HUME REGION

Regional Emergency Management Plan

Version: 1.0 Released: Hume Region

Figure 1: Hume Region, with Emergency Management Victoria Regional borders, and Alpine Region Management Boards

HUME

Figure 2: Hume Region Local Government Boundaries

ISBN 978-1-922262-43-1

Hume Regional Emergency Management Plan Page 2 of 82 Version 1.0 (18 November 2020)

Acknowledgement of Country

Hume 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 Hume Regional Emergency Management Planning Committee and is approved by the Emergency Management Commissioner.

Hume Regional Emergency Management Plan Page 3 of 82 Version 1.0 (18 November 2020)

Table of contents

1. Introduction ...... 6 1.1 Purpose ...... 6 1.2 Objective ...... 6 1.3 Scope ...... 7 1.4 Authority ...... 9 1.5 Administration ...... 9

2. Regional Context ...... 10 2.2 Regional Operability ...... 16 2.3 Alpine Regions ...... 17 2.4 Regional Planning ...... 18

3. This Plan ...... 19 3.1 Sub-plans and complementary plans ...... 20 3.2 Planning Process ...... 20 3.3 Planning Objectives ...... 21 3.4 Three-year planning horizon ...... 22

4. Emergency Management Phases ...... 23 4.1 Mitigation ...... 23 4.2 Preparedness ...... 23 4.2.1 Incident Control Centres and Regional Control Centre/s...... 24 4.3 Response ...... 24 4.4 Recovery arrangements ...... 34

5. Evaluation and continuous improvement ...... 36

6. Roles and responsibilities ...... 36

7. Restricted operational information ...... 37

Document information ...... 38

Attachment A: Plan Hierarchy ...... 44

Attachment B: Emergency management regions ...... 45

Attachment C: Emergency Management Plan Statement of Assurance ...... 47

Attachment D: Cross-border considerations ...... 48

Attachment E: Regional Risk Assessment...... 51

Attachment F: Regional and Incident Control Centres ...... 56

Attachment G: Emergency Management Agency Roles and Responsibilities ...... 59

Attachment H: Municipal Emergency Management Plan approval schedule ...... 60

Attachment I: Significant historic emergencies in the region ...... 61

Attachment J: REMPC example sub structures ...... 63

Hume Regional Emergency Management Plan Page 4 of 82 Version 1.0 (18 November 2020)

Attachment K: Restricted information ...... 65

Attachment L: DRAFT Hume Region Regional Consequence Strategy ...... 69

Attachment M: RCoT Structure ...... 81

Attachment N: REMP Review Register ...... 82

Hume Regional Emergency Management Plan Page 5 of 82 Version 1.0 (18 November 2020)

1. Introduction 1.1 Purpose The Emergency Management Act 2013 requires each Regional Emergency Management Planning Committee (REMPC) to develop and maintain a comprehensive emergency management plan (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. Emergency Management Act 1986 (EM Act 1986) and the Emergency Management Act 2013 (EM Act 2013) provide the authority for management of emergencies in Victoria and for the preparation, approval and application of Regional Emergency Management Plans (REMPs). The REMP and associated Ministerial Guidelines replace Part 5.7 of the Emergency Management Manual Victoria (EMMV Part 5.7), including the Regional Emergency Response Plan (RERP), the Regional Emergency Recovery Plan (RRP) and the Regional Strategic Fire Management Plan (RSFMP)1. This plan is subordinate to the State Emergency Management Plan (SEMP) and must be read in conjunction with the: • SEMP which outlines strategic emergency management arrangements • Approved Ministerial Guidelines As at 30 September 2020 the SEMP replaces Parts 3,4,5 and 8 of the EMMV. The remainder of the EMMV will be discontinued from 1 December 2020, as it will be superseded by regional and municipal reforms in the Emergency Management Legislation Amendment Act (EMLA Act), published Ministerial Guidelines, existing doctrine, policy and procedures.

1.2 Objective This Plan documents the agreed emergency management (EM) 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 Hume 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. • Promotes an integrated and coordinated approach to emergency management in Hume Region. • Ensures the activities of mitigation, preparation, response, relief and recovery are effectively integrated.

1 This reference will be reviewed upon the publication of the SEMP and new ministerial guidelines are endorsed in line with Amendments to EM Act 2013.

Hume Regional Emergency Management Plan Page 6 of 82 Version 1.0 (18 November 2020)

• Provides an authorising environment for regional EM planning including supporting sub structures. • Promotes a community focus, resilience, and a connected regional sector for identifying, sharing and management of emerging risks and consequences. • Endorses capability development through shared training, exercising, learnings and continuous improvement initiatives.

1.3 Scope

1.3.1 Context The Regional Emergency Management Plan (REMP) is a subordinate plan to the SEMP. This plan supports holistic and coordinated emergency management arrangements within the region. It is consistent with and contextualises 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.

Hume Regional Emergency Management Plan Page 7 of 82 Version 1.0 (18 November 2020)

Figure 3: Plan hierarchy. This Plan should be read in conjunction with the SEMP and any other identified plans listed in Attachment A.

Hume Regional Emergency Management Plan Page 8 of 82 Version 1.0 (18 November 2020)

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.

Hume 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 B 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. It has been developed in a collaborative manner, recognising the importance of community emergency management planning (EM Act 2013, s60AA).

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’s Terms of Reference (TOR), available on request to the REMPC.

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 The assurance process is detailed in the EM Act 2013 (s60AG and s60AH) and the Ministerial Guidelines for preparing emergency management plans. This plan has been prepared in accordance with the EM Act 2013 and Ministerial Guidelines for preparing emergency management plans. A Statement of Assurance (Attachment C) has been prepared and submitted in compliance with the EM Act 2013.

1.5.4 Planning Principles The EM Act 2013 provides principles to underpin the preparation and content of emergency management plans. These principles are articulated in the SEMP.

1.5.5 Plan Content Section 60AE EM Act 2013 specifies “an emergency management plan must contain provisions” for (a) providing for the mitigation of emergencies; and (b) providing for the response to emergencies; and (c) providing for the recovery from emergencies; and (d) specifying the roles and responsibilities of agencies in relation to emergency management.

Hume Regional Emergency Management Plan Page 9 of 82 Version 1.0 (18 November 2020)

1.5.6 Urgent Updates Section 60AM of the EM Act 2013 permits the REMPC to make updates to the REMP if: • the update is urgent; and • there is a significant risk that life or property will be endangered if the REMP is not updated and • consulting on the update, preparing a statement of assurance, and obtaining the approval of the EMC for the update is not practicable in the circumstances. Urgent updates come into force when the updated REMP is published and remains in force for 3 months. The EMC may revoke any urgent update made to the REMP under this section.

1.5.7 Compliance An agency that has a role or responsibility under this plan, must act in accordance with the plan. 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 s.60AK).

1.5.8 Plan review Section 60AN of the EM Act 2013 addresses review of this REMP. This REMP is current at the time of publication and remains in effect until modified, superseded or withdrawn. The purpose of review is to ensure the REMP provides for a current, integrated, coordinated and comprehensive approach to emergency management in Hume Region. As a means to ensure that relevant issues, learnings or items for review are centralised a Regional Planning Reform Register is to be kept. Please see Attachment N. This REMP will be reviewed as required and at least every 3 years. This Plan will be reviewed not later than November 2023.

2. Regional Context

Hume Region is in the north east of Victoria and shares boundaries with four Victorian EM regions as well as New South Wales. It incorporates the alpine region, including alpine resorts of Dinner Plain, Falls Creek, Lake Mountain, Mt Buller & Mt Stirling, Mt Baw Baw and Mt Hotham, and extends to the Murray River region (Barmah to Corryong). The headwaters and catchments of many of Victoria’s major rivers are located within the region including the Broken, Goulburn, Kiewa, King, Mitta Mitta, Murray and Ovens Rivers. The flood plains of Murray, Goulburn and Ovens rivers provide fertile agricultural land, with the area being of national significance for dairying, horticultural production and secondary processing. The region includes two sub-regions, being Goulburn and Ovens Murray, which are serviced by 12 Local Government Areas (LGAs) and four Alpine Resort Management Boards (ARMBs).

Hume Regional Emergency Management Plan Page 10 of 82 Version 1.0 (18 November 2020)

The following is an overview of Hume Region: • Average temperatures and weather events across the region vary significantly due to geography and seasons resulting in Hume region being susceptible to natural events including fire; flood; storm and heatwave • Climate change is expected to increase the frequency for natural events to occur and has potential to affect all aspects of the natural, built, social and economic environments, in particular primary production, infrastructure, tourism, health and community and the Environment natural environment2 • Both sub-regions are predisposed to bushfires, with many high bushfire hazard areas intersecting with settlements and some areas experiencing rural residential and tourism expansion. • Both sub-regions are predisposed to flooding both riverine and flash floods, with large communities on flood plains and adjacent to flood prone catchments

• A majority of Murrindindi and Mitchell LGAs falls within Melbourne’s peri-urban fridge area and as a result are experiencing population and development pressures • Nearly 300,000 people live in Hume Region, with significant portions of population located in three LGAs – Greater Shepparton (22%); Mitchell Shire (15%) and City of Wodonga (14%). By 2036, the population is expected to increase by 32% • • Department of Jobs, Precincts and Regions (DJPR) statistics (2016) relevant to identifying potential vulnerable groups are: • 25% - 19 years and under Demographics • 20% - 65 years and older • 2.1% - Aboriginal population • 12.08% - born overseas • 7.8% - speak a language other than English at home • 4.9% - households without a vehicle • 73.24 – home ownership • 80.2% of all households were connected to the internet • 60% - of persons did not complete Year 12

• By business (2019) - Agriculture, forestry & fishing (25%); construction Industry (18)

2 Environmental Scan Report – Hume Region (DJCS, Aug 2020)

Hume Regional Emergency Management Plan Page 11 of 82 Version 1.0 (18 November 2020)

• By job (2016) – Health care & social assistance (15%); Retail (11%); Manufacturing (10%) • Aboriginal cultural heritage assets include important heritage sites in the lands of the Yorta Yorta and Taungurung people • Various art galleries and museums located across the region Cultural Values & Assets • Major events & festivals are held across the region, drawing visitors from within Hume as well as across the state and country. World class events are also held in fields including music; art; paragliding; gliding; mountain biking & BMX

2.1.1 Tourism Victoria regional profile Hume Region’s natural attractions (lakes, rivers & mountains) have resulted in the region developing a thriving tourism industry, with most areas benefiting from the sector as they either host a natural attraction or are an entry point to one. State and National Parks of significance include: Alpine National Park; Mount Buffalo National Park; Kinglake National Park and Barmah State Park. Official and unofficial campgrounds are dotted across the region, predominately in parks and along waterways. Visit Victoria divides Victoria into 12 tourism regions with Hume Region falling into two of these regions, being ‘The Murray’ and “High Country’ and highlights the area’s association with gourmet food and wineries. The ‘High Country’ having eight diverse wine regions including King Valley, Ovens Valley and Upper Goulburn areas and ‘The Murray’ having two wine regions being Goulburn Valley and Rutherglen. Hume Region hosts major events or festivals across the year, especially on long weekends or public holidays. Popular recreational activities include road trips; food & wine tours; hiking; biking; camping; fishing; hunting; swimming; water skiing; and snow sports. Hume Region has a large proportion of absentee landowners (homeowners who primarily do not live within the region) within municipalities that experience high numbers of tourism. This demographic can be less prepared for emergency events due unfamiliarity with the area, similar to visitors, and they can be hard to reach. Municipality with absentee land owners % of Absentee land owners Alpine TBC Benalla TBC Greater Shepparton 15.2% Indigo 17.4% Mansfield 48% Mitchell 20% Moira 17% Murrindindi 35% Strathbogie TBC Towong TBC

Hume Regional Emergency Management Plan Page 12 of 82 Version 1.0 (18 November 2020)

Wangaratta TBC Wodonga Not recorded Falls Creek ARMB TBC Mt Hotham ARMB TBC MBBAR (green – off ski season) 90% (white – Southern Alpine ARMB ski season) 0% LMAR no overnight accommodation

From an emergency management perspective, tourism influences what ‘vulnerable communities’ will look like at any given point in time as individuals or groups may be deemed vulnerable due to their locations or the tourism activity they are undertaking simply due to an unplanned weather event occurring (particularly if they are not linked with the Vic Emergency App) or the tourist’s limited local knowledge. Due to tourism locations within Hume Region catering to tourist in all seasons there have been a number of search and rescue events during all seasons, such as ski field rescues and lost bushwalkers.

