Southern Metro Regional Emergency Management Plan Southern Metro Regional Emergency Management Planning Committee

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Acknowledgement of Country The Southern Metro Regional Emergency Management Planning Committee acknowledges Aboriginal and Torres Strait Islander people as the Traditional Custodians of the land. The committee also acknowledges and pays respect to the Elders, past and present and is committed to working with Aboriginal and Torres Strait Islander communities to achieve a shared vision of safer and more resilient communities.

This plan has been prepared by the Southern Metro Regional Emergency Management Planning Committee and is approved by the Emergency Management Commissioner.

ISBN: 978-1-922262-40-0

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Table of contents 1. Introduction ...... 4 1.1 Purpose ...... 4 1.2 Objective ...... 4 1.3 Scope ...... 4 1.4 Authority ...... 5 1.5 Administration ...... 5

2. Regional Context and Risk Profile ...... 6 2.1 Regional Operability ...... 11 2.2 Significant historic emergencies in the region ...... 12

2.4.2 REMPC Sub Structures (Sub Committees and Working Groups) ...... 12

3. This Plan ...... 13 3.1 Sub-plans and complementary plans ...... 13 3.2 Planning Process ...... 14 3.3 Planning Objectives ...... 14 3.4 Three-year planning horizon ...... 15

4. Emergency Management Phases ...... 15 4.1 Mitigation ...... 15 4.2 Preparedness ...... 16 4.3 Response ...... 17 4.4 Recovery arrangements ...... 18

5. Evaluation and continuous improvement ...... 21

6. Roles and responsibilities ...... 23

7. Restricted operational information ...... 23

Document information ...... 24

Attachment A: Plan Hierarchy ...... 27

Attachment B: The emergency management regions ...... 28

Attachment C: Emergency Management Plan Statement of Assurance for this Plan ...... 30

Attachment D: Regional Risk Assessment ...... 31

Attachment E: Regional and Incident Control Centres ...... 32

Attachment F: Emergency Management Agency Roles and Responsibilities ...... 33

Attachment G: Municipal Emergency Management Plan approval schedule...... 34

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1. Introduction 1.1 Purpose The Emergency Management Act 2013 (EM Act 2013) requires each Reginal Emergency Management Planning Committee (REMPC) to develop and maintain a comprehensive emergency management plan for the region that seeks to reduce • the likelihood of emergencies; • the effect of emergencies on communities; and • the consequences of emergencies for communities.

1.2 Objective This Regional Emergency Management Plan (Plan) documents the agreed emergency management arrangements for mitigation, response and recovery; and defines the roles and responsibilities of stakeholders at the regional level. It supports efficiency and effectiveness on a platform of shared responsibility and interoperability to deliver community centred outcomes. The Plan seeks to build safer and more resilient communities through dynamic engagement and connectedness with the individuals, groups and broader society that makes up the Southern Metro region. It ensures a coordinated and integrated approach with a focus on community involvement in planning in line with the ‘all communities – all emergencies’ approach to emergency management.

1.3 Scope

1.3.1 Context This Plan supports holistic and coordinated emergency management arrangements within the region. It is consistent with and contextualises the State Emergency Management Plan (SEMP). This Plan is a subordinate plan to the SEMP. In addition to the SEMP, this Plan considers the municipal emergency management plans (MEMPs) within the region and region-specific issues and opportunities (including cross- border emergencies and consequences) that exist. This Plan is not an aggregation of MEMPs within the region but instead addresses and capitalises on opportunities that exist to enhance emergency management planning outcomes and sustain or improve capability and capacity within the region. To the extent possible, this Plan does not conflict with or duplicate other in-force emergency management plans that exist. Figure 1 outlines this Plan’s hierarchy. This Plan should be read in conjunction with the SEMP and any other identified plans listed in Attachment B.

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Regional Municipal Emergency State Emergency Emergency Management Plans within the Management Plan Management Plan region

City of Port Philip

City of Stonnington

Southern Metro Bayside City Regional State Emergency Emergency City of Glen Eira Management Plan Management Plan (this Plan) Kingston City - including sub-plans - including sub- plans City of Greater Dandenong

Cardinia Shire

City of Casey

Frankston City

Mornington Peninsula Shire

Figure 1: Plan hierarchy

1.4 Authority In 2020, the EM Act 2013 was amended to provide for new integrated arrangements for emergency management planning in Victoria at the State, regional and municipal levels; and create an obligation for a REMPC to be established in each of the eight emergency management regions of Victoria. Each REMPC is a multi-agency collaboration group whose members bring organisation, industry or personal expertise to the task of emergency management planning for the region. Southern Metro Region is declared as a region by the Governor in Council for the purposes of emergency management planning, pursuant to section 77A of the EM Act 2013 (see Attachment A for more detail). The plan complies with the requirements of the EM Act 2013 including having regard to any relevant guidelines issued under section 77.

1.5 Administration

1.5.1 Regional Emergency Management Planning Committee An overview of the REMPC, including details of its membership, meetings and relationship to State and Municipal planning tiers, is detailed in the REMPC Terms of Reference (ToR), available on the Emergency Management Planning Page of EM-COP” with “available on request to the REMPC”.

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1.5.2 Plan approval This Regional Emergency Management Plan is approved by the Emergency Management Commissioner (EMC). This Plan comes into effect when it is published and remains in effect until superseded by an approved and published update. This Plan is published on the Emergency Management Victoria website, as required by s60AI of the EM Act 2013.

1.5.3 Plan assurance This Plan has been prepared in accordance with the EM Act 2013 and Ministerial Guidelines for preparing emergency management plans (available on the EMV Resource Library). A Statement of Assurance (Attachment C) has been prepared and submitted to the EMC pursuant to EM Act 2013 (s60AG).

1.5.4 Plan review To ensure the Plan provides for a current integrated, coordinated and comprehensive approach to emergency management and is effective, it is to be reviewed at least every three years or as required. An urgent update of this Plan is permitted if there is significant risk that life or property will be endangered if the Plan is not updated (EM Act 2013 s60AM). Urgent updates come into effect when published on the EMV website and remain in force for a maximum period of three months. This Plan is to be reviewed not later than November 2023.

