Tasmanian Disaster Resilience Strategy 2020-2025 - TasALERT
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Tasmanian
Disaster Resilience
Strategy
2020-2025
Tasmanian Disaster Resilience Strategy 2020 – 2025 1
1 Disasters will happen Disaster resilience is the ability of
Tasmania has experienced:
• natural disasters such as major fires and floods; communities and individuals to survive,
and adapt and thrive in the face of
• human-caused events, such as the Tasman Bridge
collapse and the Port Arthur massacre.
turbulent change or acute stresses
Tasmanians have always responded with tenacity
and generosity. We support one another in times
of need. Our emergency services, volunteers,
community organisations, governments and businesses
work tirelessly to respond and to help communities
to recover.
2 Why focus on
The reality of climate change is that extreme weather disaster resilience?
events are becoming more common. There are We need to focus on disaster resilience because:
more hot days and intense rainfall. Bushfires, floods
and storms continue to put people at risk, destroy 1 It helps ensure people’s safety and
property and impact communities, businesses, and the well-being
economy. Tasmanians also need to think about: Disaster resilience helps reduce the impacts of
• other natural hazards, such as earthquake, disasters such as
landslides and tsunamis; • deaths;
• pandemics and bio-security hazards; and • injury and illness;
• intentional violence, cyber threats, major industrial • the number of people affected;
accidents and other human-caused events.
• economic loss; and
Tasmanians are resilient, but also vulnerable and at
• damage to property, or important services
risk. We can always do more to make sure we cope
and assets.
with and bounce back from disasters. We learn from
past events to reduce risks and to prepare. 2 Catastrophic disasters need a whole of
society approach
Disaster resilience is about everyone working
together, using the best available evidence, to Severe disasters can include compounding events
understand and reduce risks and prepare for and have widespread or prolonged impacts. Climate
disasters. It is about acting beforehand to reduce change means there is increasing risk of disasters.
the impacts of disasters on communities and the Responses to such disasters rely on a cross-sector and
environment. whole-of-society approach.
2 Tasmanian Disaster Resilience Strategy 2020 – 2025
7 There are disaster resilience co-benefits
Reducing disaster risks can leverage other everyday
benefits. For example:
• building for disaster resilience can mean lower
maintenance costs;
• tree planting to stabilise slopes can help the
environment in other ways;
• flood mitigation measures, such as levees or dams,
can provide stable and cleaner water supplies; and
• disaster resilient communities can better cope
3 It is most governments’ largest with other stresses, such as industry closures and
contingent liability household level crises.
In 2017 Australia’s disaster costs were $13.2 billion.
Experts predict this will increase by 3.4 per cent a
year. This means disaster costs could triple by 2050.
These estimates do not include intangible social,
Example:
health, employment and economic impacts. Risk reduction measures
4 Disaster resilience cost-benefits add up pay off in an emergency
Investing in reducing disaster risk can be more cost-
effective than spending on response and recovery. ‘Fire fighters and TasNetwork crews have been
Disaster risk management can reduce response and praised for a remarkable job minimising the
recovery costs by 50 per cent. Resilient communities impact on the state’s power network during the
can recover better and often have fewer event- bushfire crisis.
related health issues.
As few as 100 power poles have been damaged
5 There are risks in relying on post-disaster so far, despite several large blazes burning through
funding almost 3 per cent of the state.
A focus on post-disaster funding may: Tas Networks spokesman Josh Bradshaw said only
• create a disincentive for people to reduce their a small number of customers had suffered outages
disaster risks and result in higher risk behaviours; due to downed poles and wires…
• divert funds from other public programs, such as “Our electricity network is very resilient,”
other health and wellbeing programs that support Mr Bradshaw said. “Contingencies were in place
resilience; and to provide enough reserve should any large
transmission assets have been impacted.”…
• impact on investment and economic growth.
