Volume 22 No. 1 Summer 2008/2009 Print Post Publication No. PP337586/00067
volunteer marine rescue in nsw Past, present and the course ahead p art 2
Official Publication of AUSTRALIAN INSTITUTE OF EMERGENCY SERVICES
Print Post Approved PP 337586/00067
DISCLAIMER Views expressed in this magazine, unless specifically acknowledged, are not necessarily those of the Publisher, of the Institute, of its Council or of the Editor. S ummer08/09 • National Emergency Response EDITORIAL RIGHTS The Editor of National Emergency Response reserves the right to grant permission to reproduce articles from this magazine. Such Approval is hereby granted, unless a specific withdrawal of this permission is included in the article in question. The Author and the magazine must be acknowledged in contents any such reprint. REL GU AR ARTICLES Mailing Amendments or Enquiries For any amendments or enquiries regarding mailing, please email: 3 From the President’s Desk [email protected] 37 New Members NOTICE TO ADVERTISERS This Publication is the Official magazine of the Australian Institute 38 Membership Application Form of Emergency Services. It is published by Countrywide Media for the 40 AIES National Contacts Australian Institute of Emergency Services and will be distributed to its members. An illegal practice is presently operating where advertisements FEATURE STORIES from some of our publications are used to produce unauthorised 4 Notice of the 2009 AGM of AIES, Sydney, NSW publications and our advertisers are contacted for payment for the unauthorised advertisement. 5 Australia and European Commission Complete Historic Deal If you are approached to place an advertisement or with a request for payment for another publication, you should verify that the On Emergency Management advertisement has been authorised and establish the bona fides 7 CESS Seminar, Keynote Address “30 Years of Challenge - of the company. The invoice and any correspondence should have the company name, Yesterday, Today and Tomorrow” ABN, and an address (not just a PO Box), and you should ask for Roger Jones proof of publication. If you do receive a request for an unauthorised advertisement, 15 Volunteer Marine Rescue in New South Wales Part 2 or have concerns about the bona fides of a company, we suggest you refer it to the Office of Fair Trading in your capital city. 23 Australasian Police and Emergency Services Games, Hobart 2010 Mark Beech-Jones PUBLISHER National Emergency Response is published by 25 European Mission - Readiness Test of the “IRO International Rescue Countrywide Media Dog Organisation” In Germany: Almost One-Third Passed the Hard Test Paul Cech 27 Discussion Paper: Towards a National Volunteer Strategy Level 2, 673 Bourke Street, Melbourne GPO Box 2466, Melbourne 3001 Ph: (03) 9937 0200 Fax: (03) 9937 0201 Email: [email protected] ACN: 30 086 202 093
EDITORIAL TEAM Editor: Geoff Webb Associate Editor: Bob Maul LFAIES
Send articles for inclusion to: Email: [email protected]
WEB REGISTRATION The new Website has been registered and is http://www.aies.net.au FRONTCOVER WEBSITE CONTENT Part 2 of the submission to the NSW The new Website has sections for each State as well as National Areas. If you have ideas for State Division content, please contact Government by Royal Volunteer Coastal your State registrar, for National content, email [email protected]. Patrol. There is a growing need for Please be aware that all content must go past the National Registrar change to a new, single, volunteer prior to web publication to ensure it meets required guidelines. rescue organisation. See our feature story on page 15.
Disclaimer Countrywide Media (“Publisher”) advises that the contents of this publication are at the sole discretion of the National Emergency Response and the publication is offered for background information purposes only. The publication has been formulated in good faith and the Publisher believes its contents to be accurate, however, the contents do not amount to a recommendation (either expressly or by implication) and should not be relied upon in lieu of specific professional advice. The Publisher disclaims all responsibility for any loss or damage which may be incurred by any reader relying upon the information contained in the publication whether that loss or damage is caused by any fault or negligence on the part of the publisher, its directors and employees. Copyright All advertisements appearing in this publication are subject to copyright and may not be reproduced except with the consent of the owner of the copyright. Advertising Advertisements in this journal are solicited from organisations and businesses on the understanding that no special considerations other than those normally accepted in respect of commercial dealings, will be given to any advertiser. AusTrAliAn DisAsTErs ConfErEnCE 2009 Surviving Future Risks national Convention Centre, Canberra | 10-13 february 2009
EMA invites The traditional emergencies for which we have planned in the past may not adequately cover the real risks that Australia may face in the future. you to help The Australian Disasters Conference 2009 – Surviving Future Risks – is a major shape the national conference, endorsed by Government, to explore the future disaster future of risk environment for Australia. The conference outcome is to recommend future ways to enhance mitigation and preparedness measures and build community Australian resilience to meet these new challenges. emergency Expert speakers have been invited to address the four key conference sub- themes: management. • the changing face of crisis management – a convergence of consequence management and crisis management • global warming – potential impact and consequences • the catastrophic event – identifying risk and mitigation strategies, and • recovery – surviving the impact and consequences of a major disaster event. This conference is designed for key stakeholders at the local, state and national level who have a role in emergency management, including government agencies, volunteers, business and industry, non-government organisations, research and professional bodies, and community organisations.
For further information or to register on-line, visit the EMA website at: www.ema.gov.au
‘safer sustainable communities’
AdvertPrintNew.indd 1 21/4/08 1:39:16 PM 3 E P o F from the president’s desk R M MauriceMassie, QPM, LFAIES T
National President H
NRE MAGAZINE I would once again like to thank our Editoral team and our Publishers for the production and distribution of R the Spring Edition of our magazine. I thought that the E Edition was professionally presented and the contents S relevant and of interest to our members. I D A particular thanks goes to those who assisted E by providing items for publication, however, there N is a need for a greater effort on the part of some Divisions and members to also contribute by compiling T ’ suitable items for publication. I know that our Editorial S
Committee have much difficulty in sourcing suffient DE material for each issue. Remember, this is your magazine and its continual viability is contingent on there being sufficient relevant S articles supplied for publication. K
S Ummer FIRE DANGER The extremely dry weather conditions that have prevailed in Australia during the Winter and Spring “A particular thanks goes to those seasons, have left many areas of Australia in a vulnerable position with the likelihood of serious and who assisted by providing items for uncontrollable bushfires likely to occur. In our own State, the Tasmania Fire Service in publication, however, there is a need mid‑October, introduced its fire permit scheme which for a greater effort on the part of some prevents the lighting of larger size fires in the open, without a permit first being obtained. Normally such Divisions and members...” a scheme would not be implemented prior to the commencement of summer. GRENE AL COUNCIL AND AGM OF THE INSTITUTE On our East Coast, so little rain has fallen, that in Members are reminded that our next General Council September it was announced that the Soil Dryness and Annual General Meetings of the Institute will be Index was such that it would take 14 inches of rain to conducted in Sydney NSW, on the 20 April 2009. bring the S.D.I. up to a safe level where there was a Because of this, Divisions should have had their better chance of more likely containing the outbreak Annual General Meetings prior to that date. of fire. Since that time, there has been hardly any rain Divisions wishing to raise agenda items for the in the affected area of the East Coast. General Council meeting or motions for the Annual General Meeting, should provide details to the THE AUSTRALIAN INSTITUTE OF POLICING Company Secretary/General Registrar Bob Maul, at the earliest opportunity to allow sufficient time for I note that in recent times, Police Services throughout agendas to be drawn up and required promulgation Australia and New Zealand have formed their own of information to the Divisions. Institute. This is a professional body specifically for Police in Australia and New Zealand and the Institute has established initial objectives that are similar to our CHST RI MAS MESSAGE own. This is the first Institute catering specifically for This being the last edition of the magazine before the Police Officers ever to be established in Australasia. festive season, I would like to take this opportunity to I would congratulate the principals involved in the wish all members and their loved ones all the very formation of this Institute and we look forward to best for Christmas and I trust you enjoy a happy and working in close cooperation with them in the future. prosperous 2009. l
S ummer08/09 • National Emergency Response 4 NOTICE OF THE 2009 ANNUAL GENERAL MEETING OF AUSTRALIAN INSTITUTE OF STRAR I EMERGENCY SERVICES, SYDNEY NSW G
E All members of the Australian Institute of Emergency Services are hereby notified in accordance with the Articles
R of Association that the /
Y 2009 ANNUAL GENERAL MEETING of the Australian Institute of Emergency Services
AR will be held at: T Burwood RSL Club, Shadforth Street, Burwood (Sydney) NSW at E
R 7 PM on Monday 20 April 2009
C All members of the Institute throughout Australia are cordially invited to attend the above meeting. Please advise E your attendance to the General Secretary/Registrar at Box No 14/159 Middle Head Rd, Mosman NSW 2088 S
or 0400 521 304 or Mr Steve Anderson (Dinner Coordinator) on 0411 671 566. A two course meal will be available at a cost of $30 a person. The order of business will be: Welcome, Apologies, Confirmation of 2008 AGM Minutes, Business arising therefrom,
R Presidents Report, General Secretary/Registrar’s Report & Financial Statements, General Business, Guest Speaker. E By Order of the General Council, National Board N Robert A Maul
GE al General Secretary/Registrar, National (General) Council
S ummer08/09 • National Emergency Response F eature story 5 sponse e R tional Emergency a N
08/09 • u S mmer
F eature story 7 ” suspicious - natural civil - – egion bushfires of 1967 1967 of bushfires egion r which was a bit of a - - stablished organ of the the of organ stablished E e October 2008 October - th G morning outbreak of snoring, - AYS … AYS TOMORROW Y D
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But even at the time of its establishment, NDO was Perhaps interestingly, the origin of this new organisation organisation new this of origin the interestingly, Perhaps So it was probably just as well that barely six months There was also, I remember, some question about was also, I remember, There O power at the end of 1972, Lance became Deputy Prime Prime Deputy became Lance 1972, of end the at power what would be the real relationships between the new which would, on the other hand, inevitably need to be hand, and the variety of Commonwealth departments nonsense because the new body was also supposed on the one organisation and the States and Territories, organisation’, but in discussion with the ever but in discussion with the organisation’, let S reference for NDO being haggled over within were still risk of causing an early AND Minister and Minister for Defence, and his efforts led to to led efforts his and Defence, for Minister and Minister to absorb the Commonwealth’s hardly its parent department, the Department of Defence, tenaciously for the establishment of some form of national national of form some of establishment the for tenaciously NDO. of establishment the intrude into State responsibilities. So it became the the end of the Bellarine Peninsula, to take up the post of of post the up take to Peninsula, Bellarine the of end the to came Labor when happened, it As events. such in in Tasmania, an event which had taken 62 lives. After the the After lives. 62 taken had which event an Tasmania, in fought had Representatives, of House Federal the in called on in disasters. In consequence, the terms of disaster organisation to coordinate Commonwealth efforts efforts Commonwealth coordinate to organisation disaster defence responsibilities! decision had been to establish a ‘national disaster In mid In as life comfortable my of out winkled was I 974, Hobart the to back traced be can Director, Operations and Plans of the ‘Natural Disasters Disasters ‘Natural the of Plans and Operations Director, Canberra. in Defence of Department some months after NDO’sestablishment. after its establishment, when NDO’s internal systems surrounded by confusion. Federal Cabinet’s originalsurrounded by confusion. Federal a reputation for talking at length, but being aware of the a member of the Directing Staff of the Australian Army Army Australian the of Staff Directing the of member a Command and Staff College, then at Fort Queenscliff at at Queenscliff Fort at then College, Staff and Command Organisation’ (NDO), a newly a (NDO), Organisation’ fires, Lance Barnard, then a Tasmanian representative representative Tasmanian a then Barnard, Lance fires, States it was realised that this title might be seen to 30 years of involvement in emergency management. of involvement in emergency management. years 30 This ‘Natural Disasters Organisation’ CHALLEN ADDRESS
Y OF
N Y TODA sponse KE ote e R , E Y ANNUAL SEMINAR YEARS “30 – CHALLENGE?” OF th 30 Combined Emergency Services Seminar Committee Inc. Committee Services Seminar Emergency Combined tional Emergency
“30 Y ars a N n o
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u Melbourne University Private, Hawthorn University Melbourne 25 Saturday Campus, 08/09 •
d
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In inviting me to give the Seminar this address, But now, to business … But now,
So it was that I came to be invited to attend the Y u nt Iti
Management Australia Institute. Macedon here in Victoria, and is now the Emergency Macedon here in Victoria,
