Municipal Emergency Management Plan
2020-2023
Version: 3.0 Responsible Officer: Emergency Management Coordinator Issue Date: TBD Review Date: TBD
Ararat Rural City Council - PO Box 246, Ararat, Vic 3377 P: 03 5355 0200 E: [email protected] W: ararat.vic.gov.au
Foreword Emergencies are unpredictable in terms of their occurrence and effects and can require a response for which standard local resources may not be adequate. They can have a wide range of effects and impacts on the human and physical environment and can result in complex needs within the community that need to be dealt with effectively.
The term ‘Emergency’ has been defined in the Emergency Management Act 2013 as: ‘Due to the actual or imminent occurrence of an even which in any way endangers or threatens to endanger the safety or health of any person in Victoria or which destroys or damages, or threatens to destroy or damage, any property in Victoria or endangers or threatens to endanger the environment or an element of the environment in Victoria including, without limiting the generality of the foregoing- • An earthquake, flood, windstorm or other natural event; • A fire; and • An explosion; and • A road accident or any other accident; and • A plague or epidemic or contamination; and • A warlike act or act of terrorism, whether directed at Victoria or a part of Victoria or at any other State or Territory of the Commonwealth; and • A hijack, siege or riot; and • A disruption to an essential service’
The economic and social effects of emergencies including loss of life, destruction of property, and dislocation of communities, are inevitable. Therefore, it is incumbent upon the responsible authorities to plan for these events should they occur, to minimise the adverse consequences. Ararat Rural City Council is dedicated to engaging and collaborating with emergency services authorities, the community and other relevant agencies and organisations to mitigate and prevent the impact of emergencies on the community should they occur. This Plan outlines prevention, response, relief and recovery actions for emergencies within Ararat Rural City and has been developed through the collaboration of agencies and organisation members of the Municipal Emergency Management Planning Committee.
Version Control Table Version Date of Issue Authors Desc. Of Changes Risk, Emergency Management and Local V1.0 15/07/2015 Laws Coordinator
Risk, Emergency Management and Local V1.1 08/2015 Laws Coordinator
V2.0 21/06/2017 David Todd (MERO)
Changes made resulting from SES Audit V2.1 05/10/2017 David Todd (MERO) Admin/Contacts change from Annual Review Jan. V2.2 10/02/2020 Bob Barks (EMC) 2020 Draft MEMP submitted for adoption by V3.0 14/07/2020 Joel Farrow (EMC) MEMPC/Council
TABLE OF CONTENTS
Foreword Version Control Table PART 1 - INTRODUCTION 1.1 – Municipal Statement of Endorsement 3 1.2 – Certificate of Audit 4 PART 2 – MUNICIPAL INFORMATION 2.1 – Municipal Profile 5 2.2 – Demographic Profile 8 2.3 – Vulnerable Persons and Communities 9 2.4 – Municipal Map 9 2.5 – History of Emergencies 10 2.6 – Emergency Risk Assessment 12 PART 3 – PLANNING ARRANGEMENTS 3.1 – Planning Structures and Responsiblities 13 3.2 – Municipal Emergency Management Structure 13 3.3 – Planning and Mitigation 14 3.3.1 – Municipal Emergency Management Planning Committee 14 3.3.2 – Specialist Sub-Committees 15 3.3.3 – MEMP Plan Maintenance 15 3.4 – Operational Response 16 3.4.1 – Municipal Emergency Management Group 16 3.4.2 – Operational Flow Chart 16 3.4.3 – Council Roles and Responsibilities in Emergency 17 3.5 – Neighbourhood Safer Places – Bushfire Place of Last Resort 19 PART FOUR – RESPONSE ARRANGEMENTS 4.1 – Introduction 20 4.2 – Command, Control, Coordination 22 4.3 – Local Emergency Response Arrangements 22 4.4 – Control and Support Agencies 23 4.5 – Control Agencies in Response 24 4.6 - Support Agencies in Response 26 4.7 – Debriefing Arrangements 27 4.8 – Response and Financial Arrangements 27 4.9 – Evacuation 29 4.10 – Impact Assessment 29 4.11 – Emergency Agency Communications 31 4.12 – Emergency Relief 32 4.13 – Emergency Relief Arrangements 32 4.14 – Managing Volunteers 32 4.15 – Relief for Single Incident Emergencies 33 4.16 – Catering 33 4.17 – Public Information and Warning 33 4.18 – Persons with a disability or Non-English speakinng persons 34
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4.19 – Environmental Health 35 4.20 – Medical 35 4.21 – Transport and Engineering 36 4.22 – Mutual Agreements 36 4.23 – Response Hand Over to Recovery 36 PART 5 – RECOVERY ARRRANGEMENTS 5.1 – Information Centre 37 5.2 – Recovery Management Principles 37 5.3 – Municipal Recovery Process 37 5.4 – Recovery Planning and Preparedness Phase 38 5.4.1 – Recovery Planning Process 38 5.4.2 – Structure of the Municipal Recovery Planning Process 38 5.4.3 – Planning for the support of Vulnerable Peoples 39 5.5 – Emergency Recovery Operations Phase 39 5.5.1 – Recovery Action Plan 39 5.6 – Evaluation Phase 40 APPENDICIES Appendix A – MEMPC Distribution List 41 Appendix B – Contact Directory 42 Appendix C – Maps, Townships, Ararat Rural City 43 Appendix D – Emergency Relief Centres 50 Appendix E – Recovery Operations 53 Appendix F –Terms of Reference 64 Appendix G – MOCC Operating Procedures 70 Appendix H – Sub-Plans to the MEMP 73 Appendix I – Acronyms/Abbreviations 74 Appendix J – List of Related Documents 76
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PART 1 – INTRODUCTION 1.1 – Municipal Statement of Endorsement This Plan has been produced by and with the authority of the Ararat Rural City Council pursuant to Section 20(1) of the Emergency Management Act 1986 and 2013. The Ararat Rural City Council understands and accepts its roles and responsibilities as described in Part 4 of the Emergency Management Act 1986. This plan is the result of the cooperative efforts of the Municipal Emergency Management Planning Committee (MEMPC) after consultation with those agencies and organisations identified therein.
______Mayor/Councillors
______Chief Executive Officer
Date: __/__/____
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1.2 – Certificate of Audit The Certificate of Audit is issued by the Victoria State Emergency Service (SES) upon completion of an audit, that determines the compliance of the MEMP with current legislation and practices.
A copy of this certificate will be added to the MEMP upon successful completion of the audit.
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PART 2 – MUNICIPAL INFORMATION 2.1 – Municipal Profile The Ararat Rural City Council was formed in September, 1994 from the former City of Ararat, Ararat Shire and parts of Moyne, Southern and Northern Grampians Shires. The Rural City of Ararat is bounded to the north by the Northern Grampians Shire Council, generally to the west by the Southern Grampians Shire Council, to the south by Moyne Shire Council and Pyrenees Shire Council to the east. Ararat municipality has an estimated population of 11,600 (ABS, 2016) and is located in Western Victoria covering approximately 4,211 square kilometres. The Melbourne- Adelaide railway and the Western Highway bisect the municipality and converge at Ararat. The location of the municipality in respect to major regional, interstate and intrastate transport links gives it a strategic advantage in accessing major markets. Being located very close to the Grampians and the Pyrenees Ranges, the municipality is also very important for tourism and forms a “gateway” to these destinations from Melbourne. The first decade of European settlement and aboriginal displacement in the region occurred in the 1840s, which was characterised by quite rapid pastoral development triggered by Major Mitchell’s favourable report of the splendid grasslands that existed east of the Grampians In the mid to late 1850’s and particularly in 1857 to 1858, there was a pronounced gold rush, initiated by the discovery of the Canton alluvial fields by the Chinese. By 1858 an extensive township had developed and Ararat had assumed an important role as a strategic resting point for travellers to the west and as an important centre within its broader pastoral region The strategic location of the town made it an ideal area for large regional institutions and the community were more than happy to accept these institutions, which provided employment for a dwindling post gold population. Ararat was one of a number of regional centres which actively sought an asylum in its district in the early 1860’s and was chosen ahead of Ballarat because it was located further from Melbourne. Traditionally Ararat has been a service centre with a high concentration of State government jobs, particularly relating to the prison, the railways and the Aradale psychiatric hospital. However, there has been a decline in employment in these State government functions, as a result of the centralisation and rationalisation of the activities.
Topography and Infrastructure Ararat rests at an average of 333m above sea level, with its highest elevation at 607m and lowest elevation at 278m. The surrounding area of the municipality is a combination of flat plains, hills and mountains, rivers, creeks and waterways with pockets of population scattered throughout the area. The township of Ararat is situated 200 km North West of Melbourne and on the major road and rail centre to Adelaide and has direct rail links with Geelong, Portland, Western, North Western and Central Victoria. Ararat is located on the Melbourne-Adelaide Railway via Geelong (National Rail Grid) and on the connection from Portland to areas to the north. The township of Ararat is the first major stopping point for travellers from Melbourne since the construction of the Ballarat bypass. Ararat is a very important service centre for the surrounding agricultural area. It has a full range of regional shopping, educational and recreational facilities. Ararat is situated near the Hopkins River, which runs from its northern point to the North-East of Ararat to its ocean mouth near Warrnambool. Nearby Lake Bolac, located in the southern area of the municipality, is situated in the fertile western district plains, and is a popular location for camping, fishing and boating.
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The townships of Moyston and Pomonal to the west of Ararat are located at the foothills of the Grampians National Park, and offer opportunities for a rural residential lifestyle. The township of Elmhurst attracts people seeking a rural lifestyle given the affordable prices, some services and commuting distance from Ararat. Willaura and Streatham are located within highly productive and versatile soils which support a wide range of agricultural products. The Ararat Aerodrome and associated infrastructure, including four hangers, a terminal building, fuel store and amenities, is located on the eastern edge of town, adjacent to the Western Highway.
Key Topographical Features of the Municipality
• Western boundary - Grampians Mountain Range including eastern scarp of the Serra Range and Mt William. • North and Central - Mt Ararat Range and Black Range together with undulating foothills. • North-East - Pyrenees Mountain Range including Mt Langi Ghiran, Mt Buangor, Mt Cole. • Ararat to North - Undulating hills for sheep and wine growing. • Ararat to South - Undulating open grazing and cropping in broad areas with relatively few connecting roads. • Lake Bolac, Green Hill Lake (near Ararat), Lake Buninjon (north of Willaura) and many other minor wetlands.
Municipal Boundaries
• Western boundary is along the Grampians range from Pomonal in the north almost to Dunkeld in the South. • The northern boundary extends from Birdswing Road (north of Pomonal) across to the Black Range, Armstrong and then to Elmhurst in the east. • The Eastern boundary extends from Elmhurst down through the Pyrenees Range past Streatham to Pura Pura. • The Southern boundary extends westwards from Pura Pura to Nerrin Nerrin, Lake Bolac, Chatsworth North, Berrambool, Yarrack, Narrapumelap then north of Glenthompson towards Dunkeld.
Main Roads within the Municipality
• Western Highway through Ararat. • Glenelg Highway through Streatham, Westmere, Lake Bolac, Wickliffe. • Mortlake - Ararat Road from South of Lake Bolac to Ararat. • Rossbridge - Streatham Road • Ararat - Pomonal Road. • Lake Fyans Tourist Road to the north and north-east of Pomonal. • Ararat - St Arnaud Road. • Pyrenees Highway from Ararat to Elmhurst.
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Rail Lines within the Municipality
• Interstate standard gauge from Pura Pura through Ararat towards Stawell. • Ararat Portland Standard gauge from Maroona to Glenthompson. • Ararat Ballarat broad gauge line east of Ararat. • Pyrenees line standard gauge from Ararat to Elmhurst
Region’s Airports & Flight Paths
• Ararat Aerodrome is licensed with a sealed main runway and two grass strips. • Other unlicensed private aerodromes or aircraft landing strips may also exist. • Main interstate and international flight paths pass over the municipality. • Regional airports are Horsham, Stawell, Hamilton and Ballarat
Typical Climate across the Municipality
• Temperate with maximum temperatures similar to Melbourne. • Occasional winter snow on the high peaks above 800m.
Average Rainfall across the Municipality • Ararat in the north of the municipality receives an average of 615mm of rain each year • The Grampians in the west of the municipality receives up to 1000mm of rain in the mountain/hill region and as low as 300mm in the plains country • Lake Bolac in the south of the municipality receives an average of approximately 500mm of rain each year
Health The primary health facility for the Ararat Rural City is the East Grampians Health Service which provides hospital, nursing home care and hostel accommodation at two campuses, Ararat and Willaura. The Ararat Campus has a primary care casualty unit, midwifery unit, radiology unit and physiotherapy department. Ararat has one medical clinic with resources which provide an on-call service to East Grampians Health urgent care centre. Ararat Rural City Council co-ordinates Home, Aged and Community Care Services which includes meals on wheels and home maintenance. Council is also responsible for implementing the Municipal Public Health and Wellbeing Plan which ensures that public health issues are addressed or initiatives are which concern the safety, wellbeing and general health of the community are implemented.
Engineering Lifelines Within the Ararat Rural City Council, engineering facilities are provided through a number of local contractors. These local contractors are available for all engineering services from construction to design. They are also available in emergency situations when plant is required to assist fire breaks, the provision of water etc. The Ararat Rural City Council provides both construction and design support and is available to support the community in the event of an emergency.
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Community Lifelines There is a strong network of health and welfare agencies within the Ararat Rural City Council. The Ararat Emergency Relief Committee provides assistance in the way of food and petrol vouchers. Red Cross and the Salvation Army are active in the city and rural sectors.
