Light Regional Council

Emergency Management Plan

Reference Number: Section 6 No. 33 Responsible Department: Governance Related Policy/Procedure: Council Emergency Management Framework Council Emergency Management Policy Date of Adoption: 22 September 2020 Current Review Date: N/A Minute Reference 2020/175 Version Number: Original Next Review Date: October 2021 Review Frequency: Annually

Version 1 - September 2020

Acknowledgements: This document was prepared with support from the

Local Government Association of SA Council Ready Program

CONTENTS Executive Summary ...... 3 Introduction ...... 5 Purpose ...... 5 Scope and exclusions ...... 5 Link to Existing Emergency Management Documents ...... 6 Relevant Council Plans ...... 7 Light Regional Council Strategic Plan 2016-2020 ...... 8 Context ...... 11 Community profile ...... 11 Council Vision, Mission, Values and Principles ...... 14 Community Values ...... 16 South Australian Emergency Management arrangements ...... 17 Partners in emergency management ...... 18 Emergency risk assessment ...... 20 Objectives: ...... 22 Summary – Council’s emergency management priorities ...... 25 1.0 Disaster risk reduction ...... 25 2.0 Incident operations and recovery ...... 25 Emergency Management Plan ...... 26 Disaster risk reduction ...... 26 Council’s role – Disaster Risk Reduction ...... 26 Council activities that contribute to disaster risk reduction ...... 26 Council actions for disaster risk reduction ...... 27 Incident operations ...... 30 Council’s Role - incident operations ...... 30 Council activities that contribute to incident operations...... 30 Council actions for incident operations ...... 31 Recovery ...... 32 Council’s Role – Recovery ...... 32 Council activities that contribute to recovery ...... 32 Council actions for recovery ...... 32 Implementation arrangements ...... 34 Resourcing this Plan ...... 34 Monitoring and Improvement ...... 34

Review History ...... 34

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Executive Summary

Emergencies can occur at any time with little warning, rapidly spread over designated boundaries and cause diverse and widespread impacts across affected communities. The Light Regional Council (Council) area has experienced bushfire, flood, heatwave, storm, utility outages and human disease (pandemic).

Council anticipates new threats may emerge in response to changing social, environmental and economic conditions of the future. These may include animal and plant disease, earthquake and potentially terrorism. Council can help to minimise these threats and contribute to the safety and wellbeing of their communities by participating in local emergency management.

The State Emergency Management Plan (SEMP) articulates the roles and responsibilities that Local Government may play in the local emergency management planning. As well as the legislative and administrative roles under the SEMP, the Local Government Emergency Management Framework (LGEMF) 2019 sets out roles for councils in the areas of disaster risk reduction, incident operations and recovery.

Council has a history of working closely with our neighbouring councils and state government in the Zone Emergency Management Committee and has undertaken a comprehensive risk assessment into our priority hazards through the Local Emergency Risk Management work. Recently, our commitment to emergency management has been documented in our Council Emergency Management Framework and Policy.

This Council Emergency Management Plan (Plan) is an implementation document that exists to translate Council’s Emergency Management Framework and Policy into clearly defined actions with responsibility and resources allocated to disaster risk reduction, incident operations and recovery.

This document ensures that Council has a coordinated and planned approach to managing the consequences of emergencies on communities.

History of Recent Emergencies

2020 2016 2010

Extreme Storm & Pinery COVID-19 State-wide Blackout Gawler & Light Bushfire Gawler & Light Pandemic River Floods River Floods

2016 2015

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The current objectives established for this Plan are:

Disaster risk reduction

Ensure Council’s role in emergency management is embedded across appropriate Objective 1.1 documents

Maintain networks with relevant stakeholders and promote community emergency Objective 1.2 awareness

Objective 1.3 Taking practical action to progress identified emergency controls and risk treatments

Proactively build Council knowledge of emergency risks to improve capacity to Objective 1.4 respond

Incident operations and recovery

Maintain systems and processes that enable Council to support emergency services Objective 2.1 during incidents

Develop a shared understanding of Council’s role in recovery following a major Objective 2.2 emergency

Photograph: Freeling Township

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Introduction Purpose

This Plan establishes Council’s strategic direction for emergency management and describes the actions that Council will take to reduce disaster risk, maintain incident operational capability and prepare for recovery. The Plan identifies responsibility and resources to achieve broad strategies and is not for use in incident or recovery operations.

In accordance with the State Emergency Management Plan, Local Government Emergency Management Framework and the Emergency Management Planning Guide for SA Councils, the Plan:

• Describes the context for the plan in terms of council and community values, related plans, the state emergency management arrangements and the council’s partners in emergency management.

