WESTERN AUSTRALIA
State Emergency Management Committee
Annual Report FOR THE REPORTING PERIOD ENDING 30 JUNE 2006
All correspondence to: The Secretary SEMC C/- FESA PO Box P1174 PERTH WA 6844
Telephone: (08) 9323 9335 Facsimile: (08) 9323 9462
Email: [email protected] Web Page: www.fesa.wa.gov.au/internet
Acknowledgements The State Emergency Management Committee acknowledges the following agencies and organisations for their contribution to Western Australia’s emergency management arrangements and this annual report: • Alinta • Australian Broadcasting Corporation • Bureau of Meteorology • Defence Corporate Support Centre WA • Department for Community Development • Department for Planning and Infrastructure • Department of Agriculture and Food • Department of Consumer and Employment Protection • Department of Education and Training • Department of Environment and Conservation • Department of Health • Department of Housing and Works • Department of Indigenous Affairs • Department of Industry and Resources • Department of Land Information • Department of Local Government and Regional Development • Department of the Premier and Cabinet • Department of Treasury and Finance • Department of Water • Disability Services Commission • District Emergency Management Committees • Fire and Emergency Services Authority of Western Australia • Government Media Office • Insurance Council of Australia • Local Emergency Management Committees • Local Governments • Lord Mayor’s Distress Relief Fund • Main Roads WA • Public Transport Authority • St John Ambulance • Telstra • Water Corporation WA • Western Australian Local Government Association • Western Australia Police • Western Power • WestNet Rail
Editor: Mr Allan Riley, A/Manager Policy and Planning Emergency Management Services Assistant Editor: Mr Wayne Syme, Policy and Planning Officer Emergency Management Services
Contents
Glossary 3
Introduction 6
Western Australian Emergency Management Committees 7
State Emergency Management Committee Membership 8
Subcommittee Members 8
SEMC Members 9
State Emergency Management Committee Meetings 11
SEMC Subcommittees 12
SEMC Strategic Plan 21
Vision 21
Role 21
Goals & Key Actions 21
Report against the SEMC Strategic Plan 23
SEMC Strategic Plan Goal 1: Education and Awareness 23
SEMC Strategic Plan Goal 2: Emergency Management Policy 25
SEMC Strategic Plan Goal 3: Emergency Management Planning 26
SEMC Strategic Plan Goal 4: Emergency Management Operations 30
SEMC Strategic Plan Goal 5: Continuous Improvement 37
Presentations to SEMC 40
State Emergency Coordination Group 42
Operational Events 42
Exercises 44
State Recovery Coordinating Committee 45
Operational Events 45
Exercises 45
SEMC Subcommittee Reports 46
Emergency Services Group 46
SEMC Annual Report 2005-2006 1
Lifelines Services Group 51
Public Information Group 56
Recovery Services Subcommittee 60
State Mitigation Committee 65
State Emergency Management Plans 75
District Emergency Management Committees 78
Annual Reports from District Emergency Management Committees (DEMCs) 78
Metropolitan Emergency Management Executive Group 79
Central Metropolitan District Emergency Management Committee 82
East Metropolitan District Emergency Management Committee 87
Goldfields – Esperance District Emergency Management Committee 92
Great Southern District Emergency Management Committee 97
Kimberley District Emergency Management Committee 100
Midwest/Gascoyne District Emergency Management Committee 104
North West Metropolitan District Emergency Management Committee 116
Peel District Emergency Management Committee 117
Pilbara District Emergency Management Committee 121
South East Metropolitan District Emergency Management Committee 126
South Metropolitan District Emergency Management Committee 131
Southwest District Emergency Management Committee 138
West Metropolitan District Emergency Management Committee 143
Wheatbelt District Emergency Management Committee 150
Local Emergency Management Committees 158
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Glossary A/APMC Augmented Australasian Police Ministers’ Council ABC Australian Broadcasting Corporation AEMC Australian Emergency Management Committee AFAC Australasian Fire Authorities Council AI Avian Influenza AIIMS Australian Inter-service Incident Management System AFAC Australasian Fire Authorities Council APECS Autonomous Public Emergency Communications System APM Australian Police Medal APMC Australasian Police Ministers’ Council AS/NZS Australian Standard/New Zealand Standard AusDIN Australian Disaster Information Network AWARE All West Australians Reducing Emergencies BRAG Bushfire Ready Action Group CALM Department of Conservation and Land Management CBD Central Business District CBFCO Chief Bush Fire Control Officer CBR Chemical, Biological and Radiological CDEMCWG Catastrophic Disasters Emergency Management Capability Working Group CEO Chief Executive Officer CEMO Community Emergency Management Officer COAG Council of Australian Governments CT Counter-Terrorism CWIS Community Warning and Information System DCD Department for Community Development DEMC District Emergency Management Committee DEMTT District Emergency Management Training Team DIMIA Department of Immigration and Multicultural and Indigenous Affairs DOCEP Department of Consumer and Employment Protection DoH Department of Health DoIR Department of Industry and Resources DOTARS Department of Transport and Regional Services DPC Department of the Premier and Cabinet DPI Department for Planning and Infrastructure DVD Digital Video Disk ED Executive Director
SEMC Annual Report 2005-2006 3
EM Emergency Management EMA Emergency Management Australia EMS Emergency Management Services (a Division of FESA) EOC Emergency Operations Centre ERM Emergency Risk Management ESD Emergency Services Directory ESS Emergency Services Subcommittee FESA Fire and Emergency Services Authority of WA FMD Foot and Mouth Disease FRS Fire and Rescue Service HAZMAT Hazardous Materials HMA Hazard Management Agency ICMEX Investigation and Consequence Management Exercise ICS Incident Control System IEHCC Indigenous Environmental Health Coordinating Committee IERM Introduction to Emergency Risk Management HAZMAT Hazardous Materials HEAT HAZMAT Emergency Advisory Team HMA Hazard Management Agency IERM Introduction to Emergency Risk Management IMG Incident Management Group KIC Kwinana Industries Council LEMC Local Emergency Management Committee LSG Lifeline Services Group MEMEG Metropolitan Emergency Management Executive Group MIMMS Major Incident Medical Management Support MOU Memorandum of Understanding NATA National Association of Testing Authorities NCTC National Counter Terrorism Committee NDMP Natural Disaster Mitigation Program NDRA Natural Disaster Relief Arrangements NOPSA National Offshore Petroleum Safety Authority NRIS National Registration and Inquiry System OAMG Operations Area Management Group OIC Officer in Charge PCMEMA Perth CBD Major Emergency Management Arrangements PIA Post Incident Analysis
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PING Public Information Group PPRR Prevention, Preparedness, Response and Recovery PTA Public Transport Authority RAAF Royal Australian Air Force RSS Recovery Services Subcommittee SECG State Emergency Coordination Group SEMC State Emergency Management Committee SES State Emergency Service (a Division of FESA) SEWS Standard Emergency Warning Signal SIWG Spatial Information Working Group SJA St John Ambulance SLIP Shared Land Information Platform SMC State Mitigation Committee SMS Short Message Service SRCC State Recovery Coordination Committee TC Tropical Cyclone USAR Urban Search and Rescue WA Western Australia WALGA Western Australian Local Government Association WAP/WAPOL Western Australia Police WESTPLAN Western Australian Emergency Management Plan WTTME Working Together To Manage Emergencies
SEMC Annual Report 2005-2006 5
Introduction The State Emergency Management Committee (SEMC) Annual Report has been compiled as a method of measuring the achievements and activities undertaken by the SEMC, its subcommittees, district and local emergency management committees, and other emergency management agencies in Western Australia. The Emergency Management Act 2005 (the Act) came into operation on th 24 December 2005 formally establishing the State Emergency Coordinator (Photograph and the SEMC, and providing the authority for the establishment of courtesy WA Police, emergency management arrangements in Western Australia. 27 July 2005.) This is the first year that the SEMC has prepared an annual report under the provisions of the Act. Even though the Act was implemented part-way through the reporting period, this annual report is able to encompass the activities of the SEMC for the whole financial year by reporting against the already established SEMC Strategic Plan prepared for the 2005-06 reporting period. The Act established the former SEMC Executive group as the SEMC and the Minister for Police and Emergency Services appointed the Commissioner of Police as the Chairman, the CEO of FESA as the Deputy Chairman and the Executive Director Emergency Management Services as the Executive Officer. The remaining previous members have continued to be invited to the meetings of the SEMC to provide a valuable forum for the discussion of emergency management matters for Western Australia. The SEMC Functional Groups were previously formed to provide a forum for emergency management agencies to discuss matters pertaining to their specialised roles. These functional groups have now been established as subcommittees of the SEMC and, in addition, the State Mitigation Committee, formerly operating outside of the State emergency management arrangements, was established as a subcommittee of the SEMC. FESA administratively supports the SEMC and the following information is included in its Annual Report: • Human Resource Management; • Internal Audit; • Consultants; and • Financial Activities. In accordance with section 25 of the Act, this annual report is submitted to the Minister for Police and Emergency Services who will cause the report to be laid before each House of Parliament. The contribution to Western Australia’s emergency management functions is demonstrated throughout this document. Many thanks go to the people who make it all possible and provide considerable effort ensuring best practice and innovation in emergency management in this State.
Karl J O’Callaghan APM Commissioner of Police State Emergency Coordinator Chairman SEMC
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Western Australian Emergency Management Committees
MINISTER FOR POLICE AND EMERGENCY SERVICES
STATE EMERGENCY MANAGEMENT COMMITTEE Commissioner of Police (Chair) FESA CEO (Deputy Chair) FESA ED EMS (Executive Officer) Note: Committees and working Guest members: groups indicated below the dashed line are not established by the • WA Police SEMC. Those groups have been • Bureau of Meteorology • Consumer and Employment established by the respective Protection (Department of) organisations and subcommittees to • Premier and Cabinet assist them in carrying out their roles (Department of the) and responsibilities. • Community Development (Department for) • Health (Department of)
STATE MITIGATION PUBLIC RECOVERY SERVICES LIFELINES SERVICES EMERGENCY COMMITTEE (SMC) INFORMATION SUBCOMMITTEE GROUP (LSG) SERVICES GROUP (PING) (RSS) SUBCOMMITTEE (ESS)
Remote Spatial LIFELINES OPERATIONS GROUP HMA CONSULTATIVE Indigenous Information OR REFERENCE Communities GROUPS STATE STATE HEALTH STATE eg Dambreak; WELFARE EMERGENCY TELECOMMUNICATIONS HAZMAT; Offshore EMERGENCY COMMITTEE EMERGENCY Petroleum; Fuel COMMITTEE COMMITTEE Shortage; Marine Oil Pollution; CBR
SEMC Annual Report 2005-2006 7
State Emergency Management Committee Membership Section 13 of the Emergency Management Act 2005 provides for the membership of the SEMC to consist of – (a) a chairman appointed by the Minister; (b) a deputy chairman appointed by the Minister; (c) an executive officer appointed by the Minister; (d) a person who is representative of local government, appointed by the Minister; and (e) such other members as are provided for, and appointed in accordance with, the regulations. The Emergency Management Regulations 2006 provides for the other members referred to in section 13(e) of the Emergency Management Act 2005 to consist of – (a) the chief executive officer of the department principally assisting the Minister administering the Health Act 1911, or a nominee of that chief executive officer, appointed by the Minister; (b) the chief executive officer of the department principally assisting the Minister administering the Children and Community Services Act 2004, or a nominee of that chief executive officer, appointed by the Minister; and (c) not more than 5 other members appointed by the Minister. The Minister is to ensure that the chairman has expertise or experience that is relevant to the functions of the SEMC and the State Emergency Coordination Group and that each other member has expertise or experience that is relevant to the functions of the SEMC.
Subcommittee Members Section 21 of the Emergency Management Act 2005 allows the SEMC to establish such subcommittees as it thinks fit to advise the SEMC on any aspect of its functions or to assist with any matters relevant to the performance of its functions. Subcommittees may, but need not, consist of or include members of the SEMC. The SEMC has established the following subcommittees – (a) Emergency Services Subcommittee (ESS) (b) Recovery Services Subcommittee (RSS) (c) Lifelines Services Group (LSG) (d) Public Information Group (PING) (e) State Mitigation Committee (SMC) With the exception of the SMC, these subcommittees existed prior to the Emergency Management Act 2005 coming into operation. In light of the Act, each subcommittee has reviewed its membership and provided recommendations on its constitution, role and functions to the SEMC.
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SEMC Members The composition of SEMC for 2005-2006 was: Chair: Commissioner of Police Dr Karl O’Callaghan Deputy Chair: Fire and Emergency Services Authority of WA, Chief Executive Officer (to 17 February 2006) Mr Bob Mitchell (from 18 February 2006) Mr Bill Hewitt Executive Officer: FESA Executive Director, Emergency Management Services (to 30 September 2005) Mr Darian Ferguson (from 1 October 2005) Mr James Butterworth Guest Members: Emergency Services Subcommittee: (to September 2005) Mr Tim Atherton (from September 2005 to February 2006) Mr Murray Lampard (from February 2006) Mr Chris Dawson Lifelines Services Group: Mr Albert Koenig Public Information Group: (to September 2005) Mr Gary Foley (from September 2005) Mr Grahame Reader Recovery Services Subcommittee: Mr Geoff Hay Department for Community Development: Ms Jane Brazier Department of Health: Dr Neale Fong SEMC Secretariat: Secretary to SEMC: Ms Danielle Thomas/ Mr Wayne Syme
SEMC Annual Report 2005-2006 9
Photographs of SEMC Executive Committee Members as at 30 June 2006 (Photographs courtesy of represented agencies)
Mr Bill Hewitt Mr James Dr Karl O’Callaghan APM Deputy Chair Butterworth Chair Executive Officer
Mr Albert Koenig Mr Grahame Reader Mr Chris Dawson Mr Geoff Hay Chair Chair Chair Chair Lifelines Services Public Information Emergency Services Recovery Services Group Group Subcommittee Subcommittee
Ms Jane Brazier Dr Neale Fong Department for Department of Community Development Health
Mr Wayne Syme Secretary
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State Emergency Management Committee Meetings The SEMC met on five (5) occasions during the 2005-06 reporting period. Member Position/Subcommittee Attended Represented Total /Organisation Attendance Dr Karl O’Callaghan SEMC Chair 2 2 Mr Bob Mitchell/ SEMC Deputy Chair 5 5 Mr Bill Hewitt Mr Darian Ferguson/ SEMC Executive Officer 5 5 Mr James Butterworth Mr Tim Atherton/ Chair - Emergency 3 2 5 Mr Chris Dawson Services Group Mr Albert Koenig Chair - Lifeline Services 3 3 Group Mr Grahame Reader Chair – Public 4 4 Information Group Mr Geoff Hay Chair - Recovery 3 2 5 Services Group Ms Jane Brazier Department for 3 2 5 Community Development Dr Neale Fong Department of Health 0 5 5
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SEMC Subcommittees Emergency Services Subcommittee (as at 30 June 2006) The ESS met on four (4) occasions during the 2005-06 reporting period. Organisation Member Attended Represented Total Attendance WA Police Mr Chris Dawson 3 1 4 Chair Deputy Commissioner WA Police Mr Lysle Cubbage 2 1 3 Inspector, Counter Terrorism Coordination Unit Agriculture and Food Mr Greg Pickles 2 2 (Department of) Director, Border Biosecurity and Emergency Response Community Ms Tania Clayton 3 3 Development Emergency Services (Department for) Coordinator Conservation and Land Mr Rick Sneeuwjagt 1 3 4 Management Branch Manager – Fire (Department of) Management Services Branch Consumer and Mr Richard Craddock 0 0 Employment Protection Director, Petroleum and (Department of) Major Hazard Facilities Resource Safety Division Defence Corporate Major Steve Prigg 4 4 Support Centre WA FESA Mr Allan Riley 2 2 4 Manager, Policy & Planning, EMS FESA Mr Craig Hynes 0 4 4 Executive Director Health (Department of) Dr Andy Robertson 4 4 Director, Health Protection Group Industry and Mr Peter Crank 2 1 3 Resources Project Coordinator, (Department of) Petroleum and Royalties Division
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Planning and Ms Sarah Curran 3 3 Infrastructure Coordinator Marine (Department for) Environmental Protection Public Transport Mr Pat Italiano 0 3 3 Authority General Manager Transperth Train Operations St John Mr David Cloughley 3 1 4 Ambulance/WA Ambulance Service Ambulance Service Director WA Local Government Cr Christopher Mitchell 2 2 Association Shire of Broome Water Corporation Mr Jim Brown 0 4 4 General Manager, Customer Services Division Westnet Rail Mr Kevin Kinsella 0 2 2 Access Manager
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Lifelines Services Group (as at 30 June 2006) The LSG met on one (1) occasion during the 2005-06 reporting period. Organisation Member Attended Represented Total Attendance Consumer and Mr Albert Koenig 0 0 0 Employment Protection Executive Director (Department of) EnergySafety Chair Alinta Networks & Mr Aart ter Kuile 0 0 0 Dampier Bunbury Manager Network Pipeline Operations Consumer and Mr Geoff Wood 1 0 1 Employment Protection Principal Engineer Gas (Department of) Supply Epic Energy Mr Mike Dunn 0 0 0 Manager Transport Services FESA Mr Wayne Syme 1 0 1 Policy & Planning Officer, EMS Main Roads WA Mr Maurice Cammack 0 0 0 Project Manager Incident Management Planning and Ms Sarah Curran 0 0 0 Infrastructure Coordinator Marine (Department of) Environmental Protection (co-opted) Telstra Mr Wayne Lee 1 0 1 Regional Network Manager Water Corporation Mr Mark Fitzhardinge 1 0 1 Senior Operations Analyst, Customer Services Division Western Power Mr Ken Brown 0 1 1 General Manager Systems Management
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Public Information Group (as at 30 June 2006) The PING met on four (4) occasions during the 2005-06 reporting period. Organisation Member Attended Represented Total Attendance Bureau of Meteorology Mr Grahame Reader 5 0 5 Chair Manager of Weather Services Agriculture and Food Ms Deborah Pett 3 1 4 (Department of) Public Affairs Manager Australian Broadcasting Ms Deborah Leavitt 2 2 4 Corporation Local Radio Manager Bureau of Meteorology Mr Neil Bennett 4 1 5 Manager Public Weather and Marine (WA) Community Ms Tania Clayton 4 0 4 Development Emergency Services (Department for) Coordinator Conservation and Land Ms Jean Stewart 2 0 2 Management Principal Media Relations (Department of) Officer Disability Services Ms Di Ritson 3 0 3 Commission Manager Community Access and Information Branch Environment Ms Alison Blake 4 0 4 (Department of) Media Relations Manager FESA Mr Wayne Syme 5 0 5 Policy & Planning Officer, EMS FESA Mr Steve Altham 1 4 5 Manager Media & Public Affairs Government Media Vacant 0 0 0 Office Media Advisor to Emergency Services Minister Health (Department of) Ms Bronwen Kelly 2 0 2 Media Coordinator
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Representative of Mr Mark Fitzhardinge 4 0 4 Lifelines (Water Senior Operations Corporation) Analyst, Customer Services Division WA Local Government Ms Michelle Mackenzie 0 2 2 Association Policy Manager, Community WA Police Mr Neil Stanbury 4 0 4 Director Media & Public Affairs
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Recovery Services Subcommittee (as at 30 June 2006) The RSS met on one (1) occasion during the 2005-06 reporting period. Organisation Member Attended Represented Total Attendance Premier and Cabinet Mr Geoff Hay, Assistant 1 0 1 (Department of the) Director General, State Administration Chair
Community Ms Tania Clayton 1 0 1 Development Emergency Services (Department for) Coordinator Deputy Chair Agriculture and Food Mr Bruce Thorpe 1 0 1 (Department of) Director AGWEST Farm Business Development Defence Corporate Major Steve Prigg 1 0 1 Support Centre WA
(co-opted) Disability Services Ms Di Ritson 1 0 1 Commission Manager Community Access and Information Branch Education and Training Mr Chris Gostelow 0 0 0 (Department of) Area Manager Student (co-opted) Services Environment Mr Ken Raine 1 0 1 (Department of) Manager Pollution (co-opted) Management FESA Mr Frank Pasquale 0 0 0 Executive Director Business Services FESA Mr Allan Riley 0 0 0 Manager Policy & Planning , EMS Health (Department of) Dr Andy Robertson 1 0 1 Divisional Director, Health Protection Group Insurance Council of Mr Daryl Cameron 1 0 1 Australia Lord Mayor’s Distress Mr Robert Mianich 1 0 1 Relief Fund
SEMC Annual Report 2005-2006 17
WA Local Government Cr Christine Thompson 1 0 1 Association Deputy President, Shire of Murray
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State Mitigation Committee (as at 30 June 2006) The SMC met on three (3) occasions during the 2005-06 reporting period. Organisation Member Attended Represented Total Attendance FESA Mr Bill Hewitt 1 1 Chair Chief Executive Officer FESA Ms Ellen Jones 3 3 Executive Officer Mitigation Manager, EMS Agriculture and Food Mr Greg Pickles 2 2 (Department of) Director Border Biosecurity and Emergency Response Environment and Mr Keiran McNamara 0 3 3 Conservation Director General (Department of) Health (Department of) Ms Hazel Harley 1 2 3 Manager Disaster Preparedness & Management Unit Housing and Works Mr Roger Guinery 0 1 1 (Department of) Director Housing Policy Research & Planning Indigenous Affairs Mr Trevor Tann 3 3 (Department of) Assistant Director Policy and Equity Industry and Mr Simon Skevington 1 1 Resources Director Infrastructure (Department of) Projects Land Information Mr Grahame Searle 3 3 (Department of) Chief Executive Officer Local Government & Mr Ross Weaver 0 3 3 Regional Development Director Strategies and (Department of) Legislation Main Roads WA Mr Des Snook 0 3 3 Executive Director Road Network Services
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Planning and Mr Mike Allen 3 3 Infrastructure Director Strategic (Department for) Planning & Policy Premier and Cabinet Mr Geoff Hay 3 3 (Department of the) Assistant Director General State Administration Treasury and Finance Mr Adrian Duca 0 1 1 (Department of) A/Director Agency Resources Water (Department of) Mr John Ruprecht 0 3 3 Director Water Resources Movement WA Police Dr Karl O’Callaghan 0 0 Commissioner of Police WA Local Government Ms Michelle McKenzie 2 2 Association Policy Manager
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SEMC Strategic Plan At the June 2005 meeting, the SEMC Executive Committee endorsed the extension of the Strategic Plan for the 2005-2006 financial year, pending the enactment of the Emergency Management legislation. The Emergency Management Act 2005 came into operation on 24 December 2005. The SEMC Strategic Plan 2005-2006 provides the basis, consistent with the provisions of the Act, upon which all reporting for the SEMC Annual Report 2005-2006 is required. The SEMC has commenced work on a revised Strategic Plan focusing on a new vision for the forthcoming years. Vision Contributing to a safer Western Australian community by: • providing the best emergency management advice to Government; • working with a community centred approach to emergency management in Western Australia; • facilitating efficient and effective multi-agency emergency management service delivery; • having in place the necessary legislation for effective and efficient multi- organisation emergency management service delivery; • having in place prevention, preparedness, response and recovery (PPRR) strategies and actions for identified hazards; • working with government and industry organisations to identify risks to and strategies for the protection of critical infrastructure. Role To assist in the development of emergency management policy and provide direction, advice and support to government agencies, industry, commerce and the community so as to ensure an efficient emergency management capability for the State of Western Australia. Goals & Key Actions Key actions that SEMC will undertake to ensure that the Goals are met. Goal 1 – Education & Awareness An informed and prepared community. Actions Promote community centred emergency risk management within and across organisations, and the community. Encourage organisations to promote emergency management education and awareness within the community. Goal 2 – Emergency Management Policy A clear and effective emergency management framework for Western Australia. Actions Regular and timely review of emergency management policy to ensure its relevance and best practice. Prepare emergency management legislation.
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Maintain an effective emergency management structure that integrates crisis and consequence management. Goal 3 – Emergency Management Planning Adopt “best practice” emergency management planning for Western Australia. Actions Develop best practice emergency management planning. Ensure hazard management agencies have emergency management plans based on PPRR that integrate crisis and consequence management arrangements. Ensure local governments have emergency management arrangements for their communities, in particular for recovery. Goal 4 – Emergency Management Operations An integrated approach by hazard management agencies, combat agencies and support organisations to the management of emergencies in Western Australia. Actions Monitor and maintain integrated crisis and consequence management operational arrangements. Encourage common emergency management boundaries. Maintain integrated emergency management training. Goal 5 – Continuous Improvement Organisations continuously improve emergency management arrangements. Actions Review the annual reporting system for hazard management agencies and emergency management committees. Monitor and evaluate operational outcomes and procedures. Ensure that a major incident analysis is undertaken for all major multi-organisation emergencies. Review emergency management training. Contribute to the development of national emergency management policy and guidelines.
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Report against the SEMC Strategic Plan SEMC Strategic Plan Goal 1: Education and Awareness An informed and prepared community. 1.1 Promote community centred emergency risk management within and across organisations and the community. Australian Safer Communities Awards Emergency Management Australia coordinates the Australian Safer Communities Awards each year, with assistance from each state to manage local components of the awards. The awards are designed to recognise best practice and innovation by organisations and individuals that help to build safer communities across Australia. The awards cover all aspects of emergency management – risk assessment, research, education and training, information and knowledge management, prevention, preparedness and recovery. In 2005, awards submissions from WA were diverse and innovative with 11 entires being received within the state with five winners and five highly commended being awarded. Entries from the state winners went forward to the national judging panel. The State winners are summarised below. Entrant Organisation Entry Title City of Bunbury Emergency Risk Management Working in Bunbury Department of Conservation and Goldfields Wildfire Threat Analysis and Land Management Fire Prevention Plan Main Roads Western Australia Regional Road Condition Maps Geoscience Australia in Cities Project Perth- Natural Hazard Risk collaboration with Bureau of In Perth, Western Australia Meteorology, Fire & Emergency Services Authority of WA, Department for Planning & Infrastructure, Department of Environment, Department of Land Information, WA Land Information System Metropolitan North and East Partnering Agreement- The Provision of Recovery Group Mutual Aid for Recovery During Emergencies
The highly commended entrants are summarised below. Entrant Organisation Entry Title Bedfordale Volunteer Bush Fire BRAG in Bedfordale Brigade Shire of Mundaring Emergency Management - One Stop Shop FESA Back to Basics - Engaging the community through Emergency Service Volunteers Main Roads WA Tropical Cyclone Monty North West Coastal Highway Reinstatement Works City of Melville Joint Community Security Service
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Western Australian Emergency Risk Management Guide Emergency Risk Management (ERM) is an essential part of a community’s ability to identify risks and determine how these risks should be dealt with to minimise future harm to the community. To assist local governments and communities undertake the emergency risk management process in conjunction with the AWARE Program, a guide custom made for WA was developed in accordance with the Australian and New Zealand Standard 4360 (AS/NZS 4360:2004) in Risk Management. The guide was developed by FESA and WALGA, under the direction of the State Mitigation Committee. It was launched by the Minister for Police and Emergency Services in October 2005. The Western Australian Emergency Risk Management Guide will act as a tool and provide an ongoing support and reference to local governments and communities undertaking the ERM process. It provides a step by step process for communities to identify the risks in their community, analyse and evaluate those risks and then consider solutions to treat the risks.
1.2 Encourage organisations to promote emergency management education and awareness within the community. AWARE Program FESA has continued to engage the community in emergency management through the AWARE program (All West Australians Reducing Emergencies). The AWARE program aims to encourage communities to minimise the impact of local hazards through the emergency risk management process and local community emergency management training. The program has engaged Local Emergency Management Committees to assist local governments in taking ownership of emergency management for their communities. The implementation of the AWARE program has seen an increase in the number of local governments participating in emergency risk management and emergency management activities. This year, the AWARE program involved 12 local governments and funded: • AWARE emergency risk management projects 6 • AWARE training activities 15
For 2005-06 the total attendance at emergency management training through the AWARE Program was: • Emergency Management for Local Government 38 • Introduction to Recovery Management 180 • Introduction to Emergency Risk Management 148 • AWARE Coordinators workshop 9
Sunrise Seminars One Sunrise Seminar was held in the 2005-06 reporting period. The seminar was conducted on 1st March 2006 and focused on the Emergency Management Act 2005. More than 160 delegates attended the Sunrise Seminar which provided an overview of: • the Emergency Management Act 2005;
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• specific responsibilities under the Act; • what has changed and what has stayed the same; and • the assistance available to agencies for the implementation of, and compliance with, the Act. Seminar attendance included the Minister for Police and Emergency Services, State Emergency Management Committee members, contact officers from key government agencies, chairmen of the metropolitan District Emergency Management Committees and metropolitan Local Emergency Management Committees, and Chief Executive Officers of metropolitan Local Governments or their representatives. The seminar format provided a unique opportunity to network with people from a wide range of emergency service organisations in the government and private sector. It included presentations from keynote speakers and concluded with questions from the delegates.
