CORANGAMITE SHIRE MUNICIPAL EMERGENCY MANAGEMENT PLAN 2019-2021 for public distribution
Document Register and updates
Version Release Date Author Changes
Version 1 26 February 2014 A.Van der Schans Full version change
Version 1.1 24 November 2015 S. Whitehand Dept EMMV and contact list updated. Addition to event history.
Version 2 25 July 2016 S. Whitehand Contact details update. Remove Recovery Agricultural, insert CERA information Version 2.1 16 February 2017 S. Whitehand Incident Controller Definition, addition of IEMT and Initial Impact Assessment, community sirens, Crisisworks. Change to escalation arrangements Version 3 October 2019 J. Bowen Before, During, After additions. Addition of Agriculture environment. General update to contents and review contacts, Community Profile update
Distribution of the MEMP Shire Council, pursuant to Section 20 Part 4 of the . The plan is reviewed The Corangamite Shire MEMP is for the use of the Emergency Management Act 1986 and updated annually, including review of risks, with members of the Corangamite Shire MEMPC. The responsibility for this task delegated to the Municipal Corangamite Shire MEMP and amended copies will be Emergency Resource Officer (MERO). The plan is distributed to the MEMPC membership electronically. administered by Council’s Environment and Emergency A public copy is available from: Department. Amendments are produced and distributed • Corangamite Shire Council website: by Corangamite Shire Council using the distribution list in www.corangamite.vic.gov.au Appendix 1. Address all enquiries to: • State Library of Victoria: www.slv.vic.gov.au Manager Environment & Emergency Please refer to the disclaimer of this plan for further Corangamite Shire Council details about the intended uses and appropriate PO Box 84 distribution of this document. CAMPERDOWN 3260 Telephone: 5593 7100 Public Access • A public access version of the Plan is placed MEMP Contact Details on Council’s website under the Emergency This plan is administered by Council’s Environment and Management tab: www.corangamite.vic.gov.au Emergency Department. Address all enquiries to: • Please note the public version has information Manager Environment & Emergency and contact details removed to comply with Corangamite Shire Council confidentiality and privacy requirements. The PO Box 84 restricted version has full details and is only made CAMPERDOWN 3260 available to the MEMPC membership or approved Telephone: 5593 7100 agencies that have a role or responsibility detailed in this plan. Glossary and Acronyms • The current version of this sub-plan is maintained Definitions of words and phrases used in the MEMP have by Council for Council and approved agency staff the same meaning as those prescribed in the relevant access. legislation and should be referred to, they include: • Names and contact details in the restricted • Emergency Management Act 1986 and 2013 version of this Plan is only to be used for • Emergency Management Manual Victoria Part 8: emergency management purposes and must be Appendices & Glossary managed in accordance with the Privacy and Data Protection Act 2014. • Local Government Act 1958 • Risk Management Standard ISO: 31000 2009 Maintenance of the MEMP The MEMP follows the practice of writing a name in full and Contact Details followed by the acronym in brackets after it and is used This plan was developed by the Corangamite Shire thereafter in the plan. Municipal Emergency Management Planning Committee (MEMPC), formed under the authority of the Corangamite Contents
Document Register and updates Distribution of the MEMP Public Access MEMP Contact Details
1. Introduction 8 1.1 Authority 8 1.2 Agency and municipal endorsement 8 1.3 Certificate of audit 9 1.4 AIM and objectives 11
1.4.1 AIM 11
1.4.2 Objectives 11
1.4.3 Testing, exercising and evaluation of the MEMP 11
2. Context 13 2.1 The land 13 2.2 The community 14
2.2.1 Wellbeing 14
2.2.2 Liveability 16
2.2.3 Sustainability 17
2.2.4 Viability 18
2.2.5 Community connections 18 2.3 History of emergencies 19
2.3.1 Fire 19
2.3.2 Maritime emergencies 19
2.3.3 Transport-related incidents 19
2.3.4 Flood 19
2.3.5 Other emergencies 19 2.4 Future implications for emergencies 20
BEFORE 21
3. Planning arrangements 21 3.1 Introduction 21 3.2 Roles and responsibilities 22
3.2.1 Municipal Emergency Management Planning Committee (MEMPC) 22
3.2.2 Council emergency management roles 23 3.3 Prevention and preparedness 23 3.4 Risk management 23
3.4.1 What is risk? 23
3.4.2 Hazard, exposure, vulnerability and resilience 23
3.4.3 Municipal emergency risk assessment process 24
3.4.4 The role of Council and agencies in risk management 24
3.4.5 Key plans and works conducted 25
3.4.6 Cross boundary arrangements 25 3.5 Planning for community safety 26
3.5.1 The six Cs 26
3.5.2 Community education 26
3.5.3 Community information guides 26
3.5.4 Community-led planning 26
3.5.5 Emergency shelter options 27
3.5.6 Leaving early 27
3.5.7 Private bushfire shelters (bunkers) 27
3.5.8 Community fire refuges 27
3.5.9 A well-prepared home or property 28
3.5.10 Informal gathering places 28
3.5.11 Bushfire Places of Last Resort (previously Neighbourhood Safer Places) 28
3.5.12 Evacuation and traffic management 28
3.5.13 Vulnerable individuals 29
3.5.14 Vulnerable facilities list 29
DURING 31
4 Emergency response 31 4.1.1 Emergency Management Commissioner (EMC) 32
4.1.2 State emergency management priorities 32 4.2 Response management arrangements 32
4.2.1 Operational tier 32
4.2.2 Classes of emergency and escalation 32
4.2.3 Classification of emergencies 33 4.3 Control 34
4.3.1 Incident controller 34
4.3.2 Incident Emergency Management Team (IEMT) 35
4.3.3 Control and support agencies 35 4.4 Command 37 4.5 Coordination 37 4.6 Consequence management 37 4.7 Communications 37
4.7.1 Warning systems 37
4.7.2 Emergency alert 38
4.7.3 Standard emergency warning signal 38
4.7.4 Community alert sirens 38
4.7.5 Warning levels 38
4.7.6 Public information 39
4.7.7 Role of Council in public information 39
4.7.8 Information resources 39 4.8 Municipal emergency management coordination 40
4.8.1 Municipal Emergency Coordination Centre (MECC) 40
4.8.2 Crisisworks 40
4.8.3 Briefings 40 4.8.4 Municipal Emergency Management Operations Plan 40
4.9 Municipal response roles 41
4.9.1 Municipal coordination arrangements 41
4.9.2 Senior officers group 41
4.9.3 Municipal Emergency Manager 41
4.9.4 Municipal Emergency Resource Officer (MERO) 41
4.9.5 Municipal Recovery Manager (MRM) 41
4.9.6 Deputy MERO and MRM 42 4.10 Other emergency response coordination roles 42
4.10.1 Incident Emergency Response Coordinator (IERC) 42
4.10.2 Municipal Emergency Response Coordinator (MERC) 42
4.10.3 Regional Emergency Response Coordinator (RERC) 42 4.11 Emergency liaison officers 43 4.12 Financial considerations 43
4.12.1 Supplementary supply 44 4.13 Resource sharing protocols 44
5. Emergency relief 45 5.1 Emergency relief activities 45
5.1.1 Emergency Relief Centre (ERC) 46
5.2 Impact assessment 46
5.2.1 Initial Impact Assessment (IIA) 46
5.2.2 Secondary Impact Assessment (SIA) 46
5.2.3 Post Emergency Needs Assessment (PENA) 47 5.3 Business continuity 47 5.4 Termination of response activities 47 5.5 Transition from response to recovery 48
5.5.1 Handover of goods / facilities 48 5.6 Post emergency debriefing arrangements 48
AFTER 49
6 Emergency recovery 49 6.1 Introduction 49 6.2 Recovery definition 50 6.3 Recovery principles 50 6.4 Context of recovery 50
6.4.1 Resilience of individuals and communities is respected 50
6.4.2 Recovery is part of emergency management 50
6.4.3 Levels of recovery operations 50
6.4.4 Roles of organisations and agencies 51
6.4.5 Affected community involvement 51
6.5 Response/recovery interface 52 6.6 Planning for recovery 52 6.6.1 The Otway District Relief and Recovery Plan 52 6.7 Recovery responsibilities and escalation 53 6.8 Activation of municipal recovery coordination arrangements 54
6.8.1 Operational plan support arrangements 54
6.8.2 Community-led recovery 54
6.8.3 Community profile 54
6.8.4 Community recovery committees 55
6.8.5 Assessment of impacts and needs for recovery 56
6.8.6 Communicating with the affected community 56 6.9 Functional areas of recovery 57 6.10 Recovery centres 59 6.11 Case management 59 6.12 Long term recovery planning 59 6.13 Donations and appeals 59 6.14 Spontaneous volunteers 60 6.15 Coordination of clean-up activities 60 6.16 Sharing of personal information 60 6.17 Reporting arrangements 61 6.18 Evaluation of recovery 61 6.19 Agency role statements and services for relief and recovery 61
7 Appendices 62 7.1 Appendix 1 - Distribution list 64 7.2 Appendix 2 - MEMPC terms of reference 65 7.3 Appendix 3 - Committee membership 67 7.4 Appendix 4 - Corangamite Shire municipality 68 7.5 Appendix 5 - Bushfire Places of Last Resort locations 69 7.6 Appendix 6 - Vulnerable persons facilities register 70 7.7 Appendix 7 - Emergency management resource sharing 71 7.8 Appendix 8 - Council owned plant 72 7.9 Appendix 9 - Contractors plant 73 7.10 Appendix 10 - Detailed role statement - MERO 74 7.11 Appendix 11 - Detailed role statement - MRM 75 7.12 Appendix 12 - Detailed role statement - EMLO 76 7.13 Appendix 13 - Detailed role statement - MFPO 77 7.14 Appendix 14 - Emergency management structure 78 7.15 Appendix 15 - SMEAC template 79 7.16 Appendix 16 - Contact directory (not for public distribution) 80
7.16.1 Emergency contact details - Barwon South West Region 80
7.16.2 Local Municipal Emergency Management Contact List 80 7.17 Appendix 17 - Emergency relief centres 81 7.18 Appendix 18 - Community profile template 82 7.19 Appendix 19 - Services and agencies for recovery 83 Figure 1: Location of Corangamite Shire 13 Figure 2: Population table 14 Figure 3: Needs assistance 15 Figure 4: Healthcare providers 15 Figure 5: Educational facilities 16 Figure 6: Family and child care facilities 16 Figure 7: MEMPC structure 22 Figure 8: Corangamite Shire risks Nov 2018 24 Figure 9: Classes of emergency - source EMMV Part 3 32 Figure 10: Corangamite Shire Council structure during emergencies 42 Figure 12: Recovery escalation process 53 Figure 13: Functional areas of recovery 57 Figure 14: Reporting structure for recovery 61
1 INTRODUCTION
1.1 Authority The Corangamite Shire Council (CSC) is the custodian of the Corangamite Shire Municipal Emergency Management Plan (MEMP) pursuant to Section 20(1) of the Emergency Management Act 1986 and 2013.
1.2 Agency and municipal endorsement
The plan is a result of the co-operative efforts of the Municipal Emergency Management Planning Committee after consultation with those agencies and organisations identified in the MEMP.
Version 2.0 of the MEMP was endorsed by the Corangamite Shire Municipal Emergency Management Planning Committee (hereafter referred to as “the MEMPC”) at a meeting on 14 August 2019 and was adopted by the Corangamite Shire Council at a meeting on 31 October 2019.
Chief Executive Officer Corangamite Shire Council
8 / Municipal Emergency Management Plan 2019-2021 1.3 Certificate of audit
www.corangamite.vic.gov.au / 9 10 / Municipal Emergency Management Plan 2019-2021 1.4 AIM and objectives The MEMP Committee plans and implements the annual testing exercises. Any procedural anomalies or shortfalls 1.4.1 AIM encountered during these exercises are addressed The aim of the Corangamite Shire Municipal Emergency and rectified at the earliest opportunity. Exercises are Management Plan (MEMP) is to document agreed structured to provide the following benefits: emergency management arrangements before, during • Provide the opportunity for organisations and and after emergencies that could impact on the personnel to test their procedures and skills in municipality and its communities. simulated emergency situations; 1.4.2 Objectives • Provide an opportunity for the local emergency The objectives of the Corangamite Shire MEMP are to management community to work together, get establish municipal emergency arrangements that: to know each other and gain confidence in each other’s skills; and • Identify hazards and determine the level of risk within the municipality • Provide education about the MEMP and other programs to the community. • Implement measures to prevent or reduce the impact of emergencies Emergency exercises may be conducted in a variety of formats and may test various parts of the arrangements • Manage arrangements for the utilisation and at different levels of response, relief and recovery implementation of municipal resources in response management. There should also be testing of the links to emergencies between the levels of recovery management. • Manage support that may be provided to or from adjoining municipalities Evaluating recovery
• Establish the roles and functions of local supporting Emergency recovery exercises may be run in agencies that are not set in legislation conjunction with other emergency management exercises or agency exercises but must have discrete • Assist affected communities to recover following an aims and objectives for the testing of recovery emergency; and arrangements. Evaluation may take the form of a formal • Complement other local, regional and state debrief of operations, may involve workshops, seminars planning emergency arrangements. or applied research into areas of activity and must identify the strengths and weaknesses of the local It is recommended that the MEMP be read in conjunction operational response to the needs of the community. with the State Emergency Response Plan, part 3 of the Emergency Management Manual of Victoria (EMMV) and The National Principles for Recovery is a useful State Emergency Relief and Recovery Plan (part 4 of the framework to evaluate recovery. The outcomes of EMMV). recovery exercises should be shared with the Regional Recovery Coordinator (DHHS), who in turn will provide a 1.4.3 Testing, exercising and evaluation of the summary of all regional exercises to the State Recovery MEMP Coordinator. The arrangements in the EMMV require the MEMP to The MRM must ensure that the Regional Recovery be exercised at least once a year. However, this is Coordinator (DHHS) is made aware of the outcome of not required if the MEMP has been activated due to an the evaluation. emergency in the previous 18 months, unless there is a requirement or direction to exercise for a specific purpose (eg. exercising changes to the MEMP due to a recent emergency). Exercises are intended to test the arrangement set out in the MEMP to see whether the arrangements are practical and appropriate in emergency situations.
www.corangamite.vic.gov.au / 11 12 / Municipal Emergency Management Plan 2019-2021 2 CONTEXT Skipton 586
Derrinallum 246
Lismore 278 Darlington Figure 1: Location of Corangamite Shire
1 6,1 4 0 kms 123 Noorat 219 Population Camperdown 2,995
Terang 2,029
2 4,400km Cobden 1,564 Total area
km 6 0 Simpson 140 Coastline Timboon 796
12 Port Campbell 267 Towns N Princetown 75 kms
2.1 The land Corangamite Shire is located between the Shires of of the Shire. This area is interspersed with lakes of Colac Otway to the east, Moyne to the west, Southern volcanic crater origin. Grampians and Pyrenees to the north. South of this volcanic area are the farming districts It is approximately 190 km from Melbourne and surrounding Cobden, Simpson, Timboon, Port Campbell comprises 12 small townships, the largest being and west to Terang. Much of this land is former forest Camperdown in the centre. It extends from the country with high rainfall. The Shire is in a cool temperate southern boundary at the limestone cliffs at Port zone with rainfall ranging from 250mm in the north to Campbell and Princetown to the town of Skipton, in 1130mm in the south. the north, near Ballarat. The Shire’s eastern boundary Mt. Emu Creek flows south from Skipton and forms the predominantly follows the shore of the large salt water Shire boundary to the west for many kilometres and the Lake Corangamite and extends to the west of Terang Curdies River flows south from Lake Purrumbete to the following the Mt Emu Creek. coast forming the Curdies River Valley near Timboon Corangamite Shire covers an area of 4,400 square with steep inaccessible terrain, finally flowing into the kilometres. It encompasses a diversity of land types sea at Peterborough. ranging from lower rainfall, cropping and grazing plains A map detailing the area covered by this plan can be in the north, interspersed with volcanic areas containing found in Appendix 4. stony rises country stretching from Mt. Elephant near Derrinallum, to Mt. Leura and Mt. Sugarloaf near Camperdown, and Mt. Porndon on the eastern side
www.corangamite.vic.gov.au / 13 2.2 The community The following community profile is structured on the Populations ‘Resilient Recovery model’1 which considers the whole community system and the diverse components within that system. This model assists with understanding the 2,995 2,288 relationships between components in planning and how Camperdown Terang actions can impact on or achieve outcomes in another component of the community. 2.2.1 Wellbeing 1,839 1,202 Wellbeing is the safety, security, physical and mental Cobden Timboon health of individuals, families and the community, including the most vulnerable.