2.2 – Demographic Profile Ararat Rural City (ARC) has an approximate population of 11,600 people (ABS, 2016) with women comprising approximately 47% of the population and men accounting for approximately 53%. Planning for emergencies requires the inclusion of a broad spectrum of contributing factors relating to the population, including ability, cultural sensitivities, religious considerations and other factors.
Age ARC has a broad age range throughout the municipality, with a median age of 46 years present in the population. 0-24 years – approx. 25.3% of the population 25-44 years – approx. 22.3% of the population 45-64 years – approx. 29.2% of the population 65+ years – approx. 23.1% of the population Based on the potentially higher needs for assistance for those in the more vulnerable age groups (Less than 18 years of age, older than 65 years) these age groups account for approximately 44% of the population and as such are a key consideration when undertaking municipal emergency management planning.
Country of Birth Addressing the need for cultural sensitivity and consideration during emergency management planning, Ararat Rural City is mainly comprised of Australian-born residents (82%), as well as containing a variety of other nationalities, for example; British (2%), New Zealander (1.6%), Phillipino (0.7%), Indian (0.6%) and German (0.4%). ARC is comprised of a comprehensive multicultural population that needs to be acknowledged and accounted for during the EM planning process.
Religious Affiliations Ararat Rural City has a diverse presence of religious movements and organisations within the municipality, with the largest representations present being Catholicism (19.5%), Anglican (11.8%) and the Uniting Church (9.0%). ARC hosts and supports a wide range of religions, including as Buddhism, Islam and other movements.
Indigenous Australian and Torres Strait Islander Population The municipal area of Ararat is situated in the Djabwurung, Wathaurong and Giraiwurung group areas, and has an approximate population of 175 Aboriginal and/or Torres Strait Islander people. This population represents approximately 1.5% of the total municipal population.
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Key groups for consideration in Emergency Management planning • Farms and small towns south of Ararat being in open grasslands are susceptible to fast moving grass fires. • Rural residential and small area farmlets around Ararat, Armstrong, Moyston and Pomonal are susceptible to fire risk from nearby forests. • Institutional groups such as Senior Citizens, Visually Impaired and Community Special Homes for • the Intellectually Disabled. • Hopkins Correctional Centre (Ararat Prison) located off the Warrak Road, north east of Ararat. • Wool growing and cropping is the major primary industry. • Townships act as service and educational centres. • Major secondary industry is located in Ararat. Larger employers are AF Gason P/L, Ararat Manufacturing Enterprises P/L. • The tourist industry is centred around the Grampians, the wine industry, rural accommodation, water sports and local attractions or events.
2.3 - Vulnerable Persons and Communities The Ararat Rural City Council, Red Cross, Community Groups and Health and Community Care services have identified vulnerable individuals living within the community. There are also a number of special needs groups and facilities throughout the Municipality including Hospitals, Aged Care Facilities, Schools, Kindergarten’s and community health facilities. These vulnerable facilities have been identified using council mapping systems, this information is available to emergency agencies planning or responding to an incident. Moyston and Pomonal are identified as high risk communities in the event of a bushfire. Additional planning has been undertaken in Ararat, Elmhurst, Lake Bolac, Moyston, Pomonal Streatham and Willaura communities in the form of Community Information Guides formerly known as Township Protection Plans and Neighbourhood Safer Places. According to the DHHS ‘Vulnerable people in emergencies (Feb 2018)’, the definition of a vulnerable person is defined as someone living in the community who is: • Frail, and/or physically or cognitively impaired; and • Unable to comprehend warnings and directions and/or respond in an emergency situation A vulnerable person may be identified for inclusion on a Vulnerable Persons Register if they additionally: • Cannot identify personal or community support networks to help them in an emergency The identification and assessment of Vulnerable Persons (VP) is an ongoing process. Once a Vulnerable Person is identified, they are registered in the Crisisworks Vulnerable Person Register. This Register also includes a list of vulnerable facilities in the municipality. These details assist Victoria Police, as the controlling agency for evacuations, in developing evacuation plans as necessary. Municipals councils (ARCC) are responsible for maintaining these registers.
2.4 - Municipal Map Council’s GIS system Spectrum can provide key information relevant to emergency response and management, including individual property owner details and locations of strategic fire breaks, NSP-BPLR locations, and other key municipal features. Comprehensive Geographic Information System (GIS) mapping is available through the MERO. Maps of the municipality and townships throughout Ararat Rural City can be found in Appendix C of this Plan.
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2.5 - History of Significant Emergencies A summary of major emergencies that have occurred in the municipality is as follows: Incident Outcome
1939 – Black Friday Fire started in the Grampians National Park and spread from Pomonal to Yarram Park. 1942 – Fire Grass Fire Eastleigh to Lake Bolac.
1944 – Three 1st Fire burnt from Peacocks at Willaura to Lake Bolac. 2nd group from Lake Bolac Large Fires Flax Mill to Lismore and the other to Torquay.
1960 – Grampians Fire Started in Grampians National Park burning from Pomonal to Yarram Park. 1977 – Streatham Fires Started from an electrical fault in grassland near Tatyoon North and destroyed the township of Streatham.
2000 Train Accident Two goods trains collided head on just near the Vincent street bridge significant disruption to interstate rail during recovery.
2005 - Deep Lead/ Black 7500h burnt, 9 primary residences lost, 70 other buildings including holiday homes Range Bushfires, New and sheds, 300kms fencing, 200 stock losses, 260 property owners affected, MECC Year’s Eve and relief centre opened. Impacting on the Northern Grampians Shire and Ararat Rural City
Jan 2006 - Mount Lubra Over 120,000h burnt, 2 lives lost. 40 primary residences lost, 200 other buildings Bush Fires burnt, 100,000 stock losses, 300 properties affected. Impacted on Halls Gap and threatened surrounding towns of Pomonal, Moyston and as far south as Willaura
Oct 2010 – April 2011 Locust plaques
Sept 2010 –Jan 2011. Significant state and Regional Flooding. Properties in Ararat, Wickliffe, Streatham Whole Shire Floods and and Ross Bridge, causing Road closures and home inundation. 190 Landslides Storms across Grampians National Park as a result of intense rainfall.
2012 – Fire Bulgana Started by children smoking ferrets from burrow on TFB. Impacted on farms & grasslands on the north west edge of Ararat.
2013 – Fire Mile Post Lane Lightning strike started grassland fire
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2014 - Northern A series of lightning strikes on the 15th February, 2014 ignited over 14 fires in Grampians Complex the northern part of the Grampians National Park. The fire impacted Fires & Black Ranges – communities, Wartook, Roses Gap, and Dadswells Bridge. The fire burnt an Bunjils Cave Rd Fires area of approximately 56,590 hectares, 3 Primary residences lost. The Black Ranges fire was in inaccessible terrain. Residents were warned to leave Pomonal and Halls Gap and did not destroy property or stock but caused significant community disruption over a 3 week period.
2015 Moyston Fire On Friday 2nd January a gas gun is suspected of starting a fire approximately 5km North of Moyston and impacted farmland over approximately 25km distance from Better Route Rd towards Maroona. 2 primary places of residence were destroyed and 2 bungalows,2538 km of fencing was destroyed 4,900 sheep 7+ sheds..
2016 Floods Over a 3 day period 12/13/16 September significant rain fell across the entire Ararat Municipality and South West Region. Rainfall in excess of 100mm was recorded filling lakes (Green Lake, Lake Bolac) and surrounding streams and rivers. The Hopkins River rose dramatically flooding roadways and adjoining farm land. Concerns were raised for the township of Streatham as water levels breached the Glenelg Highway. Water levels identified in the Flood Plan did not reach inundation levels. The Heywood ICC managed the flood response.
2019 – Rocky Point On 5/3/2019, CFA responded to reports of smoke near the intersection of Rocky Fire (Moyston) Road and Phillips Flat Road in Moyston. The fire had burnt approximately 2 hectares upon arrival of the CFA. Due to difficult terrain making access harder, foot crews were pulled from the area and backburning took place at a lower point on the hill to stop the fire. Crews from 12 CFA brigades attended. Approximately 20 hectares of grassland burnt.
Blue-green algae outbreaks have occurred at Green Hill Lake, Alexandra Lake and in the Hopkins River. Contact with humans can cause sickness or irritation and ingestion by humans or stock can cause serious health problems or death. On occasions it has been necessary to divert traffic from the Western Highway onto other roads due to major traffic accidents. The Western Highway carries a large volume of both domestic and commercial traffic which can impact adversely on the local road network. Heat health alerts have been activated in response to heatwaves with planning and activation of cooling centres, community information and welfare checks on the elderly and parents with babies. Specific details relating to heatwave mitigation can be found in the ARCC Heatwave Mitigation Plan.
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2.6 - EMERGENCY RISK ASSESSMENT A Community Emergency Risk Assessment (CERA) process using the generic guidelines of the Risk Management Standard AS/NZS 4360:2004 and AS/NZS ISO 31000:2009 has been conducted by the members of the MEMP Committee with input from other various experts.
Introduction As part of the Emergency Management Planning Process, Council is required through the Emergency Management Act and the Emergency Management Manual Victoria to undertake a Community Emergency Risk Assessment (CERA). Ararat Municipal Emergency Management Planning Committee has appointed a CERA Sub Committee which consists of members of the SES, VicPol, CFA both regional and local members and Council staff. The Committee worked through the State-wide SES CERA Template to review the community emergency risk profile and risks for Ararat.
Consultation and Feedback The Community Emergency Risk Assessment (CERA) process has been established by the State to identify and prioritise emergency risks within a local municipality. The output of the assessment process can be used to ensure communities are aware of and better informed about hazards and the associated emergency risks that may affect them. In accordance with the framework, this process is undertaken every three years by a working group consisting of hazard specific experts in the identified hazard areas and local emergency service personnel. It then gives the community an opportunity to provide localised input into impacts and the existing mitigation controls they have developed and any improvement opportunities that they are undertaking in their local areas.
The following risks are listed in priority order: • Bushfire – Large Regional • Road Transport Accident – Large Commercial • Transport Incident – Train, Rail • Storm • Drought • Transport Accident – Aircraft • Extreme Temperatures - Heatwave • Flood – Major • Service Disruption – Essential Services, Telecommunication • Fire – Industrial, Residential, Tyre Stockpile (Stawell) • Human Epidemic/Pandemic • Hazardous Materials Release – In Transit The management processes and policies within this plan will handle risks that have rated moderate or low.
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PART THREE - PLANNING ARRANGEMENTS 3.1 - Planning Structures and Responsibilities The Emergency Management Act 1986 and 2013 (the Act) provide the legislative framework for emergency management in Victoria. Part 4 of the Act specifies the role and responsibilities of municipal councils regarding emergency management planning. These responsibilities include the preparation and maintenance of the municipal emergency management plans. The purpose of the Act is ‘to ensure that the components of emergency are organised within a structure which facilitates planning, preparedness, operational coordination and community participation.’ The Ararat Rural City Council accepts responsibility for the coordination and management of its municipal resources for response, relief and recovery purposes in the event of an emergency. This includes the facilitation of: • Municipal assistance to agencies during the response to and relief from emergency events; • Assisting persons and communities affected by the emergencies to achieve a ‘normal’ level of functioning as efficiently and effectively as possible; • Implementation of recovery activities within the municipality, in consultation with the relevant government agencies and community organisations. Ararat Rural City Council is a signatory to the Municipal Association of Victoria’s Protocol for Inter-Council Resource Sharing to ensure resource continuity during emergencies for support of neighbouring councils as well as to support Ararat Rural City should its resources become limited and/or unavailable. ARCC, pursuant to Section 21A of the Act, will submit the Municipal Emergency Management Plan to the Victorian State Emergency Service (VICSES) for audit every three years. The Chief Officer of Operations for VICSES is responsible for the audit process, whilst the audit is conducted by a multi-agency panel using a standard set of criteria directly related to these guidelines. Post-audit, an audit report will be issued to ARCC, after which ARCC must provide a written response to the report within three (3) months of receipt.
3.2 - Municipal Emergency Management Structure Ararat Rural City Council has developed a structure for meeting its emergency management obligations. This structure identifies the difference between the planning and mitigation function and the operational response function within its emergency management action development. An overview of this structure is outlined below:
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3.3 - Planning and Mitigation Ararat Rural City Council works with a range of emergency service organisations, government departments and local organisations to plan for mitigate the impact of emergencies within the municipality.
3.3.1 - Municipal Emergency Management Planning Committee (MEMPC) The MEMPC is formed to formulate a plan for the Council’s consideration in relation to the prevention of, response to and recovery from emergencies within the Ararat Rural City municipality. This Committee is required to be formed under Section 21(3) and (4) of the Emergency Management Act 1986. The standing membership of the MEMPC is comprised of the following members: • Ararat Rural City Councillor – Chairperson • Municipal Emergency Response Coordinator (MERC)/ or Deputy (Victoria Police) • Municipal Emergency Resource Officer (MERO)/ or Deputy (ARCC) • Municipal Fire Prevention Officer (MFPO/ or Deputy (ARCC) • Municipal Recovery Manager (MRM)/ or Deputy (ARCC) • MEMPC Administration Support Officer (ARCC) Local Emergency Service/Community Organisation Representatives • Ambulance Victoria • Australian Red Cross • CFA Operations Officer, District 16 • Department of Environment, Land, Water and Planning • Department of Health and Human Services • Department of Jobs, Precincts and Regions • East Grampians Health Service • VicRoads In addition to this standing membership, the Committee welcomes attending of the following organisations and agencies at meetings. Their contributions and attendance are of particular relevance when each Emergency Risk (CERA) relevant to the agency/organisation is reviewed. At other times it is recognised that Reports are submitted for each meeting. • Glenelg Hopkins Catchment Management Authority • GWM Water • Hopkins Correctional Centre • PowerCor • VicTrack • Others as required
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3.3.2 - Specialist Sub-Committees Specialist sub-committees can be formed at the discretion of the MEMPC, to address specific Emergency Risks or other identified emergency-related areas of the municipality. Sub-Committees that are currently formed (at point of issue of this Plan): • Pandemic Sub-Committee • Municipal Fire Management Planning Committee • Windfarm Sub-Committee A list of sub-plans to the MEMP is detailed in Appendix H. The MEMPC will manage arrangements for the review and update of these plans and direct the formation of sub-committees if and when required.