Weekly Emergency Management Bulletin An email bulletin has been developed for emergency management professionals who subscribe to receive the bulletin weekly. Current training activities available nationally and within Western Australia are offered including a nomination form for the activity closing that week. Current news and information in emergency management is also provided, such as grant and award schemes. This year a weekly tip addressing matters concerning the Emergency Management Act 2005 was included in the weekly bulletin to further promote the Act and to provide emergency management practitioners with timely information concerning the Act. The bulletin has 311 subscribed members to date, however this number is a small proportion of those who actually receive the bulletin. A number of subscribed members act as the conduit for the bulletin and pass on to others within their organisations and committees.
SEMC Strategic Plan Goal 2: Emergency Management Policy A clear and effective emergency management policy framework for Western Australia. 2.1 Regular and timely review of emergency management policy to ensure relevance and best practice. Emergency Management Policy Prior to the enactment of the Emergency Management Act 2005 the State Emergency Management Committee operated under a series of policy statements. There are 16 designated policy statements, 3 of which are not used, that detail the state’s emergency management arrangements. With the implementation of the Emergency Management Act 2005 a series of State Emergency Management Policies are being developed to replace the SEMC Policy Statements to bring the provisions of the Emergency Management Act 2005 into operation. All of the existing SEMC Policy Statements were approved by the SEMC as interim State Emergency Management Policies on 31 January 2006 insofar as they do not conflict with the provisions of the Emergency Management Act 2005. The policy statements are reviewed from time to time and approved by the SEMC.
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New State Emergency Management Policies State Emergency Management Policy No. 2.1 – Development and Review of State Emergency Management Policies State Emergency Management Policies updated on matters of fact: Nil State Emergency Management Policies reviewed and reissued: Nil State Emergency Management Policies withdrawn Nil
2.2 Prepare emergency management legislation. Emergency Management Legislation The Emergency Management Act 2005 came into operation on 24 December 2005. The accompanying regulations and consequential state emergency management policies are being developed to progressively enable the full powers of the Act to be utilised. 2.3 Maintain an effective emergency management structure that integrates crisis and consequence management. The SEMC oversees the integration of effective emergency management structures that integrates crisis and consequence management for the State and provides linkages to the national arrangements.
SEMC Strategic Plan Goal 3: Emergency Management Planning Adopt “best practice” emergency management planning for Western Australia. 3.1 Develop best practice emergency management planning. Catastrophic Disaster Planning Catastrophic disasters are defined as high consequence hazard events that have an extremely low occurrence rate. They have an impact on a community or communities resulting in widespread, devastating physical, psychosocial, economic and/or environmental consequences. Catastrophic disasters can be differentiated from emergencies in that they generally affect a larger area, have a larger magnitude and involve a protracted, long-term recovery period. The Australian Emergency Management Committee (AEMC) established the Catastrophic Disaster Emergency Management Capability Working Group (CDEMCWG) to assess the level of capability of all jurisdictions in Australia to cope with a catastrophic disaster. Workshops were conducted in all states and territories, and at the Australian Government level, to gauge each jurisdictions capabilities and the level of assistance that they could provide to other jurisdictions. The results of these workshops were collated into a report to the AEMC and then to the Augmented Australasian Police Ministers’ Council (A/APMC) along with recommendations and an implementation strategy.
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3.2 Ensure hazard management agencies have emergency management plans based on PPRR that integrate crisis and consequence management arrangements. Hazard Management Plans Pending the prescription of Hazard Management Agencies (HMA) in regulations in accordance with section 4 of the Emergency Management Act 2005, responsibility for management of hazards has continued as detailed in Annex F of SEMC Policy Statement No. 7. Hazard Management Agencies, because of their legislative responsibility or specialised knowledge, expertise and resources, are responsible for developing State emergency management plans to address the prevention of, preparedness for, response to and recovery from the hazards for which they are responsible. There are currently twenty three (23) identified hazards in Western Australia. Responsibility for emergency management of these hazards has been designated between twelve (12) HMAs. Two (2) of the hazards have been subdivided due to the particular circumstances relating to those hazards: Hazardous materials emergencies have a special plan that deals with the deliberate release of chemical, biological and radioactive materials and rail transport emergencies have specific plans for the urban electrified rail network and the freight rail network. Twenty four (24) hazard management plans have been developed. These plans are reviewed and improved periodically based on experiences at emergencies and exercises, and to address specific needs that have arisen from issues identified by the SEMC, changes to other emergency management plans and amendments to, or enactment of, legislation. The SEMC monitors the development and review of hazard management plans and provides final approval for their distribution. All of the current hazard management plans were approved as interim State emergency management plans (WESTPLAN) on 31 January 2006 insofar as they don’t conflict with the provisions of the Emergency Management Act 2005. All WESTPLANs will be reviewed and amended to ensure compliance with the Emergency Management Act 2005 and associated State emergency management policies. SEMC Policy Statement No. 11 (Development and Promulgation of Hazard Management Agency Hazard Plans and Function Support Agency Plans) is currently under review to provide guidance to organisations. SEMC Policy Statement No. 11 will be replaced with State Emergency Management Policy No. 2.2 – Development and Review of State Emergency Management Plans. Hazard Plans Reviewed/Re-issued HAZARD PLAN WESTPLAN State Air Crash Emergency Management Plan Aircrash State Bushfire Emergency Management Plan Bushfire State Road Transport Emergency Management Plan Traffic Crash
At its meeting on 20 June 2006, the SEMC approved the development of WESTPLAN Animal and Plant Biosecurity to replace WESTPLAN Animal Disease to take into account plant pest and disease emergencies. As the HMA for Human Epidemic and in light of recent developments on the Pandemic Influenza front, the Department of Health is currently revising Westplan - Human Epidemic with an expected publication date of August 2006. Westplan – Human Epidemic is consistent with SEMC Policy Statement No.7. The Department of Health (DOH) has also produced the WA Management Plan for Pandemic Influenza, which is consistent with the Australian Health Management Plan for Pandemic Influenza.
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The Public Transport Authority (PTA) has been undertaking regular ongoing reviews of its Emergency Management Program. This has been to integrate a new rail line into its operating system (Thornlie Line) as well as preparing for the introduction of the Southern Rail line. During the review period, the PTA has established a Crisis Management Group and Emergency Coordination Centre and undertaken ongoing work in Security Incident Procedures (eg bomb threats, CBR events, suspicious articles on trains or stations). Currently under review are the PTA Perth Railway Station Emergency Procedures, Claisebrook Train Depot Emergency Procedures and the Public Transport Centre Emergency Procedures. Currently, WestNet Rail maintains a document referred to as the Mainline Emergency, Procedure Manual. Certified copies of this manual have been issued internally as well as to local Emergency Services, 3rd Party Operators and Police. WestNet Rail has since late last year, following meetings with Police and FESA, now prepared a Draft Westplan to replace the current manual. The draft Westplan is presently awaiting endorsement from FESA and Police before being presented to the ESS Meeting for endorsement. Following the review and restructure of the Western Australia Police Counter Terrorism & State Protection Portfolio, the Emergency Operations Unit was renamed the Emergency Management Coordination Unit. The unit’s role has been redefined with a new strategic focus of identifying gaps in the agency’s emergency management capability and capacity. Two positions within the unit were recently civilianized and converted to Project & Policy Officers that will, amongst other duties, specifically review and update state level plans and procedures. Identified during the review and restructure process was the need to appoint a Strategic Manager able to provide high level emergency management advice and direction to the agency’s executive and portfolio management. It is anticipated that position will be finalized and filled within the second half of 2006. The WAPOL continues to provide input into the development of other agencies’ state level plans in recognition of its combat agency role. WAPOL provides a representative on the FESA working party responsible for the review of SEMC policies following the proclamation of the Emergency Management Act 2005. The agency is also liaising closely with FESA in the development of the regulations associated with the Emergency Management Act 2005. Internally, WAPOL established a Pandemic Preparedness Project Team in recognition of the potential risks posed by a pandemic influenza. The team has developed an extensive business continuity plan, operational guidelines and whole of agency strategic recommendations in collaboration with the Department of Health and key stakeholders. The team’s report is being considered by senior management for implementation. WAPOL also provided a leadership role in the establishment of a working group aimed at developing an emergency plan for the Perth Central Business District (CBD). The group is made up of key stakeholders and will develop a plan which is to be known as the Perth CBD Major Emergency Management Arrangements (PCMEMA) and recognises the need for a multi-agency plan in the event the CBD area is impacted by a significant emergency. It is anticipated the group will report to the SEMC in the second half of 2006.
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Function Support Plans Function support agencies develop emergency support plans to restore essential services or to provide support functions during and after emergencies. Seven (7) support functions have been identified by the SEMC. Six (6) agencies have been designated responsibility for six (6) of those support functions. All HMAs have responsibility for the seventh support function – Resources. Seven (7) function support plans have been developed. These plans are reviewed periodically to continuously improve those plans based on experiences at emergencies and exercises, and to address specific needs that have arisen from changes to other emergency management plans, legislation or have been identified by the SEMC. The SEMC monitors the development and review of function support plans and provides final approval for their distribution. All of the current function support management plans were approved as interim State emergency management plans (WESTPLAN) on 31 January 2006 insofar as they do not conflict with the provisions of the Emergency Management Act 2005. All of these WESTPLANs will be reviewed and amended to ensure compliance with the Emergency Management Act 2005 and associated State emergency management policies. SEMC Policy Statement No. 11 (Development and Promulgation of Hazard Management Agency Hazard Plans and Function Support Agency Plans) is currently under review. It will be replaced with State Emergency Management Policy No. 2.2 – Development and Review of State Emergency Management Plans. Support Plans Reviewed/Re-issued Nil New Support Plans Issued Nil
3.3 Ensure local governments have emergency management arrangements for their communities, in particular for recovery. Local Emergency Management Arrangements Prior to the enactment of the Emergency Management Act 2005, which came into operation on 24 December 2005, communities throughout Western Australia developed local emergency management arrangements, usually through established Local Emergency Management Committees (LEMCs), to address roles, responsibilities, strategies, systems and arrangements to deal with a specific hazard, risk or function relevant to those communities. In addition to developing general emergency management arrangements, local governments were encouraged to form local recovery committees and to develop local recovery arrangements. It is now a requirement under the Emergency Management Act 2005 for local governments to establish one or more LEMCs for their district, ensure that effective local emergency management arrangements are prepared and maintained for its district, and to manage recovery following an emergency affecting the community in its district. The local emergency management arrangements are to set out – (a) the local government’s policies for emergency management; (b) the roles and responsibilities of public authorities and other persons involved in emergency management in the local government district; (c) provisions about the coordination of emergency operations and activities relating to emergency operations and activities relating to emergency management performed by the persons mentioned in paragraph (b);
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(d) a description of emergencies that are likely to occur in the local government district; (e) strategies and priorities for emergency management in the local government district; (f) other matters about emergency management in the local government district prescribed by the regulations; and (g) other matters about emergency management in the local government district the local government considers appropriate. Some local governments, with the approval of the State Emergency Management Committee (SEMC), combine with adjacent local governments within their emergency management district to form a combined LEMC. Others, depending on local needs, can be sub-divided for emergency management purposes and form more than one LEMC within their district. There are 142 local governments and 3 ‘special areas’ covered by the State Emergency Management Arrangements. These ‘special areas’ will be specified by the SEMC by notice published in the Gazette and a ‘specified public authority’ will perform and exercise all of the emergency management functions of a local government in those areas. The state is divided into 14 Emergency Management Districts. From the annual reports received from LEMCs and DEMCs, one hundred and twenty eight (128) LEMCs have been formed of which seventy four (74) have developed local emergency management arrangements and forty four (44) are in the process of developing local emergency management arrangements. Fifty (50) local governments have established Local Recovery Committees and forty two (42) have developed Local Recovery Plans. SEMC Strategic Plan Goal 4: Emergency Management Operations An integrated approach by hazard management agencies, combat agencies and support organisations to the management of emergencies in Western Australia. 4.1 Monitor and maintain integrated crisis and consequence management operational arrangements. Department of Conservation and Land Management (CALM) CALM has maintained crisis and consequence management arrangements that are fully integrated with other HMAs, including combat and support agencies. The Murray Valley wildfire of 22 to 26 January 2006 for which CALM was the HMA involved more than 1,000 personnel from 12 agencies and organisations including FESA, Bushfire Brigades, WA Police, local governments, Department for Community Development, Water Corporation, Main Roads WA, Western Power Corporation, and St John Ambulance. All agencies and operations were fully integrated under the Operations Area Management Group (OAMG) and the Incident Management Teams in accordance with SEMC Policy Statement No. 7.
Department of Health As a support agency for health emergencies incorporating both medical and public health services, the activation and response arrangements with St John Ambulance
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were reviewed and amended. These arrangements have resulted in a higher level of integration between DOH and St John Ambulance. DOH recently established a team of Urban Search and Rescue (USAR) doctors to be part of the FESA USAR response team. Draft operational arrangements were produced for the activation of the USAR doctors during a major incident. The inclusion of USAR doctors to the USAR team has ensured cohesive response arrangements for Western Australia.
Department of Industry and Resources (DOIR) Facility Emergency Response Plans The Maritime Transport and Offshore Facilities Security Act 2003 now applies to Australia’s offshore oil and gas facilities located within Australia’s territorial sea, exclusive economic zone and continental shelf. Responsibility for approving and cancelling offshore security plans lies with the Secretary of the Department of Transport and Regional Services (DOTARS). Since 01 January 2005, the National Offshore Petroleum Safety Authority (NOPSA) has taken over responsibility for reviewing the Emergency Response Plans for Offshore Facilities where the Director of the Petroleum and Royalties Division of DoIR remains the approving party on behalf of the Commonwealth (as Designated Authority) and State Ministers (as Ministers Delegate).
Fire and Emergency Services Authority FESA is represented on the State CBR Committee, State HAZMAT Committee and CBR Technical Group. The Committees meet to progress the integration of crisis and consequence management. Incident management arrangements are also continuously reviewed through the HAZMAT Emergency Advisory Team (HEAT).
Public Transport Authority The Public Transport Authority (PTA) monitors and maintains crisis and consequences management arrangements on a regular basis. This has included reviews of the management of significant events on the rail system, including multi- agency debriefings (eg PTA, WAPOL, FESA and St John Ambulance). The PTA has conducted exercises for emergency management in the last year including practice of its Railcar Evacuation Procedures, Claisebrook Railcar Depot Railcar Procedures and participation in a multi agency review of call out processes and procedures.
Western Australia Police The Australasian Inter-Service Incident Management System (AIIMS) has been corporately endorsed by WAPOL in recognition of the benefits and enhanced interoperability in the adoption of a common incident management system across all police and emergency response agencies. AIIMS training packages have been developed by the WA Police Academy in liaison with FESA and will be delivered by WAPOL personnel commencing the second half of 2006. The proclamation of the Emergency Management Act 2005 on 23 December 2005 includes a ‘terrorist act’ as a hazard allowing the full use of legislative powers (subject to finalization of regulations) provided under the Act in terrorist situations. The Act compliments the powers contained within the Terrorism (Extraordinary
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Powers) Act 2005 and recognises the “all hazards approach” in dealing with terrorism. WAPOL, FESA and the Department of the Premier and Cabinet (DPC) coordinated Investigation and Consequence Management Exercise (ICMEX) “Western Explorer 06” which occurred in Perth between 1 – 22 June 2006 and involved a series of discussion exercises culminating in a full field deployment activity based on a CBD building collapse caused by terrorist actions. The exercise was run as part of the National Counter Terrorism Committee (NCTC) national exercise regime. The exercise provided an opportunity for all key stakeholders to test their plans and operational protocols in a whole of government response to a terrorist incident. The exercise also provided a focus for the integration of crisis and consequence management arrangements. Additionally, the exercise allowed the Police Operations Centre to trial/test a web based crisis information management system. The Australian Government Attorney General has called for tenders for a like system and, for interoperability, WAPOL will consider the Attorney General’s advice before adoption. WAPOL and FESA worked together in a whole of government solution for HMAs in the final development of a community information warning system that can be utilised in emergencies. The Autonomous Public Emergency Communications System (APECS) is a fully integrated application to deliver high volume community alerts through telephone, mobile phone, Short Message Service (SMS), facsimile, email and web applet, and will be trialled over the 2006/07 summer season.
4.2 Maintain common emergency management boundaries. The Emergency Management Act 2005 provides for the Minister, on the advice of the SEMC, to determine Western Australia’s emergency management districts. Such a determination is published in the Gazette. So far as is practicable, the emergency management districts are to be established by reference to the boundaries of local government districts. If an emergency management district is proposed to be established other than by reference to the boundaries of a local government district, the Minister is to notify each local government in whose district any part of the area proposed to be established is situated and allow a reasonable time for submissions on the proposal. In making the determination of emergency management districts, the Minister is t have regard to any submissions of the local governments. Until such time as the Minister determines by order published in the Gazette, Western Australian emergency management agencies have continued to operate within the emergency management boundaries defined in SEMC Policy Statement number 7. These district emergency management boundaries are aligned to the WA Police districts and local emergency management boundaries are aligned with either local government boundaries or WA Police sub-districts. With the approval of the SEMC, local governments may combine for the purposes of emergency management. Local governments, or combined local governments, are to form a single Local Emergency Management Committee (LEMC) or sub-divide to form two or more LEMCs within the local government, or combined local government, boundary depending on local needs. Relevant State emergency management agencies and other persons provide, where possible, representation on these local committees to address emergency management issues related to their areas of responsibility. The following emergency management agencies report variances between their emergency management districts and those of the SEMC.
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Department for Planning and Infrastructure Both Westplan Marine Oil Pollution and Westplan Marine Transport Emergencies relate to the Police District Boundaries.
Department of Agriculture The boundaries used in emergency animal disease responses depend upon the disease and the movement restrictions used to prevent spread of disease. These are usually based on distances from known infected properties, and some restrictions may apply to the whole of the State. Emergency service assistance and support arrangements utilise common emergency management boundaries.
Department of Health The Department of Health recognizes common emergency management boundaries, but those regions differ from those of the Police Districts. Regional Directors are aware of the recognized boundaries and have ensured Department of Health representation whenever required.
Fire and Emergency Services Authority Where possible, FESA’s operational services boundaries are aligned with Police District boundaries. However, there are some anomalies across the State. FESA and the Western Australian Police are working together to realign boundaries as boundaries are reviewed.
Western Australia Police Consistent with SEMC Policy Statement No. 7, emergency management boundaries are aligned with police boundaries. With the proclamation of the Emergency Management Act 2005 the existing policy statements remain in force until reviewed and approved by SEMC.
4.3 Maintain integrated emergency management training. Department of Agriculture There have been a number of integrated training and awareness workshops/exercises on emergency animal diseases in 2005/6. Exercise Eleusis was held in December 2005 and simulated an outbreak of Avian Influenza (AI) in commercial poultry in three eastern states, with several cases in people. The Western Australian aspects of the exercise required close liaison between the Department of Agriculture, the Department of Health and the avian industry. The exercise examined technical issues of AI as a zoonosis, and tested communications with other agencies at state and national levels and with the avian industry. Pre exercise training for Exercise Eleusis for staff working in a State Disease Control Headquarters was held in October 2005. Several workshops were held in February 2006 to train livestock industry representatives in the Industry Liaison Officer role as per AUSVETPLAN. A
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workshop was held in June 2006 to train rural private veterinarians in the Field Surveillance role as per AUSVETPLAN. Exercise Wild West was held in Perth in May 2006 involving a simulated outbreak of foot and mouth disease (FMD) near Albany and near Brunswick Junction. The exercise examined the effectiveness of Western Australia's emergency animal disease response procedures including the integration of the national Rapid Response Team in the early stages of a major outbreak. Two local disease control centres and one state disease control headquarters were established and operated as per AUSVETPLAN, and the exercise involved 180 local and interstate officers as well as local industry representatives, police and emergency services personnel. Several training days were held for staff in key areas during the three months leading up to the exercise including the use of information systems and field operational roles. The exercise was the largest and most complex of its type held in the state, and was regarded as highly successful. As expected, several gaps in policies or procedures were identified for further development. The Animal Health Laboratory continued throughout 2005/06 checking procedures and training staff in testing, measurement and calibration so accreditation for the National Association of Testing Authorities (NATA) is maintained. Department of Conservation and Land Management During the year, CALM provided 34 training courses on Incident Management Roles and the Incident Control System to CALM and FESA staff, and has provided operational training to selected local government bushfire brigade volunteers. CALM in conjunction with FESA and several local government Bushfire Brigades near Perth and Bunbury participated in an integrated fire training exercise in November 2005. This exercise provided opportunity to test and improve the cooperative arrangements between fire agencies on a multiple fire exercise scenario.
Department of Health The Department of Health continues to conduct education and training programs on the health aspects of emergency management. Recent education and training conducted include: • Health aspects of Chemical, Biological and Radiological Incidents Course; • Disaster Medicine Course; • Medical Effects of Ionising Radiation Course; • Bombs, Blasts and Bullets Course; and • Major Incident Medical Management and Support (MIMMS) courses.
These activities involved participation from within DOH and a range of key agencies including FESA, Defence and St John Ambulance. Expert personnel from FESA, Police and the Chemistry Centre have given their time and shared their expertise in presenting at these courses. DOH also continues to conduct and participate in multi-agency exercises. Recent exercises where Health was a key player include: • Exercise Western Explorer. Health participated in various discussion exercises as well as the 3 day field exercise. Health also conducted a multi- agency discussion exercise as part of the Exercise program. • Exercise Freebird. The annual Perth Airport exercise during which Health deployed medical teams to the exercise site.
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• Exercise Canister. This chemical agent response exercise included Health involvement at three tertiary hospitals; Royal Perth, Sir Charles Gairdner and Princess Margaret. • Exercise Eleusis. This Avian Influenza national discussion exercise involved Health input, particularly from the Communicable Disease Control Directorate.
Fire and Emergency Services Authority Emergency management training during 2005/06 consisted of state workshops, seminars and courses, Emergency Management Australia (EMA) extensions and participants attending Emergency Management Australia Institute training. The Emergency Management Australia Institute offered training for 51 courses in a variety of specialist areas with Western Australia having approximately four representatives attending each course. Four (4) EMA extension courses were delivered in Western Australia with courses in: • Emergency Coordination Centre Management; • Exercise Management; • Recovery Management; and • Undertake Emergency Planning. Seventy eight (78) participants attended these courses from a variety of emergency management agencies throughout Western Australia. FESA Emergency Management Services offered 50 training activities not including EMA extension courses in 2005/06 in the form of workshops, courses, seminars and briefings with 1,016 participants attending. Joint agency training/exercises were conducted as follows: Exercise Western Explorer was an Investigation and Consequence Management Exercise (ICMEX) that was conducted under a Council of Australian Government agreement, and took place in Perth between the 1st and 22nd June 2006. The purpose was to exercise the national counter-terrorism arrangements as outlined in the National Counter-Terrorism Plan and Handbook. In the program, there were six discussion exercises and a three day field exercise staged at a temporary purpose built building collapse facility at FESA Forrestfield Training Centre. FESA provided assistance to WA Police in their implementation of the Australasian Interservice Incident Management System (AAIIMS). Technical knowledge for State agencies in chemical, biological, radiological materials and management was enhanced through the following activities: • Joint training program run by FESA and Emergency Management Australia. The program has been designed to enhance the technical knowledge of incident managers and provide necessary skills required to control CBR incidents. Participants from WA Police, Chemistry Centre of WA, Department of Health, Department of Environment, Water Corporation, Department of Agriculture and St John Ambulance attended. • Continued multi agency training in all aspects of CBR detection. • Training for St John Ambulance and WA Police in the wearing, operation and maintenance of breathing apparatus and chemical protective suits. • Major exercise “Canister” conducted in April 2006 was the largest multi agency CBR exercise to be conducted in Western Australia. “Canister” tested WA’s
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emergency management arrangements, capabilities and procedures related to preparedness, response and recovery operations for all participating agencies.
Public Transport Authority The PTA has undertaken ongoing emergency management training and exercises for staff. This has been of both an internal nature such as the PTA’s online Counter Terrorism Training through to integrated evacuation exercises involving the PTA, WAPOL, and Main Roads Western Australia.
Department for Planning and Infrastructure Training for Marine Oil Pollution equipment operators is task specific and is now being delivered in a competency-based format. A new operator’s course covering three days has been developed and is now being conducted around the State. In addition, tailor made short courses and orientation sessions are also being conducted. In addition, a number of exercises are being developed. The first is a large-scale State level exercise with Dampier Port Authority in October and a smaller desktop for Bunbury Port Authority. Further exercise schedules are being developed for 2007. Review and auditing of equipment is underway with some funding for oil spill equipment acquisition provided for the next ten years. This year all small boat harbours received small spill equipment and larger scale equipment provision by industry and government has occurred in Exmouth as a response to concerns about the Ningaloo Reef Marine Park. There have been a large number of staff changes with all five staff in the Environment Protection Unit being new to post (within the last 12 months). As a result a considerable amount of training has been undertaken for staff to ensure the State’s response is effective.
Western Australia Police WAPOL is in a transitional phase of adopting a more focused and competency-based approach to emergency management training. This is aimed at ensuring sufficiently qualified key personnel are available within districts to respond to any emergency situation and that their skills remain contemporary. As a consequence, certain training courses, such as Chemical, Biological and Radiological (CBR) Familiarisation, will be delivered less generally and more specifically to key personnel, resulting in a reduction of the number of officers trained. It is envisaged that in the future, the competency levels of a proportion of qualified officers in frontline operational roles will be tested each year through the conducting of regular emergency training drills and/or utilising interactive computer-based training programs that contain realistic emergency scenarios. This approach is expected to further enhance WAPOL’s emergency management preparedness. With the restructure of the Emergency Management Coordination Unit, a changing emergency management training regime is developing which will see the unit support Police Districts through the auditing of local level emergency management plans, exercise management, training needs analysis and competency retesting. The reviewed protocols will ensure WAPOL fulfills its emergency management legislative and policy obligations.
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In recognition of the need for enhanced interoperability between HMAs in the management of multi-agency emergencies, WAPOL will commence the delivery of AIIMS training packages to its personnel from the second half of 2006. Emergency management training is provided to frontline officers in the delivery of First Responders and Incident Managers through Academy based and coordinated courses. Training is also delivered to key personnel in recognition of WAPOL’s land search and rescue and marine search and rescue roles. The WA Police have maintained partnerships through the planning, development and support of multi-agency and inter-jurisdictional training/exercises during the reporting period to increase operational effectiveness. Exercises included: Exercise Canister 2006 – A large scale multi-agency CBR exercise developed by FESA with support from WAPOL held at Members Equity Stadium, Perth on 6 - 7 April 2006. The exercise scenario involved a terrorist attack utilising a chemical device. The aim of the exercise was to test the capability of state response agencies to a chemical (CBR) incident in accordance with the state level Westplan CBR. Exercise Freebird 2005 - Multi-agency disaster management field exercise conducted in October 2005 to test state level Westplan Aircrash and the operational response to a crash at Perth Airport. ICMEX - Western Explorer 06 - Multi-agency exercise aimed at validating the national counter-terrorism arrangements, including the National Counter- Terrorism Plan & Handbook and relevant Australian Government and State agency-specific plans. The exercise assisted in the identification of Australia’s counter-terrorism capability development needs. MJEX - Mercury 05 - a national multi-agency strategic-level exercise involving large-scale field deployment activities and discussion exercises conducted by the National Counter-Terrorism Committee (NCTC). In Western Australia, the main deployment phase associated with Mercury 05 was conducted from 16 to 18 October 2005. The aim of Mercury 05 was to practise the national counter- terrorism arrangements in preparation for the Melbourne 2006 Commonwealth Games. The Emergency Management Coordination Unit continues to encourage the development and conduct of local and district emergency management exercises by providing training in Exercise Management to Local Emergency Coordinators through its Strategic Emergency Management Course.
WestNet Rail WestNet Rail, through its own internal audit and review process, annually undertakes an audit process to review and monitor all aspect of its emergency procedures and required training.
SEMC Strategic Plan Goal 5: Continuous Improvement Organisations continuously improve emergency management arrangements. 5.1 Review the annual reporting system for hazard management agencies and emergency management committees. The SEMC annual reporting process has been reviewed in light of the coming into operation of the Emergency Management Act 2005. The Act provides for local and
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district emergency management committees to report on their activities for the financial year and submit these report to the SEMC. Hazard management agencies report against their activities in support of the SEMC Strategic Plan.