Population details2
The population of Corangamite Shire is 16,212 (ABS ERP 586 569 2017). According to the Department of Health and Human Skipton Simpson Services Local Government Profiles (last updated January 2017) the projected annual population change (2014–2024) is among the lowest in the state. The total fertility rate is among the highest in the state. 478 420 Port Campbell Lismore Corangamite Shire population is predicted to only slightly increase over the next 20 years, and the community is expected to age with a projected increase of the 60+ age bracket, particularly in the 70-84 bracket. 415 333 The census data (ABS 2016 census) shows that there is Derrinallum Noorat a higher proportion of people in the younger age groups (0-17 years) as well as a higher proportion of people in the older age groups (60+ years). Overall 25.5% of the population is aged between 0-17, and 25.8% were aged 60 years and over, compared with 23.5% and 24.2% 241 107 respectively for Regional Victoria. Princetown Darlington
The townships of Skipton, Lismore, Derrinallum, Darlington, Terang, Noorat, Camperdown, Cobden, Figure 2: Population table Simpson Timboon, Princetown and Port Campbell are located within the Shire. Corangamite Shire as 34 amongst the 79 councils across Health, disadvantage and vulnerability Victoria, roughly half way. However, within the shire the larger centres Camperdown and Terang have the lowest The percentage of people with obesity and heart SEIFA score at 945.5 and 954.7 consecutively. The rural disease in Corangamite Shire is among the highest in the north also remains low whereas the southern coastal state. Reporting of cancer is above the state average areas ranked above the state average. but incidence of smoking in over 18-year-old is lower than the state average. The unemployment rate for Corangamite Shire is among the lowest in the state, however the median household income is also lower 1 than the state measure. The number of people receiving State of Victoria 2017 ‘Resilient Recovery Discussion Paper’ Emergency Management Victoria disability services support in the Shire is higher than 2 average as is the number of people over the age of 75 Statistical data referenced in this document is from the following sources: who live alone. (1) Australian Bureau of Statistics 2016 Census The socio-economic disadvantage SEIFA index ranked (2) Department of Health and Human Services 2016 Local Government Area Statistical Profiles (3) VicHealth Indicators Survey 2015
14 / Municipal Emergency Management Plan 2019-2021 People with a disability needing assistance in Needs assistance No: Corangamite Shire numbered 900 or 5.5%, rates Council clients over 65 with core needs or were highest in Terang and Camperdown. There are 447 also many people in our community who would be assistance in the north of the Shire considered vulnerable depending on the emergency Council clients under 65 with core needs or 103 event, these may include the elderly, young people and assistance in the north of the Shire people with disability. Number of aged care facilities 4 This is distinct from people who have been individually Number of hospitals 5 assessed and recorded in the Vulnerable Persons
Register (refer Section 3.5.5). However, services are Figure 3: Needs Assistance provided across the shire with many residents with disability or age care needs living in the rural areas and not in the population centres with 6.6% in the rural north. Hospitals
Hospitals and healthcare providers Camperdown Hospital - SW Healthcare Robinson Street, Camperdown Figure 4 provides a list of hospitals and health care facilities in the Shire. Terang & Mortlake Health Service 13 Austin Street, Terang Social engagement and crime Timboon & District Health Care Service Family violence incidents, drug usage and possession 21 Hospital Road, Timboon and total criminal offences in Corangamite Shire are Cobden Health all below state averages. Corangamite Shire rates Victoria Street, Cobden highly against the state in almost every measure of Figure 4: Healthcare providers social engagement such as volunteering, members of sporting groups, religious groups and active community members.
www.corangamite.vic.gov.au / 15 2.2 The Community 2.2.2 Liveability
Transport and energy Education and family and child care
The Shire has a significant road network and rail The following tables list the number of educational transportation links, with access to major supply routes facilities and family and child care facilities in the Shire. being a key advantage for many businesses located in Corangamite Shire. However, road upgrades and improvements are a key priority for the Shire and would Education No: contribute a positive impact on business cost and Primary school 10 efficiency. Secondary schools 6 The Shire has four main highway links: P-12 campuses 2 (a) The Glenelg Highway in the north of the Shire running west from the Shire’s north eastern Kindergartens 8 boundary through Skipton to the Shire’s north Figure 5: Educational facilities western boundary.
(b) The Hamilton Highway in the mid-northern part of the Shire, entering the eastern boundary near Family and child care No: Cressy, running west through Berrybank, Mobile Child Care facilities 5 Lismore, Derrinallum and exiting the Shire at Darlington. Maternal & Child Health Centres 7
(c) The Princes Highway in the centre of the Shire, Number of Family Day Care Venues 17 entering the eastern boundary at Pirron Yallock Number of Long Day Care Centres 3 running west through Camperdown and exiting at Figure 6: Family and Child Care Facilities Garvoc.
(d) The Great Ocean Road in the southern part of Housing the Shire, entering the eastern boundary at Moonlight Heads, running west through In Corangamite Shire, 69% of households have Princetown and Port Campbell and exiting at purchased or fully own their home, 17.5% were renting Peterborough. privately, and 2.0% were in social housing in 2016. Of the people who work in Corangamite Shire 83.4% also live in The two main rail links are: the area. (a) The Geelong - Warrnambool rail link which approximately follows the Princes Highway.
(b) The National Rail link between Melbourne and Adelaide, which approximately follows the Hamilton Highway.
Telecommunications
In 2016, 68.9% of homes in Corangamite Shire had an internet connection. Quality mobile phone coverage remains an issue in the Shire. There are multiple communications towers scattered across the district with many people are connected to the National Broadband Network (NBN) increasing the reliance on internet services for home phones and telecommunications access.
16 / Municipal Emergency Management Plan 2019-2021 2.2.3 Sustainability
Culture and heritage
The three largest ancestries in Corangamite Shire in are several high voltage electrical lines and windfarm 2016 were Australian, English and Irish. 6.3% of people in connections in the north of the Shire which may add to Corangamite Shire were born overseas so the degree the risk of grassfire. of cultural diversity is low compared with metropolitan The Twelve Apostles and Port Campbell National Park municipalities. The largest religious group in the Shire form one of Australia’s three most recognised natural is Roman Catholic with 26.5% with 29.1% reporting no attractions and the Great Ocean Road at the southern religion. extremity of the Shire is the focus of heavy tourist Larger cultural events in Corangamite Shire include the activity. In the year ending March 2019 there were 6.1 Inner Varnika Festival held in April at Bookaar, the Loch million domestic (overnight and daytrip) and international Hart Festival in November in Princetown, the Noorat overnight visitors. This has brought significant value to Show in November and the Heytesbury Show in March. the Region’s economy ($1.4b) however the challenges also include congestion and damage to roads, drivers The industry and economy unfamiliar with the environment and road laws and Corangamite Shire’s Gross Regional Product is language and cultural barriers. estimated at $1.09 billion, which represents 0.3% of the The many volcanic lakes and plains are also an attraction state’s GSP (Gross State Product). In 2017 there were for tourists and there is a vibrant local gourmet food trail. 2,342 local businesses and 8,419 local jobs. Tourism in general plays a significant role in the total Agriculture, Forestry and Fishing is the largest industry output of the Corangamite Shire and is estimated to be sector with sheep, grains, beef and dairy cattle over $81M . representing 30% of employment within the Shire. Factories located in Cobden and Camperdown service Agriculture the dairy industry. A livestock selling complex is in Corangamite Shire is the heart of the South West Camperdown with other livestock industries are centred Victorian Dairy region and dairy provides the backbone mainly in the Simpson, Timboon, Cobden, Camperdown of the economy. Other agricultural practices and farming and Terang. include sheep and cattle grazing, and grain growing. However recent falling milk prices in the global market Healthcare and social assistance is the next industry and local processors have hit the farming industry sector with 10.7% of workforce employment, followed by very hard resulting in reductions in the number of dairy retail, manufacturing and education and training. farmers staying on farm and a general downturn in There is significant natural gas infrastructure in confidence of improvement in the industry (Source Dairy Corangamite, including three major natural gas plants. Australia 2017-18 overview). A plantation forestry industry is being established in the Shire. Plants have been established in several centres in the Shire to treat forestry plantation products. There
www.corangamite.vic.gov.au / 17 2.2.4 Viability 2.2.5 Community Connections
Community development Networks and connections with communities
Each of the twelve towns within the Shire has a ten-year Agencies including the Council work across a wide Community Plan which spells out what each community range of groups and well-connected networks in the values most about their home town. They also record Shire including aged and disabled, youth, families and the aspirations of local communities and list agreed children. Many activities funded and coordinated through priority projects to make the Corangamite Shire more Council include such programs as health programs, liveable and prosperous. playgroups, child care and early childhood development, aged care services, social supports. Investment The Shire has a wealth of recreational open spaces Corangamite Shire has an abundance of renewable and facilities recreation reserves, playgrounds, sports energy resources and a significant supply of natural complexes, skate parks and swimming pools and gas. There is significant natural gas infrastructure in people can access information on a wide variety of Corangamite, including four major natural gas plants. sporting groups through local directories. Future investment opportunities exist in renewable energy including wind, solar and geothermal. The The Shire is well covered with local newspapers, local presence of transmission lines through Corangamite bulletins and newsletters and there are active groups on Shire, including the 66kV and 500kV lines, make it social media attractive for large scale energy projects. Community engagement and input into emergency management planning and community development Arts and culture planning is actively occurring across several towns Corangamite Shire is developing a strong arts, culture through agencies including emergency services and and heritage environment with partnerships with various Council. This engages individuals and communities and arts, tourism associations and community organisations. enables them to make better decisions about their The Corangamite Shire area is rich in pastoral, safety and wellbeing ultimately for better community indigenous and maritime history. There are many outcomes. reminders of the history of the area including dry stone walls, homesteads, avenues, buildings and shipwreck relics. It is believed Koori settlement of the area dates back 50,000 years.
There are numerous opportunities for residents and visitors to participate in creative activities and explore cultural identity and heritage which enriches the Shire’s liveability, attracts new residents and increases tourism visitation leading to more economic development opportunities.
18 / Municipal Emergency Management Plan 2019-2021 2.3 History of emergencies 2.3.1 Fire 2.3.4 Flood The Shire is prone to bushfire in the grasslands to the In January 2011, heavy rainfall in the catchment of Mt. Emu north and to a lesser extent in the forested areas in Creek caused significant flooding in Skipton, impacting the south. The Shire suffered significant losses of life, heavily on the township and downstream landowners. property and livestock in the Ash Wednesday fires in This followed a similar event of lesser proportions in 1983. In more recent times the shire has experienced August and September of 2010 and again experienced the significant South West Complex Fires (2018), the in September/October 2016. The confluence of the Mt Weerite Fire (Black Saturday 2009), Stoney Rises (2006) Emu Creek and Baillie Creek North of Skipton has led to and Callanballac Fire (2005). these flooding events.
South West Complex Fires 2.3.5 Other emergencies
On 17 March 2018 emergency services responded The Derrinallum Bomb Explosion in 2014 was an unlikely to four major fire fronts across the Corangamite, event but one that tested emergency evacuation Moyne and Southern Grampians Shires. The four fires planning and relief centre preparedness arrangements. burnt through more than 15,000 hectares, destroying In 2012 a fire at the Warrnambool Telstra Exchange 26 houses, more than 80 farming sheds and 2,895 caused a telecommunications outage that lasted for kilometres of fencing. Confirmed livestock losses of about 20 days. The outage affected about 100,000 2,995 cattle and sheep. In addition to this there were people in South West Victoria including Corangamite significant disruptions to power infrastructure and the Shire, an area covering approximately 67,340 square normal activities of the community. The emergency in kilometers. Telstra reported impacts to 135 exchange the Corangamite Shire continued for a further 53 days services, 85 schools, 20 hospitals, 27 police stations, 92 with peat fires burning at Cobrico and Lake Elingamite. fire stations and 14 SES services affected by the outage. For a more in-depth history of bushfires in Corangamite The financial cost to the region was estimated by the Shire, see the Strategic Fire Management Plan Otway State Government to be at least $0.95 million a day, District available at however the true cost may never be known. www.corangamite.vic.gov.au/Property/Emergency/Our- Emergency-Plans-and-Strategies
2.3.2 Maritime emergencies The coastline, which forms the southern boundary of the Shire, has a history of maritime emergencies extending back to early white settlement. Modern shipping technology has reduced this danger, but the risk of shipwreck and/or oil spills is ever present.
2.3.3 Transport-related incidents Tourism has brought its own emergencies with tourist coaches and other traffic using the Great Ocean Road in ever increasing numbers. Cliff rescues of sightseers have been carried out regularly. The Shire is crossed by a network of rail and road transport corridors with their risk of road and rail emergencies as evident by the Lismore Train Accident in 2006.
www.corangamite.vic.gov.au / 19 2.4 Future implications for emergencies
Future vulnerabilities will include larger landholdings These land owners may have less understanding of managed by consortiums and serviced by contractors fuel and fire management requirements, have little leading to declining populations across the Shire. This engagement with the community and live externally demographic combined with an ageing population has to the municipality. This limits their capacity and ability seen previously robust rural communities replaced by to undertake regular fuel management works and smaller, older more vulnerable communities isolated participate in local community networks. from services. The shift in population may reduce As predicted by the State Government climate emergency services volunteer capacity and resources change projections, an increase in temperature can be potentially leading to delayed suppression activities in expected in the future. This escalation in temperature rural areas reducing brigade capacity and resources. will potentially increase the likelihood and frequency of Changes in farming practices have led to increased heatwaves across the municipality. Increased heatwaves fuel content being left on ground throughout the year in conjunction with an ageing population could be a potentially increasing fire spread due to continuity of cause for concern. fuel load. However, there are also large numbers of The reliance on technology and internet services stubble burns annually in the Shire which contribute to can lead to increasingly complex management of the risk of fire outbreaks if not very carefully managed. emergencies when this fails. Finally, increasing tourism Hay production is widespread throughout the Shire and in the south and expansion of large-scale renewable there is potential for spontaneous combustion in stored energy projects are also a risk to be considered for product. emergencies (Refer Section 2.2.3 Sustainability). An increase in individuals purchasing property for investment purposes has resulted in more absentee land owners.
20 / Municipal Emergency Management Plan 2019-2021 Before 3 PLANNING ARRANGEMENTS
3.1 Introduction This section identifies specific emergency management roles and responsibilities, as determined by the Emergency Management Act 1986 and 2013 and details the prevention and preparedness activities and arrangements for the management of emergencies in the Corangamite Shire.
www.corangamite.vic.gov.au / 21 3.2 Roles and responsibilities 3.2.1 Municipal Emergency Management Planning Committee (MEMPC)
The Corangamite Shire MEMPC has been established under Sections 21 (3) & (4) of the Emergency Management Act 1986.
The MEMPC is one component of a broader structure that enables appropriate planning, response and recovery activities and arrangements at local and regional levels. Sub-committees and Working Groups are appointed to take on the responsibility of planning for fire management, flood and dam safety, and relief and recovery.
MEMPC meet three times a year and may call an extraordinary meeting should a significant event occur within the Municipality.
See Appendix 2 for the Terms of Reference and Appendix 3 for the Committee Membership.
Municipal Emergency Management Planning Committee (MEMPC)
Municipal Fire Municipal Cross Council Committees and Management Flood Relief and working groups as Planning Planning Recovery required Committee Committee Committee
Municipal MEMP updates Recovery working group Committees (Derrinallum and Lismore, others as required) Figure 7: MEMPC Structure
22 / Municipal Emergency Management Plan 2019-2021 Before 3.2.2 Council emergency management roles 3.4 Risk management The Environment and Emergency Management 3.4.1 What is risk? Department has the role of ensuring appropriate Emergency risk management is a systemic process prevention and preparedness mechanisms and that produces a range of measures that contribute to processes are in place for emergency response, relief community and environmental well-being. It is essential and recovery. The Department is integral to Council’s to understand the municipality’s geography, history of capacity to establish a coordinated approach in natural disasters and the socio-demographic trends identifying and mitigating risks, and preventing, planning within its communities. Emergency risk management for, responding to, and recovering from an emergency. has been widely adopted as a tool in emergency The Manager Environment and Emergency fills the management. It deals specifically with sources or risk, or roles of Municipal Emergency Resource Officer hazards, which can cause emergencies. (MERO), Municipal Recovery Manager (MRM), Municipal Emergency Manager (MEM), Municipal Fire Prevention 3.4.2 Hazard, exposure, vulnerability and Officer (MFPO), and has overall responsibility for resilience emergency functions for Corangamite Shire. These four factors influence risk assessment and each These roles are delegated on a day to day basis to staff hazard identified in the MEMP leads to sources of risk within the Environment and Emergency Department and in the Corangamite Shire. Using the risk assessment to achieve Council’s emergency management tasks factors data against the probability and severity of during an emergency. a hazard establishes our identified hazard list. Risk statements are generated to establish a credible The MEM plays an integral role in the prevention of and relationship between a source of risk and an element of planning for emergencies and works closely with the risk. The assessment process is outlined below with the Municipal Emergency Response Coordinator (MERC) identified risk results for the municipal area. and key stakeholders to develop plans and prepare for emergency events.
