State Fire Management Strategy 2009
Contents
Chairman’s foreword
3
Introduction
4
Purpose of the strategy
5
Scope
6
Terminology used in this strategy
6
Assumptions about the future context
8
Vision and success factors
10
Key themes and objectives
12
Committee structure and accountability
16
Planning process and alignment of IFMP
18
Relevant government initiatives
20
Capability assessment and development
21
Appendix I Key Themes, Objectives, Project outputs and timeframes
Appendix II Committee accountability chart
Appendix III IFMP Planning Process
Title Details
Title 1 of 1 – State Fire Management Strategy
Subtitle: NA
ISBN: 978-0-646-52215-9
Format: Paperback
Publication Date: 09/2009
Chairman’s foreword
The State Fire Management Planning Committee
(SFMPC) was formed to oversee the development
and implementation of Integrated Fire Management
Planning (IFMP) for Victoria. We are dedicated to
improving fire management by bringing agencies,
organisations and the community together to plan
for and manage all types of fires.
Climate change and the recent tragic events
of Black Saturday remind us of the need to
challenge assumptions and ensure that we
constantly strive to improve.
This strategy is a vision for developing fire
management and provides a road map for us to
achieve it. Through this strategy the SFMPC will
guide committees, agencies and organisations to
incorporate IFMP’s concepts into their plans.
Consistent with the concept of IFMP, the strategy
aims to remove unnecessary boundaries and to
create a seamless approach to fire management.
It is about agencies and organisations working
with businesses and the community to develop fire
management plans that improve preparedness,
prevention, response and recovery arrangements
and practices.
The members of the committee and I are confident
that this strategy will lead Victoria into the future,
ensuring a supportive and interactive approach to
fire management.
BRIAN PARRY AM
Chair
State Fire Management Planning Committee
State Fire Management Strategy 2009 3
Introduction
The State Fire Management
Strategy is a focus for the
future of fire management
in Victoria. Over the next
three years, fire management
planning organisations will
steadily transition to the model
outlined in this strategy.
The strategy is based on the
Integrated Fire Management
Planning (IFMP) Framework
approved by the State
Government. It provides
direction and timeframes for the
development and implementation
of structures, systems, processes
and products that improve fire
management planning in Victoria.
There is no blueprint for managing fires and the
risks to people and ecosystems that fires create;
every fire situation is different. Each situation has
its own social, economic, ecological and political
circumstances that need to be evaluated. Effective
and efficient fire management is built on past
learning and requires the engagement of a wide
variety of stakeholders (government, the private
sector and the community).
Approaches to fire management are framed by the
assessment of risk. This includes an analysis of the fire
issue and identification of options for positive change.
It places greater emphasis on addressing underlying
causes and seeking long-term, sustainable solutions
that incorporate four essential elements:
1. Prevention
focusing resources on the
underlying causes of fires and
treating them;
2. Preparedness
ensuring the fire management
sector and the community have
plans and arrangements in
place that are well practised,
addressing all fire risks;
3. Response
ensuring effective, appropriate
fire-fighting equipment and
arrangements are in place and
tested; and
4. Recovery
helping to re-establish
communities, businesses,
infrastructure, buildings,
biodiversity and ecosystem
functionality.
For community members to actively participate
in this approach, consultation, participation and
engagement are essential. Ownership will be
achieved when people see fire management as
something for which everyone is responsible and
everyone has a role to play. This is strengthened by
a clear understanding and confidence in the fire
management sector to competently undertake their
roles and responsibilities so that a true partnership
approach can be achieved.
The State Fire Management Strategy will be reviewed
annually to monitor the implementation of its
objectives. The review process will also incorporate
outcomes and recommendations from the 2009
Bushfires Royal Commission, where appropriate.
Purpose of the strategy
The intent of the State Fire
Management Strategy is to provide
a broad and strategic focus for
fire management in Victoria. It
provides strategic guidance about
the implementation of IFMP and
identifies clear and measurable
objectives and outcomes where
available for the effective and
balanced management of fires.
The purpose of the strategy is to:
1. support and guide the development of the IFMP
Project in a structured and collaborative manner; and
2. support the integration, consistency and
coordination of the fire management planning
activities of government, the fire management
sector and communities to achieve effective fire
management for the State of Victoria.
State Fire Management Strategy 2009 5
Scope
The strategy is about
Promoting:
·
innovation and adaptation of Victoria’s fire
management sector to incorporate prevention,
preparedness, response and recovery;
· long-term, strategic thinking; and
· vertical (state, regional and municipal levels) and
horizontal integration (across organisations) of
fire management planning.
Providing:
· policy, principles and high level process;
· overarching frameworks for fire management
planning and planning structures for integrated
regional, municipal level and local area planning; and
· clear strategic priorities.