called the Australian Counter Disaster College, at Mount Deputy Director and Chief Instructor of what was then
giving me this keynote address. grateful doing me the honour of to the Committee for
about my own experience in and lessons from over something of an anniversary for me, too, and I am most am I and too, me, for anniversary an of something
very first of these seminars, and as a result, this one is Committee suggested that I might like to say something say to like might I that suggested Committee
S mmer Authority Deputy Chair, Victoria State Emergency Service Victoria Deputy Chair, BEd FAIES MIAEM psc MIAEM RogerJones, BEd FAIES Thirty years ago, I was some four years into my term as 8 and external relationships were still being sorted out, I recall that at NDO we were initially impressed with that we had to respond to Cyclone TRACY in Darwin, this arrangement, but attendance at some exercises and that was quickly followed by the Tasman bridge where the NSWSES Director had assumed what we collapse in Hobart. That helped to finalise NDO’s terms would today call an overall control and coordination of reference, sort out the organisation’s systems and role in respect to interagency response made it very relationships, and to convince a number of otherwise clear that this arrangement did not sit well with the reluctant Commonwealth departments (including full‑time statutory services. y Defence!) that they had a major role in disasters in The TRACY experience convinced a number of other Australia, whether natural or otherwise! states to move down the path of disaster management And it also taught me my first real basic, if somewhat legislation, and while some attempted to follow the cynical, lesson about disasters from the emergency NSW model, most soon ran into similar problems
stor managers’ point of view: resulting from agency relationship issues. e Sure, disasters put you under great pressure, but in For example, one of the first States to move to their aftermath and from an organisational point of legislation after Cyclone TRACY, Queensland, in 1975 view they can also provide great opportunities. enacted the State Counter-Disaster Organisation Just make sure that you are ready to take advantage Act, which empowered that State’s Counter-Disaster Organisation to plan for and respond to disasters a of them! while under that State’s Public Safety Preservation e There are many actual and potential major players in Act. The Queensland Police were responsible for the F tur emergency management, but be aware of, recognise and respect their legislated authorities and roles. management of ‘incidents’ and ‘emergencies’. While Make sure you and your colleagues identify the attempts were made administratively to link these two terms and concepts which are needed to underpin areas of responsibility, it was pretty clear that such an whatever subject you are to teach, and go to any arrangement would lead to difficult relationships. lengths to ensure that you and your students share So my next early lesson about disasters from the an understanding of those key elements. emergency managers’ point of view was that: As a professional emergency manager, practitioner or There are many actual and potential major players in teacher, always accept the responsibility of keeping in emergency management, but be aware of, recognise contact and current with all developments in the field. and respect their legislated authorities and roles. When you’re relaxed and comfortable with what you’ve Make sure you and your colleagues identify the done in the past, it’s clearly time to take a deep breath terms and concepts which are needed to underpin and contemplate what still needs to be done in the future. whatever subject you are to teach, and go to any As I’ve suggested, TRACY and some other early lengths to ensure that you and your students share involvements helped to establish pretty good relationships an understanding of those key elements. between Commonwealth and State/Territory governments As a professional emergency manager, practitioner or in their general approach to emergency management teacher, always accept the responsibility of keeping in policies and programs, relationships which I believe are still contact and current with all developments in the field. generally maintained today. But these events also revealed When you’re relaxed and comfortable with what you’ve some issues in the relationships between emergency done in the past, it’s clearly time to take a deep breath management agencies at both Commonwealth and State/ and contemplate what still needs to be done in the future. Territory levels, and my feeling is that not all of these issues There are still ‘silos’ within which some of the have yet been resolved. Let me give a few simple examples. emergency services tend to operate, and the walls of At state level, before TRACY, most states had been these ever-present ‘silos’ can only be broken down by having to deal with the events of the so-called ‘disaster the actions of seminars such as this, the Institute at decades’ of the 1960s and early 1970s - major floods Macedon and the 3Cs: Communication, Consultation in Queensland and New South Wales, bushfires such and Cooperation. as those in Tasmania in 1967, and cyclones, industrial and transportation accidents almost everywhere. It had THEN, TO MACEDON … become abundantly clear that changes had to be made in I count myself lucky to have had two ‘stints’ at Mount how such events were being planned for and managed. Macedon – the first as Deputy Director and Chief In 1972, the state which coincidentally had the Instructor, initially under the much-loved but late Air largest and most active civil defence organisation, an Vice Marshal ‘Nick’ Carter, and the second as Director, organisation which had taken an active part in response originally under the stimulating direction of a new to those events, New South Wales, enacted its ‘State Director-General of NDO, the still lively Major-General Emergency Services and Civil Defence Act’. That act ‘Hori’ Howard. I consider myself most fortunate in gave considerable powers to the State Emergency having served under both those inspirational individuals. Services’ Director for ‘the coordination of relief When I got there in late 1975, ‘Nick’ Carter had operations in the event of certain emergencies …’. already started the process of converting from the
S ummer08/09 • National Emergency Response F eature story 9
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ecome known as the ‘disaster management ealand collaborated in the production of a new risk risk new a of production the in collaborated ealand mportant tool in disaster prevention and preparedness, preparedness, and prevention disaster in tool mportant preparedness for response, response and recovery). publication ‘Commonwealth Counter Disaster practice, and manuals on emergency risk management management risk emergency on manuals and practice, was incorporated in the first edition of 1989the were subsequently prepared and are currently in in currently are and prepared subsequently were management standard, AS/NZS 4360. The College College The 4360. AS/NZS standard, management on the standard’s potential application to emergency emergency to application potential standard’s the on and principles management emergency national recovery. This concept had its origin in a 1979 report from a US National Governors’ Association b risk management. Later that year, the then National National then the year, that Later management. risk basic comprehensive and integrated approach to identified this as providing a new and critically and new a providing as this identified in applied be standard management risk new the i disaster management (in their terms, mitigation, infrastructure planning. infrastructure emergency management contained in the current cycle’ – prevention, preparedness, response and conference which identified four phases in But there was a further and equally Emergency Services Committee mandated that that mandated Committee Services Emergency use by States and Territories and in national critical critical national in and Territories and States by use and Principles’. multi a conducted 1996 in and When you’re relaxedWhen and comfortable with what When you’re relaxedWhen and comfortable what with Concepts and Principles’, and still underpins the As a professional emergency manager, practitioner or or practitioner manager, emergency professional a As Again, a couple of brief examples to illustrate this point: this illustrate to examples brief of couple a Again, Australian Emergency Management Series Manual Z The development of an appropriate library and development of an appropriate library The This concept became widely accepted in Australia, The lesson? The 1 ‘Emergency Management in Australia – Concepts contact and current with all developments in the field. the in developments all with current and contact teacher, always accept the responsibility of keeping in in keeping of responsibility the accept always teacher, proved to be vital in enhancing Australian emergency proved to be vital in enhancing Australian management concepts and principles. of a qualified librarian, Rob Fleming, gave us access of a qualified librarian, library and research capability. library and research research capability at the College and the recruitment research capability breath and contemplate what still needs to be done in breath and contemplate breath and contemplate what still needs to be done in to information and knowledge which I believe to information and knowledge which teacher, always accept the responsibility of keeping in responsibility of always accept the teacher, the future. the future. contact and current with all developments in the field. in the current with all developments contact and you’ve done in the past, it’s clearly time to take a deep you’ve done in the you’ve done in the past, it’s clearly time to take a deep As a professional emergency manager, practitioner or practitioner manager, emergency As a professional • In • In – professionals must be supported– professionals must with an extensive
one one -
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disaster’, and disaster’, - teaching
sponse e professional R .
isaster’ program program isaster’ d - available
storey brick building, and limited -
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an
service civil defence instructors. service civil defence - 77 the main residential building at the 77 - College
08/09 • was
old
goings between offices and the rows around the goings between offices and the rows
-
understanding of those key elements.understanding key those of
material on civil defence, of both Australian and material on civil defence, Make sure you and your colleagues and you identify sure Make the More importantly, from my point of view, a student on on student a view, of point my from importantly, More international orig But there were clearly two problems: But there were clearly Eventually we arrived at, and did a sort of ‘field In 1976 and almost no research capability available on this new topic of ‘counter available on this new So a major lesson I was to learn as an instructor in
u
lengths to ensure thatlengths your students and you ensure to share whatever subject teach, to are you go and any to
terms and concepts and terms which needed are underpin to an
particular, come to mind – to strengthenparticular, the basic core we delivered at Macedon in 1976, and they’re still in we delivered at Macedon in 1976,
we instructors had been banished to some temporary we instructors had been banished to new definitions of terms like ‘command’ and ‘control’, and ‘control’, new definitions of terms like ‘command’ of older ex names of Alan Cameron and Merrick Chatfield, in names of Alan Cameron offices attached to the original ‘Gate House’ building
old civil defence training, with its emphasis on skills its emphasis on training, with old civil defence one of those early courses, NSW Police Inspector Ray Ray Inspector Police NSW courses, early those of one
rest, as they say, is history – we used these new is history – we used rest, as they say, recruited some new teaching staff members – the recruited some new
replaced by the present two be some understanding of the fundamentals of dealing dealing of fundamentals the of understanding some be
to define, ‘command’, ‘control’ and ‘coordination’. The ‘control’ and ‘coordination’. to define, ‘command’, testing’, of the three key terms we believed we needed of the three key terms we believed testing’,
table in the library as we tried to work up some brand table in the library as we tried to work to be called ‘Disaster Control’, the other to be called called be to other the Control’, ‘Disaster called be to
training to meet the stated requirements of the State of the meet the stated requirements training to to the ‘Disaster Control’ course, and we badly needed needed badly we and course, Control’ ‘Disaster the to
those years was that: definitions in the very first ‘Disaster Control’ courses
consist almost entirely of definitions of those terms). effectively with disasters, so the priority had to be given given be to had priority the so disasters, with effectively
using a wide variety of sources (including one bulky use in the emergency management field throughout
and teaching centre. I well remember the comings and teaching centre. I well remember at the College entrance which we used as a library at the College entrance which we used
and as the basis of our new ‘counter new our of basis the as a broader ‘counter and Territory volunteer civil defence organisations, to organisations, volunteer civil defence and Territory some key definitions of such terms as ‘control’. as terms such of definitions key some approach to dealing with the situation was ‘pure Macedon’. ‘pure was situation the with dealing to approach at the 1977 Granville train crash that what he did in his his in did he what that crash train Granville 1977 the at We decided to focus on developing two new courses courses new two developing on focus to decided We
Williams, was to say later of his role as site commander commander site as role his of later say to was Williams, College, the old wooden ‘Golf House Hotel’, was being Hotel’, College, the old wooden ‘Golf House
S mmer Australian Joint Service publication which seemed to Australian consultants have worked!). Australia (and in a number of overseas countries where ‘Counter Disaster Planning’. Underlying both needed to to needed both Underlying Planning’. Disaster ‘Counter
• there • the BadBoyBadBoy MowersMowers QueenslandQueensland
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time - inviting
are
thou’ in - we emergency
than - goodism’, even goodism’, - HTS … G Victoria’s
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include: provocative.