5.2 Monitor and evaluate operational outcomes and procedures. Nil post operations reports were submitted to the SEMC in this reporting period.
5.3 Ensure that a major incident analysis is undertaken for all major multi-organisation emergencies. Nil post operations reports were submitted to the SEMC in this reporting period.
5.4 Review emergency management training. Emergency Management Training Review Two emergency management workshops were again reviewed titled ‘Introduction to Emergency Risk Management’ and ‘Introduction to Recovery Management’ which are one-day awareness workshops delivered to Local Emergency Management Committees (LEMC). Feedback is received from participants after each workshop from an evaluation form and both workshops were analysed and modified accordingly. Participants receive a statement of attainment or a certificate once they have completed the course and necessary assessment requirements. Three courses have been registered on FESA’s scope of registration including: • Introduction to Emergency Risk Management • Emergency Management for Local Government • Exercise Management
5.5 Contribute to the development of national emergency management policy and guidelines. Emergency Management Policies National policy is periodically revised, such as the national recovery framework, and hazard and function support plans are reviewed to ensure compliance with national strategies.
Australian and State Government Liaison Liaison between Emergency Management Australia and FESA Emergency Management Services provides a link between the Australian Government and State/Territory Government Departments in emergency management. The liaison is an effective way of maintaining relationships between the two levels of government. This occurs through a number of strategies such as participation on national working groups, committees, reference groups and the provision of advice and recommendations to the Australian Government. Western Australia has participated in a number of initiatives supporting this liaison and this is evidenced by the representation on these committees and working groups for 2005-06:
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• Australian Emergency Management Committee (AEMC) • AEMC Remote Indigenous Communities Advisory Committee • Australasian Fire Authorities Council (AFAC) Hazardous Materials Working Group • AFAC USAR Working Group • Augmented Australasian Police Ministers’ Council • AusDIN Portal Group • Australasian Libraries in Emergency Service • Australian Safer Communities Awards Review Group • Bushfire Mitigation Program – State Assessment Panel • Board of Centre for Risk and Community Safety • Catastrophic Disasters Emergency Management Capability Working Group • Commonwealth Mass Casualty Planning Workshop • EMA Grants Committee • Emergency Management Sector Working Group • Emergency Management Spatial Information Network Australia • Emergency Services and Emergency Management Industry Assurance Advisory Group on Critical Infrastructure Protection • Introduction to Emergency Risk Management - Flexible Delivery Working Group • National CBR Working Group • National Community Safety Working Group • National Information Management Advisory Group • National USAR Working Group • NCTC Capability Sub-Committee • Natural Disaster Mitigation Program (NDMP) • Natural Disaster Relief Arrangements (NDRA) Review Working Group • NDRA Review – Economics and Finance Team • NDRA Review – Data and Information Team • NDRA Review – Community Recovery Modules Team • NDRA Review – Infrastructure Team • Natural Disaster Mitigation Program State Assessment Panel • Regional Flood Mitigation Program – State Assessment Panel • Energy Infrastructure Industry Assurance Advisory Group • National Oil Supply Emergency Committee • Technical Risk Assessment Advisory Committee
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• Working Together to Manage Emergencies Development Group and State Assessment Panel
Presentations to SEMC During the year various Agency representatives made presentations to the SEMC Executive on relevant issues. These have been: Western Australia’s Catastrophic Disasters Emergency Management Capabilities Presentation (6 September 2005) Mr Allan Riley, FESA Policy and Planning Manager, Emergency Management Services conducted a presentation on Western Australia’s Catastrophic Disasters Emergency Management Capabilities based on a workshop held on 21 June 2005. The workshop took place to survey WA’s hazard management agencies, combat agencies and support organisations to collect data for the Catastrophic Disasters Emergency Management Capability Working Group (CDEMCWG). The CDEMCWG will draft a report to the Australian Emergency Management Committee based on the data collected from all jurisdictions in Australia. Nine recommendations were proposed from the results of the WA section of the survey for consideration by the State Emergency Management Committee. SEMC Executive felt the results of the survey needed to be validated from a WA perspective.
Westplan Bushfire (6 December 2005) Mr Bruce Telfer, from FESA, briefed the meeting on the contents of the endorsed WESTPLAN Bushfire Hazard Plan. Mr Telfer advised the Committee that, following the revisions, the flow of information through Incident Management Groups, Operational Area Management Groups and Operational Area Managers had improved. A group, known as the State Bush Fire Management Group, will coordinate this under the leadership of a State Bush Fire Coordinator. It has been accepted that this Coordinator could be a senior person either from FESA or CALM, depending on the nature and locality of the incident. This group is responsible for providing information to SEMC should an incident occur. The second principle incorporated in the document is ‘Community Evacuation’. Mr Telfer emphasized that the joint signed statement had been included. It has been accepted broadly by the review committee and especially WALGA that supported the common thread of information in terms of the stay-or-go message.
Avian Influenza (6 December 2005) Dr Andrew Robertson, from DOH, briefed the Committee on the Australian Health Minister’s Conference that was held on 18 November 2005. DOH has recently revised the Western Australia Management Plan for Pandemic Influenza, which was originally released in September. The second version of this document was released in November and can be found on the Department website. The Stockpile Distribution Plan has been revised again and has at present not been released to the public. The Avian Influenza exercise, Exercise Eleusis was mainly based on the perspective of the Department of Agriculture. Two human cases from other states entered Western Australia while the rest of the exercise was primarily concerned with creating a common media plan for all agencies involved.
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Spatial Information Working Group/Shared Land Information Platform data (14 March 2006) Mr Mark Taylor, Manager Shared Land Information Platform (SLIP) – Emergency Management Program FESA, delivered a presentation on the Spatial Information Working Group (SIWG)/SLIP activities and provided a demonstration on where spatial data is being used and how it can add value to emergency management in Western Australia. Mr Taylor also discussed the Emergency Services Directory (ESD) initiative and advised that a new ESD publication covering the Wheatbelt Emergency Management District is scheduled for release in four weeks. A business case is also to be developed to ensure long-term delivery of the ESD product, and would be presented to SEMC later this year.
Autonomous Public Emergency Communications System (14 March 2006) Inspector Rick Corkill of the Western Australia Police delivered a presentation on the new Autonomous Public Emergency Communications System (APECS). Members were advised that the system should be available in the first few weeks of April for public trial. Inspector Corkill referred to the letter from the Kwinana Industries Council (KIC) to be discussed by SEMC later in the agenda (Agenda Item 5.1.2). Inspector Corkill advised that he is aware of the letter, and that KIC has been a valued financial supporter of the (now decommissioned) PC COPS system. Inspector Corkill stated that in general, WA Police are supportive of KIC’s application for limited access to APECS.
Spatial Information Working Group presentation on the SLIP-EM service being developed to support the State’s EM/CT activities & a review of its use in ICMEX ‘Western Explorer’ (20 June 2006) Mr Mark Taylor, Manager SLIP – Emergency Management Program FESA, delivered a presentation on the SIWG activities and provided a demonstration on where spatial data is being used and how it can provide additional value to emergency management in Western Australia.
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State Emergency Coordination Group Under the provisions of s. 26 of the Emergency Management Act 2005, a State Emergency Coordination Group (SECG) may be established if an emergency occurs or is imminent at the request of the relevant Hazard Management Agency (HMA) or on the initiative of the State Emergency Coordinator in consultation with the relevant HMA. The functions of the SECG are to: • ensure the provision of coordinated emergency management by public authorities and other persons; • provide advice and direction to public authorities and other persons to facilitate effective emergency management; and • liaise between the emergency management agencies and the Minister. During the year, a SECG was activated for 7 operational events and 4 exercises.
Operational Events Bali Bombings - October 2005 (HMA - Western Australia Police. Two meetings – both on 2 October 2005) The purpose of these meetings was to ensure all agencies were up to date with the current situation regarding the bombings in Bali, Indonesia, and to identify any required actions. This included liaison with the Commonwealth on the repatriation of any affected Western Australians. Pandemic Influenza - November 2005 (HMA - Department of Health. One meeting - 8 November 2005) A SECG was convened on 8 November, to establish the status of Pandemic Influenza arrangements in Western Australia, particularly at State government agency level. The purpose of this meeting was to gain an overall picture of how each Agency was progressing in terms of contingencies such as business continuity plans, and to identify any required actions. Tropical Cyclone ‘Clare’ - January 2006 (HMA - Fire and Emergency Services Authority. Two meetings – 9 & 10 January 2006) On the morning of 9 January, the SECG was activated in response to the threat posed to communities by Tropical Cyclone (TC) Clare. At about midnight on 9 January, TC Clare crossed the Pilbara coast west of Dampier as a Category 2 system, with wind gusts up to 195km per hour. Karratha experienced destructive winds comparable to a Category 2 impact for over seven hours and gale force winds for 16 hours. The SECG convened for a second (and final) meeting on 10 January, before the all clear was given and the SECG formally ‘stood down’. No structural damage was recorded, although many properties in Dampier, Karratha and other areas sustained minor damage and loss of power for a number of hours. Telecommunications were disrupted throughout the Pilbara for a significant period, creating the most significant issue for welfare support. This problem was overcome through assistance with radios from FESA and use of FESA satellite telephones. Floodwaters later cut off several roads, including the North West Coastal Highway. The Ashburton and Fortescue rivers also flooded.
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(Consequences of) Ex-Tropical Cyclone ‘Clare’ - January 2006 (HMA – Fire and Emergency Services Authority. One meeting - 16 January 2006) After crossing at Dampier in the Pilbara on 10 January, the remains of TC Clare moved southwards, generating heavy rainfall and causing some flooding through the Gascoyne and inland parts of the South-West land division. A SECG was activated on 15 January, to convene at a meeting on 16 January in response to the flooding taking place in the Greenough River and Great Southern catchments. On 13 January, as a result of heavy and constant rainfall from ex TC Clare, the shires of Kulin, Kondinin, Kent, Corrigin, Dumbleyung and Jerramungup reported various levels of damage to roads, culverts, stock, feed and fencing. Worst hit were the towns of Lake Grace and Kulin. All access roads to Lake Grace were blocked and the entire town isolated. Many residents had flood water through their homes. Flood waters threatened Kulin’s business area, the local school and a private residence. Widespread rain flooded both the Ashburton and Fortescue Rivers and cut off several major roads, including the North West Coastal Highway (TC Daryl followed a fortnight later delivering more heavy rain to the Murchison River catchment). The Greenough River recorded its highest flooding in 100 years as a consequence of the rain dumped by TC Clare. Tropical Cyclone ‘Daryl’ - January 2006 (HMA - Fire and Emergency Services Authority. Two meetings – 19 & 20 January 2006) In the afternoon of 19 January, the SECG convened in response to the threat posed to communities by TC Daryl. Severe tropical cyclone Daryl was threatening the North West coastal communities tracking parallel to the coast as a Category 2 system. Evacuation centres were on standby in the Town of Port Hedland (in Port Hedland and South Hedland), the Shire of Roebourne (in Karratha) and the Shire of Ashburton (in Onlsow). The SECG convened for its second (and final) meeting on 20 January. The cyclone eventually weakened into a tropical low on 23 January, prior to any impact on the mainland being recorded. However, it caused major disruption to oil and gas drilling activities with many workers being evacuated. TC Daryl also delivered heavy rain to the Murchison catchment. Dwellingup Bushfire - January 2006 (HMA – Department of Conservation and Land Management. One meeting - 23 January 2006) On the afternoon of 23 January, the SECG was activated to meet that same evening in response to a bush fire which started on 22 January in State forest in Dwellingup before moving into private property north east of Yarloop. More than 100 volunteer and career firefighters were part of a 350-strong contingent which attended the fire that burnt through more than 9100ha of bushland and pasture and threatened townships. The fire – thought to have been deliberately lit – forced the evacuation of 1,500 campers and bushwalkers from Lane Poole Reserve. Later, the blaze came to within 600m of Alcoa’s Wagerup refinery and caused the closure of the South Western Highway between Waroona and Harvey. Police and FESA officers door knocked homes in Yarloop, Hamel and Waroona to advise residents of options to evacuate or to stay and defend. An emergency centre for evacuees was set up in the Waroona Town hall. It took two days to contain the fire.
SEMC Annual Report 2005-2006 43
Tropical Cyclone ‘Glenda’ - March 2006 (HMA - Fire and Emergency Services Authority. Two meetings – 30 & 31 March 2006) Tropical Cyclone Glenda developed from a monsoonal low that dumped heavy rain in the East Kimberley from 23-24 March. Tracking off the Kimberley coast, TC Glenda attained Category 5 status on 28 March. Tropical cyclones at Category 3 and above are described as ‘severe’ tropical cyclones. At Category 5, a tropical cyclone will have the capacity to cause widespread destruction with the strongest wind gusts expected to be greater than 280 km per hour. On 29 March, the SECG was activated to convene on the morning of 30 March. People in or near the communities of Point Samson, Wickham, Roebourne, Karratha, Dampier, Pannawonica, Mardie and Onslow were placed on RED ALERT on 30 March. The State Emergency Service advised people to move to shelter as TC Glenda began to track closer to the coast, producing gusts of up to 250km per hour. Evacuation centres were opened in Karratha and Onslow. TC Glenda weakened to Category 3 intensity before crossing the coast near Onslow overnight on 30 March. Onslow recorded 206mm of rain in the 24 hours to 9am on 31 March, the sixth wettest day on record for the town. Roads were flooded, powerlines downed and trees uprooted by winds of up to 179km per hour. The early warning of the cyclone’s approach and the preparedness of the community combined to help avert major damage in the town. The SECG convened for its second (and final) meeting on 31 March.
Exercises During this reporting period the SECG was activated for the following exercises: • Exercise ‘Mercury’ (October 2005); • Exercise ‘Wildfire’ (October 2005); • Exercise ‘Eleusis’ (November 2005); and • Exercise ‘Western Explorer’ (June 2006).
44 SEMC Annual Report 2005-2006
State Recovery Coordinating Committee The State Recovery Coordinating Committee (SRCC) is chaired by the Department of the Premier and Cabinet, with the Department for Community Development as Deputy Chair. Membership includes senior state government officers and representation from the Insurance Council of Australia, Lord Mayor’s Disaster Relief Fund and the Western Australian Local Government Association. The role of the committee is to detail the arrangements for the provision of recovery services following an emergency and work with the State Recovery Coordinator to coordinate the management of recovery at the State level. During the year, there were no operational events that caused the establishment of a SRCC. Operational Events Nil.
Exercises Nil.
SEMC Annual Report 2005-2006 45
SEMC Subcommittee Reports Emergency Services Group Chairman/Agency: Deputy Commissioner Chris Dawson, Western Australia Police. Role: To develop policies and emergency management protocols to assist Hazard Management Agencies, Combat Agencies and Support Agencies to meet their emergency management responsibilities. Functions: 1. Provide a forum for development of inter-agency and community emergency management arrangements and to ensure effective inter- agency cooperation.
Action taken: The ESS continued to provide a forum for the timely exchange of contemporary emergency management information between Hazard Management Agencies, Combat Agencies and Support Organisations. Regular information sessions and updates were provided in relation to: • Emergency Management Act 2005, associated regulations, and policy issues. (FESA). • Hazmat Reporting Committee updates ( including CBR ) (FESA). • Pandemic Preparedness and Response strategies and issues ( Health WA ). • Department for Community Development Emergency Management Services Unit “on call” response teams ( DCD ). • Risk assessment and status report on privately owned dams ( Water Corporation ). • National Registration and Inquiry System (NRIS) ( Australian Red Cross ) The ESS approved the expansion of its membership to include a representative of the Department of Premier & Cabinet (DPC). The subcommittee recognised a “whole-of- government” overarching approach is required in relation to the management of significant emergency situations both natural, man made and terrorist related.
2. Undertake reviews, research and other emergency management projects to identify and/or improve the systems and processes associated with multi- agency events.
Action taken: • Progressed the establishment of a working group aimed at developing an emergency plan for the Perth CBD. The group is made up of key stakeholders and will develop a plan which is to be known as the Perth CBD Major Emergency Management Arrangements ( PCMEMA ) and recognises the need for a multi-agency approach in the event the CBD area is impacted by a significant emergency situation. • Discussion paper developed by FESA representative on the allocation of Hazard Management Agency responsibilities with respect to landslide and the potential implications of the Emergency Management Act 2005. • ESS members provided support and advice for the FESA project “Prepare stay and defend or go early” aimed at preparing and educating the community with respect to the high risks associated with bush fire. • Considered the establishment of a State Exercise Management Group in collaboration with the Department of Premier & Cabinet.
46 SEMC Annual Report 2005-2006
• Considered the issue of radio communication between WAPOL and the FESA rescue helicopter and the use of common emergency channels A & B.
3. Provide advice and recommendations to the SEMC to improve the State’s emergency management arrangements.
Action taken: The ESS provided advice and recommendations on State Emergency Management Policies and Plans, including: • State Westplan Aircrash • State WestPlan Bushfire • State WestPlan Freight Rail ESS members also contributed to the working group developing/reviewing new SEMC State Emergency Management Polices following the proclamation of the Emergency Management Act 2005.
4. Contribute to the implementation of the SEMC Strategic Plan.
Activities undertaken by ESS to achieve the goals of the SEMC Strategic Plan:
Goal 1 – Education & Awareness
An informed and prepared community.
SEMC Strategic Plan Actions ESS Activities
1.1 Promote community Member agencies continue to promote and support centred emergency EM community centred risk management by risk management providing organisational and multi-agency training. within and across Eg Ongoing delivery by FESA of the AWARE organisations, and the “Introduction to Emergency Risk Management” which community. focuses on the vulnerabilities of a community, rather than the emergencies that may result from that risk. 1.2 Encourage All member agencies are committed to promoting organisations to emergency management education and awareness promote emergency in the community. Eg the FESA program “Prepare management stay and defend or go early” in relation to preparing education and the community for bushfire. awareness within the Encouraging community awareness through member community. agencies representatives participating in Local and
District Emergency Management Committees.
SEMC Annual Report 2005-2006 47
Goal 2 – Emergency Management Policy
A clear and effective emergency management policy framework for Western Australia.
SEMC Strategic Plan Actions ESS Activities
2.1 Regular and timely ESS members provided representation on the review of emergency working party associated with the development of the management policy to new SEMC State Emergency Management Polices. ensure relevance and best practice.
2.2 Prepare emergency Members provided input into the implementation management legislation. program relating to the Emergency Management Act 2005, associated policy and regulation development.
2.3 Maintain an effective ESS member agencies work within the state emergency management emergency management arrangements whilst structure that integrates ensuring interoperability, cooperation and joint crisis and consequence training and exercising opportunities. management.
Goal 3 – Emergency Management Planning
Adopt “best practice” emergency management planning for Western Australia.
SEMC Strategic Plan Actions ESS Activities
3.1 Develop best practice Ongoing review by ESS members of current and emergency management evolving emergency management policy, legislation planning. and hazard management plans.
3.2 Ensure hazard The ESS provides the opportunity for Hazard management agencies Management Agencies, Combat Agencies and have emergency Support organisations to review their respective management plans based plans to ensure the seamless integration of crisis on PPRR that integrate and consequence management. crisis and consequence management arrangements.
Ensure local governments ESS member agencies continue to work closely with have emergency local government in the development of local management community emergency management arrangements. arrangements for their Eg FESA’s AWARE program – Introduction to
48 SEMC Annual Report 2005-2006
communities, in particular Recovery Management. for recovery.
Goal 4 – Emergency Management Operations
An integrated approach by hazard management agencies, combat agencies and support organisations to the management of emergencies in Western Australia.
SEMC Strategic Plan Actions ESS Activities
4.1 Monitor and maintain ESS recognises the need for an integrated inter- integrated crisis and agency approach to EM through cooperation, the timely consequence management exchange of information and a focus on interoperability. operational arrangements. Those elements have been tested through joint multi- agency exercises including Canister 2006, Freebird 2005 , Western Explorer 06 and Wild West 2006. 4.2 Maintain common Ongoing recognition of boundaries consistent with emergency management SEMC PS No 7. ( subject to review and update and in boundaries. accordance with Emergency Management Act 2005 )
4.3 Maintain integrated Continued support of shared training opportunities for emergency management personnel across all agencies and delivery of state training. level exercises. Eg AWARE program, EMA course, FESA EMS courses.
Goal 5 – Continuous Improvement
Organisations continuously improve emergency management arrangements.
SEMC Strategic Plan Actions ESS Activities
5.1 Review the annual Supported by ESS Agencies and ongoing. reporting system for hazard management agencies and emergency management committees.
5.2 Monitor and evaluate Supported by ESS Agencies and ongoing operational outcomes and procedures.
5.3 Ensure that a major Effective multi agency communications and member incident analysis is support ensure appropriate reviews. ESS also undertaken for all multi- provides a forum for the dissemination of “lesson organisation emergencies. learnt” from multi-agency incidents/emergencies.
SEMC Annual Report 2005-2006 49
5.4 Review emergency Supported by ESS Agencies and ongoing with management training. recognition of the legislative obligations now placed on Hazard Management and Combat Agencies through the proclamation of the Emergency Management Act 2005 on 23 December 2005.
5.5 Contribute to the Supported by ESS Agencies and ongoing development of national emergency management policy and guidelines.
Number of times ESS met in 2005-2006: 4
50 SEMC Annual Report 2005-2006
Lifelines Services Group Chairman/Agency: Mr Albert Koenig, Executive Director EnergySafety, EnergySafety Division (of the Department of Consumer and Employment Protection). Role: To provide a forum for the exchange of information that will assist or improve the operation of lifeline services or functions at times of emergency, for the benefit of the community. Functions: To undertake discussions, policy development and projects that will foster, in an emergency management context, the following outcomes:
1. A state of professional preparedness by each lifeline organisation.
Action taken: • The Lifeline organisations continued to meet on a regular basis both at an operational and strategic level to discuss issues and implement changes to improve their professional preparedness in regard to an emergency situation.
2. Mutual understanding and support between lifeline organisations, both at the operational and strategic level.
Action taken: • The various Lifeline organisations have continued to increase their mutual understanding of each other’s roles and responsibilities during an emergency and the support they can provide each other, by reviewing the processes they have in place for managing emergencies and identifying and discussing the similarities and interdependencies. A committee of senior operational staff meets regularly to maintain an up to date cooperation network.
3. Participation by lifeline organisations, where relevant, in the emergency management planning and development of procedures by emergency services agencies
Action taken: • Lifeline organisations participated in emergency management planning and the development of procedures by emergency service agencies when considered to be appropriate and relevant.
4. Sound operational working relationships between lifeline organisations and emergency services agencies.
Action taken: • Participation by the emergency services agencies in Lifeline group meetings and workshops has maintained the good working relationship that exists between the various parties.
SEMC Annual Report 2005-2006 51
5. Better understanding of lifeline issues by the community.
Action taken: • Each lifeline organisation regularly reviews the need to promote education and awareness within the community and addresses issues by providing information to their customers/clients on an “as required” basis.
Activities undertaken by LSG to achieve the goals of the SEMC Strategic Plan:
Goal 1 – Education & Awareness
An informed and prepared community.
SEMC Strategic Plan Actions LSG Activities
1.1 Promote community The Lifeline Services Group has continued to centred emergency support the emergency services agencies with this risk management initiative through participation in training and briefing within and across sessions involving the community and interested organisations, and the organisations community.
1.2 Encourage Individual Lifeline organisations regularly review the organisations to need to promote education and awareness related to promote emergency their services within the community. management education and awareness within the community.
Goal 2 – Emergency Management Policy
A clear and effective emergency management policy framework for Western Australia.
SEMC Strategic Plan Actions LSG Activities
2.1 Regular and timely Lifelines have actively contributed to reviews of review of emergency emergency management policy and recommended management policy to changes to improve the effectiveness of the policies. ensure relevance and best practice.
2.2 Prepare emergency Lifelines have contributed to the development of
52 SEMC Annual Report 2005-2006
management emergency management legislation. legislation.
2.3 Maintain an effective The Lifeline organisations have continued to identify emergency issues that relate to crisis and consequence management structure management and following their review, have that integrates crisis included the review outcomes in their emergency and consequence management processes and plans. management.
Goal 3 – Emergency Management Planning
Adopt “best practice” emergency management planning for Western Australia.
SEMC Strategic Plan Actions LSG Activities
3.1 Develop best practice Emergency management arrangements are regularly emergency under review through a number of practical management workshops and projects. planning.
3.2 Ensure hazard An example is the considerable work that continues management agencies on the development of the National Liquid Fuels have emergency Shortage Emergency Operational Plan. Once the management plans Plan (which is based on PPRR and integrates crisis based on PPRR that and consequence management arrangements) is integrate crisis and completed the State Plan will be reviewed to ensure consequence compatibility with the National Plan. management arrangements.
3.3 Ensure local Lifelines organisations have provided input into the governments have local government emergency management emergency arrangements such as by facilitating workshops on management emergencies involving a number of Lifeline Services. arrangements for their These were attended by local government communities, in representatives. particular for recovery.
Goal 4 – Emergency Management Operations
An integrated approach by hazard management agencies, combat agencies and support organisations to the management of emergencies in Western Australia.
SEMC Annual Report 2005-2006 53
SEMC Strategic Plan Actions LSG Activities
4.1 Monitor and maintain Liaison is continuing between Lifelines and emergency integrated crisis and services to ensure an integrated approach. consequence management operational arrangements.
4.2 Maintain common This is not an issue of relevance for Lifelines as most of emergency the lifeline organisations have infrastructure located in management a number of emergency areas. However liaison occurs boundaries. with the key personnel of each emergency management area to ensure that adequate arrangements are maintained. 4.3 Maintain integrated Each lifeline agency has its own emergency emergency management-training plan and personnel have been management training. trained in accordance with the plan. The plans incorporate any interdependencies between the various agencies.
Goal 5 – Continuous Improvement
Organisations continuously improve emergency management arrangements.
SEMC Strategic Plan Actions LSG Activities
5.1 Review the annual Annual reporting is kept under regular review reporting system for through the communication networks that have been hazard management established between the various organisations. agencies and emergency management committees.
5.2 Monitor and evaluate Operational outcomes and procedures are reviewed operational outcomes regularly and procedures.
5.3 Ensure that a major During the reporting period there were no multi- incident analysis is organisational emergencies that involved all the undertaken for all lifeline organisations. However, lifeline organisations multi-organisation have participated in incident analysis following major emergencies. emergencies that were due to natural causes (i.e. cyclones).
5.4 Review emergency Emergency management training is reviewed on a
54 SEMC Annual Report 2005-2006
management training. regular basis
5.5 Contribute to the Lifelines have contributed to the development of development of national emergency management policy and national emergency guidelines through their representation on national management policy committees. and guidelines.
Number of times LSG met in 2005-2006: Once, and the Subcommittee of senior LSG Operational personnel met more frequently.
Other Comments: Nil.
SEMC Annual Report 2005-2006 55
Public Information Group Chairman/Agency: Mr Grahame Reader, Manager Weather Services, Bureau of Meteorology.
Role: To develop and maintain arrangements for the provision of public information and public education related to emergencies in accordance with SEMC policies.
Functions: 1. Prepare and maintain a plan for the provision of public information and public education related to emergencies.
Action taken: • State Public Information Emergency Management Support Plan remains relevant. However, changes are anticipated due to the development of the SEMC Policy- Emergency Public Information and the expected implementation of the Community Warning and Information System (CWIS).
2. Provide advice to SEMC on all aspects of emergency public information and education.
Action taken: • Four routine activity reports were provided to SEMC throughout the year. • Report provided on the capability of the AUSDIN portal. • Advice provided on the Western Australian Catastrophic Disasters Emergency Management Capability-Strategic Management
Activities undertaken by PING to achieve the goals of the SEMC Strategic Plan:
Goal 1 – Education & Awareness
An informed and prepared community.
SEMC Strategic Plan Actions PING Activities
1.1 Promote community Achieved through discussion and information centred emergency exchange between the Hazard Management risk management Agencies at regular PING meetings, with particular within and across reference to public information dissemination. organisations, and the community.
1.2 Encourage Involvement of PING members in ongoing overhaul organisations to of the Standard Emergency Warning Signal (SEWS) promote emergency brochure. management
56 SEMC Annual Report 2005-2006
education and awareness within the community.
Goal 2 – Emergency Management Policy
A clear and effective emergency management policy framework for Western Australia.
SEMC Strategic Plan Actions PING Activities
2.1 Regular and timely Development of a draft SEMC Policy Emergency review of emergency Public Information, incorporating existing SEMC management policy to Policy Statement No2 and use of the Community ensure relevance and Warning and Information System (CWIS). best practice.
Review of PING membership, role and procedures completed. 2.2 Prepare emergency N/A management legislation.