The MEM is also responsible for the continuous HAZARD improvement of the Corangamite Shire MEMP and the A dangerous phenomenon, substance, human Municipal Fire Management Plan (MFMP); which includes activity or condition that may cause loss of life, their monitoring, review and evaluation. injury or other health impacts, property damage, Corangamite Shire has appointed the Manager loss of livelihoods and services, social and Environment and Emergency as the MFPO under its economic disruption, or environmental damage. obligations contained in the Country Fire Authority Act EXPOSURE 1958 Section 96A and has delegated Deputy MFPOs The situation of people, infrastructure, housing, to ensure all roles and functions can be achieved in production capacities and other tangible human accordance with the requirements of the CFA Act. assets located in hazard-prone areas.
Refer to Appendix 10, 11 and 12 for position descriptions VULNERABILITY for MERO, MRM and MFPO. The conditions determined by physical, social, economic and environmental factors or processes 3.3 Prevention and preparedness which increase the susceptibility of an individual, The prevention of emergencies includes a range of a community, assets or systems to the impacts of activities that require the allocation of resources (human hazards. and financial) and multi-agency support to ensure a RESILIENCE coordinated and well-planned approach and outcomes. The ability of a system [human or natural] to resist, Preparedness takes many forms, including planning, absorb and recover from the effects of hazards training, exercising, purchase of infrastructure and in a timely and efficient manner, preserving or the development and implementation of programs. restoring its essential basic structures, functions Whilst much of this is work integrated within the and identity. everyday business and activities of Council and agencies, community preparedness is also an important component.
www.corangamite.vic.gov.au / 23 3.4.3 Municipal emergency risk assessment Corangamite Shire Council process 14 November 2018
To complement the emergency management process Confidence Ratings Risk Rating Residual and as a means of minimising or eliminating risks within the municipality the MEMPC is tasked with carrying out Code Risk an initial assessment and subsequent reviews to identify existing and potential risks. The process used was titled BF-L Bushfire - large, regional High High Community Emergency Risk Assessment (CERA). EQ Earthquake Medium Medium This process is based on the ISO 31000:2018 Risk FL-R Flood - Riverine High High Management Standard and facilitated by VICSES. It is ET- a 5-part process which includes Risk Assessment and Health Health High Medium HW Risk Treatment along with likelihood and consequence matrix. The CERA aims to: ST Storm Medium High
• Define and implement actions to better manage Major transport T-O1 High High and/or monitor key risks and controls accident SF-BR Structural failure - bridge • Define actions to improve collaboration with other High Medium municipalities and/or with state agencies I-O1 Utilities disruption Medium High
• Define actions to enhance controls and/or Te-O1 Explosion Medium Medium preparedness across groups, facilities and Fire Structural - Te-O2 Medium High locations; Commercial/Industrial Hazardous materials HM-F Medium High • Leverage CERA outputs to inform the MEMPlan release and other related Documents/processes i.e. Human epidemic/ HE Medium High Municipal Health Plan, Council Plan pandemic
• Communicate and consult with individuals affected AE Exotic animal disease Medium Medium by the risk Te-MP Marine pollution High Medium
The process is subject to minor reviews annually and SS Storm surge will undergo a major review at least once every 3 years, H-O1 Mass gatherings - event between audits.
Figure 8 shows major identified risks and their residual risk rating after treatments and controls are applied. Figure 8: Corangamite Shire risks November 2018
The progress of implemented treatment options is monitored by the MEMPC through reports provided by the MERO at the MEMPC meetings.
3.4.4 The role of Council and agencies in risk management Corangamite Shire Council and agencies participating in the MEMPC recognise they have a key role in prevention and mitigation activities to reduce the likelihood or minimise the consequences of emergencies that may occur in the Shire.
Council’s enforcement and continued reviewing of existing policies in land use, building codes and regulations and urban planning, along with the various agencies responsible for prevention activities throughout the community, combine to ensure that all measures possible are addressed to reduce the likelihood of emergencies.
24 / Municipal Emergency Management Plan 2019-2021 Before 3.4.5 Key plans and works conducted 3.4.6 Cross boundary arrangements Corangamite Shire and key agencies develop and Planning for both response and recovery at the implement a range of plans and initiatives based on regional level is required because many emergencies identified risks that ensure appropriate prevention traverse municipal boundaries, and because many activities are conducted regularly. These plans are services provided by State Government agencies are regularly reviewed and tested under the requirements administered and delivered at a regional level. of the plan. The following plans and activities have been Corangamite Shire Council and stakeholder agencies developed and implemented: have existing planning relationships across the following • Strategic Fire Management Plan Otway District boundaries:
• Dam Safety Emergency Plan (DSEP) (for copy of • Moyne Shire this plan please contact MERO details p.2) • Colac Otway Shire
• Corangamite Shire Flood Emergency Plan (MFEP) • Golden Plains Shire • Pyrenees Shire • Community Information Guides Corangamite Shire is also a participant in the “Protocol • Emergency Exercises (Contact MERO details p.2, for Inter-Council Emergency Management Resource VicSES or Police) Sharing”, with a copy of the signed agreement shown in • Bushfire Place of Last Resort - Neighbourhood Appendix 7. Safer Places Corangamite Shire recognises planning for a major • Skipton Dam Safety Plan (for copy of this plan emergency cannot be done in isolation. A subcommittee please contact MERO details p.2) of the MEMPC focused on relief and recovery between • Municipal Emergency Animal Welfare Plan Colac-Otway, Surf Coast and Corangamite Shires has been established to strengthen and build capacity • Municipal Public Health and Wellbeing Plan between the three councils. This has resulted in the • Otway District Relief and Recovery Plan (for copy development of the Otway District Relief and Recovery of this plan please contact MERO details p.2) Plan.
• Corangamite Shire Pandemic Plan Refer to the Otway District Relief and Recovery Plan for more detail. • Corangamite Shire Heatwave Plan
www.corangamite.vic.gov.au / 25 3.5 Planning for community safety
3.5.1 The six Cs management services/agencies actively engage the community through a range of mechanisms including Command, Control and Coordination are familiar and community programs and projects, media releases, traditional mechanisms in emergency and incident advertisements, Council’s website and newsletters. management (for detailed information on Command, Control, Coordination and Consequences refer to 3.5.3 Community information guides Section 4 Emergency Response). Following the 2009 Black Saturday Fires it became apparent there was a One of the key recommendations from the interim report requirement to also include a focus on Consequence, from the 2009 Victorian Bushfires Royal Commission Communication and Community Connection. The Six (VBRC) was the development of Community Information Cs is an inclusive approach that supports resilience in Guides (CIGs) for high risk communities across Victoria. communities and in the emergency management sector. CIGs provide important community bushfire safety An understanding of the Six Cs in planning for Before, information which allows local residents or visitors to the During and After emergencies reinforces the community area to make informed decisions about how to survive a being central to everything we do in emergency bushfire. management. Within the Corangamite Shire, Community Information • Control is the overall direction of response Guides have been developed for Timboon, Port activities in an emergency, operating horizontally Campbell and Princetown. The link to these plans is: across agencies http://cfaonline.cfa.vic.gov.au/mycfa/ • Command is the internal direction of personnel Show?pageId=publicTownshipProtectionPlans and resources of an agency, operating vertically within the agency 3.5.4 Community-led planning
• Coordination is the bringing together of agencies Corangamite Shire Council in partnership with agencies and resources to ensure effective preparation for, and organisations are supporting and working with a response to and recovery from emergencies range of communities within the Shire to better connect, share ideas and increase resilience before during and • Consequences is the management of the effect after emergencies. of emergencies on individuals, the community, infrastructure and the environment Communities are given opportunities to lead, while inviting people from emergency services, government, • Communication is the engagement and provision business, industry, non-government organisations and of information across agencies and proactively the not for profit sector to also participate in decision with the community to prepare for, respond to and making processes that affect them. The following key recover from emergencies focus areas are provided to guide these processes and • Community Connection is the understanding of build on combined strengths: and connecting with trusted networks, trusted • connect people and networks leaders and all communities to support resilience and decision making • use local knowledge • identify stresses and shocks, including 3.5.2 Community education emergencies
Community education is a vital component of prevention • develop goals and solutions, and and preparedness. The development of relevant and appropriate community education resources and • continue to learn, share and improve activities empower the community and enhance their resilience through being well informed and therefore equipped emotionally and physically for an emergency. Resilient communities are well prepared, better able to respond to an emergency, and therefore better able to recover from the impacts of an emergency.
Corangamite Shire Council, together with emergency
26 / Municipal Emergency Management Plan 2019-2021 Before
3.5.5 Emergency shelter options 3.5.6 Leaving early While all emergencies are different, shelter options may Leaving bushfire prone areas on days of heightened assist people in considering how they will respond to risk is the safest response option. In its simplest an emergency. The State Government Bushfire Safety form, ‘leaving early’ means leaving a bushfire-prone Policy recognises that there are different ways people area before a fire has started. Remaining in an area may respond to the threat of bushfire. This process threatened by bushfire is inherently risky and none of the could also be applied to other emergencies and may options listed below provide a guarantee of safety in a include other shelter options such as shelter in-side or bushfire and there are dangers involved with travelling to shelter in-place depending on the emergency. and remaining in these places of shelter.
The Bushfire Safety Policy includes a range of personal 3.5.7 Private bushfire shelters (bunkers) and communal options where people may seek shelter A private bushfire shelter (bunker) is a structure that may from a bushfire. As part of developing shelter options, provide shelter for occupants from the immediate life- the policy identified that it is important that the public threatening effects of a bushfire. The Australian Building understand that: Codes Board (ABCB) developed a national performance • not all options will afford the same degree of standard for private bushfire shelters: Performance protection from a bushfire Standard for Private Bushfire Shelters (2010) (Part 1). • personal circumstances and local conditions in a Construction of a bunker requires a building permit fire area will affect the extent to which any of these under the Victorian Building Regulations (2006). Bunkers options provide relative safety may assist people when there is imminent threat of a bushfire and they are unable to relocate to a safer place. • some options should only be considered as a Advice in relation to bunkers needs to make clear the backup or last resort, rather than a primary safety requirements for constructing a bunker, their use and option limitations. • often people choose to live in high fire risk areas 3.5.8 Community fire refuges and must accept responsibility for their own safety A Community Fire Refuge is an enclosed building built or • movement through a fire affected landscape on modified specifically to withstand fire. It is a designated foot or in a vehicle is dangerous. building that can provide short-term shelter from the The Bushfire Safety Policy has put forward a Shelter immediate life-threatening effects of a bushfire. Options Hierarchy which ranges from lowest to highest A Community Fire Refuge must meet the performance risk options: requirements of the Victorian Building Regulations 1. Leaving early (2006) and the Building Code of Australia. A refuge must 2. Private Bushfire Shelters (Bunkers) also be designated in accordance with the Country Fire Authority Act (1958). Refuges do not guarantee safety 3. Community Fire Refuges from a bushfire and seeking shelter in a refuge should 4. Defending a well-prepared home or property not be considered as a primary plan of action.
5. Bushfire Places of Last Resort (previously There are no Community Fire Refuges in Corangamite Neighbourhood Safer Places or NSPs) Shire.
6. Informal gathering places
7. Defending an ill-prepared property
8. Leaving late
www.corangamite.vic.gov.au / 27 Bushfire Places of Last Resort (BPLR) have been widely 3.5.9 A well prepared home or property accepted across the state, with most towns with high bushfire risk either achieving a BPLR or requesting CFA Remaining at a well-prepared house surrounded to assess one for the town. Council has successfully by adequate defendable space and actively established 5 BPLRs for the towns which are rated the defending it against the fire threat may be a valid highest risk in the shire. These have been assessed by strategy in some circumstances. the CFA. However, preparing a property to stay and defend Refer to Appendix 5 Bushfire Places of Last Resort requires extensive planning and effort. Residents Locations or: need to make their own assessment of their • Neighbourhood Safer Places Plan abilities, the extent of preparation required and the most appropriate plan for their situation. • Municipal Fire Management Plan 3.5.12 Evacuation and traffic management Victoria Police is responsible for managing evacuation 3.5.10 Informal gathering places in Victoria. Evacuation is a risk management strategy Informal gathering places are private places of shelter which involves the movement of people to a safer are arranged by individuals as part of their household location and the return of them at an appropriate time. planning and not by State or Local Government. For evacuation to be effective it must be appropriately A privately arranged place of shelter may include a planned and implemented. private dwelling on private land, for example, a well- As with all emergency response activities, the main prepared neighbour’s house or other building that is priority when deciding to undertake an evacuation is in a lower risk area. Advice should highlight that such protection of life. Evacuation is a scalable activity in that places may not be safe in all circumstances and that it may be applied to individuals, a house, a street, a large individuals who decide to use private places of shelter facility (i.e. school or hospital), a suburb, a town or a large are responsible for assessing their suitability, including area of the State. whether the property can and will be defended if required. There are five stages in the evacuation process: Decision, Warning, Withdrawal, Shelter and Return. The 3.5.11 Bushfire Places of Last Resort (previously decision to evacuate people at risk during an emergency Neighbourhood Safer Places) is not always straightforward, as it is often based “A Neighbourhood Safer Place – Bushfire Place of Last on incomplete or unverified information in a rapidly Resort is a space that: developing situation. In some cases, it may not be the best option and it may be safer for people to seek other • is a place of last resort for individuals to access alternatives depending on the type of emergency. and shelter in during the passage of fire through their neighbourhood - without the need to take a In Victoria, evacuation is largely voluntary. The controller high-risk journey beyond their neighbourhood; makes a recommendation to evacuate and it is the choice of individuals as to how they respond to this • provides a level of protection from the immediate recommendation. However, circumstances legislation life-threatening effects of a bushfire (direct flame provides some emergency service personnel with contact and radiant heat); and authority to remove people from areas or prohibit their • is intended to provide relative safety; entry. Further information on evacuation can be found in Part 3 of the EMMV and Joint Standard Operating • does not guarantee the survival of those who Procedure (JSOP) – Evacuation for Major Emergencies assemble there; and (JO3.12) • should only be accessed when personal bushfire survival plans cannot be implemented or have failed”. (Bushfire Neighbourhood Safer Places, Places of Last Resort – CFA Assessment Guidelines)
28 / Municipal Emergency Management Plan 2019-2021 Before Traffic management expected to be a part of client’s plan for emergency response or evacuation – where this is outside of current Emergencies can be chaotic scenes and movement agency practices. Management of evacuation is the of people, vehicles and equipment in and around the responsibility of Victoria Police. emergency area may need to be restricted to protect both the public and the scene of the emergency. As per the DHHS guidelines council coordinates a local Vulnerable Persons Register. A database of these The Incident Controller is responsible for developing, individuals is maintained through the municipal council implementing and monitoring a traffic management plan, administered Crisisworks emergency management which may include establishing traffic management system. points to restrict access. Victoria Police coordinate the implementation of the traffic management plan or traffic Funded agencies and Council’s Health and Community management points. Care (HACC) services are responsible for identifying vulnerable individuals and maintaining information for any Further information on evacuation can be found in: of their clients on the register. The Vulnerable Persons • Part 3 of the EMMV Registers is accessible to authorised Victoria Police • Evacuation Guidelines, included as Part 8 representatives, for consideration in evacuation planning Appendix 9 of the EMMV and management of emergencies. • Joint Standard Operating Procedure (JSOP) – 3.5.14 Vulnerable facilities list Evacuation for Major Emergencies (JO3.12) Local Councils identify and document facilities where 3.5.13 Vulnerable individuals vulnerable people are likely to be situated these may During an emergency special consideration must include: be given to evacuation of vulnerable people in the • Maternal and child Health centres community. There are many people in our community • Child Care centres who would be considered vulnerable depending on the • Primary and secondary Schools emergency event, these may include the elderly, young people and people with disability. • Camp facilities • Mental health and drug treatment facilities This is distinct from people who have been individually assessed and recorded in the Vulnerable Persons • Caravan parks register. The Department of Health and Human Services • Aged care facilities Vulnerable People in Emergencies Policy provides Corangamite Shire has developed a Register of Facilities further guidance on planning for the needs of vulnerable with Vulnerable People, a Funded Agency Contact List people. Individuals on the register are socially isolated for vulnerable people and a Vulnerable Client Register and without any other supports and who are defined as: for Home and Community Care (HACC). • Frail, and/or physically or cognitively impaired; and For more details see Appendix 6 or the EM-COP • Unable to understand or act on a warning, direction mapping information found at: https://cop.em.vic.gov.au/ and/or respond in an emergency; and sadisplay/nicsUI.seam?ws=1&v=f5cca744
• Has no personal or community support; and
• Would be reliant on assistance from emergency service organisations in an emergency.