Creating:
·
the capability for fire management planning to
link to emergency management plans;
· a whole-of-government, fire management sector
and community model that aligns critical points
of fire management planning; and
· a cycle of continuous improvement for fire
management.
The strategy is not about
· operational planning and tactics;
· disturbing the fundamental legislative mandate of
each or any government agency; or
· explaining or outlining structures or roles and
responsibilities of committees or organisations.
These are outlined in the 2008 IFMP Framework.
Terminology used in this strategy
Capability the sum of expertise and capacity.
Capacity the power, ability, or possibility of
doing something.
Objective a clearly defined desired result within
this strategy.
Resilience the ability to recover from a situation.
Collaboration where two or more organisations
work together to achieve common goals.
Strategy a plan of action designed to achieve a
particular goal.
Context the circumstances or facts that surround
a particular situation.
Themes a broad idea, message, or lesson.
Demography the statistical study of all populations.
Fire Management Sector all the agencies
and organisations involved in fire management
(i.e. fire agencies, government departments,
utilities and local government)
Integration the combination of plans and
planning processes – previously segregated
into one unified system.
Tactic a tactic is a conceptual action to achieve a specific
objective and is implemented as one or more tasks.
Urbanisation the physical growth of urban areas
from rural areas, as a result of population migration
to an area.
Vision the desired or intended future state of a
specific organisation or enterprise in terms of its
fundamental objective and/or strategic direction.
State Fire Management Strategy 2009 7
Assumptions about the future context
In order to establish a vision
for fire management planning
and a common direction
for the fire management
sector, some assumptions
have been made about the
future. These assumptions
consider situations that
fire management planning
will have to respond to.
Many or all of the identified
characteristics will change over
time, through trends, events
or as points of convergence
become apparent between
agencies and organisations.
Assumptions about the future are:
1. Demographic change
·
Rural change and urbanisation
It is expected that large population centres
within the state will continue to experience
population growth and regional areas of
declining population will continue to decline,
in line with current trends.
· Melbourne’s growth
The current population growth experienced
by Melbourne will continue and its social and
economic radius will continue to expand.
2. Socio-economic change
·
Wealth distribution (financial and social)
Large urban and rural centres will continue
to attract development opportunities and
investment in line with population growth.
However, wealth distribution in urban and
rural centres will be impacted by national and
international pressures, including the recovery
from the global financial crisis of 2008.
Access and equity of government services will
continue to be a focus for State Government to
ensure that the disadvantaged are supported.
·
Change in home ownership
With changes in the financial market and
the value of property continuing to rise, it is
anticipated that rental ratios will increase in line
with declining housing affordability.
Changes to fire management practices from fire
services and government will mean that existing
home owner/occupiers’ responsibilities for fire
management will be integrated with broader
fire management strategies.
·
Developing regional centres
Regional centres that have an established and
well developed regional economy will continue to
grow. Emerging regional economies will continue
to capture investment on a limited scale.
·
Building standards
Building standards for construction in rural
and interface areas will continue to develop,
including the increasing development of more
robust fire resistant buildings
3. Climate will change
An adaptive response to climate change will be
developed that includes integration between
the fire management sector, government and
communities for fire planning and collaboration
for the delivery of services will result.
Pressures on existing land uses will continue,
especially in developing regional centres
where land use is required for public
recreation/conservation as well as lifestyle
and amenity purposes.
5. Technological change
Fire services and the fire management sector
will adopt a long-term view and complementary
strategy for coping with climate change.
Demand for new technology will occur within
the fire management sector and the community,
leading to increased costs for service providers.
Research and development into new fire
management practices and techniques will
become an important focus for both the fire
management sector and government, leading to
strong partnerships and a culture of innovation.
Changing technology will lead to internal
pressures within the fire management sector
for the development and implementation of
the latest technology. This will include a focus
on technological solutions for fire management
practices and see a decline in traditional fire
management techniques.
4. Agriculture and forestry practice
·
Change in industry position, production
and profile
Changes in the economic climate and
government policy will see the forest industry
move towards larger, single-holding private
investment.
Growth and development of the forest and
agricultural industries will be based on these
industries’ ability to adapt to climate change.
Where industries cannot adapt they will be
replaced with more efficient alternatives.
Continuing profitability within certain sectors
of the agricultural industry will mean that
larger scale ownership and investment by
international corporations will continue to
occur. With this change in industry profile,
small-scale and niche/specialised production will
continue to develop.
·
·
Salinity management
The need to combat the effects of salinity
will lead to a significant increase in the
re-establishment and management of natural
vegetation on private property.
Changes in land use
The continuing development and international
investment in large-scale agricultural operations
will mean that traditional land use patterns will
change. Traditional uses will move to marginal
areas as industry development continues. The
growth and development of larger regional
centres will also impact on the traditional land
uses of some areas, with agriculture making
way for urban development.