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2. Regional Context and Risk Profile

The Southern Metro Region (SMR) is one of eight emergency management regions in Victoria and the second largest in area amongst the three metropolitan regions with a landmass of approximately 2,885 square kilometres. It is comprised of ten municipalities and has a population exceeding 1.6 million, the largest population of the eight regions, representing ¼ of the state’s population. Also located in the region is French Island, a remote site which is an unincorporated area without a municipal council to manage and provide essential services and infrastructure.

Southern Metro Region Population by LGA (2019) 1 Total Area Population Density Current population Population (persons/km2) (2019) statistics2 (2019) Bayside 106862 37 2873 Cardinia 112159 1,283 87 Casey 353872 409 864 Frankston 142643 130 1101 French Island 119 170 0.7 Glen Eira 156511 39 4044 Greater Dandenong 168201 130 1299 Kingston 165782 91 1814 Mornington Peninsula 167636 724 231 Port Phillip 115601 21 5585 Stonnington 117768 26 4582 Southern Metro Region 1,607,154 3060 525

Source: Southern Metro Region Environmental Scan v1.0

Tourism Key tourist destinations include the beaches of Port Phillip Bay and Westernport Bay, Cranbourne Botanic Garden, McCelland Sculpture Park and Gallery, Myuna Farm, Arthurs Seat, Heronswood and the wineries of the Mornington Peninsula.3 Port Phillip has approximately 12 active hostels or back packers within the municipality which can accommodate over 1100 people at any one time. Further to that, there are also approximately 55 rooming houses which can accommodate another 700 people at any one time, many vulnerable community members. A popular inner-city area of Melbourne, Port Phillip attracts more than 2.8 million visitors each year (Tourism Research Australia Data (March 2016). Note: Excludes local (Melbourne) visitors), making it one of the most visited places in metropolitan Melbourne, second only to the central business district. The foreshore that stretches over 11 kilometres, and vast public open spaces, make the City highly desirable to residents and visitors. The municipality also plays an integral part to the welcoming of many national and international tourists by ship to Melbourne each year at Station Pier located in Port Melbourne where the Spirit of Tasmania and international cruise ships dock regularly, especially during the warmer weather months.

1 ABS (2020): https://www.abs.gov.au/AUSSTATS/[email protected]/DetailsPage/3218.02018-19?OpenDocument 2 DJPR (2020): https://www.rdv.vic.gov.au/information-portal/table-and-chart 3 https://www.infrastructurevictoria.com.au/wp-content/uploads/2019/04/SGS-Economic-social-and-environmental-profile- Southern-Metro-Region-April-2019.pdf

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Key festivals which attract mass crowds: • The St Kilda Music Festival which is the largest free community music festival in Australia, now running for 40 years, which attracts over 400,000 people to the event each year. There is a dedicated Festivals Team who work very closely with emergency agencies to ensure sound planning and preparedness to such a large event held early February. • Formula 1 Grand Prix held at Albert Park annually during March, which attracts international media attention and large crowds over the four-day event. Physical features: SMR consists of highly urbanised inner metropolitan areas, intensive industrial areas that are hubs for services, employment and transport, one of Melbourne’s largest residential growth corridors, densely populated peri-urban bushland, small hamlets and rural townships. There are major interface areas of dense urban populations interspersed in significant bushland environments, such as the Dandenong Ranges and the Mornington Peninsula. SMR also consists of approximately 11km of coastline along Port Philip Bay as well as coastlines along Westernport Bay and the Bass Strait. In addition, coastlines in Mornington Peninsula 192kms; Frankston 10km; Casey 47km, and Kingston 13km. Significant community characteristics: Within SMR, 24.4% of the population was aged 19 years or younger in 2017, while 14.8% was aged 65 years or older. However, these vulnerable groups were not evenly distributed across the region: Casey had the highest number of people aged 0-19 years (96,879), while Port Phillip had the lowest (16,279); Mornington Peninsula had the highest number of people aged 65+ years (39,460) while Cardinia had the lowest (11,939). When it comes to assistance with core activities, approximately five per cent of the population within SMR have a need (5.0%). The population of SMR is culturally diverse with more than a third (34.8%) of the population born overseas. However, this varied according to Local Government Authority (LGA): for example, a greater proportion of the population of City of Greater Dandenong was born overseas (61.7%) compared with Mornington Peninsula Shire (19.1%). More than a quarter of the population of SMR speaks a language other than English at home. in Greater Dandenong, 68.4% of the population speak a language other than English at home. In contrast, Mornington Peninsula Shire has the greatest proportion of English only speakers (94.3%). According to Socio-Economic Indexes for Areas (SEIFA), which measure the relative level of socio-economic advantage or disadvantage based on a range of Census characteristics (where higher scores indicate lower levels of disadvantage), SMR overall (with a score of 1,032) is less disadvantaged than Victoria overall (which has a score of 1,010). The interface LGAs were more disadvantaged than metro LGAs (1,018 and 1,038 respectively). When considered individually Greater Dandenong was the most disadvantaged (896) (and is the second most disadvantaged LGA in Victoria according to the SEIFA Index) and Bayside was the least disadvantaged (1,097) (and is the third least advantaged). Other indicators of socio-economic status include income and housing. In SMR in 2016: • There were 614,161 private dwellings with an average of 2.5 people and 1.6 motor vehicles per dwelling. • The City of Casey had the most private dwellings (101,997) while the Shire of Cardinia had the least (35,074), not including French Island (101). • The City of Port Phillip had fewer average people per dwelling (2.0) compared to all other LGAs; The Cities of Casey and Shire of Cardinia had the most (3.1 and 2.8 respectfully). • The average weekly income was $1,436.79 but varied greatly between LGAs, between $1,276 in the Mornington Peninsula to $2,145 in The City of Bayside. Southern Metro Regional Emergency Management Plan Page 8 of 34 Version 1.0 (18 November 2020)

Indigenous heritage: SMR is home to approximately 15% of Victoria’s Aboriginal and Torres Strait Islander peoples.4 As a proportion of SMR, however, Aboriginal and Torres Strait Islanders represent less than 1.0% of the total SMR population (0.54%), ranging between 0.2% of the population in Glen Eira and Bayside to 1.0% of the population in the Frankston. No data is available for French Island due to the small population. Aboriginal Networks or Gathering Places, which provide connections and services for Aboriginal people, within SMR include:5 • Casey Aboriginal Gathering Place, Doveton • Nairm Marr Djambana, Frankston • Willum Warrain, Mornington Peninsula