he issue of volunteerism:
the future. military organisations, rank and skill level structures, management arrangements, operatives … OK, so I’m being deliberately a little But there are two particular clouds on the horizon unkind, and thankfully we will still continue to attract When you’re relaxed comfortable and When with you’re what a deg a slight suggestion of being ‘holier attitudes towards non volunteers to join – there is still a whiff of the old Which brings me to my last lesson: brings me to my Which
Twenty ‘civil defence’ ethic about, you know: a sense of para n t breath contemplate and what still needs be to done in policy of comprehensive and integratedpolicy of comprehensive emergency policies and planning structures are providing Victoria Victoria policies and planning structures are providing with emergency management arrangements second to with emergency management arrangements little number of committed volunteers, and the value and might address a number of other issues of possible might address a number of other issues matters which leave history behind and touch on two of volunteerism which I believe warrant concern, and management framework. This framework required framework framework. This management areas of prevention, response and management – the you’ve done in the past,you’ve it’s a deep clearly time take to none in this country, and up with any I have observed none in this country, recovery – with specific agency responsibilities assigned agency responsibilities assigned recovery – with specific report’s emergency of a new conceptual formulation response to the Working Party report,response to the Working former as a O they the past 30 years in emergency management, I years in emergency the past 30 importance is regularly and properly of volunteerism interest. In the limited time remaining to me, let me interest. In the limited time remaining in addition to reflecting on my own experience over in addition to reflecting on my own experience the identification and definition of the three major the identification and to be addressed within a functional areas needing that these conceptual frameworks and their resultant that these conceptual frameworks and dependent upon the continued engagement of a large in planning, preparedness and coordination. in planning, preparedness It is a truism that our whole system is heavily I believe warrant some early and perhaps urgent I believe warrant some early and perhaps in my considerable experience overseas. Party report in March 1986, did strongly commend the did strongly commend Party report in March 1986, acknowledged by governments and the public. and I make no apolog attention in our near future: AND N West Australian but now for many years a committed Australian but now for many years a West Victorian, I feel that in this State we can still claim I feel that in this State we can still Victorian, Your Committee was good enough to suggest that, Committee was good enough to suggest Your • Firstly, • possible • the R E - sponse e R Y R A R B E F U AFT AND 1983) th agency Working Party on Victorian Party on Victorian agency Working - tional Emergency a N DAY’ (16 DAY’ S E DN 08/09 • E
member multi
-
page report, that many of its other than to note -
In the course of our deliberations, the Readiness In the course of our deliberations, the In early 1985, I was recruited into the new ‘Office In early 1985, It is, however, worthy of note that the State It is, however, I won’t go into the detail of the Working Party’s I won’t go into the detail of the Working
The Working Party was required to report Working by The u
erritories and advising on their relevance to Victorian erritories and advising on their relevance to Victorian parties studies, all coordinated by a Readiness and
proposing a new organisation and funding arrangements arrangements funding and organisation new a proposing had been chaired by Professor John Oliver from
outcomes of the Report Party on the of the Working management arrangements in other States and
late‑1983 report by the then Public Service Board late‑1983 of the Coordinator in Chief of Disaster Control‘ in the of the Coordinator in Chief of Disaster
reaching, including requiring us to examine disaster recommendations were subsequently endorsed by the recommend desirable changes to that legislation. The requirements, to review current legislation and to be introduced when the various reports had been
Minister considerable powers as the Coordinator in Minister considerable powers as the Coordinator the main one being Chief Commissioner ‘Mick’ Miller’s the main one being
Management Manual Victoria (EMMV).Management Manual Victoria Management Act 1986 and the present Emergency and the present Management Act 1986
the MFBB, Brian Potter of the CFA , Dep. Comm. Kelvin , Dep. Comm. Kelvin the MFBB, CFA of the Brian Potter Ministry of Police and Emergency Services as Deputy and Emergency Ministry of Police
for the State’s fire and emergency services. in April 1985.
in the expectation that revised legislation would into the State’s emergency management arrangements, into the State’s emergency
included such luminaries of the time as Jim Hunter of included such luminaries of the time concern in this State’s emergency management concern in this State’s
earlier reports, controversial including a somewhat completed and considered.
Police and Emergency Services, Race Mathews. A new and Emergency Services, Race Mathews. Police Review Committee chaired by the then Minister for Review Committee
Bushfire Review Committee (my old boss AVM ‘Nick’ AVM ‘Nick’ (my old boss Bushfire Review Committee In the aftermath of the ‘Ash Wednesday’ fires, the fires, Wednesday’ of the ‘Ash In the aftermath
Review Committee also required us to consider the Review Committee also required us to Future of the Victoria State Emergency Service, which of the Victoria Future
Disaster Management Arrangements. (Members Disaster Management Arrangements. Director, and one of my main functions was to chair Director,
arrangements and spawned a number of working arrangements and government and became the basis for the Emergency
a 16 Working Party had also to take into account some Working
Carter the Deputy Chairman of that Committee). being Council of Australia).
Chief of Disaster Control, but with a ‘sunset clause’ Chief of Disaster Control, but with a ‘sunset Government, in its formal response to the Working Government, in its formal response to the Working
80 S mmer
September), and its terms of reference were wide State Disasters Act was rapidly introduced, givingState Disasters Act was rapidly introduced, the
Victorian Government initiated a number of reviews number of reviews initiated a Government Victorian JCUNQ, and which had reported an old friend of mine,
31 August 1985 (subsequently extended to 30 (subsequently extended to 30 August 1985 31 The Miller reportThe of matters of revealed a number
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Superannuation Scheme ABN 53 226 460 365. 10/08 LESSTAX F eature story 13 ’ ’ in 015. The The 015. 2 - elationship elationship r - ’ largely in the hands of ’, in National Emergency Response, ’, 4, March to December 1995. - acific Economic Community and the the and Community Economic acific P - 1974 developments in emergency 1974 - et Australia has had the ideal tool for just such a et Australia has had the ideal tool for n January 2005, the 2nd World Conference on on Conference World 2nd the 2005, January n which could have led the world. But I suggest which could have led the world. But I have endorsed the Framework’s goals and priorities priorities and goals Framework’s the endorsed have no practical evidence of any similar activity in Australia. in activity similar any of evidence practical no managers at all levels of government to give effect effect give to government of levels all at managers remains after classical treatments such as reducing remains after classical treatments such job. As I mentioned earlier, we took the initiative job. As I mentioned earlier, between disaster risk reduction and preparedness preparedness and reduction risk disaster between emergency and planners sustainability together bring that in the process we simply failed to recognise that in the process we simply failed to that emergency management is fundamentally the Hyogo Framework for Action 2005 Action for Framework Hyogo the the likelihood and consequence of community the emergency managers, when it is clear that real the emergency managers, when it is clear to appropriate policies. But while our Federal Federal our while But policies. appropriate to for effective response and recovery. Many countries countries Many recovery. and response effective for Asia the which arrangements developing are and action, for in developing, and in the year 2000 publishing, an in developing, and in the year 2000 involves a whole lot of other players! Disaster Reduction was held in Japan, and building building and Japan, in held was Reduction Disaster both) of member a being Australia Forum, Pacific Framework recognises the close inter close the recognises Framework upon the earlier Yokohama Strategy, produced produced Strategy, Yokohama earlier the upon government claims to have adopted Hyogo, there is is there Hyogo, adopted have to claims government about the management of the residual risk which about the management of the residual safety risk have been applied. Thus we have left safety risk have been applied. Thus and effective ‘community safety risk management and even regional organisations (the latter including including latter (the organisations regional even and I Y Australia/New Zealand risk management standard Australia/New Zealand risk management ‘emergency risk management’ model based on the ‘emergency risk management’ model ‘emergency risk management May I simply, in conclusion, acknowledge the great in conclusion, acknowledge May I simply, emergency preparedness, response and recovery. and recovery. preparedness, response emergency approach to emergency management) and to emergency management) approach Could I make two points: Could I make - - to 1990s: A Case Study in Federal/State Politics in Study Federal/State A Case and 1990s: to work the Combined Emergency Services Committee management in Australia has done over these 30 years in bringinghas done over these 30 the Some personal references: to emergency risk management, to ensure effective Public Administration ETN (2007), In Case of Emergencies, Design Masters, (2007), ETN emergency services’ community together, and wish it, emergency services’ community together, I believe we need a major rethink of our approach community and local government involvement. commit to meeting the challenges of the next 30 years! commit to meeting the challenges of the next 30 and you, continuing success in your endeavours. Let’s On post On the history of Civil Defence in Australia Artamon NSW. l Artamon NSW. Vol. 10 Nos. 1 10 Vol. Jones, R., ‘How Australia Deals with Disasters Civil Defence in Australia, 1940s ‘Civil Defence in Australia, 1940s Jones, R. (1995), - -
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alone expand, our ranks? alone expand, our finally,
here are so many factors likely to impinge on this here are so many factors tate identity, particularly in our current situation where where situation current our in particularly identity, tate
uggest that this tends to run counter to our efforts efforts our to counter run to tends this that uggest he issue of possible future directions in Victoria’s more critically about what we might need to more critically about what we might need let our heads around the problem very quickly. options organisation model and a culture sufficient to organisation model but I really believe that we are going to need to get but I really believe indeed we provide value to our existing members. indeed we provide value to our existing issue that I can’t even beginissue that I can’t even to suggest the answers, continue to attract and hold volunteers, and how continue to attract and hold volunteers, economic environment, offering a volunteer economic environment, are governments likely to react to them? are governments likely attract the continuing numbers needed to fill, attract the continuing In sum, I feel that we might need to think a little In sum, I feel that we might need to think If there should be doubt about that, what are our If there should be doubt T Are we, in our present and possible future socio our present and possible Are we, in s
suggest that we still have a lot to learn in this regard s
ooming hazards (including social and now economic economic now and social (including hazards ooming
policies and practices in coordinating transitions which support their performance), I’m not sure that we do quite so well with their associated ‘people we might even be seen to be encouraging ‘survivalism’. encouraging be to seen be even might we which can be seen to have more a regional and even even and regional a more have to seen be can which management’ aspects of preparedness and response nationally necessary association between disaster risk reduction often appears to be poorly handled or ad hoc, and management’ aspects. For example, immediate post management’ aspects. For l community greater encouraging actively are we ones), just to mention a few. We still seem to lack clear We just to mention a few. between response, relief and recovery. between response, relief and recovery. from the Burnley Tunnel evacuation, the Kerang rail Kerang evacuation, the from the Burnley Tunnel there appears to be minimal inducement for local local for inducement minimal be to appears there to encourage membership of organisations like ours, ours, like organisations of membership encourage to those who have some sortthose who or need to of willingness event relief for affected people and communities comprehensive, integratedand whole crash and even our current Cranbourne gas event, I I government to provide active rather than often nominal nominal often than rather active provide to government and now family and even individual preparedness. preparedness. individual even and family now and a serve, but just think – serve, but financial support to our organisations. At the extreme, extreme, the At organisations. our to support financial
(and the planning, organising and training functions (the ‘prevention’ element of our much n t
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emergency management arrangements: we are likely to go in relation to improving our general
of our recovery structures and arrangements. But again, O
incident response, and we are doing better in the area I see at least two causes for concern.
I suggest that we might have come about as far as I suggest that we might have come about arrangements for emergency preparedness and
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Half Page - ERJ.indd 1 30/10/2008 4:52:36 PM 15 V olunteer Marine Rescue In New South Wales Past, Present and the
Course Ahead E CO Part two of the submission to the NSW Government by the Royal Volunteer Coastal Patrol. V R stor y
1,935 skilled volunteer SAR and communications personnel.
T he Present: Value of Marine Volunteers to • Marine rescue volunteers provide a 24 x 7 radio the Government listening watch. • 3,000 total volunteers in the three existing groups • Marine rescue volunteers provide 24 x 7 eyes, ears and including 1,935 accredited, highly skilled SAR and local knowledge to help combat marine-related crime. communications personnel. • Marine rescue volunteers conduct 68.4% of marine • At the national average full-time adult weekly earnings rescues, freeing up costly Police resources. rate of $30.32 per hour1 accredited volunteers alone • Marine rescue volunteers assist other emergency give the government $29 million p/a personnel value.2 services in emergency and civic events; (Hunter • Over $71 million in VMROs’ bases and infrastructure.3 Valley Storms, Sydney Cyclonic Storms and Sydney • Coastal Patrol alone: City Street Parade in 2007) as well as daily support -$31.8 million4 infrastructure already in place roles (APEC), Police Public Inquiry Information Centre (excl. real estate). (PIIC), SES, RFS, NSW Ambulance, etc. -25 bases. • In recent APEC duties over 6 days from 3-6 Sept 2007 Coastal Patrol accredited volunteers alone -25 limited coast marine radio stations, masts plus donated 2,236 personnel hours representing over repeaters and related installations. $67,700 in personnel value @ $30.32 ph. -35 accredited rescue lifeboats including 8 all weather, ocean-going lifeboats, plus 12 training vessels. • Cross training with other agencies eg SES flood boats, RFS, SAR with MAC helping to reduce training costs and -A growing, disciplined, uniformed body of skilled, increase the value of training eg annual Southern Region committed people. 2007 total members 1,513 including combined emergency services training camp with SES, 1066 accredited; net annual growth 8% over past 3 years. RFS, Ambulance, Police conducted in May each year. • AVCGA -17 bases, 20 vessels5 • Marine rescue volunteers educate the public on • VRA -14 bases, 28 vessels.6 marine safety reducing ongoing rescue demand • A marine radio network for recreational boating and costs. Courses include: is part of the marine emergency services the -Boat Licence NSW Government is obliged to provide under its agreement with the Australian Government. -Marine Radio • Without volunteers there would be no NSW coastal -Navigation radio network. -Meteorology • Volunteers filled the void left by the closure of Telstra -First Aid Sydney Radio public marine radio network (deemed • All of this is delivered for a seriously inadequate uneconomic) and closure of private Penta Comstat annual contribution of $1.271 million per annum radio network. (2007) from the NSW Government shared among • This is a ready-made foundation for a new, unified, three organisations. volunteer marine rescue organisation in NSW. This is unsustainable!