The development and implementation of new
technologies will lead to the development
of new strategies and tactics that overcome
traditional hurdles.
Changes to technology will lead to an
increasing expectation for information about
fire management. Communities will want to be
actively involved in fire management planning
and interaction with the fire management sector.
Design and engineering solutions for assets and
equipment will continue to be an important part
of the fire management sector in the future so
there will be a focus on investment in this area.
6. Political/legislative change
The changing political and social environments
will create the need for new legislation, standards
and policies that will shape the direction of fire
management to meet the needs of the community.
Policy changes will continue to recognise and
expect that integration between agencies, the
sector and the community will continue to occur
within the state.
The outcomes of the current Royal Commission
and Coronial Inquiries will need to be evaluated
against existing practices and agreements to
determine complementary goals and directions.
Changes to existing practices will occur in
response to recommendations from these bodies.
State Fire Management Strategy 2009 9
Vision & success factors
The landscape for fire management in Victoria
will require new approaches. To achieve change
in fire management, innovation and continuous
improvement will need to be focused and directed.
The following vision for fire management is the
basis for this direction.
What successful statewide planning will look like
·
·
·
·
·
Plans and strategies are effectively interlinked at
state, regional and municipal levels.
Plans and programs are built and implemented
in a collaborative manner.
Adequate and appropriate knowledge and skills
are built in the sector.
Communities, the fire management sector
and government are more resilient to the
impacts of fire by:
· having a better understanding of risk;
· sharing knowledge and information
· being appropriately prepared to deal with fires
when they occur; and
· being able to recover from fires.
The management and use of fire that supports
the health of the natural, agricultural, industrial
and built environments.
The vision for the future of fire management in Victoria
Fire management in Victoria that delivers:
· active participation of community, the sector and government,
working together in fire management planning to reduce the
destructive impact of fire on communities and the environment;
· communities that are resilient to the effects of fire;
· greater understanding of the fire sector within the community; and
· healthy natural, social, built and economic environments.
State Fire Management Strategy 2009 11
Key themes & objectives
To guide the implementation
of integrated fire management
planning, key themes, objectives,
timeframes, outputs and
performance measures have
been developed.
These themes are designed
to provide consistency in
the planning of actions and
priorities. The key themes and
objectives are summarised
below. For a full description
see Appendix I.
IFMP Phases
The implementation of fire management planning
can be considered in three distinct phases:
1. Establishment phase: 2007–2009
Establishment of IFMP structures.
2. Implementation phase: 2010–2012
Implementation of vertical and horizontal
integration.
3. Monitoring & Improvement phase: 2012+
Monitoring and continuous improvement
through ongoing initiatives.
Key Theme 1
Planning together
Key Theme 2
Implementing collaboratively
State, regional, municipal and local fire management
plans will be linked with a common purpose and
a consistent assessment of risk. The plans will be
prepared in consultation with those most-affected
and available to all interested parties.
The fire management sector will implement the
activities agreed to in the plans by preparing
programs designed to meet the common needs of
those most affected by the adverse impacts of fires.
Objectives and timeframes
Establishment phase
The State Fire Management Planning Committee
will design and produce documentation for
the implementation of an integrated fire
management planning system that includes
common applications and agreements for:
· the assessment of risk
· terminology
· plan format and life cycle
· community engagement framework
· data sharing
· performance monitoring and review
· audit.
Implementation phase
State, regional and municipal committees will
undertake planning using the IFMP planning
system with common assessment tools utilised as
part of the system.
The State Fire Management Planning Committee
will complete a risk profile for Victoria.
Monitoring and Improvement phase
Objectives and timeframes
Establishment phase
Fire management planning committees will be
established at state and regional levels. The
State Fire Management Planning Committee
will also develop and adopt dispute resolution
and non-participation processes and make these
available for use by regional and municipal fire
management planning committees.
Implementation phase
This phase continues the planning process using
the IFMP applications (planning process, plan
format, risk management process, risk tools, and
community engagement framework) and sees the
implementation of Municipal fire management
planning committees. Planning actions will
commence and agencies will design and conduct
collaborative work programs.
Monitoring and Improvement phase
Committees will use the monitoring and review
process to examine the effectiveness of plans and
improve them.
Committees will apply a continuous improvement
process that incorporates measuring the
performance of fire management plans against
identified standards. Additionally, plans will be
audited to review their performance.
State Fire Management Strategy 2009 13
Key themes & objectives
Key Theme 3
Building knowledge
Key Theme 4
Building capability
The fire management sector will share information
and interact with academic and professional
institutions, other jurisdictions and communities,
in order to build knowledge.