• Establishes linkages between the plan and other relevant council or regional strategies and plans that contribute to management of emergency risk.

• Identifies emergency risks in the council area, and their possible impacts on council and community values.

• Identifies the strategies council has or will adopt to manage emergency risks.

• Describes how the strategies will be acted upon by describing specific tasks and allocating accountability, resources and timeframes.

• Identifies the monitoring and improvement processes associated with the plan, including exercising. Scope and exclusions

Council’s Emergency Management Plan is limited to community emergency risks that are within Council’s sphere of influence and responsibility. This Plan does not address the management of internal emergency risk to Council operations or services as these are addressed in Council’s Business Continuity Plan, WHS Management System and other internal policies/procedures.

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Link to Existing Emergency Management Documents

This Plan supports the implementation of:

• Council’s Emergency Management Framework • Council’s Emergency Management Policy • Council’s Local Emergency Risk Management Implementation Plan • Council’s Incident Operations and Recovery Arrangements Procedure

This Plan is supported by incident operations and recovery arrangements that detail how Council will organise and take practical action in the event of an emergency occurring. These arrangements are the documents to be referred to during an actual incident response or recovery.

Council Emergency Management Framework

Council Emergency Management Policy

Council Local Emergency Risk Assessment and Risk Management Implementation Plan

Council Emergency Management Plan

Council Incident Operations & Recovery Arrangements Procedure

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Relevant Council Plans

The Plan is linked to, and underpinned by, other Council plans and strategies.

Council Emergency Management Plan

Long Term Strategic Plan Annual Business Financial Plan Business Plan Continuity Plan

Relevant Committees

Committees

Local Barossa Zone Flinders Mid Gawler River

Government Emergency North Yorke Floodplain Functional Management Bushfire Management Support Group Committee Management Authority Committee

Council’s Emergency Management Plan is also aligned to regional plans including:

• Barossa Zone Emergency Management Plan • Barossa, Light & Lower Northern Region Public Health & Wellbeing Plan • “Adapting to change – forming new habits: A Climate Change Adaption Plan for RDA Barossa Region 2014

Flinders Mid-North Yorke Bushfire Management Area Plan

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Light Regional Council Strategic Plan 2016- 2020

Council is presently reviewing its Strategic Plan in accordance with legislative requirements.

Council’s Strategic Plan 2016-2020 has identified strategic priorities with several links to emergency management.

These include:

• Further advancement of the use of captured, treated and recycled stormwater to support irrigation of reserves and recreation areas and to support local primary production, including a regional ‘Food Bowl’ initiative; • Integration of appropriate UN sustainable development goals to assist with the achievement of national objectives; • Continuous improvement in communication to support informed and productive interaction with ratepayers, residents, visitors and stakeholders; • Striving to achieve the measures of success contained in the “Barossa, Light and Lower Northern Region Public Health and Wellbeing Plan” (Regional Public Health Plan) as listed in the following Table:

Priority Area Measure of Success 1. A Regional Framework for 1.1 Stakeholder involvement in the implementation and reporting Public Health on the Regional Public Health and Wellbeing Plan beyond councils 2. Community and Cultural 2.1 Increased levels of community participation in: council Wellbeing services (facilities, programs and projects), volunteering and council engagement. 2.2 An increased percentage of children are fully immunised at five years. 2.3 Councils have implemented policies for smoke free community events. 2.4 The community considers they have adequate access to community and health services. 3. Economic Wellbeing 3.1 There is increased diversity of economic sectors across the region. 3.2 Levels of employment across age groups are maintained or improved. 4. Natural and Built Environment 4.1 There is increased housing choice and affordability. 4.2 Implementation of priority recommendations in regional and local Open Space and Recreation Plans. 4.3 Waste disposed to landfill is reduced. 4.4 There are reduced incidents of illegal dumping. 4.5 Measures are in place to protect the region’s built heritage and natural environment. 4.6 Councils are meeting internal performance measures for relevant safety and public health enforcement: complaint investigation, inspection frequencies and permitting activities.