2.3 Maintain an effective N/A emergency management structure that integrates crisis and consequence management.
Goal 3 – Emergency Management Planning
Adopt “best practice” emergency management planning for Western Australia.
SEMC Strategic Plan Actions PING Activities
3.1 Develop best practice Incorporated in specifications for Community emergency Warning Information System (CWIS) management planning.
3.2 Ensure hazard N/A management agencies have emergency
SEMC Annual Report 2005-2006 57
management plans based on PPRR that integrate crisis and consequence management arrangements.
3.3 Ensure local The Western Australian Local Government governments have Association has full membership of PING to emergency participate in planning arrangements and highlight management public information issues in EM arrangements. arrangements for their communities, in particular for recovery.
Goal 4 – Emergency Management Operations
An integrated approach by hazard management agencies, combat agencies and support organisations to the management of emergencies in Western Australia.
SEMC Strategic Plan Actions PING Activities
4.1 Monitor and maintain There is a standing item at PING meetings to review integrated crisis and every emergency situation involving public information consequence issues management operational arrangements.
4.2 Maintain common Achieved through interaction and discussion at PING emergency meetings management boundaries.
4.3 Maintain integrated No training exercises involving PING in 2005-06. emergency management training.
Goal 5 – Continuous Improvement
Organisations continuously improve emergency management arrangements.
58 SEMC Annual Report 2005-2006
SEMC Strategic Plan Actions PING Activities
5.1 Review the annual N/A reporting system for hazard management agencies and emergency management committees.
5.2 Monitor and evaluate There is a standing item at PING meetings to review operational outcomes every emergency situation involving public and procedures. information issues to evaluate outcomes and procedures. 5.3 Ensure that a major PING members assisted with major incident analysis incident analysis is of the severe tropical cyclones that affected the undertaken for all northern half of the state. multi-organisation emergencies.
5.4 Review emergency Training aspects of media liaison officers working in management training. multi agency emergencies were discussed.
5.5 Contribute to the N/A development of national emergency management policy and guidelines.
Number of times PING met in 2005-2006: Six (6) - four regular and 2 out-of-session
Other Comments: Membership remained steady with representation from 7 State Government Agencies, 1 Commonwealth, 1 local government, 2 media organizations and the Lifelines Group. A capability subcommittee to assist PING in the implementation of the State Public Information Plan was established.
SEMC Annual Report 2005-2006 59
Recovery Services Subcommittee Chairman/Agency: Mr Geoff Hay, Assistant Director General, Security Planning, Department of the Premier and Cabinet.
Role: To develop policies and sound practical emergency management protocols that will assist an affected community to recover subsequent to a major emergency in accordance with SEMC policies. Functions: 1. Make appropriate recommendations to the SEMC to improve the State’s emergency recovery preparedness.
Action taken: The Recovery Services Sub-committee (RSS) role and composition has been reviewed in conjunction with the review of Westplan Recovery with recommendations to be made to the SEMC early in 2006-07.
2. Prepare and maintain a State Recovery Emergency Management Plan, which prescribes the concepts, organisation, responsibilities for the planning and management of recovery from emergencies on WA.
Action taken: The RSS commenced a review of Westplan Recovery as a consequence of the proclamation of the Emergency Management Act 2005. The review will be pursued further in 2006-07 as part of the broader strategy to improve the State’s emergency preparedness.
3. To provide advice and support to those persons, organisations and Local Government
involved in or responsible for planning and/or managing the recovery process.
Action taken: Nil
4. Provide an open forum for discussion / resolution of emergency recovery issues.
Action taken: The RSS met formally on one occasion during the year. In addition to this meeting, a number of matters which required an input from the recovery perspective were dealt with by individual members out-of-session. The Chair RSS was also engaged in the development of the Emergency Management Act 2005.
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As a member of the State Mitigation Committee, the RSS participated in the quarterly meetings and contributed to discussions and deliberations on recovery management matters.
5. Review post operations/exercise reports involving recovery issues with the view to amending arrangements in “WESTPLAN – Recovery”, where appropriate.
Action taken: Knowledge and experiences gained from exercises during the year will be incorporated into the current review of Westplan Recovery.
6. Provide advice to the SEMC on all aspects of recovery management.
Action taken: The RSS participated in all meetings of the SEMC during the year and provided advice on recovery matters as required.
Activities undertaken by RSS to achieve the goals of the SEMC Strategic Plan:
Goal 1 – Education & Awareness
An informed and prepared community.
SEMC Strategic Plan Actions RSS Activities
1.1 Promote community The RSS made preparations for participation in centred emergency Mercury ’05, a multi-jurisdictional counter-terrorism risk management exercise conducted in October 2005. This included within and across the ‘stand-up’ of the State Crisis Centre. organisations, and the
community.
1.2 Encourage In June 2006 Exercise Western Explorer included a organisations to half day discussion exercise focussing on mid to long promote emergency term recovery actions following a terrorist incident. management
education and awareness within the Attendees included a wide cross section of public community. and private sector organisations.
SEMC Annual Report 2005-2006 61
Goal 2 – Emergency Management Policy
A clear and effective emergency management policy framework for Western Australia.
SEMC Strategic Plan Actions RSS Activities
2.1 Regular and timely Westplan Recovery is being reviewed to incorporate review of emergency the lessons learnt from recent exercises and management policy to changes due to the proclamation of the Emergency ensure relevance and Management Act 2005. best practice.
2.2 Prepare emergency Members of the Group have been actively involved in management the drafting of the Emergency Management Bill. legislation.
2.3 Maintain an effective The emergency management structure relating to emergency recovery is being reviewed as part of the review of management structure Westplan Recovery. At the same time coordination that integrates crisis arrangements have been reviewed as part of a and consequence thorough consideration of consequence management. management arrangements as they relate to terrorism.
Goal 3 – Emergency Management Planning
Adopt “best practice” emergency management planning for Western Australia.
SEMC Strategic Plan Actions RSS Activities
3.1 Develop best practice The review of Westplan Recovery includes a emergency consideration of best practice. management planning.
3.2 Ensure hazard Through participation in the SEMC Executive the management agencies RSS provides input to reviews of all WESTPLANS. have emergency management plans based on PPRR that integrate crisis and
62 SEMC Annual Report 2005-2006
consequence management arrangements.
3.3 Ensure local This requirement is now mandated by the governments have Emergency Management Act 2005. emergency management arrangements for their communities, in particular for recovery.
Goal 4 – Emergency Management Operations
An integrated approach by hazard management agencies, combat agencies and support organisations to the management of emergencies in Western Australia.
SEMC Strategic Plan Actions RSS Activities
4.1 Monitor and maintain RSS members were involved in providing advice and integrated crisis and support with local recovery efforts following events in consequence 2005-06. The establishment of the State Coordination management Centre in 2006-07 will draw together relevant elements of operational 4 key agencies: DPC, WAPOL, FESA, DCD and may arrangements. result in further integration of recovery coordination
Goal 5 – Continuous Improvement
Organisations continuously improve emergency management arrangements.
SEMC Strategic Plan Actions RSS Activities
5.1 Review the annual The arrangements are being reviewed as part of the reporting system for review of Westplan Recovery. hazard management agencies and emergency management committees.
5.5 Contribute to the The Chair of the RSS was involved in preparatory development of work to establish the National Emergency Protocol national emergency which ensures that coordinated communication
SEMC Annual Report 2005-2006 63
management policy arrangements exist between Commonwealth, State and guidelines. and Territory leaders to facilitate timely contact between the leaders at the onset of a national emergency.
Number of times RSS met in 2005-2006: 1
64 SEMC Annual Report 2005-2006
State Mitigation Committee Chairman/Agency: Bill Hewitt, Chief Executive Officer FESA. Role: To develop and implement comprehensive emergency mitigation policies and strategies in all relevant areas of government activity; to strengthen partnerships with local governments and remote and Indigenous communities, to undertake emergency risk management activities and to implement prevention/mitigation measures. Functions: 1. Coordinate mitigation strategies state-wide.
Action taken: • In 2006 the State Mitigation Committee (SMC) was established as a SEMC sub- committee. The SMC is tasked with developing and maintaining the State infrastructure required to reduce the social, economic and environmental cost of natural hazards in Western Australia. The SMC advocates a unified and inclusive approach to natural hazard mitigation, emphasising the need for all levels of government to work with the community to achieve the common goal of a safer community. • Following the proclamation of the Emergency Management Act 2006, the SMC assumed an overview role in relation to the mitigation and prevention elements of all hazards prescribed under the Act. The Committee agreed to assume this role to ensure Hazard Management Agencies lacking in the resources or expertise necessary to fulfil mitigation or prevention responsibilities would be provided with adequate assistance. • To ensure the SMC operates at a strategic level with an appropriate and effective focus, a review of the SMC’s composition, role and functions was conducted in 2006. The composition, role and functions of the SMC were amended to align with the strategic direction of SEMC and the State’s emergency mitigation priorities. • The SMC initiates, develops and implements natural emergency mitigation strategies through a number of SMC Working Groups:
Spatial Information Working Group The Spatial Information Working Group (SIWG) is developing a coordinated approach to the use of spatial information in support of emergency management in Western Australia. The progress of the Working Group is as follows:
o SIWG has guided the development of the emergency management component of the State’s Shared Land Information Platform (SLIP) initiative. This includes assessing the project deliveries and recommending options to further develop the services.
o With the assistance of Natural Disaster Mitigation Programme funding, SIWG has overseen the development of a new Emergency Services Directory covering the Wheatbelt Emergency Management District. The directory brings together the mapping activities of CALM and the Department of Land Information to provide a common mapping base for all emergency management agencies. Further directories are scheduled for production in 2006-07.
o In partnership with the State Government’s spatial information industry, SWIG has promoted funding opportunities and guided the progress of the State’s spatial data collection and maintenance activities, to ensure that available spatial
SEMC Annual Report 2005-2006 65
information is fit-for-purpose for emergency management practices. Datasets that are currently being reviewed and/or improved include property street addressing, building footprints, digital elevation models, satellite monitoring of flood and wildfire events, development of common base navigation mapping, integrated drainage and road networks.
o SIWG is contributing to a national working group tasked with developing a coordinated approach to the use of spatial information for national emergency management, counter terrorism and critical infrastructure protection activities.
Land Use Planning in relation to Natural Hazard Mitigation Working Group The Western Australian Statement of Planning Policy for natural hazard mitigation was approved by the WA Planning Commission. The policy applies to the planning and development of land that may be affected by natural hazards.
The Integration of Emergency Mitigation Strategies into Remote Indigenous Communities Working Group The Integration of Emergency Mitigation Strategies into Remote Indigenous communities Working Group resolved to promote the indigenous emergency management agenda through the Environmental Health Coordinating Committee (IEHCC). The original Working Group function has been integrated into the IEHCC curriculum. This includes the implementation of the recommendations from the Working Group’s final report in 2004.
Investment in and Marketing of Mitigation The Integration of Emergency Mitigation Strategies into Remote Indigenous communities Working Group resolved to promote the indigenous emergency management agenda through the Indigenous Environmental Health Coordinating Committee (IEHCC). The original Working Group function has been integrated into the IEHCC curriculum. This includes the implementation of the recommendations from the Working Group’s final report in 2004.
2. Oversee the implementation of the Council of Australian Governments (COAG) recommendations on natural disaster management reform.
Action taken: • NATURAL DISASTER MITIGATION PROGRAMME The Natural Disaster Mitigation Programme (NDMP) is a national initiative, established to identify and fund natural emergency mitigation projects. The NDMP prioritises projects that contribute to a community’s ability to withstand the effects of natural disasters.
The State Mitigation Committee (SMC) provides the State infrastructure, establishes the strategic direction and encourages State Government agency contribution to the application of the NDMP in Western Australia. With a membership comprising of representatives from the agencies responsible for contributing the State component of the NDMP funding, SMC
66 SEMC Annual Report 2005-2006
provides both practical and policy guidance to the administrators of the Programme.
In the 2005-06 funding round, 18 Western Australian projects were considered to meet the NDMP eligibility criteria. A total value of $1,157,366 was approved to fund the projects listed below.
City of Kalgoorlie-Boulder • Ponton Creek Causeway: trans access road, causeway flood protection. City of Rockingham • Kwinana Beach erosion protection works – construction of rock armoured headlands. Department of Environment • Exmouth floodplain management study. Indigenous Land Corporation • Home Valley Station airstrip: repair and upgrade. Department of Land Information • Real-time burnt area and flood mapping from satellite, for emergency management in regional and remote communities. • Incorporation of remote sensing technologies in an emergency risk management approach to flooding. • Disaster mitigation support data – building footprints dataset. • Rural street addressing. • Disaster Mitigation support data-digital elevation model – capture, update and improve. Establishment of structured access to key spatial information for emergency mitigation. FESA • Planning for Bush Fire Protection – land development and bush fire protection. • Emergency services directory project. • Public alerts during emergencies. Swan Coastal Plain Wetlands. Shire of Derby West Kimberley • Christmas Creek Crossing. • Marion Downs airstrip. Shire of Roebourne • West Pilbara natural disaster mitigation study. Shire of Wyndham East Kimberley • Weaber Plain flood mitigation.
NDMP applications for the 2006-07 round of funding have been assessed by the NDMP State Assessment Panel. The 20 projects considered eligible by the State have a total value of $4,213,340, of which the State is seeking $1,470,000 from the Australian Government.
• WORKING TOGETHER TO MANAGE EMERGENCIES ‘Working Together to Manage Emergencies’ is a Commonwealth funded initiative, established to encourage local communities to become self-reliant in emergency management.
Over a four year period this initiative will provide $49 million in grants through two programs, the Local Grants Scheme and the National Emergency Volunteer Support Fund. The programs are managed by Emergency Management Australia (EMA) with local expertise and executive support provided by the States and Territories.
SEMC provides the State infrastructure necessary to ensure a cohesive and inclusive
SEMC Annual Report 2005-2006 67
application of the grant scheme in Western Australia. All levels of Government and community groups are encouraged to work in unison with each other and to support worthy projects striving to strengthen emergency mitigation in the State.
(a) Local Grants Scheme In the 2005-06 funding round, 21 Western Australian projects were considered to meet the eligibility criteria under the Local Grants Scheme. A total value of $945,480 was approved to fund the projects listed below.
Aged and Community Services Western Australia Inc • Video production of Perth airport emergency exercise to create multi agency training tool
City of Albany • Produce and distribute community emergency information calendar. • Portable cross-band repeater for use by Emergency Services. City of Bunbury • Provide Incident Command and Coordination System. • Complete emergency risk management process. City of Stirling • Update of emergency management plans. City of Wanneroo/City of Joondalup • Implementation of treatment strategies identified by emergency risk management process. FESA • Develop and implement strategic pastoral station bush fire management in Kimberley. • Tsunami risk assessment and modelling for the West Australian coastline - project conducted in partnership with Geoscience Australia. North Dandalup Volunteer Bush Fire Brigade • Purchase equipment to display visual aids in order to conduct an community awareness program. Shire of Busselton • Community education and update of community emergency management plans. Shire of Cocos (Keeling) Islands • Home Island Emergency Response Plan equipment (satellite phones, laptops etc). Shire of Esperance • Esperance Emergency Support Unit - purchase of vehicle. Shire of Irwin - Local Emergency Management Committee • Provide generator to local council Emergency Operations Centre. Shire of Kojonup • Provision of a power upgrade to a bushfire Repeater utilised by emergency services. Shire of Manjimup • Conduct emergency risk management process. Shire of Serpentine • Construction of a multi agency building to conduct training and secure vehicles and equipment. South Coast Volunteer Bushfire Brigade • Construct a fire appliance storage area for the Goode Beach Brigade. Surf Life Saving Western Australia • Provision of Surf Life Saving emergency response teams. Town of Bassendean LEMC • Update of local emergency management plans.
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Town of Kwinana • Emergency Electrical Power Supply to Council Offices.
(b) National Emergency Volunteer Support Fund In the 2005-06 funding round, 25 Western Australian projects were considered to meet the eligibility criteria under the National Emergency Volunteer Support Fund. A total value of $857,118 was approved to fund the projects listed below.
Australia Red Cross Perth • Video production of Perth airport emergency exercise to create multi agency training tool. Dalwallinu St John Ambulance • Purchase of an emergency response trailer and equipment. FESA • Development and implementation of a website for volunteer and youth recruitment. • Development and production of a training and administration guide for juniors and cadets. • Develop and implement a volunteer leadership skills program. • Research and implementation of a scheme to provide recognition to the employers of volunteers. • Volunteer and youth recruitment DVD. • Develop a training and administrative framework for youth development - junior/cadet programs. • Volunteer behavioural and governance DVD. Mingenew Fire Brigade • Shed and siren upgrade of Brigade building and purchase of training and communications equipment. Morawa State Emergency Services Unit • Construction of a new garage and workshop area at Morawa SES headquarters. Salvation Army Emergency Services - Bunbury • Purchase of catering support trailer. Salvation Army Emergency Services • Training in providing personal, practical and emotional support to communities affected by crisis - WA State Team. • Training and purchase of equipment for the testing and tagging of electrical equipment - WA State Team. • Purchase of mobile freezer to ensure provision of food complies with health standards - WA State Team. • Equipment for supply trailer for use by Salvation Army Emergency Services team. Salvation Army Emergency Services - Armadale • Purchase of catering support trailer. The Salvation Army Emergency Services – Kalgoorlie • Catering support trailer designed specifically for remote areas. The Salvation Army Emergency Services – Karatha • Catering support trailer designed specifically for remote areas. Serpentine Jarrahdale Community Volunteer Emergency Services • Develop and produce promotional material to recruit volunteers locally. Disaster mitigation. • Purchase of display screen and accessories for education trailer to support community awareness initiatives. Shire of Boddington • Extension to Emergency Service premises - construction of training area and additional appliance parking bays. Shire of Moora • Purchase of generator for Emergency Operations Centre and defibrillator for St. John Ambulance. St John Ambulance (WA)
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• Development and production of a recruitment television advertisement. • Development and distribution of a recruitment video/DVD.
3. Monitor and review the identification of mitigation initiatives state-wide.
Action taken: • In 2006 a comprehensive review of the State Mitigation Committee’s (SMC) composition, role and functions was conducted. The intent of the review was to ensure that the strategic intentions of the subcommittee aligned with, and were endorsed by, SEMC. • The SMC ensures that all Western Australia’s NDMP and (Working Together To Manage Emergencies (WTTME) projects and programmes are monitored through to completion. FESA’s Emergency Management Services Division performs this role on behalf of SEMC.
4. Oversee risk assessments, including the development of priority setting criteria for mitigation and integration within the planning context.
Action taken: The Western Australia Emergency Risk Management Guide was developed by FESA and WALGA, under the direction of the State Mitigation Committee. The endorsed document was launched by the Minister for Police and Emergency Services in October 2006. The guide is a step-by-step reference for local governments and communities undertaking the emergency risk management process.
5. Oversee the development and implementation of comprehensive emergency mitigation policies and strategies in all relevant areas of government activity.
Action taken:
The Western Australia Statement of Planning Policy, developed by the Land Use Planning in relation to Natural Hazard Mitigation Working Group of the State Mitigation Committee, was approved by the WA Planning Commission. The policy applies to the planning and development of land that may be affected by natural hazards.
6. Ensure appropriate natural hazard mitigation education and awareness initiatives are developed, implemented, monitored and evaluated.
Action taken: • Both NDMP and WTTME funding provides for natural hazard mitigation education and awareness projects. Through the State Mitigation Committee, SEMC supports the development, implementation, monitoring and evaluation of these projects.
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Activities undertaken by SMC to achieve the goals of the SEMC Strategic Plan:
Goal 1 – Education & Awareness
An informed and prepared community.
SEMC Strategic Plan Actions SMC Activities
1.1 Promote community Supported to completion community centred centred emergency emergency risk management projects funded risk management through NDMP and WTTME. within and across organisations, and the community.
1.2 Encourage Supported to completion emergency management organisations to education and awareness projects funded through promote emergency NDMP and WTTME. management education and awareness within the community.
Goal 2 – Emergency Management Policy
A clear and effective emergency management policy framework for Western Australia.
SEMC Strategic Plan Actions SMC Activities
2.1 Regular and timely Developed the Western Australia Statement of review of emergency Planning Policy for Natural Hazard Mitigation in management policy to WA. The Policy, endorsed by the WA Planning ensure relevance and best practice. Commission in 2006, applies to the planning and development of land that may be affected by natural hazards.
2.2 Prepare emergency Following proclamation of the Emergency Management management Act 2006, assumed an overview role in relation to the legislation. mitigation and prevention elements of all hazards
prescribed under the Act. The SMC agreed to assume this role to ensure Hazard Management Agencies lacking in the resources or expertise necessary to fulfil
SEMC Annual Report 2005-2006 71
mitigation or prevention responsibilities would be provided with adequate assistance.
2.3 Maintain an effective Conducted a review of the composition, role and emergency functions of the SMC. This included a detailed management structure that integrates crisis analysis of all attached working groups. A primary and consequence intent of the review was to ensure the SMC is management. aligned with the State’s emergency management structure, strategic direction and core objectives.
Goal 3 – Emergency Management Planning
Adopt “best practice” emergency management planning for Western Australia.
SEMC Strategic Plan Actions SMC Activities
3.1 Develop best practice Supported to completion NDMP and WTTME emergency projects encompassing best practice emergency management planning. management planning.
3.2 Ensure hazard Not a consideration of the SMC. management agencies have emergency management plans based on PPRR that integrate crisis and consequence management arrangements.
3.3 Ensure local Supported to completion NDMP and WTTME governments have projects that promote local emergency management emergency management arrangements (including recovery). arrangements for their communities, in particular for recovery
Goal 4 – Emergency Management Operations
An integrated approach by hazard management agencies, combat agencies and support organisations to the management of emergencies in Western Australia.
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SEMC Strategic Plan Actions SMC Activities
4.1 Monitor and maintain Not a consideration of SMC. integrated crisis and consequence management operational arrangements.
4.2 Maintain common Not a consideration of SMC. emergency management boundaries.
4.3 Maintain integrated Not a consideration of SMC. emergency management training.
Goal 5 – Continuous Improvement
Organisations continuously improve emergency management arrangements.
SEMC Strategic Plan Actions SMC Activities
5.1 Review the annual Not a consideration of SMC. reporting system for hazard management agencies and emergency management committees.
5.2 Monitor and evaluate Not a consideration of SMC. operational outcomes and procedures.
5.3 Ensure that a major Not a consideration of SMC. incident analysis is undertaken for all multi-organisation emergencies.
5.4 Review emergency Not a consideration of SMC. management training.
SEMC Annual Report 2005-2006 73
5.5 Contribute to the Not a consideration of SMC. development of national emergency management policy and guidelines.
Number of times SMC met in 2005-2006: 3
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State Emergency Management Plans Under the Western Australian Emergency Management Arrangements (SEMC Policy Statement No. 7) it is the responsibility of Hazard Management Agencies (HMAs) to prepare and maintain a strategic plan or arrangements (WESTPLANs) designed to cope with the particular hazard/s for which they are responsible. A similar responsibility rests with the designated “function” support agencies (e.g., health and welfare). Status of State Hazard Emergency Management Plans HAZARD HAZARD WESTPLAN LAST MANAGEMENT AMENDMENT AGENCY Air Transport WA Police Air Crash September 2005 Emergencies Chemical, Biological, Fire and Emergency CBR (restricted December 2002 Radiological (CBR) Services Authority distribution) Dam Break Water Corporation Dam Break September 2004 Earthquake Fire and Emergency Earthquake May 2003 Services Authority Exotic Animal Department of Animal Diseases May 2002 Diseases Agriculture Fire (Bush Fire) Fire and Emergency Wildfire December 2005 Services Authority/ Department of Conservation and Land Management Fire (Urban) Fire and Emergency Urban Fire January 2000 Services Authority Flood Fire and Emergency Flood September 2004 Services Authority Liquid Fuel Shortage Department of LFSE November 1998 Consumer and Employment Protection – Energy Safety Directorate (Formerly Office of Energy) Hazardous Materials Fire and Emergency HAZMAT June 2005 (including Services Authority Radioactive Materials) Human Epidemic Department of Health Health September 2001 Land Search and WA Police LANDSAR March 2000 Rescue
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HAZARD HAZARD WESTPLAN LAST MANAGEMENT AMENDMENT AGENCY Marine Oil Pollution Department for Marine Oil May 2000 Planning and Pollution Infrastructure Marine Transport Department for Marine Transport September 2004 Emergencies Planning and Infrastructure Nuclear Powered WA Police NPW February 2001 Warships Offshore Petroleum Department of Industry Offshore December 2004 Operations and Resources Petroleum Rail Transport WestNet Rail Freight Rail August 2001 Emergencies (Freight) Rail Transport Public Transport Urban Rail December 2005 Emergencies (Urban) Authority Road Transport WA Police Traffic Crash December 2001 Emergencies Sea Search and WA Police WAMSAR January 2005 Rescue Severe Storm Fire and Emergency Storm September 2004 Services Authority Space Re-Entry WA Police SPRED December 2001 Debris Storm/Tempest Fire and Emergency SEVERE STORM September 2004 Services Authority Tropical Cyclone Fire and Emergency Cyclone September 2004 Services Authority Tsunami Fire and Emergency Tsunami November 1999 Services Authority
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Status of State Function Support Plans SUPPORT RESPONSIBLE WESTPLAN LAST FUNCTION AGENCY AMENDMENT Health Health (Department of) Health May 2004 Public Information SEMC Public Public Information July 2002 Information Group Recovery Premier & Cabinet Recovery July 2003 (Department of the) Registration & Community Registration & March 2003 Inquiry Development Inquiry (Department for) Re-Supply Fire and Emergency Resupply November 1999 Services Authority Telecommunications Fire and Emergency Telecommunications April 2005 Services Authority Welfare Community Welfare March 2003 Development (Department for)
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District Emergency Management Committees Annual Reports from District Emergency Management Committees (DEMCs) Persuant to s. 33 of the Emergency Management Act 2005, District Emergency Management Committees are required to prepare and submit to the SEMC an annual report on their activities during the financial year. The following is a list of the DEMCs. • Central Metropolitan • Peel • East Metropolitan • Pilbara • Goldfields-Esperance • South East Metropolitan • Great Southern • South Metropolitan • Kimberley DEMC • South West • Midwest-Gascoyne • West Metropolitan • North West Metropolitan • Wheatbelt
The Metropolitan Emergency Management Executive Group is established by SEMC Policy Statement No. 4 – Emergency Management in the Perth Metropolitan Region. This policy statements recognises that the Perth Metropolitan Region is somewhat different from country areas of the State because of the concentration of population, services and state infrastructure. The policy establishes the emergency management coordination arrangements that apply in the Perth Metropolitan Area.
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Metropolitan Emergency Management Executive Group METROPOLITAN EMERGENCY MANAGEMENT COORDINATION GROUP ANNUAL REPORT 2005-2006
Content
1. Management
1.1 Major objectives identified in the MEMEG Strategic Plan for the reporting period. Include actions taken in regard to each objective and the extent to which the objective was achieved. Major Objectives Actions • Uniform application of emergency • Dissemination of Metro EM management arrangements. Exercise and Meeting calendar to enable MEMEG members to access LEMC and DEMC meetings. • Ensure all EM committees adopt a • Dissemination of meeting agenda to all uniform meeting agenda with addresses LEMC’s and DEMC’s PPRR.
1.2 Any other major achievements during the reporting period. • Nil
1.3 Strategies adopted by MEMEG to ensure appropriate exercising of District Emergency Management Plans during the reporting period. • Close liaison in development and implementation of District exercises to ensure adherence to State arrangements.
MEMEG Executive Officer involved in the planning and development of District exercises. • Development of Local/District EM Training Program for dissemination across Metropolitan • area to provide maximum opportunities for professional development of key stakeholders.
1.3 Number of District Emergency Management Plans reviews ensuring their compliance with State Emergency Management arrangements against total to be reviewed. • Nil. There are no District Emergency Management Plans currently in existence in the Perth Metropolitan Area.
1.4 Brief report on any policy development by MEMEG. • Nil.
2. Activity
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2.1 Number of MEMEG meetings conducted during the last financial year and attendance by Agencies at each meeting. The MEMEG held 3 general meetings in the financial year 2005-06. The following is an organizational attendance list. Number of MEMEG meetings: Organisation Member Attended Represented Total Organisation's Attendance Western Australia Police McRoberts 2 - Phipps 1 - 3 Cunningham Loverock 2 Mclntosh Brandham 1 Looby 1 Staltari 2 Maines 2 Garkaklis 1 FESA SES Gifford 3 5 Ott 2 1 FESA FS Stevens 3 - 3 Health Harley 1 2 Metro Hospitals Donn - 1 1 Dept Community Clayton 2 - 2 Development Water Corporation Fitzhardinge 1 - 1 St John Ambulance Smith 2 - 3 Benbow 1 WALGA Mclean 2 - 3 Bowen 1 CALM Towers 3 3
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3. Planning
3.1 Goals identified in the MEMEG Strategic Plan for the NEXT Financial Year and activities which will be undertaken to achieve those goals. Goals (2006-2007) Activities • 2006/07 Strategic Plan has not been • Development of new Strategic Plan for developed. Awaiting new SEMC Strategic 2006/07 in accordance with direction of Plan. Committee will continue to use the SEMC Strategic Plan. Strategic Plan of 2005/06.