Critical infrastructure/ major facilities:

CIRIS – The CIRIS database has been updated to include regional layers. As required, CIRIS can be accessed by the Victoria Police RERC to inform regional planning and decision making. More than 1,537 km of major roads traverse SMR, including major highways, freeways, arterial roads, bridges and tunnels, such as: • Bass Highway • Mornington Peninsula Freeway • CityLink • Nepean Highway • Dandenong Bypass • Princes Freeway • Dandenong Road • Punt Road • Eastlink • Queens Road • Frankston Freeway • South Gippsland Freeway • Kings Way • Springvale Road • Monash Freeway • Warrigal Road • Moorooduc Highway

Other significant infrastructure includes:

• Royal Botanical Gardens • Philip Island Penguin Show • Caufield Racecourse • French Island Tourist Excursions • Como Park • Mornington Peninsula • Fisherman’s Bend • Point Nepean National Park • Dandenong Fresh Fruit and Vegetable Market • Sorrento Golf Club • Churchill National Park • Cape Schanck Lighthouse

4 https://www.abs.gov.au/census 5 Aboriginal Victoria (2020): https://www.aboriginalvictoria.vic.gov.au/melbourne-local-aboriginal-networks-and-gathering-places

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• Royal Melbourne Gold Club • Moonlit Sanctuary Wildlife Conservation Park

Environment The landscape character of SMR is defined by bayside settlements around Port Phillip Bay and the richly fertile soils of the Casey and Cardinia LGAs. In some locations, the quality of the soil (for example, Koo Wee Rup) is of State significance and despite residential encroachment, this region has substantial rural areas. Environmentally and culturally significant landscapes abound, from the sought-after beachside towns along the Mornington Peninsula on Port Phillip and Westernport Bay to the Cranbourne Gardens, Bunyip State Park, Emerald hinterland, Cape Schanck, Arthurs Seat and the rolling agricultural lands of Red Hill. Located on the periphery of metropolitan Melbourne, the landscape of SMR is highly fragmented yet retains significant environmental values. This area provides important habitats essential to the life cycles of migratory birds and threatened species. The most significant of these for biodiversity conservation include French Island, North Western Port Nature Conservation Reserve, Langwarrin Flora and Fauna Reserve, and Braeside Park. Some of the most intact and extensive areas of Saltmarsh and Mangrove in Victoria occur within Western Port’s Yaringa and French Island National Parks. These are recognized as a site of international significance under the Convention of Wetlands of International Importance especially as Waterfowl Habitat (1971) (Ramsar Convention). Notable parks and reserves include: Park/reserve name Area (hectares) French Island National Park 10,326 Mornington Peninsula National Park 2,686 Point Nepean National Park 543 North Western Port Nature Conservation 2,077 Reserve Lysterfield Park 1,435 Langwarrin Flora and Fauna Reserve 216 Arthurs Seat State Park 566 Churchill National Park 272 Devilbend Natural Features Reserve 1,006 Braeside Park 310 French Island Marine National Park 2,980 Yaringa Marine National Park 777 Mushroom Reef Marine Sanctuary 57

The management of the landscape must balance environmental, visitation and recreational opportunities, and community safety objectives. Appropriate ecological fire management regimes that consider intensity, interval and time of year can improve environmental outcomes. Cross-tenure management is key to protecting important sites with specific fire requirements and for preventing landscape-scale bushfires. Community Emergency Risk Assessment (CERA): Risk assessments and mitigations are referenced in Section 4.1.

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Note, as French Island is an unincorporated area it does not participate in the CERA process however the French Island Emergency Management Plan describes the key risks under section 8.3 noting extreme fire risk, extreme weather, road accidents, structure fire and marine accidents (risks further compounded by accessibility for emergency services). Further information: Refer to the Environmental Scan and Regional Profile appended to this plan for further information on the characteristics and risk profile of the SMR. Also refer to each councils’ website and MEMP for further localised community information.

2.1 Regional Operability SMR shares borders with North West Metro, Eastern Region and Gippsland regional borders and does not have any state borders. Some unique arrangements exist to ensure tactical interoperability in these areas and across the region. French Island French Island in Westernport Bay is a unique locality in Victoria that is home to just over 100 residents with approximately 6000 visitors a year. It remains isolated from the mainland approximately 2km away at its closest point. It has no connecting road, causeway or bridge. Access to the island is only possible by water or air. There is no mains power, water, or other utilities. The main roads are unsealed and there is no public transport. French Island also remains an unincorporated area that is not within the jurisdiction of a municipal council to provide local services and infrastructure. Parks Victoria have an established office on the island and provide the only government agency presence. Country Fire Authority (CFA) remains the only emergency response service with a dedicated presence on the island. These restrictions to access and resources for emergency services and other agencies can affect a timely response for all emergencies. Under Victoria’s emergency management arrangements councils have the legislated responsibility. The French Island Working Group has developed a specific ‘French Island Emergency Management Plan’ stored on EMCoP, to assist with responding to emergencies on French Island. MEMEG The Southern Metro Region Municipal Emergency Management Enhancement Group (SMR MEMEG) was officially formed in 2019, building upon the informal council collaborations and networks within the region that existed prior. The SMR MEMEG provides a council-focused forum to build local government emergency management capability and capacity. The purpose of the group is to: • Standardise council emergency management policies, plans, and procedures that reflect best-practice approaches, legislative changes, and have a community-resilience focus. • Collaborate to share learnings, training and exercising opportunities, and strengthen inter-council resource sharing for emergency management. • Integrate the learnings and outputs of the group into existing and new emergency management forums at the municipal, regional, and state level.

The work of the SMR MEMEG is shared across the 10 SMR councils and will be driven and prioritised according to the group’s action plan. The SMR MEMEG is an independent committee formed by the SMR councils for the benefit of councils and is not a sub-committee

Southern Metro Regional Emergency Management Plan Page 11 of 34 Version 1.0 (18 November 2020) governed by the REMPC. This ensures streamlined synergies with other regional and state level emergency management committees and forums. The SMR MEMEG will nominate members to be conduits between the REMPC and relevant sub-committees with the SMR MEMEG.