2.1.2 Infrastructure Victoria regional profile Hume Region includes infrastructure of regional, state or national importance across the eight critical infrastructure sectors: Broken, Goulburn, Kiewa, King, Mitta Mitta, Murray and Ovens Rivers Lake Hume, Lake Eildon, Lake Dartmouth, Lake Nillahcootie, Delatite Water and Howqua Rivers Wetlands of Barmah Forest and Winton SPC Ardmona canning factory at Shepparton Uncle Toby’s factory at Wahgunyah Mars Petcare manufacturing site at Wodonga Nestle factory at Broadford Unilever manufacturing site at Tatura Campbells manufacturing site at Shepparton Food & Grocery Supply Logic centre at Barnawartha Biodiesel plant at Barnawartha, producing B5, B20 and B100.

Road and rail networks detailed under Transport Bega Cheese at Strathmerton Saputo at Cobram Riverland oil seeds at Numurkah 4 Regional hospitals and 21 urgent care centres with varying Health capabilities 65 aged care facilities Electricity: Energy • National interconnected transmission network – Syd / Melb

Hume Regional Emergency Management Plan Page 13 of 82 Version 1.0 (18 November 2020)

• AusNet maintain 6 terminal stations and 18 zone substations and service majority of Hume Region • PowerCor service Shepparton & Moira LGAs

Gas: • Syd/Melb high pressure natural gas pipeline traverses Hume on a north/south direction

Solar / Wind / Hydro: • 10 solar farms; 0 wind farms; Dartmouth Power Station (hydro-power)

Major road networks: • Hume Freeway (Melb-Syd link) • Goulburn Valley Freeway/Highway (Eildon-Shepparton & access to NSW Newell Hwy - link to Qld) • Murray Valley Highway (Towong – Swan Hill) • Midland Highway (Mansfield – Geelong) • Melba Highway (Yea – Melb) • Maroondah Highway (Melb – Mansfield) Transport Major rail networks: • Melb-Syd passenger & freight line • 14 train stations Air: • 7 smaller airports / aerodromes located within Hume Region, however Albury Airport, NSW is serviced by commercial airlines (i.e. Qantas & Rex) • Benalla – gliding centre • Mangalore – aviation training centre • Networks include copper, hybrid fibre-coaxial & fibre-optic cable • Towers – mobile telephone and wireless internet (eg 3G & 4G) Communications • Satellite

• Base stations • 174 telephone exchanges • Quality of service varies across the region, with numerous ‘black spot’ locations

Hume Regional Emergency Management Plan Page 14 of 82 Version 1.0 (18 November 2020)

Banking & • None of regional significance Finance • Prisons – 2 (Beechworth Correctional Centre & Dhurringile Prison) • Law courts – 9

Government • Emergency services – Ambulance (35); CFA (237); Police (50); SES (24)

• 201 Schools , including primary, secondary, special schools and tertiary • Military bases include the Bandiana Complex (Wodonga) and Puckapunyal

2.1.3 Hume Cultural Profile The population within Hume Region includes people from a Culturally and Linguistically Diverse (CALD) back ground. From an emergency management perspective, it is noteworthy to consider information from the Australian Bureau of Statistics (ABS) indicates that in all Hume municipalities there are community members who speak languages at home other than English. Some municipalities, such as Shepparton, have a higher percentage (14.7%) compared to other municipalities, such as Murrindindi (3.2%). It is noted ABS records population data only as such further considerations need to be given to other municipalities with higher tourism rates, such as Alpine Shire and the Alpine Resort Management Boards, that are likely to see an increase in non- English speaking visitor during tourism events. Messaging of emergency, warnings, events and directions may need to be adapted to consider the CALD needs of the local community residents and tourist. Indigenous Culture and Hume Region specific agreements The State of Victoria currently has agreements with six Traditional Owner groups, two of which are within Hume Region3. The Hume Region includes the traditional lands of the Yorta Yorta and Taungurung peoples and contain important cultural heritage assets relevant to both peoples, however the Hume REMPC also acknowledges that people from other indigenous groups reside within the region. A Co-operative Management Agreement between the Yorta Yorta Nation Aboriginal Corporation and the State of Victoria commenced on 29 October 2010. The agreement covers the Barmah State Park, which is located within the north east of Hume Region. A Recognition and Settlement Agreement between the Victorian Government and Taungurung Land and Waters Council commenced on 11 August 2020. The agreement covers land that has a significant footprint in Hume Region, with the area including Alpine National Park, Mt Buffalo National Park, Kinglake National Park and Wandong National Park. The area is to be jointly managed with Department of Environment, Land, Water and Planning. Victorian Aboriginal Heritage Register As per the SEMP (pg 7) one of the underpinning State Emergency Management Priorities that guide all decisions during a response to any emergency includes ‘ Protection of environmental and conservation assets that considers the cultural, biodiversity, and social values of the environment’.

3 https://www.forestsandreserves.vic.gov.au/joint-management/agreements-with-traditional-owners

Hume Regional Emergency Management Plan Page 15 of 82 Version 1.0 (18 November 2020)

As such it is important that cultural assets within Hume Region are considered in an emergency management context. The Victorian Aboriginal Heritage Register holds the records of all known Aboriginal cultural heritage places and objects within Victoria. Aboriginal heritage places and objects are irreplaceable, non- renewable resources and can also include traditional and spiritual sites of significance. A map of areas of cultural and heritage significance, that have been recorded as being within Hume Region, can be found on page 110 of the Hume Environmental Scan. If further information is required contact can be made with the Aboriginal Cultural Heritage Register and Information System on 1800 762 003 or [email protected].

Other significant cultural assets In the Hume region there are other significant cultural assets including art galleries and museums. A table of these assets, by municipality, can be located on page 107 of the Hume Environmental Scan.

2.2 Regional Operability

2.2.1 Road Crash Rescue Arrangements Provision of road crash rescue within Hume Region is guided by Road Crash Rescue Arrangements 2017 (RCRA 2017).

2.2.2 Intrastate Hume Region shares borders with Gippsland, North West Metropolitan, Eastern Metropolitan and Loddon Mallee regional borders and NSW state border. Some unique arrangements exist to ensure tactical interoperability in these areas and across the region. Unique arrangements are documented and recorded at Attachment D.

All phases of emergency management are considered in the context of cross border delivery and interoperability when planning for the region.

Regional planning provides the opportunity to consider and capture unique and shared challenges of geographical areas that share risk and hazard landscapes despite regional or state border footprints seemingly separating them.

Emergency management planning in regions which share an interstate border need to consider existing collaborations at State, regional and municipal levels.

All levels of planning currently collaborate across regional and state borders for the benefit of border communities and to ensure maintenance of critical supply chains and essential services that benefit the state of Victoria.

2.2.3 Interstate borders

A number of emergency management mutual aid agreements are in place between Victoria, New South Wales and South Australia. Those that are relevant to this plan and are outlined in Attachment D.

The COVID-19 pandemic has provided a unique insight into challenges experienced by border communities where legislative and regulatory frameworks are not consistent on either side of a state

Hume Regional Emergency Management Plan Page 16 of 82 Version 1.0 (18 November 2020) border. It highlights the imperative to liaise and plan collaboratively to capture the uniqueness of cross border communities and to be innovative in our thinking to ensure the safety of the community and minimise the impacts of emergency management consequences.

2.3 Alpine Regions

2.3.1. Alpine Resort Management Boards (ARMB) Part 6, section 59 of the EM Act 2013 details the requirement to establish a Municipal Emergency Management Planning Committee (MEMPC) for each municipal district. Section 5(2) of Alpine Resorts (Management) Act 1997 provides that for the purposes of the EM Act 2013, the Board of an alpine resort is deemed to be a municipal council; and the alpine resort is deemed to be a municipal district.

2.3.2. Southern Alpine Resort Management Board As from 1 January 2017, the Southern Alpine Resort Management Board (SARMB) was formed and became the committee of management for the Crown Reserves of Lake Mountain Alpine Resort (LMAR) and Mount Baw Baw Alpine Resort. As per the SEMP Agenda paper Meeting No. 55 Declaration of Emergency Management Regions (point 27) it was established that all ARMBs are designated to be included in Hume Region for the purposes of EM planning. As all other Alpine Resorts are geographically in Hume Region, the Southern Alpine Resort Management Board prepares its MEMP as part of Hume Region. Strong connections between the Hume and Gippsland regions are important to ensure effective planning and emergency response for Mount Baw Baw Alpine Resort. The Hume REMPC will engage with the Gippsland REMPC to discuss Mount Baw Baw emergency management planning, as detailed in the SARMB MEMP.

Mount Baw Baw Alpine Resort is part of the Southern Alpine Resort Management Board. It Hume is geographically located within the Gippsland region and Gippsland is responsible for emergency management operations.

Gippsland

To support the SARMB MEMP approval process the Hume REMPC to will seek an assurance statement from the Gippsland REMPC that the planning for Mt Baw Baw is consistent with Gippsland Region’s capability and operability.

Hume Regional Emergency Management Plan Page 17 of 82 Version 1.0 (18 November 2020)

2.4 Regional Planning

2.4.1 Regional Emergency Management Planning Committee (REMPC) Membership Section 54 of the EM Act 2013 details the membership of the REMPC. Membership includes the following: • Each Department (excl. Department Premier and Cabinet and Department Treasury Finance) • Victoria Police (VicPol) • Country Fire Association (CFA) and/or Fire Rescue Victoria (FRV) • Ambulance Victoria (AV) • Australian Red Cross • 12 Municipal Councils and 4 Alpine Resort Management Boards. • Victoria State Emergency Services (VicSES) • Emergency Management Victoria (EMV) • Other persons nominated by a member agency and invited by the Chairperson

Conducting REMPC Business Subject to section 56 of the EM Act 2013 and having regard to Ministerial Guidelines each REMPC can regulate its own procedure.