3.2 Support required from SEMC and State Agencies in the next financial year (For example: training support, policy /procedure assistance, specialist briefings, management support, etc.) • Direction required from SEMC on future of MEMEG’s role in emergency management coordination arrangements in metro area.
4. Other
4.1 Any other relevant details. • Nil.
Prepared by: Derek Fletcher A/Executive Officer
Endorsed by: Chairman Date:
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Central Metropolitan District Emergency Management Committee CENTRAL METROPOLITAN DISTRICT EMERGENCY MANAGEMENT COMMITTEE Annual Report 2005 – 2006
Major Objectives 2005-2006
The Central DEMC Strategic Objectives for the reporting period are detailed below. Some of the objectives could not be fully achieved during the reporting period due to the pending amalgamation of the Central Councils LEMC and the Combined Councils LEMC.
1. Encourage and support risk management planing at local committee level. Actions Taken; The City of Perth and Kings Park, Central Councils and Combined councils LEMC’s were encouraged to participate in the ERM process but only the City of Perth and Kings Park and Central Councils LEMC’s were able to progress ERM in their areas. The Town of Vincent which is in the Central Councils LEMC had made application for additional funding to assist in meeting the district objectives and the City of Perth and Kings Park is progressing at a steady rate. The Emergency Risk Management process has continued to be marketed to the community through community announcements in local papers and flyers sent out with the annual rates. This is expected to enhance community knowledge and understanding of ERM. An intro to ERM course was run during the reporting period and this was well attended by local government and emergency services personnel form Police, FESA (SES) and FESA Fire and Rescue Service (FRS).
2. Appropriate attendance of DEMC members to LEMC meetings through out the year. Actions Taken; Members of the Central Metro DEMC attended meetings of the local emergency management committee’s as required by the SEMC. The Central Metro DEMC has members that are also on the local committee’s.
3. Develop and Implement a Coordinated Emergency Management Exercise Program Actions Taken There was one-major exercise held during the reporting period. This was exercise “Canister” held at the Perth Members Equity Stadium on Lord Street, East Perth. The exercise was a multi agency exercise involving Police, FESA and local government.
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The DEMC also held one desktop exercise during the year. It was tabled by Darryl OTT, FESA (SES) at Town of Nedlands.
4. Improve Awareness of Emergency Risk Management Action Taken; The two LEMC’s have embarked on an education program for their communities through information sessions and additional written material offered at local Govt. buildings and with the annual rate notices. Seasonal hazard promotions continue to be conducted by local government.
5. Establish DEMC Management Process and Systems to Support achievable Objectives Action Taken; A contact register has been developed and distributed. A resource register has been developed by the Central Councils and City Perth and Kings Park LEMC’s. The local governments encompassed by the Central Metro District, these being, City of Perth, City of Subiaco, City of Nedlands, Town of Vincent, Town of Cambridge, Town of Claremont, Town of Cottesloe, Town of Mosman Park and the Town of Peppermint Grove make the process of obtaining a resource register a lengthy one. An effective information sharing system is being developed and will be finalised early in the next reporting period.
Major Achievements The Major achievement for the reporting period has been the amalgamation of the Combined Councils LEMC and the Central Councils LEMC in June 2006. This has reduced the total number of LEMC’s within the Central Metro district to two. The result of the amalgamation is a new LEMC, which has been named the Western Central Local Emergency Management Committee.
Strategies to Monitor LEMC’s • The City of Perth and Kings Park Local EM Plan is being reviewed and will be completed by mid July2006. • The Western Central Council LEMC is in the process of reviewing former plans prepared by the Central Councils LEMC with a view to adopting the updated plans as the Western Central LEMC’s local emergency management arrangements. • The DEMC has been monitoring the conduct of the LEMC meetings by the attendance of DEMC committee members to LEMC meetings. • DEMC members attended the Exercise held at the Members Equity Stadium and have reviewed the minutes from the meeting.
SEMC Annual Report 2005-2006 83
ACTIVITIES Number of DEMC Meetings : Organisation Member Attended Represented Total Org’s attendance WAPS Supt Ferdinand 1 1 GERE WAPS Supt Brian 5 5 CUNNINGHAM WAPS Insp. Russell 3 3 ARMSTRONG FESA (SES) Garry GIFFORD 1 1 FESA (SES) Darryl OTT 1 1 FESA (EMS) Allen Riley 2 2 FESA (FES) John Truswell 1 1 FESA Bruce Jones 1 1 St John Jean Campbell- 1 1 Ambulance Brown Dept for Steve Robbins 2 5 Community Development Town of Michael Tidy 1 2 Nedlands Town of Vincent Jim McLEAN 4 4 City of Perth Bill STRONG 4 5 Town of Sarba Kiruparanther 3 3 Claremont
Multi Agency Emergencies There was only one multi- agency emergency during the reporting period and that was the spill at Barrack Square in 2005
Plans and Other Arrangements The City of Perth & Kings Park is in the process of completing the Perth CBD Major Emergency and Management Arrangements. The Western Central Councils LEMC is reviewing former plans prepared by the Central Councils LEMC with a view to adopting the updated plans as the Western Central LEMC’s local emergency management arrangements. These plans are currently being reviewed for the 2006-2007 year. The City of Perth and Kings Park have been requested to provide a comprehensive Evacuation and Recovery plan for the City central business and residential districts as soon as possible into the next reporting period.
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Education / Training The DEMC has sponsored one Intro to emergency Management course attended by 20 participants from the emergency services and local government during 2005-2006. The Western Central LEMC has established working groups to progress a number of operational issues. This establishment includes a new Training and Exercises Working Group.
PLANNING
Goals for Next Financial Year Goals identified for the Next financial year include: • achieving productive LEMC’s; • multi-agency exercises; • training as required and addressing the outcomes of the district business plan; and • development of a comprehensive Perth CBD Major Emergency Management of People Arrangements.
Activities Planned The district committee will foster greater participation in exercises conducted during the 2006-2007 season. There is to be a multi-agency exercises planned for within the Central Metro District at an unknown location.
SEMC Support There is no perceived requirement for SEMC support identified for the forthcoming reporting period.
SUMMARY
Local Emergency Management Arrangements or Plans The City of Perth & Kings Park has a Plan endorsed by the LEMC and local Govt. The Western Central LEMC is reviewing former plans prepared by the Central Councils LEMC with a view to adopting the updated plans as the Western Central LEMC’s local emergency management arrangements.
Arrangements reviewed in; 2005-2006 2 2004-2005 2 2003-2004 2 2002-2003 2
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Summary in ERM Number of LEMC’s that have achieved each stage of the ERM process
No. Stage of ERM process
2 Community objectives, expectations & perceptions established.
2 Risk evaluation criteria developed.
2 Description of community, sources of risk & elements at risk prepared.
Risk statements prepared.
For each risk: consequences, vulnerability & likelihood determined.
1 Risk levels & risk priorities determined.
Risk treatment options selected.
Risk treatment plans prepared.
Other Nil
Duane BELL Superintendent Central Metropolitan District 5 July 2006
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East Metropolitan District Emergency Management Committee EAST METROPOLITAN DISTRICT EMERGENCY MANAGEMENT COMMITTEE ANNUAL REPORT 2005 – 2006
1. Management
1.1 The major objectives identified by DEMC for the reporting period, including actions taken in regard to each objective and the extent to which the objective was achieved are outlined in the table below: District Outcomes Target Indicators Relevancy of business Rationalisation of LEMC’s planning processes. Considered at length, special DEMC meeting convened, unable to obtain consensus. Decision of LEMC’s to continue in present format. That is, each local government authority maintaining its own LEMC and representation at DEMC. The rationalisation discussion is on going.
All LEMC’s complete reviews of Emergency Management Arrangements: Completed, see ‘Summary of LEMC’s’ – Part 4 of this report.
LEMC/DEMC to report on activities annually. Annual reports and all meeting minutes for LEMC’s received and filed by DEMC. DEMC annual report completed and distributed.
Develop and implement DEMC Business Plan DEMC business plan 2002 – 2005 now expired – new plan an ongoing agenda item, awaiting updating once the Metropolitan Emergency Management Executive Group Strategic Plan 2006 – 2009 is disseminated.
SEMC Annual Report 2005-2006 87
Promote and engage LEMC’s to implement Emergency Risk Management AWARE project. process. Town of Bassendean – Risk evaluation criteria developed, sources and elements of risk determined, risk statements prepared, risk register prepared, risk treatment options selected, risk treatment plans prepared.
Shire of Kalamunda – Received funding under the AWARE programme and has commenced the Emergency Risk Management process.
Shire of Mundaring - Risk evaluation criteria developed, sources and elements of risk determined, risk statements prepared, risk register prepared, risk treatment options selected, risk treatment plans prepared. ERM process last completed in January 2006.
City of Swan – New Emergency Management Plan approved on 06/07/2005 inclusive of progressing the Emergency Risk Management process.
Provide AWARE information to DEMC members Presentation provided from FESA at DEMC meeting 30/11/05.
Smooth transition and Provision of timely information and assistance to DEMC implementation of new members through transition period. Emergency Management 22/09/06 DEMC meeting provided with an overview of the Legislation. new legislation, its impact and requirements placed on LEMC’s. (Emergency Management Act 2005)
14/02/06 DEMC meeting provided with an overview of the pertinent minutes of the inaugural State Emergency Management Committee formed under the new legislation.
Information provided and a strong recommendation made for DEMC members to attend Sun Rise Seminars being conducted on the new legislation.
1.2 An achievement of the DEMC has been the analysis of requirements upon DEMC and its member organizations of the new Emergency Management Act 2005, providing effective communication of timely information resulting in a smooth transition to the new processes and procedures.
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1.3 An overview of all the LEMC’s has been maintained through their representative attendance at DEMC meetings, minutes, exercises and annual reports.
2. Activity
2.1 The number of DEMC meetings conducted during the last financial year and attendance by Agencies at each meeting is outlined below: Number of DEMC meetings: 5 Organisation Member No. of No of Total Org’s meetings meetings Attendance member proxy
attended attended Chairperson (Police) Supt. Nick Stalari 3 2 10 WA Police Inspector Stingemore 3 2 Representative Non member 5 City of Swan Jeremy Edwards 4 1 5 Representative Non member 1 Shire of Kalamunda Elizabeth Taylor 4 1 5 Shire of Mundaring Simon Bowen 3 2 5 Representative Non member 3 Town of Bassendean Graeme Haggard 4 1 5 RAAF FltLt Stuart Jenner 1 1 2 FESA Darryl Ott 4 8 Gary Gifford 2 2 CALM Rob Towers 3 1 4 DCD Irene Thomas 1 2 3
2.2 No emergencies were co-ordinated at a District level in the past reporting year. Through the same period, one District level multi-agency desk top exercise; Operation ‘Turmoil’ to test recovery management after a major flooding/storm incident was conducted on 28 June 06. One LEMC level desk top exercise to test the effectiveness of the local Risk Management Plan was conducted. 2.3 No plans or other emergency arrangements which are sponsored by DEMC were reviewed during the reporting year. 2.4 A presentation by FESA to the DEMC to promote an understanding of Introduction to Emergency Risk Management (IERM) principles was conducted during the reporting year and information was provided to members on training, information seminars and funding opportunities available. These actions are recorded in the relevant minutes.
3. Planning 3.1 With the recent introduction of the Emergency Management Act 2005 no State level Strategic Plan has been developed and implemented. DEMC is awaiting the distribution of the State Strategic Plan prior developing and implementing its own
SEMC Annual Report 2005-2006 89
Strategic Plan / Annual Business Plan for the 2006-2007 financial year. This is to ensure that it is relevant to and interoperable with the State emergency management planning process. 3.2 With no Strategic Plan / Annual Business Plan for the 2006 – 2007 financial year presently in place the following activities are being progressed and overviewed by DEMC to provide direction and goals: • Business planning process. The issue of a Strategic Plan / Annual Business Plan has been tabled and is an ongoing agenda item at DEMC meetings. • AWARE project - Emergency Risk Management • Emergency management legislation 3.3 Support is required from SEMC in the continued provision of training and information in relation to the implementation of the Emergency Management Act 2005 the relevant State Strategic Plan / Emergency Management Plans and their requirements and impact upon DEMC, LEMC and other member organisations.
4. Summary of LEMCs
4.1 Local Emergency Management Arrangements or Plans.
4.1.1 All four local government agencies within the East Metropolitan District have active LEMC’s that are continually reviewing local level arrangements. In the past two years all four LEMC’s have completed their latest reviews of emergency management arrangements having had them endorsed by the LEMC committee and relevant local government authority prior to presentation to the DEMC.
4.1.2 The following table lists the years in which reviews were completed by the LEMC’s and the results adopted over the past five years. Review of emergency management arrangements 2005-2006 2004-2005 2003-2004 2002-2003 2001-2002 City of Swan Town of Shire of Bassendean Kalamunda Shire of Mundaring Shire of Kalamunda
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4.2 The number of LEMCs that have achieved each stage of the ERM process is as displayed in the table below: No. Stage of ERM process
4 Project plan developed.
4 Risk evaluation criteria developed.
4 Sources & elements of risks determined.
3 Risk statements prepared.
3 Risk register prepared.
3 Risk levels & risk priorities determined.
3 Risk treatment options selected.
3 Risk treatment plans prepared.
5. Other 5.1 Whilst discussed over a period of time at general DEMC meetings, one DEMC meeting during the year was specifically called for the attendance of member LEMC’s. The aim of this meeting was to seek consensus towards a restructure of LEMC’s to rationalize their number in an attempt to achieve effectiveness and efficiency gains with improved co-ordination and control. All LEMC’s attended the meeting. Consensus could not be reached and the number of member LEMC’s for the District remains at four, but the matter is constantly being reviewed.
Signed by Chairman DEMC
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Goldfields – Esperance District Emergency Management Committee
DISTRICT EMERGENCY MANAGEMENT COMMITTEE ANNUAL REPORTS 2005-2006
1. Management 1.1 Major objectives identified in the DEMC Strategic Plan/ Annual Business Plan for the reporting period. Include actions taken in regard to each objective and the extent to which the objective was achieved. The major objectives identified for the Goldfields - Esperance DEMC for the reporting period included -
1 - Continue to monitor and review the Strategic Plan in consultation with agencies.
ACTION – As part of the ongoing monitoring and review process, the Strategic Plan will be reviewed and redrafted during the 06/07 Year.
2 - Monitor the development, maintenance and testing of Local Emergency Management Arrangements within the district.
ACTION – This year 10 LEMC Plans have been updated and improved. 22 LEMC meetings have been held in the DEMC area of responsibility. 8 exercises have been conducted. 26 actual multi-agency EM incidents have occurred and have been successfully resolved.
The Executive Officer on behalf of the DEMC attended a number of Local Government Organisations, visited a number of local Police Stations to discuss EM arrangements with the Officer in Charge and attended LEMC meetings as an observer.
3 - Liaise with participating agencies in the preparation of emergency management arrangements for application throughout the District.
ACTION - Emphasis placed by the DEMC on agencies, in particular Hazard Management Agencies to maintain, test and review emergency management arrangements.
8 exercises were held this reporting period throughout the DEMC area.
In August 2005 exercise “Regional Skies” was conducted in Kalgoorlie. This exercise, involving response by almost 200 multi agency staff reflected the DEMC commitment to counter terrorism and EM issues. The exercise was the largest to have ever occurred within
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the DEMC area of responsibility. During the exercise EM arrangements at Kalgoorlie airport were also evaluated and tested.
1.2 Any other major achievements during the reporting period. The Goldfields - Esperance DEMC has been working with the Department of Agriculture on contingency planning for effective emergency animal disease control as well as WA Country Health Service in regard to The Department of Health Pandemic Flu Plan.
1.3 Strategies adopted by DEMC to monitor the development, maintenance and testing of Local Emergency Management Arrangements or Plans during the reporting period. (For example: attendance by DEMC members at LEMC meetings/exercises, review of LEMC minutes of meetings, monitoring review dates of LEMC plans/arrangements etc.) The Executive Officer and the Goldfields - Esperance DEMC monitored local LEMCs by - • Reviewing and adopting 10 updated LEMC plans throughout the district • Monitoring the success of 7 LEMC exercises • Conducting 1 large DEMC level exercise (Regional Skies) • Reviewed LEMC minutes from Shire of Dundas LEMC. • Attended a LEMC meeting in Norseman. • Visited a number of Police Stations and Local Government Organisations during the reporting period.
2. Activity 2.1 Number of DEMC meetings conducted during the last financial year and attendance by Agencies at each meeting. Number of DEMC meetings: 3 Organisation Member No. of No of Total Organisation’s meetings meetings Attendance member proxy (member attendance attended attended + proxy attendance) Chairman Ray Collins 1 2 3 Deputy Chair Lloyd Bailye 3 3 ExO Paul Igglesden 3 3 WA POL Dale Davies 1 1 FESA Jenny Smith 3 3 Main Roads Siobhan Dawson 1 1 Main Roads Shane Power 1 1 Dept. Ed. & Training Christopher Stone 2 2 Health June Doyle 2 1 3
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Department of Terry Siefken 2 2 Consumer and Employment Protection (DOCEP) Water Corp. Carolyn Vander Pol 2 2 Water Corp. Garth Walter 1 1 DOE Wayne Astill 2 2 FESA Stephen 2 2 Summerton BOM Rob Hollingshead 1 1 SJAA Darren Mudge 1 1 Dept. Agricluture Julian Gardiner 2 1 3 Health Charles Douglas 1 1 FESA Trevor Tasker 2 1 2 RFDS Rob Visser 1 1 WA POL Murray Guerin 1 1 Road Wise Liane Auld 1 1 ABC radio David Kennedy 1 1 BOM Andy Ward 1 1 DCD Neville Grimson 1 1 DCD Liz Hatton 1 1 DCD Steve Middleton 1 1 CALM Ryan Butler 1 1 Telstra Lloyd Morley 1 1 SJAA Shane Callaghan 1 1
2.2 Name and date of multi-agency emergencies and exercises which were coordinated at District Level. • All 26 actual incidents that occurred this year were successfully managed at LEMC level. • 1 Exercise (Regional Skies) was conducted at DEMC level in August 2005.
2.3 Plans and other emergency arrangements which are sponsored by DEMC and the date each was reviewed. Esperance LEMC April 2006 Eucla LEMC May 2006 Laverton LEMC October 2005 Leinster LEMC March 2006
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Leonora LEMC March 2006 Menzies LEMC March 2006 Norseman LEMC June 2006 Ravensthorpe LEMC June 2006 Southern Cross LEMC April 2006
2.4 Education / training activities sponsored by DEMC to promote an understanding of IERM principles. • EM Act Presentation 16 March 2006 • EM act weekly Tips
3. Planning 3.1 Goals identified in the DEMC Strategic Plan/ Annual Business Plan for the 2006-2007 Financial Year. • Enhance EM arrangements into remote areas (Warburton, Warakurna and Kintore)
3.2 Activities which will be undertaken to achieve the goals identified in the DEMC Strategic Plan / Annual Business Plan for the 2006-2007 Financial Year. • Travel into remote areas and deliver information sessions • Assist with establishment of LEMC Committees into each area • Implement DEMC assistance towards writing local EM Plans
3.3 Support required from SEMC and State Agencies in the 2006-2007 financial year (For example, training support, policy /procedure assistance, specialist briefings, management support etc.) • NIL identified at this stage
4. Summary of LEMCs 4.1 Local Emergency Management Arrangements or Plans. 4.1.1 Which LEMCs have Arrangements endorsed by the LEMC?
Coolgardie LEMC, Kalgoorlie LEMC, Kalbalda LEMC, Esperance LEMC, Eucla LEMC, Laverton LEMC, Leinster LEMC, Leonora LEMC, Menzies LEMC, Norseman LEMC, Ravensthorpe LEMC, Southern Cross LEMC
4.1.2 How many Arrangements were reviewed in: 2005-2006 _10_ 2004-2005 _11_ 2003-2004 _3__ 2002-2003 ____ 2001-2002 ____
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4.2 Summary of the progress in Emergency Risk Management (ERM).
Number of LEMCs that have achieved each stage of the ERM process
No. Stage of ERM process
_____8______Project plan developed.
_____7______Risk evaluation criteria developed.
_____7______Sources & elements of risks determined.
_____7______Risk statements prepared.
_____5______Risk register prepared.
_____4______Risk treatment options selected.
_____4______Risk treatment plans prepared.
5. Other 5.1 Any other relevant detail. • NIL
Signed by Chairman DEMC
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Great Southern District Emergency Management Committee GREAT SOUTHERN DISTRICT EMERGENCY MANAGEMENT COMMITTEE ANNUAL REPORT 2005 – 2006 MANAGEMENT. Strategic Plan – Major Objectives. 1. Prepare A Strategic Plan For DEMC. • The format for this document is taken directly from DEMC roles contained within SEMC Policy Statement 7. It was agreed by DEMC members to continue with this format until changes are identified from EM Act 2005 & its Regulations. This document is reviewed on an annual basis. 2. Monitor The Development, Maintenance & Testing Of LEMC Arrangements. • Continued support provided to LEMC’s by FESA SES. Copies of the updated Arrangements Guidelines sent to all LEMC’s and FESA SES Regional Staff continue to encourage all Committee’s to upgrade their arrangements to meet the changes. 3. Liaise With Participating Agencies In The Preparation Of EM Arrangements. • The DEMC contact list is reviewed on a monthly basis by all members. Assistance offered via DEMC meetings to encourage all Agencies to update EM arrangements. 4. Prepare An Annual Report On Committee Activities For Submission To SEMC. • Report completed and ratified by DEMC on Thursday 06 July 2006. 5. Contribute To The Development & Implementation Of SEMC Policy. • Ongoing. 6. Encourage The Implementation Of The Emergency Management Act & Its Regulations Throughout The Great Southern District. • EM Act presentations by FESA staff actively encouraged at LEMC level and regular discussion held at DEMC level on regulations as they become available. 7. Carry Out Other EM Functions As Directed By SEMC. • State policies discussed regularly at DEMC meetings, input via DEMC for up-line comment.
Other Major Achievements.
• Nil.
DEMC Assistance To LEMC. Over the reporting period FESA staff have either actively attended or offered verbal assistance to LEMC’s in Albany, Denmark, Plantagenet, Jerramungup, Gnowangerup. Copies of LEMC minutes tabled at DEMC and relevant action identified.
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ACTIVITY. During the reporting period there were four (4) DEMC meetings held: • 04 July 2005 - Albany Port Authority. • 13 October 2005 - FESA. • 19 January 2006 - District Police Office. • 06 April 2006 - FESA.
Number of DEMC Meetings: 4 Organisation Member Attended Proxy Total Organisation Attendance FESA Lynda Elms (XO) 4 4 FESA Barry Jones 2 FESA Kevin Parsons 1 FESA Russell Gould 2 WALGA David Williss 2 2 St. John Mark Selby 3 3 Ambulance DCD Mal Giddings 2 2 4 DPI Geoffrey Findlay 3 1 4 Dept of Ag Tony Higgs 4 4 Dept of CALM John Watson 3 1 4 GS Health Dept Keith Symes 3 1 4 Water Danny Burkett 3 3 Corporation District Police Supt Ross Tomasini 3 1 4 Alb Port Authority Paul Mackey 2 2 Dept Education Mark Paynter 1 1 Western Power Kerrin Digney 4 4 Westnet Rail (Narrogin) Mike Evans 1 1 Telstra Brad Nelson 1 1
DEMC was also called together during the January 2006 floods that hit the Great Southern Region, causing wide spread damage to Lake Grace & surrounding shires.
Multi – Agency Exercises. • Dept of Agriculture – Foot & Mouth National Exercise • Albany Port Authority – Terrorist Attack
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Multi – Agency Emergencies. During the reporting period there was one multi-agency emergency at a DEMC level, being flooding within the Great Southern Region in January 2006.
EM Training. DEMC members were advised of any EM training that was being offered.
PLANNING. Objectives Identified in Strategic Plan FY 2006/2007. • Continuation of objectives as identified in previous Plan for FY 05/06, until amendments identified from EM Act & its Regulations.
Activities Identified To Achieve Objectives. • Continued support to LEMC’s. • EM Act presentations to LEMC’s.
Support Required From SEMC. • Updating of all SEMC Policy Statements to reflect new terminology and changes.
SUMMARY OF LEMC’s. LEMC Arrangements. • All LEMC’s within Great Southern Region have had their arrangements tabled at DEMC. Arrangements Reviewed. 05/06 = 1 04/05 = 1 03/04 = 3 02/03 = 14 01/02 = 1
Summary of ERM Progress. Number. Stage of ERM Process. 19 Community objective, expectations & perceptions established. 19 Risk evaluation criteria developed. 19 Description of community, sources of risk & elements at risk prepared. 19 Risk statements prepared. 19 Consequence, vulnerability & likelihood determined for each risk. 19 Risk levels & risk priorities determined. 19 Risk treatment options selected. 19 Risk treatment plans prepared. (to various levels)
………………………….……………….. Supt. Ross Tomasini DEMC Chair
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Kimberley District Emergency Management Committee
KIMBERLEY DISTRICT EMERGENCY MANAGEMENT COMMITTEE ANNUAL REPORT 2005-2006
1. Management 1.1 Evacuation Shelter Audits – The DEMC has concerns regarding the safety of Evacuation Shelters in the Kimberley. The Kimberley DEMC has requested an Audit be conducted on all Shelters to ensure these shelters meet the OH&S requirements. An outcome of this objective is the consideration for a Kimberley wide grant to bring all shelters to meet the OH&S standard, including back-up power. This objective is ongoing. 1.2 DEMC has encouraged the LEMCs to up-date their Local Emergency Management Plans and to date all plans have been up-dated. 1.3 Strategies adopted by the Kimberley DEMC is to work more closely with the LEMCs in the future development of local EM Plans, exercises and meeting as a follow-up to the introduction of the Emergency Management Act. Over the reporting period DEMC members has attended LEMC meetings and assisted the LEMCs in the development, maintenance and testing of Local Emergency Management Arrangements or Plans.
2. Activity 2.1 The Kimberley District Emergency Management Committee meet twice a year, once prior to the cyclone / wet season (October 25, 2006) and once post cyclone / wet season (May 9.2006). Agencies who attended in Kimberley DEMC over the reporting period are listed below. Number of DEMC meetings: Organisation Member No. of No of Total Organisation’s meetings meetings Attendance member proxy (member attendance attended attended + proxy attendance) Chairman Steve Robbins 2 2 Deputy chairperson Rob Cox 1 0 1 Executive Officer Gordon Tiddums 2 0 2 Department of Ben Madin 1 0 1 Agriculture Bureau of Meteorology Ash Harding 1 0 2 Michael Collins 1 BGC Contracting Joe Giancono 1 0 1 Dept CALM Kevin White 1 0
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Department for Julie Newsham 0 1 Community Andre D’antoine 1 0 2 Development Lisa Hirini 1 0 Dept of Fisheries Paul Fitzpatrick 1 0 1 Dept of Indigenous Jeremy Elliott 0 0 0 Affairs Dept for Planning & Peter Biber 0 0 Infrastructure Peter Westgate 1 1 1 FESA Kim Maldon 0 1 1 Indigenous Richard Aspinall 0 0 Coordination Centre Tony Familari 1 1 1 Kimberley District Steve Dean 1 0 1 Education Offfice Main Roads WA Peter Podlaha 0 0 0 Norforce Patrick Hay 0 0 Ed Orszuluk 1 0 1 Shire of Broome Allan Ralph 1 0 1 (Kimberley Shires Rep) Water Corporation Tony Chafer 0 0 0 Bruce Zencich 1 0 1 WA Country Health Kay Atfield 1 0 1 Service Kimberley Glen Bowers 2 0 2 Region WA Police Paul La Spina 1 0 1 Western Power now Brett Hogan 1 0 1 Horizon Power
2.2 Name and date of multi-agency emergencies and exercises which were coordinated at District Level. - NIL 2.3 Plans and other emergency arrangements which are sponsored by DEMC and the date each was reviewed. - NIL 2.4 Education / training activities sponsored by DEMC to promote an understanding of IERM principles. - NIL
3. Planning 3.1 The Goal in 2006 – 2007 is to further consolidation of the District Emergency Management Committee to stabilize the representation and through training enhance the operational viability of the District Operational Management Group. Kimberley DEMC in partnership with Emergency Management Service division of FESA will encourage the acceptance of the Emergency Risk Management process at
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the community level. In addition, Kimberley DEMC will focus on essential emergency response capabilities through the development of plans, procedures and training. This focus will also include the district preparedness and response capability following a terrorist incident. As part of its role and function, the Kimberley DEMC will continue to provide planning advice and compliance with statutory responsibilities, however, it will not impose prescribed plans at local level. 3.2 In 2006 – 2007 the Kimberley DEMC will continue to sustain its strategic intention and provided support and assistance to the LEMC's in the District based on the principle of prevention, preparedness, response and recovery. The DEMC recognise the importance of community based Emergency Management. 3.3 Support required from SEMC and State Agencies in the 2006-2007 financial year (For example, training support, policy /procedure assistance, specialist briefings, management support etc.)