S ummer08/09 • National Emergency Response 16 1 ABS 6302.0 Average Weekly Earnings Australia, Aug to respond to calls for assistance. The boating public 2007. Appendix 11 are moving further out to sea as they are increasingly 2 Table of annual volunteer hours. Appendix 12 barred by exclusion zones for fishing. Longer response 3, 4 Est. replacement value of Coastal Patrol bases, times are needed to go around exclusion zones. infrastructure, rescue vessels Appendix 13 • Massive increase in capital equipment replacement 5, 6 NSW State Rescue Board Summary of Marine costs, eg, cost for small coastal bases to comply now 2 Rescue Units August 2007. Appendix 4 average $320K (Crowdy-Harrington)
y • The high cost of compliance is now forcing closure of NSW units. Coastal Patrol Rescue Base at Moruya was closed in 2007. The cost of a new base and boat to replace the existing non-complying resource was in excess of $500,000 and impossible to achieve.
stor • Increased costs for new replacement rescue lifeboats:
R -Category 1 - minimum $90,000 -Category 2 - minimum $230,000 V -Category 3 - minimum $500,000
COE T he Present: What it costs to be a Volunteer/ Volunteer Organisation • Personal cost of being a volunteer in Australia: Average $900 per volunteer/per annum. Some to $3,000.1 • Within the Coastal Patrol, the personal cost to some senior officers exceeds $10,000 p/a. • 3,000 marine volunteers at the national average of $900 each ($2.7m) are therefore personally paying a total of more than double to belong to their organisations, than the total provided by the NSW • Existing total VMRO fleet: Cat 1 x 21, Cat 2 x 30, government to run the organisations ($1.271m). Cat 3 x 19 = total 703. Present replacement cost for • Increased and ongoing Corporate & Government total fleet $18,290,0004. Current funding incapable regulatory requirements at a high cost. (OH&S, CBT, of replacing these rescue vessels even over 10-year survey fees, associated professional costs including ASIC, replacement cycle. MAC standard is four years. Operational Capability Reporting, Administration and • The equation is unbalanced. ATO). eg NSW Govt survey fees have risen an average of 13% p/a to $3,600 per vessel in the last 2 years. Cost to members HIGH • CPI increases and alarmingly increased fuel costs. Cost to organisations HIGH In 1997 when RVCP had 41 bases in NSW, Victoria, Govt. contribution LOW Tasmania and South Australia, the total annual fuel bill 1 Emergency Management Australia “Cost of was $48,210. In 2007 with 25 bases in NSW alone, Volunteering” Nov 2006 the fuel bill has risen to $157,685 – and increase of 2 Certificate of Expenditure Greater Taree City Council 227%! This is also unsustainable. Appendix 14 • Increasing cost of mandatory communications 3 NSW State Rescue Board Summary of Marine Rescue and information technology. EPIRBs move from Units 7 August 2007. Appendix 4 121.5MHz to 406MHz –increased cost from $109 to 4 Estimated cost to replace entire, present VMRO fleet. as much as $1,500 per unit. Suitable units @ $1,000 Appendix 13 x 70 accredited vessels means an extra $70,000 to be found by volunteers. • Increased workload due to MAC concentrating on maritime crime and security. • Increased demand for services from increasing number of recreational boats and Boat Driver’s Licence holders. • Increased recreational tourism in coastal NSW also increases demand on services. • Increased size of NSW mainland Marine National Parks to a total of almost 300,000 hectares, means greater distances and more fuel for rescue lifeboats
S ummer08/09 • National Emergency Response 17 • A new, single, unified volunteer marine rescue organisation will deliver: -More efficient and effective utilisation of personnel (no duplication); -Single Combat Agency Management and Corporate Structure;
-Greater efficiencies and rationalisation of assets; E CO -Greater efficiency and utilisation of government funding;
-Elimination of confusion within boating public V – who’s who, who does what, who should I call? In all
emergencies, seconds matter when lives are in danger. R
-More effective marketing of VMR services and stor membership benefits. • A single, unified VMRO will be more effective raising T he Course Ahead: The need for change to a new, funds from the public. single, Volunteer Marine Rescue organisation • Volunteer Marine Rescue in NSW cannot continue to • Two successive NSW Ministers for Emergency Services, operate effectively in its present form. y Tony Kelly and Nathan Rees, have publicly stated • Volunteer Marine Rescue cannot plan effectively that there must be one volunteer marine rescue for the future with three separate organisations and organisation and that the government is unwilling to uncertain, inadequate funding. continue funding three separate organisations. • With the present overall state of Volunteer Marine • NSW Ports & Waterways Minister Joe Tripodi reflected Rescue in NSW there is real potential for a serious this position in his address at the 2007 Sydney incident that will create intense public focus, scrutiny International Boat Show. and criticism of those whose responsibility it is to ensure • This position is endorsed by the NSW State Rescue adequate public safety services for marine activities. Board, NSW Maritime and NSW Water Police. • The conclusion is clear. Volunteer Marine Rescue • This position is supported by the Boating Industry in NSW must change. Let it be the right change to a Association and Boat Owners Association. proven emergency service, combat agency model as • The NSW recreational boating community needs, used by NSW SES and RFS. expects and is entitled to a single marine emergency search and rescue service that is: -clearly visible, widely known and well respected within the NSW boating community; -appropriately trained and equipped; -appropriately funded and resourced; -able to respond to emergencies with necessary speed and efficiency; -structured with a strong, effective, combat agency command and management; -strategically located to serve the NSW coast; Causes of Change -unfettered by a legacy of differing requirements • Change usually takes place for one of two reasons: from three VMROs working under different -re-action to a major crisis or emergency, or management structures. -pro-action to respond with improved readiness for major crises and emergencies through sensible strategic planning. • Re-active change triggered by a crisis not only costs more but usually costs lives, property and reputations as well, eg. -RFS –major change to organisation followed 1994 Fires; -SES –major change to organisation followed severe storms in April 1999; -Sydney Hobart Yacht Race -6 die in 1998 event; CYC changes to safety requirements; BOM changes now include greater detail eg, warnings that wind gusts can be up to 40% stronger than averages and maximum waves can be up to twice the stated height;
S ummer08/09 • National Emergency Response 18 ‑Five die in two separate ferry collisions on Sydney Harbour in less than 3 months –15kn speed limit zone introduced; -Port Arthur shootings –35 shot dead –resulting in sweeping changes to Firearms Laws. -Kempsey Bus Crash –35 killed –resulting in upgrade to the Pacific Highway and seatbelts in buses legislation
y -Patient miscarries in 2007 in toilet Royal North Shore Hospital –media storm and fallout for both Government and Minister, triggers inquiry into entire health system. • Pro-active change enables efficient strategic planning, Recognition helps keep volunteers going – funding will ensure it. costs less and will save lives and property. stor
R T he Solution 1. A new, single, unified, adequately funded, Volunteer
V Marine Rescue Organisation in NSW with optimum use and rationalisation of existing assets and resources;
COE 2. A strong, effective, combat agency command, control and management structure; 3. A new name. The NSW recreational boating community needs, expects and is entitled to a single marine emergency search and rescue service that is: Why hasn’t Volunteer Marine Rescue • clearly visible, widely known and well respected already changed? within the NSW boating community; • Recognition of the need for a change is not new. In • appropriately trained and equipped; the past 10 years alone, several submissions have • appropriately funded and resourced; been presented to the NSW Government by Coastal • able to respond to emergencies with necessary Patrol and the VMRC. speed and efficiency; • Change had not been necessary until the demands of • structured with a strong, effective, combat agency moving from volunteer origins as enthusiastic, amateur, command and management; recreational boating rescue organisations to skilled • strategically located to serve the NSW coast; professional bodies. Today, these bodies must meet • unfettered by a legacy of differing requirements contemporary obligations of formal competencies, from three VMROs working under different OH&S, Duty of Care, increasing regulatory demands, management structures. exponential growth of boat ownership, growth of charter services and increasing public expectations. • Coastal Patrol understands that both Coast Guard and VRA agree with the principle of a single Volunteer Marine Rescue organisation; however, agreement has not been reached with all parties on the process to create a single organisation. • There may be the perception within existing organisations that a single new agency will use one of the three current structures. What is really needed is a new organisation and structure that adopts current best practices and a new name that reflects the new organisation. • Major rescue and emergency services, including marine, are provided free to the public (Police, Core benefits of the right change Fire Brigade, Helicopter, SES, RFS, Marine Rescue) • More efficiency, less confusion, better awareness –however, all of these services are appropriately –therefore safer. funded by Government EXCEPT Marine Rescue. • Change to a new, single organisation will improve • Volunteer Marine Rescue is the only rescue and emergency public safety through greater efficiency and public service whose activities fall within three separate awareness of a single unified service. ministerial responsibilities –Emergency, Police, Maritime • Strong combat agency command and control Who is the decision-maker? structure consistent with established emergency
S ummer08/09 • National Emergency Response 19 services as opposed to an association of multiple, • More successful recruitment of new members and individual, independent units. retention of existing members with removal of current • Clearly defined lines of authority/responsibility financial barriers: pay to join, annual membership throughout the organisation. fees, pay for own uniforms and training, etc • Clearly defined areas of authority/responsibility with • An effective, coordinated program to seek bequests other agencies. following the successful model of the RNLI in the UK.
• More efficient for Government to deal with a single • All training of members through a single, external, E CO volunteer marine rescue entity, especially in emergencies. independent, objective RTO, Risk Response & Rescue, with centralised training organisation and standards. • Significant resource to assist with unexpected V marine or non-marine emergencies and events; A single training manual, will deliver cost efficiencies to produce and deliver training materials3.