Funded agencies, including local government, are not
www.corangamite.vic.gov.au / 29 30 / Municipal Emergency Management Plan 2019-2021 During 4 EMERGENCY RESPONSE
The Emergency Management Manual Victoria (EMMV) defines Emergency Response as responding to emergencies and their effects by using resources effectively and providing immediate rescue and relief services. It also provides for requests for physical assistance from the Commonwealth when State resources have been exhausted.
Emergency response is based on a set of arrangements which are always in effect , which means there is no need for activation of response. Agencies or strategies may be activated when needed. Emergency response arrangements operate for any emergency, no matter how small, in which more than one organisation is involved in emergency response.
This section details Corangamite Shire’s arrangements for response to an emergency which is consistent with the State Emergency Response Arrangements (EMMV Part 3).
Emergency response management is based on the functions of coordination, control, command, consequence management and communications. Broadly:
• Control is the overall direction of response activities in an emergency, operating horizontally across agencies
• Command is the internal direction of personnel and resources, operating vertically within an agency
• Coordination is the bringing together of agencies and resources to ensure effective response to and recovery from emergencies
Additionally, in order to meet the objectives of emergency management in Victoria, those performing the control, command and coordination functions need to ensure:
• the consequences of the emergency are managed; and
• there is communication that meets the information needs of communities, stakeholders and government
www.corangamite.vic.gov.au / 31 4.1.1 Emergency Management Commissioner It also provides for requests for assistance from the (EMC) Commonwealth when State resources have been exhausted. The EMC leads the response to major emergencies in Victoria, ensuring that the control, command, Emergency events are categorised using three coordination, consequence management, communication parameters: and community recovery functions are integrated and • Operational Tier effective. The EMC functions include accountability for • Class of Emergency ensuring the response to emergencies in Victoria is • Classification systematic and coordinated.
Section 32 of the EM Act 2013 lists the primary functions 4.2.1 Operational tier of the Emergency Management Commissioner (EMC). Victorian emergency response management operates at 4.1.2 State emergency management priorities three tiers: • incident The State Emergency Management Priorities provide clear direction on the factors that are required to • regional be considered and actioned during response to any • state emergency. The intent is to minimise the impacts of Emergencies are managed at the appropriate emergencies and enable affected communities to focus operational tier until the event may require escalation to on their recovery. a higher level. The priorities include: 4.2.2 Classes of emergency and escalation • Protection and preservation of life is paramount − this includes: Classes of emergency as defined the Emergency Management Act 2013, relate to the type of emergency o Safety of emergency services personnel; and and are defined below: o Safety of community members, including vulnerable community members and visitors/ Class Definition tourists located within the incident area (a) a major fire; or • Issuing of community information and community (b) any other major emergency for which the Metropolitan Fire and Emergency warnings detailing incident information that is Services Board, the Country Fire timely, relevant and tailored to assist community Class 1 Authority or the Victoria State Emergency members make informed decisions about their emergency Service Authority is the control agency safety under the State Emergency Response Plan. • Protection of critical infrastructure and community (Emergency Management Act 2013 assets that support community resilience section 3)
• Protection of residential property as a place of A major emergency which is not - (a) Class 1 emergency; or primary residence (b) a warlike act or act of terrorism, whether directed at Victoria or a part of • Protection of assets supporting individual Class 2 Victoria or at any other State or Territory emergency livelihoods and economic production that supports of the Commonwealth; or individual and community financial sustainability (c) a hijack, siege or riot (Emergency Management Act 2013 • Protection of environmental and conservation section 3) assets that considers the cultural, biodiversity and social values of the environment A Class 3 emergency means a warlie act or act of terrorism, whether directed at Victoria or a part of Victoria or at any 4.2 Response management other State or Territory of the Common- Class 3 arrangements wealth, or a hijack, siege or riot. Victoria emergency Police are the Control Agency for Class 3 Emergency response provides the mechanism for emergencies. Class 3 emergencies may the build-up of appropriate resources to manage also be referred to as security emergen- emergencies throughout the State. cies.
Figure 9: Classes of emergency - Source EMMV Part 3
32 / Municipal Emergency Management Plan 2019-2021 Non-major emergencies 24 hours) - A level 2 incident is more complex in size, resources or risk than Level One. It is Many small events that meet the definition of emergency characterised by the need for: are managed by community members or though the normal or business continuity arrangements of o deployment of resources beyond initial industry, agencies or government and the roles and response responsibilities listed above do not apply. These are o sectorisation of the emergency emergencies that can be resolved using local resources o the establishment of functional sections due and significant consequences to the community are not to the levels of complexity or During anticipated. Council has a process for managing non- o a combination of the above major emergencies within Corangamite Shire. For further information on this please contact the MERO (contact The Incident Control Centre (ICC) may be activated details listed on page 2). to coordinate the multi-agency response to the event. The Incident Controller will establish an Emergency Within these classes of emergencies, emergency Management Team as required. services teams and supporting agencies work together at the state, regional and incident tiers to ensure • Level Three – Large Scale Emergency (multiple collaboration and coordinated whole of government days impact) - A level 3 incident is a large- approach to the management of emergencies. Note not scale emergency and is characterised by the all tiers are active for all emergencies. levels of complexity that will require the activation and establishment of an ICC. This level of 4.2.3 Classification of emergencies emergency will require forward planning as the There are three classifications of emergency response: emergency continues and will specifically require recovery planning during the early stages of the • Level One – Small Scale Emergency (less than response phase of the emergency. 24-hour impact) - Level one incident normally requires the use of local or initial response resources. • Level Two – Medium Scale Emergency (more than
www.corangamite.vic.gov.au / 33 4.3 Control Management Team (IMT) which they will establish where required. This could include planning, intelligence, public Control is the overall direction of response activities in information, operations, investigation, logistics and an emergency, operating horizontally across agencies. finance functions. objectives and strategies to manage Authority for control is established in legislation or in the incident) an emergency response plan and carries with it the responsibility for tasking other agencies in accordance • establish and manage the IMT, if required with the needs of the situation. Control relates to • establish the IEMT, if required situations and operates horizontally across agencies.
In Victoria the three tiers of incident control are: • oversee the operational functioning of the incident control centre, if operating • State Controller; • Regional and/or Area-of-Operations Controller; • ensure the timely flow of information to the: and o regional controller (if appointed) or the State • Incident Controller. Response Controller or Class 2 state controller The following details are sourced from Part 3, o control and support agencies Emergency Management Manual of Victoria. For detailed o MERC information in relation to the roles and responsibilities o IEMT for each of these controllers, see Part 3, Emergency o Municipal Recovery Manager/Regional Management Manual Victoria (EMMV) Appendix A. Recovery Coordinator 4.3.1 Incident Controller o other stakeholder agencies
The Incident Controller is appointed and deployed • continually assess the performance of the through definite arrangements for a Class 1 and Class emergency response against the incident action 2 Emergencies. They have overall responsibility for plan incident response operations even when some of their responsibilities have been delegated. • request appropriate resources for subordinates to achieve tasks, or adapt tasks according to available The Incident Controller’s responsibilities are to: resources
• carry out the directions of the regional controller, • initiate initial impact assessment where necessary where appointed, or the State Response Controller or Class 2 state controller, where appointed • apply the Emergency Management Commissioner operational standards and incident management • take charge and provide leadership for the procedures, where appropriate resolution of the incident, including tasking support agency commanders 4.3.2 Incident Management Team (IMT) The IMT supports an incident controller to perform their • establish a control structure to suit the control function. The incident controller will establish circumstances and monitor its performance an IMT where they require assistance to perform their • ensure the timely issue of warnings and information control function. The IMT is usually part of an overall to the community or refer these to the regional incident management system adopted by the agency controller, where appointed, or where the regional for the specific class of emergency and which should be controller has not been appointed, the State based on: Response Controller or Class 2 State Controller • flexibility • identify current and emerging risks, or threats • management by objectives in relation to the incident and implement proactive • functional management response strategies • unity of effort • activate relief arrangements through the Municipal • span of control Recovery Manager Members of the control and support agencies providing • lead multi agency planning and develop and the incident controller with support in functions that implement an incident action plan (including The could include: incident controller gains support from the Incident • planning
34 / Municipal Emergency Management Plan 2019-2021 • intelligence • Representation for the municipal council(s) • public information affected by the emergency • operations • Agency/community/business representatives as appropriate for specific emergencies • investigation • Support and Recovery functional agency • logistics commanders (or their representatives) • finance • Other specialist persons as required
More information on the roles and responsibilities of During More information on the roles and responsibilities of the IMT is contained in the Emergency Management the IEMT is contained in the Emergency Management Team Arrangements, which are found at EMMV Part Team Arrangements, which are found at EMMV Part 3 Section 4.4.1 or www.emv.vic.gov.au/procedures/ 3 Section 4.4.1 or www.emv.vic.gov.au/procedures/ incidentmanagement/ incidentmanagement/ 4.3.3 Incident Emergency Management Team 4.3.4 Control and support agencies (IEMT) The IEMT supports the Incident Controller in determining A Control Agency is assigned to control the response and implementing appropriate incident management activities for a specified type of emergency. strategies for the emergency. Their focus is on managing A Support Agency is defined as a government or non- the effect and consequences of the emergency. If an government agency that provides essential services, emergency requires a response by more than one personnel, or material to support or assist a Control agency, the Incident Controller is responsible for forming Agency or another Support Agency. the IEMT. If the emergency is large enough to require an Incident The EMMV, Section 7 contains a list of Control and Control Centre (ICC), the IEMT would exist as an Support agencies for various emergencies. Emergency Management Team (EMT) with the same In emergencies, response agencies will need to provide purpose. their personnel with support, such as food and water. The IEMT consists: Response agencies are encouraged to use their own • The Incident Controller resources and procurement processes to meet these • MERC or IERC needs rather than drawing on the relief system. In these • Agency Commanders situations, the response agencies will seek to build supplier relationships with commercial caterers and • Health Commander (functional commander of providers prior to the emergency event. supporting health agencies) • Municipal (or regional) Recovery Manager
www.corangamite.vic.gov.au / 35 36 / Municipal Emergency Management Plan 2019-2021 4.4 Command consequence management is a key consideration for all emergencies, it should not interfere with the control of an Command is the internal direction of personnel and emergency. The Emergency Management Commissioner resources of an agency, operating vertically within the is responsible for consequence management for major agency. Command refers to the direction of personnel emergencies. and resources of an agency in the performance of that Organisation’s role and tasks. Authority to command 4.7 Communications is established in legislation or by agreement within an
Communications relates to communicating to the public, During agency. Command relates to agencies and operates reporting to Government and communicating with vertically within an agency. stakeholder agencies during emergencies. The term ‘chain of command’ refers to the organisational It is important to ensure that warnings and public hierarchy of an agency. It is the identifiable line up and information are maintained at an optimum level for down the hierarchy from any individual to and from their specific circumstances where community action is Supervisor and subordinates. The chain of command necessary, primarily to protect lives, and also for the identifies personnel or positions with accountability. protection of property and the environment.
4.5 Coordination The Control Agency has the responsibility to issue warnings to potentially affected communities and Coordination - The bringing together of agencies and other agencies. Warnings and the release of other resources to ensure effective preparation for, response public information should be authorised by the Incident to and recovery from emergencies. Controller prior to dissemination. Where an extreme The main functions of coordination are: and imminent threat to life exists and authorisation from the Incident Controller is not practicable in • the systematic acquisition and allocation of the circumstances, warnings may be issued by any resources in accordance with the requirements response agency personnel. imposed by emergencies; and Although the Incident Controller is required to authorise • in relation to response, ensuring that effective all information and warning notifications, the Regional / control has been established Area Operations Controller / Commander / Duty Officer and / or State Controller / Commander / Duty Officer 4.6 Consequence management may authorise warnings on behalf of the control agency The objective of consequence management is to if the Incident Controller is unable to do so in a timely minimise the adverse consequences to users of manner as described above. All agencies having a role in services or infrastructure caused by the interruption to these arrangements are responsible for the provision of those services or infrastructure as a result of a major their own communications systems during emergencies. emergency. Any agency requiring communications will put their request to the MERC. Consequence in the emergency management context, Further information on communicating to the public and is the “change in circumstances, planned or otherwise, warning arrangements can be found in Chapter 5 of experienced by a community or its members as a result the EMMV and Emergency Management Victoria (EMV) of an event and its subsequent management”. information on Victorian warning protocols: https:// A consequence approach moves the focus from www.emv.vic.gov.au/responsibilities/victorias-warning- a specific hazard, such as fire or flood, to broader system/victorian-warning-protocol consequences which may affect a community, 4.7.1 Warning systems regardless of hazard source. For example, a shortage of liquid fuels resulting from a supply chain disruption may Emergency warning systems aim to warn individuals be caused by flood, windstorm, pandemic or fire. While and communities in the event of a major emergency. the management of the individual hazard may differ, the However, individuals and communities need to be consequence for the community requires a coordinated mindful that they should still prepare themselves in case response across agencies to re-establish fuel supplies, of an emergency. regardless of the event causing the disruption. Once a decision has been made to issue a warning, The safety of community members is the primary the emergency services organisations will determine consideration in consequence management. Although which method to use (i.e. television, radio or internet) and
www.corangamite.vic.gov.au / 37 determine whether a telephone alert needs to be issued. em.vic.gov.au/public/EMV-web/Community-Alert%20 Sirens-%202016.pdf 4.7.2 Emergency alert Emergency Alert is the national telephone warning system. It is one of a number of alternative methods emergency service organisations such as police, fire and state emergency services, can use to warn a community of likely or actual emergencies.
Emergency Alert is not used in all circumstances. 4.7.5 Warning levels Whether an emergency services organisation decides There are different levels of warnings that may be to issue telephone warnings through Emergency Alert issued for an emergency. will depend on the nature of the incident. The warning system sends voice messages to landline telephones Prepare to evacuate/evacuate and text messages to mobile telephones within a now – is issued when community specific area defined by the emergency service impact is imminent, and procedures organisation issuing the warning message, about likely have been put in place to evacuate or actual emergencies such as fire, flood, or extreme the area. weather events. Emergency warning – this is Agencies have been instructed in the use of Emergency the highest level of warning Alert and the Incident Controller has access to the and requires immediate action website to enable the distribution of warnings. due to the imminent danger. The emergency will impact the 4.7.3 Standard emergency warning signal community. The Standard Emergency Warning Signal (SEWS) is an electronic warning signal, to be used in assisting the Warning (Watch & Act) –an delivery of public warnings and messages for major emergency is likely to impact a emergencies. It is designed to: community, and you need to act now to protect yourself and your • Alert listeners/viewers of radio/television that an family due to the fast-changing official emergency announcement is about to be conditions of the incident. made concerning an actual or potential emergency which has the potential to affect them Advice – is issued when an incident is occurring or has occurred in • Alert the community at large, via a public the area. It advises community address system, that an important official members to access more emergency announcement is about to be information and to keep an eye on broadcast their local conditions. The use of SEWS must be authorised by the Incident Controller. The guidelines for the use of the Standard Community information – can Emergency Warning Signal are in Part 8 Appendix 14 of be used as a newsletter to the EMMV. provide information on recovering for a community affected by an 4.7.4 Community alert sirens emergency, or as a notification that Sirens to alert communities to all hazard emergencies an incident has occurred but where are part of the future of Victoria’s emergency warning there is no threat to the community. system. There are no identified sirens operating within the Corangamite Shire Municipal District. An ‘All Clear’ message is issued when the incident The guidelines for the use of community alert sirens activity in the area has subsided and there is no are detailed in Policy and Guidelines, Use of Sirens for longer a danger to the community. Brigade and Community Alerting – referenced in Part 8 Appendix 10 of the EMMV. Additional information about community Alert Sirens can be found at https://files-em.
38 / Municipal Emergency Management Plan 2019-2021 4.7.6 Public Information the MERO (General Information) or the Chief Executive Officer / Senior Management (Policy/Financial/Political The provision of information to the broader public / matters). Council has organisational policies relating to community, including those attending an Emergency Media Relations and Social Media and assistance for Relief Centre (ERC), is vitally important to their capacity preparing and disseminating information will be provided to understand what is happening, and to assist them in by Council’s media and public relations staff. making informed decisions during a time of crisis.