4. Summary of LEMCs 4.1 Local Emergency Management Arrangements or Plans. 4.1.1 Which LEMCs have Arrangements endorsed by the LEMC? 4.1.2 How many Arrangements were reviewed in:
2005-2006 (6) 2004-2005 ____ 2003-2004 ____ 2002-2003 ____ 2001-2002 ____
4.2 Summary of the progress in Emergency Risk Management (ERM).
Number of LEMCs that have achieved each stage of the ERM process
No. Stage of ERM process
______?_____ Project plan developed.
______?_____ Risk evaluation criteria developed.
______?_____ Sources & elements of risks determined.
______?_____ Risk statements prepared.
______?_____ Risk register prepared.
______?_____ Risk levels & risk priorities determined.
______?_____ Risk treatment options selected.
Risk treatment plans prepared.
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5. Other 5.1 The Kimberley DEMC would like to take this opportunity to welcome Mr Rob Cox to the Deputy Chairperson position of the DEMC. Rob was appointed the new FESA Kimberley Regional Director and being Kimberley based Rob will provide good assistance with future DEMC issues.
Superintendent Steve Robbins Kimberley District Emergency Coordinator
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Midwest/Gascoyne District Emergency Management Committee MIDWEST/GASCOYNE DISTRICT EMERGENCY MANAGEMENT COMMITTEE
ANNUAL REPORT 2005 - 2006
The Midwest / Gascoyne DEMC provide this Annual Report as a requirement under Section 33 of the Emergency Management Act 2005.
Overview The strategic intention of the Midwest / Gascoyne DEMC has remained consistent with the 2004-2005 year. It has sought to maintain currency with evolving EM arrangements in WA and nationally, to support and monitor LEMCs within its area of responsibility and to oversee and examine applicable emergency events with a view to enhancing multi-agency arrangements and processes. Terrorism and the effects such activity may have on human and material resources and the potential psychological effect it may impose on communities has remained cognizant with the DEMC over the past twelve months. Security procedures at state, national and international level have continued to be developed by DEMC representative agencies. The DEMC actively encourages the approach of community based emergency management, premised on the principles of Prevention, Preparedness, Response and Recovery. The Midwest / Gascoyne DEMC area of responsibility includes Midwest’s 470,000 square kilometers and the Gascoyne’s 140,912 square kilometers totaling 610,912 square kilometers. Within this region are 1 city, 20 townships and 13 smaller communities. Additionally, in isolated and remote locations There are 16 Aboriginal communities of varying size and population. Collectively, the Midwest-Gascoyne is subject to many natural threats inclusive of cyclone, storm surge, wide-area flooding, flash flooding, severe winter-storms, thunder and electrical storms and tornado. Bush fires are experienced throughout the summer months and can occur anywhere in the Region. The Boxing Day 2004 Tsunami has dispelled the long held belief that in WA, the threat was only likely from Coral Bay northward. Prior to this event, over the last 15 years there have been three Tsunamis in northern WA. Fortunately they have been small however newly collected data shows that larger tsunami impacts are possible. Although lower on the scale of likelihood, the area contains fault lines making it prone to earthquake activity. In terms of other potential threats, the area is subject to occurrences involving structural fires, HAZCHEM events, air and road transport emergencies, agricultural incidents, Oil spill from ships, health-related issues and search and rescue of private boats. Due to post cyclonic rainfall or exceptional winter rain, Aboriginal and outlying communities may become isolated and require emergency food resupply or emergency medical evacuation. Air, land and sea search operations for missing persons occur regularly throughout the Midwest / Gascoyne and rescue of smaller offshore recreational boats occur throughout the year. The district has vast agricultural and animal produce, which may be susceptible to
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disease and pestilence of significant proportions with negative economic consequences. Throughout the Midwest / Gascoyne are industry and mining ventures each with their own potential for accident and emergency. The DEMC has sought to keep its members current with various contemporaneous and relevant topics through a serious of presentations by DEMC members, invited guests and via consideration of EM activities within the Region. DEMC Executive Officer Robert Te provided information on the WESTPLAN – Tsunami and a range of information pertaining to State and Commonwealth initiatives as a result of the Dec 2004 Tsunami event. DEMC member Ken Scully outlined various scenarios, activities and outcomes of ‘Exercise Waterfall’ a major security exercise held to assess the authority’s procedures after the Geraldton Port arrangements were upgraded to international requirements. A number of DEM members participated through holding roles or as observers. DEMC member Chris Cox, provided an overview of a Gas threat exercise held by Western Power, its effects on the community and learning outcomes. The effects of such an incident on the community were discussed. Invited speaker Senior Constable Graham Hills outlined the scenario, activities and outcomes of a large exercise which aimed to test significantly revised Airport Emergency Plans at the Geraldton-Greenough Airport which was selected for funding for a major security upgrade to national standards. Invited speaker Debra Royle from FESA Community Safety outlined current research undertaken by Edith Cowan University in relation to the residents of the North West in regards to their physical and psychological preparedness for cyclones. DEMC Chairman Superintendent Glenn Feeney briefed the DEMC on a Counter Terrorist Exercise in which he was a major player for the WA sector. The CT Exercise was designed to test response and interaction with a multitude of state agencies and interstate organizations. DEMC member Grace Ley from Population Health Directorate gave a detailed briefing on the concerning threat of Avian Flu. She outlined the world situation and potential likelihood of an outbreak in Australia. She advised Emergency Plans to combat a pandemic in the Midwest / Gascoyne had begun and other agencies would be requested to support the Directorate. To remain current with seasonal threat levels, the DEMC was briefed by Andrew Burton of the Commonwealth Bureau of Meteorology on the forecast outcomes of the 04/05 year and the forecast of the 05/06 cyclone season. In all, a wide range of informative presentations together with outlines and learning points on several major exercises were received by the DEMC contributing to overall situational awareness and general understanding.
1. MANAGEMENT (1.1 – 1.3 inclusive)
Functional Objectives
Objective 1 Objective 2
Through liaison with and monitoring of Provide advice and expertise to LEMCs LEMCs, ensure the Midwest/Gascoyne regarding the planning process and the District is prepared to combat likely exercising of their EM plan. hazards.
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Objective 3 Objective 4
Monitor LEMC exercises across the Promote and maintain interagency District and where requested, participate networking and liaison to enhance as Directing Staff or Exercise Observers. effective communications prior to and during any emergency/operational
situation. Objective 5 Objective 6
Receive and review LEMC EM plans Undertake an analytic process at DEMC from throughout the DEMC’s area of level, where larger or complex incidents responsibility. occur at LEMC level, with a view to learning from, identifying improvements
and making recommendations. Objective 7 Objective 8
Identify or receive issues from Midwest Interface with EMS and the SEMC on EM /Gascoyne LEMCs relating to EM in the issues, on items requiring feedback and District, which may need DEMC level for suggested changes to WA EM involvement and support. arrangements.
Objective 1: Twelve Chairpersons / Deputy Chairpersons of LEMC were visited over the course of the year for specific threat or generic EM discussions. For the first time the Shire of Upper Gascoyne was visited to discuss emergency planning, threats and response options from a Regional perspective. This figure is higher than the previous year but serves to highlight an ongoing trend in which DEMC members, with a portfolio to manage within their own agencies, leaves little or no time to provide input at LEMC level. The problems of time and particularly distance within the District serve as prohibitive variables to effectively supporting LEMCS. The DEMC has strongly encouraged Local Governments / LEMCS to become involved in the AWARE program. Through FESA’s EMS Division, the Shire of Meekatharra supported by persons from Cue, Mt Magnet and Wiluna, an Introduction to Recovery Management course was held in November. The maximum allowable participated and the course was considered most successful. A second course intended for Shark Bay collapsed when the Shire failed to submit the documentation. Hazard Management Agencies have been effective in producing or testing plans at District Level and DEMC representatives have been able to support their LEMC level colleagues during Operations.
Objective 2: In response to requests for assistance, three LEMCs were provided with specific advice and suggestions regarding the threat analysis and planning process for their area. Most LEMCs have previously indicated the need for significant training but have not achieved this. There are only three instructional staff in FESAs Emergency Management Services and this DEMC considers the number totally insufficient. Despite their notable efforts in teaching a course for
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42 weeks of the year, it leaves significant gaps. In practice, several LEMCs need to liaise and coordinate with each other to achieve a number base allowing qualified instructors to deliver the EM course required by the LEMC. Further, based on feedback from Local Governments and LEMC Chairs, a one to two day course in EM planning is urgently required. Many Local Govts / LEMC Chairs are keen to undertake the task but do not how. With the introduction to the stage of planning concept for EM planning, many LEMCS have moved backwards as they continue to use former plans based on the old model.
Objective 3: DEMC was represented at 2 Major LEMC Exercises and DEMC members with an operational background viewed 5 Post Activity Reports from across the District. LEMCs are encouraged to have an annual exercise, however 2005/2006 data shows that less than half were able to achieve this. Reducing population bases, withdrawal of Government Departments and other agency representatives from smaller townships make the functionality of LEMC less viable. For example, Yalgoo and Wiluna have so few agencies represented a multi agency exercise is impossible, at best they could exercise an incident scenario. One solution this DEMC has previously suggested, not withstanding distances between them, may be to combine two to three LEMC areas into a single combined exercise.
Objective 4: Various members of the DEMC encouraged LEMC level interagency networking by visiting various LEMCs across the District. The DEMC Executive Officer, visited the LEMCs at Carnarvon, Coral Bay, Gascoyne Junction, Meekatharra, Shark Bay, and Useless Loop.
Objective 5: Only the finalised Dongara and the new Geraldton / Greenough EM plans were reviewed by the DEMC EM Plan Review Sub-Committee. Unfortunately, for reasons listed earlier there has been a falling behind by LEMCs in reviewing and updating their plans. The Dongara success was achieved via funds provided by AWARE to train and then use an individual to produce the plan in consultation with the LEMC. One of the problems faced by country LEMCs is the turn-over of LEMC members as individuals come and go in the respective community. Another noted difficulty is cost to attend training– if a LEMC member chooses to attend a course within the District but which may be hundreds of kilometers away, who pays fuel, vehicle costs and accommodation, when they are not Local or State Government staff? Almost inevitably, the small police stations across the region have an OIC who is a Senior Constable but has not had training in EM planning and plan writing. Now under the EM Legislation 2005 which places a greater responsibility on Local Government, exactly the same problem will prevail. This DEMC considers the training section of EMS needs to increase to accommodate this.
Objective 6: This occurred with the activation of key DEMC members in support of LEMC for the Greenough River Flood threatening the township of Walkaway in January 2006. A full debrief and analysis was conducted in February 2006. The DEMC Executive Officer also attended the LEMC debrief following the Murchison River Flood which impacted on Kalbarri. As a result of a number of major cyclonic and flood events affecting much of the Midwest and Gascoyne, a number of positive learning outcomes for continued efficiency in operations has been identified.
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Objectives 7 and 8: The Greenough River levy Banks issue forwarded to the DEMC in 1999 regarding ownership, responsibility for maintenance and overall accountability remains unresolved. The January 2006 flooding caused the collapse of an area of levy which further exasperates the matter. The previous ambiguity regarding EM responsibility for the Abrolhos Islands has been resolved with the passing of the EM Legislation 2005. As a result of the Boxing Day 2004 Tsunami, the DEMC has taken a strong interest in the potential threat to WA and maintains so.
2. DEMC COMPOSITION AND ATTENDANCE AT FULL MEETINGS 2.1 DEMC Composition and Attendance at meetings 2005/2006 Organization Member No of No of Apology Total meetings meetings Received Organisation’s member proxy attended Attendance Attended
WA Police (Chairman) Glenn Feeney 1 1 2
FESA Operational Gordon Hall 1 1 1 Services (Deputy Chairman) FESA Executive Robert Te 2 2 Support (Executive Officer) Dept. of Agriculture Peter Metcalfe 1 1 1
Dept. of CALM Greg Kitson 1 1 1
Dept for Community 2 1 2 Development Lou Tatasciore Dept. for Planning & Tony McCann 1 1 1 Infrastructure
FESA Bush Fire Max Barker 1 1 1 Services
FESA Fire & Rescue Gordon Purvis 2 2 Service
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Fisheries Department Russell Dyson 2 2 Geraldton Port Ken Scully 1 1 2 Authority
Main Roads WA Ian Hamilton 2 0
Population Health Grace Ley 1 1 2 Directorate
Telstra Country Wide Colin Miles 0
Water Corporation of Steve 1 1 2 WA Dejussing
Western Power Chris Cox 2 2
Note: The DEMC normally meets on three occasions per financial year but due to the number of members involved in operations due to cyclones, floods and emergency re-supply activities, the March 14th meeting was cancelled.
2.2 Multi agency emergencies and exercises co-ordinated at District Level: TC Clare, Greenough River Flood, Murchison River Flood As a result of the impending threat from TC Clare 7-10 January, FESA Regional Director Gordon Hall activated a number of DEMC and other stakeholders. The purpose was to ensure they were aware of the risks to the Midwest-Gascoyne Communities. On January 14 due to the flooding of the Greenough River, DEMC and local stakeholders were again called together and briefed on the situation regarding threat to Walkaway Community, closure of the NWC Highway and upriver pastoral homes. Over this period the HMA, FESA appointed the Incident Management Team. This team supported the LEMC dealing with the issues at the local level. Over the period March 07 to 17, the Murchison River reached record heights with flash-flooding initially affecting numerous upriver homesteads and closing the Inland Highway for many days. As it developed, a body of water some 15km wide made its way along the river course threatening pastoral homesteads, main inland access routes, livestock, the NWCH and the township of Kalbarri. DEMC members needing to be involved in preparatory and response activities were provided daily Situation Reports and the Mission. The HMA again appointed an Operations Area Manager and Regional level support was provided to pastoralists, Local Governments and the LEMC at Kalbarri over the two week period.
2.3 Plans and other emergency arrangements sponsored by DEMC and the date each was reviewed: Multi-Agency Emergencies: Midwest/Gascoyne District
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The following were local incidents and include the reported information from LEMC reports and incidents reported via HMA reporting systems.
• Aircraft Emergency – Geraldton • Airsearch - Meekatharra • Bush Fire – Carnarvon x 1, Jurian x 1, Mingenew x 2 • Cyclone – Coral Bay x 2, Carnarvon x 2 • Flood – Riverine – Carnarvon x 2, Greenough x 1, Murchison x 1 • Re-supply Isolated Communities – Pia Wadgarri x 2, Burringurrah x 1 • Storm / Tornadoes – Enba x 1, Geraldton x 2, Leeman x 2, Morawa x 1 • Traffic Accident – Carnamah, Carnarvon, Eneabba, Leeman, Morawa, • MVA (Fatalities) – Carnarvon x 2, Dongara x 1, Eneabba x 1, • Vehicle Fire – MT Magnet x 1 • HAZMAT emergency – fuel truck rolloever - Meekatharra x 1 • Search – Cvn x 1, Enba x 1, Gerald x 2, Kalb x 1 Leeman x 1, • Flash Flooding x 1 Meekatharra • Sea Search & Rescue – fatal boat rollover - Kalbarri • Vertical Rescues/Recovery – Kalbarri x 5
Multi-Agency Exercises: Midwest/Gascoyne District
All exercises were developed, executed and debriefed at the LEMC level. • Aircraft Exercise - Shark Bay • Airport Emergency Procedures Exercise - Geraldton / Greenough • Airport Exercise - Meekatharra
2.4 Education and Training Two courses were planned for the 2005-2006 year both being the Introduction to Recovery Management. One held on November 17 at Meekatharra also serviced Cue, Mt Magnet and Wiluna. Some 30 participants attended this very successful course at which the Executive Officer represented DEMC. Sadly, the course scheduled for Shark Bay did not eventuate due to Local Government not submitting the paperwork. A number of persons were able to attend training in Perth and at MT Macedon. Despite an identified need for much training by all LEMCs, they have had difficulty in organizing this and moreover, Local Governments are not nominating for the courses when EMS forwards them the application form. It is noted that several Shires have had staff attend the Emergency Management for Local Government Course and is encouraging appropriate Local Government staff to attend the Recovery Management Course. Continued marketing of EM Legislation 2005 and the weekly tips from Emergency Management Services will occur in the process of awareness raising DEMC and LEMC over the 2006-2007 year.
3. PLANNING 3.1 Goals Identified for the next Financial Year The Midwest / Gascoyne DEMC will continue to expand on the initiatives outlined in its Standing Objectives in 2006 / 2007 by:
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1. Preparing an Annual Report for SEMC which will include the collation of LEMC activities. 2. Ensure the dissemination of policy and correspondence sent by SEMC to DEMC, particularly updated policies. 3. Assisting LEMCS to implement “Local Community Emergency Management Arrangements” following the Emergency Risk Management principles. 4. Facilitate delivery of EM courses. 5. Continue to encourage DEMC representative attendance at LEMC meetings and LEMC exercises as Observers or Directing staff. 6. Facilitate revision and updating of EM plans with a focus on plans greater than 5 years old. It is again highlighted that LEMCs within the District require notably more assistance and expertise than is readily available from within the District and therefore the process of achieving each progressive stage of the ERM process, across LEMCs is slow.
3.2 Activities which will be undertaken to achieve goals identified in next financial year include: • Continue liaison with FESA’s EMS re training options • Increased contact with LG on AWARE programs • Facilitate increase of Recovery Committees • Seek type of and date for an Annual Exercise from each LEMC early in the reporting year • Target LEMCS with plans older than 5 years for revision
3.3 Support from SEMC. The DEMC will seek updated information from the SEMC Executive Officer on higher level activities surrounding the PPRR regarding Tsunami threat to WA and warning arrangements. Over the 2005/2006 year it received significant assistance regarding the EM Legislation 2005 and will continue to consult with EMS in this regard.
4. SUMMARY OF LEMCS
4.1 Which LEMCs have arrangements endorsed by LEMC? 4.2 How many arrangements were reviewed in:
2005-2006 2004-2005 2001-2003 2000-2001 Pre 2000 Leeman Dongara Kalbarri Carnamah Abrohlos Islands Geraldton / Greenough Morawa Carnarvon Chapman Valley Wiluna Mullewa Cue Perenjori Meekatharra Shark Bay Mingenew Mt Magnet Northampton Three Springs Yalgoo
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No. Stage of ERM process
4 Community objectives, expectations and perceptions established. 4 Risk evaluation criteria developed. 3 Description of community, sources of risk and elements at risk prepared. 3 Risk statements prepared. 3 For each risk: consequences, vulnerability and likelihood determined. 2 Risk levels and risk priorities determined. 2 Risk treatment options selected. 3 Risk treatment plans prepared.
Figures above are based on the new planning approach only. Older EM plans exist and remain current but are no longer included in the table. The base year is set as 2004/05.
5. Other Comments LEMC in remote locations are in need of significant initial training. Further ‘Introduction to Emergency Risk Management Courses’ are required. It is acknowledged by the DEMC that distance to attend training is a problem for LEMC representatives in the Midwest / Gascoyne Region. A number of LEMCS have ceased to function. In six instances, the main goal in the forthcoming year for LEMC Chairs is to establish a LEMC. The LEMC Report Table shows a notable reduction in meetings, in exercises and in LEMC activity generally. It also indicates a need for extensive training in all aspects of EM. This appears to be reflective of most regional remote locations across WA, particularly northward of Perth. In 2004, FESA’s Emergency Management Services Division conducted a study which aimed to examine ways in which LEMCS could be revitalized. From the report, an ‘Induction Kit’ for new LEMC members has been produced. The kit has been on hold from distribution, pending EM legislation which has now occurred. The Midwest - Gascoyne DEMC is hopeful that this kit may assist new LEMC members and even current members to understand their role within LEMC. LEMCs in major or larger population bases within the District are operating most successfully. For example, Geraldton-Greenough and Carnarvon are meeting, planning and exercising. Notwithstanding this, there is an obvious need for extensive training and significant ongoing and periodic support of most LEMCs within the District. This DEMC considers an enormous amount of staff time and training are needed to make any significant contribution and improve the overall capability of remote LEMCS across the District. Where will this significant staff-time, resources, training and necessary funding come from? FESA’s EMS Division provides two EM Trainers for the whole of WA. Despite their excellent efforts, it is considered by this DEMC that a full time staff member, based in the DEMC
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District, who is a specialist in Emergency Management, dedicated wholly to facilitating LEMC development, LEMC training and LEMC exercises, is the most likely strategy by which remote LEMCS will again operate effectively. The person must not have another significant administrational or management portfolio which competes for available time. The Midwest - Gascoyne DEMC forwards this proposal to SEMC as a solution for all WA EM Districts with numerous remote and smaller community based LEMCS. To assist with the marketing of AWARE Options and EM Planning, Acting Inspector John Yates of the District Police Office has earmarked a plan to visit some 12 Local Governments and meet with the LEMC Chair and Police OIC between July and September 2006. The aim will be to encourage Local Governments to seek AWARE funding and / or courses for EM planning and initiatives. The aim will be to break down the mystique surrounding the area and motivate further activity at LEMC level. This may well be emulated by other Inspectors and where able FESA District and Area Managers. This DEMC acknowledge with thanks the assistance and advice it receives periodically via the Executive Director and staff at FESA’s Emergency Management Services Division. The 2005/2006 year has seen the Midwest-Gascoyne DEMC involved in a number of salient EM subjects, members participate in higher level exercises and activation for the potential threats of Severe Tropical Cyclone Clare and the Greenough River flooding. With reference to DEMC there is an excellent operational relationship between the WA Police and FESA’s Operational Services (SES, Fire Services) and notably effective liaison with other DEMC member agencies. The Region is fortunate to have capable and interested members sit in their respective DEMC positions.
______Superintendent Glenn Feeney Robert Te Chairperson Executive Officer Midwest - Gascoyne DEMC Midwest - Gascoyne DEMC
06 July 2006 06 July 2006
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Mid West-Gascoyne District Local Emergency Management Advisory Committees: Status 2005/06
Committee Exec # Orgs Emergencies or Training EM Plan Support Chair Acheivements Goals Comments Name Officer Mtgs Represented Exercises Req'd Stage Required
Carnarvon Carnarvon Shire 3 All 3 Yes 0 0 0 Yes Nil Shire Carnamah Carnamah Police 0 0 Nil Yes 0 0 Establish Yes Nil Shire LEMC Cue vacant Vacant 0 0 Nil yes 0 0 Establish yes see LEMC plan LEMC Dongara Police Shire 4 21,10,8,7,13,23,5, Nil yes 1-3 $54000 grant em fully test plan nil power Gascoyne NIL NIL 0 NIL NIL YES 0 NIL Establish yes Nil Junction LEMC Geraldton / C.O.G. C.O.G 12 ALL major floods, yes 1-3 Re-viewing plans Form sub yes Nil Greenough aircrash committees Kalbarri Police police 3 21,7,15,10,1 Murchasing Floods, yes 0 nil nil yes Nil fatal boat roll over, red bluff drowing Leeman Police Vacant 2 10,21,23,7,8,17 2x mini tornados, yes 1-3 3x exercises obtain grant yes Nil 2x sea searches conducted radio equip Meekatharra Meekatharra Police 0 12 Land Search Yes 1-3 0 Form LEMC Yes Nil Shire under new structure Mingenew Police Vacant 1 21,10,17,6,13 Nil yes 1and 3 nil EO appointed yes Nil Morawa Police Shire Nil 21,10,17,8,13 Nil Nil 1-5 Nil review yes Nil Mount Police Vacant 3 21,10,13,17,8 1xVehicle fire Nil 1-7 ERM Finalized Complete RM yes Nil Magnet Mullewa Police Shire Nil 10,21 Nil Yes 1-7 Nil Nil yes Nil
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Northampton Police FESA/SES Nil 7,10,6,13,21 Nil Yes 1 Nil Comp LEM yes Nil Plan Perenjori vacant Vacant Nil nil Nil Nil 0 nil Establish yes shire not supportive LEMC Shark Bay Police Shire 3 21,10,7,17,8 AIRPORT YES 0 NIL Develop plans yes nil Three shire Shire 1 21,10,17,13, Nil yes 0 nil review yes shire not supportive Springs Wiluna Police Other Nil 21,23 Nil yes 0 nil Establish yes LEMC Yalgoo Police Shire Nil 10,21 Nil yes 0 Nil Establish yes nil LEMC
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North West Metropolitan District Emergency Management Committee Nil return
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Peel District Emergency Management Committee
PEEL DISTRICT EMERGENCY MANAGEMENT COMMITTEE ANNUAL REPORT 2005-2006
MANAGEMENT
Major Objectives The Peel DEMC strategic objectives for the reporting period are detailed below. Although some objectives were not fully achieved in this period progress was made as part of the DEMC 5 year strategic plan.
Ensure prevention activities are undertaken to eliminate or reduce the impact of hazards
Outcomes • All LEMCs were encouraged to undertake the ERM process • LEMC were encouraged to apply for AWARE program funding • DEMC members were encouraged to present issues relevant to their organization
Ensure the Districts state of readiness to deal with natural and man made emergencies
Outcomes • Water Corporation provided a presentation on the corporation’s security and incident management program. • Main Roads presented an overview of the Perth / Bunbury freeway extension. Agencies were also given the opportunity to have input into design feature that may benefit there agency
Enhance the Operations Area Management Group’s (OAMG) ability to support and strategically coordinate resources across the district to support HMA's
Outcomes • OAMG was activated to support Incident Management Groups (IMG) and CALM during the Dwellingup/Waroona bushfire
Enhance ability to return the community to normal, as soon as possible after the impact of an emergency
SEMC Annual Report 2005-2006
Outcomes • LEMC were encouraged to undertake recovery management planning and training
Major Achievements • Activation and inter-operability of the OAMG during the Dwellingup/Waroona bushfire with the Southwest OAMG. The resulting Post Incident Analysis will be used as a basis to hold a DEMC/LEMC workshop in late 2006.
Strategies to monitor
• DEMC hold meetings in Satellite towns where LEMC and Local Govt. representatives are invited • LEMC Minutes are tabled at DEMC • DEMC members attend LEMC exercises • LEMC annual reports are tabled at DEMC
ACTIVITY Number of DEMC meetings: 1 Organisation Member No. of No of Total Organisation’s meetings meetings Attendance member proxy (member attendance attended attended + proxy attendance) WA Police David Parkinson 1 1 Neil Blair 1 Main Roads WA Andy Rowlands 1 1 Tom Engelke 1 Dept of Environment Bob Pond 0 0 Peel Health Campus Catherine McKinley 0 0 Paul Storey FESA Lorraine Crook 1 1 Greg Mckay 1 Paul Carr 1 Local Government Christine 1 1 Authority Thompson Telstra Countrywide 0 Mandurah SES Neil Davidson 1 1 Dept for Community 0 Development St John Ambulance Bruce Fraser 1 1
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Watercorp David Bostock 1 1 Kathryn Heaton 1 Dept of CALM Rob Towers 1 1 Dept of Industry & 0 Resources Dept of Agriculture Simon Merewether 0
Multi Agency Emergencies PEEL OAMG was activated during the Dwellingup/Waroona bush fire, this further involved SW OAMG. Outcomes of this activation are contained in a separate PIA. Whilst an OAMG was not formed two major searches were conducted in Pinjarra and Boddington that resulted in a multi-agency regional response.
Education/Training LEMC and Local Govt. representatives were encouraged to attend formal courses held by FESA EMS on emergency management. These opportunities were taken up and feedback from participants recommend there continuation.
Planning The following key strategies were identified in the DEMC Strategic Plan 2003-2007
Ensure prevention activities are undertaken to eliminate or reduce the impact of hazards • Promote a community-focused ERM process to LEMC and LG's • Support and mentor LEMCs who undertake the ERM process. • Promote Community awareness of and education in emergency management.