TFS Station Officer Darren Gye said TasNetworks,
6 There are social and economic benefits
the National Broadband Network and
even if a disaster does not happen
telecommunications companies put in a lot of effort
Reducing risks has benefits even if a disaster does not before a bushfire event to prepare their sites.
occur. It can:
“When we come along it’s just a matter of
• instil investor confidence, innovation, investment attacking the fire at front or flank,” he said.
and economic growth; “If you do the work before it gets bad, it makes
• help reduce poverty and inequality; and our life easier.” He said the same rule applied for
preparing a house prior to a major fire.
• contribute to the stability of Tasmania’s economy.
- Jack Paynter, Praise for keeping the lights on during
bushfire drama, The Mercury, 10 February 2019
Tasmanian Disaster Resilience Strategy 2020 – 2025 3
3 How can we be more For Tasmanian Government agencies, better
disaster resilience means:
disaster resilient? • providing early information and guidance; and
We’ve learned from our own experiences, plus • greater coordination, collaboration and integrated
the latest thinking from others nationally and service delivery.
internationally that everyone needs to play their More information on how to know your risks, connect
part by: with others, get ready and act is in Section 7 of this
• understanding their natural disaster risks; Strategy.
•
•
reducing disaster risks where possible;
being prepared for disasters; and
4 Strategy context
• knowing what to do and what support is available. and aims
For individuals and families, being resilient Emergency management covers:
means:
• Prevention;
• reducing risks in and around your home; • Preparation;
• planning what you would do in an emergency; • Response; and
• joining with others in the community to put your • Recovery.
plans into action; and
Disaster resilience promotes preventing or reducing
• supporting community organisations. People will
disaster risks and preparing for response and
rely on them after a disaster and they can help
recovery.
you understand and prepare for events.
This Tasmanian Disaster Resilience Strategy
For businesses and other organisations,
complements the Tasmanian Emergency Management
disaster resilience means planning to cope with
Arrangements (TEMA). The TEMA describes the
disruption and continue key operations while under
formal arrangements under the Emergency Management
stress. Business continuity planning has benefits,
Act 2006. A separate State Emergency Management
even if a disaster does not occur, such as improving
Committee Strategic Directions Framework enables
processes and identifying efficiencies.
related Tasmanian Government actions.
For local community organisations and
This Strategy aligns with:
councils, better disaster resilience means:
• the international Sendai Framework for
• understanding local businesses and forging
Disaster Risk Reduction; and
partnerships;
• related national frameworks such as National
• thinking about how we use land and where we
Strategy for Disaster Resilience and the National
build; and
Disaster Risk Reduction Framework.
• building relationships with emergency services.
4 Tasmanian Disaster Resilience Strategy 2020 – 2025
All reflect the following common principles of 5. examples of current actions;
disaster resilience:
6. what success looks like; and
• shared and defined responsibilities;
7. how Tasmanians can reduce disaster risks
• reducing risk is everybody’s business; and prepare.
• integrated action; There is a ‘Background and supporting information’
paper. It includes more details on:
• inclusive engagement;
• the scope of the strategy and the reasons for
• continual improvement;
each goal;
• evidence-based decision-making; and
• current actions;
• leadership commitment at all levels.
• challenges and opportunities identified while
People’s health, literacy, social connections and preparing the Strategy; and
financial security can impact on their disaster
• references.
resilience. These are outside the scope of this
Strategy but do impact on it. The Strategy Access this paper at:
complements other programs supporting: www.dpac.tas.gov.au/divisions/osem
• community development, social engagement,
educational outcomes and preventive health; 5 A disaster resilient
• environmental and cultural values protection; and Tasmania - vision and
• economic growth, sustainability and diversity.
This is Tasmania’s first Disaster Resilience Strategy
goals
and it focuses on strategically linking existing initiatives.
It encourages all Tasmanians to consider disaster The Vision
resilience in their everyday decision-making. Using the best available evidence, everyone works
This includes: together to reduce their disaster risk, and to prepare
• government; to withstand and adapt to the impacts of disasters.