3.3.3 - MEMP Plan Maintenance Maintenance of the Municipal Emergency Management Plan (MEMP) is detailed in the table below: Frequency of Meetings The MEMPC will meet quarterly in February, May, August and November. Minutes of all meetings will be recorded and copies distributed to all standing members of the MEMPC, the Regional Emergency Response Coordinator (RERC) and the Divisional Director of the Department of Health and Human Services. Plan Review The content of this plan is to be reviewed annually or after an emergency which has activated part of this Plan. Organisations delegated with responsibilities in this Plan are required to notify the MERO or any changes of details (eg. Contact information), as they occur, and at MEMPC meetings. Review of the Plan will specifically focus on the potential risks in the Ararat Rural City and the updating of the Contact Directory of the Plan. These form specific meeting agenda items and are recorded in the minutes of the quarterly MEMPC meetings. Amendments are to be produced and distributed by the Ararat Rural City Council as required. Testing Upon completion of development of this Plan, and thereafter on an annual basis, arrangement pertaining to this plan should be tested. This will be done in a form determined by the MEMPC. Any procedural anomalies or short falls encountered during these exercising, or ensuing operations, will be addressed and rectified at the earliest opportunity.
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3.4 - Operational Response 3.4.1 - Municipal Emergency Management Group (MEMG) The MEMG, or relevant members, will convene when the scale of the emergency dictates. Members of the MEMG will liaise to determine what level of activation is required. The functions of the Municipal Emergency Management Group will be carried out in consultation with the Municipal Emergency Response Coordinator (MERC) upon notification of an emergency event by its Incident Controller. This group consists of: • Municipal Emergency Manager (MEM) – Emergency Management Coordinator (ARCC) • Municipal Emergency Response Coordinator (MERC) – Victoria Police • Municipal Emergency Resource Coordinator (MERO) – ARCC • Municipal Recovery Manager (MRM) – ARCC • Control and support agency representatives • Others co-opted as required Members of this group may also be involved with forming an operational response team, known as the Municipal Incident Recovery Committee (MIRC), in conjunction with the arrangements detailed in the Recovery Operations Plan (Appendix E). General contact details for MEMG members are available in Appendix B of this Plan.
3.4.2 - Operational Flow Chart Below is a flow chart showing the operational structure of the Municipal Emergency Management Group. The MEMG will consider issues relating to emergency management within the municipality, such as the establishment and operation of relief/recovery centres.
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3.4.3 - Council Roles and Responsibilities in Emergency Role Responsibilities Municipal Emergency The role of the MEM is to: Manager • coordinate a range of risk reduction activities to ensure maximum (MEM) efficiency and synergy is obtained; • liaise with the community on all safety matters and support staff and (ARCC nominates the groups designated to deal with specific risks; Emergency • ensure the MEMP is effective and current: Management • ensure that municipal resources are utilised effectively in a community Coordinator as the emergency, for response and recovery activities; MEM) • coordinate the emergency management activities of, and liaise closely with the MERO, MRM and MFPO; • ensure that the MOCC can be activated at short notice in event of an emergency; • arrange meetings of the MEMPC or the Municipal Emergency Coordination Group as appropriate during an emergency; • maintain effective liaison with all regional, state or Commonwealth emergency related agencies servicing the municipal district; • ensure that an effective contact base is maintained so that municipal resources can be accessed on a 24-hour basis; • ensure that contractual arrangements with contractors to provide response or recovery support during an emergency are agreed to and documented in advance of such events; • ensure that appropriate operating procedures and processes are developed, documented and tested by those required to use them during an emergency, and that suitable training takes place; • ensure that appropriate procedures, processes and systems are in place to record and monitor any council expenditure specifically applicable to an emergency; • ensure that applications for expenditures eligible for assistance from State sources are submitted to appropriate agencies; • ensure that debriefing sessions are held for any response and recovery operation after an emergency to examine effectiveness of the MEMP, and upgrade it as necessary; keep the Council and Chief Executive Officer informed on emergency management activities Municipal Emergency The role of the MERO is to: Resource Officer • Co-ordinate municipal resources in emergency response; (MERO) • Provide council resources when requested by emergency services or police during response activities;
• Maintain effective liaison with emergency agencies within or servicing the municipal district; • Maintain an effective contact base so municipal resources can be accessed on a (24/7) basis; • Keep the municipal operations coordination centre(s) prepared to ensure prompt activation if needed;
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• Liaise with the MEM and the MRM on the best use of municipal resources; • Organise a response debrief if requested by the Municipal Emergency Response Coordinator (MERC), an appointee of Victoria Police; Ensure procedures and systems are in place to monitor and record expenditure by the council in relation to emergencies; and perform other duties as determined. Municipal Recovery The role of the MRM is to: Manager • coordinate municipal and community resources for recovery; (MRM) • assist with collating and evaluate information gathered in the postimpact assessment; • establish priorities for the restoration of community services and needs; • liaise with the MEM and MERO on the best use of municipal resources; • establish an information and coordination centre at the municipal offices or a location more appropriate to the affected area; • liaise, consult and negotiate with recovery agencies and council on behalf of the affected area and community recovery committees; • liaise with the regional recovery committee and Department of Health and Human Services; undertake other specific recovery activities as determined Municipal Fire The role of the MFPO is to: Protection Officer • Undertake and regularly review council’s fire prevention planning plans (MFPO) (together with the Municipal Fire Management Planning Committee MFMPC) • Liaise with fire services, brigades, other authorities and councils regarding fire prevention planning and implementation; • Advise and assist the Municipal Emergency Management Planning Committee (or MFMPC) on fire prevention and related matters; • Carry out statutory tasks related to fire prevention notices and infringement notices; • Investigate and act on complaints regarding potential fire hazards; • Advise, assist and make recommendations to the general public on fire prevention and related matters; • Issue permits to burn (under Section 38 of the Country Fire Authority Act)
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3.5 - Neighbourhood Safer Places – Bushfire Place of Last Resort (NSP-BPLR) NSP-BPLR’s are not part of shelter-in-place or evacuation strategies; they are places of last resort (where other plans have failed or cannot be followed) where a person’s prospect of survival may be better than other places, but cannot be guaranteed. These locations are places that have been assessed by the CFA to meet their Neighbourhood Safer Place – Bushfire Place of Last Resort Assessment Guideline (2016). These locations are designated and signposted by Council, and are reviewed annually by the CFA. Once these locations are assessed, there are approved by the MEMPC and endorsed by Council. The following locations are designated NSP-BPLRs within Ararat Rural City: Ararat Ararat Town Hall – Carparks and Surrounds Corner Barkly Street/Vincent Street Ararat 3377 Ararat Alexandra Oval Waratah Avenue Ararat 3377 Elmhurst Elmhurst Mechanics Institute – Footpath and forecourt in front 34 High Street (Pyrenees Highway) Elmhurst 3469 Lake Bolac Lake Bolac Information Centre – Carpark and footpath area 2166 Glenelg Highway Lake Bolac 3351 Moyston Moyston Recreation Reserve Corner Moyston-Great Western Road/Ararat-Halls Gap Road Moyston 3377 Streatham Streatham Memorial Hall 30 Campbell Street (Glenelg Highway) Streatham 3351 Willaura Willaura Memorial Hall Main Street (Opposite Commercial Street) 3379
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PART FOUR – RESPONSE ARRANGEMENTS 4.1 - Introduction Emergencies of varying magnitude are a common occurrence in Victoria, necessitating deployment of resources to counter the effects of, or threat from, an emergency.
Classes of emergencies (EMMV) Class 1 -A major fire; or -Any other major emergency for which the MFESB, CFA or VICSES is the control agency under the State Emergency Response Plan Class 2 -A major emergency that is not a Class 1 emergency; or -A warlike act or act of terrorism, whether directed at Victoria or a part of Victoria or anything State or Territory of the Commonwealth; or -A hijack, siege or riot Class 3 For purposes of the State Emergency Response Plan -A warlike act or act of terrorism, whether directed at Victoria or a part of Victoria or anything State or Territory of the Commonwealth; or -A hijack, siege or riot
The State Emergency Management Priorities are underpinning priorities that guide decision making and planning for emergencies in Victoria. These priorities focus on the primary protection of life, distribution of community information and warnings, and protection of critical infrastructure, public and private assets and the environment.
Victorian emergency response management operates at the following three tiers: • Incident • Regional • State The Ararat Rural City Council supports emergency response at the incident level when emergency services or control agencies exhaust their own avenues of supply and there is a requirement for continuity of resource supply required. A resource is essentially any function or item which a responding agency required to perform its response role. A supplementary emergency response resource is a resource that is required by a response agency (usually an emergency service, including the control agency) for emergency response operations that is neither owned nor effectively controlled by that agency. Supplementary resources include, but are not limited to: • Personnel (e.g. agency support, industry technicians) • Equipment (e.g. plant equipment, vehicles) • Services (e.g. telephone lines, expert technical advice) The concept of accessing supplementary emergency response resources is that the response agency requires the resource to complete a task that would otherwise be beyond its capacity or capability.
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Response agencies requiring additional resources will put their require through the MERC to the MERO. The MERO will endeavour to obtain those resources through existing municipal arrangements. If unsuccessful, the request will be passed through the MERC to the Regional Emergency Response Coordinator (RERC). Municipal councils (ARCC) must prepare and maintain a Municipal Emergency Management Plan (MEMP) that contains provision for identifying municipal resources (being resources owned by or under the control of the municipal council) and other resources available for use in the municipal district. This must be undertaken in accordance with Section 20(2)(a) & (b) of the Emergency Management Act 1986 and EMV Practice Note ‘Sourcing Supplementary Emergency Resources from Municipal Councils’. These arrangements recognise that municipal councils have limited budgets and as such defined limits and constraints should be commensurate with the Council’s capacity to provide the resource. The provision of municipal resources beyond the defined limit can be charged to the response.
DEFINED LIMIT On the 15th September 2015, the Ararat Rural City Council moved “that Council set a ‘Defined Limit’ of $5,000 for the provision of municipal resources provided in an emergency and adopt the changes to the MEMP to reflect that defined limit.”
Below is a flowchart outlining the responsibility of agencies during the provision of municipal resources:
$ COSTS $ RESOURCES MERO CONSTRAINTS PER
Limits /
MERC OTHER
MERC / RERC
$ COSTS $
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4.2 - Command, Control, Coordination Function Description Control Control of an emergency situation will at all times remain the responsibility of the designated agency or authority for that type of emergency. The control agency is required to appoint an Incident Controller, who will control operations. Command Command involves the direction of personnel and resources of an agency (e.g. ARCC) in the performance of that organisation’s role and task operates vertically within it Coordination The Emergency Management Act 1986 stipulates that Emergency Response Coordinators at Regional, Municipal and Field levels will always be Victoria Police members. Incident Emergency The most senior Police Officer present at the scene of an emergency is the IERC Response Coordinator and has the responsibility of coordinating resources to provide the most effective (IERC) support to the control agency and the functional service agencies. Municipal Emergency The Officer in Charge at the Ararat Police Station is the MERC for Ararat Rural City Response Coordinator with his/her deputies. Any control agency requiring municipal support will (MERC) request that support through the MERC, who will then liaise with the MERO. Regional Emergency The appointed RERC will receive and action any requests from the MERC for Response Coordinator further assistance when municipal resources are unavailable or have been fully (RERC) committed or exhausted.
4.3 - Local Emergency Response Arrangements Municipal Emergency Response Officer (MERC) – Victoria Police The Officer-In-Charge of the Ararat Police Station is the delegated MERC for the Ararat Rural City area. On notification of an emergency the MERC, in consultation with the Incident Controller and MERO will determine the level of response required from the MEMG and any support agencies in managing the emergency event. In some circumstances the emergency may be managed by the MERC, MERO and IC via phone, in an office or at the scene and can be escalated as required. The MOCC may be activated to coordinate municipal resources dependent on the impact the emergency has on the community, the number of external resources required and the expected duration of the emergency event. The MERC is required to take an active role in emergency planning at the local level and has the responsibility for the coordination of resource provision as required by control and support agencies during the response to an emergency. Responsibilities: • Take an active role in planning at the local level including representation on the MEMPC • Ensure the MERO is advised of the emergency and is available to provide access to municipal resources if required • Liaise with the control agency and support agencies and ensure that an effective control structure has been established by agencies responding to an emergency at the local level
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• Advise the Regional Emergency Response Coordinator (RERC) of emergencies with the potential to require resources from the from outside the municipal district • Conduct briefings during the emergency with relevant staff and debriefings on completion to evaluate the capability and identify improvements
Municipal Emergency Resource Officer (MERO) – Ararat Rural City Council The MEMP must identify municipal resources and other resources available for use in the municipal district for emergency prevention, response, relief and recovery (Emergency Management Act 1986) ‘Other resources’ are resources located within (or beyond) the municipal area that are neither owned nor controlled by ARCC, but their availability may be identified in the MEMP. The MERO is not obligated to sources resources that are not owned or under the direct control of the municipal council. Coordination of municipal resources is undertaken by the MERO and MRM in their respective roles. The Incident Control Centre (ICC) ‘Logistics’ cell (either CFA or DELWP) has access to the municipal resource list and the capacity to engage and coordinate other resources. However, the MERO is encouraged to extend their coordination role to the provision of other resources. This extended service provides valuable assistance to response agencies and will potentially lead to improved outcomes for the community affected by the emergency. Municipal Operations Coordination Centre (MOCC) – Ararat Rural City Council As there is no longer a requirement for Municipal Councils to facilitate the implementation of a MECC, Ararat Rural City Council instead will activate the MOCC, which will congregate relevant staff members of ARCC to improve coordination of municipal resources and response to emergencies. The MOCC will be coordinated by the Emergency Management Coordinator, and will be connected to the ICC of the emergency event (if required) through the designated EMLO. The MOCC can be facilitated either online through the Microsoft Teams software, or in person at the Municipal Offices on Vincent Street, Ararat. The MOCC Operating Procedures can be found in Appendix G.