Ensure the Districts state of readiness to deal with natural and man made emergencies • Ensure LEMC’s have EM arrangements for their communities. • Development and maintenance of EM plans by regular consultation between HMA's & LEMC’s. • Monitor and develop the coordination arrangements provided by DEMC that support LEMC’s / IMG’s • Support or provide Community awareness programs throughout the District • Ensure local EM policies are relevant • Exercise emergency management arrangements to ensure they are workable, relevant and aimed to improve DEMC effectiveness • DEMC members to undertake current and appropriate EM training • Review District EM arrangements annually.
Enhance the OAMG's ability to support and strategically coordinate resources across the district to support HMA's • Develop evaluation criteria, debriefing formats and reporting templates for PIA’s
SEMC Annual Report 2005-2006
Enhance ability to return the community to normal, as soon as possible after the impact of an emergency • Develop awareness of Recovery principles at LEMC and LG level
Support Required from SEMC and State Agencies
• Training for members of LEMC and DEMC • Assistance with implementing inter-agency information sharing • Assistance in securing agency representation on LEMC and DEMC • Assistance in implementing EM as a core business element in ALL Govt. agencies and Corporations
Summary of LEMCs
4.1 Local Emergency Management Arrangements or Plans. How many Arrangements were reviewed in:
2005-2006 ____ 2004-2005 __5_ 2003-2004 _3__ 2002-2003 ____ 2001-2002 _1__ 4.2 Summary of the progress in Emergency Risk Management (ERM).
Number of LEMCs that have achieved each stage of the ERM process
No. Stage of ERM process
______2_____ Project plan developed.
______2_____ Risk evaluation criteria developed.
______2_____ Sources & elements of risks determined.
______2_____ Risk statements prepared.
______2_____ Risk register prepared.
______2_____ Risk levels & risk priorities determined.
______2_____ Risk treatment options selected. 2 Risk treatment plans prepared.
Supt. David Parkinson CHAIRPERSON PEEL DEMC
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Pilbara District Emergency Management Committee Pilbara District Emergency Management Committee
MANAGMENT
Major Objectives The Pilbara DEMC identified four key strategic themes for attention during the 2005 – 06 reporting period: • District Welfare Arrangements • Local Recovery Plans • Introduction of EM Legislation • Adoption of sound business practices
District Welfare Arrangements The cyclone risk in the Pilbara region leaves coastal communities vulnerable to wide spread property damage. Given this risk it is essential that effective arrangements are in place for the provision of short term shelter and welfare services for potentially large numbers of people. The Pilbara DEMC worked with the Department of Community Development to coordinate a review of local welfare arrangements and confirm welfare capacity at a district level. The ensuing review resulted in the identification of opportunities to improve the efficiency of arrangements and highlighted areas where DCD required assistance from other agencies, at a local level, to effectively manage the welfare role. The 2005-06 cyclone season resulted in the establishment of welfare centres in the Shire of Roebourne on three occasions. The centres functioned effectively and were adequately resourced and supported at the local level. Local Recovery Plans The Pilbara DEMC conducted a review of the status of local recovery plans across the district. The review identified that the state of recovery preparedness at the local level was less than optimal. DEMC’s focus on recovery arrangements has contributed to increased emphasis on recovery preparedness will all LGAs in the District reporting that they are progressing the updating or development of recovery plans. Introduction of EM Legislation Pilbara DEMC has sought to assist the implementation of the new EM legislation through promoting awareness amongst Local Governments and support agencies. EM updates have been included as an agenda item at Pilbara DEMC meetings and the committee remains well informed of developments.
SEMC Annual Report 2005-2006
Adoption of sound business practices The Pilbara DEMC has developed a strategic plan for the ensuing 2006-07 reporting period. The strategic plan is underpinned by an implementation plan which details the activities necessary to achieve the identified strategic outcomes. Measures have been assigned to all activities and progress against the plan will be monitored at DEMC meetings. Major Achievements The Pilbara district experienced a very active cyclone season during 2005-06 with three systems affecting coastal communities during January\February. An OAMG was formed for each event to coordinate planning and response at a district level. Liaison between agencies was excellent and the resultant pre- planning of support to affected communities contributed significantly to the timely restoration of lifelines in the communities of Karratha and Onslow. Monitoring and Review of Local Emergency Arrangements Pilbara DEMC undertook a review of local welfare plans and recovery plans during 2005-06. The DEMC Executive Officer attended the Shire of Roebourne LEMC on a regular basis and the DEMC chair received regular feedback from other Pilbara LEMCs through the Officers in Charge (OIC) of Police Sub Districts. ACTIVITY Pilbara DEMC Meetings The Pilbara DEMC met four times during the 2005-06 reporting period. Attendances at meetings were as follows:
Organisation Member No. meetings Number of Total member meetings proxy organisation’s attended attended attendance Chairperson Mick Burnby 1 3 4 Deputy Chair Peter Cann 2 1 3 ExO John Newman 3 1 4 Bureau of Gavin Edmonds 3 1 4 Meteorology Dampier Port John Fewings 1 2 3 Authority Dept of Richard Watkins 3 0 3 Agriculture Dept of Tracey Nicolson 4 0 4 Community Development Dept of Helen Shanks 0 0 0 Indigenous Affairs Dept of Jim Farnsworth 0 0 0 Consumer and Employment Protection
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Organisation Member No. meetings Number of Total member meetings proxy organisation’s attended attended attendance CALM Simon Watkins 2 0 2 Dept of Housing Shayne Hills 1 0 1 and Works Dept of Ray Buchholz 2 0 2 Planning and Infrastructure Main Roads Lynne Nanini 3 1 4 Pilbara Alan Williams 2 0 2 Regiment Port Hedland Lindsay 1 0 1 Port Authority Copeman Shire of Morgwn Jones 3 0 3 Ashburton Shire of Guy Thompson 2 0 2 Roebourne Town of Port Grant Logie 2 1 3 Hedland Shire of Alison Harpin 2 0 2 Exmouth Shire of East Mike Starling 1 0 1 Pilbara WA Country Debra Carrier 3 0 3 Health St John Lyle Gilbert 3 0 3 Ambulance WA Fisheries Keith Saunders 1 0 1 Water Corp Michael 3 1 4 Mulrennan Western Power Ziggy Wilk 0 1 1 Telstra Alan Lannin 0 0 0
Multi-Agency Emergencies & Exercises The following emergencies were coordinated at a district level during the 2005-06 reporting period: Tropical Cyclone Clare 8-10 January 2006 Tropical Cyclone Daryl 20 – 22 January 2006 Tropical Cyclone Emma 27 – 28 February 2006
DEMC Plans Plan Date Reviewed Pilbara Emergency Management Plan July 2005
SEMC Annual Report 2005-2006
Training & Education Pilbara DEMC has provided members with ongoing updates on the progress and requirements of the Emergency Management Act 2005 throughout the year. Pilbara DEMC hosted the following education sessions in 2005-06: o 2005-06 cyclone season briefing – Bureau of Meteorology o Emergency Management Act overview – FESA EMS.
PLANNING DEMC Strategic Plan 2006 – 2007 As per attached Pilbara DEMC Strategic Plan Planned Activities As per attached Pilbara DEMC Strategic Plan Support Required Regular updates on the status of Emergency Management Regulations. Regular updates on the status of SEMC Policies. Support from FESA EMS to facilitate any required EM training beyond that funded under the AWARE programme. Emergency Management Legislation compliance audit template.
SUMMARY OF LEMCs Local Emergency Management Arrangements or Plans Which LEMCs have Arrangements endorsed by LEMC? • Town of Port Hedland • Shire of East Pilbara • Shire of Ashburton
How many arrangements were reviewed in: 2005-06 0 2004-05 2003-04 2002-03 2001-02
Summary of the progress in Emergency Risk Management No. Stage of ERM Process 2 Project plan developed 1 Risk evaluation criteria developed 2 Sources & elements of risk determined 1 Risk statements prepared 2 Risk register prepared 1 Risk levels and priorities determined 0 Risk treatment options selected 0 Risk treatment plans prepared
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OTHER Industry Emergency Management The Pilbara DEMC has monitored major industrial developments in the Pilbara through ongoing liaison with DoIR, DoCEP and Industrial proponents. DEMC representatives have attended exercises at major hazard facilities to develop further understanding of the district’s evolving risks, to evaluate industry preparedness and to provide feedback to industry on observations made.
Superintendent Mick Burnby Pilbara District Officer Chairman Pilbara DEMC
SEMC Annual Report 2005-2006
South East Metropolitan District Emergency Management Committee SOUTH EAST METROPOLITAN DISTRICT EMERGENCY MANAGEMENT COMMITTEE
ANNUAL REPORT FOR 2005-2006
Management The Chairman of the South East Metropolitan DEMC is Superintendent Shayne Maines. Acting Senior Sergeant Ron Murphy, South East metropolitan Incident Manager is the designated liaison officer responsible for ensuring local committees meet regularly and function, as required. The South East Metropolitan DEMC conducted 2 meetings during the year on the 17 November 2005 and 11 April 2006. The DEMC had been planning a hypothetical exercise since May 2005 but due the occurrence of mini tornadoes experienced in the metropolitan area the exercise was cancelled but was eventually held on Thursday 16th February 2006 at the City of Belmont Council Offices. The theme of the hypothetical exercise was a dam burst of the Victoria Dam with some 42 people from all agencies that may have been affected or expected to provide assistance during such an emergency attending. The exercise duration was 4.5 hours with various scenarios being discussed. A copy of the summary of the hypothetical exercise is attached to this document. Feedback from the participants was positive with many representatives expressing the opinion that it was a very informative session. It was noted a number of individual response plans required reviewing, as they were not as comprehensive as they could have been. Superintendent Maines has delegated responsibility to Inspector Rob Harrison for the management of Emergency Management matters in the SEMD. Inspector Harrison conducted a workshop for Officers in Charge of the 5 Police Stations during the year where risk plans were developed for all emergencies that could be expected across the district.
Activity There were two meetings conducted and one hypothetical exercise conducted during the 2005-2006 year and the attendees from the various agencies are listed below:-
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Organisation Member No. of No. of Attended Total Meetings meetings exercise or Organisations member proxy proxy attendance attended attended attended (member attendance + proxy attendance)
Chairman Shayne 2 1 (Proxy) 3 WAP Maines Ex O WAP Ross Limpus 1 1 1 3 WAP Rob Harrison 1 1 (Proxy) 2 Deputy Gary Gifford 0 1 1 Chairman FESA/SES FESA/SES Darryl Ott 1 1 2 City of Brian Watkins 2 1 3 Armadale City of South Sebastian 1 1 2 Perth Camillo City of Neath Lamb 1 1 2 Belmont Public Eric 2 1 3 Transport McFadyen Authority Western Steve Pethick 1 1 (Proxy) 2 Power Telstra Paul Tester 1 1(Proxy) 2 Telstra Andrew 1 1 2 Hodge Telstra Pam 1 1 2 Blekkenhorst DCD Kelly 1 1 1 (Proxy) 3 Cannington Colledge DCD Carol Joseph 1 0 1 Cannington Department of Pauline 1 1 1 (Proxy) 3 Agriculture Hoskin Department of Chris 1 1 2 Agriculture Mayberry WAP Rod 1 1 1 3 Petterson
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FESA/SES Mike Wadley 1 0 1 WAP Stephen 1 1 0 2 Byrne FESA Fire Terry Ryan 1 1 1 (Proxy) 3 Services FESA Fire Gary 2 1 3 Services Kennedy CALM Rob Towers 1 1 2 Canning Mark Williams 2 0 2 District Education Office WAP Russell 2 1 3 Gardiner Wesley David York 2 0 2 College City of Bruce Mentz 2 1 3 Canning WAP Chris Cassidy 2 0 2 Department of Marko 1 1 0 2 Environment Pasalich FESA Fire Kevin Archer 1 1 1 Services Perth Airport Greg Doherty 2 1 3 WAP Tony Jeavons 0 1 1 2 WAP Mark Regel 1 1 2
Department of Ian Williams 0 1 1 Health Town of Jason 1 1 2 Victoria Park Moynihan Department of Evan Larter 0 1 1 Employment and Training Alinta Gas Mick 0 1 1 McCarthy Water Corp George 0 1 1 Basonvic SJA Phil 0 1 1 Townsend Swan River Adam 0 1 1 Trust Vanderbeeke
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West Net Rail Des Mcpolin 0 1 1 City of Cr Stuart 1 0 1 Canning Clarke
Training Two personnel from LEMC agencies have attended the ‘Introduction to Emergency Risk
Management’ training this year. A further two police officers have attended the
‘Undertake Emergency Planning’ course.
Gosnells LEMC were involved in field exercise ‘SJA 2006’ on the 31/03 and 04/04/2006. Armadale LEMC conducted a field exercise ‘ALPS 52’ involving a multi agency response to a bush fire in Roleystone on the 05/05/2006. Both Gosnells and Kensington were involved in discussion exercises during the year.
Planning A copy of the SEMD Annual Business Plan for 2006-2007 is attached. Extensive planning was commenced for the amalgamation of the South Perth and Canning LEMC’s as well as the amalgamation of the Belmont and Victoria Park LEMC’s. This process is progressing through the final stages with local government bodies and is anticipated that the amalgamations will be completed during the 2006-2007 year. The Gosnells and Armadale LEMC’s are currently considering amalgamating.
Summary of LEMC’s Armadale: Active for 2005/2006 having conducted one table top exercise codenamed “Alps 52” and held three meetings. Emergency Management Action Plans completed. Gosnells: Is most active LEMC in district having had 4 meetings and conducted another exercise in conjunction with FESA, SJA and Salvation Army at the Harry Hunter Centre in Kelmscott. Cannington: Largely inactive throughout the year but with new Officer in Charge at Cannington Police Station a meeting of the committee was scheduled with the view to reviewing their plans to be in tune with today’s needs. Amalgamation of the City of Canning and City of South Perth almost finalized. Belmont: Largely inactive during the year with only 2 meetings conducted with the view to organizing exercises throughout 2005/2006. The amalgamation with the Town of Victoria Park is almost complete. Kensington: The Officer in Charge of the Kensington Police Station is also in discussions with the City of South Perth regarding the amalgamation of the South Perth/Victoria Park committees. One discussion exercise held during the year. Overall in comparison to 2004/2005 LEMC’s in the South East Metropolitan District are performing well. With the amalgamation of the Cities of Canning / South Perth
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and City of Belmont and Town of Victoria Park a more streamlined process for exercises and training is hoped to be achieved.
S.L Maines District Superintendent Chairperson – District Emergency Management Committee South East Metropolitan Police District
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South Metropolitan District Emergency Management Committee South Metropolitan District Emergency Management Committee Annual Report 2005-2006
1. Management 1.1 Major objectives identified in the DEMC Strategic Plan/Annual Business Plan for the reporting period. Include actions taken in regard to each objective and the extent to which the objective was achieved.
The South Metropolitan District Emergency Management Committee (SMDEMC) Business Plan is attached and clearly shows the key strategies for achieving the sought after outcomes within the SMDEMC for the 2005/2006 year. The actual outcomes sought are described under: • Communtiy Awareness • Policy • Operations • Continuous Improvement The marketing of emergency management and community response to same within SMDEMC has been discussed with a view to establishing promotional activities within South Metropolitan area, such as open days and displays at local events. This matter will be further pursued with the newly appointed South Metropolitan District Emergency Coordinator. FESA successfully carried out the “Stay or Go” campaign within the District which has had a noticeable impact. This was demonstrated by the increased activity within the LEMC’s to support the campaign. The Emergency Risk Management process has been promoted to LEMC’s. Local arrangements have been reviewed during this reporting period and it was the consensus that these arrangements adequately covered the ERM process. Regular DEMC membership has been established with meetings being alternated between member organisations allowing for the expansion of inter-agency cohesion within the SMDEMC. The Kwinana Industries Council, an industries group responsible for the management and safety of the Kwinana Business Strip, took up the invitation to join the SMDEMC as a member. This has increased the interface between private industry and emergency organisations within the South Metropolitan District. After intervention from the DEMC the combined East Fremantle/Fremantle LEMC has been re-established and is currently conducting an Emergency Risk Management assessment. A formal application to SEMC is being prepared to officially amalgamate the two local government authorities into one emergency management area as per Section 34 of Emergency Management Act Training Issues are promoted across the DEMC weekly with the delivery to all members of the DEMC of the FESA Emergency Management Training Bulletin through the South Metropolitan District Police Emergency Manager. Where specific course become available individual members are contacted and encourage to apply.
SEMC Annual Report 2005-2006
Unfortunately the SMDEMC has not at this point in time been able to establish a District Emergency Management Training Team as per the business plan. This will be a subject for further discussion during the formulation of the 2006/2007 Business Plan.
1.2 Any other major achievements during the reporting period.
As a result of the significant storm front that went through the SMDEMC area in May 2005 considerable negotiation was undertaken by the District Emergency Coordinator and Emergency Manager with Local Government Authorities for the establishment of a mutual aide agreement. As a result of these negotiations in April 2006 Local Government Authorities and the Rottnest Island Board signed a Memo of Understanding for the “Provision of Mutual Aid During Times of Emergency” within the SMDEMC. It is understood that this is only the second such agreement signed and is a significant achievement for the SMDEMC.
1.3 Strategies adopted by DEMC to monitor the development, maintenance and testing of Local Emergency Management Arrangements or Plans during the reporting period. (For example: attendance by DEMC members at LEMC meetings/exercises, review of LEMC minutes of meetings, monitoring review dates of LEMC plans/arrangements etc.)
Sergeant Gingell, South Metropolitan District Police Emergency Manager and SMDEMC Executive Officer has been a regular attendee at LEMC meetings throughout the South Metro District to provide support and guidance on behalf of the DEMC to the LEMC’s. This has included direct input into the development and implementation of exercises to test local plans and outcomes. Several LEMCs and organisations have undertaken exercises to test plans and responses, these have been fully supported and assisted by the SMDEMC. They have included: • Operation Waterwise A mutli-agency FieldEx on Rottnest testing local resources and the application of outside resources in time of need. Several surprising results came from this exercise, including the fact that the Sea Rescue vessel from Fremantle was able to be activated and attend the island quicker than the Rescue Helicopter out of Janadkot. • A DeskEx at Fremantle Hospital was used to test the hospitals capabilities at handling mass casualties. This was run primarily by the hospital but included several other organisations such as SJA and WA Health. WAP attended as observers on behalf of the District Emergency Coordinator. • FESA conducted a search and rescue exercise in the Leighton Battery tunnels to simulate an exercise in evacuating people trapped in underground systems filled with smoke and other toxic substances, such as the Subiaco Tunnel. This also involved WAP, SJA, DPI – Environmental Protection and the Government Chemical Laboratories. • Wildfire 05 As a result of the approaching wildfire season FESA ran Wildfire 05. It was designed to test the ability of agencies within South Metro &
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surrounds to operate an Emergency Operations Centre (EOC) during a major wildfire. This was a multi-agency Tactical FieldEx without troops established in real time over eight hours. An EOC was established at the Baldivis Fire Station and was staffed by agencies accordingly. • Kwinana LEMC carried out a DeskEx of their evacuation plan and arrangements, all local resources being used to provide in-time response. This also included the activation of their Animal Welfare Center to look after the pets of people evacuated. • Two table top exercises were conducted at the Kwinana Motorplex Facility to tests the evacuation plans and the search and rescue plans. These involved the Kwinana LEMC, WAP, CBFCO, FRS and the Motorplex Emergency Response team. • The Kwinana Industries Council had scheduled a tabletop exercise for Mid May. Unfortunately due to competing priorities this was cancelled at late notice and has been rescheduled for August. This will be the main emergency exercise for the Kwinana Industrial stripe in 2006 and will be the for-runner for a major field exercise to be held in early 2007 where all industries on the strip will participate. • Operation Mulligan This was a major multi-agency field exercise run by Police and Jandakot Airport Holdings to exercise the Jandakot Airport Crash Plan. • Operation Storm This was a major DiscEx conducted by the Melville LEMC based on the premise of the significant storm front that went through Bicton in May 2005. However the time frames were altered by 2 hours to simulate mass casualties at the Bicton Primary School. This DiscEx involved approx approx 30 people and included a number of senior Managers from a variety of Government departments. There have been a number of other exercises conducted by individual organisations that have been a single response scenario and have not been reported upon in this report. Networking meetings have been held with primary stakeholders (FESA, WAP, SJA & Hospital) within the SMDEMC with a view to improving the coordinated response to incidents. It is proposed to continue holding these meetings throughout 2006/2007 Considerable emphasis has been placed on Counter Terrorism activities during this reporting period, Operation Mercury 05 was one such operation which was staffed by a number of emergency workers from the South Metropolitan District. However most of these exercises were conducted outside of the scope of the DEMC and the LEMC and had limited impact or benefit to local organisations, it should be pointed out will be the first responders to such a situation.
SEMC Annual Report 2005-2006
2. Activity 2.1 Number of DEMC meetings conducted during the last financial year and attendance by Agencies at each meeting.
Number of DEMC meetings: 4 Organisation Member No. of No of Total Organisation’s meetings meetings Attendance member proxy (member attendance attended attended + proxy attendance) District Chair J.Brandham – WAP 3 3 District Supt. Deputy District Chair G.Gifford – SES 2 1 3 Regional Director District Ex-Officer D.OTT –SES 2 2 District Manager District Emergency A.Gingell – WAP 4 4 Manager Sergeant City of Fremantle Peter Tagliefferri 2 2 Jim Duff 4 4 Fremantle Hospital Ian Williams 3 1 4 DCD Fremantle R.Oades 3 3 DCD Rockingham D. Harrison 2 2 Kwinan Industries Cameron Schuster 2 1 3 Council Town of Kwinana I.Critchle 4 4 R.Souse 3 3 City of Cockburn Bob Leaver 2 2 Stephen Filler 3 3 City of Rockingham T.Vickery-Howe 2 2 City of Melville P.Carrie 3 3 Rottnest Island Board Peta Davis 2 2 Saint John Ambulance S. Luke – Op’s Mang 3 3 Department of Defence Lt Cdm. Lammers 3 3 Lt. D.Lewin 3 3 Fremantle Port Auth. Roy Gillespie 2 2 FESA – Fire & Rescue John Johnson 3 1 4 DPI – Marine Protection M.Deardan 1 1 Education & Training Duty Officer 3 3 Jandakot Airport - JHA D.Evans 1 1 2
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Health Dept Fred Gebhard 1 1 2
Due to staffing constraints the Health Dept will no longer be attending the DEMC but still receives updates. Ian Williams of the Fremantle Hospital provides a conduit to the Health Department.
2.2 Name and date of multi-agency emergencies and exercises which were coordinated at District Level.
NIL The South Metropolitan Emergency Coordinator and the Emergency Manager have prepared a DiscEx, which was scheduled for June. However this has been deferred until later in 2006 as a result of a restructure of the South Metropolitan District Police Office and will be discussed with the SMDEMC and the new District Emergency Coordinator. 2.3 2.3 Plans and other emergency arrangements which are sponsored by DEMC and the date each was reviewed.
The SMDEMC is not responsible for any plans or emergency arrangements.
2.4 Education / training activities sponsored by DEMC to promote an understanding of IERM principles.
The Rockingham LEMC and Local Government sponsored two AWARE Courses for the Introduction to Emergency Risk Management and Introduction to Recovery Management in October 2005. These were very well attended with persons from across the SMDEMC taking advantage of these courses being held locally. All members of the LEMC are regularly encouraged to become involved in training sessions and to this end receive the weekly training bulletin supplied by Emergency Management (FESA)
3. Planning 3.1 Goals identified in the DEMC Strategic Plan/Annual Business Plan for the 2006- 2007 Financial Year.
These are still to be determined at the August quarter meeting of the SMDEMC. The revised business plan will be forwarded accordingly. Preliminary indications are that the current direct will be maintained in the 2006/2007 plan.
3.2 Activities which will be undertaken to achieve the goals identified in the DEMC Strategic Plan / Annual Business Plan for the 2006-2007 Financial Year.
To be advised
3.3 Support required from SEMC and State Agencies in the 2006-2007 financial year (For example, training support, policy /procedure assistance, specialist briefings, management support etc.)
SEMC Annual Report 2005-2006
Clearer direction needs to come from SEMC as to the impact and responsibilities of the new legislation, particularly in the area of Local Government and their role. The role of the Local Emergency Coordinator also need clarification. Regulations to the Emergency Legislation need to be implemented as soon as possible to enable a full understanding of the Emergency Management Act by everyone involved. Current arrangements are confusing, as many do not understand the difference between Policy Statements and the legislation. A clear set of statements and expectations needs to be developed by SEMC to enable everyone to understand what exactly is required. These need to be readily available to everyone and in a language that is clear and understandable. A greater emphasis needs to be placed on the training & responsibilities of local resources by organisations across the board. Whilst specialist units are there to assist in emergency situations it is the local organisations that will be the first responders and therefore face the greatest risks. A failure to fully appreciate a given situation could later impacting upon the ability of other organisations to carry out their responsibilities, i.e Locating relatives/family - Work Safe Investigations – Prosecution of persons for terrorist activities as examples, or place the first responders in unnecessary danger.
4. Summary of LEMCs 4.1 Local Emergency Management Arrangements or Plans.
4.1.1 Which LEMCs have Arrangements endorsed by the LEMC?
Kwinana May 2004 Rottnest March 2005 Cockburn Sept 2004 Fremantle Currently being rewritten with DEMC assistance Melville June 2004 Rockingham To be done – Not known if plans in place endorsed
4.1.2 How many Arrangements were reviewed in:
2005-2006 __3_ 2004-2005 _3__ 2003-2004 _2__ 2002-2003 _1__ 2001-2002 n/k__
136 SEMC Annual Report 2005-2006
4.2 Summary of the progress in Emergency Risk Management (ERM).
Number of LEMCs that have achieved each stage of the ERM process
No. Stage of ERM process
______4_____ Project plan developed.
______4_____ Risk evaluation criteria developed.
______4_____ Sources & elements of risks determined.
______4_____ Risk statements prepared.
______4_____ Risk register prepared.
______4_____ Risk levels & risk priorities determined.
______1_____ Risk treatment options selected. 1 Risk treatment plans prepared.
5. 5. Other 5.1 Any other relevant detail.
Nil
Signed by Chairman DEMC B.R.CUNNINGHAM – Superintendent District Emergency Coordinator
SEMC Annual Report 2005-2006
Southwest District Emergency Management Committee
SouthWest DEMC Annual Report 2005-2006
Management Major Objectives The Southwest DEMC strategic objectives for the reporting period are detailed below. Positive efforts were made to achieve all areas of the DEMC’s 5 year Strategic Plan.
Ensure prevention activities are undertaken to eliminate or reduce the impact of hazards
Outcomes • All LEMCs were encouraged to undertake the ERM process, with several receiving grant funding through the AWARE program. • IERM courses were conducted throughout the district • DEMC members are supporting Bunbury LEMC through ERM process and the development of recovery arrangements.
Continuously improve the Districts state of readiness to deal with natural and man made emergencies
Outcomes • FESA presented “Stay and defend or Go early” campaign • SW Area Health Service provided an overview of planning progress with regards to Influenza Pandemic • DPI presented an overview of Boxing day Tsunami and the impact on the SW • Bunbury Port exercise supported by DEMC members.
Through OAMG provide support and strategic coordination of resources across the District to support HMA's
Outcomes • District support provided to Police during numerous search operations • DEMC members provided active support to HMA, in support to Fire Agencies at Waroona/Yarloop fires.
Enhance ability to return the community to normal, as soon as possible after the impact of an emergency
138 SEMC Annual Report 2005-2006
Outcomes • DEMC members assisted the Bunbury Recovery Management Committee post tornado • DEMC members provided support to Waroona and Yarloop post bushfire • Numerous activations involving HMAs but no loss of life or serious injuries within the district
Major Achievements The DEMC 5 year Strategic Plan was reviewed. DEMC members are assisting the City Of Bunbury in the development of recovery arrangements.
Strategies to monitor
• DEMC hold meetings in Satellite towns where LEMC and Local Govt representatives are invited • LEMC Minutes are tabled at DEMC • DEMC members attend LEMC exercises • LEMC annual reports are tabled at DEMC • Auditing of LEMCs emergency managements arrangements
Activity Number of DEMC meetings conducted during the last financial year and attendance by Agencies at each meeting.