• the private sector;
The Goals
• non-government organisations; and
Four goals underpin this vision.
• community members.
1 Understanding disaster risk - everyone
This Strategy aims to bring together sectors and
understands the disaster risks affecting them.
communities to:
• build on current actions that support disaster 2 Working together - everyone collaborates to
resilience; reduce risks and prepare for disasters.
• help everyone to work together for the safety 3 Reducing disaster risk - Everyone reduces
and wellbeing of all Tasmanians; and disaster risks in ways that have everyday benefits.
• make the best use of people’s efforts and 4 Being prepared for disasters - when a
available resources. disaster occurs, everyone knows what to do and
The Tasmanian Disaster Resilience Strategy 2020-2025 can do it.
outlines:
The next section outlines the strategies to achieve
1. a vision for a disaster resilient Tasmania; the goals, how the Tasmanian Government is working
2. the goals that underpin that vision; with others to achieve the goals, gives examples of
related current actions and describes what success
3. strategies to achieve the goals; looks like.
4. how the Tasmanian Government will work
with others to achieve the goals;
Tasmanian Disaster Resilience Strategy 2020 – 2025 5
6 Towards a disaster resilient Tasmania
1. Understanding disaster risk
The Tasmanian Government What success
Strategies Example current initiatives*
will work with others to… looks like
1.1 Improve the quality, • Continue to fill priority data and knowledge gaps. Tasmanian State Natural Disaster Risk There is relevant,
scope, usefulness and • Improve prioritisation measures for risks and Assessment . accessible and useful
accessibility of risk and vulnerabilities across all hazards. Ongoing specific hazard assessments. data and research
hazard information outputs.
• Continue to improve integrated access to natural Climate Futures for Tasmania report.
and analysis.
disaster information. The LIST/COP mapping data.
Research support.
1.2 Enable and encourage • Improve the accessibility of risk data and analysis for Iplan.tas.gov.au interactive maps. Everyone is aware
Tasmanians to access non-specialists and their diverse needs. Disaster resilience curriculum resources. of the risks affecting
and use risk and hazard • Link local risk information to practical guidance on how them.
Tasmanian Emergency Risk Assessment
information and support. to manage risk and prepare.
Guidelines.
• Promote risk awareness in ways that suit individual,
community and group diverse needs.
1.3 Enable inclusive • Facilitate inclusive policies and programs based on Hazard-related support for household risk Tasmanians are
community capacity community engagement, awareness and local or reduction. supported and
building programs across individual needs to ensure broad understanding of Business Tasmania advice and workshops. empowered to
all hazards to disaster risks and risk management across all hazards. manage disaster risk.
SES Flood Policy Unit.
suit local and individual
needs. People at Increased Risk in an Emergency:
Guide (for community service providers).
1.4 Encourage all parties • Ensure decision-makers have access to relevant risk Regional and municipal risk treatment plans. Everyone prioritises
to reduce their risks and information to inform decision making. Climate Action 21: Tasmania’s Climate Change and manages risks
vulnerabilities based on • Support councils to manage local risks through local Action Plan 2017-2021. affecting them based
sound evidence and clear plans, operations and policies. on evidence.
Councils’ risk assessment guidelines.
priorities.
ANZCTC Crowded Places Strategy.
2. Working together
The Tasmanian Government What success
Strategies Example current initiatives*
will work with others to… looks like
2.1 Ensure there are • Clarify and communicate responsibilities for individuals, Tasmanian Emergency Management Everyone plays
agreed shared roles and landowners, businesses and other organisations to Arrangements. their part in reducing
responsibilities across all reduce risks and be prepared for disasters. Regional and Municipal Emergency Management and preparing for
sectors. • Clarify responsibilities for slow onset disasters. (EM) plans. disaster risks.