Typically, the type of information provided relates to Information will be disseminated using a range of During identifying the signs of and coping with stress, health mechanisms including media releases, advertisements matters, where and how to access financial assistance, and Council’s internet site. The communication staff will where to access general emotional/psychosocial be briefed as to where to advise callers where they can support, and other information relating to the specifics of obtain further information. the emergency. For further information on public / community information 4.7.7 Role of Council in public information during Recovery please refer to Section 6.8.6. During an emergency, effective communication between 4.7.8 Information resources Council emergency management (or the MECC), The following functions are an essential part of these emergency services and emergency relief centres (if arrangements and should be utilised when required: required) is vital. • Council’s media and public relations staff; and In most instances Council will be the first point of • Police Media Liaison contact for information for the community. The demand If an emergency requires concurrent media response for information will dictate what level of resourcing is through radio, television and newspaper outlets, the required. If deemed appropriate, a community call centre Police Media Liaison Section may be contacted through will be established to facilitate the delivery of accurate the MERC. and important information, reducing the demand on Council’s normal customer services and relieving pressure on Council emergency management staff or the MECC.
The release of information by Corangamite Shire Council during the response phase is the responsibility of the Control Agency in conjunction with the MERC. Any information released by Council must be approved by
www.corangamite.vic.gov.au / 39 4.8 Municipal emergency management The primary MECC for Corangamite Shire is: coordination Killara Centre Provision of municipal emergency management Manifold Street coordination functions may be conducted remotely or Camperdown VIC 3260 within Council offices. Proposed MECC Layout can be seen in Appendix 19.
The primary role of municipal emergency management If the primary MECC is unavailable alternative MECC coordination is to coordinate the provision of human locations may be any of the public buildings listed in and material resources within the municipality during Appendix 16. emergencies. It also assists in maintaining an overall A Standard Operating Procedures Manual for MECC view of the operational activities within this Plan’s area operations is available as a sub-plan to this Plan. of responsibility, for recording, planning and debrief Response contact details can be seen in Appendix 15 – purposes. Municipal emergency coordination may also Contact Directory. be required during support operations to a neighbouring municipality. 4.8.2 Crisisworks Considerations for the establishment of Council Corangamite Shire use the Crisisworks software to emergency management coordination may include: collate and build case files on properties and owners to • members of the community are displaced by the ensure effective support is provided. emergency 4.8.3 Briefings • the ICC is established at a distance from Council All briefings conducted at the MECC and ERCs will offices use the ‘Situation Mission Execution Administration • there is a need to coordinate the provision of Communications Safety’ (SMEACS) briefing template. emergency relief to the affected community This template will provide consistency with emergency services and ensure accuracy of information from • there is a need to support the control agency receipt of a request, to personnel who implement the in the provision, collation and dissemination of request. SMEACS also provides the mechanism for community information safe work practices and the safety of personnel who • there is significant need for community recovery are performing tasks and activities in the emergency services affected area.
4.8.1 Municipal Emergency Coordination Centre Refer to Appendix 14 for the SMEACS template. (MECC) 4.8.4 Municipal Emergency Management In some cases, a Municipal Emergency Coordination Operations Plan Centre (MECC) may be activated by the MERO or MRM The Corangamite Shire Council if the scale, type or duration of the emergency requires a Emergency Management is an internal Council plan consisting separate coordination facility. Operations Plan a compilation of information and tools to assist Note that the MECC is used for internal Council Corangamite Shire Council staff during and after an coordination during emergencies. emergency event to ensure an effective response If a MECC is established, administrative staff will be and provision of relief and early recovery services to drawn from municipal employees, and if the scale of affected communities. an emergency requires the MECC to be open for a The aim of the Operations Plan is to guide staff at protracted period, staff from other municipalities will Corangamite Shire Council in the operations of Council be utilised via the Municipal Association of Victoria’s during an emergency. The Operations Plan also contains (MAV) Inter Council Resource Sharing Protocols information for a range of Council business units likely and Memorandums of Understanding (MOUs) with to be required to provide assistance and support in neighbouring municipalities. emergency situations.
40 / Municipal Emergency Management Plan 2019-2021 4.9 Municipal response roles The Manager Environment and Emergency has been appointed to the role of MEM and is responsible to the 4.9.1 Municipal coordination arrangements Chief Executive Officer for the effective management of To manage the Council’s planned roles during Council’s emergency management activities. emergencies, a core group of municipal emergency 4.9.4 Municipal Emergency Resource Officer management staff has been formed. The Emergency (MERO) Management Team convenes when the scale of an Council has delegated the function of MERO to emergency calls for a significant effort in organising and During managing municipal functions or resources as detailed in key Council personnel (Manager Environment and the plan. Emergency) pursuant to Section 21(1) of the Emergency Management Act 1986. The MERO has responsibility for The Emergency Management Group consists of: the coordination of municipal resources in emergency • Municipal Emergency Resource Officer (MERO) response. These resources may include but not limited and Deputy(s) to, provision of signage and staffing resources for road closures and detours, clearing of staging and removal of • Municipal Recovery Manager (MRM) and Deputy(s) trees blocking roads. • Specific functional representatives The MERO is required to take an active role in on-going 4.9.2 Senior Officers Group emergency planning as an emergency continues. The Corangamite Shire Council acknowledges that support, MERO has full delegation of powers to deploy and endorsement and involvement from senior management manage Council’s resources during emergencies. Refer are essential to implement effective emergency Appendix 10 for a full role description. management strategies. 4.9.5 Municipal Recovery Manager (MRM) The Chief Executive Officer plays an important role Council has delegated the function of MRM to in coordination, communication and resourcing role as key Council personnel (Manager Environment and part of Council’s response to emergencies, but also Emergency) to ensure a responsive and coordinated must have oversight of the business as usual activity. approach to the delivery of recovery services and In support of the CEO, Corangamite Shire Council has activities across the municipality. The MRM has a Senior Officers Group (SOG) who ensure Council responsibility for the coordination of municipal resources support during emergencies. to assist emergency recovery activities and is required to take an active role in on-going emergency planning 4.9.3 Municipal Emergency Manager as an emergency continues. The MRM may delegate The MEM is responsible for managing and coordinating duties to provide for effective management of recovery Council’s emergency management obligations under functions. Refer Appendix 11 for a full role description. the Emergency Management Act 1986 and 2013 in the prevention of and planning for emergencies but also has an important role during emergencies in overseeing community safety.
www.corangamite.vic.gov.au / 41 4.9.6 Deputy MERO and MRM In the event the MERO and MRM are required to undertake other functions such as planning, meetings or briefing sessions; the Deputy MERO and MRM are required to undertake the roles of MERO and MRM.
The Deputy MERO and/or MRM may also be required to fulfil other functions, for example, community information sessions, assist operational officers or undertake inspections of the Emergency Relief Centres (ERCs).
Incident Control Centre
Chief Corangamite Executive Shire Municipal Officer Councillors Emergency Resource Officer (MERO) Municipal Emergency Manager (MEM)
Municipal Recovery Manager (MRM)
Deputy MERO Deputy MRM
Municipal Emergency Coordination (or MECC if required) Figure 10: Corangamite Shire Council Structure during emergencies
4.10 Other emergency response 4.10.2 Municipal Emergency Response coordination roles Coordinator (MERC) Victoria Police has the responsibility under the The Senior Sergeant in Charge of Camperdown Police Emergency Management Act 1986 and the Emergency Station or his/her deputy is the delegated MERC for Management Act 2013 for emergency response Corangamite Shire. The MERC has responsibility for coordination at municipal, regional and state levels for the coordination of resource provision as requested by most emergencies. Emergency response coordinators Control and Support Agencies during the initial response are responsible for ensuring the coordination of the phase of an emergency and is required to take an active activities of agencies having roles and responsibility role in on-going emergency planning as an emergency in response to emergencies, with the exception of continues. emergencies involving defence force vessels and 4.10.3 Regional Emergency Response aircraft. The following information is sourced from the Coordinator (RERC) EMMV Part 3, Sect 3.3. The member of Victoria Police appointed as an 4.10.1 Incident Emergency Response Coordinator emergency response coordinator for each Victorian (IERC) Government region is known as a Regional Emergency The most senior member of Victoria Police at the first Response Coordinator (RERC). The RERC may appoint response to an emergency is the Incident Emergency deputies from time to time. Response Coordinator (IERC). The IERC ensures The RERC or his/her representative may chair the effective control is established and maintained and Regional Emergency Response Planning Committee. performs the coordination role of the MERC in their Details of this committee are set out in Part 5 of the absence. EMMV. The RERC will communicate with the EMC through the Senior Police Liaison Officer.
In addition to the primary roles of Coordinator, the response roles, responsibilities and duties of the RERC
42 / Municipal Emergency Management Plan 2019-2021 include: 4.12 Staging areas • Being responsible to the State Emergency A staging area is a location where people, vehicles, Response Co-ordinator for the effective equipment and material are assembled and readied co-ordination of resources or services within for operations. They are often transient in nature and the emergency response region, having located on sporting fields or large open areas. Staging regard to the provisions of Section 13 (2) of the Areas for Response activities have been considered Emergency Management Act 1986; by District 6 of the CFA and are noted in the ‘Local During • In an emergency, arrange to provide regional Response Plans’ Operational documents. More details resources requested by a MERC, to response and regarding Staging Areas and the Local Response recovery agencies; Plans can be obtained from CFA District 6 Operations Manager (see Appendix 15 Contact Directory). • In circumstances where requested resources are not available within the region, to request 4.13 Financial considerations resources through the State Emergency Response Important Note: Control Agencies are responsible for Coordinator (SERC); and all costs involved in that Agency responding to an • Monitor the provision of emergency relief and emergency. supply. The emergency management arrangements are 4.11 Emergency Management Liaison predicated on the assumption that agencies agree to Officers meet reasonable costs associated with the provision of services. The general principal is that costs that Support agencies may provide or may be requested are within the “reasonable means” of an agency or by an emergency response coordinator or controller to organisation are met by that agency or organisation. provide an emergency management liaison officer(s) (EMLO) to the State Control Centre (SCC), Regional Outside of the above, financial accounting for municipal Control Centre (RCC) or Incident Control Centre (ICC). resources utilised in emergencies must be authorised by the MERO or the MRM and be in accordance with An EMLO is an important link between agencies the normal financial arrangements of Corangamite Shire supporting the Control Agency (such as municipal Council. The following applies to requests for resources: councils) and the Incident Controller and can provide critical information into intelligence, planning and • Any requests for resources by the control agencies communications. An EMLO: will be at the cost of the control agency
• represents the agency in the relevant control • If the resource is requested by agencies working centre within the ICC it will be considered that the ICC has requested that resource and the control • may represent the agency at the Incident agency has approved the purchase. Emergency Management Team (IEMT) or Regional Emergency Management Team (REMT), if the • Requests made from any agency must be relevant agency commander is unable to attend. accompanied by a purchase order or supporting (A senior agency representative is required to information confirming financial responsibility attend at the State Emergency Management Team Municipal councils are responsible for the cost of (SEMT)) emergency relief measures provided to an impacted • should be empowered to commit, or to arrange to community and can claim expenditure through the commit, the resources of the agency to respond to Disaster Recovery Funding Arrangements (DRFA). The an emergency Victorian Department of Treasury and Finance provides Natural Disaster Financial Assistance (NDFA) for local • provides advice in relation to the role and activities councils to assist in the recovery process. Assistance is of the agency available for approved emergency protection works and • should maintain ongoing communications with the the approved restoration of municipal and other essential agency public assets in most emergency events.
Where an EMLO cannot be deployed to a location, the Joint arrangements between the Australian and Victoria EMLO may perform the role from a remote location, governments provide funding through the Natural for example through a teleconference or video Disaster Relief and Recovery Arrangements (NDRRA) conferencing link. to help pay for natural disaster relief and recovery
www.corangamite.vic.gov.au / 43 costs. Based on the type of emergency, municipal Officer (CEO) (or person acting in this role) or by any councils, agencies and departments may be eligible for person nominated by the CEO at the receiving council. reimbursement through the NDRRA. Requests should be directed to the CEO, or any person The MRM is responsible for implementing processes to nominated by the CEO, at the assisting council. It is assist with the monitoring of costs associated with the noted that in many cases the person nominated by the recovery process. CEO will be the MERO at both the assisting and receiving council. Such requests may be verbal or in writing, For further information refer to www.disasterassist.gov. however verbal requests must be confirmed in writing as au/Pages/home.aspx or www.dtf.vic.gov.au soon as is practical and in most cases will be received 4.13.1 Supplementary supply and logged by Council emergency coordination (or the MECC). Requests for assistance should include the Supplementary supply at the municipal level occurs following information: when functional services, or control authorities, exhaust their own avenues of supply, and there is a requirement • A description of the emergency for which for continued supply. assistance is needed
Functional Service agencies supplying a service, and • The number and type of personnel, equipment requiring additional resources, will put their request to and/or facilities (resources) required the MERO. The MERO will endeavor to obtain those • An estimate of time as to how long the resources resources through existing municipal arrangements. If will be required; and unsuccessful, the request will be passed through the MERC to the RERC. Control and Support Agencies will • The location and time for the staging of the make their request through the MERC. resources and a point of contact at that location
If the request requires a resource out of normal hours, • The Municipal Emergency Response Coordinator a contractor or consultant will be charged to the (MERC) or Regional Emergency Response requesting organisation. As above, any requests for Coordinator (RERC) should be contacted before resources by agencies in support of the emergency the resources are moved. It is anticipated that a will be at the cost of the control agency and must requesting council will initially seek assistance be accompanied by a purchase order or supporting from surrounding councils. This will reduce travel information confirming financial responsibility. times and expenses for assisting councils to respond and return.
4.14 Resource sharing protocols Refer to Appendix 5 for the Protocol for Inter-council Corangamite Shire is a signatory to the Inter-Council Emergency Management Resource Sharing. Emergency Management Resource Sharing Protocol. The purpose of this protocol is to provide an agreed position between councils for the provision of inter- council assistance for response and recovery activities during an emergency. This protocol details the process for initiating requests for resources from another council and identifies associated operational and administrative requirements.
This protocol applies to requests for human resources, equipment and/or facilities in relation to response or recovery activities associated with an emergency. Duties undertaken by council staff seconded to another council for assisting with response and recovery operations should be within the scope of councils’ emergency management responsibilities as set out in Part 6 of the EMMV.