4.4 - Control and Support Agencies Detailed below is the agreed set of arrangements for the response to identified emergencies within the Ararat Rural City area. These arrangements have been tailored to meet local response capabilities based on the agencies available within the municipality and agencies identified as Control Agencies as specified within Part 7 of the Emergency Management Manual Victoria. Support Agencies may be able to offer varying levels of support, from ‘on-ground’ resources to provision of information relevant to the emergency event. It may be appropriate to consult with identified Support Agencies for advice in relation to any given emergency. It is the prerogative of the Control Agency to formulate action plans for a given emergency in consultation with Support Agencies.
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4.5 - Control Agencies in Response Emergency Class of major (as per EM Act 2013) Form of Emergency Control Agency emergency An earthquake, flood, Earthquake VICSES 1 windstorm or other natural Flood VICSES 1 event Heat EMC 2 Storm VICSES 1 Tsunami VICSES 1 Landslide VICSES 1 Fire and explosion Aircraft ARFF/CFA/MFESB 1 (2 if ARFF) Boilers and pressure vessels CFA/MFESB 1 Explosion CFA/MFESB 1 Explosive device VICPOL 3 Fire CFA/MFESB/DELWP 1 Road accident or any other Aircraft VICPOL 2 accident Biological materials (including leaks DHHS 2 and spills) Gas leakage CFA/MFESB 1 Hazardous materials, high CFA/MFESB/ARFF 1 consequence dangerous goods or (2 if ARFF) dangerous goods (including leaks and spills) Lifts, cranes or scaffolding and CFA/MFESB 1 amusement structures Building collapse CFA/MFESB/VICSES 1 Dam safety DELWP 2 Marine (not including marine VICPOL 2 pollution) Military aircraft and ships ADF 2 Radioactive materials (including leaks DHHS 2 and spills) Rail and tram VICPOL 2 Road VICPOL 2
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Aircraft – inflight emergency ASA 2 Maritime casualty – non-SAR (all Commercial or 2 vessels) in commercial and local port Local Port waters Manager/TSV Maritime casualty – non-SAR (all TSV 2 vessels in coastal waters) not in commercial or port waters Cetacean (whale and dolphin) DELWP 2 stranding, entanglement and vessel strike Plague or an epidemic or Chemical contamination of livestock DJPR 2 contamination or agricultural produce (agricultural or veterinary) Exotic animal disease (includes bees DJPR 2 and aquaculture) Plant pest or disease DJPR 2 Marine pollution oil spills in Victorian DoT/Port Manager 2 coastal waters up to three nautical miles Wildlife affected by marine pollution DELWP 2 Exotic marine pest incursion DJPR 2 Vertebrate pest/plagues DJPR 2 Retail food contamination DHHS 2 Food/drinking water contamination DHHS 2 Human disease DHHS 2 Blue-green algae DELWP 2 Non-hazardous pollution of inland DELWP 2 waters Shark hazard VFA 2 A warlike act or act of A warlike act or act of terrorism, hijack VICPOL 3 terrorism, hijack, siege or siege or riot riot Other threats against persons, VICPOL 2 property or environment A disruption to an essential Food supply, critical infrastructure VICPOL 2 service damage or disruption Electricity DELWP 2 Natural gas DELWP 2
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Petroleum and liquid fuels DELWP 2 Public transport DoT 2 Roads/bridges/tunnels DoT 2 Drinking water and sewerage services DELWP 2 Cyber security DPC 2 Rescue Building, structure CFA/MFESB/VICSES 1 (note – not listd in the EM Cave VICPOL 2 Act 2013 and potentially a Land VICPOL 2 support service Lifts, cranes or scaffolding and CFA/MFESB 1 amusement structures Mine/quarry VICPOL 2 Rail, aircraft and industrial CFA/MFESB/VICSES 1 Road CFA/MFESB/VICSES 1 Trench or tunnel CFA/MFESB 1 Water VICPOL 2 Search Land VICPOL 2 Water VICPOL 2 Overdue Aircraft AMSA 2
4.6 - Support Agencies in Response Functional Support Area Lead Agency Agriculture DJPR Animal Welfare (livestock and companion animals DJPR Animal Welfare (wildlife) DELWP Ambulance/First Aid AV Business and industry DJPR Coronial Services Coroners Court of Victoria Courts, corrections and consumer affairs DJCS Deceased person identification VICPOL Earth resources (mines) DJPR Education DET Emergency services telecommunications ESTA Energy (including electricity, gas, liquid fuels) DELWP Environmental impact (air, land and water quality) EPA Health and human services DHHS Health Command AV Local government DELWP
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Media/communications EMV Public land DELWP Public transport DoT Responder agencies CFA, MFESB, DELWP, VICSES Roads DoT Spatial data DELWP Specific facilities (including secure facilities) Owner or manager State Government DPC Telecommunications DJPR Tourism DJPR Transport DoT Water and sewerage DELWP Weather BOM WorkSafe Victorian WorkSafe Authority
4.7 - Debriefing Arrangements A debrief of involved staff, agencies and community organisations should take place as soon as practicable after an emergency. The MERC will convene the meeting, with the purpose of the debrief to assess the adequacy of the MEMP, the arrangement and where necessary to recommend changes for improvement. These meetings are to be chaired by the Chairperson of the MEMPC. It may also be appropriate to conduct a separate recovery debrief to address recovery issues. This should be convened and chaired by the MRM.
4.8 - Response and Financial Arrangements Accurate and comprehensive expenditure recording services two major purposes: • It facilitates any claim for reimbursement from the Dept. of Treasury and Finance and the Victoria Grants Commission, and; • It assists in a more accurate collation of the total financial or economic impacts of an emergency In line with national initiatives, Council must have the capability within its accounting system to record the expenditure on an emergency from the time any resources are committed. A cost centre number should be allocated when emergency activity is initiated, and all relevant costs should be managed within this cost centre. Separate emergencies should be allocated specific cost centre numbers. Municipal Councils (ARCC) are responsible for the costs of emergency relief measures provided to emergency- affected people.
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The below table summarises the financial responsibilities for expenditure on response and recovery activities within Ararat Rural City Council: Agency Financial Responsibilities Volunteer Agencies If volunteer organisations are called upon to provide resources within the limit of their means and expend extraordinary funds providing those resources, they should notify the control agency to seek financial reimbursement at the earliest opportunity, preferably before deployment commences. Municipal Councils • Provision of available municipal resources needed by the community and response agencies • Provision of facilities for emergency services’ staging areas. Facilitation of the delivery of warnings to the community • Provision of information to the public and media • Coordination of the provision and operation of emergency relief (includes catering, Emergency Relief Centres, emergency shelters and material needs) • Clearance of blocked drains and local roads, including tree removal • Support of VicRoads for partial/full road closures and determination of alternative routes Extraordinary expenditure incurred (e.g. for overtime, equipment hires used in emergency protection works, restoration of publicly-owned assets) may qualify for reimbursement by the Dept. Treasury and Finance (according to a sharing formula) from the National Disaster Relief Trust Account. Applications for recovery funding should be made through DHHS and State Government. State Agencies State agencies involved in emergency response and recovery activities will initially fund them from within their budgets, including supplies (e.g. catering) purchased from contractors or volunteer agencies. For major emergencies some funding supplementation may be required. This would be the subject of a government decision at the time, in the context of the agency’s budget position. Private Organisations Private organisations meet their own expenses incurred during emergency activities.
Additional financial information can found in the Emergency Management Manual Victoria (EMMV) Part 8.
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4.9 - Evacuation Evacuation is a risk management strategy that involves the movement of people to a safer location, and to be effective must be correctly planned and executed. The evacuation process is scalable and may be applied to individuals, a house, a street, a suburb or large town. Primary responsibility for evacuation sits with Victoria Police who will initiate their Emergency Evacuation Plan, once the Incident Controller determines that due to the size and nature of the emergency, people need to move to a safer location. The Emergency Management Act 1986 and 2013 (Section 36a) gives police the power to declare an area or location to be an ‘emergency area’, thereby preventing people and vehicles from entering and remaining in the nominated ‘emergency area’. This power does not however allow police to direct persons to leave or refuse their entry if they are claiming a pecuniary interest in property, goods, valuables within the nominated ‘emergency area’. Once the decision has been made to evacuate, the MERO should be contacted to assist in the implementation of the evacuation. Council will provide advice regarding the most suitable Emergency Relief Centre and other resources that may be required (e.g. public health, emergency relief considerations or requirements for special needs groups). There are five stages in the evacuation process: 1. Decision 2. Warning 3. Withdrawal 4. Shelter 5. Return Full details of the evacuation process can be viewed in the EMMV, Part 8, Appendix 9.
4.10 - Impact Assessment For Class 1 Emergencies, the Incident Controller(IC) is responsible for initiating and managing the initial impact assessment stage and will ensure the process in embedded with then activities of the IMT and IEMT. Data and information collected during the initial stage will be collated and reported by the IC through the line of control to the RCC and SCC Intelligence. Class 1 Emergencies include; • A major fire, or; • Any other major emergency for which the MFESB, CFA or VICSES are the control agency under the State Emergency Response Plan (SERP) Impact assessment is conducted in the aftermath of a Class 1 Emergency to assess the impact to the community and inform government of immediate and longer-term recovery needs. Impact assessment must be community-focussed to ensure the data/information will assist in decision-making on how to best support impacted communities. Victoria uses a three-stage process to gather and analyse information following an emergency event, and is comprised of three stages: 1. Initial Impact Assessment (IIA) 2. Secondary Impact Assessment (SIA) 3. Post-Emergency Needs Assessment (PENA)
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Initial Impact Assessment (IIA) IIA is a preliminary assessment undertaken by response agencies and is often comprised of visual inspections and/or the compilation of early available quantifiable data (such as number of dwellings destroyed or damaged), impacts on people remaining in affected area. IIA also provides early information to assist in the prioritisation of meeting the immediate needs of individuals and the community. It also indicates if further assessment and assistance is required.
Secondary Impact Assessments (SIA) SIA is a subsequent progressive and more holistic assessment of the impact of the event on the community, and accounts for built and natural environments, social and economic impacts and resulting community needs after an emergency event. Impact assessment for relief and recovery required an additional layer of analysis beyond the IIA, which includes a comparison with baseline information. An adaptive and evidence-based relief and recovery program requires timely, accuracy and progressively more comprehensive information about the impact of an emergency on communities. Coordination of the SIA is the responsibility of the nominated MRM. All departments and agencies involved in the collection of SIA data should liaise with the nominated MRM to ensure the information is coordinated and shared.
Post-Emergency Needs Assessment (PENA) The need for this stage depends on the nature and scale of the event. The nominated MRM will assess whether a PENA is required. PENA estimates the longer-term psychosocial impacts on a community such as displacement of people, cost of destroyed assets, the changes in the ‘flows’ of an affected economy caused by the destruction of assets and interruption of business. Such assessments inform the medium- to longer-term recovery process, and build the knowledge base of the total cost of emergencies that informs risk assessment and management. PENA provides a view into the overall cost of the impact and provides isight in relation to the length of time it will take the community and economy to recover. This data assists in informing government considerations regarding financial assistance, impact mitigation projects and recovery support to the community. The responsibility of coordination of PENA will be dependent on the scale of the emergency, and will be undertaken by: • Local Tier – Municipal Recovery Manager • Regional Tier – Regional Recovery Coordinator • State Tier – State Relief and Recovery Manager
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4.11 - Emergency Agency Communications All control agencies having a role in the MEMP are responsible for the provision of their own communications systems during an emergency. Municipal support agencies requiring communications will make their requirements known directly to the MERO. The State Emergency Response Plan (SERP) identifies Victoria Police as the primary support agency for agency communications. The aim of the following arrangements are: • to ensure plans are in place to enable effective and efficient communications systems to be established and maintained during an emergency or when requested, and; • to ensure all available communication resources within the municipality are identified and utilised when required under emergency response arrangements. Communications Resources Telephones The Telstra line network will be the initial and primary means of communication in the event of an emergency, when it is available, and should be utilised to capacity where possible. When identifying locations for use as Emergency Relief Centres, consider was given to communications facilities already in place at the respective locations. Additional telephones can be provided by Telstra, upon request to the MERC, who will in turn submit such requests to the RERC for action. All costs related to such installations are the responsibility of the requesting agency. These additional resources are to connected for the duration of the emergency and will be removed at the conclusion of the emergency. All costs related to such installations may be reimbursed by the State Government upon application in writing. Most agencies, including Ararat Rural City Council, will utilise the mobile phone network to support land line services. Transceiver Radios Agencies having their own Transceiver Networks are listed below. Use of these systems is general restricted for discrete agency communications, however, the State Trunking network allows some inter-agency interaction. • VICPOL – SMR/VHF with trunking facilities • CFA – SMR/VHF with trunking facilities. Some fire appliances have UHF • DELWP – SMR with simplex on VHF with trunking facilities. Some vehicles have UHF • AV – SMR/VHF • VICSES o Ararat Unit – UHF, VHF with SMR capability and HF-SES o Stawell & St Arnauds Units – UHF and HF-SES o Some member also utilising UHF 40 channel citizen band • ARCC – UHF • Public Access – Citizen Band (CB) Radios There is a vast network of CB radios throughout the municipality. Almost all Police vehicles, farms (base stations, vehicles, equipment) and the transport industry is well-equipped with CB radios.