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Council’s Strategic Plan 2016-2020 Objectives with links to emergency management

Objective 1.5 Minimise energy and natural resource use

1. Sustainability Continuing commercial partnerships with third parties and other Objective 1.6 levels of government to provide outcomes for the community

Objective 2.1 Continuous improvement of community wellbeing

2. Community Health Objective 2.2 Continuous improvement of community facilities & Well-being

Objective 2.4 Improved communications with stakeholders

3. Industry, Innovation & Objective 3.3 Advocate on behalf of regional opportunities Infrastructure

Objective 4.1 Further planning for extreme weather events in the region

Objective 4.2 Improved management of water resources

4. Environment Objective 4.3 Preservation of areas of environmental biodiversity

Objective 4.4 Improved roadside vegetation management

Progression of Gawler River Floodplain Management improvements Objective 4.5 and priority recommendations within Stormwater Management Plans

Council’s ‘Strategic Risks and Opportunities Register’ also identifies the following: • Item Number 4 – Risk Type: Environmental – Failure to act on environmental problems, recognise climate change and the impact it has on the environment and the increased number and severity of disasters; and • Item Number 9 – Failure to comply with Work, Health and Safety legislative obligations

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Light Regional Council Emergency Management Plan Page 10

Context

The original inhabitants of the area now known as Light Regional Council were the Kaurna, Ngadjuri and Peramangk Aboriginal people. The Council area is located approximately 80kms to the north of ’s CBD which brings with it potential for population growth, as identified in the State's 30-year Plan for Greater Adelaide. The recent opening of the six-lane Northern Connector makes the region even more accessible from Adelaide.

The region encompasses the townships of , Freeling, Greenock, Roseworthy, Wasleys, Hewett and the Gawler Belt area. It takes in a diverse and thriving area of broad acre farming, viticultural areas and appealing rural- urban living options. The Council covers an area of approximately 1277km².

The Council continues to attract important viticultural and agricultural development to the area, along with associated support industries. Light also has three major reserves, including The Davidson, Pengilly Scrub and Pines Reserves and various walking trails, including the Heysen Trail, Kapunda Heritage Trail, Kapunda Mine Trail, Mawson Trail, McLeod’s Daughters Walk and the Kidman Trail.

Light Regional Council has some of the richest heritage, bordering on both the Barossa and Gawler, as well as having a rich mining heritage with Kapunda as the first established mining town in after the discovery of copper in 1842. In the early 1900s, the Freeling area was the largest hay producing centre in South Australia, and today it is the largest supplier of precision ground engagement tools produced in Australia.

In 1881, the government purchased land to establish an experimental farm in the region and in 1883, reconstituted the farm as a college. Roseworthy Agricultural College became the first of its kind in Australia and is now a major contributor to agricultural teaching and research. Community profile

Townships within the Light Regional Council area include Kapunda, Freeling, Gawler Belt, Greenock, Hewett (suburb), Roseworthy and Wasleys as well as several other smaller settlements. The area is more affordable than the South Australian average, with a mean property value of $350,000. Population of the region remains stable at around 15,500 residents, with a moderate growth which has been promoted by developments at Freeling and Roseworthy after several years of planning.

The region has a larger percentage of younger people than the regional South Australian average, with Light having over 20% under 15 years in 2016. As in other regional areas, there is also a large portion of the community over 55, with this category growing more than others.

Light’s local economy was initially founded on mining and agriculture. Rural land is still used largely for farming, particularly grain growing (wheat, barley and oats) and sheep grazing. Viticulture remains an important industry in the region, along with supporting manufacturing industries also providing significant jobs. The area includes a significant proportion of one of Australia’s best-known international brands, the wine region. Tourism is an important asset to the area, driven by strong growth in day trips supporting local, small businesses.

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Light Regional Council Emergency Management Plan Page 12

Assets Major Infrastructure

Major physical infrastructure for Light Regional Council and the surrounding region comprises of: ➢ Transport network comprises of 789km of sheeted roads, 166km of sealed roads, 64km of footpaths and shared paths; and 150km of kerb and gutter ➢ Stormwater network comprises of 2,174 pits; 50km of pipes and culverts, 599 headwalls, 960 cross drains, 20 stormwater quality improvement devices and 70 ford/floodways ➢ Bridge network comprises of 11½ box culvert vehicle bridges, 19 single and multi-span vehicle bridges and 3 footbridges ➢ Community Wastewater Management network comprises of 3,104 inspection points, 82km of gravity drains, 15km of rising mains, 108 pump station components, 98 wastewater treatment plant components, 6km of recycled water mains, 25 recycled water pump station components and 12 water treatment/storage lagoons. ➢ Buildings and Structures comprises of 300+ sites, 96 operational asset records, 125 community asset records, 446 recreational asset records, 26 public amenity (toilets) asset records, 26 burial ground asset records and 82 other asset records. ➢ Gawler Aerodrome – This aerodrome is owned by Council and is managed on our behalf by the Adelaide Soaring Club (ASC). The aerodrome has been flying gliders since 1950 and is involved in recreational aviation as well as the ASC training pilots in both gliding and light sports aircraft. The Country Fire Service (CFS) operates its water bombers from this airfield during the bush fire season as required. ➢ Kapunda Materials Recovery Facility – Located at Scotty’s Grave Road, Kapunda allows for disposal of green waste and designated recyclables.