REMPC Functions • Subject to section 57 of the Emergency Management Act 2013 the functions of the REMPC are: • Preparation and review of the Hume REMP • Ensure REMP consistency with the SEMP • Consider any MEMP submitted by a MEMPC for approval • Provide guidance to MEMPC ensuring compliance with Parts 6 and 6A EM Act 2013 • Provide reports or recommendations to the EMC on any matter that affects or may affect EM planning in Hume Region. • Share information with EMC, other REMPC and MEMPC to enhance effective EM planning in accordance with Part 6A. • Consult other REMPC to assist effective EM planning in accordance with Part 6A • Perform any other function conferred on REMPC by or under the EM act 2013 or any other Act.

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.

Hume Regional Emergency Management Plan Page 18 of 82 Version 1.0 (18 November 2020)

Any sub-group established will apply the principles of the EM Act 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 endorse 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 sub- committees. Refer to Attachment J for examples of working groups and Sub Committees (to be refined in the future to reflect actual sub structures adopted by Hume REMPC).

3. This Plan

The Hume 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.

Key regional priorities or projects for the REMP include the following: • Cross border relationships (Victorian & NSW EM stakeholders) • Consequence Management • Vulnerable Communities (incl transient / tourism sector) • Regional Communication Coordination • Regional Resource Coordination • The Alpine Region including alpine resorts • Distinct Summer and Winter EM seasons • Tourism Sector (Economic impact) • Volunteerism (increase EM capacity and community resilience)

To ensure Hume Region EM stakeholders have currency and situational awareness Hume REMPC is responsible for developing, maintaining and governance of the following: • A regional ‘contacts’ list • An annual program of works – prioritised • A calendar of events - regional significance in an EM environment • Pre-Season briefings & Post-Season debriefs (Summer & Winter)

Hume Regional Emergency Management Plan Page 19 of 82 Version 1.0 (18 November 2020)

• Multi-agency after-action reviews for events of regional significance • Sub-Committees and working groups established to support the program of works – resources and governance

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:

The below information has helped determine which risks require sub-plans: • the 2014 Emergency Risks in Victoria Report, which was the report of a state-wide emergency risk assessment published under the National Strategy for Disaster Resilience • Victoria's Critical Infrastructure All Sectors Resilience Report 2018, which overviewed risks and resilience improvement initiatives for Victoria’s eight critical infrastructure sectors. • Community Emergency Risks Assessments (CERA) for each municipality.

Local Regional Reports included the following: • Hume Region Environmental Scan A list of sub-plans is included at Attachment A.

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.

3.2 Planning Process The planning process seeks to understand the context, assess strategies, develop, monitor and review plans to manage identified risks or hazards.

Hume Regional Emergency Management Plan Page 20 of 82 Version 1.0 (18 November 2020)

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: • Safety of emergency response personnel and • 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 E). 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.

3.3 Planning Objectives This plan has the following planning objectives: • Safer and more resilient community • Promotes an integrated and coordinated approach to emergency management in Hume Region that seeks to reduce impact on the region’s communities, infrastructure and services and to support communities where capability spans are reached at a local level. • Ensures mitigation, response and recovery are effectively integrated. • Provides an authorising environment for a regional emergency management planning framework and supporting structures. • Promotes a community focus, resilience, and a connected regional sector for identifying, sharing and management of emerging risks and consequences. • Endorses capability development through shared training, exercising, learnings and continuous improvement initiatives. • Provides links to information sources that outline the agreed emergency management arrangements for the region • Embed a monitoring, evaluation and reporting framework to support the continual improvement of regional emergency management activities • Ensure Risk & Consequence Planning is built into the region’s emergency management framework • Support the integration of Class 1, Class 2 and Class 3 emergencies within the Region by ensuring strong and resilient multi agency relationships are fostered as part of the emergency management planning processes

Hume Regional Emergency Management Plan Page 21 of 82 Version 1.0 (18 November 2020)

3.4 Three-year planning horizon This first version of the Hume REMP is foundational and future focus will be on maturing this plan. Key measures of success across the next three years will include: • Establishment of regional structures to support continuous improvement in EM Planning. • Development of a REMPC Directions Statement and annual work plans. • Identification of regional Subject Matter Experts (SMEs). • Elevated levels of Emergency Management Common Operating Picture (EM Cop) and EM system literacy.

Hume Regional Emergency Management Plan Page 22 of 82 Version 1.0 (18 November 2020)

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 strategies may include application of policy and regulations, development of infrastructure, and provision of training and education activities.

The REMPC has undertaken a review of available emergency risk assessments (Attachment E) for the region. This process has included:

• Identification of existing or emerging risks and hazards relevant to the Region • Identification and collaboration with the risk owner to understand the existing plans, arrangements or strategies being carried out to manage or mitigate the risk • Collaboration with MEMPCs in support of mitigation activities at municipal level • Identification of opportunities for support to, or coordination of, engagement and educational programs to facilitate greater reach and build community resilience with a focus on vulnerable persons/sectors within the region (single/multi-agency). • Regular regional activities that support collective mitigation efforts • Identification of regional treatment plans • Identification of integrated activities for training and exercising across relevant agencies and groups with a role in emergency management both within and across regional and state boundaries.

Some of the outcomes of this previous committee’s process within Hume Region have resulted in the following completed mitigation actions: • Alpine Resort Access Road Traffic Management Plans embedded in relevant MEMPs • Identification of potential consequences of a protracted closure of a major rural road network (i.e. Hume Freeway) • Mapping of official and unofficial camp sites in state & national (Located on Fireweb) • Mapping of avalanche hazard zones

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. The framework shows agencies how to estimate their capability requirements, set capability targets and identify the critical tasks to achieve the targets.

Hume preparedness activities that will be undertaken to support capability and capacity for the term of this plan include:

• Regularly review REMPC membership to ensure each representative has appropriate level of authority and engagement • Appropriate REMPC governance structures to assist with forward planning and risk / consequence management

Hume Regional Emergency Management Plan Page 23 of 82 Version 1.0 (18 November 2020)

• All-Agency Working Groups established on an as-needs basis to undertake priority work in a timely manner • Calendar of Regional Events • Program of works • Coordinated pre-season briefings for Summer & Winter. • Assessment of existing capability and capacity levels, gap analysis, development and implementation of an improvement strategy (IRCS process) • Integrated training and exercising activities to support seamless transition from standby to response to recovery. • Review previous season effectiveness of the coordination, control, consequence management and communications functions/outcomes/actions/improvements • Bi-annual forums with regional stakeholders • All-Agency Emergency Management Liaison Officer (EMLO) training • MEMP Assurance

4.2.1 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 (SCC), Regional Control Centres (RCCs) and either an Incident Control Centre (ICC), mobile command vehicle, site office or other location determined by the Emergency Management Commissioner. 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 F of this Plan

4.3 Response The 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. 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.

4.3.1 Hume Regional Response Arrangements The SEMP does not refer to Zone Controller (ZC) arrangements however Hume Region is subject to these arrangements.

Zone Control is only active during the Non-Peak period, (nominally 1 March to 31 October), or until trigger for RC is activated”.

For the purpose of Zone Control Hume region is paired with Gippsland.

The function identified as Zone Controller (ZC) mirrors the role and responsibilities of those for a Regional Controller (RC). The difference in the two roles is that the RC manages a defined EM Region during a defined

Hume Regional Emergency Management Plan Page 24 of 82 Version 1.0 (18 November 2020) period or incident or emergency, whereas the ZC manages multiple regions which are formed into a zone during a defined period. The concept of Regional Control is one of having an identified central point available in the Zones and/or Emergency Management (EM) Regions in Victoria who is responsible for the planning and management of preparedness, readiness, response and recovery across agencies for major emergencies either imminent or actual, as well as to maintain a reasonable span of control for the State Response Controller (SRC). Hume Regional Response arrangements are outlined below. Coordinated regional level response, relief and recovery management for major emergency events

The Regional Controller (RC) may take the following points into account when considering whether to activate the regional control team: . Current and potential impacts on and consequences to life, property, the environment and other values . The incident’s duration, scale and complexity Activation of Regional Control . The extent of current readiness levels . Forecast for extreme or elevated weather . Actual and possible risks . The adequacy of existing resources and ongoing resource requirements . The likelihood of current control arrangement succeeding

Control locations: • The Incident Controller (IC) (Class 1 emergencies) in consultation with the Regional Controller and the Control Agency Officer in Charge (CAOiC) (Class 2 emergencies) determine where the emergency will be controlled from, which might be: o a Regional Control Centre (RCC) o an Incident Control Centre (ICC) o another location

• For Class 2 or 3 emergencies where VicPol are the control agency, the Police Commander determines where the emergency will be controlled from, which Escalation and transfer of might be: control a Police Operations Centre (POC) o o another location.

Using pre-determined triggers, the RC and in consultation with the State Response Controller (SRC), can determine an emergency in a defined area will be managed from an established ICC, regardless of its size or complexity

The RCC is Hume Region’s primary control centre for managing emergencies. The rostered RC is responsible for managing the RCC, which has the staff and systems to support the SRC, and state, regional, incident control and agency personnel if and

Hume Regional Emergency Management Plan Page 25 of 82 Version 1.0 (18 November 2020)

as required, and to provide specialist support to the regional and incident tiers.

The function of Regional control is to:

• Monitor Hume Region’s readiness and ensure readiness arrangements are appropriate and adequate. • Ensure control and coordination strategies and arrangements are appropriate and adequate for current emergencies, and that incident progression is predicted. • Ensure the RC and Regional Control Team (RCT) has situational awareness to support strategic and tactical decision making • Support ICC’s, IC’s and Incident Control Team (ICT) operating within Hume Region footprint. • Provide situational awareness, advice and support to SRC. • Undertake duties on behalf of the SRC, as required • Ensure information and community warnings are timely and appropriate. • Provide assistance with the allocation and prioritisation of Hume Region and specialist resources. • Collect, analyse and disseminate information about major emergencies including to key stakeholders and the Regional Emergency Management Team (REMT).

‘Transferring control to the region’ means the RC, CAOiC or Police Commander (depending on the class of emergency) activate the incident, area of operations and/or regional tiers and transfer control from the CA at the incident tier.

Control of a non-major emergency must be transferred to an established incident control centre, within the region, as soon as possible if: . The incident shows clear potential to become a major emergency Transfer of control within the . The IC needs immediate specialist support region . Several similar incidents across the region that

taken together have sufficient community consequence to be managed as one incident If a non-major emergency has the potential to escalate to a major emergency, the CA will notify: . The RC if it could potential develop to Class 1 or 2 . The Police Commander, if it could potentially develop to a Class 2 or 3.