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4.12 - Emergency Relief The aim of Emergency Relief is to coordinate the provision of emergency relief to an affected community, and to establish a system for the provision of any or all functional services required under Emergency Relief. Responsibilities for Relief: • State – Dept. Health and Human Services (DHHS) • Regional – Dept. Health and Human Services (DHHS) • Municipal – Municipal Councils (ARCC)
4.13 - Emergency Relief Management In the event of requirement for any functional services of Emergency Relief, the request must be channelled through the MERC to the MERO. The MERO will activate the required functional services. All functional services will operate and report back to the MERO. ARCC Emergency Relief Centre locations are as follows: No. Name Location 1 Alexandra Oval Community Centre Waratah Ave Ararat 3377
2 Ararat Town Hall Corner Vincent Street & Barkly Street Ararat 3377 3 Ararat Fitness Centre High Street Ararat 3377
4 Patricia Hinchey Day Care Centre Girdlestone Street (adjacent to Hospital) Ararat 3377 5 Elmhurst Hall Pyrenees Highway Elmhurst 6 Lake Bolac Sports Complex Montgomery Street Lake Bolac 3351 7 Streatham Hall Glenelg Highway Streatham 8 Willaura Hall Main Street Willaura
4.14 - Managing Volunteers Compensation for all volunteer emergency workers will be as laid down in part 6 pf the Emergency Management Act 1986 and 2013. It is the responsibility of the organisation using the volunteer emergency workers to ensure that all volunteer emergency workers are registered using the online DHHS Volunteering Portal.
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4.15 - Relief for Single Incident Emergencies A single incident emergency is defined as an event that has occurred on a small scale, where individuals or families may have had their home or possessions severely damaged or destroyed, through an incident such as a house fire, localised flood, storm or vandalism. Municipal councils (ARCC) are responsible for the coordination of relief in the event of a single incident emergency. The MERO will be contacted by the Incident Controller, who will then coordinate with the MRM to facilitate relief support for affected peoples with external organisations.
4.16 - Catering Upon the activation of a relief/recovery centre, the Australian Red Cross Emergency Services Liaison Officer (ESLO) will be activated by the MERC, to arrange catering. The ESLO will, in conjunction with local catering providers, ascertain the level of involvement necessary by Australian Red Cross, ensuring that local resources are fully utilised. In many emergencies, response agencies will need to provide their personnel with support, such as food and water. Response agencies need to use their own resources and networks to meet these needs, rather than drawing on the relief system. In these situations the response agencies will seek to build supplier relationships with businesses, caters, groups and organisations, and other providers prior to an emergency event.
4.17 - Public Information and Warning Warnings should be used under specific circumstances where community action is necessary primarily to protect lives, as well as the protection of property and the environment. Warnings and public messaging during an incident are the responsibility of the Incident Controller. During an emergency, ARCC will appoint a Media Liaison Officer, and where appropriate, will supplement current warnings and public messaging through its own community channels, consistent with current information released by the Incident Controller. Public and media briefings will be strictly under the control of the MERC and will be given at their discretion. At no stage is it recognised that other agencies/officers can give public statements during the response phase. This information may be disseminated by one or more of the following methods: • Council Website • Council Customer Service (telephones, information centres, email) • Council Newsletters • Council Social Media channels • Local newspapers • Local radio stations • Community/Religious Organisation publications • Door knock efforts • Public address system mounted on vehicle
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Release of Warnings and Public Information regarding an emergency Prevention Any information released to the public by Ararat Rural City Council will be to educate and assist the community to prepare for emergencies. This information must be approved by the MERO and be consistent with information released by Emergency Service organisations Response Releasing information is normally the responsibility of the Control Agency(s) in conjunction with the MERC. Any information released by ARCC must be approved by the MERO or the CEO (ARCC) Pre-Impact – Enable the public to take reasonable measures to prevent or lessen the potential effects of emergencies and to cope during the impact of the emergency During Impact – produce suitable news releases through appropriate news channels concerning the effects of the emergency and what action can be taken by the public. Post-impact – Maintain the crucial information flow to those in need of assistance and direction Recovery Released information is the responsibility of Ararat Rural City Council and DHHS. Any information released must be approved by the MRM or CEO (ARCC), and must be consistent with current authority information releases.
Emergency Warnings The ‘Standard Emergency Warning Signal’ is a distinctive ‘wailing’ siren which may be broadcast on radio, television, or in public areas. It may be used to alert the publiuc to an actual or impending emergency, or maintain the dissemination of information to the public. Authority to use the signal over electronic media must be given by the Incident Control and his/her deputy. The incident Controller may also send Telephone and SMS alerts when Immediate warnings of imminent danger are required. The three levels of warning are: • Advice – General information to keep you up-to-date with developments. • Watch and Act – The emergency may threaten your area. • Emergency Warning – You are in imminent danger.
4.18 - Persons with a disability or non-English speaking persons Special considerations need to be given when warning persons with a disability and/or non-English speaking individuals or groups. When communication of information is required with persons with a disability that makes understanding of information difficult, engagement of specialised assistance for that person(s) may be required. When communication of information is required with persons unable to speak English, an interpreter service such as the Telephone Interpreter Service may be able to assist. (See Contact Details (Appendix B) for relevant contact information)
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4.19 - Environmental Health The Environmental Health Officer (EHO) is responsible for all public health matters in the municipality. Any arrangements undertaken by the EHO should be in conjunction with the Municipal Health and Wellbeing Plan and the State Health Emergency Response Plan (SHERP). The responsibilities of the EHO begin during the initial stages of the emergency. These responsibilities include: • Safe and adequate water supply • Ensuring hygienic food handling – safe production, storage and distribution • Supply of sanitary and hygienic accommodation when required • Refuse removal • Pest control • Control of infectious diseases (immunisation) • Disposal of dead animals In any of the above detailed responsibilities, the Department of Health and Human Services is a significant source of medial advice, providing access to an effective medical network, primarily used for the dissemination of information that is invaluable in emergency situations.
4.20 - Medical Implementation of the medical arrangements will be automatic where people are injured and required medical assistance. This automatic response will be implemented by Ambulance Victoria in conjunction with hospitals in the municipality. The State Health Emergency Response Plan (SHERP) outlines the arrangements for the coordination of a health response to emergency incidents that go beyond day-to-day business arrangements including; mass casualty incidents, complex trauma events, mass gatherings and other incidents impact the health of Victorians. Ambulance Victoria will be responsible for contacting additional first aid support when required (e.g. St John Ambulance and Australian Red Cross). Management of Medical Response Medical response management at an emergency scene will be carried out by the most senior medical officer present. They can be any of the following: • The highest ranked Ambulance Victoria officer present (Health Commander) • A member of a Medical Team The role of the Health Commander at the scene of an emergency is to: • Arrange resources required • Provide triage (prioritise patients for treatment) • Coordinate transport and destination of patients to medical facilities
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4.21 - Transport and Engineering The Coordinator Operational Services has been delegated the responsibility of transport and engineering matters in the event of an emergency within the municipality. The purpose of these arrangements is to identify available transport and engineering resources within the municipality. This will include specialist and technical advice and deployment of municipal resources. All request for transport and engineering resources should be directed to the MERC, who will request them through the MERO. Municipal resources should be used in the first instance, prior to engaging private contractors. Actions that may be required include • assisting with clearance of blocked drains and local roads • tree removal • road closures • determination of alternate routes Responsibility for the management of resources resides with the MERO, in consultation with the Coordinator Operational Services. Should external resources (those not owned or controlled by ARCC) be required, than the engagement of external sources such as contractors may be required. Contact details and information can be found in the EMT Red Book. 4.22 - Mutual Agreements The Municipal Association of Victoria has developed a protocol for inter-Council Emergency Management Resource Sharing. This document is available from the MERO and documentation relating to the protocol can be found in the EMT Red Book.
4.23 - Response Hand Over to Recovery It is essential to ensure a smooth transition from the response phase to the recovery process, in any emergency at the municipal level. While it is recognised that recovery activities will have commenced shortly after impact, there will be a cessation of response activities and an emergency recovery hand-over to recovery teams and agencies. This will occur when the MERC, in conjunction with the Control Agency and the MERO, declares ‘Stand Down’ of response and the MRM acknowledges this change of status. The MERC, Control Agency, MERO and MRM will then consult and agree on the timing and process of response stand down. The early notification of recovery agencies involved in the emergency will ensure a smooth transition of on-going activities from response to recovery. Accounts and financial commitments made during the response phase are the responsibility of the MERO. Payment for goods and services used in the Recovery process is the responsibility of the MRM.
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PART FIVE – RECOVERY ARRANGEMENTS 5.1 - Information Centre Emergency recovery is the coordinated process of supporting emergency affected communities in the reconstruction of the physical infrastructure, economic stability and continuity, rehabilitation of the natural environment, and restoration of emotional and physical wellbeing. The purpose of providing recovery services is to assist the affected community towards management of its own recovery. It is recognised that when a community experiences a significant event, there is a need to supplement the personal, family and community structures that have been disrupted as well.
5.2 - Recovery Management Principles Management and service provision will be developed as much as possible at the local level. State and Regional recovery strategies, services and resources will supplement and complement the municipality’s initiatives rather than replace local endeavours. Management of recovery will occur in the context of clear and agreed arrangements and involve processes of consultation and cooperation through established communication channels. The nationally recognised disaster recovery principles that are fundamental for successful recovery involve: • Understanding the context • Recognising complexity • Using community-led approaches • Coordinating all activities • Communicating effectively • Recognising and building capacity Emphasis will be given to supporting and maintaining the identity, dignity and autonomy of affected individuals, families and the community. Resilience of individuals and communities is respected. Individuals, when possessing information about the situation and available services, can make informed choices about their recovery. Communities, when supported with information and resources, can support and manage their own recovery. Wherever possible, the normal municipal management and administrative structures and practices will be used. The recovery process can be protracted and complex, so time and resources should be allocated to effectively complete the recovery process. To ensure that structures and practices will be response to the special needs and circumstances of the affected community, the establishment of a dedicated recovery team for the duration of the recovery process should be considered. Recovery information and recovery services need to be readily accessible to affected individuals, families and communities and response to their needs and expectations.
5.3 - Municipal Recovery Process The MRM has the delegated responsibility to provide leadership and direction of the municipal recovery process. The MERC and MERO have key roles in also providing leadership towards recovery functions including supporting and contributing to all phases of the recovery process. Key agency personnel, emergency services officers and municipal staff may have roles in each level of the recovery process, however the level of their involvement may depend on the type and impact of the emergency and the duration of the recovery.
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There are three phases in the recovery process: 1. Planning and Preparedness Phase 2. Emergency Recovery Operational Phase 3. Evaluation Phase
5.4 - Recovery Planning and Preparedness Phase The MRM is responsible for the development and maintenance of recovery service arrangements within the municipality. Detail on the planning process is covered in this plan. Recovery agencies meet to plan for emergencies as part of the MEMPC four times per year. Recovery agencies also meet specifically on recovery matters on an annual basis. Key Recovery planning factors There are several key planning factors that have an impact on the ability to respond and recover effectively from an emergency that Ararat Rural City Council will consider in its recovery planning: • Establishment of a recovery planning process that has established strong interagency relationships • Escalation triggers to the regional level have been identified in the Grampians Emergency Relief and Recovery Plan (DHHS, 2016) • The need to build a team of deputy MEROs and MRMs to ensure continuity of service and operations whilst managing staff needs • The need to train and develop a wider Emergency Management Team in preparedness for emergency events, in areas such as relief/recovery support workers and impact assessment coordinators
5.4.1 - Recovery planning process The MRM will work with key recovery agencies through the MEMPC, to ensure the provision of effective relief and recovery services across the municipality through oversight and review of the Recovery Action Plan. This ensures responsibilities are shared across all stakeholders and fully understood.
5.4.2 - Structure of the Municipal Recovery Planning Process The planning process for the implementation of municipal recovery activities is structured to ensure that effective engagement and action occurs within the four recovery environments that are present in the State Emergency Relief and Recovery Plan: Social, Economic, Built and Natural. This planning process will guide the actions of the Municipal Incident Recovery Committee (MIRC). In the event of an emergency, a specific recovery plan will be developed in conjunction with the recovery Action Plan as a guiding document to ensure targeted and relevant actions are taken to respond to the specific nature of the emergency.
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Municipal Incident Recovery Responsibilities • Establish and maintain recovery service arrangements in preparation for an emergency event • Facilitate and ensure effective communication and coordination between stakeholders • Establish working groups to identify and address the recovery requirements of the municipality • Provide support to recovery agencies when required (within capacities) • Maintain effective working relationships between municipal and regional service providers • Review Recovery component of the MEMP as required • Representation at regional/state recovery planning meetings as required (generally MRM/Deputy MRM)
5.4.3 - Planning for the support of Vulnerable People The term ‘vulnerable’ is a broadly used term which in relation to emergency events. The activities and processes set out in the Vulnerable People in Emergencies Policy (DHHS, 2015) target a clearly defined group within the community and do not seek to address all ‘at risk communities and people’ during an emergency. ARCC has a role in coordinating a local Vulnerable Persons Register (VPR), which can be viewed through the existing Council-administered Crisisworks emergency management system. The information within the Register assists in planning for the local area, including evacuation and infrastructure for relief/recovery centres. A VPR has been established and populated with the names and addresses of identified vulnerable people within the Ararat Rural City area who have consented to being listed on the VPR. The responsibility for entering and maintaining information about identified people rests with ARCC and other relevant funded agencies. Release of information will be actioned according to the correct procedure. The VPR will be accessible to authorised Victoria Police representatives, for consideration in planning and exercising. In the event of an emergency, Victoria Police or other emergency services with responsibility for emergency response and evacuations are able to obtain the details of vulnerable individuals directly from the VPR as required.
