){kind=logo}
){kind=logo}
Embedding cultural heritage protection into disaster planning and response
The 2024 and 2025 Gariwerd and Little Desert fires demonstrated that cultural heritage protection can no longer be an afterthought in emergency management. The Cultural Heritage Unit (CHU), developed and led by Traditional Owner staff from DEECA and Parks Victoria and jointly led with Traditional Owners from the Registered Aboriginal Parties, showed that when cultural authority is embedded within incident structures, resilience is strengthened for communities and Country alike. This presentation reflects on that experience and looks ahead to how these learnings are now shaping proactive, system level change in disaster planning and emergency response.
The CHU model moved beyond reactive heritage protection by integrating Traditional Owner leadership, cultural site assessments, exclusion zones, and real time advice directly into the Incident Management Team and out in the field. These partnerships shifted operational mindsets, reframing cultural heritage as a core value to protect rather than a constraint to manage. Importantly, the work catalysed broader reforms. Joint debriefs, governance discussions, and sustained engagement with the three RAPs have sparked policy reviews, new training pathways, and commitments to embed cultural heritage earlier in preparedness, planned burning, and future emergency operations.
This next phase focuses on embedding, scaling, and strengthening what worked. The presentation outlines emerging frameworks, partnership structures, and collaborative planning processes that are now being developed to integrate cultural values into disaster planning before an event occurs. It also reflects honestly on remaining challenges, including legislative misalignment, resourcing, and the need for consistent cultural leadership across IMTs.
By shifting from response to proactive system design, this work demonstrates how genuine partnerships between government agencies and Traditional Owner Corporations can reshape emergency management mindsets and create more equitable, culturally grounded resilience for the future.
The CHU model moved beyond reactive heritage protection by integrating Traditional Owner leadership, cultural site assessments, exclusion zones, and real time advice directly into the Incident Management Team and out in the field. These partnerships shifted operational mindsets, reframing cultural heritage as a core value to protect rather than a constraint to manage. Importantly, the work catalysed broader reforms. Joint debriefs, governance discussions, and sustained engagement with the three RAPs have sparked policy reviews, new training pathways, and commitments to embed cultural heritage earlier in preparedness, planned burning, and future emergency operations.
This next phase focuses on embedding, scaling, and strengthening what worked. The presentation outlines emerging frameworks, partnership structures, and collaborative planning processes that are now being developed to integrate cultural values into disaster planning before an event occurs. It also reflects honestly on remaining challenges, including legislative misalignment, resourcing, and the need for consistent cultural leadership across IMTs.
By shifting from response to proactive system design, this work demonstrates how genuine partnerships between government agencies and Traditional Owner Corporations can reshape emergency management mindsets and create more equitable, culturally grounded resilience for the future.
)
)
)
)
)
)
)
)
)
)
)
)
)
)
)
)
)
)