2.1.1 Road Crash Rescue Arrangements Provision of road crash rescue within SMR Region is guided by Road Crash Rescue Arrangements 2017.

2.2 Significant historic emergencies in the region Year Emergency description 2020 COVID19 pandemic 2019 SE Victorian Fires 2017 Metro floods 2016 Thunderstorm Asthma (Nov) 2016 Metro Windstorm (Oct) 2011 1 in 500 year flood event Cardinia, Casey and City of Greater Dandenong 2010 Widespread flooding 2009 H1N1 2009 Heatwave 2009 Black Saturday Bushfires 2008 Stevensons Road Closed Landfill – Methane Gas Leak 2003 Avian Flu 2003 Melbourne Hail storm 1990 Heatwave 1983 Ash Wednesday 1939 Black Friday 1939 Heatwave

2.4.2 REMPC Sub Structures (Sub Committees and Working Groups)

The REMPC may convene sub-committees and working groups to manage discrete bodies of work. These sub-groups may be established for finite or ongoing terms, as required. The sub-group concept permits greater equity in tasking and workload and facilitates ongoing committee functionality at peak emergency management times. The broad REMPC provides governance as the ultimate endorsing environment through development of an annual action plan but permits subgroup self-endorsement of tasking and actions to meet the shared objectives and obligations of the committee. Any sub-group established will apply the principles of the EM Act 2013 working in consultation to ensure connectedness across the phases of emergency management in the region while maintaining a focus on key programs of work to support REMPC objectives. In recognition of the ongoing complexity of some areas of regional planning around known risks and hazards, ‘Sub Committees’ may be established with responsibility for delivering / addressing planning for mitigation, response, relief, recovery, community resilience and interoperability relying on subject matter expertise. Sub Committees will prepare and report against an annual plan of work endorsed by REMPC. Sub Committees will advise the REMPC through a regular agenda item and through liaison with REMPC working groups. Formal ToR developed by the REMPC will support and endorse the functions of regional subcommittees.

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3. This Plan

The Southern Metro REMPC has prepared this Plan as required by the EM Act 2013 and having regard to the Ministerial guidelines for preparing emergency management plans. In developing this Plan, the REMPC has committed to: • maintaining an awareness of existing emergency plans and arrangements within the Region. • a robust risk evaluation process, including o undertaking regular risk and hazard assessments o maintaining a regional risk register o supporting accountable agencies to identify and prioritise possible treatments for emergency risks and consequences within the region o developing plans to manage or mitigate identified and prioritised residual risks • identifying capability and capacity limitations and within the region and supporting capability uplift, including through multi-agency exercising and training The arrangements in this plan apply on a continuing basis and do not require specific activation.

3.1 Sub-plans and complementary plans

3.1.1 Sub-plans The REMPC will determine if a sub-plan is required to detail more specific or complex arrangements that either enhance or contextualise this Plan. All sub-plans are multi-agency plans and may be hazard specific where the consequences are likely to be significant, for example a regional flood response sub-plan. All sub-plans to this Plan are subject to the same preparation, consultation, approval and publication requirements as this Plan, as outlined in Part 6A of the EM Act 2013 Agencies with roles or responsibilities in the sub-plan must act in accordance with the Plan (EM Act 2013 s60AK). In determining which risks require sub-plans to support this Plan, the REMPC has had consideration of the following reports and supporting materials: • Victorian Action Plan Pandemic Influenza (State) 2015 • COVID-19 Pandemic Plan for the Health Sector (State) 2020 • Heat Health Plan for Victoria (State) 2019 • Victoria’s Critical Infrastructure All Sectors Resilience Report 2020 • Critical Infrastructure Resilience Strategy, EMV July 2015 • Strategic Bushfire Management Strategy • Central Region Emergency Response Plan SES (Flood Plan) 2018 • State Emergency Response Plan Class 3 Emergency 2018 • Emergency Risks in Victoria 2020 (pending endorsement) • Existing Municipal Emergency Management Plans (MEMPs), including their CERAs. • Resilient Recovery Strategy 2019. • Victoria's Critical Infrastructure All Sectors Resilience Report 2018 A list of sub-plans is included at Attachment A.

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3.1.2 Complementary Plans Complementary plans are prepared by industry/sectors or agencies for emergencies that do not fall within Part 6A of the EM Act 2013. They are often prepared under other legislation, governance or statutory requirements for a specific purpose. Complementary plans do not form part of this Plan and are not subject to approval, consultation and other requirements under the EM Act 2013. A list of complementary plans that have significance to the comprehensive, coordinated and integrated emergency management arrangements in the region are included at Attachment A. Planning Process The planning process seeks to understand the context, assess strategies, develop, monitor and review plans to manage identified risks or hazards. The State Emergency Management Priorities outlined in the SEMP underpin and guide all decisions at every phase of emergency management. These priorities are: • Protection and preservation of life is paramount. This includes: o Safety of emergency response personnel and o Safety of community members including vulnerable community members and visitors/ tourists • Issuing of community information and community warnings detailing incident information that is timely, relevant and tailored to assist community members make informed decisions about their safety • Protection of critical infrastructure and community assets that support community resilience • Protection of residential property as a place of primary residence • Protection of assets supporting individual livelihoods and economic production that supports individual and community financial sustainability • Protection of environmental and conservation assets that considers the cultural, biodiversity, and social values of the environment.

In addition to the sub-plans and complementary plans that are in existence to manage known risks, the REMPC has identified and prioritised some risks for which further planning is recommended (Attachment D). These risks have been assessed through a consequence lens to establish regional coordination and response arrangements that will support an effective, coordinated and integrated response. It is noted that mitigation for these risks may fall to an individual or agency and that the REMPC does not have authority to direct any person. The REMPCs function is to provide information and guidance to the relevant risk owner, where necessary.

3.2 Planning Objectives The objectives of this Plan are to:

1. Promote an integrated and coordinated approach to emergency management in the SMR to reduce the effect and consequences of emergencies on people and our community. 2. Ensure mitigation, response and recovery are effectively integrated. 3. Promote a community focused and placed based approach. 4. Support community resilience and create opportunities for community-based roles. 5. Connect our regional emergency management sector and build networks, capabilities and capacity. 6. Support emergency and recovery worker wellbeing. Southern Metro Regional Emergency Management Plan Page 14 of 34 Version 1.0 (18 November 2020)

7. Provide links to the right information to outline agreed emergency management arrangements for SMR. 8. Acknowledge and identify risks and plan for them in a way that improves outcomes for people and communities.