5.5 - Emergency Recovery Operations Phase The ARCC EMT has allocated a total of eight (8) potential relief centre locations within the municipality. Careful consideration must be given to the prevailing circumstances and number of people needing assistance when selecting one or more sites to establish a relief/recovery centre. Once the location(s) of the centre(s) has been determined, notification will be undertaken through Council media channels (website, social media, Customer Service) for residents to know what resources are available. For details on operational procedures for relief/recovery centres, refer to the ERC Handbook (under review).
5.5.1 - Recovery Action Plan Refer to Appendix E for an overview of the Recovery Action Plan for Ararat Rural City.
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5.6 – Evaluation Phase In accordance with the Emergency Management Manual Victoria and under the direction of the Chief Executive Officer (ARCC), local agencies and organisations will participate in emergency recovery exercises to test these recovery arrangements at least annually, unless there has been activation during the previous 12 months. Emergency relief and recovery exercises may be conducted in a variety of formats and may test various sections of this Plan at Local, Regional or State Levels. There should also be testing of the links between the levels of recovery management. These exercises may be run in conjunction with other emergency management exercises or agency exercises, but must have discrete aims and objectives for the specific testing of this Plan. The MRM will summarise the outcomes of exercises for the Regional Recovery Coordinator (DHHS), who in turn will provide a summary of all regional exercises to the State Recovery Coordinator (DHHS).
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APPENDIX A – MEMPC Distribution List Content removed for privacy reasons
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APPENDIX B – Contact Directory Content removed for privacy reasons
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APPENDIX C – Maps – Townships – Ararat Rural City MUNICIPAL MAP
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ARARAT
BUANGOR
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ELMHURST
LAKE BOLAC
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MOYSTON
POMONAL
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STREATHAM
WARRAK
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WESTMERE
WICKLIFFE
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WILLAURA
Other townships/named areas within Ararat Rural City (maps not applicable) Armstrong Ballyrogan Bayindeen Cathcart Dunneworthy Langi Logan Mafeking Maroona Mininera Rossbridge Tatyoon Yalla-Y-Poora
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APPENDIX D – Emergency Relief Centres
No. Name Location Key Holder + Owner Contact PRIMARY CENTRES 1 Alexandra Oval Community Waratah Ave Matthew Simpson ARCC Centre Ararat 3377 0429 961 659
2 Ararat Town Hall Jacquline Grenfell 0438 813 575 3 Ararat Fitness Centre High Street Matthew Simpson ARCC Ararat 3377 0429 961 659
4 Patricia Hinchey Day Care Centre Girdlestone Street EGHS (MOU in (adjacent to place) Hospital) Ararat 3377 SECONDARY CENTRES 5 Elmhurst Hall Pyrenees Highway ARCC Depot ARCC Elmhurst 5355 0999
Christine Preston 5354 8438 6 Lake Bolac Sports Complex Montgomery ARCC Depot ARCC Street 5355 0999 Lake Bolac 3351 Lake Bolac Milk Bar 5350 2294 7 Streatham Hall Glenelg Highway ARCC Depot ARCC Streatham 5055 0999
Streatham Milk Bar 5350 7550 8 Willaura Hall Main Street ARCC Depot ARCC Willaura 5355099
Ron Jenkinson 0427 849 492
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APPENDIX E – Recovery Operations
Recovery Action Plan
The below table shows an example of the timelines and actions that would be taken by ARCC in the event of a large- scale emergency in the area. This timeline is to be considered as a guide only, as the emergency or ensuing events post-emergency may influence different actions and timelines being enacted.
1. During The Incident Activity Responsibility Activate emergency relief arrangements MRM, MEMG Collect and Collate information from Initial Impact Assessment ICC, MECC
Assess the need and plan for Secondary & Post Event Needs MRM Assessment Plan for and conduct community response information ICC, MRM, meetings Communications Coordinator Plan for community recovery information meetings MERO, MERC, MRM, Communications Coordinator Assess the need, and plan for, the establishment MRM of a recovery centre. Recovery Centre Coordinator 2. Immediately After The Incident (1 – 7 days) Activity Responsibility Establish and brief an Incident Recovery team (IRT) consisting of MRM the recovery planning committee, Recovery Service Coordinators and key agencies
Conduct community recovery information meetings IRT
Activate a Recovery centre/s if required MRM Recovery Centre Coordinator Conduct a Secondary Impact Assessment to identify: MRM & SIA Coordinator • What needs to be done; • Who will undertake those tasks; and • How will they be coordinated (who will do what, where and when).
IRT meets to assess needs. MRM
Commence Clean-up Council Works Department
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Establish a mechanism for the provision of essential needs in the MRM IRT impacted area e.g. resources (financial, human & equipment), water, stock feed, temporary fencing, fuel, food and material aid.
Assign personnel/resources to households in need Personal Support Coordinator
Appoint media liaison coordinator (if required) MRM
Escalate to Regional Recovery Coordination if required MRM
Manage/Refer donation offers and spontaneous volunteers MRM
Conduct first operational debrief MRM
Initiate the Recovery Planning process including the: MRM DHHS • establishment of the Municipal Incident Recovery Council Executive Management team Committee (MIRC); and
• Development of the Municipal Recovery Action Plan structure and framework.
• Establishment of MIRC recovery environment sub- committees 3. Short Term (2 – 4 weeks) Activity Responsibility submit resource requirements to state MRM, MIRC government Continue to monitor community needs through the impact MIRC assessment process and allocate resources where appropriate.
Continue the Recovery Planning process including MRM the: • Recovery Action Plan; and • Conclude the role of the IRT and refer instead to the establishment of Sub-Committees and Working Groups to address specific recovery needs (refer to Section 5.5.10- ‘MIRC’ of this Plan
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• and Appendix 5.6 MIRC Terms of Reference). • Prepare a communications strategy and incident impact assessment summary [appendix 5.7] Sub committees implement the recovery action plan Sub-committee leader(s)
Plan for outreach services ARCC
Implement community development activities ARCC
Maintain recovery centre services (if required) MRM & ERC Manager
Ensure community needs for shelter and material needs are met Recovery Committee
Engage with the community through: MRM • information sharing; • consultation; • supporting community initiatives: and • Active participation. 4. Medium Term (2 – 3 months) Activity Responsibility Continue to implement and monitor the Municipal Recovery MRM Action Plan. MIRC Conduct outreach program (week 6 – 8) Social Environment sub- committee Maintain recovery centre services (if required) MRM & Recovery Centre Coordinator Sub Committees continue action plan Sub Committee chair implementation Sub Committees continue action plan Sub Committee chair implementation Implement economic development activities (if required) Sub Committee chair
Commence planning for the development of a transition MIRC, MRM strategy to enable the timely and appropriate withdrawal of dedicated relief and recovery services and activities, and transition to existing community support services. Continue to conduct recovery service debriefs MRM
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5. Long Term (4 months onwards) Activity Responsibility Monitor and review the progress of the Recovery Action Plan MRM, MIRC
Celebrate recovery milestones MIRC Continue the development of the transition strategy MRM, MIRC
Conduct final debrief MRM
The MRM, or a person delegated by him/her, is to initiate recover activities as soon as possible (or when required) following an emergency. The MRM shall convene a meeting of the key recovery agencies as soon as is practical to assess the situation. If the deliver of recovery services is deemed beyond the capacity or scope of Council’s usual operations, the MRM will activate the Incident Recovery Team (IRT) and if appropriate the Municipal Incident Recovery Committee (MIRC) to undertake the initial coordinated actions and oversee the management of the recovery process.
The Emergency Recovery Operations Process The Emergency Recovery Process follows five phases which require specific actions: • Phase 1 – Threat of an emergency • Phase 2 – Response to an emergency • Phase 3 – Post-emergency • Phase 4 – Recovery management • Phase 5 – Closure of Recovery operations
Phase 1 – Threat of an emergency There are times when emergencies occur with no prior warning (such as a transport accident or a utility failure) and no prior preparation activity is possible. Should this occur, the only option of the municipal council is to respond. Some situations, usually naturally-driven events, often have some warning lead time to allow the recovery team to be alerted and get resources into place. When this occurs, the following actions may be possible: Municipal Recovery Manager (MRM) Actions Required Y/N/NA 1 Confirm the status of the threat with the MEMG. Agree on the notification procedure and escalation process relevant to the type and degree of the threat 2 Send an alert to the relevant recovery service coordinators who may be activated should the threat escalate to an emergency. Advise them to follow procedures prepared for that particular threat 3 Monitor the situation using relevant websites Liaise with MERC, MERO, and other MEMG members on the status of the emergency threat
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4 Follow up the alert to RSCs with a situation report (SITREP) once more information on the threat is known. Keep staff briefed on a regular basis 5 Activate the recovery team/s should the threat escalate 6 Stand the team/s down if the threat subsides
Phase 2 – Response to an emergency In the event that an emergency is impacting on the community, the following actions may occur:
Municipal Recovery Manager (MRM) Actions Required Y/N/NA REPORT CONFIRMS AN EMERGENCY IS IMPACTING ON THE MUNICIPAILTY 1 Attend the MOCC if required 2 Monitor the situation and continue issuing of SITREPs to RSCs and other relevant recovery personnel 3 Vulnerable People: Obtain maps which forecast on impacted areas from the ICC to determine effects (if any) on Vulnerable People EMERGENCY DISPLACES RESIDENTS FROM THEIR HOMES 4 Consult with members of the MEMG, including MERC and MERO, and the ICC to determine which Emergency Relief Centre (ERC) to open 5 Implement ERC activation process 6 Coordinate with Media Liaison Officer to implement ERC information requirements 7 Inform DHHS of activation 8 Continually monitor the needs of the ERC(s) ICC CALLS COMMUNITY INFORMATION MEETINGS 9 Consult with Media Liaison Officer 10 Confirm which recovery staff and with MERO what resources need to be available at the meeting. Action as required 11 Attend meeting or send Deputy MRM if required 12 Update Council’s Executive Management Team as required 13 Continue to provide regular information updates for recovery staff PRIVATE PROPERTIES ARE BEING IMPACTED 14 Activate the SIA Coordinator and brief him/her of situation
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15 Ensure direct contact has been made with DJPR if farms are being affected, request 15 EMLO to attend should their support be required 16 The opening of the additional relief centres as required (Liaise with DHHS on any need for assistance or escalation to a neighbouring municipality if required) 17 Assist SIA Coordinator as required 18 Begin preparing recovery activities such as: • Resourcing for additional ERCs (as required) • Media Liaison Officer to prepare information for community meetings • Ensure adequate resources for Recovery Centre Information pack 19 Monitor the situation and respond to requests and SITREPs as required EMERGENCY IS CLOSE TO BEING CONTAINED 20 Response/Recovery Transition – MRM + Control Agency to call together relevant agencies, MERO, MERC, to consult on the timing of the response stand down and details of response to recovery transition agreement
Phase 3 – Post-emergency A wide range of recovery services are activated in the wake of an emergency. Each service has been delegated to a Council staff member or an identified Support Agency. ARCC will identify staffand/or establish dedicated positions across the organisation to ensure the recovery effort is timely, responsive to community needs, and continues for as long as is required. Recovery Service Coordinators ARCC will recruit personnel to dedicated positions, and/or delegate the responsibility of an RSC to ARCC staff as required. RSCs are responsible to the MRM and initiate actions under the direction of the MRM within their dedicated Recovery Service Area (RSA). The number and types of positions will depend on the scale of emergencies and the recovery requirements of impacted communities. The role requirements are as follows: • Identify with service providers within their area: o What needs to be done? o Who will provide what services? o What resources are available? (local and regional) o How the process will work o What interdependencies exist with other service areas? • Liaise with other RSCs to ensure information sharing and cross-service planning occurs Actions that need to be taken in conjunction with the MRM: • Identify Deputy RSCs for each RSA to relieve when they are unavailable • Review service arrangements annually
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Recovery Service Areas (RSAs) Recovery Description RSC Support Agency Service Accommodation To assist in the provision of MRM Aust. Red Cross emergency/temporary accommodation Salvation Army during and after an emergency GCH Wimmera Uniting Care Rural Housing Network Aged and To plan for and coordinate the recovery Early Years & Aged Care proviers Disability process for aged and disabled people in the Positive Ageing HACC-funded Support municipality Coordinator agencies DHHS Rural Access Workers Catering To provide food services as required for MRM Aust. Red Cross attendees at ERCs Children’s To plan for and coordinate the recovery Early Years & Family Day Care Services process for children under 12 years and to Positive Ageing provider provide childcare to relief/recovery centres Coordinator MCH Nurses Childcare centres Preschools Community Nurses Outside School Hours Care Communication Coordinate and provide accurate Media Liaison MRM information to the public and media after an Officer Mayor of the Day emergency. Develop a communications plan Police specific to the disaster Local Media Community To coordinate community events and Community & Community Health Development activities that will assist community’s Events Centres recovery Coordinator DHHS MRM Community group reps. Donations NOT THE RESPONSIBILITY OF THE MRM Aust. Red Cross Coordination MUNICIPALITY. RECRUITMENT OF EXTERNAL Salvation Army ORGANISATION REQUIRED State Government
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Financial To facilitate the access to financial aid for MRM DHHS Assistance individuals, families and communities after Centrelink an emergency. Salvation Army Aust. Red Cross Rural financial counselling service Rural Finance Corporation Insurance Council of Victoria Material Aid To coordinate the distribution of material MRM Salvation Army aid to affected members of the community Uniting Care following an emergency Churches Service Clubs Personal To coordinate the provision of personal MRM Grampians Support support and counselling services during and Community Health after an emergency Victorian Council of Churches Case management of affected members of Grampians the community will be the preferred Psychiatric Services approach and outreach services will be Salvation Army coordinated from this service area Aust. Red Cross Other services as required Relief/Recovery To coordinate ERCs and liaise with other MRM ERC Centre RSCs as Manager/Deputies Management SES (relief centre support) DHHS (recovery centre support) Aust. Red Cross Victoria Police Grampians Community Health Personal Support providers Volunteer To recruit, support and coordinate the work MRM Grampians Coordination of volunteers after an emergency and to Community Health assist other recovery service areas through Wimmera provision of volunteers as required Volunteers Schools Service Clubs Others as required