Resources can be requested at any time during an emergency including the recovery stages. Requests for assistance may be initiated by the Chief Executive
44 / Municipal Emergency Management Plan 2019-2021 5 EMERGENCY RELIEF During
Emergency relief is the provision of essential needs to for implementing emergency relief measures including individuals, families and communities during and in the establishing and coordinating Emergency Relief Centres. immediate aftermath of an emergency. Relief services may include: Corangamite Shire has joined with Colac Otway and • Reconnecting families and friends (Register Find Surf Coast Shires to establish a cross council relief and Reunite) – Victoria Police and Red Cross recovery committee known as the Otway Relief and Recovery Collaboration. This committee recognises • Food and Water – Red Cross that one municipality alone lacks the capacity and • Drinking Water for Households – DELWP capability to effectively address relief and recovery • Material aid (non-food items) – Salvation Army services following a major event. A Memorandum of Understanding exists between the three councils, the • Psychological support (personnel support/ prime purpose of which is to enhance the capability counselling) –DHHS and capacity of the signatory councils to request extra • Emergency Shelter – DHHS resources for the provision of relief and recovery services from each other, to the maximum extent • Animal Welfare – Livestock - Ag Vic, Wildlife - practicable, in the event of an emergency. DELWP, Domestic Animals - Council
The following is a summary of Emergency Relief • Emergency Financial Assistance – DHHS activities and facilities. For further information regarding • First Aid – Ambulance Victoria Emergency Relief please refer to the Otway District • Community Information – control agency Relief and Recovery Plan (for copy of this plan please contact MERO details p.2) Relief services may also be provided as a result of a non-major emergency such as a house fire, over floor 5.1 Emergency relief activities flooding or storm damage where there is an immediate Council assisted by other organisations and with need for emergency relief to mitigate hardship. the support of the Department of Health and Human Reports of a non-major emergency may be initiated Services as the organisation responsible for relief from a range of sources (e.g. control agency, Victoria coordination at Region and State level, is responsible Police, Municipal Emergency Resource Officer, affected
www.corangamite.vic.gov.au / 45 individuals, hospitals and health care centres, ESTA). The An Initial Impact Assessment (IIA) is preliminary an agency will notify the MERO to ensure coordination of appraisal of the extent of damage, disruption and relief services at the local level. breakdown to the community and its infrastructure resulting from the emergency. This assessment is Council may participate in or facilitate any of these initiated and managed by the control agency and can be services and may offer additional services as resources supported by other agencies and the municipal council, and needs allow. Each of these activates is directed by depending upon the type and scale of the emergency. the relevant Operational procedure in the ERC Standard IIA provides early information to assist in the prioritisation Operational Guidelines. of meeting the immediate needs of individuals and the 5.1.1 Emergency Relief Centre (ERC) community. It also indicates if further assessment and assistance is required. An ERC is a building or a place that has been activated for the provision of life support and essential personal 5.2.2 Secondary impact assessment (SIA) needs for people affected by, or responding to an SIA is a subsequent progressive and more holistic emergency, and is usually established on a temporary assessment of the impact of the event on the basis to cope with the immediate needs of those community; and considers built and natural environments, affected during the initial response to the emergency. social and economic impacts, and resulting community The decision to activate an ERC is that of either the needs. Impact assessment for relief and recovery Incident Controller or the Corangamite Shire MERC requires an additional layer of analysis beyond the initial in consultation with the MERO and MRM, or that of impact assessment. another municipality’s MERC and their MERO and MRM. Coordination of SIA is the responsibility of the MRM and Emergency relief can also be provided at the site of the all departments and agencies involved in the collection emergency. of SIA should liaise with the MRM to ensure information Corangamite Shire Council has designated appropriately is coordinated and shared. assessed buildings as Emergency Relief Centres. The To facilitate this process the Corangamite Shire, through locations are listed in Appendix 16. the Emergency Management Group, shall as early as Arrangements to activate DHHS and Emergency Relief practicable perform the following tasks: Support Agencies such as Red Cross and Victorian • Survey the extent of damage indicating evaluation Council of Churches (VCC) and Emergency Relief of financial and material aid needed Centre Standard Operating Guidelines for the three councils exist and are available as a sub-plan to this plan • Provide a priority listing for restoration of (for copy of this plan please contact MERO details p.2). community needs to assist agencies in the performance of their functions 5.2 Impact assessment • Monitor the Acquisition and application of financial Impact assessment is conducted in the aftermath of and material aid needed or made available in the an emergency to assess the impact to the community restoration period and inform government of immediate and longer-term The Emergency Management Group may co-opt recovery needs. persons within the community with the appropriate Impact assessment must be community focused to expertise to assist with the above tasks. Should the ensure the data/information will assist decision making emergency extend beyond the boundaries of the on how to best support impacted communities. It is a Corangamite Shire Council the post impact assessment three-stage process to gather and analyse information may be merged with that of the other affected following an emergency event. municipality(s). (For copy of the Draft Municipal Secondary Impact Assessment Guidelines please 5.2.1 Initial impact assessment (IIA) contact MERO details p.2)
46 / Municipal Emergency Management Plan 2019-2021 5.2.3 Post emergency needs assessment (PENA) recovery agencies. PENA estimates the longer-term psychosocial impacts This will occur when the MERC, in conjunction with the of a community, displacement of people, cost of Control Agency, MERO and the MRM, will call together destroyed assets, the changes in the ‘flows’ of an relevant relief and recovery agencies, to consult with, affected economy caused by the destruction of assets and agree upon the timing and process of the response and interruption of business. ‘Stand Down’
Such assessments inform the medium to longer-term The early notification of recovery agencies involved During recovery process and build the knowledge base of the in the emergency will ensure a smooth transition of total cost of emergencies that informs risk assessment ongoing activities from response to recovery. and management. When response activities are nearing completion, the Impact assessment guidelines can be obtained from MERC, in conjunction with the Control Agency, MERO Emergency Management Victoria. https://ehpa.org.au/ and MRM; will consider transition to recovery which will download/EMV-Initial-Impact-AssessmentGuidelines- include: Class-1-v2.01.doc • the emergency response has or will soon be concluded; 5.3 Business continuity • the immediate needs of the affected persons are To minimise the impact of emergency response being managed; activities on business continuity, and assess the potential for activating the Municipal Association Victoria (MAV) • the relevant agencies are ready to start, or Municipal Resource Sharing Arrangements, Corangamite continue, providing and/or managing recovery Shire Council established the Crisis Management Team services; (CMT) with the following membership: • the Incident Controller (IC) has supplied a current • Chief Executive Officer handover document; and • Director Sustainable Development • sufficient damage/impact information has been • Director Works & Services passed to the MECC to enable detailed planning • Director Corporate & Community Services for recovery activities. • Others co-opted as required If agreement is reached at that meeting to terminate response activities, the IC in consultation with the MERC 5.4 Termination of response activities will advise all agencies of the time at which response It is essential to ensure a smooth transition from the terminates and arrangements will be made to maintain response phase to the recovery phase of an emergency Municipal emergency coordination functionality for an at the municipal level. agreed period.
While it is recognised that recovery activities will have commenced shortly after impact, there will be a cessation of response activities and a hand over to
www.corangamite.vic.gov.au / 47 5.5 Transition from response to recovery 5.6 Post emergency debriefing arrangements If the emergency is of significant size to actively involve the Department of Health and Human Services, As soon as possible following an incident, agencies the Department will coordinate the Transition from (including councils) should arrange a (cold) debrief that Response to Recovery by requiring relevant agencies addresses the agency’s response and asset recovery to complete and endorse an Agreement for Transition operations. The MERO will conduct the debrief with of Coordination Arrangements from Response to Council staff. Recovery. Agency and Council debriefs are to take place prior to a The purpose of this document is to assist emergency multi-agency debrief to ensure that an accurate picture management agencies involved in response and can be portrayed. The MERC will convene the meeting recovery to achieve a seamless transition of information, and all agencies who participated should be represented resources, management and coordination of activities. with a view to assessing the adequacy of the MEMP The scope of the transition agreement arrangements and to recommend changes. These meetings should includes: be chaired by a Vic Police officer not involved in the incident. Meetings to assess the adequacy of the MEMP • Authorisation arrangements should be chaired by the MEMPC Chairperson. • Coordination and management arrangements. An additional debrief may be conducted for the • Transition activities and tasks to ensure continuity Recovery Team to cover specific relief and recovery of essential community support issues. This will be convened by the MRM and will be in addition to debriefs conducted by the MERC and • Information and communication arrangements MEMPC. Further details around the arrangements for the transition from Response to Recovery can be found in the State Emergency Response Plan (Part 3 Section 4.6 of the EMMV). South West Complex Fires Debrief Program
5.5.1 Handover of goods / facilities Following the recent fires, Emergency Management Victoria (EMV) established a multi-agency debrief In some circumstances, it may be appropriate for certain team to complete both agency and community facilities and goods obtained under the emergency debrief programs after the event. The EMV Debrief response arrangements, to be utilised in recovery Program applied lessons management principles activities. In these situations, there would be an actual including the identification and learning of lessons hand over to the MRM of such facilities and goods. This captured through meetings, debriefing, monitoring hand over will occur only after agreement has been and targeted reviews. reached between response and recovery managers. In addition to this, most agencies, including Corangamite Shire, completed internal debrief processes to identify continuous improvement opportunities and ensure their organisation and communities can be better prepared for future emergencies.
48 / Municipal Emergency Management Plan 2019-2021 After 6 EMERGENCY RECOVERY
6.1 Introduction The Municipal Emergency Recovery Arrangements have been developed in accordance with EMMV Part 4 and Part 6 in accordance with the Emergency Management Act 1986 and 2013 and current recovery processes in place across the Barwon-South Western region. These Arrangements apply to all emergencies that have an impact on the community.
Recovery from emergencies is a developmental process of assisting individuals and communities to manage the re- establishment of those elements of society necessary for their wellbeing.
The process involves cooperation between all levels of government, non-government organisations, community agencies and the private sector in consideration of:
• the emotional, social, spiritual, financial and physical well-being of individuals and communities
• the restoration of essential and community infrastructure
• the rehabilitation of the environment
• the revitalisation of the economy of the community to ensure as far as possible that the well-being of a community is increased
Effective recovery from emergencies involves the coordination of a range of services provided by government, non-government organisations, community organisations and the commercial sector. It should be community-led and enable individuals, families and the community to actively participate in their own recovery, guided by community priorities, local knowledge and existing community strengths and resilience.
Emergency recovery activities integrate with emergency response and relief activities and commence as soon as possible following the emergency.
The principles contained within these Arrangements may also be used to support communities affected by events that are not covered by the definition of emergency.
www.corangamite.vic.gov.au / 49 6.2 Recovery definition 6.4 Context of recovery The Emergency Management Act 1986 states that In reading these arrangements, it is essential to have recovery is “the assisting of persons and communities an appreciation of the assumptions and accepted affected by emergencies to achieve a proper and understandings that underpin them. These assumptions effective level of functioning.” Recovery is the and accepted understandings are: coordinated process of supporting emergency 6.4.1 Resilience of individuals and communities is affected communities in the restoration of their respected emotional, economic and physical well-being plus the reconstruction of the physical infrastructure and the Recovery services and programs must acknowledge rehabilitation of the natural environment. the inherent resilience that affected individuals and communities display. Individuals, when possessing
6.3 Recovery principles information about the situation and available services, The following information is sourced from the National can make informed choices about their recovery. Principles for Disaster Recovery (February 2018). Communities, when supported with information and resources, can support and manage their own recovery. Disasters can deeply impact lives and livelihoods. Working with communities recovering from disasters is 6.4.2 Recovery is part of emergency management complex and challenging. These principles are a way Recovery is an integral component of the arrangements to guide our efforts, our approach, our planning and our that support the whole of emergency management decision-making. activity in Victoria. These arrangements are documented While all the principles are equally critical to ensure in the EMMV. effective recovery, understanding the local and broader context and recognising complexity are fundamental. 6.4.3 Levels of recovery operations The descriptions beneath each principle provide further To ensure the success of the arrangements, it is guidance for working with communities in disaster vital that all agencies and organisations involved in recovery. management, coordination or service delivery undertake • Understand the context - Successful recovery is these activities in a cooperative and collaborative based on an understanding community context, manner, within the agreed framework. Coordination with each community having its own history, values and communication both at and between the various and dynamics levels of operation will assist in ensuring the success of • Recognise complexity - Successful recovery is recovery activities for the affected community. responsive to the complex and dynamic nature of both emergencies and the community 6.4.4 Roles of organisations and agencies • Use community-led approaches - Successful recovery is community-centred, responsive and flexible, engaging with community and supporting them to move forward • Coordinate all activities - Successful recovery requires a planned, coordinated and adaptive approach, between community and partner agencies, based on continuing assessment of impacts and needs • Communicate effectively - Successful recovery is built on effective communication between the affected community and other partners • Recognise and build capacity - Successful recovery recognises, supports, and builds on individual, community and organisational capacity and resilience
For further information about the National Principles for Disaster Recovery refer to https://knowledge.aidr.org. au/resources/national-principles-disaster-recovery/
50 / Municipal Emergency Management Plan 2019-2021 Recovery is not the exclusive domain of any single Victorian-Animal-Emergency-Welfare-Plan_ agency. All agencies and organisations willing to updated.pdf participate have an important role to play. This • Key health and wellbeing issues which may emerge recognises that recovery must be a whole-of- following emergencies https://www.corangamite. government and a whole-of-community process. vic.gov.au/Community/Public-Health-and- The agreed roles and responsibilities of agencies under Wellbeing/Health-and-Wellbeing these arrangements is contained in section 6.19 Agency 6.4.5 Affected community involvement Recovery Role Statements and Services for Recovery and are consistent with Part 7 of the EMMV. Recovery requires the active involvement of the affected community. It is an accepted principle of There are also existing plans, guidelines and frameworks recovery that the active involvement of the affected developed by agencies which will assist with the issues community is essential for its success. All recovery that can arise in communities following emergencies. agencies should seek to engage with the affected These documents deal with a range of issues including community during the development of plans and must but limited to: involve the community in the development of recovery • Increased family violence following emergencies activities following an emergency. After (refer to DHHS https://providers.dhhs.vic.gov. au/family-violence-framework-emergency- management
• Disposal of dead animals following emergencies (refer to Ag Vic plan http://agriculture.vic.gov. au/__data/assets/pdf_file/0003/365088/
www.corangamite.vic.gov.au / 51 6.5 Response / recovery interface 6.6.1 The Otway District Relief and Recovery Plan Recovery should begin as soon as possible when an Corangamite Shire has joined with Colac Otway and emergency occurs. It is therefore essential to ensure Surf Coast Shires to establish a cross-council relief and high levels of understanding and cooperation between recovery committee known as the Otway Relief and response coordinators and recovery coordinators at Recovery Collaboration. This committee recognises each of the levels of operation. In most instances there that one municipality alone lacks the capacity and will be a transition of coordination responsibility from capability to effectively address relief and recovery the response coordinator to the recovery coordinator. services following a major event. A Memorandum of Appropriate arrangements must be negotiated and Understanding exists between the three councils, the documented between coordinators at the levels of prime purpose of which is to enhance the capability operations to ensure this occurs. and capacity of the signatory councils to request extra resources for the provision of relief and recovery It must also be recognised that recovery activities services from each other, to the maximum extent often occur naturally within the affected community. practicable, in the event of an emergency. The emergency recovery planning and coordination activities undertaken at state, regional and municipal As a part of this Collaboration, the three councils have level are intended to provide structure for what would also developed the Otway District Relief and Recovery otherwise be ad hoc assistance to people affected by Plan which constitutes the relief and recovery portions emergencies. of each Council’s Municipal Emergency Management Plan (MEMP). The Otway District Relief and Recovery 6.6 Planning for recovery Plan should be implemented in conjunction with the All agencies and organisations with agreed roles and MEMP relevant to emergency relief and recovery. responsibilities under the arrangements must develop The following information is a summary of the main internal operational plans that detail the capacity themes of Emergency Recovery. of the agency and strategies that will be employed (To request a copy of this plan please contact the MERO by the agency to undertake the agreed roles and – contact details page 2). responsibilities.
Corangamite Shire has developed a Recovery Plan as a Sub-Plan of the Corangamite Shire MEMP. This plan includes:
• Lismore / Derrinallum and District Sub-Plan
• Skipton and District Sub-Plan
• Otway District Relief and Recovery Plan
To request copies of these plans please contact the MERO – details Page 2.
52 / Municipal Emergency Management Plan 2019-2021 6.7 Recovery responsibilities and escalation STATE Coordinate the provision from Victorian State resources (other Regions). Corangamite Shire Council is responsible for The Emergency Management Government Commissioner is responsible for the coordination and management of relief and the “coordination of the activities of recovery at municipal level. DHHS is responsible organisations, including agencies, for the coordination of recovery at the regional and having roles or responsibilities under state levels. the state emergency recovery plan in relation to recovery from Planning for and coordination of recovery activities all emergencies”. The Emergency Management Commissioner will be managed in the first instance through the effectively oversees the MRM (or the MECC if necessary due to the scale management of coordination at every of the emergency). Strategic planning for the level. If State level is unable to meet delivery of longer-term recovery services, including demand escalation occurs to National (Australian Government) the establishment of appropriate governance structures and processes will be undertaken by the REGION Coordinate the provision from
MRM. After DHHS Regional resources (Govt. support There are three levels of recovery management Agencies or other Municipalities). – Municipal, Regional and State. If an emergency If unable to meet demands the Regional Emergency Recovery exceeds the capacity of Council and existing Coordinator (DHHS) will escalate to resource sharing arrangements including the Otway DHHS State Level Relief and Recovery Collaboration, due to the size, complexity, geographic area, level of impact Coordinate the provision of or dispersion of the affected population, Council MUNICIPALITY Corangamite Shire resources from municipal area. This may request the Regional Recovery Coordinator includes support of neighbouring (DHHS) to coordinate recovery at the regional LGA’s in accordance with level. This escalation provides an additional level of memorandums of understanding management and support to existing arrangements. If the municipality is unable to meet Further escalation to the state level may be demands, the MRM will contact the Regional Recovery Coordinator necessary in very large or complex emergencies. (DHHS) to escalate to the regional Figure 11 shows the escalation process. level
Figure 11: Recovery Escalation Process
www.corangamite.vic.gov.au / 53 6.8 Activation of municipal recovery • Potential relief and recovery needs of affected coordination arrangements communities • Arrangements for relief and recovery coordination Recovery coordination refers to the arrangements that will be used in any situation where more than one • Relief and recovery services required department, agency or organisation is required to • Capacity and capability to provide local level provide services to assist communities and individuals service delivery, identifying trigger points for recover from the impact of an emergency. escalation to regional or State
The responsibility for co-ordination of recovery at 6.8.2 Community-led recovery municipal level is the MRM. Depending on the event Community members are the first responders during recovery arrangements can be initiated in the following an emergency, and take actions to save and protect ways: themselves, their families and their communities. As part • MRM is contacted by the DHHS or responsible of this response, disaster-affected communities often agency spontaneously begin their own recovery processes. It • The MRM is contacted by the MERO to begin is the role of recovery agencies to provide structured recovery support, communication and coordination to assist these • MRM is contacted by the Regional Recovery efforts. Coordinator from the Regional Emergency Community-led recovery involves the community Management Team in leading their own recovery and will be varied and Contact numbers for the municipal recovery contacts relevant to the situation at the time. It is essential that are detailed in Appendix 15 - Contacts Directory the intent and process of recovery for a community is clear at the outset and may: In large scale or protracted emergencies, the MRM, in consultation with the MERO, senior Council Officers and • involve supporting and facilitating a community to DHHS Regional Recovery Coordinator, are responsible lead for forming the Municipal Recovery Coordination Group. • be inclusive, enabling equitable participation and This Group will underpin recovery framework to enable building the capacity of individuals in the delivery of relevant services around the functional areas community to contribute and lead of recovery in a timely and responsive manner for as • revolve around networks and connections long as required. • resolve and embrace the “hard” issues while being Recovery coordination arrangements provides for: emotionally supportive • assessment of impacts • by its very nature need to be flexible to consider • input of affected community into decision making possibilities • coordination of service provision • connect with both the past and future.