Natural Environment

Rural living in the region is enhanced by remnant vegetation, reserves and environmental assets. There is a diverse range of land and habitat types in the council area including the plains of Gawler River to the upland areas of St Kitts, sand dunes around Reeves Plains and long, low valleys of the Western Barossa. Council also has two significant watercourses which traverse through, the Light River and Gawler River. Council has several significant areas of remnant vegetation under its care and control, including the Pines Reserve near Kapunda and Pengilly Scrub near the town of Wasleys. Council plays an important role in maintaining the habitat value and biodiversity of these parks, as well as remnant vegetation along roadsides. A range of activities are undertaken to promote and restore resilient and viable vegetation communities and habitats. These include: ➢ Revegetation and weed management at several locations including A.M. Dawkins Reserve, Wingate Rd Reserve, Roedinger Reserve, Fairlie Rd Reserve ➢ Maintenance and weed management at historic cemeteries ➢ Ongoing revegetation and placement of nest boxes for vulnerable species at Pengilly Scrub following the impacts of the Pinery bushfire in 2015. ➢ Native plant giveaway days ➢ Detention basin revegetation at Freeling, Solomon Street, Kapunda and Branson Rd, Greenock

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Council Vision, Mission, Values and Principles

Our Vision Respecting the past, creating our future

Our Mission

To be regarded as an exemplary Council that puts the people of Light first, while creating a place that is also welcoming to visitors. Through the services we deliver, we will provide the basis for a community that can grow sustainably, but always within financial means.

Core Values

As a Council we will be guided at all times by: ➢ foundation values of respect, honesty and integrity; ➢ showing leadership; ➢ having a constant awareness of the community we serve; ➢ our need to be financially viable (through the core principles of Growth, Reform Innovation and Discipline); and ➢ striving for quality outcomes.

These values express how the Council operates, lives, breathes and expresses itself through its daily duties.

Core Principles

Light Regional Council is guided by a focus on ‘Core Principles’ of: • Growth • Reform • Innovation • Discipline

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Our Services

Local government provides essential services in accordance with its legislative responsibilities under several statutes and aligned with its community’s needs.

While waste collection and road construction and maintenance are generally the most commonly referred to and understood, other key community services include:

• Community support – including events, grant funding, community transport, home assist, volunteering • Community land management (in accordance with legislation) • Community Wastewater management (in accordance with legislation) • Development assessment and regulation (in accordance with legislation) • Dog and animal management (in accordance with legislation) • Economic development, including business support and entrepreneurial projects • Fire prevention (in accordance with legislation) • Infrastructure and asset management (including new items, maintenance and replacement) • Landscape management (including waterways, roadsides and public areas) • Local nuisance and litter management (in accordance with legislation) • Library services and community meeting spaces • Property and facilities management and development, including parks and recreational areas • Public health responsibilities for its area (in accordance with legislation) • Stormwater management

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Community Values

Council and community values were ascertained via a workshop with the General Managers Group together with public consultation on this Plan. The values of both Council and the community act as drivers for the ways in which Council contributes to emergency management.

The following assets, services and values act as drivers for Light Regional Council and its community:

• Lifestyle living – affordable housing including new developments with large blocks in a semi-rural setting. • Amenities – close to Gawler and Adelaide with easily accessible transport routes. • Community – community events, supportive schools, young families, strong sporting culture all combine into a strong sense of community. • Employment opportunities –agriculture, viticulture, tourism, and supporting industries. • Culture – historic townships, long standing families and connections to properties. • Environment – a number of parks, the Gawler River, walking trails all which are important for recreation.

Community Services provided by Council include:

• Light Regional Council Community Bus – 12-seater community bus available for hire by not-for-profit Community Groups • Light Regional Council Library Services – Libraries are located within the townships of Kapunda, Freeling and Greenock. • Visitor Information Centre – Located within the township of Kapunda • Barossa & Light Shopping Bus – This bus does a regular shopping trip from Kapunda (via Freeling) to Gawler, Munno Para and Elizabeth every 1st and 3rd Tuesday of the month. • Barossa & Light Community Cars - A personal car service and is available to anyone who is transport disadvantaged or temporarily transport disadvantaged. The scheme is primarily used for attending medical appointments. • Barossa & Light Home Assist – a service to enable people to remain living safely in their own home, maintain independence and enhance their quality of life • Volunteering Barossa & Light - A free community service that matches volunteers to positions and provides help and advice on all aspects of volunteering.