Control must also be transferred if there is the need to do one or more of the following:

Hume Regional Emergency Management Plan Page 26 of 82 Version 1.0 (18 November 2020)

. As per Table 3 of the SEMP if Level 2 conditions are occurring . Issue warnings and advice to the community . Evacuate the community . Protect the community . Manage significant risks or consequences, for example to the community, to infrastructure, to essential services (such as electricity or water), to the economy or to environmental or conservation values . Manage a large number of personnel or other resources (such as aircraft) . Produce incident predictions . Implement health and safety systems for response personnel . Provide direction to multiple agencies . Manage multiple incidents within the area

. The Agency Functional Commander (AFC) or IC notifies the RC . The RC will establish an Incident Management Team (IMT) . The RC consults the SRC (Class1) or SC (Class 2) . The RC deploys an endorsed IC

For emergencies where VicPol is the control agency (Class 2 or Class 3) the Police Forward Commander will notify the Police Commander who will: • ensure the appropriate command and control structures are in place • establish an IMT To transfer control • notify the Regional Emergency Response Coordinator (RERC) who will notify the RC or Zone Controller (ZC)

JSOP: Transfer of Control and Incident Management Team Relocation for Class 1 Emergencies is the procedure for the transfer of control and the relocation of an IMT

Table 1 (refer below) sets out other circumstances and requirements for the transfer of control. In all transfer-of-control situations, there must be consultation with and in many cases the agreement of all parties, particular CAs.

The RC may take into consideration the same information detailed under ‘transfer of control to within the region’ and determine if it may be necessary to Transfer of control to the state transfer control within the state.

In these circumstances the RC will: . Hold a RCT meeting to gain situational awareness . Consult SRC

Hume Regional Emergency Management Plan Page 27 of 82 Version 1.0 (18 November 2020)

. Consider all available information and make a determination

At the incident tier, agencies initially: . Use their internal resources systems to request, dispatch, track and move resources . Can request specialist resources from other local agencies through the Incident Emergency Response Coordinator (IERC) or Municipal Emergency Response Coordinator (MERC) Generally, the order in which resources are drawn on is: . Local Agency resources . Local Sector resources . Support resources, within municipality and the local area, Requesting resources . then same approach within region,

. then same approach within neighbouring region

. then within the state

. then Interstate or commonwealth resources . then International resources

After a request for support resources:

. The IERC or MERC will seek resources within the

local area, and the MERC will escalate unfilled

resource request to the RERC

. The RERC will seek resources within Hume Region and escalate unfilled resource requests to the EMC through the Senior Police Liaison Officer (SPLO) . The EMC will seek resources from across the state, interstate or internationally, as needed

At all tiers: . Resource prioritisation must be consistent with the State Emergency Management Priorities . The most appropriate resources for the task should be deployed irrespective of agency, land tenure or operational boundaries

Hume Regional Emergency Management Plan Page 28 of 82 Version 1.0 (18 November 2020)

Table 1: Other Circumstances When Transfer of Control May Occur

Transfer of control Notes From one IC to another IC The transfer: • Can be to an IC from another agency • Must have the agreement of both ICs • Must be done formally, a record kept, and all involved agencies informed in line with JSOP 2.03 – Incident Briefings From one ICC to another ICC – The IC and IMT may need to relocate to another ICC if within Hume Region it can better support the incident, for example: • If the incident focus moves from the area of initial impact, like during a fast-moving bushfire or as a flood moves downstream • If the needs of the IMT outgrow the capacity of the current ICC • Another IC and IMT have a better understanding of local issues If so, the RC must be involved in the decision to relocate and must oversee the relocation. The transferring and receiving ICs work together to achieve the relocation, in line with JSOP: Transfer of Control and Incident Management Team Relocation for Class 1 Emergencies From one ICC to another ICC – In addition to the requirements of transferring from one external to Hume Region ICC to another ICC, the RCs of both regions must be involved in the decision to relocate and must oversee the relocation. The transferring and receiving RCs work together to achieve the relocation, in line with JSOP requirements. Of a response activity, from CAOiC, The transfer must have the consent of both agencies. to the Officer in Charge of another The CAOiC can appoint one or more controllers to plan agency (Class 2 emergency) for an anticipated Class 2 emergency and for a Class 2 emergency that is occurring or has occurred. The controller to whom control is transferred has the powers and responsibilities as specified in the instrument of appointment. If there are concurrently Class 1 or If a non-major fire occurs concurrently with a Class 1 2 emergencies and a non-major fire or Class 2 emergency, control of the non-major fire (including the CFA Officer in Charge’s powers under the Country Fire Authority Act 1958 in relation to the control of the fire) can be transferred to the Class 1 or Class 2 emergency controller; agencies transferring control continue to perform their support agency response roles

Hume Regional Emergency Management Plan Page 29 of 82 Version 1.0 (18 November 2020)

4.3.2 Coordination4 Coordination is the bringing together of people, resources, governance, systems and processes, to ensure effective responses to relief and recovery from an emergency. Coordination operates: • vertically within an agency as a function of command • horizontally across agencies as a function of the authority to control.

Emergency response coordination ensures: • effective control arrangements are established and maintained • information is shared effectively the resources required to support the response are accessed

4.3.3 Communication5 The community needs information to make informed choices about their safety and to take responsibility for their own recovery. Responsibility for public, stakeholder and government communications, including all warnings and public information rests with the: • IC for a nonmajor emergency • EMC for a Class 1 or 2 emergency • CCP for a Class 3 emergency.

The controller at the relevant tier must authorise the provision by public information officers (if appointed) of public information and warnings on behalf of the IC and agencies. However if there is an imminent threat to life and property and warnings must be issued urgently, any CA personnel can issue them to a community under threat, but they must notify the relevant controller as soon as possible after they do so. Relief and recovery messaging should be integrated with response messaging, and it should inform the community among other things about relief centres, impacts on critical infrastructure and how to get assistance. For some major emergencies: • municipal councils, working with coordination agencies and DHHS, may hold community engagement meetings • the state tier may prepare a communications plan (such as a State relief and early recovery communications plan).

EM-COP is a web-based communication, planning and collaboration tool hosted by EMV which provides real-time situational awareness for EM sector personnel and agencies, so they can quickly share information that helps them make strategic decisions.

4.3.4 Consequence management6 The EM Act 2013 allocates responsibility to the EMC for ensuring the consequences of major emergencies are considered and managed. The EMC fulfils this role through the SCM.

4 Taken from page 24 of the SEMP and used in whole to provide context. 5 Taken from page 26 of the SEMP and used in whole to provide context. 6 Taken from page 27 of the SEMP and used in whole to provide context.

Hume Regional Emergency Management Plan Page 30 of 82 Version 1.0 (18 November 2020)

Consequence management means the coordination of agencies including agencies who engage the skills and services of non-government organisations, which are responsible for managing or regulating services or infrastructure which is, or may be, affected by a major emergency.

The objective of consequence management is to minimise the adverse consequences to users of services or infrastructure caused by the interruption to the services or infrastructure as a consequence of the major emergency, while having regard to the need to ensure that safety considerations are paramount.

The EMC is responsible for ensuring the consequences of Class 1, 2 and 3 emergencies are considered and managed. For Class 3 emergencies, the EMC must ensure that the exercise of police powers is not to be interfered with.

The EMC, RCs and ICs coordinate the management of consequences, supported by agencies responsible for impacted infrastructure and services. Infrastructure providers maintain the continuity of services and minimise the adverse consequences to the community of service interruptions.

Agencies including critical infrastructure providers must identify likely consequences and ensure consequences are managed and that they communicate how they are doing this with communities, stakeholders and government. Such management may include activating business continuity arrangements.

Consequence management informs and works in conjunction with relief and recovery activities.

Recent EM events in Hume Region, including the North East fires (Nov 2019), Upper Murray & Ovens Complex fires, and Bluff fires (Dec 2019/Jan 2020), Hume Highway Flooding (2017), Murray River Flooding (2016) and the COVID-19 pandemic, have shown consequences of EM events can have a far greater impact on Hume Region community than the actual EM event itself.

These events also highlighted tourism as a sector of significant regional importance resulting in a Hume Region Regional Consequence Strategy being developed (yet to be endorsed by Hume REMPC). A draft of this strategy is attached to this plan, see Attachment L.

To ensure Hume Region EM stakeholders have currency and situational awareness Hume REMPC is responsible for developing, maintaining and governance of the following: • A regional ‘contacts’ list • An annual program of works – prioritised • A calendar of events - regional significance in an EM environment • Pre-Season briefings & Post-Season debriefs (Summer & Winter) • Multi-agency after-action reviews for events of regional significance • Sub-Committees and working groups established to support the program of works – resources and governance

Hume Regional Coordination Team (RCoT) was established during the COVID19 pandemic to fulfil the State Control Centre ICCS intelligence function at a regional level. Its primary purpose was to ensure effective consequence management and relief coordination within Hume Region. The Hume RCoT forum has also been used effectively to manage the consequence of the COVID19 NSW border closures. The structure of the RCoT, as used during the COVID19, is attached to this plan, see attachment M.

Hume Regional Emergency Management Plan Page 31 of 82 Version 1.0 (18 November 2020)

4.3.5 Relief As outlined in the SEMP (p 25) relief is the provision of assistance to meet the essential needs of individuals, families and communities during and in the immediate aftermath of an emergency.

The principles for the coordination and delivery of relief are: • emergency-affected communities receive essential support to meet their basic and immediate needs • relief assistance is delivered in a timely manner, in response to emergencies • relief promotes community safety and minimises further physical and psychological harm • relief and response agencies communicate clear, relevant, timely and tailored information and advice to communities about relief services through multiple appropriate channels • relief services recognise community diversity • relief is adaptive, based on continuing assessment of needs • relief supports community responsibility and resilience • relief is well-coordinated, with clearly defined roles and responsibilities • relief services are integrated into EM arrangements.

A coordinated approach to the management of resources across the region is critical to ensure the effective use of limited resources during an emergency. Agencies with lead relief coordination responsibilities at the state and regional level are detailed in the table below.

Hume Regional Emergency Management Plan Page 32 of 82 Version 1.0 (18 November 2020)

Regional Relief coordination responsibilities

Relief service Lead coordination

Community information Control agency Emergency shelter Department of Health and Human Services Food and water Australian Red Cross Department of Environment, Land, Water and Drinking water for households Planning Food and grocery supply logistics Department of Jobs, Precincts and Regions continuity Psychosocial support Department of Health and Human Services Disbursement of material aid (non- The Salvation Army food items) Reconnecting families and friends Victoria Police and Australian Red Cross Health and medical assistance and Ambulance Victoria first aid Emergency financial assistance Department of Health and Human Services Department of Jobs, Precincts and Regions Animal welfare Department of Environment, Land, Water and Planning

Refer to Table 11 of the SEMP for details on lead and support agency details.

4.3.6 Transition to Recovery During the response phase, a plan will be developed to transition the coordination process from the RERC to the RRC and from the MERC to the MRM. The plan, which mainly includes short-term activities, should: • ensure the continuity of relief activities into the recovery phase, if required • coordinate initial impact assessments in affected communities • identify resources needed to support immediate recovery needs including public health and safety needs • coordinate essential clean-up operations, as required • set out governance — authorisation, coordination and monitoring — arrangements for the transition • ensure all personnel with recovery roles are notified and briefed about and supported during the transition • specify data- and information-sharing protocols, so information gathered during response and early recovery is disseminated during the transition to relevant agencies.