eg Newcastle Disease quarantine; floods; bushfire R evacuations; PIIC; APEC; World Youth Day etc. stor • Appropriate funding will ensure continuation of a viable volunteer marine rescue service in NSW. Certainty of ongoing funding enables effective long-term planning. • Certainty of service delivery for Government and
the community. y • Multi-million dollar infrastructure –handed to the Government1. • Clear public recognition of a new, single volunteer marine rescue entity (logo, publicity, livery, call signs). • Change will improve recruitment and retention –resulting in a larger, enthusiastic, unpaid workforce • Increased focus on marine rescue and training; for the government. decreased high dependence on fund-raising. • A single representative voice on the International Maritime Rescue Federation. • Change will provide more efficient management through a single, centralised, employed administration and secretariat. • A fully operational, state-wide administration system and facility is available and based in Sydney. • Opportunity for Public service career paths; emergency management, maritime qualifications (non-volunteer management). • Eliminate duplication of resources and rationalise 1 Any reference to handing over any assets to the NSW existing resources for even greater efficiency. government refers only to assets of the RVCP which • Better ability to attract corporate sponsorship and has no authority to make such offers for others. Federal Government Grants as a single body. 2 Standard design principle. Discussions with Stebercraft • Active continuation to apply for all relevant grants that Australia Appendix 15 may be available from Commonwealth and other 3 Training through a Single, Independent, Objective RTO. government agencies. Appendix 16 • Uniform, centrally defined, auditable financial and training policies. Ax case e ample -the need for fast, unified • Uniform compliance to SOPs, eg Offshore Tracking, response. Tsunami Alert April 2007 incident reports. Swift, dependable and unified action was needed in the • New Agency would be the Marine member for SRB response to the tsunami alert issued on 2 April 2007 & SEMC; removes need for VMRC layer. for the Australian east coast. This was triggered by an • Standardisation of capital equipment, especially earthquake near the Solomon Islands. rescue lifeboats. The devastation of the December 2004 tsunami that hit • Employment creation in boat-building within NSW Aceh in Indonesia was still fresh in the minds of Australians. through manufacture of common platforms for Coastal Patrol was alerted by SES and within ten minutes Category 2 and 3 rescue vessels and ongoing the Patrol’s dedicated HQ and management structure had maintenance, particularly in regional areas2. contacted all Coastal Patrol Divisions along the coast. • Working with TAFE NSW Apprenticeship scheme The RVCP’s then 16 24/7 divisions (now 16) went retaining boat-building skills in NSW. onto immediate alert and the Divisional Commanders
S ummer08/09 • National Emergency Response 20 of the remaining ten bases, which normally provide weekend and holiday services, alerted their members to stand by in case they were needed. It is believed that Coastal Patrol was the only marine emergencyand rescue organisation to successfully achieve this, because it is the only marine rescue organisation with a combat agency command and
y operational structure to enable an immediate response. This is the type of structure that is required in a new, single, volunteer marine rescue organisation for NSW. Central combat agency control and management for effective all-region response cannot be reliably stor delivered with the individual, independent, separate • Fairness and Opportunity R cells in the structure of associations. Priority F1 – Improved Health and Education for Aboriginal People. V How a new, single VMRO supports the NSW -Removal of the financial barrier of uniforms and State Plan1 training costs will provide increased opportunities COE The NSW Government has established the NSW State for Aboriginal volunteers to acquire VMR skills and Plan to deliver better results for the NSW community qualifications recognised as part of TAFE training. from state government services. • Growing Prosperity Across NSW A new, single Volunteer Marine Rescue Organisation Priority P1 –Increased business investment in NSW. embraces many of the Priorities of the NSW State Plan. -Advanced database for RVCP under construction by • Rights, Respect & Responsibility NSW company Group 3142. Priority R1 –Keeping People Safe. Priority P6 –Increased business investment in rural -More police resources freed to focus on crime with the and regional NSW. VMRO taking majority role in marine rescue in NSW -Risk, Response and Rescue, a Wollongong-based RTO, Priority R4 –Building Harmonious Communities. developing and delivering CBT for both RVCP and VRA. -Increased community participation in volunteer marine -Taree-based Steber International selected for design rescue. Coastal Patrol membership on continued growth and construction of common platforms for Category 2 trend; removal of financial barriers of membership, and 3 rescue lifeboats. uniform andtraining costs will accelerate member growth: Priority P7 –Better access to training in rural and 2005 –1,356; regional NSW. 2006 –1,452; -Increased apprenticeship outcomes from increased 2007 –1,513. Stebercraft production in Taree. -Increased maintenance and repair employment outcomes from deployment of rescue lifeboats in dozens of major NSW regional coastal areas. A new, single Volunteer Marine Rescue Organisation clearly supports key priorities of the NSW State Plan. 1 http://www.nsw.gov.au/stateplan/ 2 Benefits and sample data entry architecture. Appendix 17
What will it take? • Commitment from NSW government to undertake pro-active change, the right change, and adequately fund a new organisation through initial establishment and continued annual operation. • Establishment -$15 million; Average Annual Budget A common design for Category 2 and 3 rescue lifeboats. -$12.5 million. Cost includes vessel replacement, vessel maintenance, administration, uniforms, • Delivering Better Services operational expenses. Year 1, $15 million; Year 2, Priority S5 –More students complete vocational training. $11 million; Year 3 $14 million1. -RVCP CBT training packages deliver skills recognised • Commitment of NSW Government to proceed with as part of training for employment in marine development of new organisation. industries, eg coxswain. • Strategic Plan and timeline with input of all key
S ummer08/09 • National Emergency Response 21 parties, eg VMROs, NSW Maritime, Marine Area as Government mandatory and regulatory requirements. Command, State Rescue Board, BIA, BOA etc. • Serious decline in coastal radio network and need for • The NSW Government has the opportunity to be replacement with a professional government body or proactive, creating another world’s Best Practice MAC 24x7 at a massive cost. Volunteer Emergency Organisation in NSW, this time • Risk of serious decline in infrastructure (loss of expensive in Marine Rescue; an organisation capable of dealing communications networks including base establishment
with day-to-day and major maritime emergencies where bases have to be closed and local councils E CO through cost-effective planning and training. resume their land at irreplaceable, prime locations). 1 Presentation by NSW Marine Area Command to VMRC
• Inevitable deterioration in SAR services across NSW coast V 2006. Attended by D. Morgan, F. Robards AVCGA; R. resulting in a high probability of loss of life and property. King, J McCloskey RVCP; W. Carter VRA; G. Finniss, R.
• Concurrent increase in workload on the Water Police R Trussell NSW Police; B. Goodes, A. Kaine SRB. to fill the gap as services diminish. stor • Risk of Government being forced to respond to a How can it be funded? major maritime emergency at extremely high costs • In 2005-2006 the NSW Maritime recorded a net and with the subsequent public and media backlash, surplus of $59.385 million1. The surplus continues. eg Royal North Shore Hospital.
• The NSW Maritime Annual Report for y/e June 2007 • Significant negative impact on Government for y shows the following financial information2. perceived failure in Duty of Care to the NSW Public. $17.627 million net surplus. • Will someone die if volunteer services do not change? $41.594 million income derived from the recreational boating community comprising: -$15.353 million Boat Driver’s licences -$17.345 million Boat registrations -$ 6.728 million Moorings; -$ 2.168 million income from “other boating fees”. $3.233 million expenditure on the recreational boating community comprising: -$1.949 million in grants and subsidies, the bulk Regular classroom training of which is $1.27million for the VMRC and shared gets put into practice at sea. between the three VMROs; -$1.284 million marine infrastructure program. APPDIC EN ES • These figures demonstrate that while the recreational 1. ABS Australian Demographic Statistics 3101.1 boating public provides $41.594 million to the NSW June 2007 government in boating fees, the government allocates 2. NSW Maritime Annual Report 2006-07 KPIs only 3.06% of this to support the provision of essential 3. BIA Industry Overview 2006-07 marine safety, radio communications and education. 4. State Rescue Board Marine Unit Accreditation 1 NSW Maritime Annual Report 2006-2007 KPIs Appendix 2. Feb 2008 2 NSW Maritime Annual Report 2006=2007 Income 5. VMRC Statistics. VMRO Accredited members Statement and Notes. Appendix 18. 6. NSW Police MAC 2007 SAR Y/e 31 December 7. ABS 1996 and 2001 Population comparisons What if Volunteer Marine Rescue does 2016.1 not change? 8. ABS National Regional Profile: Eurobodalla • The existing three organisations will continue to struggle 9. Local Government Visitation 2006 to meet the constant growth in recreational boating and 10. ABS National Regional Profile: Great Lakes the demand for VMR services. 11. ABS Average Weekly Earnings Aug 2007 • Public confusion will continue between the three 12. Value of VMRO accredited volunteer hours VMROs with risk of critical response time lost in an 13. Replacement value of Coastal Patrol and emergency event. VMR infrastructure • Serious risk of further and immediate reduction 14. Certificate of Expenditure Greater Taree City Council of marine rescue services, (eg; reduced operating hours, disposal of lifeboats, closing essential base 15. Standard design for Cat 2 and 3 rescue lifeboats establishments along the NSW coast). This will be 16. Training through a single independent RTO directly due to their inability to maintain an ongoing, 17. Group314 Database Development sustainable level of funding required to meet 18. NSW Maritime Annual Report 2006-07 Income equipment maintenance and replacement as well Statement and Notes l
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y I look forward to keeping you involved in this positive Obtaining the sponsorship dollar has been one policy will ultimately allow all competitors from the Games at a reasonable price participate in the 2010 of the most challenging of my task to date, aspects clambering over each other to support the police, fire continually strive to attract the sponsorship dollar other have obtained a number of sponsors including Wrest Games team will the necessarily the case. However, Isle’, at the 2010 Australasian Police & Emergency Australasian Police at the 2010 Isle’, In order to achieve this aim, we have actively sought Federation. We are grateful to all those companies for updated on all issues so you to can ‘Conquer the Law Enforcement and Emergency Services areas to and worthwhile continue to keep you event and will and emergency services, I can assure you this is not This and maintain a high level of fiscal management. and also have access to the best of venues and sponsorship dollars from businesses not only within whilst we all have the belief that businesses will be Point Casino, Metro Pty Vacations, Ltd, Tas Scody their support. Services Team Clothing,Team T3, and the Police Tasmania Sports Tasmania butTasmania from the mainland. At this stage, we rt 2010 nc a e b g sponse o e R H mer funded, whilst we are grateful to - E tional Emergency a
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08/09 • responsibilities was passed to Tasmania for responsibilities was passed to Tasmania Coffs Harbour, the Games Flag and associated Coffs Harbour,
t the conclusion of the recent 2008 Games at t the conclusion of the recent 2008
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At the recent Games in Coffs Harbour, all competitors competitors all Harbour, Coffs in Games recent the At As in all areas of policing and government, one of the the of one government, and policing of areas all in As The Games are self The u
the games. That is a fantastic result. the games. That the Games team has been contacted by members expressing interest in participating expressing interest in has been contacted by members the Games team at
leading up to the Australasian Police & Emergency Services Games to be held from 20-27 20-27 Games to be held from & Emergency Services Australasian Police leading up to the Welcome to the second article to the second Welcome Response the National Emergency included within
per event, netball $30, lawn bowlers $25, to name just a just name to $25, bowlers lawn $30, netball event, per paid an initial registration fee of $80, and an additional additional an and $80, of fee registration initial an paid
promotion, advertising, registration, venues hire, medical medical hire, venues registration, advertising, promotion, February 2010 in Hobart. of the article As a result the spring edition of the magazine, in 2010 February
example, golfers sports fee was $180, track and field $10 $10 field and track $180, was fee sports golfers example, example of one cost is the purchase of the medals to be be to medals the of purchase the is cost one of example our partners Tasmania Police, Tasmanian Fire Service, Tasmanian Police, our partners Tasmania of the games is a significant financial expense. expense. financial significant a is games the of be no higher than those charged at Coffs Harbour. Harbour. Coffs at charged those than higher no be
don’t have a loss. largest multi sport event ever held in Tasmania) there there Tasmania) in held ever event sport multi largest most significant issues in hosting these Games is the the is Games these hosting in issues significant most need to be done to ensure our Games are a success. need to be done to ensure our Games Events Tasmania and the State Emergency Service for and the State Emergency Events Tasmania
great time; however, it has created some anxiety and it great time; however, sports fee dependent upon the sport they played. For For played. they sport the upon dependent fee sports awarded, which is in the vicinity of $20,000. The hosting hosting The $20,000. of vicinity the in is which awarded, assistance and sports officials to name just a few. An few. a just name to officials sports and assistance are numerous expenses that need to be met including including met be to need that expenses numerous are
sponsorship, business partnerships and competition
who attended the Coffs Harbour Games, we had a who attended the Coffs Harbour Games, A
funding and the budget. With an event of this size (the (the size this of event an With budget. the and funding trepidation about the work and organisation that will trepidation about the work and organisation
the hosting of the Games in 2010. For those of us For the hosting of the Games in 2010. few. It is the intention at the 2010 Games that our fees fees our that Games 2010 the at intention the is It few. fees in order to make the Games a financial success. their kind support; on corporate support we will rely for S mmer
Games Director MarkBeech-Jones, MAIES
and
A stralasian Police
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SERVICING BUNDABERG & SURROUNDING REGIONS F eature story 25 dog - : y tests on a broader scue - e Geoff Webb ssed ssed dog teams can take part.” R - readiness a - tests on the part of the “IRO readiness test. We can´t and also readiness test. We - - p readiness - Mission Dr Wolfgang Zörner, President of the International Zörner, Dr Wolfgang Despite the selective check for the mission readiness, world. Zörner: “We already have a concept how we put world. Zörner: “We these selective Mission International Rescue Dog Organisation” take place worldwide. Just recently they were being held in Korea region.for the Asia/Pacific l that less dog teams have successfully completed the test. the completed successfully have teams dog less that Rescue Dog Organisation, said: “It was an extremely demanding Mission we do don´t want to lower the level. On the contrary, hope that this result has a learning effect to those who want to compete in the future.” the number of applications for such a test is much higher than there can be places granted. But those who pass the test belong to the best in the rescue basis so that more rescue arch which which arch ternational m - ssion-readiness test i eady – regardless regardless – eady sponse n r e - I R
M rienteering nisation“ in German in nisation“ o -
RO a I g
e r tional Emergency a p N
O
g 08/09 • eams from Germany, Denmark, Czech Republic, Denmark, Czech eams from Germany, ech
t this test, the teams are accommodated at a camp camp a at accommodated are teams the test, have this t they arrival their of moment the cater from to and have site They world. outside the with contact no T
- l C
o u
Photos: IRO/Peter Schueler. Dog At least 70% of the hiding (“buried”) persons have to be be to have persons (“buried”) hiding the of 70% least At The evaluation with a new defined evaluation model was was model evaluation defined new a with evaluation The u S mmer
A Nations successfully completed the challenges. Nations successfully completed the hard test from nine Recue Dog-Teams out of 36 11 carried out in November in Dresden/Germany. Mission-readiness test of the “International Rescue Dog Organisation” in Europe that was “International Rescue Dog Organisation” in Europe that was Mission-readiness test of the This year almost one-third of the competing Rescue dog-Teams passed the hardest Rescue dog-Teams year almost one-third of the competing This
A mostone-third D of theof “ E ro an
Press-spokesperson of the IRO Paul
of the dog handler has been particularly evaluated this year. this evaluated particularly been has handler dog the of the dog strapped around the belly – have to be passed. work the dogs, the of work search the to addition In found. as well a roping exercise from about 10m height – with as well a roping exercise from about 10m follows a search for missing persons. Also a theoretical test test theoretical a Also persons. missing for search a follows the alarm, the team has to be mission be to has team the alarm, the called into deployment any time. Within 5 (!) minutes after after minutes (!) 5 Within time. any deployment into called for themselves – also the dogs, of course – and can be night a be will there addition, In of which time of the day or night, regardless of the weather. weather. the of regardless night, or day the of time which of
clearly more selective. This might have been the reason reason the been have might This selective. more clearly Hungary, Slovenia, Croatia and England have passed this test. this passed have England and Croatia Slovenia, Hungary, Proud To Support Mark The Emergency Services
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the driven
- National
Strategy. for
of of
state
Volunteer
term vision to - opportunities current
development
the and
the National
of a y
for
of
n g o : challenges focus ti overview
c rationale
u an a the the
d ro er olunteer Strategy; hat the development of a National Volunteer hat the development of a National Volunteer hat an appropriate level of government funding be hat an appropriate level of government Strategy be sector hat a National Volunteer nt with input and support from all stakeholders viability of a National Volunteer Strategy; viability of a National Volunteer While recognising that volunteering is only one one only is volunteering that recognising While volunteering in Australia; volunteering sector; infrastructure of national, state and regional Formal volunteering structures and opportunitiesFormal are organisations avoiding duplication of resources in the organisations avoiding duplication of resources strengthen volunteering in Australia; allocated to support the development and ongoing creation of parallel infrastructure. commitment to the development of a National commitment to the development of a V Volunteer Strategy with a long Volunteer Strategy would serve to expand volunteering Provide Outline I T T T T
– community, government and business; – community,
tional p forms of voluntary participation and engagement. and participation voluntary of forms viewed within the broader context of civic engagement, important capital. It should be in maintaining social mechanism by which social capital develops, community community develops, capital social which by mechanism role of formal volunteering needs to be recognised and and recognised be to needs volunteering formal of role others, and at the same time find expression of their own citizenship. Many of the services provided by groups or generate activities for to provide a service supported by Government as does the more informal informal more the does as Government by supported an effective means by which people join together in community participation social inclusion. and unique the engaged, become citizens and grows capacity 2 Volunteering has a high social value and is critically Volunteering 2. 3. 4. This discussion paper will: This 1. hat alllevelsofgovernmentmakeaninprinciple • Present • • Identify • rate a t N S sponse e R ordinating research, - y r a operative federalism”, a National operative federalism”, - tional Emergency a N
e Summ lunteer
wards a wards
making at the national, state and local levels tiv
- 08/09 • u term vision for the sector. -
c
i
actions. o
o
following:
xe ordination across governments to better support
-
In the spirit of “co Notwithstanding significant advances made over Notwithstanding significant advances long To this end, Volunteering Australia recommends Australia recommends this end, Volunteering To To this end, Volunteering Australia, as the national this end, Volunteering To u
E
will engage the sector and gain the support of all levels which the sector currently operates and the future which the sector currently operates and
local the
that will be reflected in specific national, state and the depth and breadth of the volunteer sector and
for a new National Volunteer Strategy that establishes for a new National Volunteer the development of a National Volunteer Strategy that the development of a National Volunteer
the past decade, Volunteering Australia believes there Australia believes the past decade, Volunteering to further a Social Inclusion agenda in Australian
peak body for volunteering in Australia, is calling for individual level. A truly national strategy must provide
infrastructure through greater cooperation between the is strong but complacency about the constraints under is strong but complacency about the constraints
most effective mechanisms Government can employ most effective mechanisms Government reforms to support at an organisational and the sector
remain considerable opportunities to improve the use resources more effectively. A National Volunteer National Volunteer A use resources more effectively.