Number of DEMC meetings: 3 Organisation Member No. of No of Total Organisation’s meetings meetings Attendance member proxy (member attendance attended attended + proxy attendance) Agriculture WA Simon Merewether 2 1 3 Farran Dixon Michael Paton Aqwest Gary Adlam 1 2 3 Busselton Water Doug McCutcheon 1 1 Dept of Community Bob Dawson 3 3 Development Dept of CALM John Tillman 3 3 Dept of Education Margaret Rutter 3 3 Dept of Environment David Bills 1 1 Dept of Industry & Robert Sherwood 0 Resources
SEMC Annual Report 2005-2006
Dept Of Defence M Boon 2 2 FESA – Fire Services Chris Widmer 3 3 FESA –State Paul Carr 1 2 3 Emergency Service Christine Gates 2 1 Greg Mckay 2
Main Roads WA Andy Rowlands 1 3 Tom Engelke 1 Planning & Peter Keily 1 1 Infrastructure RoadCare Paul Cassidy 3 3 SW Area Health Sue Jones 3 Service David Naughton 1 2 Marten Howes 1
Telstra Tony Forrest 1 1 Ben Whittber WA Police Supt M Sutherland 2 3 Rob Harrison 1 3 Kim Papalia
Watercorp David Bostock 1 1 Kathryn Heaton Chris Elliott Western Power Greg O’Donnell 2 3 Tony Baird 1
Multi Agency Emergencies SW OAMG was activated during the Waroona/Yarloop bush fire, this further involved PEEL OAMG. Outcomes of this activation are contained in a separate PIA.
Education/Training DEMC members continue to promote and educate LEMC’s on the ERM process. DEMC members assisted in facilitating several recovery workshops in Bunbury, post tornado impact on Bunbury. LEMC and Local Govt representatives were encouraged to attend formal courses held by FESA EMS on emergency management. These opportunities were taken up and feedback from participants recommends their continuation.
Planning The following key strategies where identified in the DEMC Strategic Plan 2003-2007
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Ensure prevention activities are undertaken to eliminate or reduce the impact of hazards • Promote Community Centred ERM process to LEMC and LG's • Support LEMCs who undertake ERM process through mentoring and assisting in grant application preparation. • Encourage organisations & LEMCs to promote Community Awareness and education
Continuously improve the Districts state of readiness to deal with natural and man made emergencies • Ensure LEMCs have EM arrangements for their communities • Support and encourage Community awareness programs throughout the District • Exercise emergency management arrangements to ensure they are workable, relevant and aimed to improve DEMC effectiveness • Encourage DEMC members to undertake current and appropriate EM training • Ensure District EM arrangements are reviewed annually, or as a result of a Post Incident Analysis (PIA) • Ensure suitability of Emergency Coordination Facilities • Promote an understanding of inter-agency roles and functions within DEMC
Through OAMG provide support and strategic coordination of resources across the District to support HMA's • Ensure each agency has adequate, qualified personnel to fulfil the role of a DEMC representative
Enhance ability to return the community to normal, as soon as possible after the impact of an emergency • DEMC members are supporting the Bunbury Recovery Management Committee • Promote attendance on Recovery Management course at local level • Support use of Recovery principles at LEMC and LG level
Support Required from SEMC and State Agencies
• Training for members of LEMC and DEMC • Assistance with implementing inter-agency information sharing • Assistance in securing agency representation on LEMC and DEMC • Assistance in implementing ERM as a core business element in ALL Govt agencies and Corporations • Assistance in providing LEMC’s with a template for emergency managements arrangements
Summary of LEMCs Local Emergency Management Arrangements or Plans. How many Arrangements were reviewed in: SEMC Annual Report 2005-2006
2005-2006 ____ 2004-2005 ____ 2003-2004 ____ 2002-2003 ____ 2001-2002 ____ 1 Endorsed 3 Endorsed 10 Reviewed 10 Reviewed 1 Reviewed 4.3 Summary of the progress in Emergency Risk Management (ERM).
Number of LEMCs that have achieved each stage of the ERM process
No. Stage of ERM process
_____7______Project plan developed.
____7______Risk evaluation criteria developed.
____7______Sources & elements of risks determined.
_____6______Risk statements prepared.
____4______Risk register prepared.
_____3______Risk levels & risk priorities determined.
_____3______Risk treatment options selected. 1 Risk treatment plans prepared.
Greg McKay Deputy CHAIRMAN DEMC SOUTHWEST
Signed in the absence of Superintendent Mick Sutherland chairman
142 SEMC Annual Report 2005-2006
West Metropolitan District Emergency Management Committee WEST METROPOLITAN DISTRICT EMERGENCY MANAGEMENT COMMITTEE
ANNUAL REPORT 2005-2006
Prepared for D.W.BELL – Acting District Superintendent By E.A.COOPER – District Training Officer
Management 1.1 The West Metropolitan District Emergency Management Committee (DEMC) Business Plan major objectives, including actions and the extent to which those objectives were achieved are detailed below. The objectives are commensurate and consistent with the current State Emergency Management Committee Strategic Plan and contemporary management practices.
Objective 1: Community Awareness - Actions Improve awareness of community risk management in the District. Develop an informed, alert and prepared community and encourage organisations to promote emergency management education through the implementation of an emergency risk management project.
Outcomes The City of Bayswater Local Emergency Management Committee (LEMC), have completed the Emergency Risk Management Project. The document is currently published and to be broadcast on the Local Government Webpage. The City of Stirling has also completed the Emergency Management Project, which is in its final stage of community consultation prior to publication. The two LEMC’s, of the City of Bayswater and Stirling have been proactive by progressing their ‘Evacuation and Reception’ of Aged Care Residents project. This allows for the evacuation of aged persons from one facility and their reception and care at another. City of Bayswater is also finalising documents relating to “Partnering Agreement for the City of Bayswater Aged Care Sector Network.” DEMC business plans were reviewed prior to the commencement of the fiscal year and they reflected agreed outcomes within the DEMC business plan and the SEMC Strategic Plan
SEMC Annual Report 2005-2006
Objective 2: Policy - Actions - Appropriate involvement at LEMC and DEMC, ensuring best practice standards and procedures. - Regular review of local arrangements - Management structure that integrates Crisis and Consequence Management.
Outcomes DEMC meeting was conducted on 1 December 2005 and second meeting was postponed due to Operational requirements, to ensure compliance with the current State Emergency Management Committee Strategic Plan. A further DEMC meeting is in the planning stages. LEMC meetings conducted within the district include: City of Bayswater City of Stirling 6 September 2005 19 August 2005 7 December 2005 18 November 2005 8 March 2006 17 February 2006 6 June 2006 19 May 2006
Reviews of both LEMC’s local EM arrangements were redeveloped and are an integral part of the local Community Emergency Risk Management Projects which have been completed. The DEMC in consultation with the two local government LEMC Committees, the City of Bayswater and Stirling and local HMA’s, maintain an effective management structure that integrates Crisis and Consequence Management. An example that has evidenced the integration of Crisis and Consequence management was the implementation of Local Recovery Coordinating Committee for major emergencies at WA Salvage Fire in Morley and clean-up of the Smorgon Steel Scrap Metal Yard fire in Bayswater and an explosion in Raymond Street Yokine. All emergencies had severe crisis and consequence issues that required extensive consideration and planning.
Objective 3: Planning Arrangements – Actions - Develop best practise management and planning - HMA plan based on PPRR. - Local Government have effective management arrangements and in particular for recovery management.
Outcomes LEMC Committees of the City of Bayswater and City of Stirling provide quarterly reports to the District Emergency Coordinator on progress of achievements towards the business plan. Committees also provide annual reports and amendment to Local Emergency Management Arrangements. Effective collaborative information sharing occurs between LEMC and DEMC members by regular attendance at each other’s meetings and exercises, as well as participation on the ERM project teams; this is encouraged by the DEMC Executive Officer and the District Emergency Coordinator.
144 SEMC Annual Report 2005-2006
Key HMA agencies have prepared plans for those hazards for which they are responsible. They also have an understanding of their roles to support other agencies and have a thorough knowledge of established local government recovery committees. Both LEMC’s have had workshops with HMA’s to gain a better understanding, for their EM Risk projects and for Recovery Planning.
Objective 4: Operations – Actions - Monitor and maintain integrated Crisis and Consequence management operational arrangements. - Maintain common emergency management boundaries. - Maintain integrated emergency management training.
Outcomes Common Emergency Management boundaries are effectively monitored and maintained within the municipalities of the City of Bayswater and the City of Stirling. The boundaries have remained consistent with requirements. Integrated emergency management training is scheduled for both LEMC’s.
Objective 5: Continuous Improvement – Actions - Form District Emergency Management Training Team (DEMTT). - Review of annual reporting system for HMA’s and Emergency Management committees. - Monitor and evaluate operational outcomes. - Ensure major incident analysis is undertaken for all major multi- organisational emergencies. - Review of emergency management training - Contribute to the development of national emergency management policy and guidelines.
Outcomes The DEMC promotes training through the attendance of members at seminars and cross boundary exercises. Course, workshops, seminars and exercise notifications /programs are disseminated to members and LEMC’s to promote individual development and improvement. A DEMTT, with involvement and input from Police, SES, Local Government and DEMC has been formed. DEMTT will schedule and record outcome of Annual District Exercise retained by Local Govt and reported to DEMC. This information will be used to assist in the review of procedures and will be combined with any reviews from incidents to ensure improvements in practices. Implemented an accurate record keeping of systems and outcomes of each HMA’s response to Emergencies. Review of the annual reporting system for HMA’s and emergency management committees, monitored by regular attendance to four LEMC meetings per year, where the output targets of the business plan are progressively monitored.
SEMC Annual Report 2005-2006
The analysis and evaluation of operational outcomes and procedures are conducted by regular briefings and debriefings during and after operational activities to ensure appropriate validation. Examples of activities in which DEMC and LEMC members have participated.
• DEMC & LEMC members have attended various EM and other training courses, including Introduction to Emergency Risk Management, Incident Management, First Responders, Civil Disorder, CBR training and other courses throughout the year. • Sunset seminars • Exercise FREEBIRD, conducted 13 October 2005, at the Perth International Airport that also involved many HMA’s in a field exercise and is an annual event in furtherance of integrated emergency management;
Major achievements in summary during the reporting period are: • City of Bayswater completion of ERM Project and Final Report. • City of Stirling completion of ERM Project. • City of Stirling conducted three media promotions. • Participating Council achieving FESA Australian Safer Communities award for ‘Partnering Agreement for the City of Bayswater aged Care Sector Network’. • Partnerships of LEMC’s, with Dept of Community Development, to use Council facilities in an emergency requiring evacuation. • Management of the recovery process, in two major incidents, by City of Bayswater Local Recovery Coordinating Committee. • Satisfactory outcomes of the DEMC business plan completed.
Strategies adopted by the DEMC to monitor the re-development, maintenance and testing of Local Arrangements (plans) for the reporting period included – • Review and confirm accurate record of LEMC/DEMC minutes of meetings. • Review of progress towards LEMC and DEMC business plans and record of activities.
146 SEMC Annual Report 2005-2006
Activity
Number of DEMC meetings conducted during the last financial year and attendance by agencies at each meeting. Number of DEMC meetings: One (1) 01.12.2005 Organisatio Member Attended Represented Total organisation n Attendance West Supt Kevin 1 - 2 Metropolitan Looby
Police District
Office 1 - Insp Mick
Walker FESA Mr Eamon - - - Regional Lennon Director SES FESA District Mr Allen Gale - - - Manager Executive Officer FESA District Mr Peter Bellion - 1 1 Manager Fire Services Ambulance Mr Michael Bear - - - Regional Metro North Department Ms Cheryl 1 - 1 of Barnett
Community Development Mirrabooka District City of Mr James Riley 1 - 2 Bayswater Mr Alan Radford 1 City of Mr Ron Spragg 1 - 1 Stirling Channel 7 Mr Christopher - - - Ford Channel 9 Mr Gary 1 - 1 McAllister Dept of Mr Fred - - - Health Gebhard West Sgt Evan - 1 1 Metropolitan Cooper Police District Office Royal Perth Mr David 1 - 1 Hospital Carbonell
SEMC Annual Report 2005-2006
Multi agency exercise scheduled for September 2006, to test Partnering Arrangements made with Department of Community Development: The DEMC prepared in consultation with the LEMC’s, the District Emergency Management Committees Business Plan, to provide guidance and direction to each of the LEMC’s in order to implement appropriate objectives at the local level. Both the district and local business plans are regularly reviewed to ensure compliance with the SEMC Strategic Plan. Education and training activities sponsored by DEMC to promote an understanding of IERM principles were restricted to promoting the flexible learning program conducted by EMA, however education opportunities continued during the reporting period and is evidenced by members attending a number of other emergency management subjects sponsored by EMA and Police. Major emergencies for the reporting period included: • WA Salvage Fire, Walter Road East, Morley
Planning
The goals to be proposed in the DEMC Annual Business Plan for the financial year 2006/2007 will be finalised in the next DEMC meeting in August 2006. Activities detailed within the existing DEMC Annual Business Plan for a multi- agency exercise involving both LEMC’s has been scheduled for September 2006. Discussion concerning the general scenario and special ideas are being ratified. A Welfare Management Guide to assist local governments has been actively discussed by Department of Community Development officers who are members of the City of Bayswater LEMC. The concept of such a guide will compliment the Local Government Recovery Arrangements Planning Guide and is consistent with West Plan – Welfare. Recommended support required from SEMC and State Agencies in 2006/07 reporting period: • Training support – assists with the training requirements for LEMC’s and Police in Emergency Management issues. • Continued assistance with the development of appropriate EM training, (training calendar in advance and early notification of seminars). Emphasis on local training for EMA subjects to increase number of people educated in EM for all participants in Emergency Management. • Continuation of current strategies to enable the AWARE Program to be further implemented. • Continue to foster development of systems and training activities in support of operational management improvements i.e. improved links between lifelines, HMA and Local Government services.
Summary of LEMC’s
Local Emergency Management Arrangements. Both the City of Bayswater and the City of Stirling have their arrangements endorsed by their LEMC’s.
148 SEMC Annual Report 2005-2006
Reviews of Bayswater and Stirling LEMC’s arrangements have been conducted in accordance with the table below. During the reporting period a separate Recovery Management arrangement was written for both LEMC’s 2005/06 2004/05 2003/04 2002/03 2001/02 Bayswater Yes Yes Yes Yes Yes Stirling Yes Yes Yes Yes Yes
A copy of the State Emergency Management Arrangements and local LEMC Arrangements are also located at the District Police Incident Management Unit which is staffed 24 hours a day, 7 days per week. The LEMC Arrangements/Plans of the City of Stirling and the City of Bayswater reflect the objectives of the State Police Arrangements.
Summary of the progress in Emergency Risk Management (ERM) City of City of Stage of ERM Process Bayswater Stirling Yes Yes Project plan developed Yes Yes Risk evaluation criteria developed Yes Yes Sources and elements of risks determined Yes Yes Risk statements prepared Yes Yes Risk register prepared Yes Yes Risk treatment options selected Yes Yes Risk treatment plans prepared Yes No Final Report
Other The West Metropolitan DEMC district population is approximately 30% multicultural, consisting of 52 different nationalities. A study of the district population diversity indicates that refugee/humanitarian settlements in recent years indicates that approximately 3,400 people have arrived predominantly from African countries with an expected increase in yearly arrivals to occur. Government and non-government agencies have conducted meetings with the Metropolitan Migrant Resource Centre to assist this sub agency of the Department of Immigration and Multicultural and Indigenous Affairs (DIMIA) in settlement issues. Multi lingual signage, infrastructure and support are being considered. D W BELL A/Chairman A/Superintendent District Emergency Management Committee West Metropolitan District
5 July 2006.
SEMC Annual Report 2005-2006
Wheatbelt District Emergency Management Committee
WHEATBELT DISTRICT EMERGENCY MANAGEMENT COMMITTEE ANNUAL REPORT 2005-2006
INTRODUCTION This report is submitted in compliance with the provisions of the Emergency Management Act 2005 (s. 33(1) and s. 33 (2) ) Outlining the Management, Activities and Planning of the Wheatbelt District Emergency Management Committee for the fiscal year 2005-2006. The Wheatbelt District covers 91,000 square kilometres and incorporates 24 sub-district Local Emergency Management Committees. Annual Reports have been submitted from 17 of the sub-districts. Two of these Committees have reported nil meetings this period, which indicates an improvement on what was reported on in the 2004-2005 Annual Report. Overall the total number of meetings conducted by LEMC’s within the Wheatbelt District this year was 37 meetings which is only 2 more then reported in the 2003-2004 year and 5 less meetings then in the 2004-2005 year. However 23 LEMC returned reports in 2003-2004 whilst we have only received 17 reports this year,6 less then last year.
1. Management 1.1 Major objectives identified in the DEMC Strategic Plan / Annual Business Plan for the reporting period. Include actions taken in regard to each objective and the extent to which the objective was achieved.
Objective. Continued need for monitoring, reviewing and supporting LEMCs toDevelop Local Emergency Plans and to test their preparedness. Action. The DEMC has continued to encourage each LEMC to develop Local Emergency Plans that are appropriate to identified risks within their areas. A copy of each plan is obtained, reviewed and stored for further reference. Assistance is provided to any LEMC requiring it.
Objective. The Wheatbelt DEMC meetings need to be timely without being onerous. Action. Consultation with all members has identified that bi monthly meetings to be the most appropriate. These meetings allow timely distribution of information whilst ensuring minimal impact upon each representatives business.
Objective. To increase the emergency management skills in the members of the DEMC and LEMCs. Action. A review of the DEMC and LEMC memberships was conducted to determine the emergency management training needs. The DEMC executive has approached the FESA Executive Officer to provide details of training courses available. This review is still underway as several training courses are undergoing certification
150 SEMC Annual Report 2005-2006
and are not currently available. This information when accessible will be distributed to all members. Any other major achievements during the reporting period.
Refer to Section 5
1.2 Strategies adopted by DEMC to monitor the development, maintenance and testing of Local Plans during the reporting period. (For example: attendance by DEMC members at LEMC meetings/exercises, review of LEMC minutes of meetings, monitoring review dates of LEMC plans/arrangements etc.)
• On behalf of the DEMC Chairperson Supt Milner and Inspector Walker have held discussions with closely aligned LEMC ‘s regarding the possibility of partnering agreements for the provision of mutual aid for recovery during emergencies. • All LEMCs are encouraged to forward minutes of their meetings to the DEMC for review and discussion to determine how best to support each group. • All LEMCs are encouraged to submit copies of their updated Emergency Plans annually for review by DEMC. All copy plans are retained by DEMC and stored at FESA Headquarters Northam. • The DEMC have actively assisted the LEMC’s during their Plan reviews by reading Draft plans and providing feedback to committees. • The DEMC has provided ongoing advice to the LEMC’s to assist them in the Development of their Recovery Plans.
2. Activity 2.1 Meetings Number of DEMC meetings: 3 Organisation Member Attended Represented Total Organisation’s Attendance WA Police Service Superintendent Milner 3 0 3 FESA Lloyd Baily 3 0 3 FESA (SES Division) Colin Brown. 3 0 3 WALGA No Current 0 0 0 Representative. Dept of Agriculture. Jo Peters. 1 0 1 Main Roads. Gerald Morey. 1 1 2 Dept of Environment. Bernard Kelly. 2 0 2 Education Department. Gabrielle Fry. 3 0 3 Westnet Rail. Des McPolin. 3 0 3 Water Corporation. Colin Mason 3 0 3 St Johns Ambulance. Paul Grey 1 0 1 Wheatbelt Public Health. Julia Goddard. 1 0 1
SEMC Annual Report 2005-2006
CALM Rob Towers. 2 1 3 CALM Paul Blechynden 2 0 2 Northam Regional Sue Gordon. 3 0 3 Hospital. FESA ( Fire Services ) Glen Tunstead 3 0 3 FESA ( Fire Services ) Linton Mincherton 3 0 3
DCD Lee Peters 0 0 0
2.2 Name and date of multi-agency emergencies and exercises, which were coordinated at District Level.
• Nil
2.3 Plans and other emergency arrangements which are sponsored by DEMC and the date each was reviewed.
• Emergency Response Arrangements for Earthquake in the Central Wheatbelt – Revised 2005 • Midlands District Education Office – Emergency Management Plan – 2005 • Main Roads Western Australia – Wheatbelt North Region – Incident Management Plan -2005 • Ambulance Emergency Management Plan – 2005 • Water Corporation – Goldfields and Agriculture Region – Incident Management Plan – 2005 • WA Country Health Service – Northam Hospital – External Disaster Procedure • CALM Merredin District Fire Control Working Plan
2.4 Education/training activities sponsored by DEMC to promote an understanding of IERM principles.
• LEMC’s within the Wheatbelt DEMC District have been encouraged to apply for Introduction to Emergency Risk Management training. • DEMC members have assisted and advised LEMC’s on conduct and management of exercises when requested to do so. • Information sessions have been provided for DEMC members and key LEMC members on the new Emergency Management Act 2005.
3. Planning 4.1 Goals identified in the DEMC Strategic Plan/Annual Business Plan for the NEXT Financial Year.
152 SEMC Annual Report 2005-2006
• To meet on a bi monthly basis. • Continued review of the DEMC membership. To ensure appropriate and relevant representation. • To encourage an increased understanding amongst DEMC members of emergency management principles. Especially in relation to the Emergency Management Act 2005. • Continue to encourage emergency management planning and preparedness by LEMCs. • To monitor, review and distribute information on emergency management to LEMCs. • To encourage further use of emergency management training opportunities by members of LEMCs. • To encourage and support LEMC’s in the planning and management of Emergency Management Exercises. • To encourage those LEMC’s that currently do not hold LEMC meetings to do so and to assist those LEMC’s experiencing problems in this area to achieve this aim. • To encourage partnering agreements between LEMC’s that may share a common geographical proximity and/or a common threat. Especially in relation to Recovery Management. • To work closely with the FESA Community Emergency Management Officer (CEMO) project in the development of Local Bush Fire Response Plans and subsequently Local emergency Management Plans.
4.2 Activities which will be undertaken to achieve the goals identified in the DEMC Strategic Plan / Annual Business Plan for the NEXT Financial Year.
• Discussion at each committee meeting of issues relating to emergency management in DEMC area. • Review and update DEMC Strategic Plan and Business Plan to reflect changing trends in emergency management needs within the DEMC area. • Dissemination of all information relating to forthcoming emergency management training opportunities to LEMC in a timely and appropriate manner. Consideration to be given to the formulation of a training roster. • Continue to support, encourage and monitor the development all LEMC plans. Including Recovery Plans. • Foster an understanding of the LEMC responsibilities under the Emergency Management Act 2005 and where required assist with the provision of training to assist in the discharge of those responsibilities.
4.3 Support required from SEMC and State Agencies in the next financial year (For example, training support, policy / procedure assistance, specialist briefings, management support etc.)
• Continued supply of information regarding the implementation of the Emergency Management Legislation and its subsequent Regulations.
SEMC Annual Report 2005-2006
• Availability of specialist presenters in key areas of emergency management and issues of concern to the community.
4. Summary of LEMCs 5.2 Local Emergency Management Arrangements or Plans.
4.1.1 Which LEMC’s have Arrangements endorsed by the DEMC?
LEMC Meetings Draft Final Date Endorsed
Bencubbin 0 Y Beverley 2 Y Bruce Rock 0 Y Cunderdin 4 Y Dalwallinu 3 Y 06/02/2001 Dowerin 4 Y Under review Gingin/Chittering 1 Y August 2001 Goomalling 4 Y 2005 Dandaragan / 2 Y March 2001 Jurien Bay Kellerberrin/Tammin No report Koorda 2 Y Lancelin 1 Y 15/02/2001 Merredin 3 Y February 2002 Moora 2 Y March 2000 Mukinbudin 2 Y 23/04/2005 Narembeen No report Northam/Wundowie 2 Y 02/02/2006 Quairading No report Toodyay 3 Y 02/09/2000 Trayning No report Wogan Hills/Ballidu 2 Y 29/03/2006 Wyalkatchem No report York No report
154 SEMC Annual Report 2005-2006
4.1.2 How many Arrangements were reviewed in:
2005-2006 2004-2005 2003-2004 2002-2003 2001-2002 2 4 8 0 3
4.1.3 Which LEMC’s have Recovery Committees and/or arrangements.
RECOVERY COMMITTEES LEMC Recovery Committee Comments Bencubbin Not reported on Beverley Yes No recovery plan Bruce Rock No Cunderdin No No recovery plan Dalwallinu Yes No recovery plan Dowerin No Gingin/Chittering Yes Working on recovery plan Goomalling Yes No developed Recovery Arrangements Dandaragan/Jurien Bay Yes Has recovery plan Kellerberrin No report as yet Koorda No Lancelin Yes No recovery plan Merredin Being reviewed by incoming chairperson Moora No Mukinbudin No Narembeen No report as yet Northam No Has recovery plan Quairading No report as yet Toodyay No Have Recovery Plan Trayning No report as yet Wongan Hills/Ballidu Yes Wyalkatchem No report as yet York No report as yet
SEMC Annual Report 2005-2006
5.3 Summary of the progress in Emergency Risk Management (ERM).
Number of LEMCs that have achieved each stage of the ERM process
No. Stage of ERM process
10 Project plan developed.
10 Risk evaluation criteria developed.
10 Sources & elements of risk determined
11 Risk statements prepared.
9 Risk register prepared.
8 Risk treatment options selected.
8 Risk treatment plans prepared.
5. Other 5.1 Any other relevant details.
• Previous DEMC meetings were irregular and there lacked momentum for an important body such as DEMC. Meetings are now held bi-monthly with the Milner/Brown meeting regularly out of sessions to generate business and prepare the agenda. Approved to progress by Wheatbelt DEMC.
• All LEMCs have been instructed to provide a copy of their emergency management plans. A review of these plans has revealed that many fall short of minimum standards. Wheatbelt DEMC approved that Milner/Brown commence awareness/training in reviewing and preparing emergency management plans.
• Agency Emergency Plans sought from all Wheatbelt DEMC stakeholders, a number of which have been tabled and held at FESA office of Colin Brown.
• The matter of terrorist acts on Critical Infrastructure Future will feature significantly during the next financial year.
• Aged care facilities right across the Wheatbelt DEMC have been approached by LEMCs to confirm existence of current emergency management plans and current contact details recorded.
• The DEMC has undertaken to provide assistance and advice to LEMC planning EM Exercises and to this end have commenced production of an Exercise file of previous Exercises to assist LEMC’s in planning future exercises.
156 SEMC Annual Report 2005-2006
• The Community Emergency Management Officer (CEMO) project is being rolled out to the Wheatbelt district with the CEMO now attending the DEMC meetings and applicable LEMC meetings.
R T MILNER COLIN BROWN
SUPERINTENDENT EXECUTIVE OFFICER
CHAIRPERSON WHEATBELT DEMC WHEATBELT DEMC
July 7 2006 July 7 2006
SEMC Annual Report 2005-2006
Local Emergency Management Committees Pursuant to s. 40 of the Emergency Management Act 2005, after the end of each financial year each local emergency management committee is to prepare and submit to the district emergency management committee for the district an annual report on activities undertaken by it during the financial year. In Western Australia, there are 142 local government districts and 3 special areas (otherwise known as local communities). Of these, 128 local governments have reported as having established local emergency management committees and these committees have submitted an annual report. Seventeen local governments have not reported as having established a local emergency management committee and have not submitted an annual report. 2004 - 05 2005 – 2006 Number of local governments 126 128 and local communities (86.9%) (88.3%) reporting as having established Local Emergency Management Committees (LEMC) or combined LEMC
Of the local emergency management committee annual reports received: Percentage of LEMCs chaired 69 69 by Local Government (54.8%) (53.9%) Percentage with endorsed 93 74 Local Emergency Management (73.8 %) (57.8%) Arrangements Percentage of Local 26 42 Governments with Local (20.7 %) (32.8%) Recovery Arrangements Percentage of Local 30 50 Governments with a Local (23.4 %) (39.1%) Recovery Committee Percentage of LEMCs that 41 38 have completed the (32.5 %) (29.7%) Emergency Risk Management Process
158 SEMC Annual Report 2005-2006
No. of Local Governments w ith LEMCs % Local Governments w ith Local Recovery Arrangements 129 128 40.0 128 30.0 . 127
No 127 % 20.0 126 10.0 126 125 0.0 2004-05 2005-06 2004-05 2005-06 Re por ting Ye ar Reporting Year
% LEMCs chaired by Local Government % Local Governments w ith Local Recovery Committee 55.0 50.0 54.5 40.0 30.0
% 54.0 % 20.0 53.5 10.0 53.0 0.0 2004-05 2005-06 2004-05 2005-06 Re por ting Ye ar Re por ting Ye ar
% Local Governments covered by endorsed % LEMCs completed ERM process Local Emergency Management Arrangements 33.0 80.0 32.0 60.0 31.0 %
% 40.0 30.0
20.0 29.0
0.0 28.0 2004-05 2005-06 2004-05 2005-06 Re por ting Ye ar Re por ting Ye ar
SEMC Annual Report 2005-2006