EMV’s An Agreement for Transition of Coordination Arrangements from Response to Recovery includes a schedule of transition arrangements.7

7 Located on EM Cop

Hume Regional Emergency Management Plan Page 33 of 82 Version 1.0 (18 November 2020)

If a phased transition is appropriate, teams at relevant tiers should agree on the timing and phasing of the transition and the activities required and who is responsible.

The full transition from response to recovery usually occurs after response activities have ceased. Long-term recovery is coordinated by the Recovery Coordination Agency (RecCA) before usually moving into community-level recovery activities.

If the emergency was large and complex, control and support agencies may need to remain at the incident area well into the initial stages of recovery, to support recovery managers and coordinators.

The emergency response coordinator must advise relevant agencies that the response has finished. CAs may need to continue working at the emergency after the transition as support resources for recovery managers and coordinators

4.3.7 Impact Assessment Impact assessment should be conducted in line with the Impact Assessment Guidelines for Class 1 Emergencies8

4.4 Recovery arrangements This REMP 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 Resilience Recovery Strategy). Victoria’s recovery arrangements align with the following National Principles for Disaster Recovery.(SEMP p 30):

• Understand the context • Recognise complexity: • Use community-led approaches. • Coordinate all activities:

Recovery activities: • reduce the effects and consequences of emergencies • enable community-led approaches to recovery • restore essential services, infrastructure and lifelines that communities need to function • enable communities to adapt to the interruption • provide tailored services that adapt when community needs it most • bring together people, resources, skills and capability.

8 Located on EM Cop Library

Hume Regional Emergency Management Plan Page 34 of 82 Version 1.0 (18 November 2020)

Recovery coordination function and activities

Regional recovery coordination responsibilities

Recovery environment Coordination responsibility

Social environment: • Housing and accommodation -Department of Health and Human Services • Financial assistance -Department of Health and Human Services • Psychosocial support -Department of Health and Human Services • Health and medical assistance -Department of Health and Human Services • Community development -Emergency Management Victoria Built environment:

• Telecommunications - Department of Jobs, Precincts and Regions • Energy services - Department of Environment Land Water & Planning • Water and wastewater - Department of Environment Land Water & Planning • Transport - Department of Transport • Buildings and assets - Activity leads

Economic environment: - Department of Jobs, Precincts and Regions • Local economies • Businesses • Agriculture

Natural environmental: - Department of Environment, Land, Water and • Natural environment Planning • Public land and waterways At the regional level the coordinating agency for a recovery functional area will be responsible for: • overseeing the service delivery of recovery elements for that function • monitoring and reporting risks, consequences, progress and capacity issues to ensure service delivery is being achieved to impacted communities in a timely manner • determining and implementing appropriate communication and information sharing mechanisms with relevant departments, agencies and key stakeholders to facilitate the above • reporting progress and issues to the Regional Recovery Coordinator. Recovery coordination and service provision arrangements at the local level are detailed in municipal emergency management plans. Refer to Tables 12 and Table 15 of the SEMP for detail on the recovery coordination, lead and support agencies for the four recovery environments.

Hume Regional Emergency Management Plan Page 35 of 82 Version 1.0 (18 November 2020)

5. Evaluation and continuous improvement

The Hume supports the State’s commitment to a culture of continuous improvement that is outlined in the 2015 EM-LEARN Framework. The region does this by: • sharing lessons, both positive actions to sustain and areas for improvement • encouraging learning from both assurance activities and contemporary good practice • focusing on systems of work, rather than the performance of individuals • recognising that identifying and implementing sustainable solutions takes time, resources and opportunity Lessons management involves the identification and learning of lessons captured through assurance and learning activities (including debriefing, monitoring and reviews) occurring before, during and after emergencies. This process of moving from identifying lessons to learning lessons is guided by the lessons management life cycle within the EM-LEARN Framework, which aims to provide a state-wide shared understanding of what lessons management means for the Victorian Emergency Management sector. For the Hume, lessons management takes the form of the following arrangements: • After Action Reviews – when will you do an AAR / Hot debrief etc (consider the EM Learn/EM Share arrangements) • Arrangements for Sharing lessons: positive actions to sustain and things to improve • debriefs of officers, teams and agencies • review systems of work rather than on the performance of individuals • reviews of the effectiveness of the coordination, control, consequence management and communications functions • independent assurance activities undertaken by IGEM or an independent monitor of systems • public forums including representatives from relevant community, business and industry groups. • Hume REMPC will actively consider regional events and support after action review to strengthen learnings.

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 G provides further detail relating to each agency’s roles and responsibilities where they differ from the SEMP.

Hume Regional Emergency Management Plan Page 36 of 82 Version 1.0 (18 November 2020)

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 restriction hold this information information in full Hume Region Personal Details CFA [email protected] Emergency Management Team Contact List

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

Hume Regional Emergency Management Plan Page 37 of 82 Version 1.0 (18 November 2020)

Document information

Document details

Criteria Details Document title: Hume Regional Emergency Management Plan Document owner: Hume 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 Laura enhancements. Adams, EMV Provided to REMP Development Working Groups to guide development of REMPs. 0.3 19 August Working Group meeting feedback Skye O’Connell, EMV 2020 0.4 15 September Working group feedback and Skye O’Connell, EMV 2020 amendments from Planning Reform Team 0.5 17 September Incorporating Working Group Skye O’Connell, EMV 2020 amendments 0.6 21 September Incorporating Working Group and Skye O’Connell, EMV 2020 Regional Controllers feedback 0.7 30 September Changes and comments incorporating Skye O’Connell, EMV 2020 iREMPC consultation and feedback 0.8 2 October Changes incorporated after Working Skye O’Connell, EMV 2020 Group Meeting following formal endorsement of the IREMPC 0.9 07 October Endorsed draft for approval Kellie Loughman, EMV 2020 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 Kellie Loughman Chair – on behalf of the Hume REMPC 07/10/2020

Hume Regional Emergency Management Plan Page 38 of 82 Version 1.0 (18 November 2020)

Document approval This document requires the following approval:

Approver Title Date Andrew Crisp Emergency Management Commissioner 18 Nov 2020

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 An Agreement for Emergency Transition of Management Coordination Victoria Arrangements from Response to Recovery

Review date

Review Date Description 30 November This document will be reviewed every 3 years or more frequently as 2023 required.

Hume Regional Emergency Management Plan Page 39 of 82 Version 1.0 (18 November 2020)

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

Acronym Description AFC Agency Functional Commander AV Ambulance Victoria

ARMB Alpine Resort Management Boards BRV Bushfire Recovery Victoria CA Control Agency CAOiC Control Agency Officer in Charge CCP Chief Commissioner of Police CERA Community Emergency Risk Assessment CFA Country Fire Authority DJPR Department of Jobs, Precincts and Regions EM Emergency Management EM Act 2013 Emergency Management Act 2013 EM Act 1986 Emergency Management Act 1986 EMC Emergency Management Commissioner EM-Cop Emergency Management Common Operating Picture EMLA Act Emergency Management Legislation Amendment Act EMLO Emergency Management Liaison Officer EMMV Emergency Management Manual Victoria EMV Emergency Management Victoria FFMV Forrest Fire Management Victoria FRV Fire Rescue Victoria IC Incident Controller ICC Incident Control Centre ICT Incident Control Team IERC Incident Emergency Response Coordinator IMT Incident Management Team IRCS Interagency Response Coordination System LGAs Local Government Areas

Hume Regional Emergency Management Plan Page 40 of 82 Version 1.0 (18 November 2020)

LMAR Lake Mountain Alpine Resort MEMP Municipal Emergency Management Plan MEMPC Municipal Emergency Management Plan Committee MERC Municipal Emergency Response Coordinator POC Police Operations Centre RecCA Recovery Coordination Agency REMPC Regional Emergency Management Planning Committee REMP Regional Emergency Management Plan REMT Regional Emergency Management Team RERC Regional Emergency Response Coordinator RERP Regional Emergency Response Plan RC Regional Controller RCC Regional Control Centre RCT Regional Control Team RCoT Regional Coordination Team RRP Regional Emergency Recovery Plan RSFMP Regional Strategic Fire Management Plan SARMB Southern Alpine Resort Management Board SEMP State Emergency Management Plan SCC State Control Centre SCM State Consequence Manager SME Subject Matter Experts SPLO Senior Police Liaison Officer SRC State Response Controller TOR Terms of Reference VicPol Victoria Police Vic SES Victoria State Emergency Services VPF Victorian Preparedness Framework ZC Zone Controller

Hume Regional Emergency Management Plan Page 41 of 82 Version 1.0 (18 November 2020)

Definitions This section contains definitions that are additional to the definitions included in the State Emergency Management Plan.

Terms Description Agency Means a government or a non-government agency. (EM Act 1986 section 4) For the purposes of this State Emergency Management Plan and unless otherwise stated, agencies include government and non-government organisations, government departments, local government and volunteer organisations with a role in emergency management as listed in this State Emergency Management Plan Area of A geographic area that contains one or more incidents for the purpose of Operations exercising effective control and/or coordination in operational response and/or recovery activities. BCP Business Continuity Plan: A documented collection of procedures and information that is developed, compiled and maintained in readiness for use in an incident to enable an organization to continue to deliver its critical products and services at an acceptable predefined level. Class 1 (a) a major fire; or emergency (b) any other major emergency for which the Metropolitan Fire and Emergency Services Board, the Country Fire Authority or the Victoria State Emergency Service Authority is the control agency under the state emergency response plan. (Emergency Management Act 2013 section 3) Class 2 A major emergency which is not— emergency (a) a Class 1 emergency; or (b) a warlike act or act of terrorism, whether directed at Victoria or a part of Victoria or at any other State or Territory of the Commonwealth; or (c) a hi-jack, siege or riot. (Emergency Management Act 2013 section 3 Class 3 A Class 3 emergency means a warlike act or act of terrorism, whether emergency directed at Victoria or a part of Victoria or at any other State or Territory of the Commonwealth, or a hi-jack, siege or riot. Class 3 emergencies may also be referred to as security emergencies. Command Directing, with authority, the employees and resources of an organisation in performing the required roles and tasks. Command operates vertically within an organisation. A person commands employees of their own agency; they do not command people from another agency unless it is by formal agreement. Consequence Consequence management means the coordination of agencies, including management agencies who engage the skills and services of non-government organisations, which are responsible for managing or regulating services or infrastructure which is, or may be, affected by a major emergency. The objective of consequence management is to minimise the adverse consequences to users of services or infrastructure caused by the interruption to the services or infrastructure as a consequence of the major emergency while having regard to the need to ensure that— (a) safety considerations are paramount; and (b) if the major emergency is due to— (i) a hi-jack, siege or riot; or

Hume Regional Emergency Management Plan Page 42 of 82 Version 1.0 (18 November 2020)

Terms Description (ii) a warlike act or an act of terrorism— the exercise of police powers is not to be interfered with. (Emergency Management Act 2013 section 45) Control The overall direction of incident management activities. Authority for control carries with it the responsibility for tasking and coordinating other organisations depending on the circumstances. Control operates horizontally when compared to command. Control agency The control agency is the agency with the primary responsibility for responding to a specific form of emergency as listed in this State Emergency Management Plan. (Emergency Management Act 2013 section 54) Emergency An actual or imminent occurrence of an event which in any way endangers the safety or health of people or which destroys or damages property or endangers or threatens to endanger the environment. An emergency includes an earthquake, flood, wind-storm or other natural and man-made events such as an explosion; epidemic, war, riot, hijack, disruption to essential services. Incident An event that has the capacity to lead to loss of or a disruption to an organization’s operations, services or functions – which, if not managed, can escalate into an emergency, crisis, or disaster.