3.3 Three-year planning horizon This first version of the SMR REMP is foundational and the first step on a journey of continuous improvement in planning. Indicatively, the SRM REMPC foresees the following key milestones towards planning maturity over the next three years: • Ensuring the Plan is reviewed to best enhance and deliver arrangements (through this plan) that inform control and coordination across the region. • Ensuring that actions to enhance regional capability is reflected in future versions of the Plan. • Ensuring the governance structure and membership of the SMR REMPC best supports the assurance of actions and responsibilities in this Plan. The criteria used to measure the success of this Plan are: • Identify and incorporate complementary plans • Review and refresh sub-plans as required • Assurance of all MEMPs within 3-year cycle • Monitor, evaluate and review this Plan based on learnings from emergency events • Encourage and support integrated training and exercising • Identify, assess and mitigate new and emerging risks

4. Emergency Management Phases 4.1 Mitigation This Plan recognises that mitigation activities occur across a broad range of business, industry and agencies, as part of normal working arrangements. Mitigation activities may include application of policy and regulations, development of infrastructure, and provision of training and education activities.

SMR TOP RISKS DESCRIPTORS MITIGATIONS (EXTREME OR HIGH THROUGH CERA) Natural Disasters Bush fire All hazards Public Information Campaigns Grass fire Planning ie: Flood Guides, DAM Strategies, Flood and storm Flood mapping, Regional Bushfire Strategy, Riverine Flooding MEMPS, Municipal Fire Management Plans, Flash Flooding CERA Risk Assessments Heat Health Planning Committees: • Regional Fire Management Planning Committee • Southern Eastern Fire Management Working Group • Southern Metropolitan MEMEG Asset Management at local government level – drainage engineering, road network maintenance, land use planning Southern Metro Regional Emergency Management Plan Page 15 of 34 Version 1.0 (18 November 2020)

Planned burns Mechanical works for fuel reduction Fire Hazard Inspection Programs Neighbourhood Safer Places SMR TOP RISKS DESCRIPTORS MITIGATIONS (EXTREME OR HIGH THROUGH CERA) Infrastructure Structural Fires Community education programs Smoke alarms Fire response testing systems Biological Epidemic/Pandemic Community engagement campaigns – ie: hand hygiene Municipal Pandemic Plans, State Pandemic Plan Border control Environmental Health controls Immunisation and vaccinations

Animal and Plant Quarantine Biosecurity – Port and Airport National livestock tracing systems Vaccination controls Animal welfare controls - Enforcement of regulations Site inspections ie: markets, farmers Technical Hazardous material Dangerous goods storage and handling release (and/or regulations transport) Traffic management plans Service distribution Community information - Utilities Load Shedding Cooling Centres Human Caused Massacre/Terrorism National Guidelines for the Protection of Places of Mass Gathering from Terrorism Transport Accident Large Commercial Enhancements/improvements in road design Road/Rail and safety features Aircraft Community Education Insurance Enforcement of rail/air safety regulations/codes Enforcement of high-risk locations Traffic management plans

4.2 Preparedness In the emergency management context preparedness includes activities undertaken by individual agencies or stakeholders to prepare for identified hazards or risks such as storm season. Activities may include but are not limited to doctrine review, training or exercising, asset and equipment maintenance or personnel recruitment. In undertaking preparedness activities, consideration is given to the five core capability elements and the 21 core capabilities detailed in the 2018 Victorian Preparedness Framework (VPF). The VPF shows agencies how to estimate their capability requirements, set capability targets and identify the critical tasks to achieve the targets. Southern Metro Regional Emergency Management Plan Page 16 of 34 Version 1.0 (18 November 2020)

SMR preparedness activities that will be undertaken to support capability and capacity for the term of this Plan include: • Attendance and support coordination of pre-season briefings (Statewide) • Health and Human Services Preparedness Briefing • Operation Summer Safe – Victoria Police The SMR Training and Exercising Working Group was established in 2018 to provide regionally focused training and exercising opportunities for key stakeholders. The SMR Training and Exercising Working Group has facilitated a survey for REMPC members, compiled a list of priority actions for training and exercising, begun mapping all existing training available at the regional level and commenced planning for a regionally based exercise. https://files-em.em.vic.gov.au/OpFac/SMR/Training-Exercise-Schedule/Training- Exercise-Schedule.htm?SMR-Training-Exercise-Schedule.dat&v=1601517935172. Regionally based community engagement campaigns such as the ‘Are you prepared for an emergency?’ campaign developed by SMR councils in collaboration with emergency services helps to increase the community’s resilience. The SMR MEMEG has a particular focus on emergency preparedness. Its Action Plan highlights several key items to enhance the preparedness for councils to respond to an emergency including providing shared training opportunities and developing doctrine to provide consistencies in council emergency management operations and resource sharing.

4.3 Response The response phase includes agency command, control and coordination arrangements that are in place and tested before an event (known as readiness), the conduct of the response operation, and the provision of immediate relief to support communities during and in the immediate aftermath of an emergency. Where possible, response activities should be managed at the lowest possible level which is often the municipal level. Whilst this is the case, regional support may be requested in accordance the arrangements outlined in this Plan. This Plan applies a regional lens to response arrangements that will be applied when a multi- agency effort is required to manage an emergency event. It is not intended to be a tactical level plan although it may support the development of such plans and outline the arrangements where the scale and nature of the emergency require escalation. Regional response arrangements in the SMR include: • Coordinated regional level readiness, response, relief and recovery management for major emergency events through the application of agreed triggers and resource escalation; This includes engagement with/in: o Regional Control Team o Regional Emergency Management Team o Incident Emergency Management Teams o Municipal/Regional Recovery Committees • Coordination of readiness and response in conjunction with other metropolitan regions to be efficient and effective; • Resourcing of readiness and response across agencies within the region prior to escalation; • Utilisation of community and business networks to enhance engagement; • Ensuring intelligence and insights gained from community meetings are used to ensure community concerns are considered in the operational management of an emergency; • Monitoring and communication during state-controlled operations;

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• Oversight of control and coordination activities to ensure timely and effective activation, response, communication, relief, transfer of control, de-escalation, and transition to recovery; • Active assessment and management of region wide consequences during incidents; • Capture opportunities for collaboration and coordination and minimise duplication of effort (e.g. relating to community engagement and exercising); • Ensuring timely and wholistic after-action reviews and development of strategies to address identified areas for improvement; • Resource Coordination, where there is a need for it to be done at a regional level; and • Management and resourcing of key state level assets (such as Agency Mobile Command Vehicles). Responsibilities and accountabilities of lead and support agencies as they relate within command, control and coordination structures, for response, relief and recovery are as per the SEMP.