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Animal/Livestock Assist/dispose of injured livestock. EHO Municipal Pound Welfare Coordinate disposal of deceased animals. Animal Coordinate emergency feed/fodder Management supplies. Identify holding areas for Officers stock/pets Local Laws officers Vets AVA RSPCA Parks Vic Agriculture Victoria Economic To coordinate and initiate economic Head of Service Eco. Dev. (ARCC) Strategy development activities to assist local Support CEO (ARCC) businesses to recover following an RDV emergency DJPR Local chambers of commerce Others as required Clean To plan for and coordinate the clean-up Coordinator MERO Up/Equipment process after an emergency Operational SES Provision The provision of resrouces as required Services Local contractors Service Clubs EHO Fencing To coordinate the reconstruction of MRM VFF boundary fencing of rural properties DJPR following damage incurred by an emergency CMAs DJCS Infrastructure To rebuild and restore community Coordinator MERO infrastructure/utilities after an emergency Operational Utility infrastructure Services providers Local Water Authority Telecomm. Providers CMAs Transport To assist in provision of transport after an MRM MERO event so those affected can access ERCs, VicRoads Recovery services, schools, shopping, etc Commercial transport Community Transport Taxis/buses Environmental To assess, advise on and minimise the public EHO Regional EHO Health health Impact of an emergency DHHS Grampians Community Health
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Environment To assess, advise on and repair damage on Coordinator MERO after an event, including tree safety, Operational SES assessment, replanting, revegetation; Services DELWP erosion prevention and control as required EPA Local Contractors Impact To coordinate SIA and PENA assessments of MRM DELWP Assessment damaged and losses following an DJPR emergency. The gathered information will Building Inspector assist the recovery planning and recovery MERO service provision. EHO Personal Support providers
Phase 4 – Recovery Management As RSAs are addressed and community needs for recovery are being attended to, the following processes need to be activated;
Impact Assessment (For a description of IIA, SIA and PENA impact assessments, see Section 4.10) The MRM will activate Impact Assessment teams to survey/assess the community in different affected areas as indicated by the control agency. Impact assessments will conducted by the Municipal Council (ARCC), the Department of Jobs, Regions and Precincts (DJPR) and other relevant agencies as required, depending on the incident. The MRM will brief teams prior to deployment and will debrief teams at the completion of the allotted activity. Initial Impact Assessment (IIA) – to be completed within the first 48 hours of an emergency, to assist recovery staff and agencies to plan and implement recovery operations Secondary Impact Assessment (SIA) - has a number of stages and involves a range of personnel with differing skill sets. To support coordination and delivery, IA teams will be established with the option, depending on event requirements, of including personal support counsellors, environmental health officers, state government representatives, building inspectors, local laws personnel and others. In a significant and widespread event it is probable that external agencies will be required to support the initial, Secondary and Post Event Needs Assessment processes required to collect and substantiate impact summaries. This request will be made by the MRM or, state, regional and district Incident Control structures, having regard to the present inter-agency agreements, state and localised resource availability. To support coordination a GIS officer may be utilised to overlay properties to the affected area. Post-Emergency Needs Assessment (PENA) – looks at the broader impacts of an emergency on the community, including psychosocial, economic and infrastructure effects. The responsibility of coordination for PENA will be dependent on the scale of the emergency, if it has effects at the Municipal, Regional or State tiers. Coordination will be undertaken by the following officers: • Municipal Tier – Municipal Recovery Manager • Regional Tier – Regional Recovery Coordinator • State Tier – State Relief and Recovery Manager
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The information from Impact Assessments, with any additional confirmed data will be used as a resource by the Municipal Incident Recovery Committee (MIRC) to develop a Municipal Recovery Action Plan specific to the emergency event as soon as practicable following an emergency event.
Phase 5 – Closure of Recovery operations Official Recovery operations relating to a specific emergency event will end by agreement of the MIRC in consultation with the MERC and DHHS as the State Control Agency for Recovery operations, however it is acknowledged that recovery from emergency events may occur beyond the cessation of official operations, and should be taken into account in the planning and implementation of future municipal planning of community development and infrastructure, engagement and development practices and emergency management planning.
Municipal Arrangements for Recovery Operations Incident Recovery Team (IRT) Immediately after an incident which requires resources for recovery greater than those provided by Council, the MRM will establish and brief an incident recovery team (IRT) consisting of the recovery planning committee, recovery service coordinators (see 5.5.2) and key recovery agencies. The role of the IRT in the initial stages will be to utilise the needs and impact assessment to identify:
• what needs to be done; • who will undertake those tasks; and • how will they be coordinated (who will do what, where and when).
As part of the coordination role a key activity of the IRT will be to establish an agreed mechanism for the provision of essential needs in the impacted area e.g. Resources (financial, human & equipment), water, stock feed, temporary fencing, fuel, food and material aid. The role of the IRT will continue until the functions can be provided by dedicated recovery resources and overseen by the Municipal incident Recovery committee and established sub-committees.
Municipal Incident Recovery Committee (MIRC) • See Appendix F for Terms of Reference of the Municipal Incident Recovery Committee
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Personal Support The implementation of an effective Emergency Personal Support Service, which may include Outreach and Case Management models to support individuals and families affected by an emergency, relies on significant collaboration between state government, municipalities and community service organisations. Personal support is strongly embedded into existing recovery structures established to manage and provide recovery services. These may include using existing municipal, regional and state recovery committees and the establishment of recovery centres where required. The Ararat Rural City Council has a Memorandum of Understanding with Grampians Community Health as the primary agency to ensure the coordination and delivery of personal support services are conducted. During the recovery phase a request for funding to coordinate or deliver the service will be forwarded to the DHHS Regional Recovery Coordinator. The funding submission will contain the following: • Estimated number of households affected • Nature of the impacts of the emergency on individuals, households and the community • Details in relation to the capacity of local services to respond Where there is potential for primary producers to be affected by an emergency, the Council will liaise with Department of Health & Human Services and Department of Economic Development, Jobs, Transport & Resources to determine the circumstances in which support may be delivered in a coordinated approach.
Recovery Considerations A vital component in empowering a community in its recovery process is the engagement and involvement of the affected community in planning and participating in the process of recovery. This may be undertaken in a variety of ways depending on the scale of the event and community interest and ability. The form of any community recovery structure may vary. The varieties for consideration may include:
• Community Recovery Committee constituted independently of Council; • A Community Reference Group or functional subcommittee as part of the Municipal Incident Recovery Committee structure, or • Regular community meetings to derive input and feedback from community members in an ad hoc informal manner. At all times it will be important to ensure that all members of the affected community are provided the opportunity to give feedback and express their opinions in relation to the recovery process. This will enable Council to ensure that processes allow for broad and diverse community input, rather than from limited sections of the community
Sharing of Personal Information Any personal information captured during the registration process must be in compliance with privacy legislation. However, in an emergency situation, the public interest in safety will override the privacy requirements of the Privacy and Data Protection Act t 2014, even where the emergency response was not the primary reason for collection. However, if new personal information is collected in order to respond to an emergency, sharing that information where necessary with other organisations involved in the disaster response or recovery may be considered to be disclosure for the primary purpose of collection.”
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Public Appeals The Ararat Rural City Council cannot be registered as a charitable organisation and therefore, the MRM will request the assistance of Australian Red Cross (monetary donations) and Salvation Army (non-food item donations) to coordinate any fundraising or material aid appeals. Council does not have the capacity to establish or administer fundraising or collections to receive donations of goods or monies on behalf of people affected by a disaster.
Supply of Goods/Services The municipality and other recovery agencies shall obtain and pay for goods/services through their own supply systems. The Municipal Recovery Manager (MRM), with the assistance of Department of Health Human Services, will coordinate the acquisition and supply of funds/goods/services which cannot be provided by the municipality or participating agencies. When goods can only be obtained in such a manner, approval for payment from Department of Health & Human Services is required prior to the goods/services being obtained.
Agencies assisting in Recovery Agencies involved in Recovery and available in the municipality are listed below: • Local Government • Department of Health & Human Services • Grampians Community Health • Grampians Psychiatric Services • East Grampians Health Services • Victoria Police • Advisory and Assistance Centre • Victorian Council of Churches, Inter church Councils • Lifeline • Salvation Army • Red Cross • St Vincent de Paul • Centrelink • Vic Roads • Parks Victoria • Victorian Farmers Federation • Department Economic Development, Jobs, Transport & Resources • State Emergency Service • Grampians Wimmera Mallee Water • Utility Companies • Rural Finance
Victorian Government Post-Emergency Assistance Measures These are contained in the Emergency Management Manual Victoria – Part 7
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APPENDIX F – Terms of Reference
Document No: Review Date: June 2020 MUNICIPAL EMERGENCY MANAGEMENT Last Reviewed: July 2014 PLANNING COMMITTEE (MEMPC) - TERMS Next Review Due: May 2021 OF REFERENCE Revision No: Responsible Officer: Emergency Management Coordinator Approved By: Council (adopted TBA) Related Documents: Municipal Emergency Management Plan
PURPOSE The Municipal Emergency Management Planning Committee (MEMPC) is a multi-agency committee for the municipal district. It is the intent of its emergency planning process to develop a coherent plan that is known and understood by all agencies, MEMPC members, senior council officers and all state who have emergency management responsibilities.
SUMMARY This Committee is formed pursuant to Part 4 Section 21 of the Emergency Management Act 1986 and 2013.
OBJECTIVE The Ararat Rural City Council (ARCC) forms the MEMPC being members and employees of ARCC, response and recovery agencies and local groups and organisations involved in emergency management issues to make recommendations to Council for consideration in relation to emergency management matters within the municipality. This objective is supported by the following actions of the MEMPC:
• Identify, treat and evaluate potential risks that could impact on the community. • Implement measures to prevent or reduce the likelihood or consequences of emergencies where appropriate. • Manage arrangements for the utilisation and implementation of municipal resources (being resources owned by or under the direct control of the municipal council) and other resources available for use in prevention, preparedness, response and recovery to emergencies • Promotion of educational programs that reduce the community’s vulnerability and increase its capacity for resilience and self-reliance. • Manage support that may be provided to or from adjoining municipalities. • Assist the affected community to recover following an emergency. • Complement other local, regional and state government planning arrangements • To build relationships across member agencies and industries within the municipality • Fulfil statutory obligations for the Ararat Rural City Council and member agencies
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MEMBERSHIP OF THE COMMITTEE Selection Process The Emergency Management At 1986 requires Council to appoint a Municipal Emergency Resource Officer(s) and establish a Municipal Emergency Management Planning Committee. Council will appoint a Councillor as its representative and to act as Chairperson.
Membership The following organisations and agencies shall make up the MEMPC attendance: Legislated Representatives • Ararat Rural City Councillor – Chairperson • Municipal Emergency Response Coordinator (MERC)/or Deputy (Victoria Police) • Municipal Emergency Resource Officer (MERO)/or Deputy • Municipal Recovery Manager (MRM)/or Deputy • Municipal Fire Prevention Officer (MFPO)/or Delegate • MEMPC Administration Support Officer (ARCC)
Local Emergency Agency and Organisation Representatives • Victorian State Emergency Services • CFA District 16 Operations Officer • Ambulance Victoria • Department of Environment, Land, Water and Planning • Department of Jobs, Precincts and Regions • Department of Health and Human Services • Parks Victoria • Regional Roads Victoria • Australian Red Cross
Other Agencies and Organisations In addition to the above standing membership, the MEMPC welcomes attendance of the following organisations and agencies at meetings. Their contributions and attendance are relevant when each Emergency risk is applicable to the agency/organisation is reviewed. At other times it is recognised that reports are submitted for each meeting. • GWMWater • PowerCor • Wimmera Catchment Management Authority • VicTrack • Others as required
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TERMS OF REFERENCE Expected/Definite life of the Committee • On-going responsibilities
Scope of the Committee The provisions of the Emergency Management Act 1986 (Part 4: Responsibilities of Municipal Councils) requires Council to undertake the following: Municipal Emergency Management Plan (Sect. 20, EMA 1986) • Prepare and maintain a Municipal Emergency Management Plan (MEMP)
Municipal Co-ordination and Planning (Sect 21, EMA 1986) • Council must appoint a Municipal emergency Resource Officer(s)(MERO) • Council must appoint a Municipal Emergency Management Planning Committee (MEMPC) constituted by persons such as: o members and employees of Council; o response and recovery agencies o local community groups involved in Emergency Management issues • The function of the MEMPC is to prepare a draft Municipal Emergency Management Plan for consideration by Council
Audit of Municipal Emergency Management Plans (Sect 21A, EMA 1986) • MEMPs must be audited once every three years by the Victoria State Emergency Service • A municipal council must within 3 months of receiving an audit report forward a copy of its written response to the audit report to the Chief Officer, Operations of the Victoria State Emergency Service
Meeting Procedure The Municipal Emergency Management Planning Committee will meet four times a year and following emergencies involving the Municipality, or as required from time to time. All meetings will follow an agenda and minutes will be taken.