Hume Regional Emergency Management Plan Page 43 of 82 Version 1.0 (18 November 2020)

Attachment A: Plan Hierarchy

To be updated once subplans and CEMP identified by REMPC members

This Plan’s sub plans Plan Name Plan Owner Version & Date Published 16 x MEMPS See attachment H Various Hume Regional Flood Emergency SES unknown Plan

This Plan’s complimentary plans Definition as per SEMP: Many agencies prepare EM plans in line with their statutory requirements, governance arrangements and authorising environments. For example: • water corporations prepare plans under the Water Act 1989 • an agency's plan for a specific hazard.

Such plans are called ‘complementary plans’. They do not form part of the SEMP, and they are not subject to the preparation, approval and consultation requirements in part 6A of the EM Act 2013 Plan Name Plan Owner Version & Date Published North East (Hume Region) Emergency Response Plan – SES Storm, Flood and Earthquake Hume Region Landslide Plan SES

Community Emergency Management Plans Plan Name Plan Owner Version & Date Published Mt Baw Baw SARMB Lake Mountain SARMB Woods Point Mansfield MEMP

Hume Regional Emergency Management Plan Page 44 of 82 Version 1.0 (18 November 2020)

Attachment B: 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 30 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.

Hume as an emergency management region

The municipalities within Hume Region are: • Alpine Shire • Benalla Rural City • Greater Shepparton City • Indigo Shire • Mansfield Shire • Mitchell Shire

Hume Regional Emergency Management Plan Page 45 of 82 Version 1.0 (18 November 2020)

• Moira Shire • Murrindindi Shire • Strathbogie Shire • Towong Shire • Wangaratta Rural City • Wodonga City • Falls Creek ARMB • Mt Hotham ARMB • Mt Buller & Mt Stilling ARMB • Southern Alpine ARMB

All ARMBs are designated in Hume Region for the purposes of emergency management planning. This includes Mount Baw Baw Alpine Resort (part of the Southern ARMB) which is geographically located within the Gippsland region and will remain in Gippsland for emergency management operations. Strong connections between Hume and Gippsland regions are important to ensure effective planning and emergency response.

Hume Regional Emergency Management Plan Page 46 of 82 Version 1.0 (18 November 2020)

Attachment C: Emergency Management Plan Statement of Assurance

Hume Regional Emergency Management Plan Plan Preparer: Regional Emergency Management Planning Committee I, Kellie Loughman, 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 attached checklist.

Signature of preparer or nominated representative of preparer:

Name: Kellie Loughman Title: Hume REMPC Chair Date: 7/10/2020

Attached: ☒ Completed Assurance Checklist ☒ Emergency Management Plan

Hume Regional Emergency Management Plan Page 47 of 82 Version 1.0 (18 November 2020)

Attachment D: Cross-border considerations

Regional borders Hume Region shares a border with the following EMV jurisdictions: - Gippsland - Loddon Mallee - North and West Metro - East Metro. Historically there have been a number of emergency events that have crossed both from other jurisdictions into Hume and from Hume into other jurisdictions. Bushfire There are a number of large national parks that cross Hume boundaries from other jurisdictions that have historically seen a number of large bushfires resulting in the need to work collaboratively with multiple EMV jurisdictions. Some national parks of note include the following: - The Yarra Ranges: Both Gippsland and East Metro; - King Lake Ranges: Both East Metro and North Metro; - Alpine National Park: Gippsland; and - Heathcote-Greytown National Park: Loddon Mallee. Flood Hume region has experienced a number of wide-spread flooding events. The Murray River is a major river system that commences in the north east of Hume Region and travels to the North West continuing into Loddon Mallee. Historically river flooding events have required jurisdictional support to assist in managing risks within river townships.

Intrastate/Interjurisdiction Agreements:

Agreement Name Plan Owner Version & Date Published Taungurung Land Use Activity Taungurung Clans Aboriginal 20.10.2019 Agreement (LUAA) and the State of Victoria Co-operative Management Yorta Yorta National Aboriginal 29.10.2010 Agreement between the Yorta Corporation and the State of Yorta Nation Aboriginal Victoria. Corporation and the State of Victoria

State borders Hume region shares an expansive border with New South Wales, with the states geographically separated by the Murray River. There are several national highways shared, such as the Hume Highway, and several arterial roads, crossing the states boundaries. Bushfire Hume shares a number of large national parks that either cross the border into NSW or commence on the border, including the following:

Hume Regional Emergency Management Plan Page 48 of 82 Version 1.0 (18 November 2020)

- Barmah National Park (North West); - Burrowa-Pine Mountain National Park (North East, ceases at Murray River in Victoria); and - Alpine National Park (North East) During the 2019-2020 summer bushfires a joint interstate approach was require to respond to a large fire that impacted several Victorian/New South Wales communities on a scale not previously experienced. Developing, and working with, interstate agency counterparts will be imperative moving forward to ensure the safety of border communities.

Communities Our communities along the border are often serviced by NSW towns and vice versa. Border communities that share close geographically close locations with NSW communities are often referred to ‘twin cities’, of which there are several along the Vic/NSW border. In these townships residents move between the townships, often with no regard for state boundaries in a similar manner to how those living in larger regional township would travel across their township. As seen in 2020 the closure of state borders had significant impact on the Victorian and NSW border communities including impacts of their ability to access healthcare services, employment, education, specialised goods , fuel and general daily living. Further, these border closures saw impacts on the freight industry, Victorian Government departments (such as Forrest Fire Management and Ag Vic workforce movements), health care workers and the energy sectors. Emergency management responses need to take into consideration the following should border be closed during an EM event: - Physical or hard barriers in place at entry points into NSW (or Victoria should Victoria close the border) that may impede emergency agencies ability to move required resources, such as fire trucks; - Hard barriers in place on minor roads that may impede a community’s ability to evacuate their townships, particularly if large heavy machinery is needed to move the barrier; - Any legislative requirements from NSW regarding the ability for people to move across the border in emergency situations. Further legislative requirements that may impact on the workforce, preparations or recovery abilities of emergency agencies should be considered; and - The ability for communities to access health services and supplies required to prepare for, or sustain themselves, during an emergency, such as fuel and protective equipment. Planning and engagement recognising this in risk assessment provides for a more thorough assessment. Emergency response, including firefighting aircraft, operates across the border. Collaboration at State, Regional and Incident tiers benefits border communities. Recovery planning which recognises this, benefits not only the local community; but the entire Region. Relief arrangements recognising this benefits border communities, including main townships of with the Wodonga/Albury Council agreement. Deployment of resources over and above first response as also informed by the National Resource Sharing Centre at AFAC, and interstate deployments must have the approval of the Emergency Management Commissioner. Fire Fighting Aircraft arrangements are governed by the National Aviation Firefighting Centre NAFC. On a day to day basis this is done operationally between the state air-desks in the State

Hume Regional Emergency Management Plan Page 49 of 82 Version 1.0 (18 November 2020)

Control Centre equivalents in each State and approved by the Class 1 State Response Controller in consultation with the EMC.

Victoria/ NSW Agreements: Plan Name Plan Owner Version & Date Published MOU Albury City and City of Albury City Council and City of 19.11.2019 Wodonga for Emergency Wodonga Council. Management Ambulance Service of New South Ambulance Victoria 08.11.2013 Wales and Ambulance Victoria Cross Border Patient Transport Guidelines Operational Guidelines for First CFA October 2019 Response NSW/Vic Eastern Border Area

Figure 4: Map of Victoria/New South Wales border councils

Hume Regional Emergency Management Plan Page 50 of 82 Version 1.0 (18 November 2020)

Attachment E: Regional Risk Assessment

Overview The regional risk assessment process has utilised the primary elements outlined in the National Emergency Risk Assessment Guidelines (NERAG), supplemented by the Community Emergency Risk Management Assessment process (CERA) and the emergency management core capabilities from the Victorian Preparedness Framework(VPF).

The components of risk assessment process were follows: • Hume’s regional characteristics, assets and values outlined Scope and context in Section 2 • Planning objectives outlined in Section 3.3

Hazard identification • CERA process outlined in following sections and residual risk analysis

• Existing hazard based plans: Subplans and complementary outlined in Attachment A Risk evaluation • Collective plans/arrangement & capabilities: Victorian Preparedness Framework – core capabilities outlined in the following sections • • Priority areas for the REMPC to focus on as part of the Treatment priorities continuous improvement of emergency risk management in the region that is guided by the planning objectives. • These priorities are aligned to the core capabilities

Hume Regional Emergency Management Plan Page 51 of 82 Version 1.0 (18 November 2020)

Hazard identification and residual risk analysis - CERA Assessment

Each municipality in Hume Region, as part of their municipal planning process, undertakes the CERA process. This process has identified a number of emergency hazards specific to each Municipality and has analysed their residual risk ratings. These emergency hazards were grouped into 6 hazard categories: Biological, Human caused, Infrastructure, Natural Disasters, Technical and Transport. The residual risk ratings were determined by applying the risk and consequences ratings following consideration of the current mitigation measures.

The figure below shows a count of emergency hazards for Hume Region municipalities in each of the 6 categories according to their residual risk rating.

CERA Consolidated summary graph for Hume Region9

9 The data contained in this spreadsheet is accurate as at:30 June 2020. VICSES recognises that the data is only as accurate as what is supplied by the MEMPC in the CERA process on the day

Hume Regional Emergency Management Plan Page 52 of 82 Version 1.0 (18 November 2020)

Residual (un-managed or un-planned) Risk Consequences The following table displays the CERA risk identification and residual risk ratings outcomes for each municipality, as at 30 June 2020.