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South Australian Emergency Management arrangements

The roles of local government in emergency management are informed by the State Emergency Management Plan (SEMP) and the Local Government Emergency Management Framework (LGEMF). They are enabled by the Local Government Act 1999, which outlines the requirement for councils to consider risks (including emergency risks) as follows:

• make informed decisions (section 6) • take measures to protect their area from natural hazards (section 7) • provide infrastructure for community and for development (section 7) • ensure the sustainability of the council’s long-term financial performance (section 8) • assess the maintenance, replacement or development needs for infrastructure (section 122) • identify anticipated or predicted changes in any factors that make a significant contribution to the costs of the council’s activities or operations (section 122).

In addition, the Local Government Act requires council’s to “give due weight, in all its plans, policies and activities to regional, state and national objectives and strategies concerning the economic, social, physical and environmental development and management of the community” (section 8).

The SEMP sets out the role of local government in emergency management as follows:

“Local government has a fundamental enabling role in emergency management because of their strong relationships with local community networks and knowledge of locally available resources.

Local governments have responsibilities, in partnership with state government, to contribute to the safety and wellbeing of their communities by participating in local emergency management response and recovery.”

As well as the legislative and administrative roles under the SEMP, the Local Government Emergency Management Framework 2019 sets out roles for councils in three key areas: disaster risk reduction, incident operations, and recovery.

This Plan supports Council to fulfil its roles in emergency management in accordance with the Local Government Act, State Emergency Management Plan and the Local Government Emergency Management Framework.

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Partners in emergency management

Council acknowledges that emergency management is a shared responsibility, and that Council has roles in the emergency management plans of its partners. Key partners of Council are:

Emergency Services

• South Australian Police - Barossa Local Service Area • South Australian Country Fire Service – Region 2 – Upper , Yorke Peninsula and Lower North • South Australian Metropolitan Fire Service – Kapunda • South Australian State Emergency Service – Kapunda Unit • South Australian Ambulance Service - Kapunda

Council participates in regional emergency management planning through:

• Barossa Zone Emergency Management Committee • Flinders Mid North Yorke Bushfire Committee

In addition, Council is also a participating organisation of the Local Government Functional Support Group (LGFSG). The LGFSG has the responsibility of “Coordinating response from local government during an emergency” in accordance with Section 2.2 of Part Two of the State Emergency Management Plan.

Light Regional Council has community partners in emergency management that connect our community. These include but are not limited to:

• Emergency Services – Kapunda is the main centre for emergency services with a number of volunteer stations namely Country Fire Service (CFS), Metropolitan Fire Service (MFS - career station), State Emergency Services (SES) and SA Ambulance • Country Fire Service units across Council • SA Police – Stations based at both Kapunda and Freeling • Kapunda Hospital and medical facilities • Kapunda Lions • Rotary Club of Kapunda • Country Women’s Association - Kapunda • Churches – Uniting, Anglican, Lutheran, Catholic, Light Community church – Combined Churches Committee • Red Cross – ancillary role (no local Red Cross in Council) • Public and Community Facilities - Dutton Park Kapunda (Sporting clubs, playground, skate park, netball & tennis courts, oval and clubrooms), Freeling ANZAC Park, Freeling Community Recreation Park (F.A.R.M Centre, sporting clubs, playground, skate park, netball and tennis courts, oval and clubrooms), Freeling Institute, Greenock Centenary Park, Greenock Institute, Hewett Community Centre, Kapunda Bowling Club (undercover facility) Kapunda Golf Club, Kapunda Soldiers Memorial Hall, Kapunda Swimming Pool, Kapunda Trotting Track/Harness Racing Club, Wasleys Institute, Wasleys Recreation Park (Sporting clubs, oval, playground and clubrooms) • Local Businesses: Service stations, hardware shop, rural supplies, supermarkets, hotels, post office and take-away/cafes/bakeries • Radio/Barossa Flow FM 99.5 FM

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Light Regional Council Emergency Management Plan Page 19

Emergency risk assessment Zone Risk Assessment

The Barossa Zone Emergency Risk Assessment identifies the following as the Barossa Zone’s top hazards:

• Bushfire - South Australia can expect 6 or 7 serious fires every 10 years. • Flood - Flood is the most costly natural disaster in South Australia. • Extreme Weather (Heatwave) - Extreme heat causes more deaths in Australia than all other natural hazards combined. • Extreme Weather (Storm) - Extreme storms are more commonly observed than any other natural hazard in South Australia. • Animal and Plant Disease - A major outbreak of an animal or plant disease has the potential to cost billions of dollars in lost earnings. Council Risk Assessment

Council has undertaken an emergency risk assessment to identify the risks most relevant to the community through the Local Emergency Risk Management (LERM) Project

The Barossa Council was successful in receiving a grant through the National Disaster Resilience Program to assist in funding this project in 2017. The four councils that made up the Barossa Zone (The Barossa Council who hosted the project, Town of Gawler, Adelaide Plains Council and Light Regional Council) jointly agreed to pursue and lead the rolling out of the project.