Quorum Quorums for meeting will require a minimum of at least 50% of members
Sub Committees and Working Parties The MEMPC will determine the need to establish sub-committees/working parties in order to investigate and report back on specific issues that will assist the MEMPC in meeting its obligations under the Emergency Management Act 1986. Two standing sub-committees of the MEMPC include: • Municipal Fire Management Planning Committee
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• Municipal Incident Recovery Committee
The Municipal Emergency Management Planning Committee will determine the terms of reference and reporting timeframes for those committees and/or working parties. The membership of any sub-committee/working party will consist of Agencies and Organisations represented in the MEMPC and other representatives deemed necessary by the MEMPC.
Reporting Requirements Member organisations and agencies of the MEMPC are to submit a written report 7 days prior to the scheduled MEMPC meeting. A report will be submitted to Council following each meeting. Minutes will be forwarded to all representatives on the Committee and the Regional Emergency Response Coordinator. Administrative services of the Committee will be provided by the MEMPC Support Officer.
REFERENCES Emergency Management Act 1986 Emergency Management Manual of Victoria (EMMV)
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APPENDIX F – MIRC Terms of Reference Document No: Review Date: June 2020 MUNICIPAL INCIDENT RECOVERY Last Reviewed: July 2014 COMMITTEE (MIRC) - TERMS OF REFERENCE Next Review Due: May 2021 Revision No: Responsible Officer: Emergency Management Coordinator Approved By: CEO, Ararat Rural City Council Related Documents: Municipal Emergency Management Plan
MEMBERSHIP The scope and membership of the Committee will evolve as required when the municipality is responding to an emergency. When the effects of an emergency are serious the recovery process will warrant the input of key stakeholders, including affected community, generally through a Community Recovery Sub- Committee of the MRPC. This committee is formed and then disbanded once the recovery phase is completed. The membership of such a committee will depend on the circumstances. Terms of reference for the Incident Recovery Committee will be developed and reviewed at the committee’s first meeting after the incident. The composition of the committee will vary depending on the extent and type of emergency (i.e. which of the 4 recovery environments have been impacted). For example, a fire could impact on the social, natural, built and economic environments, but drought will largely impact the social, economic and natural environments. The membership of the committee should include community leaders and agency representatives such as: • Municipal Recovery Manager • Councillors • Government agencies • Community groups • Affected persons • Non-government agencies • Volunteers
Responsibilities • Assess the impact of the emergency on the four environments and identify the required recovery services. • Undertake specific recovery activities as determined by the circumstances and the Committee; • Monitor the overall progress of the recovery process in the affected community. This can be done by: • Assessing recovery objectives against those identified in the Recovery Action Plan • Receiving feedback from community, Council and agency personnel • Identify community needs and resource requirements and make recommendations to appropriate recovery agencies, municipal councils and the State Government Departments;
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• Liaise, consult and negotiate, on behalf of the affected communities, with recovery agencies, government • departments and municipal councils; • Liaise with Department of Health & Human Services Regional Recovery Coordinator; • Provide leadership and support to staff specifically employed for the recovery effort (e.g. a Community recovery officer or Business recovery officer).
ACTIVATION If a Municipal Incident Recovery Committee is required to manage the recovery process, the MRM through the MEMG and Council’s Executive Management Team will invite representatives to form the MIRC. In undertaking this, the MRM will consider;
• Who is the most suitable chair, ideally a Councillor or the MRM)? • What is the membership? • Membership could include: Recovery Service Coordinators, local community leaders, Municipal Recovery Manager, LGA councillor representative, DHHS, Rural Financial Counsellors, DIIRD/RDV, DPCD, DELWP, local counselling agency representative, local business/farming organisations and other appropriate organisations and individuals. • Reporting process
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APPENDIX G – MOCC Operating Procedures Document No: Municipal Operations Control Centre Review Date: June 2020 (MOCC) Operating Procedures Last Reviewed: NA Next Review Due: June 2023 Revision No: 1 Responsible Officer: Emergency Management Coordinator Approved By: Council (adopted TBA)
Related Documents: Municipal Emergency Management Plan
MOCC Member List
Council Role Purpose within the MOCC Emergency Management SME for Council emergency operations and capabilities, coordinator of Coordinator ARCC response MERO Administer provision of municipal resources for emergency response MRM Administer municipal relief and recovery preparations and operations MOCC Administration Officer Maintain documentation and other duties during MOCC operations Coordinator Operational Assist in provision of municipal resources Services Team Leader Local Laws Assist in potential animal welfare issues/knowledge of local areas Coordinator Early Years & Positive Aging Chief Executive Officer Supervision of Council operations Media & Communications Provision of relevant media and information distribution to MOCC Officer members and the public
LOCATION Primary MOCC Location: Ararat Rural City Municipal Offices, Vincent Street, Ararat 3377
Alternate MOCC Location: Ararat Rural City Council Depot, Flately Street, Ararat 3377
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ROLE OF MOCC Under the supervision of the MERO, the role of the MOCC is to: • Administration of resources from within the municipality (MERO) o Coordinate municipal resources in emergency response o Maintain effective liaison with emergency agencies within or servicing the municipality o Ensure procedures and systems are in place to monitor and record expenditure by the Council in relation to emergencies • Administration of Emergency Relief and Recovery (MRM) o Contact ERC staff (if required) o Contact relevant agencies and organisations o Ensure ERC location is ready for activation (if required) • Disseminate current accurate information and Situation Reports as required • Record all information in Crisisworks relating to activities and actions undertaken within the MOCC (MOCC Admin Support Officer)
RESOURCES Resource Access Method Access The MOCC is accessed via the rear stairs on the south side of the building. During an emergency, the MOCC Administration Officer will secure the MOCC rom to prevent any unauthorised entry. Seating Tables and chairs are available in the Training Room of the Municipal Offices, with additional resources to be sourced from the Municipal Offices if required. Whiteboards The Municipal offices has a number of whiteboards that can be used for MOCC purposes Maps Maps of all areas within the Municipality are available from the MERO and can be accessed from the Training Room. Software Should the MOCC be coordinated online, or members are operating from multiple locations during the emergency, MOCC members will communicate via Microsoft Teams. All files, notices and electronic media relating to the incident will be stored in the MOCC folders on Microsoft Teams Ancillary Items Photocopying facilities are available in the adjoining area Meals and Refreshments Tea/Coffee making facilities are available in the room adjacent to the Training Room.
MOCC Administration Officer to organise catering for the MOCC for a 24-hour span of operations (should MOCC operations span a period of more than 3 hours)
If the operation of the MOCC should last longer than a 24-hour period, the MERO will make further arrangements for refreshments to be available for MOCC members
People attending the MOCC may provide their own meas. A refrigerator, microwave oven and a toaster oven are available in the adjacent room
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Air Conditioning During normal operating hours, the air conditioning throughout the Municipal Office is automatically controlled. If an emergency extends beyond ‘normal hours’, an activation switch is located downstairs in the main front switchboard. Sleeping Accommodation No sleeping accommodation is available. Toilets Male and female toilets are located along the central corridor on the first floor. Additional toilets are in the Council suite on the ground floor. Smoking A ‘No Smoking’ policy exists for the Municipal Offices. Anyone wishing to smoke may do so outside the building.
Communications Resource Access Method Computer A computer/tablet will be available for the MOCC members to access Council networks, the internet, printers and databases and for the recording of information Radios One hand-held UHF radio is available to monitor UHF frequencies Media Monitoring The MOCC has one television monitor available to monitor media
Media Comment MOCC staff should not make any comment to the media. Any media enquiries should be directed to the MERO. Unless otherwise directed, media statements will be made by the Incident Controller.
Electrical Power Resource Access Method Standard Office Power Electrical power to the MOCC is supplied through standard 3-phase municipal office power Auxiliary Power In the event of power failure the generator will be operated in accordance with the Municipal Office Auxiliary Power Instruction Manual
MOCC Activation Plan The MOCC can only be activated by the MERO, and is to be a collaborative effort between members of the MOCC. The MOCC will only meet physically if the situation requires the physical presence of all members, otherwise communication and collaboration will occur virtually through Microsoft Teams. The MERO may be located at the ICC of the emergency event and will be in communication with MOCC members via phone or Microsoft Teams. 1. MERO contacts MOCC members to notify of physical activation of the MOCC 2. MOCC members congregate at the Training Room of the Municipal Offices 3. Auxiliary generator to be positioned adjacent to south wall of the Municipal Offices and connected ready for use if required by appropriate Depot staff 4. Council radio is to be relocated into the training room 5. Room is to be set up as per Layout Plan (attached) 6. MOCC Administration Officer to organise catering for the MOCC for a 24 hour span of operations (should MOCC operations span a period of more than 3 hours)
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APPENDIX H – Sub-Plans to the MEMP
Sub Plans Review Date ARCC Municipal Fire Management Plan June 2021 ARCC Flood Response Plan December 2022 ARCC Emergency Animal Welfare Plan February 2021 ARCC Heatwave Mitigation Plan May 2023 ARCC Pandemic Plan April 2021 ARCC Ararat Aerodrome Emergency Response Plan August 2022 ARCC Children and Young People Emergency Response Plan June 2023 ARCC Emergency Relief and Recovery Plan July 2023
Other specific plans have been developed to address the risks identified by the MEMPC. Details of the responsible authority and holder of the plans are as follows: Additional Emergency Plans Responsible Org. Ararat Hopkins Correctional Centre Ararat Prison Wind Turbine Rescue Plan Victoria Police Blue-Green Algae Plan GWM Water Ararat Hospital Plan EGHS Western Highway Diversion Plan VicRoads School Bus Route Plan Dept. Education School Evacuation Plan Dept. Education
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APPENDIX I – Abbreviations/Acronyms ABS Australian Bureau of Statistics ARC Ararat Rural City ARCC Ararat Rural City Council AV Ambulance Victoria BOM Bureau of Meteorology CB Citizen Band (radio) CEO Chief Executive Officer CERA Community Emergency Risk Assessment CFA Country Fire Authority DELWP Department of Environment, Land, Water and Planning DHHS Department of Health and Human Services DJCS Department of Justice and Correctional Services DJPR Department of Jobs, Precincts and Regions DoT Department of Transport DPC Department of Premier and Cabinet EGHS East Grampians Health Service EHO Environmental Health Officer EMC Emergency Management Coordinator EMLO Emergency Management Liaison Officer EMMV Emergency Management Manual Victoria EMT Emergency Management Team EMV Emergency Management Victoria EPA Environment Protection Authority ESLO Emergency Services Liaison Officer (Australian Red Cross) ESTA Emergency Services Telecommunications Authority GHCMA Glenelg Hopkins Catchment Management Authority GWM Grampians Wimmera Mallee (Water) HACC Home And Community Care IIA Initial Impact Assessment ICC Incident Control Centre MEM Municipal Emergency Manager
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MEMG Municipal Emergency Management Group MEMP Municipal Emergency Management Plan MEMPC Municipal Emergency Management Planning Committee MERC Municipal Emergency Response Coordinator MERO Municipal Emergency Resource Officer MFESB Metropolitan Fire and Emergency Services Board MFPO Municipal Fire Protection Officer MIRC Municipal Incident Recovery Committee MOCC Municipal Operations Coordination Centre MRM Municipal Recovery Manager PENA Post-Emergency Needs Assessment PV Parks Victoria RERC Regional Emergency Response Coordinator RRV Rural Roads Victoria SES State Emergency Service SERP State Emergency Response Plan SEWS Standard Emergency Warning Signal SHERP State Health Emergency Response Plan SIA Secondary Impact Assessment SMR State Mobile Radio UHF Ultra High Frequency (radio) VFA Victorian Fisheries Authroity VHF Very High Frequency (Radio) VICPOL Victoria Police VICSES Victoria State Emergency Service VP Vulnerable Persons VPR Vulnerable Persons Register
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APPENDIX J – List of Related Documents
Document Link ARCC Municipal Emergency N/A Management Plan 2017-2020 ARCC Council Plan 2017-2020 https://www.ararat.vic.gov.au/sites/default/files/Council%20Plan% 202017-2021%20Year%204.pdf Emergency Management Act 1986 http://www8.austlii.edu.au/cgi- bin/viewdb/au/legis/vic/consol_act/ema1986190/ Emergency Management Act 2013 http://www5.austlii.edu.au/au/legis/vic/consol_act/ema2013190/ Emergency Management Manual https://www.emv.vic.gov.au/policies/emmv Victoria (EMMV) State Emergency Response Plan https://www.emv.vic.gov.au/sites/default/files/embridge_cache/em (SERP) share/original/public/2020/07/26/fe9d97acc/EMMV-Part-3.pdf State Emergency Relief and https://www.emv.vic.gov.au/sites/default/files/embridge_cache/em Recovery Plan (SERRP) share/original/public/2020/07/35/2f723aef8/EMMV-Part-4.pdf State Health Emergency https://www2.health.vic.gov.au/- Response Plan (SHERP) /media/health/files/collections/policies-and-guidelines/s/state- health-emergency-response-plan-edition-4- pdf.pdf?la=en&hash=B2AA0AFAD30854022645E4A9A2F3D1228 E2E5AA3
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