Hazard Residual Risk Municipality Category Emergency Hazard Ratings Confidence Rating Alpine Biological Human Epidemic / Pandemic High Medium Infrastructure Other - Service Disruption - Utilities Medium Medium Natural Disasters Bushfire - large, regional High High Flood - Riverine High High Heat Health High High Road Transport Incident - large Transport commercial vehicle High Medium Benalla Biological Exotic Animal Disease High Low Human Epidemic / Pandemic Medium High Natural Disasters Bushfire - large, regional Medium High Flood - Riverine Medium High Heat Health High Medium Technical Other - Service Disruption - Utilities High Medium Road Transport Incident - large Transport commercial vehicle High High Transport Incident - Aircraft High Medium Falls Creek RMB Biological Human Epidemic / Pandemic High Medium Infrastructure Other - Utility failure High High Natural Disasters Bushfire - large, regional High High Storm High Medium Technical Other - Fire - Structure High High Other - Geotechnical Failure Medium High Greater Shepparton Biological Human Epidemic / Pandemic High Medium Other - Anthrax High Medium Natural Disasters Bushfire - large, regional High Medium Flood - Major High High Heat Health High High Indigo Biological Exotic Animal Disease High High Human Epidemic / Pandemic Medium Medium Infrastructure Other - Structure Fire High High Natural Disasters Bushfire - large, regional High High Flood - Riverine High High Heat Health Medium Medium Storm High High Mansfield Biological Human Epidemic / Pandemic Medium Medium Human Caused Other - Major Event High Medium

Hume Regional Emergency Management Plan Page 53 of 82 Version 1.0 (18 November 2020)

Natural Disasters Bushfire - large, regional High Medium Flood - Riverine Medium Medium Heat Health High Medium Mitchell Biological Exotic Animal Disease Medium High Human Epidemic / Pandemic Medium Medium Natural Disasters Bushfire - large, regional Medium High Flood - Riverine High Medium Heat Health Medium High Technical Other - Fire - Structure Medium Medium Moira Biological Human Epidemic / Pandemic Medium Medium Other - Blue-Green Algae High Medium Natural Disasters Bushfire - large, regional High High Flood - Riverine High High Heat Health High High Mount Buller Alpine Resort/ Mount Stirling Biological Food / Water Supply Contamination High Medium Human Caused Civil Disturbance High Medium Other - Missing Persons Medium High Natural Disasters Bushfire - large, regional High High Landslide Medium High Other - Snow and Ice Fall Medium Medium Technical Gas Main Rupture / Explosion High Low Transport Other - Tobogganing in managed park High Medium Other - Tobogganing out of managed park Medium High Mount Hotham Alpine Resort Infrastructure Other - Service Disruption - Sewage High Medium Other - Service Disruption - Telecommunications Medium Medium Other - Structure Fire High Medium Service Disruption - Electricity Medium Medium Service Disruption - Gas Medium Medium Service Disruption - Water High Medium Natural Disasters Bushfire - large, regional High High Technical Other - Road Closure High Medium Murrindindi Biological Human Epidemic / Pandemic High Medium Human Caused Other - Mass Gathering High Medium Infrastructure Structural Failure - Dam Medium Medium Natural Disasters Bushfire - large, regional High High Flood - Riverine Medium Medium

Hume Regional Emergency Management Plan Page 54 of 82 Version 1.0 (18 November 2020)

Heat Health High High Landslide Medium High Storm Medium Medium Transport Transport Incident - Aircraft High Medium SARMB Biological Food / Water Supply Contamination High Medium Human Caused Mass Gathering High Medium Other - Missing Persons High Medium Infrastructure Service Disruption - Utilities Medium High Natural Disasters Bushfire - large, regional High High Landslide High Medium Other - Dangerous Trees High High Storm High Medium Technical Other - Fire Structure High High Other - Hazardous Material Incident High Medium Transport Transport Accident High High Towong Biological Human Epidemic / Pandemic High High Other - Biosecurity High Medium Natural Disasters Bushfire - large, regional High Extreme Flood - Riverine High High Heat Health High Medium Storm High Medium Wangaratta Biological Human Epidemic / Pandemic High High Infrastructure Service Disruption - Utilities Medium Medium Natural Disasters Bushfire - small, isolated High High Flood - Riverine High High Heat Health High High Storm High High Wodonga Biological Exotic Animal Disease High Medium Human Epidemic / Pandemic High Medium Natural Disasters Bushfire - large, regional High High Flood - Riverine High Medium Heat Health High High Storm High High Technical Other - Fire - Commercial / Industrial High Medium Other - Utility failure Medium Medium

Hume Regional Emergency Management Plan Page 55 of 82 Version 1.0 (18 November 2020)

Attachment F: Regional and Incident Control Centres

Regional Control Centre *as per the Victorian Emergency Operations Handbook, edition 2 (2019). Location * Street address * Benalla 89 Sydney Rd Benalla 3672 Agency responsible for location: DELWP Alternate sites are listed in BCP EM COP -> Desktop-> Hume Region -> Plans (BCP on EM Cop however it is listed as September 2019)

Incident Control Centres *as per the Victorian Emergency Operations Handbook, edition 2 (2019). Location * Street address * Alexandra 5 Binns Macrae Rd Alexandra 3714 Agency responsible for location: DELWP (BCP could not be located)

Location * Street address * Benalla 64 Sydney Rd Benalla 3672 Agency responsible for location: SES Alternate sites are listed in BCP EM COP -> Desktop-> Hume Region -> Plans (BCP on EM Cop however next review is listed as Jan 19).

Location * Street address * Corryong 2 Jardine St Corryong 3707 Agency responsible for location: DELWP (BCP could not be located)

Location * Street address * Mansfield 128 Highett St Mansfield 3722 Agency responsible for location: DELWP Alternate sites are listed in BCP EM COP -> Desktop-> Hume Region -> Plans ( BCP on EM Cop however it is listed as 2018- 2019)

Location * Street address * Ovens 5338 Great Alpine Rd Myrtleford 3737 Agency responsible for location: DELWP (BCP could not be located)

Location * Street address * Seymour 39 McIntyre St Seymour 3660

Hume Regional Emergency Management Plan Page 56 of 82 Version 1.0 (18 November 2020)

Agency responsible for location: CFA Alternate sites are listed in BCP EM COP -> Desktop-> Hume Region -> Plans ( BCP on EM Cop last updated in 2018.) Operating arrangements and capacity have been assessed under pandemic conditions. COVID 19 plan located on EM COP -> Desktop -> Hume Region -> Hume COVID19 portal - > Operating Facilities -> Seymour ICC CFA Hosted COVID 19 Operating Arrangements V1.0 12 August 2020

Location * Street address * Shepparton 195–205 Numurkah Rd Shepparton 3630

Agency responsible for location: CFA Alternate sites are listed in BCP EM COP -> Desktop-> Hume Region -> Plans (BCP on EM Cop last updated October 2019.) Operating arrangements and capacity have been assessed under pandemic conditions. COVID 19 plan located on EM COP -> Desktop -> Hume Region -> Hume COVID19 portal - > Operating Facilities -> Shepparton ICC CFA Hosted COVID 19 Operating Arrangements V0.2 July 2020

Location * Street address * Tallangatta 34 Toowong St Tallangatta 3700

Agency responsible for location: DELWP (BCP could not be located)

Location * Street address * Wangaratta 1 Ely St Wangaratta 3677

Agency responsible for location: CFA Alternate sites are listed in BCP EM COP -> Desktop-> Hume Region -> Plans (BCP on EM Cop last updated in 2018.) Operating arrangements and capacity have been assessed under pandemic conditions. COVID 19 plan located on EM COP -> Desktop -> Hume Region -> Hume COVID19 portal - > Operating Facilities -> Wangaratta ICC CFA Hosted COVID 19 Operating Arrangements V3

Location * Street address * Wodonga 55 Moorefield Park Dr Wodonga 3690

Agency responsible for location: CFA Alternate sites are listed in BCP EM COP -> Desktop-> Hume Region -> Plans (BCP on EM Cop, last updated in 2018.) Operating arrangements and capacity have been assessed under pandemic conditions. COVID 19 plan located on EM COP -> Desktop -> Hume Region -> Hume COVID19 portal - > Operating Facilities -> Wodonga ICC CFA Hosted COVID 19 Operating Arrangements V1.2 August 2020

Hume Regional Emergency Management Plan Page 57 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 58 of 82 Version 1.0 (18 November 2020)

Attachment G: Emergency Management Agency Roles and Responsibilities

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

Hume Regional Emergency Management Plan Page 59 of 82 Version 1.0 (18 November 2020)

Attachment H: Municipal Emergency Management Plan approval schedule

This table provides an overview of the dates that Municipal Emergency Management Plans (MEMPs) within Hume 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) Falls Creek ARMB 4 April 2018 4 April 2021 Mitchell 24 April 2018 24 April 2021 Wodonga 24 August 2018 24 August 2021 Towong 29 August 2018 29 August 2021 Mansfield 14 September 2018 14 September 2021 Alpine 25 September 2018 25 September 2021 Mt Hotham ARMB 7 November 2018 7 November 2021 Wangaratta 29 December 2018 29 December 2021 Benalla 6 August 2019 6 August 2022 Shepparton 2 September 2019 2 September 2022 Moira 11 November 2019 11 November 2022 Strathbogie 5 December 2019 5 December 2022 Southern ARMB 19 February 2020 19 February 2023 Mt Buller & Mt 21 August 2020 21 August 2023 Stirling ARMB Indigo 21 September 2020 21 September 2023 Murrindindi 31 October 2020 31 October 2023

Hume Regional Emergency Management Plan Page 60 of 82 Version 1.0 (18 November 2020)

Attachment I: Significant historic emergencies in the region

Year Event Emergency description COVID19 Pandemic, outbreaks in two local areas, including Mitchell Shire 2020 Pandemic and Shepparton. Passenger train derailed at Wallan causing two deaths and injuring 39 Train 2020 passengers. Cause of crash identified as train speeding through reduced crash speed limits that had been imposed due to track works. Major Significant bushfires impacting north east Victoria in the areas of Towong, 2019/2020 bushfire Corryong and Alpine Shires. Heat 22-hour power outage effecting townships of Nagambie and Avenel, 2019 wave impacting approx. 3000 people. 2019 Rescue Mt Buffalo large scale search and rescue for two lost bushwalkers. Flash flooding impacted the Hume Freeway (between Benalla and Wodonga) and at the townships of Tarrawingee and Everton. Cars on the Hume highway Flash were inundated resulting in helicopter rescues of about 20 people. 2018 flood Wangaratta council reported damages from the storm at approx. $4 million. Damage was sustained to road infrastructure (including main roads and bridges), farm land, fences, and damage to crops. Micro burst storm event in north east Hume that impacted the townships of Wangaratta and King Valley. Sustained power outages to outlying 2017 Storm communities, damage sustain to houses, rural property, fences and crops. Minor impacts on roads. Flooding impacting the north east of Hume, impacting capacity to travel in and 2016 Flood out of local townships due to flooding on main roads. Missing person searches, including in Alpine area during winter, requiring 2016 Rescue significant, specialised, responses. A substantial Blue Green Algae outbreak across 700km of the Murray River March Marine from Lake Hume to Kerang. There was a significant financial impact on 2016 tourism in river towns as the event occurred over the Easter long weekend. December Intense rain event that caused multiple mudslides on gully’s in Eurobin. Two Landslide 2015 houses were inundated and homestead sustained damage. Major Bushfire in Barnawartha/Indigo Valley, damage to 113 properties with 3 2015 bushfire properties destroyed. Large scale bushfire that occurred across Hume, Gippsland North West Major 2014 jurisdictions. As per Risks in Victoria Report, 2014 the Eastern Victoria bushfire Alpine Fires burnt a total of 1.3 million hectares. Flood impacted 90 homes and 32 businesses affected in Alpine Shire. Roads October and bridges damaged causing road closures. Caravan parks, motels and Flood 2013 businesses inundated. Extensive damage to crops, livestock pumps, fencing, plant & machinery. September As per Risk in Victoria 2014 – Chestnut Blight disease was detected in 2010 to Eurobin, North East Victoria. The disease resulted in 5329 chestnut and 38 Disease June oak trees, in 9 groves, being destroyed. Owners of commercial groves 2013. received reimbursement Under Emergency Plant Pest Response. Two tornadoes impacted Yarrawonga, Mulwala, Bundalong, Rutherglen and 21 March Storm Euroa, injury 20 people (two critically). Local SES crews received 150 calls, 2013 with reported damage to properties, businesses and infrastructure. February A substantial Blue Green Algae outbreak from Lake Hume to Yarrawonga Marine 2010 Weir (approx. 110km), before travelling further to Echuca/Moama. Sep – Dec Significant flood event: impacting Ovens and Kiewa Valley Flood 2010

Hume Regional Emergency Management Plan Page 61 of 82 Version 1.0 (18 November 2020)

Flood inundated regional township of Numurkah, impacting business and 2010/11 Flood houses. Major Black Saturday Bushfires impacted four local LGAs, 161 lives lost (across 2009 Bushfire the state) and 1688 dwellings destroyed. Major Large scale bush fire that burnt through Alpine areas lasting 69 days. 1 million 2006/2007 Bushfire hectares and 51 homes destroyed October Train A historic steam train collided with a truck at a road crossing. The crash 2002 crash resulted in 3 deaths and 1 severe injury. Major flooding: Approx. 30 year ARI, Majority of flow from Ovens river East September Major branch catchment. Total 207mm rainfall at Harrietville. Damage to bridges 1998 Flooding and road infrastructure. Major flooding inundated townships in and around Wangaratta and Benalla, Major 1993 considered peak flood event. Small outlying communities were isolated, with Flooding business and homes inundated. A train crashed at Violent Town (near Benalla) resulted in the death of 9 February Train people and 117 injuries. Over 100 emergency personal were needed to 1969 crash response to the incident.