of government. As an outcome of the International an opportunity policy development and for coordinated
sector and all levels of government. government alike. The legacy of the volunteer sector government alike. The
a society for the benefit of individuals, communities and society for the benefit of individuals,
decision effectiveness and efficiencies of volunteer supporteffectiveness and efficiencies of volunteer
consultation with the sector and implementation of co
challenges it will face, undermines its sustainability. challenges it will face, undermines its Volunteer Strategy connection and would provide Volunteer
Strategy would focus on co was developed by Volunteering Australia. was developed by Volunteering Volunteering
A strong and vibrant volunteer sector is one of the A strong and vibrant volunteer sector S mmer
which time a process for further involvement from all stakeholders will be communicated. from the discussion paper is currently formulated into a submission for Government after formulated into a submission for Government after from the discussion paper is currently initiated in relation to the development of a National Volunteer Strategy. The feedback The Strategy. of a National Volunteer initiated in relation to the development paper has been the first stage in a broad consultation process that Volunteer Australia has Volunteer process that the first stage in a broad consultation paper has been Australia, Suite 2, Level 3, 11 Queen Road, Melbourne, Victoria 3004. The discussion The 3004. Road, Melbourne, Victoria Queen 2, Level 3, 11 Australia, Suite This discussion paper has been reproduced with the kind permission of Volunteering kind permission of Volunteering been reproduced with the discussion paper has This September 2008 V T
D Pa scussion Year of the Volunteer 2001, a National Agenda on 2001, of the Volunteer Year
1 This comprehensive action plan lays the groundworkThis 28 the Australian community service, health and welfare published) anticipates that as Australia’s population sectors are underpinned by the work and contribution ages, a growing number of aged Australians will prefer of volunteers, not to mention the important role of to be independent and favour using non-residential volunteers in providing safe and enjoyable community aged care services, including those available from environments through their work in the emergency community care programs10, many of which are heavily services, sport and recreation sectors and the environment. volunteer dependent. This is not to say that informal participation and A recent report on the Volunteer Based Emergency y mechanisms for broader civic engagement are not Services Organisations pointed to three major operational important or valid. Indeed they are critical and more problems facing volunteer-based fire services: study into the linkages between formal and informal (a) a shrinking brigade memberships in many small participation and the creation of social capital and remote rural (and ageing) communities—in strong communities is needed. parts of South Eastern Australia, this is likely to stor Protecting and building on the contribution of be exacerbated by climate change and declining e volunteers requires that public policy and legislation agricultural production; recognise and are supportive of volunteering, and (b) static brigade memberships in new population that investment in the volunteering sector itself is growth centres; and, geared towards building the capacity of the sector and (c) lack of volunteers able to turn out to emergencies a sustaining it. during business hours—especially in growing urban/
e rural fringe communities.11 F tur 3u Abo t Volunteering in Australia Though sector requirements vary, there are many In Australia, there are more than five million active aspects of volunteer involvement in organisations that volunteers over the age of 18. They represent around are the same. A national perspective on the recruitment, 34% of the adult population and between them management and retention issues for volunteer- provide approximately 713 million volunteer hours involving organisations is a cornerstone of a National per annum1. The volunteer sector is a key contributor Volunteer Strategy. to the social and economic well-being of Australia. In 2000, Ironmonger estimated that volunteering was 4 Rationale for a National Strategy responsible for around $42 billion of economic activity on Volunteering annually2. A national extrapolation of Ironmonger’s Future challenges we will face as a nation such as recent research on the economic value of volunteering the diverse needs of an ageing population, advances in Queensland3 suggests that this figure increased to in and reliance on technology, and the impacts of $70 billion in 2006. climate change, to name a few, will necessitate ABS data from 1999-2000 shows that although most greater support for our volunteer sector to help keep not for profit organisations do not have paid staff, they our communities resilient and strong. As the evidence are responsible for 3.3% of GDP, and if you include the suggests, volunteer participation cannot be taken for financial value of volunteer activity the figure rises to 4.7%4. granted and a national approach to engage, recruit Ironmonger’s most recent research estimates the value of and retain volunteers could deliver untold rewards volunteering to be at or above 7% of GDP for 20065. across all sectors utilising volunteers. Volunteering in Australia is an ever-adapting The development of a sector-driven National movement. Volunteers are strongly represented across Volunteer Strategy will provide an historic opportunity areas of diversity including gender, age, ethnicity, and for all sectors, including representatives of all levels of disability as well as educational and economic divides. government, to focus on a co-ordinated and strategic Though ABS data shows that the total number of approach to addressing the diverse and ongoing needs 6 volunteers has increased over recent years , a recent of the volunteer sector. Volunteering Australia survey shows that almost one in five organisational respondents have experienced a 4.1 Emerging National Perspectives decrease in volunteer participation over the past 12-24 As a result of meetings of Commonwealth, State and months7. The sectors of community/welfare, education/ Territory Government ministers and representatives of training, sport/recreation, parenting/children/youth Local Government, and reviews of policy and legislation, and health and aged care were the top six sectors many significant legislative, policy and social issues that expressed a decline in volunteer participation.8 currently dealt with at state or regional levels are now A detailed analysis of this data is yet to be published. being co-ordinated under uniform national systems and Sector-specific review and analysis also indicates areas strategies. Some recent examples include: of decline. For example, Meals on Wheels (New South • “At an historic inaugural meeting held on the NSW Wales) reports “increasing difficulty in attracting volunteers” North Coast today, Australian ministers responsible particularly from the younger generation, while the for ageing and aged care, as well representatives of majority of their existing volunteers are aged 50 and over9. the Australian Local Government Association, agreed In relation to aged care in general, the Productivity to work together and respond to Australia’s changing Commission’s current research project (yet to be ageing population.” Department of Health and
S ummer08/09 • National Emergency Response F eature story 29 - - involving - Professor Mark Professor .” profit sector in general) 0 years have put a lot - for - form e . R 12 which identifies the public policy issues of 13 tunities of individual volunteers. gulatory adopted
e development of a National Volunteer Strategy. development of a National Volunteer R
be acknowledged and actioned at a national kind of persistence to sort the huge mess out that encompasses, entwines and binds down non profit organisations in this country School Management of atLyons, the University of In common with the business sector, the In common with the business sector, of effort corporate regulator into creating a single and a single corporate law to govern incorporation and fundraising by small, medium and large corporations. We need that kind of effortcorporations. We and that Given the considerable variation in arrangements Given the considerable
A National Volunteer Strategy enable the would A National Volunteer “Governments in the last 2 Technology, Sydney. Technology, between jurisdictions, and therefore in the level of between jurisdictions, which key reforms to cut red tape for business which key reforms to cut red tape for were with limited resources and uncertain funding futures. learning across all levels of government and benefit learning across all levels of government level with the support Increasing of government. the for Volunteering and Office for Volunteering in New Volunteering and Office for for Volunteering to funding applications, accountability and reportingfunding applications, accountability and can volunteer sector. volunteer sector (and not volunteer sector as it is to business – to work smarter, it does raise the concern of overlap and duplication it does raise the concern involving organisations and personal engagement issues mentioned above have significant negative impact on the effective operations of volunteer Review and discussion of the merits of each State and Review and discussion not harder to achieve critical societal objectives. Each year, Volunteering Australia conducts a national Australia conducts Volunteering Each year, most importance and volunteer to volunteers not‑for‑profit sector faces great cost and complexity regulatory constraints and burdens that affect the recognition of the importance but of volunteering, of resources across governments in relation to the of resources across in meeting outcomes at the most recent COAG oppor organisations. The survey confirms that the red tape organisations. The Occupational health and safety, insurance, background Occupational health and safety, attention that volunteering issues receive, there is both attention that volunteering a need and an opportunity for national leadership. and volunteering can provide an opportunity for survey as a result of regulation, compliance and red tape. as a result of regulation, compliance and another level of complexity to the sector. effectiveness and efficiency is as important to the checking (police and working with children checks), checking (police and working with children that operate create significant stresses for organisations 4.3 Voluntary Sector) is demonstration of government Sector) is demonstration Voluntary Strategy is further supported by discussion and South Wales, Federal Parliamentary Secretary for the Secretary Parliamentary Federal South Wales, Australia, Office of Volunteering in Queensland, Minister Queensland, Minister Volunteering in Office of Australia,
Territory initiative designed to strengthen initiative designed communities Territory The rationale for developing a National Volunteer a National Volunteer rationale for developing The The variation across states and jurisdictions adds variation across states The ”
first been
and $2.6
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laws
Australia’s Wrongs sponse
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R committed Organisations OHS
(Qld) (SA);
olicy – in recognition has develop Action
2007 2001 will
Act Act
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N Government’s R being into the future. It also provides an e
- Services R
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y 2005 (Qld) y 2005 thening Community Organisations (2008). 08/09 • importance Rudd Australian
Victorian
June 2008.
