Community Resilience Framework for Victoria - Stage 1 work
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This document summarizes work done to develop a community resilience framework for the emergency management (EM) sector in Victoria. It outlines the project objectives, which include improving community understanding of risks and collaboration. The document then discusses challenges to resilience like climate change and an aging population. It also presents potential community resilience outcomes like communities understanding stresses and taking pre-emptive action. Finally, it describes a group exercise where participants discussed the EM sector's role in achieving these outcomes.
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Community Resilience Framework for Victoria - Stage 1 work
- 1. Developing a Resilience Framework for EM in Victoria Stage 1: Mapping Potential Community Resilience Outcomes & Resilience Challenges Lew Short, Jamie Devenish, Will Symons, Victoria Chantra
- 2. Purpose & Agenda Today’s objectives: -To introduce work done to date towards the development of a community resilience framework for the EM sector -To test initial concepts that would inform the development of a resilience framework for the EM sector Today’s Agenda Time Item Presenter/type of session 20 mins Welcome, project context and work done to date Lew Short 20 mins Resilience challenges and desired community resilience outcomes Lew Short 90 mins Exploring desired community resilience outcomes -Table exercise in small groups (20 mins) -Active report back & discussion (10 mins each) Facilitated group exercise Victoria Chantra 20 mins Next steps Lew Short Background & Context
- 3. “The world has entered the era of ‘mega crisis’ or catastrophic emergencies’ whose force and magnitude defy even the best laid plans and the most robust response systems” Professor Paul ‘t Hart
- 5. To test the initial concepts that may form the community resilience framework for the EM sector
- 6. Alignm ent at a Sector Level What is the Resilience Framework seeking?
- 7. Resilience is Conceived Perceived, & Communicated very differently. What is normal for one person is quite different for another.
- 8. Resilience is the capacity of individuals, communities, institutions, businesses and systems to survive, adapt, and grow no matter what kinds of chronic stresses and acute shocks they experience Source: 100 RC
- 9. Problem Statement: Building safer and more resilient communities is not well understood & The emergency management sector cannot achieve this vision alone
- 10. 2010 2012 2014 2016 Project Context
- 11. Project overview and indicative timing The project is anticipated to run from March to August 2016. The three project stages are: •Stage 1 (March – early June 2016) •Stage 2 (Mid June – Mid-July 2016); and •Stage 3 (Mid July to end August 2016). Stage 1 Report summarising challenges, community outcomes and EM roles. Stage 2 Stakeholder consultation on Stage 1 findings and framework outline, Stage 3 Development of Community Resilience Framework and guidance
- 12. Objectives • Community focused • Community better understands stresses and shocks & takes action before, during & after emergencies • Improved connection & collaboration • Improve capacity of EM to connect with our communities
- 13. Understanding context 1 2 3 4 5 6….. Years 1 2 3 4 5 6….. Years
- 15. Initial concepts for consideration Key concepts for consideration
- 16. Identified Resilience Challenges • Economic transition and diversification • Increasing cost of disasters + changing insurance market • Rural decline and centralisation • Climate change, including increasing intensity and frequency of extreme events • Sea level rise • Changes to ecosystems • Ageing population • Decreasing household size and increasing number of dwellings • Increasing cultural and linguistic diversity • Population growth and urbanisation • Inequality and spatial disadvantage • Changing nature of community engagement • Violent extremism • Pandemic and biosecurity • Changing nature of volunteerism • Increasing influence of technology, data, and communications • Rapid pace of change • Land use changes + integrated planning • Infrastructure stress and critical failure Key concepts for consideration
- 17. Potential Community resilience outcomes Key concepts for consideration
- 18. Group Exercise 1. Each table has one of the 7 desired community resilience outcomes 2. Consider: - What is the EM sectors role in achieving the potential outcomes? 3. Be ready to report back to the group and to discuss other group’s outcomes.
