and Relief and Recovery An Interim Strategic Action Plan for 2014/15 has been developed to bridge the gap until the implementation of the 3 year Strategic Action Plan
State Emergency Management Team Control Arrangements for Response to Class 1 Emergencies Emergency Management Commissioner State Consequence Manager State Response Controller State Recovery Coordinator Senior Police Liaison Officer (Coordination) Regional Emergency Management Team Incident Emergency Management Team Regional Controller Incident Controller Regional Recovery Coordinator Regional Emergency Response Coordinator Municipal Emergency Response Coordinator As of 1 July 2014
Drivers for Change
Public Accountability Situational Awareness/Intelligence/Data requirements New and emerging Technology Community expectations driven by information Inquiries and Assurance Demographics and social eco system changes eg 2021.
Emergency Management Common Operating Picture (EMCOP)
•Currently being operationalised at State & Regional levels •use across the EM spectrum – before, during and after – management of major incidents and events – preparatory intelligence gathering • seamless scalability – 1000’s users, 100’s organisations • technology neutral, web based, available anywhere • supports AIIMS structure, policies, and procedures • no cost to users, open source, licence free
Comrie’s Challenge
…The ultimate test of the efficacy of emergency management arrangements should always be the extent to which these arrangements deliver an acceptable measure of safety and security to the community. …. One consistent theme which emerged during the community consultations was a strong desire for community involvement in all phases of emergency management: planning, preparation, response and recovery. Concern was often expressed that communities had not been actively engaged in this process and invaluable local knowledge was not adequately considered. There was a prevailing sense that local communities had been disempowered by the state within the emergency management framework.
Key Emergency Risks
EMERGENCY IMPACT CONSEQUENCE COMMUNITY OUTCOME
Community at the CENTRE
Social/People Economic Natural Built
The Approach
• • • • Understanding Community. (relevant data, knowledge, values, and what is valued, leaders, existing networks).
Understanding Resilience & Vulnerability Understand & Assess risks and prioritise hazards. Undertake mitigation actions-Developing goals, priorities, solutions and actions that make a difference at the grass roots level.
• • • • • •
The State Approach
Assess & manage consequences before, during & after emergencies/disasters.
Utilise and share data, knowledge and learn to improve.
Connecting with trusted leaders & networks at every level Connection and action within the EM system.
Integrated risk and emergency planning framework. Developing capability across the sector
The CHALLENGE
• • • • • • • EMV “alone” is not the solution Create a movement Active listening with the community Unity of Effort Sustaining the approach Ownership at all levels vertically and horizontal Embedding into the EM system