The LERM Framework provided a method to assess emergency-related risks from all hazards and is heavily based on the National Emergency Risk Assessment Guidelines (NERAG). NERAG has been endorsed by the Standing Council on Police and Emergency Management as the consistent method for future use by Australian governments to assess risk for priority hazards.

Photo: View from Freeling Operations Centre - Pinery Fire 2015

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As a result of the LERM project, emergency hazards and priority risks for Council were identified as follows:

• Rural Fire • Flood • Extreme Weather – Heatwave • Extreme Weather – Storm

Hazard Priority risks

Rural Fire Injury and death to people in the community from: ➢ last minute evacuations ➢ people staying to care for animals ➢ traffic accidents due to travelling in bushfire conditions Injury and death to outdoor workers Damage to residential buildings Flood Death and injury to people especially vulnerable members of the community Death, injury or illness to Council workers Damage and/or inundation to buildings (residential and businesses) resulting in injuries and/or death Decreased ability for Council to deliver core services Emergency services unable to access or overwhelmed by requests for assistance Heatwave Impacts to telecommunications and essential services Damage to agriculture including crops, grapes, horticulture and animals Damage to stock or premises causing financial impacts to business Storm Impacts to telecommunications and essential services required for employees to attend or undertake work Damage to agriculture including crops, grapes, horticulture and animals causing a financial impact Damage to stock or premises causing financial impact to businesses

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Objectives:

The LERM Implementation Plan identifies a number of objectives and actions which Council has identified to reduce these risks to the community.

Risks to the community were further workshopped with Council Executive as part of the production of this Plan.

In conjunction with the risks identified in the LERM project, the following were deemed potential priority risks for Light Regional Council. It is important to understand that there has been no formal risk assessment undertaken on this.

Hazards Environment People Economy Social Setting Public administration Bushfire *Death and injury Death and injury *Damage to *Displacement of Decreased to animals infrastructure e.g. people ability for

buildings, roads, Council to *Soil erosion bridges etc. deliver core Destruction of *Psychological services *Damage to vegetation, trees impact e.g. stress, businesses etc anxiety etc. *Loss of stock Water Impacts to contamination *Impact to primary telecommunications industry production or and essential

crops services *Impact to tourism sector Flood *Release of Death or injury *Damage to *Psychological Decreased contaminants to caused by infrastructure e.g. impact e.g. stress, ability for waterways damage to buildings, roads, anxiety etc. Council to transport bridges etc. deliver core *Damage to flora *Emotional impact infrastructure or services and fauna *Financial impact due to community from travelling in flood to no or death or injury of conditions underinsurance animals e.g. *Failure of companion animals, Loss of stock Community pets, stock etc. Wastewater *Impact on cultural Management heritage – buildings Systems causing and sites health risks Storm *Impacts on the *Death or injury Damage to *Emergency health of wildlife e.g. people, infrastructure services unable and native including to access or vegetation vulnerable overwhelmed by residents requests for assistance Decreased ability for Council to deliver core services

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Hazards Environment People Economy Social Setting Public administration Heatwave *Impacts on the *Death or injury *Heat causing *Decreased health of wildlife e.g. people, decreased tourism ability to and native including earnings administer vegetation vulnerable Council residents services *Emergency services unable to access or overwhelmed by requests for assistance Human Death and injury Financial impact due Reduced Disease to imposed community (Pandemic) restrictions e.g. connectivity business closures, Psychological tourism restrictions impact e.g. mental etc. health and wellbeing Black system Death and injury Loss of income – Impacts to business closures telecommunications (Power and essential outages) services Earthquake Death and injury Damage to Impacts to infrastructure e.g. telecommunications including buildings, and essential roads, dams, bridges services Psychological impact e.g. mental health and wellbeing Impact on cultural heritage – buildings and sites Drought Damage and loss Death and injury Loss of income e.g. Psychological of native agriculture and related impact e.g. mental

vegetation industries health and wellbeing Impact on local businesses

*Consequence impacts that were identified in the LERM Project

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Light Regional Council Emergency Management Plan Page 24

Summary – Council’s emergency management priorities

Based upon this context and the emergency risk assessment outcomes, Council’s emergency management priorities are: 1.0 Disaster risk reduction

Ensure Council’s role in emergency management is embedded across appropriate Objective 1.1 documents Maintain networks with relevant stakeholders and promote community emergency Objective 1.2 awareness Objective 1.3 Taking practical action to progress identified emergency controls and risk treatments Objective 1.4 Proactively build Council knowledge of emergency risks to improve capacity to respond

2.0 Incident operations and recovery

Maintain systems and processes that enable Council to support emergency services during Objective 2.1 incidents Objective 2.2 Develop a shared understanding of Council’s role in recovery following a major emergency

Detail about the action(s) that Council will take to achieve these objectives is provided in the following sections of this Plan.