2.2 Facilitate and support • Renew and maintain effective committees and other State Emergency Management Committee and All parties
collaborative cross-sector collaborative networks across sectors and levels of linked collaborative structures. collaborate to ensure
networks and governance government to facilitate continual improvement. Regional and Municipal EM Committees. cohesive action.
structures. • Encourage private/public partnerships for community State Fire Management Council, related
disaster resilience benefits. committees.
2. 3 Tasmanian, Australian • Contribute to local, national and international strategic National Partnership Agreement and related All levels of
and local Governments directions and initiatives. programs. government work
collaborate to facilitate • Support local councils in managing risks, disaster Recovery Partners Network. together and with
national, state and preparation and recovery. others for continual
State involvement in national initiatives.
local disaster resilience improvement.
• Enable continuous improvement mechanisms and Review of Fire Services Act.
continual improvement.
reporting on disaster resilience actions and outcomes.
12.4 Encourage risk • Ensure project governance and oversight across funding National Partnership Agreement and linked Available resources
reduction investment, pools enables clear outcome realisation and the best grants programs. are strategically
insurance uptake and use of resources. Tasmanian Risk Management Fund. allocated in line with
other means to reduce • Continue to encourage uptake of insurance. risk-based priorities.
Insurance schemes and awareness programs.
risk exposure and
• Continue to consider disaster risks in major investment
maximise broad benefits.
decisions.
6 Tasmanian Disaster Resilience Strategy 2020 – 2025
3. Reducing disaster risk
The Tasmanian Government What success
Strategies Example current initiatives*
will work with others to… looks like
3.1 Address vulnerabilities • Develop strategic policy on managing vulnerabilities Draft State Planning Provisions and Building Land use and
through land use planning through EM experts, planners and others collaboration. Act/ Regulations incorporate restrictions/ development of the
schemes, building • Include risk considerations in land use and natural requirements for hazardous areas. built environment
and other regulations resource management plans, policies, strategies, and manage long-term
and natural resource use and development controls when developed or vulnerabilities.
management plans. reviewed.
3.2 Enhance collaboration • Further define Tasmania’s vital services and assets. Government Business Enterprise service Critical infrastructure/
to manage vulnerabilities • Collaborate to address vulnerabilities and local provider risk management plans. services are reliable
relating to critical participation in national initiatives. State Special EM Plans . and operational
infrastructure and during/after disasters.
• S upport Government Business Enterprise CI&S providers National networks and support mechanisms.
services (CI&S).
to enhance their physical and organisational resilience. Health sector EM plans and procedures.
• Continue to develop Tasmania’s health services
resilience.
3.3 Encourage all parties • Support and encourage all organisations and Local council, Tasmanian Government and Everyone includes
to manage disaster risk individuals to: other organisations’ internal disaster risk disaster risk
within normal operations - include disaster risk management in their management. reduction in everyday
and leverage other normal activities; operations and plans.
benefits where possible.
- develop and maintain contingency and continuity
plans; and
-leverage everyday benefits where possible.
3.4 Prioritise • Prioritise risk reduction and preparedness for: Rural and other business support. Prioritised key
risk prevention, - key state or community economic and Crowded places supporting guidelines. industry, economic,
preparedness, and social assets; social, natural
Bushfire Ready Schools.
recovery for assets of and cultural asset
- crowded places; EM plans for key natural and cultural assets.
significant community protection.
value. - educational institutions; and
- irreplaceable State natural and cultural
heritage assets.
4. Being prepared for disasters
The Tasmanian Government What success
Strategies Example current initiatives*
will work with others to… looks like
4.1 Tasmanians have • Ensure consistency and clarity of preparedness Tools for household and community Tasmanian individuals,
access to practical information and support. preparedness eg Red Cross RediPlan, businesses,
guidance. All levels of • Facilitate the uptake of preparedness information Bushfire Ready Programs. organisations,
government and others and support. Business Tasmania guides for businesses. communities are
support and encourage prepared for disasters.