The capability of the sector and the community will
be built by applying knowledge and continuous
improvement principles in an environment that
allows for innovation and change
Objectives and timeframes
Objectives and timeframes
Establishment phase
Establishment phase
The organisational partners involved in IFMP will
develop a strong understanding of the integrated
fire management planning process. The focus
is on developing communications processes
and interaction between the fire management
planning committees, committee members and the
community to ensure thorough implementation
of IFMP. Staged implementation of the planning
process will begin during this phase.
The State Fire Management Planning Committee
will develop a policy for training and exercising of
fire management plans. This policy will establish
the process for committees to exercise their plan’s
arrangements.
Implementation phase
The development of an internet-based interface
will allow for contribution and input into the
development of plans which will support the
planning process.
The State Fire Management Planning Committee
will establish a recognition program to showcase
planning successes from regional and municipal
planning committees. The State Fire Management
Planning Committee will also develop an incentive
and recognition program.
The State Fire Management Planning Committee
will establish and develop relationships with peak
fire management bodies (like the Australasian
Fire and Emergency Service Authorities Council
[AFAC], the Fire Protection Association of
Australia [FPA] and the Bushfire Cooperative
Research Centre) in order to develop new
research opportunities and fund new fire
management initiatives.
Education programs will be developed and
implemented to increase and improve the
community’s knowledge and understanding
about the role of fire in all environments.
Monitoring and Improvement phase
The State Fire Management Planning Committee
will establish a Centre for Excellence to create
opportunities for ongoing research and
development into fire management.
Implementation phase
The community will be engaged in the preparation
of all levels of committee plans, ensuring that
members of the public have an opportunity to be
involved in fire management planning.
The State Fire Management Planning Committee
will also work with member agencies to develop
and incorporate capacity building initiatives,
including comprehensive performance measures,
into participating organisations’ business plans.
The testing and exercising of fire management
plans will be a key part of developing capability
within the fire management sector. This phase
will also include development of review systems.
Comprehensive performance measures will be
applied to support continuous improvement in
fire management planning.
Monitoring and Improvement phase
The long-term objectives are for organisations and
agencies involved in fire management planning
to take continuous improvement information and
apply improvements to fire management plans.
Key Theme 5
Using fire
Fire will be used to support the health of our natural,
economic, social and cultural environments.
Objectives and timeframes
Establishment phase
The State Fire Management Planning
Committee will maintain the existing regulatory
environment; supporting the economic, social
and cultural uses of fire.
Implementation phase
The State Fire Management Planning Committee
will develop and implement a strategic approach
to the use and management of fire to promote
the health and well being of our natural, social,
built, economic and cultural environments.
The State Fire Management Planning
Committee, together with its member agencies
and organisations, will review and align the
current practices associated with the use of
fire. This review will incorporate programs that
improve collaborative management practices
on the private-public land interface into the fire
management planning process.
Monitoring and Improvement phase
The State Fire Management Planning Committee
and its member agencies and organisations
will support the development of a Code of
Practice for fire management that integrates
policy, procedure and existing practices for fire
management on private and public land.
State Fire Management Strategy 2009 15
Committee structure
and accountability
As outlined in the IFMP
Framework, fire management
planning is based around the
development of plans by various
levels of fire management
planning committees. The
committee roles are shown
briefly in the diagram below.
An accountability chart has been developed to
guide integrated fire management planning and
assist committees to understand their responsibilities
in participating in and applying fire management
planning. These accountabilities provide consistent
application of responsibility for participants in fire
management planning.
The accountabilities are identified as:
·
Primary Accountability
(answerable for the activity or decision)
· Contributory Responsibility
(inputs into the decision or action) and
· Needs to Receive Information (receives the output).
Appendix 2 tabulates the broad fire management
planning process and associated accountabilities for IFMP.
Victoria Emergency
Management Council
State Fire Management
Planning Committee
Regional Strategic Fire Management
Planning Committees
Municipal Fire Management
Planning Committees
Figure 1 – The IFMP Committee Structure
Ensure a consistent, sustainable and integrated approach to
fire management planning across Victoria.
Provide a regional level forum to build and sustain
organisational partnerships, generate a common
understanding and shared purpose with regard to fire
management and to ensure that the Municipal area and
individual agency plans are linked to the regional strategic
direction and consistent across regional boundaries.
Provide a municipal level forum to build and sustain
organisational partnerships, generate a common
understanding and shared purpose with regard to
fire management and ensure that the plans of individual
agencies are linked and complement each other.
State Fire Management Strategy 2009 17
Planning process
and alignment of IFMP
To ensure that IFMP is successfully
implemented, a rigorous planning
process is required. This planning
process is needed to support the
multi-agency approach to fire
management that is the main
aspect of IFMP.
Fire management planning committees will
work cooperatively and collaboratively on
the implementation of plans. Planning and
implementation will require organisations and
agencies to align IFMP with each organisation’s
planning and business processes.