002 (Vic); Civil Liability Act 2003 (Qld); The Civil (Qld); The Civil Liability Act 2003 002 (Vic); erritories in their work in this area to date. The in this area to date. The erritories in their work
gislation and
tough aged care issues, 13 June 2008. tough aged issues, care 13 with the Commonwealth to develop and implement with the Commonwealth women, are likely to die earlier, and are at greater risk women, are likely to die earlier, legislation the recent Following within five years. Terms of Reference, of Terms to achieve harmonisation.” Release: First Health National Ever Policy, Men’s to achieve the important OHS reform of harmonised the Productivity Commission and the States and the Productivity Commission National Protecting for Framework Australia’s Department Families, of Housing, Community protection workers and the community sector to protection workers and the community Damages) Act 2003 (NT); Civil Law (Wrongs) Act (NT); Civil Law (Wrongs) Damages) Act 2003 model OHS legislationeffective way as the most meeting of the Workplace Relations Ministers’ Council, Council, Ministers’ Relations Workplace the of meeting million to work with all levels of government, child million to work with all levels of government, recognised by the Council of Australian Governments, recognised by the Council of the fact that men often have poorer health than of the fact that men often have poorer Department Health of Ageing and Media of suicide.” Other Acts (Public Liability Insurance Reform) Act all States and Territories have agreed to work together all States and Territories OHS Laws, April 2008. Children, 13 May 2008. Children, 13 ever National Men’s Health P establish a national framework to protect all children. establish a national framework to protect cooperatively with State and Territory governments State and Territory cooperatively with 8 Streng Strateg Services Indigenous and Affairs Media Release: Australian Government’s National Review Model into Ageing Media Release: Ministers Ageing for tackle Act 2002 (NSW); Volunteer (Protection from Liability) (NSW);Act 2002 Volunteer Injuries (Liabilities and Personal (WA); Act 2002 Australian Government has committed to work Australian Government 2 (Tas). Civil Liability Act 2002 (ACT); 2002 T
u e L
with the Government’s Social Inclusion agenda. have enacted legislation, related legislation reformed or
to the sector. For example: For to the sector. to continue its contribution to Australia’s social and
volunteering sector will strengthen the sector’s capacity In recent years, various State and Territory Governments Territory and State various years, recent In
Developing and formalising a national strategicDeveloping and formalising a national of volunteering (ie: Office for Volunteers in South of volunteering (ie: Office for
opportunity productive steps in line for proactive and approach to the issues that impact upon the approach to the issues that impact upon
developed specific action plans to tackle issues relevant economic well
4.2 Volunteer- S mmer
The establishment of government offices and Ministers The • The
• Community • Strengthening
• Volunteer • “The
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CCQ F eature story 31 islation wide - laws and public -
nvolving organisations, organisations, nvolving i the sector over three -
da n e g National Agenda on
ordinators’ Network) wanted ordinators’ Network) - islation, by l A legacy of the consultations
na o ng i ati eer community, volunteer community, A N ible ways, the essential contribution that nt n CN (Volunteer Co CN (Volunteer o y Volu he other key point that I would like to leave you he other key point that I would like to here needs to be a much more critical analysis here needs to be a much more critical bodies as well as the referral centres, that would bodies as well as the referral centres, which will come out later in my closing statement, is which will come out be a part of the review and the change process.” is a way we better levels of cooperation in that area with is: if you could consider very carefully funding with is: if you could consider very carefully have a unique opportunity now across all tiers of facilitate and sustain volunteering. for a national perspective so that there is uniformity for a national perspective volunteers make to building and sustaining the policies developed at any level of government, which Bates, Manager, Volunteer Services,Bates, Volunteer Manager, Mission. Wesley future of volunteering is essential. I have a statement future of volunteering the V support need to funding priorities. We We that. perspective is a priority and… a commission into the perspective is a priority In the development of the National Agenda on involved with. One of the big pushes I am really into, involved with. One may affect volunteers and their work, work only to me to pass on: the government has the right and me to pass on: the Wagga Volunteer Resource Centre. Resource Volunteer Wagga responsibility to change the focus of government responsibility to change other volunteer centres, to see the different funding the different funding centres, to see other volunteer of where those (volunteering) centres and the of where those (volunteering) centres afforded protection through every piece of leg and public policy that affects them and their work. and tang and the different levels of government they are they are levels of government and the different centres. I believe a national among the volunteer volunteer government. One of the major areas of and resourcing Volunteering Australia and all the peak Australia and all and resourcing Volunteering CEO Volunteering Australia. Volunteering CEO Catherine Grear, Volunteer Co-ordinator, Wagga Volunteer Catherine Grear, delivery is through local government. To me, having To delivery is through local government. create the connection so that this can happen.” Alan happen.” create the connection so that this can connections can be strengthened. probably We Cary Pedicini, could really strengthen volunteering.” A National articulated Agenda on Volunteering the Australian community. Ensure that volunteers have legal status and are Ensure that all new leg B Publicly respect and value in enduring, formal “It is interesting, when you talk to coordinators from to coordinators when you talk “It is interesting, “T “T
n
business and government were called to work together was the development of A to five years. following as its ambitious objectives in 2001: volunteering issues. A 5ed In the International Year of Volunteers 2001, 2001, of Volunteers In the International Year and adopt actions under six major objectives. o consultation and survey to determine the major Volunteering Australia (and its partner Australian Volunteering International) conducted a nation Volunteers Volunteering Volunteering to guide progressVolunteering in
2. 3. 1. - -
14 for - t on sponse e R state volunteering - ordination on volunteering on ordination - tional Emergency a N ordination in matters relating to volunteer volunteer to relating matters in ordination - tnership models that supporttnership models that shared vision 08/09 •
Volunteering Australia, in development of its future Volunteering At the House of Representatives Standing Committee National Volunteering Strategy. Strategy. National Volunteering The process of strategicThe review highlighted the need u
future volunteering in of Australia? but there is not universal consistency. but there is not universal consistency.
work within government, between governments work within government, between governments held in May 2008, various participantheld in May 2008, comments
liaison and co and liaison the development, growth impact of and enduring the to a National Strategy is How relevant Volunteer
for the development of stronger corporate / not of stronger for the development from VA’s scan of stakeholders, suggests that this from VA’s follows therefore that there needs to be clear means of follows therefore that there needs to from peak volunteering bodies and government. It from peak volunteering bodies and government. found that the main influences on volunteering are found that the main influences on volunteering
partnering, term with corporations now looking for long profit par
for a strengthened focus on volunteering to national feedback reaffirmed the importance for the volunteer theme emergingresearch was the need from this
for Volunteering Australia to seek a new relationship for Volunteering volunteering in Australia. Resoundingly, stakeholder volunteering in Australia. Resoundingly,
improved connection and co and connection improved Question for Discussion:
international, national and regional level about its national organisational voice on volunteering and national organisational voice on volunteering
in the development of a National Volunteer Strategy in the development of a National Volunteer model between key stakeholders
reduce the levels of duplication and fragmentation that role and significance as the national peak body for
operative in its comprehensive research repor operative in its comprehensive research on Family, Community, Housing and Youth Roundtable Housing and Youth Community, on Family, supports the development and strengthening of one across and within government. The Borderlands Co across and within government. The strengthening volunteering and civic participation a and measurable outcomes. and sustained partnerships goals that provide aligned and values around corporate / community investment. and values around
supported connection and reducing increasing national strategicconsulted broadly at an direction, recently
and state’s peak volunteering bodies. The evidence The and state’s peak volunteering bodies. and between the government(s) and the national and between the government(s) and
and strengthening role in the sector. its representative sector of Volunteering Australia taking a leadership role sector of Volunteering
engagement of the business sector is importantengagement of the to duplication and fragmentation across the sector:
environment exists to varying degrees in some states currently exist. community and the corporate sector. A consistent community and the corporate sector. centres, all levels of government, the research centres, metropolitan and regional volunteer resource Current research within the volunteering sector Current research within the volunteering 4.5 A National for Voice a National Strategy 4.4 Corporate Partnerships: support beyond Government
Volunteering Australia therefore believes that Australia therefore Volunteering An emerging trend, nationally and internationally, is is An emerging nationally and internationally, trend,
S mmer This approach goes beyond traditional cheque book approach goes beyond traditional cheque This 32 4. Acknowledge that the activity of volunteering is not social fabric and well-being that produces enormous without cost and develop means by which Australian economic output. It is not a movement that will cease, volunteers and volunteer-involving organisations are but it cannot be taken for granted. Matching supply supported and funded to provide valuable services. with demand requires an increasingly sophisticated 5. Ensure excellence in all levels of volunteer approach which is evidenced by the fact that while the involvement and volunteer management in order culture of volunteering remains strong, certain sectors to encourage, protect and enhance the work are experiencing declines in volunteer participation, y of volunteers. which has serious implications for future service 6. Ensure that volunteering is a potent, dynamic and provision and social inclusion endeavours. unifying social force for community benefit by Volunteer-involving organisations face increasing acknowledging that it is a diverse and evolving activity. regulatory requirements and challenges. These trends Though progress has been made in addressing actions and impacts require full attention at a national level stor under each of the major objectives15 in the National to enable the volunteer sector to achieve greater e Agenda, it has been a result of persistent effort within efficiencies and for individual volunteer effort to thrive. the sector rather than a co-ordinated and strategic Volunteering Australia takes the lead in calling response across all sectors, including government. for discussion of the merits of a National Volunteer There still remains much to be done. Strategy to map the future of volunteering in Australia
a with input from all sectors – community, business and Questions for Discussion: e all levels of government.
F tur What issues need to be addressed in a National Investment in a National Volunteer Strategy will Volunteer Strategy? have the benefit of greater co-ordination of effort What resources are required for the development of and resources, minimisation of duplication and a National Volunteer Strategy? fragmentation across the sector, and provide the What would success of a National Volunteer Strategy wealth of opportunities, flexibility and satisfaction that look like for you? volunteers seek. An increasing national focus on many other aspects of Australian public policy, legislation and 6 Recommendations for the Development social issues augurs well for taking the same national of a National Volunteer Strategy approach to volunteering in Australia. Volunteering Australia’s vision is to continue to build on the foundations already laid by strengthening APPDI EN X 1: About Volunteering a compact of volunteers and volunteer-involving organisations with Commonwealth, State, Territory and Australia – an overview Local Governments so that we achieve ”the golden age Volunteering Australia – Key Service Areas of volunteering.”16 As the national peak body for volunteering, Volunteering To achieve this, Volunteering Australia recommends Australia provides a unified voice on volunteering the following: that is recognised and respected across all sectors 1. That all levels of government make an in-principle – community, corporate and government. commitment to the development of a National Volunteering Australia Inc was established in 1993 and Volunteer Strategy with a long-term vision to receives funding from the Commonwealth Government, strengthen volunteering in Australia; including under its National Secretariat Program. 2. That an appropriate level of government funding be Volunteering Australia is governed by a board-taken allocated to support the development and ongoing from its member organisations, including the State and viability of a National Volunteer Strategy; Territory peak bodies on volunteering. Volunteer-based 3. That a National Volunteer Strategy be sector-driven organisations across all sectors, including environment with input and support from all stakeholders and conservation, arts, business, tourism, education, – community, government and business; emergency services, health, sport, recreation and 4. That the development of a National Volunteer leisure are represented through their respective state/ Strategy would serve to expand volunteering territory peak bodies. infrastructure of national, state and regional Since its inception, Volunteering Australia has organisations-avoiding duplication of resources established strong partnerships with key stakeholders in the creation of parallel infrastructure. and developed a solid base of research and resources, including definitive foundation documents that remain Question for Discussion: relevant today and for the future as an important To what extent do you agree or disagree with the framework for volunteering in Australia. These stated recommendations for the development of foundation documents include: a National Volunteer Strategy? • The National Agenda for Volunteering: Beyond the International Year of Volunteers; 7ocui C n l s on • The National Standards for Involving Volunteers Volunteering is a vibrant and essential part of Australia’s in Not-for-Profit Organisations;
S ummer08/09 • National Emergency Response F eature story 33
best
in
research;
national
trends the
current
as
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developing an ethos of inquiry leading to increased developing an ethos of inquiry leading Current services of the Research Support Unit include:
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• Research • Volunteering • National • Policy
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tn published). others.