• Recognise, encourage and promote excellent risk
them to prepare for
management/ preparedness actions.
disasters.
4.2 Regularly update • Continue to review and improve Tasmania’s EM plans, TEMA, State Special, Regional and Municipal There are
and improve emergency information mechanisms and other arrangements. EM Plans. Community Protection Plans. practiced plans
management (EM) plans • Use lessons learned from events and exercises, ongoing TasALERT hazard specific information and arrangements
and other arrangements risk assessments and other evidence and evaluation to mechanisms. covering all hazards.
based on lessons learned inform improvements.
and other evidence.
4.3 Pursue measures • Continue to develop emergency management sector DPFEM staff and volunteer training and Tasmania’s EM
to ensure emergency capabilities in line with the Australian Disaster development initiatives. sector can capably
management personnel Preparedness Framework. Interoperability arrangements. respond to disasters
(paid and volunteer) are • Develop lessons management capabilities. and enable relief and
valued, supported and recovery.
• Enhance inter-operability arrangements.
developed.
• Further enable and recognise volunteer contributions.
4.4 Continually improve • Continually improve Tasmania’s recovery arrangements Tasmanian Relief and Recovery Arrangements Relief and recovery
relief and recovery to learn from experiences and enhance community and associated support programs. support facilitates
arrangements to outcomes. Tasmanian Recovery Partners Network. long-term disaster
enable quick escalation, • Improve collaboration and coordination across sectors. resilience.
community leadership
• Collaborate to strengthen community capacity for
and long-term resilience.
locally-led recovery.
* See the background and supporting information paper for further details.
Tasmanian Disaster Resilience Strategy 2020 – 2025 7
7 Know your risk, connect with others, get ready, act
Individuals and families Businesses and organisations
• Understand your risks. • Understand and manage your risks.
• Reduce your risks. • Make resilience a strategic objective. Include it in
• Consider disaster risks when buying or plans and strategies.
developing property. • Invest in organisational resilience. Plan for
• Prepare yourself and your household. disruptions and business continuity when a
disaster occurs.
• Plan for disruption (for example, no power/
water/ communications). • Practice plans and arrangements to be ready and
make improvements.
• Know where to find key information and how to
use that information. • Try to find solutions with everyday benefits.
• Know your neighbours - you are each other’s • Consider how you can contribute to your local
front line. community’s resilience.
• Be involved. Volunteering helps you and • Keep the long-term in mind.
your community. • Collaborate with others locally or in your sector
More information: www.tasalert.com for mutual benefits.
• Learn about what to do when a disaster happens.
More information: www.business.tas.gov.au
Local governments and Tasmanian Government agencies
community organisations • Check, assess and publicly report on disaster
• Understand your local risks. resilience actions.
• Make resilience a strategic objective. • Champion resilience.
• Lead, promote and champion community • Make resilience easier through supporting
disaster resilience. guidance and information.
• Plan for disruption – business continuity planning • Invest in organisational resilience.
can help ensure the community can rely on you • Have flexible structures and processes.
during these times. • Involve all relevant people.
• Aim for resilient urban development and • Aim for multi-purpose investments.
safeguard natural buffers. • Embed disaster resilience across services.
• Champion investment in resilience. • Work together.
• Understand your collective capabilities • Tackle complex risks.
and capacity.
• Build skills and capacity for response and
• Plan using expert advice from Tasmania’s recovery.
emergency services.
• Try to find solutions with everyday benefits.
• Help build skills and capacity for response
and recovery.
Adapted from New Zealand’s Strategy for Disaster Resilience and the National Strategy for Disaster Resilience.
This project was made possible with
a grant from the Tasmanian State Department of Premier and Cabinet
Emergency Management Program. Office of Security and Emergency Management
Email: sem@dpac.tas.gov.au
Visit: www.dpac.tas.gov.au
Published November 2019
ISBN: 978-1-925906-13-4
Copyright State of Tasmania 2019
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