4.3.1 Incident Control Centres and Regional Control Centre/s As per the Victorian Emergency Operations Handbook, Class 1 and some types of Class 2 emergencies are managed from the State Control Centre, Regional Control Centres (RCCs) and either an Incident Control Centre (ICC), mobile command vehicle, site office or other location determined by the EMC. Class 2 and other emergencies, depending on the size, type and nature may be managed from an agency specific location. The Victorian Emergency Operations Handbook details the locations and contact details for each RCC and ICC across the state, which are expanded further in Attachment E of this Plan.

4.4 Recovery arrangements This Plan outlines recovery arrangements that will be applied where an emergency has impacted multiple municipalities or communities or where the impacts of an emergency have wide ranging or long-term impacts or to provide a regional lens for what is outlined in the SEMP. As outlined in the SEMP, there are four key recovery environments that require a coordinated approach as part of the recovery process; social, economic, natural and built (as per the Resilient Recovery Strategy). • Social: the direct and indirect effects an event may have on the health and wellbeing of individuals, families and communities. This environment is primarily concerned with safety, security and shelter, health and psychosocial wellbeing. • Economic: the direct and indirect effects an event may have on business, primary producers and the broader economy • Built: the effects an event may have on essential physical infrastructure including essential services, commercial and industrial facilities, public buildings and assets and housing. • Natural: the effects an event may have on a healthy and functioning environment, which underpins the economy and society. Components of the natural environment include air and water quality; land degradation and contamination; plant and wildlife damage/loss; and national parks, cultural and heritage sites. Further information on the recovery environments can be found in the SEMP and the Regional Emergency Relief and Recovery Plan https://files- em.em.vic.gov.au/OpFac/SMR/Plans/Southern-Metro-Region-Plans/SMR-Relief-and- Recovery-Plan.pdf?v=20200326163220

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The SEMP outlines responsibilities for tiered levels of recovery responsibility and coordination at the local, regional and state level to address the extent of needs and capacity at each level. Escalation of recovery (from local to regional to state) operates on the following principles: • Recovery decision-making and coordination, where possible, is undertaken at the local level, supported by regional and state-based activities • Specific relief and recovery activities within recovery functional areas may be escalated to region or state level if needed. This will not necessarily cause a change in the point of coordination and builds on existing local arrangements, rather than replacing them. This Plan recognises and reflects the National Principles for Disaster Recovery: • Understanding the context • Recognising complexity • Using community-led approaches • Coordinating all activities • Communicating effectively • Recognising and building capacity The Victorian Government’s recovery outcomes, which guide recovery planning, programs and continued improvements to the recovery system, are: • Victorians are safe, resilient and healthy • Victorians are connected to people, places and culture • government responses and services are people-centred, adaptable and sustainable • Victoria has thriving regions and a healthy environment.

Local Recovery Coordination Recovery is best managed at the level closest to the affected community. Recovery at the local level is coordinated by the local council in partnership with recovery support agencies and service providers. Each of the 10 SMR local councils outline their local level recovery arrangements within their MEMPs. Relief and recovery coordination commence at a local level and as required, can escalate to regional or state level: • when requested, because capacity is exceeded; • where an emergency has affected multiple municipalities in one region, or multiple regions within the state; or • where an emergency has a significant community-wide impact, in which case the Victorian government may establish an event specific relief or recovery coordination structure to oversee a whole-of-sector response. In the event of an emergency being escalated (to regional or state level), the escalation will build on existing local arrangements, not replace them. Note: the Joint Metropolitan Region Local Mutual Aid Plan: https://files-em.em.vic.gov.au/OpFac/Metro/Metro- LMAP.pdf?v=20200326163220 Recovery Escalation The escalation from local through to national level relief and recovery services is designed so that additional coordination layers are enlisted to provide more support, not to replace or relieve lower levels of responsibility. Local and regional emergency relief and recovery planning and coordination remain vital in large-scale emergencies where state and federal assistance is provided.

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Most emergencies are small and managed locally by the council. Regional recovery staff can provide support and advice to assist councils coordinate the event locally. Where an emergency is likely to exceed the capacity of a municipal council to coordinate emergency relief or recovery, the council may request the relevant Regional Recovery Coordinator undertake coordination of emergency relief or recovery at the regional level. Where this occurs, the Department of Health and Human Services assumes responsibility for the coordination of relief and recovery across the region. In the event of an emergency that surpasses local capacity and expected to create a prolonged relief or recovery phase, the Regional Recovery Coordinator or State Recovery Coordinator may decide a regional incident specific relief or recovery plan, or both, is required. The Regional Recovery Coordinator (RRC), in consultation with the relevant tiers, can escalate specific relief and recovery activities within recovery functional areas or relief and recovery coordination to meet the objectives of the recovery effort for reasons including: • to activate more resources and specialist skills for recovery • to overcome exhaustion or loss of capacity of resources • to ensure the recovery effort is sustainable. Further information on regional relief and recovery arrangements can be found in the Southern Metro Regional Emergency Relief and Recovery Subplan. State Early Recovery The State Emergency Relief Coordinator and the State Recovery Coordinator within the State Control Centre lead relief and early recovery at the State level, in close partnership with regional recovery coordinators/managers and impacted councils. In the short to medium term, the State Recovery Manager acts as a conduit between the State Control Centre operations and regional recovery partners, as well as focusing on broader recovery across Victoria as required. The Regional Controller, the Regional Recovery Coordinator (DHHS) and where required the State Recovery Manager, will determine the transition timing and handover requirements to fully establish the Recovery Coordination arrangements.

