from a broad range of organisations with a role in 3.1 Governance emergency management. Strong governance is required to coordinate policies and SCRC key priorities strategies across the sector. Figure 1 depicts the overarching emergency management governance Every year the SCRC develops a list of key priorities, the structure in Victoria. delivery of which will realise its role as the peak crisis and emergency management advisory body to the Victorian Following commencement of the Act on 1 July 2014, the Government. The priorities support the delivery of the SCRC was established to drive a more integrated reform agenda. The key priorities for 2016–17 were: approach to governance. The SCRC achieves integration by developing and coordinating policy and strategy and strengthening resilience and risk mitigation  overseeing its implementation across the spectrum of emergency management functions. The SCRC implementing a Whole of Government integrated  approach to emergency management that meets membership comprises the: future needs  Secretaries of each government department  implementing a next generation relief and recovery Chief Commissioner of Police  system for Victoria, including a focus on community- led recovery and integration of emergency Executive of Emergency Management Victoria  management activities before, during and after an (EMV) emergency Emergency Management Commissioner (EMC)  strengthening counter-terrorism security and social   IGEM (as an observer) cohesion  Chief Executive Officer of the Municipal Association testing changes to the natural disaster funding  of Victoria (as the representative of local arrangements government).  providing ongoing oversight of implementation of The SCRC is supported by three sub-committees: Risk inquiry/audit recommendations and other findings, and Resilience; Capability and Response; and Relief and including implementation of those from the Recovery. The SCRC and its sub-committees meet no Hazelwood Mine Fire Inquiry reports less than quarterly. They ensure integration and cohesion  building diversity and inclusion in the sector, across the sector and enable the government to progress including the development of a Diversity and the reform agenda. Inclusion Framework. The SCRC sub-committees’ membership is made up Figure 1: Overarching emergency management governance structure in Victoria
3.1 Governance Strong governance is required to coordinate policies and strategies across the sector. Figure 1 depicts the overarching emergency management governance structure in Victoria. Following commencement of the Act on 1 July 2014, the SCRC was established to drive a more integrated approach to governance. The SCRC achieves integration by developing and coordinating policy and strategy and overseeing its implementation across the spectrum of emergency management functions. The SCRC membership comprises the:  Secretaries of each government department  Chief Commissioner of Police  Executive of Emergency Management Victoria (EMV)  Emergency Management Commissioner (EMC)  IGEM (as an observer)  Chief Executive Officer of the Municipal Association of Victoria (as the representative of local government). The SCRC is supported by three sub-committees: Risk and Resilience; Capability and Response; and Relief and Recovery. The SCRC and its sub-committees meet no less than quarterly. They ensure integration and cohesion across the sector and enable the government to progress the reform agenda. The SCRC sub-committees’ membership is made up from a broad range of organisations with a role in emergency management. SCRC key priorities Every year the SCRC develops a list of key priorities, the delivery of which will realise its role as the peak crisis and emergency management advisory body to the Victorian Government. The priorities support the delivery of the reform agenda. The key priorities for 2016–17 were:  strengthening resilience and risk mitigation  implementing a Whole of Government integrated approach to emergency management that meets future needs  implementing a next generation relief and recovery system for Victoria, including a focus on community- led recovery and integration of emergency management activities before, during and after an emergency  strengthening counter-terrorism security and social cohesion  testing changes to the natural disaster funding arrangements  providing ongoing oversight of implementation of inquiry/audit recommendations and other findings, including implementation of those from the Hazelwood Mine Fire Inquiry reports  building diversity and inclusion in the sector, including the development of a Diversity and Inclusion Framework. Figure 1: Overarching emergency management governance structure in Victoria
2016_2017_Annual_Assurance_Summary.docx