Organisations will align IFMP by:
·
·
·
·
·
implementing common planning models and
methodologies;
allocating resources and responsibilities;
participating in common decision-making through
the committee process;
collaboratively delivering fire management
activities; and
engaging cooperatively.
IFMP will support business practices through a
seven stage planning cycle (as shown in Figure 2)
and an engagement process that incorporates the
identification and inclusion of community needs/values.
The IFMP planning process identifies a cycle
of activity. These activities may be delivered by
committees, agencies or organisations. They are
related to the structural components of IFMP (i.e.
the committees), the fire management sector
and stakeholders. Each stage outlines where
sector participation occurs in the delivery of fire
management plans and activities.
Community and organisational engagement is
undertaken as part of the planning process. This
engagement will inform the planning process by
identifying values to be protected, and identifying
community and organisational fire management
needs. It will build collaborative implementation
as communities and organisations are able to
participate in the development, delivery and
monitoring of fire management plans.
Each stage in the planning cycle has a separate and
distinct role. The planning cycle is linked vertically
through activities at state, regional and municipal
levels and supports input from the community and
stakeholders. Horizontal integration comes through
the collaborative plan development by committees
and integrated program delivery. The complete
planning process is shown in Appendix III.
ITY
& ORGANISATIONAL
CO
E
Environmental
Scan
Risk
Assessment
Monitor &
Improve
IFMP
PLANNING
PROCESS
Deliver
Publish
EN
Analyse
Decide
Figure 2 – The Seven Stage Planning Process
The seven steps of the planning process are:
1. The Environmental Scan identifies key themes,
issues and trends which may impact/influence
fire management and gaps in knowledge and
understanding.
2.
Risk Assessment draws on data from all
planning levels to identify risks against fire
management objectives. Engagement draws
on local knowledge from the community and
stakeholders. Data is scalable to support planning
at all levels. A register supports integration with
other emergency management processes.
3. Analysis of inherent risk, applicable policy, plans and
legislation and community values to identify viable
options with regard to fire management planning.
4. Committees at state, regional and municipal
level draw on this knowledge of risk, policy and
community values to make Decisions with regard
to fire management planning within their scope.
5. The tangible components of the planning
process results in Published plans at state,
regional and municipal level. Community
engagement is significant.
This strategy will inform policy, business plans
and processes of the fire management sector
and informs regional level planning. Regional
strategic fire management plans are the link
between this statewide strategy and each
region’s risk profile. The fire management
sector complements each regional strategic
fire management plan by developing plans and
programs that support the strategic directions
of each region. Municipal plans coordinate
the delivery of fire management activities
within each municipal area and provide a clear
understanding for the community through
a schedule of fire management activities.
Significant fire management risks may require
the creation of a local plan. These planning
relationships are shown in Figure 3.
6. Fire management activities are Delivered by
organisations who are generally members of the
state, regional or municipal committees. Scale will
vary dependent on activity and may be delivered
at state regional and/or municipal level.
7. Continuous Improvement by Monitoring
performance and auditing will be undertaken
through the planning process. This step will
test each plan against its vision, success factors
and treatment plan. The goal of performance
monitoring is to create transparency in planning.
State fire
management
strategy
Regional
strategic fire
management
plan
Municipal fire
management
plan
Local
Plan
Organisation’s policy, plans & fire
management programs
Figure 3. Plan Relationships
State Fire Management Strategy 2009 19
Relevant government initiatives
The State Fire Management Planning Committee
has identified a number of existing initiatives
that complement the implementation of IFMP, or
initiatives that IFMP can support and add value to.
The important role for the State Fire Management
Planning Committee is to continue to look to the
future and develop new initiatives that build on
these initiatives.
2009 Victorian Bushfires Royal Commission
The State Fire Management Planning Committee
will monitor the progress of and recommendations
from the Royal Commission into the February 2009
bushfires, especially items 6–11 of the Commission’s
Terms of Reference. These items are:
6.
Whilst bringing together existing practices
and policies, IFMP will need to work with new
government initiatives as they emerge. Current
initiatives that IFMP will need to ensure consistency
with are as follows:
The preparation and planning for future bushfire
threats and risks, particularly the prevention of
loss of life.
7.
Land use planning and management, including
urban and regional planning.
8.
Primary Fire
Management Initiatives
The fireproofing of housing and other buildings,
including the materials used in construction.
9. The emergency response to bushfires.
Living with Fire
Living with Fire – Victoria’s Bushfire Strategy provides
Victoria with clear direction to meet future bushfire
challenges under six key themes:
·
·
Managing the land with fire: Increased planned
burning effort, including large-scale mosaic
burns, based on science and risk management
frameworks, to reduce fuel loads, protect
communities and promote healthy ecosystems.
Building community capacity to live with fire:
Improve the community’s understanding of the
role of fire in the environment and increase
shared responsibility for risk, prevention and
preparedness for bushfire.