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5. Evaluation and continuous improvement

The Inspector-General for Emergency Management (IGEM) released the Assurance Framework for Emergency Management 2019 (the Framework). The Framework provides a starting point for a coordinated approach to sector-wide/system level assurance. The EM- LEARN Framework supports the Framework through assisting the establishment of a culture and common process to enable continuous improvement across organisations within the sector. Lessons Management Lessons management is the management of a continuous learning cycle where capturing, analysing and implementing lessons, occurs without barriers, and results in measurable behaviour change. It includes the establishment of a learning culture to support the capturing of observations and insights from monitoring, debriefing and review activities, which are then analysed for trends, risk and lessons. Lessons are then assessed for action, which is then implemented and monitored for change and improvement. Evaluation and Continuous Improvement The Southern Metro Region REMPC supports and promotes the State’s commitment to a culture of continuous improvement as outlined in the Framework, the 2015 EM-LEARN Framework and the Lessons Management Life Cycle. SMR lessons management is founded on a platform of evaluation and continuous improvement. Evaluation and Continuous Improvement’s contribution to EMV’s EM-LEARN Framework and its 5 Areas for Action SMR’s evaluation and continuous improvement approach is aligned with, and will promote and enhance, the EM-LEARN Framework and its 5 Areas for Action, as shown in the following table. EM-LEARN Description SMR Contribution to EM-LEARN Framework Framework Area for Action Governance Implementing a clear governance The SMR evaluation and continuous structure to support the life cycle Improvement approach contributes to and system will be key to the emergency management practice and framework’s success. learning, and organisational accountability Governance supports the cultural and transparency. characteristics of leadership and Operational learning (e.g. debriefs, After accountability and will ensure Action Reviews) and non-operational that the process is transparent learning (e.g. project evaluations) will be and functional. shared via EM-Learn. Communication Communication is critical to Information will be shared within and across lessons management success, participating organisations and communities, not only to ensure the collection across regions, and to State (State Review of information but throughout the Team) cultivating the opportunity for all lesson management process and members to contribute towards continuous at all levels of emergency learning and improved services. Information management. Lessons and learning are made readily available and management will include a clear accessible in a timely manner and in an and transparent process for all appropriate and useable format. members ensuring any required

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information can be easily accessed.

Process The process includes the The SMR REMPC will contribute to the following stages: capturing process for lessons management and observations, analysing insights, continuous improvement by adhering to the lesson identified, assess action, EM-LEARN Framework and the Lessons implementation and Management Life Cycle process. This dissemination, monitoring and includes the input of information where measuring and lesson learned. required and the application of lessons Implementation of this process learned (where identified and allocated to will rely on a clear governance REMPC’s). structure and communication plan to ensure successful SMR supports the establishment of a lessons management. standard set of emergency operations indicators and measurement across the Australian emergency management sector. Training To support the development of SMR REMPC members will be aware of and clear expectations, roles and understand the EM-LEARN framework and responsibilities, personnel will be processes; data collection and analytical adequately trained and educated skills; lessons documentation and sharing; on the tools, techniques and and the application of lessons learnt; and concepts. nurturing a culture of learning and continuous improvement.

Inter-agency training and skills development will be promoted and supported where relevant. Technology Development of a lesson sharing SMR supports of the use of EM-SHARE as a platform to support sector wide lessons sharing platform to support sector learning and the lessons wide learning and lessons management. management life cycle. Observations and files can be submitted at any time during or after deployment, project, shift, incident, season, project/program or event.

All REMPC members agree to input relevant data and information into the system that relates to the region.

All relevant personnel from partner agencies should be equipped and trained to make use of the database.

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6. Roles and responsibilities

An agency that has a role or responsibility under this Plan must act in accordance with the Plan. The SEMP outlines agreed agency roles and responsibilities, noting that existing duties, functions, power, responsibility or obligation conferred on an agency by law, licence, agreement or arrangement prevail to the extent of its inconsistency with this plan (EM Act 2013 s60AK). The roles and responsibilities outlined in this plan are specific to the region and are in addition to, or variations on, what is outlined in the SEMP. Attachment F provides further detail relating to each agency’s roles and responsibilities where they differ from the SEMP.

7. Restricted operational information

Section 60AI(2) of the EM Act 2013 allows the REMPC and Emergency Management Victoria to exclude information from this published that is related to critical infrastructure, personal information or information that is of a commercially sensitive nature. A short summary of the restricted information is included here, including who the contact point is should the user of this plan seek access to this information. Summary of the Reason for Agency/ies that Contact point/s restricted information restriction hold this information in full Cultural Heritage Sensitive DPC Values Information CIRIS Related to critical EMV EMV infrastructure Vulnerable Persons Personal DHHS, Victoria Municipal and Register information Police, Local Regional Government Emergency Response Coordinators, Victoria Police

The information included in the remainder of this section is considered restricted operational information and is to be redacted in the published version of this Plan.

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Document information

Document details

Criteria Details Document title: Southern Metro Regional Emergency Management Plan Document owner: Southern Metro Regional Emergency Management Planning Committee

Version control

Version Date Summary of amendments Author 0.1 29 June 2020 Initial draft provided to key Laura Adams, EMV stakeholders for feedback 0.2 14 July 2020 Feedback incorporated and further Kaylene Jones and enhancements. Laura Adams, EMV Provided to REMP Development Working Groups to guide development of REMPs. 0.3 5 August 2020 Provided to WG members for content REMP WG development 0.4 2 September 2020 Updated by WG members REMP WG 0.5 17 September Updated following iREMPC mtg REMP WG/iREMPC 2020 9.9.2020 0.6 1 October 2020 Final Draft REMP WG 0.7 8 October 2020 Final REMP WG 1.0 18 Nov 2020 Approved by Andrew Crisp, N/A Emergency Management Commissioner

Document assurance This document requires the following assurance:

Assurer Title Date Barry Gray Chair – on behalf of the Southern Metro 8 Oct 2020 REMPC

Document approval This document requires the following approval:

Approver Title Date Andrew Crisp Emergency Management Commissioner 18 Nov 2020

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References

Support material Author Location/link Guidelines for Issued by the EMV Website Preparing State, Minister for Police Regional and Municipal and Emergency Emergency Management Plans Resilient Recovery Emergency EMV Website Strategy Management https://www.emv.vic.gov.au/how-we- Victoria help/resilient-recovery-strategy Lessons management Emergency https://www.emv.vic.gov.au/how-we- framework (EM- Management help/reviews-and-lessons- LEARN) Victoria management/lessons-management- framework-em-learn Victorian Emergency Emergency EMV Website Operations Handbook Management https://www.emv.vic.gov.au/publications/victori Victoria an-emergency-operations-handbook Victorian Preparedness Emergency EMV Website Framework Management https://www.emv.vic.gov.au/how-we- Victoria help/emergency-management-capability-in- victoria/victorian-preparedness-framework Victorian Emergency Emergency EMV Website Management Strategic Management https://files-em.em.vic.gov.au/public/EMV- Action Plan Victoria web/Publications/EMV_Strategic_Action_Plan_ 2018-2021.pdf

Review date

Review Date Description November 2023 This document will be reviewed every 3 years or more frequently as required.