Hume Regional Emergency Management Plan Page 62 of 82 Version 1.0 (18 November 2020)

Attachment J: REMPC example sub structures

Further example of REMPC Sub-Committees

Regional Fire and HAZMAT Sub Committee (RFHSC) The fire management environment is a complex area combining traditional areas of risk and hazard with emerging risks and consequences. The RFHSC has the responsibility for understanding the fire and hazardous material landscape across the region and planning for true regional and municipal connectedness. In recognition of the complexity of the fire and hazardous material management environment this committee has responsibility for delivering a regional fire management support plan addressing mitigation, response, recovery, community resilience and interoperability. In addition to the plan this committee will report against the annual plan, advise the REMPC through a regular agenda item and through liaison with REMPC working groups. Formal terms of reference (TOR) developed by the REMPC will support and endorse the functions of this regional sub-committee.

Hume Regional Emergency Management Plan Page 63 of 82 Version 1.0 (18 November 2020)

The focus of the RFHSC is as follows: 1. Support municipal fire planning (see working group example below) 2. Write and maintain a regional fire and hazardous material support plan applying the principles of the EM Act 2013 3. Identification of emerging hazards and risks 4. Report and advise REMPC 5. Support municipal fire planning and mitigation programs of work 6. Liaise and participate as required in REMPC working groups 7. Cross footprint (including Cross border) interoperability

Example of Regional Fire and HAZMAT Sub Committee (RFHSC) working group Municipal Fire Support Working Group Activity 1: Develop schedule of municipal fire plans for regional endorsement. Attachment B: Emergency management regions

Hume Regional Emergency Management Plan Page 64 of 82 Version 1.0 (18 November 2020)

Attachment K: Restricted information

Hume Region Emergency Management Team Contact List (numbers and names of role holders have been redacted) Agency Agency Role Agency Agency Role

Deputy Chief Officer Assistant Chief Fire Officer – Regional Commander Assistant Chief Assistant Chief Fire Officer - District Officer 24 - Wodonga CFA Assistant Chief Fire Officer District SES 23 – Wangaratta Operations Assistant Chief Fire Officer - District Manager– 22 – Shepparton Emergency Assistant Chief Fire Officer - District 12 - Seymour

Director Emergency Management Deputy Chief Fire East Division Officer Manager Emergency Management Regional Manager, Fire East Division (Hume Region) DHHS and Emergency Senior Emergency Management Preparedness Coordinator Regional Manager

Emergency Management Forest & Fire Department of Coordinator Operations Environment, District Manager Land, Water Upper Murray District and Planning District Manager (DELWP) Ovens District Assistant Chief Fire Officer – South FRV (Fire District Manager East Rescue Murrindindi District

Victoria) District Manager Manager Pipeline Regulations in the Goulburn District Infrastructure section of the Policy Senior Command and Gas pipeline and Infrastructure Coordination Control Support Officer (DELWP) branch of Energy, Environment and Climate Change Division of the DELWP

RERC Regional REMI Regional Director Roads Victoria A/ REMI A/ Manager Operations Police Commander (previously Team Leader Projects Vic Pol (Division 4) known as REMO on call VICROADS Police Commander (Division 3)

Hume Regional Emergency Management Plan Page 65 of 82 Version 1.0 (18 November 2020)

Regional Director Regional Support Officer Hume 1 Area Manager Seymour/ Murrindindi/ Regional Leader, Hume – AgVic Mitchell Department of Manager Economic Hume 2 Area Manager Jobs, Regional Director Ambulance Shepparton/ Moira/ Strathbogie Regional Development Precincts and Victoria Hume 3 Area Manager Region Regional Leader, Hume – AgVic Wangaratta/ Alpine Manager Economic Hume 4 Area Manager Wodonga / Indigo / Towong Emergency Management Planning Coordinator Network Support Centre (V/Line Security – operates 24/7) Bushfire Manager Business Recovery Resilience Regional Recovery Manager V\Line Victoria (BRV) Emergency Management Compliance Advisor

Emergency Management Support Officer Independent Manager Operations and DET Emergency Schools (Name redacted) Acting Assistant Director Regional Sector Operations and Support Division Group Leader Governance & Compliance Operations Manager - Catholic AusNet Downer Group (Name redacted) Schools Services Operations Manager - Downer Group Rostered Incident Group Leader Central/North North East Powercor Powercor’s Manager Risk and Region Executive Manager Resilience Water Operations (NEW) Risk and Integrated Goulburn Regional Customer Service Goulburn Systems Coordinator Murray Water Manager East Valley Water General Manager (GMW) Manager Storage (GVW) Planning and Assets

DoT (formerly Operational Response Duty Officer EPA’s 24hr Manager, Network Emergency Public Emergency Response Manager, Regional Bus Contract EPA Officer Transport Northern Region (Bendigo) Region Manager – Victoria) North East

Hume Regional Emergency Management Plan Page 66 of 82 Version 1.0 (18 November 2020)

DoT Field Team Leader Regional Director – Eastern Victoria Regional Director Northern Victoria Regional Fire and Emergency Program Coordinator - Northern Region District Manager, Northern Rivers Ranger In Charge Fire & Emergency Northern Rivers Parks Victoria Regional Fire & EM Program (PV) Coordinator Eastern Victoria NBN EMLO District Manager, North East Manager Regional Operations Eastern Victoria Manager Regional Planning Eastern Victoria Ranger In Charge Fire & Emergency Management NE District

Manager NE Region Regional Relationship Telstra Red Cross Manager – Hume Region Emergency Management North East Officer Catchment North East CMA Regional Emergency Management NSW Police Authority Agency Commander Officer (NECMA)

Goulburn Broken Executive Manger NRM Delivery CEO Catchment Tourism NE Chief Executive Officer Manager Flood Recovery Crisis Communications Authority Manager Waterways and Floodplain (GBCMA) Planning

HVP Rostered Duty Officer Murray RTB CEO Plantations Risk Manager Marketing Manager Northern Region MERO Department of Base Support Manager Puckapunyal MRM Base Support Mgr – Albury Alpine Shire Defence MERC Wodonga Military Area EMC City Of Benalla MERO MERO MRM Wodonga MRM Council MERC Council MERC

EMC EMC Greater MERO MERO MRM Indigo Shire MRM Shepparton MERC MERC City Council EMC EMC Mansfield MERO Mitchell MERO MRM MRM Shire MERC Shire MERC EMC EMC MERO MERO Moira Shire Murrindindi MRM MRM MERC Shire MERC

Hume Regional Emergency Management Plan Page 67 of 82 Version 1.0 (18 November 2020)

EMC EMC Strathbogie MERO Towong MERO MRM MRM Shire MERC Shire MERC EMC EMC Wangaratta MERO Falls Creek MERO Rural City MRM MRM Resort Council MERC MERC Board EMC EMC Mt Hotham Mt Buller Resort MERO Resort CEO Management MRM Board MRM Board

Southern Alpine Resort Manager Management MERO Cross Border & EMV Preparedness Operations Board(SARMB) MRM Regional EM Coordinator, (Including EMC Cross Borders and Lake Preparedness Operations Mountain) Dept. Justice Beechworth & Community Regional Director Correctional Safety Project Officer – Emergency Centre Operations Manager Dept. Justice Management and Business Continuity –

& Community North East

Safety Yorta Yorta HM Prison Nation Cultural Heritage Operations Manager Dhurringile Aboriginal Coordinator Corporation

Victorian Aboriginal Council of Victoria Churches Department of Manager, Hume Heritage Programs Emergencies (name redacted) Premier & Aboriginal Victoria Ministry Cabinet (VCC EM)

Australian CEO Murray Dairy Defence Force (name redacted) Regional Extension

Officer Worksafe Group Leader

Operations & EM

Hume Regional Emergency Management Plan Page 68 of 82 Version 1.0 (18 November 2020)

Attachment L: DRAFT Hume Region Regional Consequence Strategy

*Please note this document has not been approved by the Hume REMPC at time of publishing the Hume REMP.

Hume Regional Emergency Management Plan Page 69 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 70 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 71 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 72 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 73 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 74 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 75 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 76 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 77 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 78 of 82 Version 1.0 (18 November 2020)

DRAFT

Hume Regional Emergency Management Plan Page 79 of 82 Version 1.0 (18 November 2020)

Hume Regional Emergency Management Plan Page 80 of 82 Version 1.0 (18 November 2020)

Attachment M: RCoT Structure

(Chart below was at the time of establishment)

Hume Regional Emergency Management Plan Page 81 of 82 Version 1.0 (18 November 2020)

Attachment N: REMP Review Register

Hume Regional Emergency Management Plan (REMP) Issues Register ID Date Raised By Description REMPC Agreed REMP No. Raised of Issue position/comments resolution reference (if applicable) 1 06.10.2020 Alpine Shire SEMP is REMPC is not able Issue to be Section 6 Council and unclear on the to make decision raised on SARMB, during position of regarding position. SEMP consultation on MEMO. issues SEMP Councils are register unsure if the position is required to be contacted 24/7. If this is the case it would have implication on funding for the councils 2 06.10.2020 Zone Controller REMP Paragraph added to Issue to be Section 4 is not referred requires REMP as Hume is raised on to within the consideration subject to SEMP SEMP, and written arrangements. issues however content register regions are regarding subject to region functions. controller, which include Zone Controller. 3 06.10.2020 Municipalities Relevant data Table added to Await Section 2.1 absentee for the REMP REMP and email further landowner noting a high sent to council information information to proportion of representatives. from be completed absentee land Some information councils owners in the collated, other to be high tourist added upon receipt. areas.

Hume Regional Emergency Management Plan Page 82 of 82 Version 1.0 (18 November 2020)