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Emergency Management Plan Disaster risk reduction

Council’s role – Disaster Risk Reduction

Council’s roles in disaster risk reduction include:

• Understand and communicate current and emerging disaster risks. • Integrate disaster risk into existing plans and decision-making. • Partner with local stakeholders in addressing priority emergency risks. • Strengthen disaster resilience in communities through community development.

Council activities that contribute to disaster risk reduction

Council currently undertakes the following activities to reduce the disaster risk to its communities.

• Land-use planning • Public health measures (e.g. immunisation, food safety, wastewater management, hygiene and sanitation) • Bushfire management planning • Tree management planning and operations • Road maintenance, renewal and upgrade • Stormwater infrastructure maintenance, renewal and upgrade • Flood plain mapping and mitigation works • Formed a Sustainable Working Party in response to Council’s Climate Emergency Declaration • Vegetation management (roadside, parks and reserves) o Clearance of vegetation from waterways • Development Assessment and Building safety • Fire Prevention - Appoint Fire Prevention Officers to undertake inspections of private and council land, issue notices (Fire and Emergency Services Act 2005) • Participation in Bushfire Management Committees • Participation in Barossa Zone Emergency Management Committees • Participation in staff development e.g. LGA iResponda training • Maintain asset and liability insurance • Community development • Community centres • Libraries • Provision of public information

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Council actions for disaster risk reduction

The tables below describe the actions Council will undertake to reduce identified disaster risks.

Objective 1.1 – Ensure Council’s role in emergency management is embedded across appropriate documents

Action Delivery Lead

Incorporate emergency and climate risks into December 2020 General Manager Group Council Strategic Plan and accompanying documents

Develop, consult and maintain Council Emergency August 2020 General Manager Group Management Plan Lead: General Manager, Infrastructure and Environment

Completion of an ‘Environment Plan’ and December 2022 General Manager Group commencement of project and program delivery with a focus on sustainability, hazard reduction, Lead: General Manager, waste reduction, management of resources and Infrastructure and Environment innovative solutions as guided by Councils ‘Sustainability Working Party’

Objective 1.2 – Maintain networks with relevant stakeholders and promote community emergency awareness

Action Delivery Lead

Continued delivery of tailored community Ongoing General Manager Group engagement and education programs (education, skills training, COVID-19 support needs) Lead: General Manager, Strategy & Development

Maintaining emergency management information Ongoing General Manager Group and key emergency contact links on Council’s website Lead: General Manager, Business & Finance

Continue to work with the Barossa Zone Emergency Ongoing General Manager Group Management Committee to develop risk management strategies to mitigate the impacts of Lead: General Manager, emergency events in the region Infrastructure & Environment

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Objective 1.3 – Taking practical action to progress identified emergency controls and risk treatments

Action Delivery Lead

Convert all high use Community Wastewater Ongoing General Manager Group Management Scheme treatment plants to alternative energy sources such as solar power with Lead: General Manager, built in redundancy systems Infrastructure and Environment

Implement stormwater mitigation works as part of Ongoing General Manager Group the Accelerated Infrastructure Program Lead: General Manager, Infrastructure and Environment

Continued upgrades in partnership with the GRFMA, Ongoing Chief Executive Officer other Councils, the NRM Board and State Government to improve the management of flood waters along the Gawler River as funding allows

Consolidate approved Stormwater Management December 2021 General Manager Group Plans into the Stormwater Chapter of the IAMP Lead: General Manager, Infrastructure and Environment

Continue to investigate F.A.R.M Centre as being a December 2020 General Manager Group Pre-identified Relief Centre (in conjunction with Freeling Recreational Park Committee and Lead: General Manager, Belgravia) Infrastructure and Environment

Develop business case for a generator at F.A.R.M December 2020 General Manager Group Centre Lead: General Manager, Infrastructure and Environment

Continue to investigate potential cooling centres in Ongoing General Manager Group townships for use during heatwaves Lead: General Manager, Infrastructure and Environment