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Acronyms This section contains acronyms that are used throughout this Plan.

Acronym Description CEMP Community Emergency Management Plan CERA Community Emergency Risk Assessment CFA Country Fire Authority EM Act 2013 Emergency Management Act 2013 EMC Emergency Management Commissioner EMCOP Emergency Management Commission Operations Portal EMMV Emergency Management Manual Victoria EMV Emergency Management Victoria ICC Incident Control Centre IGEM Inspector-General for Emergency Management IRCS Interagency Response Coordination System LGA Local Government Authority MEMEG Municipal Emergency Management Enhancement Group MEMP Municipal Emergency Management Plan RCC Regional Control Centre REMPC Regional Emergency Management Planning Committee REMP Regional Emergency Management Plan REMT Regional Emergency Management Team SEIFA Socio-Economic Indexes for Areas SEMP State Emergency Management Plan SMR Southern Metro Region ToR Terms of Reference VPF Victorian Preparedness Framework

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Attachment A: Plan Hierarchy

This Plan’s sub plans Southern Metro Emergency Relief and Recovery Plan

Complementary plans French Island Emergency Management Plan (and supporting documents) Various local response plans (CFA) SMR Regional 7 Day Readiness Plans (updated weekly during summer season) SMR Regional Readiness Response Arrangements and Guidelines (CFA documents last reviewed 2017) SMR Dandenong RCC Business Continuity Plan SMR Dandenong ICC Business Continuity Plan SMR Readiness Matrix REMT and LGA (last updated 2018) Joint Metropolitan Local Mutual Aid Plan (covers Eastern, Northern & Western and Southern Metro Regions)

Community Emergency Management Plans Nil

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Attachment B: The emergency management regions

This Plan recognises that the regions for emergency management planning do not align with the regions used in the business as usual activity of each member agency. Declaration of eight emergency management regions This Plan recognises that the regions for emergency management do not align with the regions used in the business as usual activity of each REMPC member agency. On recommendation of the Minister for Police and Emergency Services, the Governor in Council has declared emergency management regions under s77A of the Emergency Management Act 2013, as amended by the Emergency Management Legislation Amendment Act 2018. This declaration was made on 29 September 2020. The eight emergency management regions are: - Barwon South West - Gippsland - Grampians - Hume - Loddon Mallee - Eastern Metro - North West Metro - Southern Metro The eight regions are based on the Victoria government regions with minor variations for the purposes of emergency management. All emergency management regions are encouraged to collaborate with other regions as part of the new planning framework. The Area of Operations concept in the State Emergency Management Plan provides flexibility across all emergency management regions. Southern Metro as an emergency management region

The municipalities within the Southern Metro region are: • Bayside City • Cardinia Shire Southern Metro Regional Emergency Management Plan Page 28 of 34 Version 1.0 (18 November 2020)

• Casey City • Frankston City • Glen Eira City • City of Greater Dandenong • Kingston City • Mornington Peninsula Shire • Port Phillip City • Stonnington City

The Southern Metro REMPC is also responsible for planning to a distance of 3 nautical miles from shore, including any unincorporated areas within this 3 nautical mile limit. The unincorporated French Island is designated in the Southern Metro region for the purposes of emergency management planning.

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Attachment C: Emergency Management Plan Statement of Assurance for this Plan

Plan Preparer: Southern Metro Emergency Management Planning Committee

I certify that the attached Regional Emergency Management Plan complies with the requirements of the Emergency Management Act 2013, including having regard to any relevant guidelines issued under section 77 of that Act, to the extent outlined in the planning assurance checklist.

Signature of nominated representative of preparer:

Name: Barry Gray, Chair, Southern Metro Emergency Management Planning Committee Date: 6 November 2020

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Attachment D: Regional Risk Assessment

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Attachment E: Regional and Incident Control Centres

Regional Control Centre

Location Street address CFA Regional HQ 45 Assembly Drive, Dandenong South 3175 Responsibility for access: CFA RAC/RDO Arrangements for opening and closing: Facility Manager Functional use/capacity/limitations: Requires access cards to enter BCP arrangements: SES Mulgrave ICC

Incident Control Centres

Location Street address CFA Regional HQ 45 Assembly Drive, Dandenong South 3175 Responsibility for access: CFA RAC/RDO Arrangements for opening and closing: Facility Manager Functional use/capacity/limitations: Requires access cards to enter BCP arrangements: Ferntree Gully ICC

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Attachment F: Emergency Management Agency Roles and Responsibilities

This page is intentionally left blank. No additional Roles and Responsibilities have been identified.

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Attachment G: Municipal Emergency Management Plan approval schedule

This table provides an overview of the dates that Municipal Emergency Management Plans (MEMPs) within the Southern Metro region were last reviewed and when they are due for their next review. All MEMPs will approved by the REMPC during this plan’s own review horizon.

Municipality Date of most recent approval Date of next approval (from earliest to most recent) Kingston 31 March 2017 19 May 2020 (Non-compliance) Stonnington 05 November 2017 21 November 2020 Bayside 10 November 2017 24 November 2020 Dandenong 27 February 2018 27 February 2021 Cardinia 22 October 2018 22 October 2021 Mornington 05 December 2018 04 December 2021 Peninsula Frankston 12 March 2019 11 March 2022 Port Phillip 14 June 2019 12 June 2022 Casey 27 May 2020 09 June 2023 Glen Eira 31 August 2020 31 August 2023

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