·
·
Enhanced response and recovery: Continue to
lead the way in bushfire response while building
on recovery efforts.
Workforce/volunteer capability: Build and
maintain a skilled, fit and experienced fire fighting
force to deliver an increased planned burning
program, meet rising response needs and provide
support to volunteers.
·
Planning for protection: Provide the community
and planners with better risk management
and mitigation tools, including acceleration of
Integrated Fire Management Planning.
·
Risk and adaptive management: Continue to
develop a more responsive approach to the
management of bushfires based on continuous
learning and improvement through the
development of interagency risk modelling,
statewide scenario planning and improved
ecological research and modelling.
10. Public communication and community advice
systems and strategies.
11. Training, infrastructure, and overall resourcing needs.
Other relevant
government initiatives
Government initiatives are wide ranging and many
will be relevant to IFMP. Current initiatives that the
State Fire Management Planning Committee is
aligning with are:
·
·
·
·
·
·
·
·
·
·
Growing Victoria Together
Future Farming
Our Environment, Our Future
Governments Working Together
Melbourne 2030 and Melbourne @ 5 million
Building Great Communities
Building Tomorrow’s Businesses Today
Community Building Strategy
Linking Victoria
Victorian Greenhouse Strategy.
Capability assessment
& development
The fire management sector will
need to ensure that the right
competencies and technical
capabilities are available to satisfy:
· assumptions for the future;
· vision and success factors; and
· planning principles.
To achieve this, the state, regional and municipal
committees will work collaboratively with
government, fire management sector organisations
and the community to develop and implement
capacity building programs across the fire
management environment.
Agencies and communities will need to ensure
that systems and processes are established and
maintained that allow for identifying, developing
and implementing capability programs.
State Fire Management Strategy 2009 21
Appendix
I
Key Themes, Objectives,
Project Outputs and Timeframes
Key Theme 1 Planning together
State, regional, municipal and local fire management planning committee plans are linked with common purpose,
consistent assessment of risk, prepared in consultation with those most effected and easily accessible.
Objective
Establishment Phase
Timeframe
Output
Measure
1.1
Define and record a fire
management planning
process
March 2010
Agreed and documented
planning processes,
policies and guidelines
Documentation
produced, approved and
prepared for publication
in the Emergency
Management Manual
Victoria (EMMV)
1.2
Develop common application
1.2.1
Assessing risk
s and processes for the fire management planning process:
December 2009
Agreed and documented
risk assessment process
Products developed
Fire specific tools are
developed
Documentation prepared
Risk process documentation Documentation
is prepared for
incorporated into 1.1
incorporation into planning
guidelines (see 1.1)
1.2.2
Terminology
December 2009
Process for determining
agreed terminology is
developed
Terminology process
and documentation is
prepared and distributed
(including review and
update process)
1.2.3
Plan format and life cycle
December 2009
Terminology adopted
Terminology is
incorporated into IFMP
documentation
Terminology is
incorporated into EMMV
(where appropriate) and
organisational glossaries
and rolled into 1.1
Development of a
Documentation prepared
common approach to plan and incorporated into 1.1
formats and life cycles
Development and
preparation of
documentation for
a model plan (to be
published in the planning
guidelines)
1.2.4
Community engagement
framework
December 2009
Develop and adopt
principles for community
engagement
Prepare documentation
Incorporate principles
into planning process
Documentation prepared
to support 1.1
1.2.5
Objective
Establishment Phase
Timeframe
Output
Measure
Data sharing
December 2009
Agreement and
approved protocol and
process for data sharing
(incorporating licence
agreements and review)
Protocol agreed to and
rolled into 1.1
Agreement is
promulgated
Documentation to
support above
1.2.6
1.2.7
Performance monitoring
and review
Implementation Phase
Auditing
December 2009
November 2010
Agreed policy and
process for Performance
Monitoring & Review is
developed
Documentation is
prepared, agreed and
rolled into 1.1
Documentation published
Develop an audit process, Process documented
that is aligned with the
Municipal Emergency
Management Plan
(MEMP) audit process
Appoint an auditor
Auditor appointed
Prepare documentation
for inclusion in the EMMV
1.3
Commencement of
integrated fire management
planning by regional
committees
April 2010 –
November 2010
Prepared project plan
Formed regional fire
management planning
committee
Application of
engagement processes
1.4
1.5
Commencement of
integrated fire management
planning by municipal
committees
Determine a statewide risk
profile for fire
April 2011–
November 2011
Plan agreed to and
distributed
Committees in place
Clear links to the
community and
organisational needs
Draft plan prepared
outlining fire
management strategies
for the region
Plan is prepared and
available
Prepared project plan
Plan agreed to and
distributed
Formed regional fire
management planning
committee
Committee in place
Application on
engagement processes
Clear links to community
and organisational needs
Draft plan prepared
containing an agreed
schedule of works
Plan is prepared and
available
March 2010
Statewide risk profile is
Published and distributed
published and distributed
Review March
2014
Implement performance
monitoring and review
processes
Monitor & Improve Phase
1.6
Undertake performance
monitoring and review
Monitoring is
ongoing
Integrated fire
management plans and
associated work programs
are reviewed and updated
to reflect the performance
assessment process
State Fire Management Strategy 2009 23
Appendix
I
Key Themes, Objectives,
Project Outputs and Timeframes
Key Theme 2 Implementing collaboratively
The fire management sector will implement the activities agreed to in the plans by preparing programs designed
to meet the common needs of those most affected by the adverse impacts of fires.