• communication strategies; and 6.8.3 Community profile • the co-ordination of activities within and across the Each community is different development of a functional areas described below community profile will assist Council and recovery Recovery activities will commence shortly after impact, agencies identify the community’s specific needs and so it is important the MRM receives a full briefing from target recovery services to work more effectively. A the MERO and MERC to gain a clear understanding of community profile should identify the strengths, assets, the recovery requirements. risks and vulnerabilities of a community of at least 500 people. 6.8.1 Operational plan support arrangements The profile will need to consider the social, economic, As the coordinating agency for relief and recovery at built and natural environments. It should represent, the local level, Council is responsible for developing a as accurately as possible, the location, demography, recovery plan specific to the emergency. environment, facilities, services and networks that This plan should include: exist or could reasonably be assumed to exist in the • A description of the emergency affected community. The profile should also consider communication methods and networks relevant to the • Profile of affected communities community and what bearing they may have in recovery. • Impact assessment information Refer to Appendix 17 Community Profile Template.
54 / Municipal Emergency Management Plan 2019-2021 6.8.4 Community recovery committees • Business and tourism associations Communities recover best when they are supported • Government agencies to manage their own recovery and as the recovery • Non-government agencies process progresses, the community will become Functions – community recovery committees help increasingly able to lead its own recovery. The individuals and communities achieve an effective level of primary method of ensuring and fostering community functioning. They can coordinate information, resources, management of recovery after an event is using and services in support of an affected community, community recovery committees, however this is establish priorities and provide information and advice to dependent on the community and their needs. the affected community and recovery agencies. Community recovery committees (or alternate means of Role – each Community Recovery Committee role will ensuring community input and management of recovery) vary depending on the community and their appetite should be established as soon as possible to ensure a for involvement, however in general, the role of the community voice in planning for recovery. community recovery committee is to: Establishment – the MRM has the responsibility to ensure • monitor the progress of the recovery process in the the establishment of community recovery committee(s) After community; (or alternate means of ensuring community input and management of recovery). • identify community needs and resource Where possible, existing local community representative requirements and make recommendations to committees can be used and will sometimes come recovery agencies, council and recovery forward to self-elect. managers;
Membership – membership of community recovery • liaise, consult and negotiate on behalf of the committees will depend on the needs of the affected community with recovery agencies, government areas and may include: departments and the council;
• The MRM • liaise with the DHHS as the recovery coordination agency through the designated regional director or • Community development personnel delegate; • Councillors • undertake specific recovery activities as required. • Community groups / sectors • Affected persons
www.corangamite.vic.gov.au / 55 6.8.5 Assessment of impacts and needs for • Advertisements within local newspapers recovery • Newsletters At the municipal level, Councils are the lead agency • Media releases for gathering and processing of information for SIA • Community briefings – Community briefings may be and PENA which informs relief and recovery. Impact conducted by response agencies as part of their assessments should be conducted with participation role in keeping communities aware of the current from the Council, government agencies as relevant emergency, before, during, and after incidents. depending on the incident. Municipal recovery team members including a The MRM manages the SIA and PENA which build on the trained personal support practitioner should be part observational information gathered through the IIA phase of the briefing team. to provide an additional layer of analysis and evaluation. • Community information sessions – As soon as The outcomes of the IIA should be obtained from the practicable after an emergency, the MRM should Control agency by the MRM prior to activating further arrange community information sessions. The assessments to inform SIA and PENA. development of these sessions is the first practical step in the process of ensuring a community is For further information on the Impact Assessment actively involved in the recovery management process see section 5.2 Impact Assessment. process. These sessions can also be used to 6.8.6 Communicating with the affected support the development of community recovery community committees. As discussed in Section 4.8.7, the release of information The role of community briefings in the recovery context by Corangamite Shire Council during the response is to: phase is the responsibility of the Control Agency • provide clarification of the emergency event (control in conjunction with the MERC. There are a range of agency) mechanisms for providing information to the public. • provide advice on services available (recovery During the recovery phase, councils are responsible agencies) for coordinating communications with the affected • provide input into the development of management community. Existing communication channels used in strategies (LGA) the response phase may evolve to support recovery • provide advice to affected individuals on how to messages and communications. However, it is important manage their own recovery, including the provision to review existing communications channels to ensure of preventative health information (specialist accurate and complete information is received by advisers) affected people to enable the re-establishment of connections, networks, health and social services. Where the emergency has a criminal component, the Council has a Social Media Policy and a Media municipality will need to consult with the investigating Relations Policy which forms the basis of how Council authority on any necessity to restrict the content of the communicates to the public. Early establishment of briefings. Local agreements with response agencies effective recovery communications plans is a key factor that have responsibility for community briefings, will be in facilitating community involvement and underpin the developed as part of the MEMP. delivery of community-based recovery services.
These channels and mechanisms may include but are not limited to the following examples: • Dedicated phone lines or call centre
56 / Municipal Emergency Management Plan 2019-2021 6.9 Functional areas of recovery There are five key functional areas that require the application of coordination arrangements as a part of the recovery process. These areas focus on the various needs of the community.
Social Built Natural Economic Agricultural environment environment environment environment environment
Personal support Building safety Air quality Local business Animal welfare viability Accommodation Repair, demolish, Water quality Agricultural impacts rebuild - Primary Material aid Land degradation Urgent referrals producers Roads Financial aid Revegetation Land management - Tourism Transport and rehabilitation Public health Wildlife - Retailers Utilities Restoration Medical access Waterways and After Employment of agriculture Facilities marine Community opportunities enterprises maintenance development
Figure 12: Functional Areas of Recovery
While each of these areas overlap considerably, each • Economic environment - Local Council has also has a specialist skill requirement to address issues responsibility to coordinate activities at a local level arising after an emergency: and DJPR has the regional and state responsibility. • Social, health and community environment - • Natural environment - DELWP has the responsible Local Council have the responsibility to coordinate for coordinating activities at all levels of the Natural at a local level and DHHS has the responsibility for Environment. state and regional responsibility. • Agricultural environment - Depending on the • Built environment - DJPR and DoT has emergency there may be a requirement for this responsibility at the state level to coordination environment, which focuses on the business of for transportation, power/gas and communication agriculture, animal welfare and farming impacts. and DELWP has responsibility at a state level for the coordination of water. Agencies at regional levels are specified in regional plans and municipal councils are responsible at the local level.
www.corangamite.vic.gov.au / 57 58 / Municipal Emergency Management Plan 2019-2021 6.10 Recovery centres 6.12 Long term recovery planning The Recovery Centre is a ‘one stop shop’ managed Recovery from emergencies can take many months to by Council where people can access a wide range of years. The South West Fires in March 2018 resulted in information and services as they work towards recovery significant investment in long term recovery planning and reconstruction. The centre should provide access in areas devastated by the fires. A conventional to information on Council related matters, rebuilding model for recovery management was adopted and information, grants, temporary accommodation and case recovery activities were organised into four pillars: management. It can be used as a base for community social, agriculture, economic, and built and natural development and recovery project workers. environment, each of which is led by a state agency. A Community Recovery Committee was established In large or prolonged emergencies, a relief centre with representatives from each of the impacted areas (refer Section 3) may evolve into a recovery centre to provide information and feedback to affected when the emergency response has concluded. This communities. transition should be seamless, as the municipal council will continue to assume the responsibility for the The resulting Community Recovery Committee Action
management of these centres. Plan aligns with Corangamite Shire’s Municipal Public After Health and Wellbeing Plan, Municipal Emergency With this possibility in mind, Corangamite Shire Council Management Plan, as well as the 2017-2021 Council will evaluate the appropriateness of potential sites for Plan strategies. This ensured a coordinated approach relief and/or recovery centres carefully, considering the to addressing long term community impacts that can possibility that the venue may be requested for recovery be integrated into business as usual. The model was purposes committed for some considerable period after successful and will be the basis for future events, the response to the emergency has ended. however it must remain flexible to respond to different 6.11 Case management emergencies and their consequences on affected communities. Council will determine the best way to work with Corangamite Shire communities after an emergency 6.13 Donations and appeals and this may include implementing a case management The Council supports the principle of monetary system. donations over donated goods as per the National Case management is an established practice within Guidelines for Managing Donated Goods. Material emergency recovery that can assist affected people by donations are discouraged as financial donations ensuring a coordinated approach across the recovery can provide a greater level of choice and can more environments and recovery support agencies. This accurately target any identified needs and help means service delivery is integrated and as streamlined circulate money in affected communities. However, it is as possible. understood that in some instances goods and services Corangamite Shire uses the Crisisworks software to may be donated. In these circumstances Council collate and build case files on affected people and does not have capacity to coordinate donated goods properties to ensure coordinated and effective support and services or manage appeals and will liaise with is provided. appropriate non-government agencies and service clubs and groups to assist in this area. Where there is potential for primary producers to be affected by an emergency, Corangamite Shire will liaise Individuals, families and communities affected by with DHHS and DJPR to determine the circumstances in emergencies may require essential material aid (non- which case management support may be delivered in a food items) such as clothing, bedding materials and coordinated approach. personal necessities, to help ensure their personal comfort, dignity, health and wellbeing. The Salvation For further information refer to the Otway District Relief Army will coordinate the provision of material aid and Recovery Plan. (To request a copy of the plan (supported by agencies including St Vincent de Paul and contact the MERO – contact details page 2). Foodbank Victoria). However, Council will also work with communities to identify systems for receiving goods and material assistance.
www.corangamite.vic.gov.au / 59 6.14 Spontaneous volunteers 6.16 Sharing of personal information Volunteers are often made available by various service In accordance with the Privacy and Data Protection Act clubs including, Rotary, Lions, Freemasons, Apex etc. 2014, an organisation can only use or disclose personal Volunteers need to be co-ordinated by council officers information for the primary purpose it is collected. – especially when involved in clean-up operations. If personal information is collected as part of responding The MRM will appoint a person to act as volunteer to an emergency, use and disclosure of that personal coordinator who will collate all offers of voluntary information with other organisations involved in the assistance and coordinate activity of volunteers. disaster response or recovery may be disclosure for the Volunteers will be equipped with the necessary personal primary purpose of collection. protective equipment and will also be instructed in Occupational Health and Safety. As Corangamite Shire Council is responsible for the coordination and management of relief and recovery at 6.15 Coordination of clean-up activities municipal level, Council is not able to share information • Municipal councils coordinate clean-up activities, with individuals or community groups who wish to including disposal of dead animals (domestic, native provide support services directly to impacted individuals and feral). Depending on the emergency Council outside of these arrangements. may provide further assistance where there are If these requests are received Council will work with the impacts to environmental health group to identify alternative ways for them to work with • DELWP (Local Government Victoria) provides impacted community members who wish to be involved targeted support where required to assist municipal in the support project. councils in their delivery of relief and recovery activities, including clean-up • EMV coordinates clean up and demolition activities in a declared major emergency where state assistance is required • Households and property owners are responsible for having adequate insurance protection (or other means) to enable the clean-up, repair and reconstruction of damaged property
60 / Municipal Emergency Management Plan 2019-2021 6.17 Reporting arrangements Municipal councils should regularly monitor and report on the impacts of emergency incidents on affected communities, during and following the incident, to ensure recovery agencies can promptly respond and provide assistance where required. The following diagram illustrates the reporting structure for recovery:
Municipal Senior Officers Group Community State Recovery Recovery Committee Coordinator Municipal Recovery Manager Other (MRM) Regional community- Recovery based Leadership After committee Group
Social Built Natural Economic Agricultural Environment Environment Environment Environment Environment
Figure 13: Reporting structure for recovery
The following information should be included in the 6.18 Evaluation of recovery monitoring and reporting of recovery activities: See section 1.4.3 of this document. • Size and location of affected areas • Number of premises which are; 6.19 Agency role statements and services for relief and recovery o Uninhabitable, inaccessible, destroyed or damaged For a list of relief and recovery support agencies, role statements and types of assistance, refer to Part 7 o Dwelling type (if known) – house, caravan, EMMV at https://files-em.em.vic.gov.au/public/EMV- flat/unit or other web/EMMV-Part-7.pdf • Number of persons affected o Adults / children o Immediate needs • Accommodation, health and/or personal needs • Relief/Recovery Centres locations and hours of operation • Community briefings/information sessions o Date, location held and number of attendees (approx.) o Upcoming dates and locations of community briefings
www.corangamite.vic.gov.au / 61 7 Appendices
62 / Municipal Emergency Management Plan 2019-2021 Appendix 1 – Distribution list
Appendix 2 – MEMPC terms of reference
Appendix 3 – Committee membership
Appendix 4 – Corangamite Shire municipality
Appendix 5 – Bushfire Places of Last Resort locations
Appendix 6 - Vulnerable Persons Facilities Register
Appendix 7 – Emergency management resource sharing
Appendix 8 – Council owned plant
Appendix 9 – Contractors’ plant
Appendix 10 – Detailed role statement – MERO
Appendix 11 – Detailed role statement – MRM
Appendix 12 – Detailed role statement – EMLO
Appendix 13 – Detailed role statement – MFPO
Appendix 14 – Emergency management structure
Appendix 15 – SMEAC template
Appendix 16 – Contact directory Appendices
Appendix 17 - Emergency relief centres
Appendix 18 – Community profile template
Appendix 19 – Services and agencies for recovery
www.corangamite.vic.gov.au / 63 7.1 Appendix 1 - Distribution List
NUMBER ISSUED TO OF COPIES Adjoining Municipalities: Shires of Colac-Otway; Moyne; Golden Plains; Pyrenees, Rural City of Ararat. 5 Ambulance Service Victoria; Geelong; Camperdown. 2 Corangamite Network of Schools (11) 1 Corangamite Shire - Chief Executive Officer, Councillor (Jo Beard) 2 Corangamite Shire Library 1 Country Fire Authority - Local Group Officers; Westmere; Lismore; Camperdown; Cobden; Timboon 5 Country Fire Authority - Regional Headquarters; Colac- Reg 6; Operations Manager – Reg 6; Ararat, 5 Reg 16; Warrnambool, Reg 5; Country Fire Authority – Risk Manager Reg 6. Department of Health and Human Services Victoria – Geelong 2 Department of Jobs, Precincts and Regions – Warrnambool 1 Dept. of Environment, Land, Water and Planning- Warrnambool 2 Dept. of Environment, Land, Water and Planning - Colac Divisional Emergency Response Plan Co-ordinator – WD2 Warrnambool Division Superintendent 2 Emergency Relief Functional Area Representative - Red Cross 4 Gas Company Forum 1 Hospitals – Camperdown/Lismore, Terang, Timboon, Cobden 4 Municipal Emergency Response Co-ordinator (MERC) - S/SGT. In Charge, Camperdown Police Station 2
M.E.RO.; M.E.M.O. and M.R.M 1 Deputy MERO 1 Deputy MERO 1 Deputy MERO 1 Deputy MRM 1
Municipal Environmental Health Officer 1 Parks Victoria, Port Campbell 1 Police Station(s) Skipton, Lismore, Terang, Camperdown, Cobden, Timboon, Port Campbell and Insp. 8 (Geelong). Port Campbell Surf Lifesaving Club 1 Spares 2 Transport and Engineering Functional Area Representative, Rural Roads Victoria Warrnambool, Geelong 2 Victoria State Emergency Service - Local Units - Lismore, Terang, Camperdown, Cobden, Port Camp- 5 bell. VICSES - Regional Headquarters; Hamilton - 2 Wannon Water – Warrnambool 1
TOTAL 67
64 / Municipal Emergency Management Plan 2019-2021 7.2 Appendix 2 - MEMPC terms of reference
PURPOSE
The purpose of the Corangamite Shire MEMPC is to provide information and advice to assist with planning for potential emergencies in the municipality of Corangamite Shire. This Committee is formed pursuant to Sections 20 of the Emergency Management Act 1986. In particular, Sections 21(3), (4) and (6) refer specifically to the MEMPC.