threat to the job security of paid workers. threat to the job security Strengthening Volunteering and Civic Participation and Strengthening Volunteering Report Card, Volunteering Snapshot 2004: Senator Ursula Stephens, Speech to Volunteering Trends in the demand and supply of aged care in the demand and supply of aged Trends Australian Volunteer Issues Facing Issues, Volunteering National Survey of Volunteering Council of Australian Governments’ Meeting, 3 July 2008, 2008, July 3 Meeting, Governments’ Australian of Council
Ibid. Leslie MacDonald, CEO NSW Leslie MacDonald, CEO Meals on Wheels, Op cit, Australian Bureau of Statistics, 2006. Op cit, Australian Bureau of Statistics, Op cit, Ironmonger 2008. Ironmonger, D Federation Press 2000 Volunteers and Volunteers Press 2000 D Federation Ironmonger, 999/2000. Catalogue No. 5256.0, ABS, Canberra, 2002. Canberra, ABS, 5256.0, No. Catalogue 999/2000. Ironmonger, D. The Economic Value of Volunteering of Volunteering Economic Value D. The Ironmonger, Australian Bureau of Statistics, Non Survey to Investigate Volunteer Participation Rates in Survey to Investigate Volunteer Voluntary Work, Australia, 4441.0, 2006 Australian Australian 2006 Australia, 4441.0, Work, Voluntary 8 be 9 6 5 for Police and Emergency Management, Jim McLennan for Police participate of their community. in the activities profit sector only. May 2008 Melbourne, Borderlands Co in Queensland, May 2008, Queensland Government, in Queensland, May 2008, Prepared For Emergency Management Australia (EMA) Prepared For Productivity Commission, expected release date 2 Business Regulation and Competition Working Group. Business Regulation and Competition Working NSW Forum: Diversity and the Volunteer Workforce, Workforce, NSW Diversity and the Volunteer Forum: Bureau of Statistics. Department of Communities. House of Representatives Standing Committee on House of Representatives Standing Committee Roundtable, Housing and Youth Community, Family, of 3 address human, environmental and social needs. address human, environmental a as a Response to a Request by the Ministerial Council services – some implications. Research Project, and community in the Eastern Metropolitan Region of 4 Volunteering respects the rights, dignity and culture respects the Volunteering Volunteering is a legitimate is can way in which citizens Volunteering or groupsa vehicle for individuals is to Volunteering performed is an activity in the not for Volunteering for paid work. is not a substitute Volunteering paid workers nor constitute do not replace Volunteers rights and equality. promotes human Volunteering Volunteering Australia. Volunteering Volunteering. (Foo Services Organisations: 2 Satellite Account, Australian National Accounts Satellite Account, Australian National Accounts August Australia, Volunteering Australia, August 2008 (yet to Australia, August 2008 Australia, Volunteering 2008. 2007, Australia 2006, 7 14 15 16 10 11 12 13 1 (PhD), La Trobe University, June 2008. University, (PhD), La Trobe (Civil Society Work) Key challenges facing government challenges facing government Key (Civil Society Work) Towards a 2020 Vision for Volunteering, March 2008. l March 2008. for Volunteering, Vision a 2020 Towards 1
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• An •
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Proud To Support The Emergency Services Specialist in all aspects of Carpentry, PO Box 517, Pergolas, Patios, Decks, Carports, Renovations, Alterations. Pingelly, WA, 6308
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PROUD TO SUPPORT THE EMERGENCY SERVICES Proud to support The Emergency Services SERVICING TOOWOOMBA & SURROUNDING AREAS CONEC F REN ES & EVENTS 37 E AT 2009 SW SW CT CT AS SA SA A A SA SA SA SA SA SA SA SA SA T Qld N N QLD QLD ST FOR
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A In cases where members may not be receiving
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Persons or organisations who are not members but Persons wish to obtain our quarterly magazine can obtain the is to defray the This annually. journal at a cost of $ 30 cost of publishing and posting the journal. Payment should in this case be forwarded to “the General Middle Secretary/Registrar of the AIES at No 14/159 Head Road, Mosman, NSW 2088. our AIES NER Journal or Calendar due to change of residential address etc., they should inform the Division Registrar States. in their respective By order of General Council R General Secretary/Registrar SU
N
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L FI SW Rural Fire Service SW Rural Fire Service SW Ambulance CT Rural Fire Service asmania SES SA Ambulance Service SA Country Fire Service A N Sea Rescue S SA Health AHA SA SA Health SA Health SA SES SA CF SA Health SA Health T Queensland SES N N Queensland Health Queensland Health AF MEM
sponse e R RENEWAL
0 Annually Annually 50 AIES
$5 $60 Annually $2
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ANNUAL
embers of the Institute are reminded that annual subscriptions to the Institute for the year 2008/2009 became payable from ins
apastamatis 08/09 •
mber
e orporations
ME
Fellows Subscriptions are tax deductable C M Subscriptions are as follows: the 1 August 2008, even though the Institute’s financial year is now from 1 January to31 December each calendar year. Any outstanding subscriptions should be paid to the relevant State Registrars of the Institute as shown on page 39 of this edition of our journal NER.
M AIES u enneth Cocks racey Young
Raymond Creen Murray Sherwell
Michael Maria Jenny Filmer
Roger Halliday Dr Adrian Hill
Stanley P Karen Duong
K John Lawrence
Nicholas Brockoff Allyson Hooley
Denise Raybould Leigh Higg
Victoria Walters Victoria Andrew Davis
Markus Zarins T
S mmer Jeanette Pickworth NA Institute since the last edition of NERInstitute since was published. We are pleased to announce that the following persons have become members of our have become members of that the following persons are pleased to announce We NEW
Completed Application forms with fees should be forwarded to the Division Registrar in the State where you normally reside. Further information may also be obtained by contacting your Division Registrar or General Registrar of the Institute at the following addresses: NATIONAL COUNCIL TASMANIA The General Registrar The Registrar - TAS Division of Australian Institute of Australian Institute of Emergency Services (General Council) Emergency Services. PO Box 1 Lindisfarne, TAS 7015 6 Union St, Mosman, NSW 2088 Email: [email protected] Fax: (02) 9265 4830 or Email: [email protected] National Web Site: www.aies.net.au QUEENSLAND The Registrar - QLD Division of Australian Institute of NEW SOUTH WALES and NEW ZEALAND Emergency Services. PO Box 590 Fortitude Valley, QLD 4006 The Registrar - NSW Division of Australian Institute of Email: [email protected] Emergency Services. 7 Cranbrook St, Wyoming, NSW 2250 Email: [email protected], VICTORIA [email protected] The Registrar - VIC Division of Australian Institute of Emergency Services. C/O- 44 Webb St, Warrandyte, VIC 3113 SOUTH AUSTRALIA, WESTERN AUSTRALIA Email: [email protected] AND NORTHERN TERRITORY The Registrar - SA Division of Australian Institute of Emergency AUSTRALIAN CAPITAL TERRITORY Services. Unit 21/17 Fourth Ave Everard Park, SA 5035 The Registrar - ACT Division of Australian Institute of Email: [email protected], [email protected], Emergency Services. 5 Morning St, Gundaroo, NSW 2620 [email protected] Email: [email protected]
WHAT ARE THE INSTITUTE’s AIMS • Corporate members receive a bronze plaque free of charge To provide a professional body for the study of the roles and functions and can advertise on the AIES website, as well as provide of Emergency Services and Emergency Management Organisations articles for inclusion in the Institute’s journal. throughout Australia, and the promotion and advancement of professional standards in these and associated services. WHAT DOES MEMBERSHIP COST: Nomination Fee: $20.00 THE INSTITUTE’S OBJECTIVES ARE: Annual Subscription: $50.00 • To raise the status and advance the interests of the profession Fellows: $60.00 of emergency management and counter disaster services Corporate Subscription: $250.00 administration. Note: Institute Fees may be tax deductible. • To represent generally the views and interests of the profession and to promote a high standard of integrity and efficiency in the MEMBERSHIP: skills of emergency and counter disaster administration. There are four classes of membership: • To provide opportunities for association among members and • Members • Fellows • Life Fellows • Corporate students to promote and protect their mutual interest. There are five categories of affiliation with the Institute that • To facilitate full interchange of concepts and techniques may be offered to persons who do not meet the requirements amongst members. for membership: • To bring to the notice of the public such matters that are • Associate • Student Member • Retired Member deemed to be important for safety and protection of the • Honorary Member • Honorary Fellow community and to promote research and development of emergency services generally. WHO CAN JOIN: • To establish a national organisation to foster international Applications for membership will be considered from persons co-operation in counter-disaster services administration. who are at least twenty-one years of age and who: • Are members of a permanent emergency service or associated WHAT THE INSTITUTE OFFERS YOU: service with at least two years experience, or • An opportunity to be part of a progressive Australia-wide • Are volunteer members of emergency or associated services Institute dedicated to the progression and recognition of the with a minimum of four years experience as an emergency Emergency Service role in the community. services member. • An independent forum where you can be heard and your Admission as a member may be granted if in the opinion of opinions shared with other emergency service members. the General Council the applicant meets all other conditions of • A journal with information from institutes and other sources membership and passes such examinations and/or other tests around the world in addition to the interchange of views between as may be required by General Council. Divisions in Australia, as well as access to the Institute website. • Reduced fees for members at Institute Seminars and WHERE DO MEMBERS COME FROM: Conferences and an information service supplied by • Ambulance Service • Community Services • Emergency professional experienced officers. Equipment Industry • Emergency Management Organisations • A Certificate of Membership. • Fire Services • Health, Medical and Nursing Services • Mines • The opportunity to use the initials of the particular membership Rescue • Police Service • Safety Officers • SES • Transport Services status after your name. • Volunteer Marine Rescue • Volunteer Rescue Associations
S ummer08/09 • National Emergency Response 40 aies national contacts NATIONAL (GENERAL) COUNCIL National President Phone: (03) 6248 6373 Maurice Massie, QPM, LFAIES Email: [email protected] National Vice President Phone: (08) 8381 2825 Brian Lancaster, ESM, LFAIES Email: [email protected] General Registrar/Company Secretary Phone: (02) 9969 9216 6 Union Street Bob Maul, LFAIES, JP Email: [email protected] MOSMAN NSW 2088 CONTACTS NEW SOUTH WALES & NEW ZEALAND DIVISION President Phone: 0414 542 175 Alan Holley, MAIES Email 1: [email protected] Email 2: [email protected] Registrar Phone: (02) 4329 0614 Greg James, FAIES 0418 614 813 Email 1: [email protected] 7 Cranbrook Street Email 2: [email protected] WYOMING NSW 2250 NATIONAL
AUSTRALIAn capital territory DIVISION
S President Phone: (02) 6238 3791
E John Rice, MAIES Email: [email protected] Registrar Phone: (02) 6236 8985
AI Philip Gaden, MAIES 0413 137 761 5 Morning Street Email: [email protected] GUNDAROO NSW 2620
NORTHERN TERRITORY, SOUTH AUSTRALIA & WESTERN AUSTRALIA DIVISION President Phone: (08) 8278 8530 Barry Presgrave, OAM, FAIES Email 1: [email protected] Email 2: [email protected] Email 3: [email protected] Registrar Phone: 0411 446 656 Jan Burgess, MAIES Email 1: [email protected] Email 2: [email protected] Unit 21/17 Fourth Avenue Email 3: [email protected] EVERARD PARK SA 5035
QUEENSLAND DIVISION President Phone: (07) 3247 9027 Mick Davis, FAIES Email: [email protected] Registrar Phone: 0406 407 409 PO Box 590 Fred Rainsford, JP(Qual), MAIES Email: [email protected] FORTITUDE VALLEY QLD 4006
TASMANIA DIVISION President Phone: (03) 6250 2902 Darrell Johnson, FAIES 0408 337 957 Email: [email protected] Registrar Phone: (03) 6249 0918 Jannene Geard, MAIES (03) 6268 1143 PO Box 1 Email: [email protected] LINDISFARNE TAS 7015
VICTORIA DIVISION President Alan Marshall, O.St.J Email: [email protected] Registrar Phone: (03) 9844 3237 44 Webb Street Alan Alder, OAM, LFAIES Email: [email protected] WARRANDYTE VIC 3113
NATIONAL EMERGENCY RESPONSE JOURNAL (NER) & AIES WEBSITE Editor - NER Phone: (03) 5775 1233 Geoff Webb 0408 592 073 Email: [email protected]
S ummer08/09 • National Emergency Response www.bluelight.com.au
www.bluelight.com.au is the official website of the various Blue Light State Councils. Its purpose is to provide our youth with information about Blue Light events, activities and other Police Youth initiatives. The web site also enables the user the opportunity to give feedback for further enhancement of the Blue Light organisation. Within the site are links to other affiliated web sites, which have specialised information concerning drugs and alcohol, sexual abuse, suicide prevention and crisis help from appropriate professional organisations, which they can access in privacy, at school or home.
www.bluelight.com.au m 0400 171 700