2.1
Objective
Establishment Phase
Timeframe
Output
Prepare and distribute
policies for dispute
resolution and non
December 2009
Policy documents for non Policy documentation
participation and dispute
produced, approved and
resolution
published by SFMPC
participation
Measure
Implementation Phase
2.2
2.3
Implementation of
integrated fire
management plans
Agencies design and
implement collaborative
IFMP work programs
April 2011–2012 Municipal committees
and ongoing
are developing plans
incorporating regional
strategies
July 2011
Municipal plans are
being developed using
the relevant regional
strategies
Agencies are
incorporating strategies
into normal plans and
programs
Plan implementation has
commenced
Municipal works
programs are
implemented
Works programs achieve
aims established in plans
Agencies’ IFMP works
programs are prepared
and implemented
Links between plans and
programs are defined
and recorded
Extent of collaborative
and complimentary work
programs implemented
Monitor & Improve Phase
2.4
Monitor and review the
effectiveness of treatment
programs
July 2011 to
July 2012, then
ongoing
Review March
2014
Application of
performance monitoring
and review process
for the first round
production of plans
Ongoing planning
through the
incorporation of IFMP
as a normal business
practice
Application of monitoring
and new knowledge to
plans and programs
Key Theme 3 Building knowledge
The fire management sector will share information and interact with academic and professional institutions,
other jurisdictions and communities, in order to build knowledge.
Objective
Timeframe
Output
Measure
December 2009
Develop a knowledge
building and
education program
for organisations
and communities
participating in IFMP
Education program
prepared including
organisational knowledge
sharing
Establishment Phase
3.1
Build an understanding of
IFMP with organisational
partners and the community
Interaction between
committee members and
committees
3.2
Develop a web based
interface for review and
feedback of plans
December 2009
Interface developed for use Interface ready for use by
by community and the fire
community and the fire
management sector
management sector
Interface available for use Interface available for use
by community and the
by community and the
fire management sector
fire management sector
Process to implement
Process is implemented
recognition programs
Implementation Phase
3.3
Implement a web based
interface for review and
feedback of plans
April 2010
3.4
Establish a recognition
program for regional and
municipal committees
December 2010
3.5
Establish incentive and
recognition for industry,
landholders and nongovernment organisations
December 2010
Process to implement
recognition programs
Process is implemented
3.6
Work with peak fire
management bodies to
influence research and
fund new initiatives
August 2012+
Establish research
objectives
Research objectives
agreed recorded and
published
Establish process to
identify opportunities
for research to fill fire
management sector and
organisational needs
Research opportunities
are identified and
undertaken
Identify design build and
implement community
education programs
Programs are built and
implemented
Establish a concept,
design and implement
centre for excellence
Centre established
3.7
Education program for
March 2010 –
the community to build
November 2011
knowledge and understanding
of fire management practices
about the role of fire in the
environment
Monitor & Improve Phase
3.8
Develop a centre
for excellence
July 2011
State Fire Management Strategy 2009 25
Appendix
I
Key Themes, Objectives,
Project Outputs and Timeframes
Key Theme 4 Building capability
The capability of the sector and the community will be built by applying knowledge and continuous
improvement principles in an environment that allows for innovation and change
Objective
Establishment Phase
Timeframe
Output
4.1
Development of a training
and exercising policy
December 2009
Process defined,
Process is published
approved and published
in EMMV
to exercise integrated fire
management plans
4.2
Building performance
measures
December 2009
Consistent suite of
performance measures
that support continuous
improvement
Measures are built, agreed
and communicated
to organisations and
committees
Policy applied by
regional and municipal
committees
Plans and arrangements
are tested implemented
on an annual basis
Organisations to understand March 2010
and develop existing
capability to implement
IFMP
Organisational skills
assessment
Skills assessment
conducted
Development of
capability building
strategy
Strategy prepared for
implementation
4.5
Incorporate capability
July 2010
building initiatives into
organisations business plans
to support IFMP participation
Business plans have
capability development
components
Components are
consistent with IFMP
framework, strategies
and plans
4.6
Building community
capability development
programs and community
participation in planning
and implementation
March 2010 –
November 2012
Communities and
organisations are
participating in plan and
program development
Increased participation
in preparing plans and
programs
Communities and
organisations and
implementing plans and
programs collaboratively
Increased participation
in the implementation of
plans and programs
Applying performance
measures
November 2011
Consistent suite of
performance measures
that support continuous
improvement
Measures are built, agreed
and communicated
to organisations and
committees
2012 +
Plans and programs are
reviewed to adapt to
change
Plan reviews are
undertaken and
outcomes fed into
organisational and
committee plans and
programs
4.3
4.4
4.7
4.8
Implementation Phase
Implementation of a training March 2011
and exercising policy
Monitor & Improve Phase
Adapting to continuous
improvement information
Measure
Key Theme 5 Using fire
Fire will be used to manage fuels and support the health of the natural and agricultural environments.