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Objective 1.4 – Proactively build Council knowledge of emergency risks to improve capacity to respond

Action Delivery Lead

Continue building capacity of Council elected Ongoing General Manager Group members and staff to respond to emergencies e.g. professional development of relevant staff Lead: General Manager, Strategy & Development

Monitor and review LERM Implementation Plan and Ongoing General Manager Group implement identified actions Lead: General Manager, Business & Finance

In response to Council’s ‘Declaration of a Climate Ongoing General Manager Group Emergency’ in March 2019, focus on sustainability, hazard reduction, waste reduction, management of Lead: General Manager, resources and innovative solutions as guided by Infrastructure and Environment Council’s ‘Sustainability Working Party’.

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Incident operations Council’s Role - incident operations

Council will support its community, other councils and the South Australian emergency management arrangements immediately before, during and immediately after an incident.

When participating in incident operations Council will do so within the scope of its emergency management policy, the i-Responda operating platform, the Local Government Incident Operations Protection Guide and, when appropriate, as members of the Local Government Functional Support Group.

Council’s Incident Operations Arrangements are detailed in Council’s Incident Operations Arrangements & Recovery Procedure.

The key roles in incident operations can be summarised as:

• Develop a locally relevant risk-based suite of incident operational arrangements. • Build capability of council to participate in the Local Government Functional Support Group (LGFSG) • Participate in incident operations in accordance with the i-Responda operating platform.

Council activities that contribute to incident operations

Council currently undertakes the following activities to contribute to incident operations that support the emergency services and their communities:

• Environmental health • Local knowledge • Waste management • Tree management • Flood mitigation • Plant and equipment • Community facilities and networks • Vegetation management • Heatwave (cool venues) • Plant or equipment to support emergency services • Specialised and skilled staff • Communication

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Council actions for incident operations

Section 2.5 identified the following objectives for incident operations. The tables below describe the actions Council will undertake to maintain capacity to participate in incident operations

Objective 2.1 – Maintain systems and processes that enable Council to support emergency services during incidents

Action Delivery Lead

Develop, consult and implement December 2020 General Manager Group Council Incident Operations & Recovery Arrangements Procedure Lead: General Manager, – clarify council’s roles, structures Infrastructure and Environment and approaches in incidents and recovery

Exercise incident operations using December 2020 General Manager Group a scenario-based approach to prepare Council staff of their roles Lead: General Manager, during an incident Infrastructure and Environment

Arrange emergency management Ongoing General Manager Group training for relevant workers in accordance with Council’s Annual Lead: General Manager, Business & Training Needs Analysis/Plan e.g. Finance Incident Management, I-Responda

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Recovery Council’s Role – Recovery

Council will provide leadership and support to the community in recovery. Council’s recovery arrangements identify how Council will participate in recovery. Council activities that contribute to recovery

Council currently undertakes the following activities to contribute to recovery of the community.

• Environmental health • Vegetation management (roadside, parks and reserves) • Animal management • Community development • Tree management • Events • Local knowledge • Community grant programs • Waste management • Building maintenance, renewal and upgrade – Asset restoration • Road maintenance, renewal and upgrade • Development Assessment • Stormwater infrastructure maintenance, • Advocacy renewal and upgrade • Communication

Council actions for recovery

The tables below describe the actions Council will undertake to develop its capacity to participate in recovery.

Objective 2.2 - Develop a shared understanding of Council’s role in recovery following a major emergency

Action Delivery Lead

Develop, consult and implement December 2020 General Manager Group Council Incident Operations & Recovery Arrangements Procedure Lead: General Manager, - clarify council’s roles, structures Infrastructure and Environment and approaches in recovery

Partner with both the Ongoing Chief Executive Officer Commonwealth and the State to support economic recovery in response to the COVID-19 pandemic

Community Development Officer Ongoing General Manager Group competent to lead recovery training e.g. PERMA (wellbeing) Lead: General Manager, Strategy & Development

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Implementation arrangements Resourcing this Plan

Council will ensure the resourcing of this Plan by: • Advocating for appropriate budget bids to be presented to Council each year in the context of achievement of this Plan; • Maintaining existing services as described in this Plan i.e. environmental health, tree management, vegetation management, waste management, fire prevention duties etc; • Maintaining Position Descriptions for relevant staff, with recognition of duties relevant to the various aspects of emergency management. Monitoring and Improvement

This Plan will be reviewed by the General Manager Group, in consultation with workers or their representatives, every forty-eight (48) months or more frequently where legislation or organisational needs change. Review History

Document Version No: Issue Date: Description of Change: History:

Original 22 September 2020 New Document

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