managing risk – victoria’s emergency management reform agenda

Managing Risk – Victoria’s Emergency Management Reform Agenda

Tony Pearce, Inspector-General for Emergency Management

Department of Justice - Victoria

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Key Drivers for Reform

Victorian Bushfires (Black Saturday)

7 February 2009

Worst bushfires in Australian history

• 173 people died

• 500 injured

• 2133 homes destroyed

• 4000+ people displaced

• Consequences significant and ongoing

2009 Victorian Bushfires Royal Commission

Inspector-General for Emergency Management

67 Recommendations

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Selected VBRC Comments

The Victorian Bushfires Royal Commission said:

“…The commission does not consider that the flaws identified in connection with Black Saturday

can be overcome simply by doing more of the same even if it is done better…”

“….The commission considers that an organisational structure is needed to strengthen

operational integration and establish a source of authority to ensure that change happens…”

“….The community now rightly expects that the changes recommended will happen…”

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Key Drivers for Reform

Victorian Floods – September 2010 to

February 2011

Worst floods in Victorian history

• One third of Victoria flood affected

• Approximately $1.8b in damage

• 3179 homes damaged

• 647 arterial roads damaged

• 2,876 local roads damaged

• 49 railway bridges damaged

• 68 road bridges damaged

• Massive livestock and primary industry

losses

93 Recommendations

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Selected Victorian Flood Review Comments

The Victorian Flood Review said:

“….The absence of any overarching policy framework or centralised operational control (except

for fire hazards) results in a siloed, uncoordinated structure…”

“….one of the major problems that should be addressed is the lack of a logical, hierarchical

approach to all phases of emergency management…”

“….The all hazards, all agencies philosophy of emergency management remains appropriate for

Victoria. However this philosophy is not being effectively operationalised because of barriers

in organisational culture, communication, coordination…”

“…these shortcomings can only be overcome by the establishment of a central body that has the

authority, capacity and capability to drive a program of major reform…”

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Comrie observations

Strategic Void Noodle Nation

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Major Themes from Inquiries

• Strategic governance

• Leadership

• Community engagement

• Interoperability

• Inadequate strategic policy framework

• Organisational culture

• Non existent assurance mechanism

• Planning regimes

• Exercising and training


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2009 Victorian Bushfires

Royal Commission

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The Road to Reform

1 J

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What has Changed?

• New legislation – Emergency Management Act 2013

• New business structure – EMV, EMC, IGEM

• New governance structure

• New policy (i.e., recovery, land use planning)

• New planning processes (i.e., IFMP to IEMP)

• Higher community expectations

• Government highly focused on emergency management

• Cross agency and government department collaboration

• Private and public sector engagement has increased

• Community engagement strategies introduced

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The new Governance Structure

Every community emergency is potentially a political emergency, therefore

how can we ensure that we actually address both needs?

How does our decision making potentially impact on political objectives?

How do we identify the drivers that impact on political decision making during

emergencies?

General discussion around ECM participants views and thoughts.

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The new Business Structure


Emergency Management Victoria

Emergency Management Commissioner

Director Risk &Resilience

Chief Executive Officer EMV

Director Capability& Response

Director Relief &Recovery

Director Strategy & Investment

Director Legal Policy &Executive Services

Director Corporate SupportServices

Executive Office


Deputy Inspector-General Monitoring


Manager Policy, Strategy and Communications

Deputy Inspector-General Evaluation and Review

Executive Office

Secretary

Department of Justice

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Role of the State Crisis and Resilience Council

• Acts as the peak crisis and emergency management advisory body in Victoria

responsible for providing advice to the Minister in relation to -

(a) Whole of government policy and strategy for emergency management in

Victoria; and

(b) The implementation of that policy and strategy.

• SCRC membership

Secretary of each government department

Chief Commissioner of Police

Emergency Management Commissioner

CEO Emergency Management Victoria

CEO Municipal Association of Victoria

Inspector-General for Emergency Management (observer)


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Role of Emergency Management Victoria

• Coordinate Whole of Victorian Government Emergency Management policy development

• Advise Minister on Emergency Management policy

• Implement Emergency Management reform initiatives given to it by the Minister

• Monitor agency implementation of the SCRC Strategic Action Plan

• Liaise with the Commonwealth on Emergency Management

• Support the Emergency Management Commissioner to perform role.


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Role of Emergency Management Commissioner

• Coordinating response to major emergencies

(includes ensuring appropriate control arrangements are in place)

• Managing the State Control Centre

• Giving Minister/Government timely and accurate advice on major

emergencies

• Managing the consequences of major emergencies

• Coordinating recovery activities

• Setting operational standards and procedures


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IGEM – two primary legislative objectives

• s.62 (a) provide assurance to the government and the community in respect of emergency management arrangements in Victoria

• s.62 (b) foster continuous improvement of emergency management in Victoria

Department of Justice

Inspector-General for

Emergency Management

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IGEM – two key legislative functions

• s.64(1) (a) develop and maintain a monitoring and

assurance framework for emergency management,

including outcome measures, against which the capacity,

capability and performance of the emergency

management sector is to be assessed

• s.64(1) (b) undertake system-wide reviews, including

reviewing the emergency management functions of

responder agencies and Departments in relation to the

monitoring and assurance framework

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Delivering on the objectives

Provide Assurance

• Monitoring and Assurance Framework

• System-wide reviews, assessments and evaluations (staged/reactive)

• Identifying opportunities for improvement – across entire EM spectrum

• Specific monitoring / investigation and reporting - ESTA

• Monitoring and reporting on performance implementation

Foster Continuous Improvement

• Create a culture of continuous improvement throughout the sector

• Create and promote forums and systems for shared knowledge and experience

• Support lessons identified becoming lessons learned

• Reinforcing the safe learning environment – not about blame

Thank you.

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managing risk – victoria’s emergency management reform agenda

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