Objective
Timeframe
Output
Measure
December 2009
Review of current
legislation and planning
arrangements to
successfully implement
the concepts of IFMP
Report prepared and
submitted to SFMPC
for action
Establishment Phase
5.1
Maintain and develop
existing regulatory
environment to improve
economic, social and
cultural uses of fire
Implementation Phase
5.2
Develop a strategic
approach to use and
management of fire to
promote the health and
wellbeing of our natural,
social, built, economic and
cultural environments.
May 2012
Fire use policy
Policy developed,
agreed/approved
5.2.1
Review and align the
current practices associated
with all uses of fire
(environmental, economic,
cultural and social)
May 2011
Review conducted
and documented
Review published
5.2.2
Develop a strategic
(landscape) scale approach
to using fire for the
management of fuel and
forest health
August 2011
Model developed
and tested
Model can be
implemented
5.2.3
Develop practices for fire
management on the publicprivate land interface
March 2012
Development and testing
for interface areas
Results recorded,
published and
adopted for use
May 2013
Concept is developed
through a white paper
and tested with the fire
management sector
and community
Code is agreed to by
participating agencies,
communities and
government
Practices are aligned
Monitor & Improve Phase
5.3
Support the development
of a “code of practice” that
integrates policy, procedure
and practices for tenure
blind fire management.
State Fire Management Strategy 2009 27
State Committee
P
P
P
State Organisations
C
C
C
State Stakeholders
C
C
C
Regional Committee
C/S
P
C/S
P
C/S
P
Regional Organisations
C
C
C
Regional Stakeholders
C
C
C
Municipal Committee
C/S
P
C/S
P
Municipal
Regional
State
Analyse
Municipal
State
Risk Assessment
Municipal
Regional
Process Participant
State
Env Scan
Regional
Appendix
IFMP Planning Process
Accountability Chart
II
C/S
P
Municipal Organisations
C
C
C
Municipal Stakeholders
C
C
C
State Support Team
KEY P = Primary Accountability
C
C
C = Contributory Responsibility
C
C
C
S = Receives Information
C
C
C
C
P
P
P
P
C
C
Municipal
Regional
State
Monitor & Review
Municipal
Regional
State
Deliver
Municipal
Regional
State
Publish
Municipal
Regional
State
Decide
C
P
P
C
P
C
C
C
C
C
P
C
C
P
P
C
C
P
C
C
C
C
P
C
C
C
C
C
C
C
C
C
C
C
C
C
C
State Fire Management Strategy 2009 29
Appendix
III
IFMP Planning Process
Integrated Fire Management Planning Process
State Level Planning
Environmental Scan
Regional Level Planning
Municipal Level Planning
Environmental scan for relevant information
Risk Assessment
Fire management risk assessment
Analysis
Analysis of fire risk to develop risk treatment strategies
Decision
Publish
Committee decision
making
Committee decision
making
Committee decision
making
State fire management
strategy
Regional strategic fire
management plan
Municipal fire
management plan
Organisation’s policies, plans and fire management programs
IFMP local plan
Deliver
Monitor and Improve
Co-ordinated and aligned delivery
Fire management planning monitoring and review
Disclaimer
This publication maybe of assistance to you. However the
State of Victoria and its employees do not guarantee that the
publication is without flaw of any kind, or is wholly appropriate
for your particular purposes. Therefore disclaims all liability for any
error, loss or other consequence which may arise from you relying
on any information in this publication.
Acknowledgements
The State Fire Management Planning Support Team acknowledges
all those that supplied the images for this publication including
the CFA, MFB, Tourism Victoria and Sharon Walker.
Design and printed by Courtney – www.courtneycolour.com.au
State Fire Management Strategy 2009 31
For more information go to: www.ifmp.vic.gov.au
Or contact the State Fire Management Planning Support Team
Telephone: (03) 9262 8469 Email: info@ifmp.vic.gov.au