- 19. • Stage 1 Report • Workshops x 5 (June) • Draft Community Resilie Framework outline (July • Draft Framework (Augu • Framework as a lens for review over the summer period
- 20. Where to from here… The emergency management sector cannot achieve our vision alone
Notas del editor
- The development of community resilience is one of 30 state-level strategic actions under the Victorian Emergency Management Strategic Action Plan (SAP) 2015-2018. The SAP is a three year rolling plan, determined by the State Crisis and Resilience Council (SCRC), the Victorian Government peak body responsible for developing and coordinating emergency management policy, strategy and overseeing implementation. According to the SAP, the resilience framework should: Incorporate guiding principles for shared responsibility and self-reliance in prevention, planning, response, relief and recovery activities communications and publications; and Embed these principles in all tiers of emergency management plans. Under the Emergency Management Act 2013, the State Crisis and Resilience Council (SCRC) is responsible for developing a three-year rolling Emergency Management Strategic Action Plan. The Emergency Management Strategic Action Plan 2015-2018 (SAP) will steer the vision, strategic priorities, investment and principles for Government and the emergency management sector The SAP is a three year rolling plan that outlines state-wide strategic priorities, with corresponding actions, to support Victoria in achieving its vision of safer and more resilient communities. It is the overarching plan that will guide all-hazard, all-agency reform for the next three years and give the community confidence that progress will be made. It supports the sector to drive initiatives to create change, and signifies continued commitment to collaboration across Government, agencies, community and business to work as one. It embodies initiatives that will strengthen the collective capacity and capability to meet these ever evolving challenges, and builds the governance, leadership, and systems to support these efforts The SCRC is the driver of emergency management reform in Victoria, and the SAP is a vehicle for delivering it.
- The project Emergency Management Victoria (EMV) is working with the project consultant, AECOM, to develop a Community Resilience Framework for the emergency management sector in Victoria. The community resilience framework will be a lens through which sector-wide activities can be viewed, to ensure that all activities have community outcomes at their core. It will aid the sector to ensure that empowering communities and their leaders to develop awareness, shared responsibility and self-reliance will be embedded in all emergency management activities, plans, programs and systems. The project will work with a broad range of partners to build on and align this framework with resilience and emergency management work already being undertaken across the State. This will primarily be achieved through the establishment and consistent involvement of a Project Steering Committee and Project Reference Group.
- The project is anticipated to run from March to August 2016. The project is expected to wrap up as the State moves towards fire season preparations in October 2016. The three project stages are: Stage 1 (March – early June 2016) Stage 2 (Mid June – Mid-July 2016); and Stage 3 (Mid July to end August 2016). How does this project fit in? The framework produced at the end of this project will help agencies embed community resilience into the core of their work. The Victorian Government has a plethora of enabling documents on resilience, see below for how this framework fits in. AECOM as global resilience experts have been engaged to kick it off.
- The development of community resilience is one of 30 state-level strategic actions under the Victorian Emergency Management Strategic Action Plan (SAP) 2015-2018. The SAP is a three year rolling plan, determined by the State Crisis and Resilience Council (SCRC), the Victorian Government peak body responsible for developing and coordinating emergency management policy, strategy and overseeing implementation. According to the SAP, the resilience framework should: Incorporate guiding principles for shared responsibility and self-reliance in prevention, planning, response, relief and recovery activities communications and publications; and Embed these principles in all tiers of emergency management plans. Under the Emergency Management Act 2013, the State Crisis and Resilience Council (SCRC) is responsible for developing a three-year rolling Emergency Management Strategic Action Plan. The Emergency Management Strategic Action Plan 2015-2018 (SAP) will steer the vision, strategic priorities, investment and principles for Government and the emergency management sector The SAP is a three year rolling plan that outlines state-wide strategic priorities, with corresponding actions, to support Victoria in achieving its vision of safer and more resilient communities. It is the overarching plan that will guide all-hazard, all-agency reform for the next three years and give the community confidence that progress will be made. It supports the sector to drive initiatives to create change, and signifies continued commitment to collaboration across Government, agencies, community and business to work as one. It embodies initiatives that will strengthen the collective capacity and capability to meet these ever evolving challenges, and builds the governance, leadership, and systems to support these efforts The SCRC is the driver of emergency management reform in Victoria, and the SAP is a vehicle for delivering it.
- From the work done in the development of the framework so far, there are two key components, which we’d like to test with you today Resilience challenges (19) Community resilience outcomes (7 with 23 subcomponents)
- Mix of causes and efforts (systemic problems, symptoms) Challenges overlap categories Using the recovery environment categories This allows us to be more specific with regard to lifelines (built env category) and climate change/environmental impacts through the natural category.
- Group exercise LW to outline exercise and discuss the task Group discussion with table facilitators (20 – 30 minutes), facilitators should also scribe Group member to do report back, groups to have discussion comparing their roles/outcomes etc. Focus on drawing out how the sector and organisations consider their role in relation to each outcome.
- next steps/commitment – this might extend out beyond the project. Covers how organisation's participation/input might influence the process, When they can expect a product What will happen with it etc.