OBJECTIVES
This Committee is to formulate an emergency management plan for the Council’s consideration in relation to the prevention of, response to and the recovery from emergencies within the Corangamite Shire.
DEFINITIONS
• Emergency - as defined in the Emergency Management Act, 1986;
• Emergency Management - the organisation and management of resources for dealing with all aspects of emergencies;
• MEMPC - Municipal Emergency Management Planning Committee;
• MEMPlan - Municipal Emergency Management Plan;
• MEM - Municipal Emergency Manager;
• MERC -Municipal Emergency Response Coordinator, i.e. a member of Victoria Police (VicPol);
• MRM - Municipal Recovery Manager
• MERO - Municipal Emergency Resource Officer; Appendices • VICSES - Victoria State Emergency Service; and
• Co-ordinator in Chief - the Co-ordinator in Chief of Emergency Management for the State of Victoria.
MEMBERSHIP
See Appendix 3.
REPRESENTATION
The agencies / organisations listed at Appendix 3 will provide representation at the appropriate level to enable decisions and commitment to be made on behalf of their agencies / organisation.
STRUCTURE
The Committee will provide direction and support to agencies / organisations within the MEMPC.
The Committee may convene Sub-Committees or Working Groups as required.
The Committee will be chaired from within its membership.
CHAIR & DEPUTY CHAIR
The Committee will be chaired by a nominated Corangamite Shire councillor. If the councillor is unavailable, the position will be filled by the MERO.
AUTHORITY OF THE COMMITTEE
Section 21(4), of the Emergency Management Act 1986, states that the function of a MEMPC is to prepare a draft Municipal Emergency Management Plan for consideration by the municipal council. It shall:
• Assess and review hazards and risks facing the community;
• Produce the Municipal Emergency Management Plan for consideration by Council;
• Review and update the Plan annually, including review of risks, with responsibility to see that this task is undertaken delegated to the MERO;
• Arrange regular tests/exercises of the Plan, or parts of the Plan, at least annually. This includes participation in other agency exercises. www.corangamite.vic.gov.au / 65 MEETING PROCEDURE
The MEMPC meets three times per year and following major emergencies involving the Municipality, or as required from time to time. All meetings will be minuted.
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.
The MEMPC will determine the terms of reference and reporting timeframes for these committees and/or working parties. The membership of any committee/working party will consist of agencies/organisations represented on the MEMPC and other representatives deemed necessary by the MEMPC.
FACILITIES AND RESOURCES
The Committee meets in a Council facility, generally the Killara Centre on Manifold Street in Camperdown, which is also the MECC.
QUORUM
A quorum at a meeting of the MEMPC must consist of the following representatives:
• VicPol: 1 MERC (or Deputy);
• Council: Councillor or MERO (or Deputy),
• Control/ Response Agencies: 1 representative from at least 2 different Agencies
• Recovery Agencies: 1 representative from at least 1 different Agency
• Total of 5 representatives
VOTING
All recommendations proposed by the Committee will be voted on with the majority of votes determining if the recommendation is carried or rescinded.
The Chair of the Committee will have the casting vote if there is a tied vote.
REPORTING
Meeting Minutes are to be provided to the Regional Emergency Response Coordinator (RERC) and Regional Recovery Committee via email.
The MEMPC Sub-Committees and Working Groups will report to the MEMPC.
In the event that a MEMPC Working Group has been established to address a specific issue, they will report to the MEMPC.
ADMINISTRATION
Administrative and executive support to the Committee will be provided by Corangamite Shire Council.
LEGISLATIVE MATTERS
The functions of the Committee will satisfy the obligations for MEMPC specified in the Emergency Management Act 1986 s 21(3).
REVIEW OF TERMS OF REFERENCE
This Terms of Reference are valid for the duration of the current MEMP and will be reviewed by the MEMPC.
66 / Municipal Emergency Management Plan 2019-2021 7.3 Appendix 3 - Committee membership
POSITION / TITLE AGENCY Councillor (Chairperson) Corangamite Shire Council Municipal Emergency Manager Corangamite Shire Council Deputy Municipal Emergency Resource Officer Corangamite Shire Council Deputy Municipal Emergency Resource Officer Corangamite Shire Council Deputy Municipal Recovery Manager Corangamite Shire Council Municipal Emergency Response Co-ordinator Victoria Police Regional Operations Manager Country Fire Authority Emergency Management Officer Dept of Health and Human Services District Fire Manager Dept of Environment, Land Water & Planning Animal Health Ag Vic (Dept of Jobs, Precincts and Regions) Regional Manager Regional VICSES Station Officer Medical/Ambulance Ranger In Charge Parks Victoria Operations Officer Red Cross Area Coordinator Victorian Council of Churches Regional Emergency Coordinator VicRoads Appendices Campus Manager South West Healthcare - Camperdown CEO Cobden District Health Service CEO Terang and Mortlake Health Service CEO Timboon and District Healthcare Service TBA Corangamite Network of Schools Officer in Charge Wannon Water Floodplain Manager Corangamite Catchment Management Superintendent Beach Energy Secretary Port Campbell Surf Lifesaving Club Manager Lochard Energy
Updated August 2019.
www.corangamite.vic.gov.au / 67 7.4 Appendix 4 - Corangamite Shire municipality
Glenelg Highway Skipton
N Darlington Hamilton Highway Derrinallum Lismore
Noorat Princes Highway Camperdown Terang
Cobden
Simpson Timboon
Port Campbell Peterborough Great Ocean Road
Princetown
68 / Municipal Emergency Management Plan 2019-2021 7.5 Appendix 5 - Bushfire Places of Last Resort locations Appendices
Towns Address Location at address Port Campbell Port Campbell foreshore, Cairns Street Open space adjacent to Cairns Street Timboon 53 Bailey Street, Timboon Timboon and District Public Hall Derrinallum Recreation Reserve, cnr Derrinallum Camperdown / Derrinallum Road and Hamilton Car park, North West section of reserve Highway Open space adjacent to Heriot Street Lismore Lismore Recreation Reserve, Seymour Street between the ovals Skipton Skipton Football Ground, 15 Smythe Street Open space on the football ground
www.corangamite.vic.gov.au / 69 7.6 Appendix 6 - Vulnerable persons facilities register
List of facilities held in ECM at ID 485711. Plese contact the MERO for further information.
70 / Municipal Emergency Management Plan 2019-2021 7.7 Appendix 7 - Emergency management resource sharing
File N° ID 790615
15 March 2013
Emma Fitzclarence Emergency Management Policy Manager Municipal Association Victoria GPO Box 4326 Melbourne VIC 3001
Dear Emma
Re: Protocol for Inter-council Emergency Management Resource Sharing
The Corangamite Shire Council confirms its commitment to this protocol.
The purpose of this protocol is to provide an agreed position between councils for the provision of inter-council assistance for response and recovery activities during an emergency. This protocol details the process for initiating requests for resources from another council and identifies associated operational and administrative requirements. Appendices The application of this protocol is expected to enhance the capability of councils to provide the best possible outcomes for emergency management and to support the step-up arrangements as detailed in the Emergency Management Manual Victoria (EMMV).
The co-ordination of responding agencies involves the systematic acquisition and application of resources (personnel, equipment and facilities) in accordance with the requirements of the emergency. This protocol will facilitate appropriate timely mustering of resources ready to discharge municipal functions.
Yours sincerely
Andrew Mason Chief Executive Officer
www.corangamite.vic.gov.au / 71 7.8 Appendix 8 - Council owned plant
PLANT DESCRIPTION P2100 HINO 500 FM 2630 JETPATCHER P2111 HINO GH1728 - FLOCON P2120 HINO GH1728 - FLOCON P2130 HINO RANGER PRO 10 ROAD MAINT UNIT P2170 HINO 500 SERIES P2200 HINO 500 SERIES 1018 MEDIUM P2220 HINO 300 SERIES 616 SHORT TIPPER P2231 IVECO DAILY 70C21 DUALCAB P2241 HINO 300 SERIES 917 MEDIUM TIPPER P2251 IVECO DAILY 70C21 P2300 HINO 500 SERIES P2311 HINO GH1828 TIPPER P2320 HINO500 SERIES P2330 HINO 500 SERIES P2340 HINO FG1628 STREETSWEEPER (SCHWARZE A6500GS) P2350 HINO 500 SERIES P2400 MACK PRIME MOVER - (water cart) P2410 MACK TRIDENT P2415 QUAD DOG TRAILER P2421 MACK TRIDENT TIPPER P2426 QUAD DOG TIPPER P2431 MACK GRANITE PRIME MOVER P2440 MACK GRANITE PRIME MOVER P2451 MACK TRIDENT TIPPER P2456 QUAD PBS TIPPER P2460 MACK PRIME MOVER - (water cart) P2471 MACK PRIME MOVER P2481 MACK PRIME MOVER P3000 CATERPILLAR 12M MOTOR GRADER P3011 CATERPILLAR 12M GRADER P3021 CATERPILLAR 12M GRADER P3030 CATERPILLAR 12M GRADER P3040 KOMATSU GD555-5 GRADER P3050 CATERPILLAR 12M GRADER P4000 JOHN DEERE JD2430 TRACTOR (6150) P4010 JOHN DEERE JD6534 TRACTOR (6145) P5000 CATERPILLAR 918F LOADER
72 / Municipal Emergency Management Plan 2019-2021 PLANT DESCRIPTION P5010 HYUNDAI HL757-7A LOADER P5020 HYUNDAI HL 730-7 FRONT END LOADER P5030 HYUNDAI LOADER P5040 HYUNDAI HL 757-7 LOADER P5050 TOYOTA SKID STEER LOADER P5070 CATERPILLAR 926 LOADER P5081 HYUNDAI HL770-9 FRONT END LOADER P5120 HYUNDAI R80CR-9 EXCAVATOR P5150 HYUNDAI EXCAVATOR R140W-9 WHEELED P5201 J.C.B 3CX BACKHOE LOADER P5210 BACKHOE - JCB 3CX SITEMASTER P5220 J.C.B 3CX BACKHOE LOADER P6145 SEPPIE S9 SLASHER (P4010) P6150 DELTA 4600 SLASHER (4000) P9236 TIEMAN WATER TANKER - 28000ltrrs
P9245 3 AXLE SEMI BOTTOM DUMPER Appendices P9255 3 AXLE SEMI BOTTOM DUMPER P9260 TES S AXLE SEMI BOTTOM DUMPER P9265 COLRON INDUSTRIES 3 AXLE WIDENING LOW LOADER P9275 BEAVER TAIL TAG ALONG - (P2320 - backhoe setup) P9278 TAG ALONG LOW LOADER (STABILISATION UNIT)
7.9 APPENDIX 9 - CONTRACTORS’ PLANT
Details of Contractors plant is available from Corangamite Shire’s Works Department.
www.corangamite.vic.gov.au / 73 7.10 Appendix 10 - Detailed role statement - MERO
Municipal Emergency Resource Officer
The indicative functions for the role of MERO are listed in the EMMV Part 6 located at https://files-em.em.vic.gov.au/ public/EMV-web/EMMV-Part-6.pdf
The following role statement incorporates the above and is taken from the Draft Corangamite Shire Emergency Operations Manual (ECM ID 2380758)
Role Overview
The Emergency Management Act 1986 requires each council to appoint a Municipal Emergency Resource Officer/s (MERO). Corangamite Shire has also appointed three Deputy MEROs.
The MERO is responsible for the activation, deployment and coordination of municipal resources in response to emergency situations. This role is a statutory appointment under the Emergency Management Act 1986.
Key Operations Duties • The MERO ensures that council resources are made available as requested by the Municipal Emergency Response Coordinator (MERC) or emergency services for response activities, and by the MRM for recovery activities. This means maintaining effective liaison with emergency agencies within or servicing the Shire. • The MERO also maintains an effective contact base so municipal resources can be accessed on a 24-hour basis and liaises with Deputy MERO and the MRM to determine the best use of municipal resources. • If a facility is required to assist in coordination of council resources following an emergency the MERO ensures arrangements are in place for the prompt activation of the Municipal Emergency Coordination Centre (MECC).
A checklist of duties is available in the Corangamite Shire Emergency Operations Manual - not available for public distribution.
74 / Municipal Emergency Management Plan 2019-2021 7.11 Appendix 11 - Detailed role statement - MRM
Municipal Recovery Manager
The indicative functions for the role of MRM are listed in the EMMV Part 6 located at https://files-em.em.vic.gov.au/ public/EMV-web/EMMV-Part-6.pdf
The following role statement incorporates the above and is taken from the Draft Corangamite Shire Emergency Operations Manual (ECM ID 2380758)
Role Overview
The second role under the general title of municipal emergency resource officer/s is that of the Municipal Recovery Manager (MRM). Corangamite Shire has also appointed two Deputy MRMs.
The MRM is primarily responsible for the coordination of municipal and community resources during relief and recovery operations. The MRM works closely with the MERO and other agencies to integrate relief and recovery efforts.
Key Operational Duties
The MRM assists with the establishment of emergency relief centres (ERCs) and emergency recovery centres if required. Along with the MERO and other emergency personnel, the MRM is closely involved with collating and evaluating information gathered during the post impact assessment process. This task will establish priorities for the restoration of community services and needs.
The recovery process can involve many agencies working with council to effectively address relief and recovery needs of impacted communities. The MRM will liaise and negotiate with relevant agencies and committees such as the Regional Recovery Committee and DHHS.
In consultation with appropriate communication staff, the MRM is also responsible for the coordinating the dissemination Appendices of recovery information to communities and to council.
A checklist of duties is available in the Corangamite Shire Emergency Operations Manual - not available for public distribution.
www.corangamite.vic.gov.au / 75 7.12 Appendix 12 - Detailed role statement - EMLO
Note: Role may be undertaken by MERO, MEMO or other trained staff.
Role Overview
The Emergency Management Liaison Officer (EMLO) represents an agency, and should be empowered to commit, or to arrange the commitment of, resources of the agency in the response to or recovery from emergencies, and to provide a communication link with the agency.
It is important that EMLOs are proactive in seeking information from their agencies. This role provides a conduit to “real time” information to and from the MERO/Council and ICC. EMLOs should be represented at the ICC from the early stages of activation.
Key Operational Duties
The EMLO should establish a suitable line of communication between the ICC and Council emergency management staff and ensure regular Sitreps are provided to and from the ICC. Within the ICC the EMLO provide specialist advice on the roles and capabilities and any limitations of Council resources.
The EMLO should be familiar with the current situation, maintain on-going awareness and ensure that the EMLO position is always occupied.
A checklist of duties is available in the Corangamite Shire Emergency Operations Manual - not available for public distribution.
76 / Municipal Emergency Management Plan 2019-2021 7.13 Appendix 13 - Detailed role statement - MFPO
Municipal Fire Prevention Officer (MFPO)
The indicative functions for the role of MFPO are listed in the EMMV Part 6 located at https://files-em.em.vic.gov.au/ public/EMV-web/EMMV-Part-6.pdf.
The Country Fire Authority Act 1958 requires each municipal council to appoint a fire prevention officer (generally known as a Municipal Fire Prevention Officer) and any number of assistant fire prevention officers. The Manager Environment and Emergency is the appointed MFPO along with 3 Deputy MFPO appointed for Corangamite Shire.
The role of the MFPO is to:
• manage the Municipal Fire Prevention Committee (MFPC) (if formed under the Country Fire Authority Act 1958) as chairperson and executive officer;
• undertake and regularly review council’s fire prevention planning and plans (together with the MFPC, if one exists);
• liaise with fire services, brigades, other authorities and councils regarding fire prevention planning and implementation;
• advise and assist the MEMPC on fire prevention and related matters;
• ensure the MEM Plan contains reference to the Municipal Fire Management Plan;
• report to Council 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 1958); and
• facilitate community fire safety education programs and support Community Fireguard groups in fire-prone areas.
77 / Municipal Emergency Management Plan 2019-2021 7.14 - Appendix 14 - Emergency management structure
EMERGENCY EVENT
RESPONSE RECOVERY
MUNICIPAL EMERGENCY DEPARTMENT OF HEALTH & RESPONSE HUMAN SERVICES COORDINATOR (MERC) State & Reg. Recovery Coordinators
MUNICIPAL EMERGENCY MANAGER MUNICIPAL EMERGENCY MANAGER (MEM) MUNICIPAL EMERGENCY (MEM) MUNICIPAL RECOVERY RESOURCE OFFICER (MERO) MANAGER (MRM)
DEPUTY EXTERNAL COUNCIL DEPUTY EXTERNAL COUNCIL MERO(s) RESOURCES RESOURCES MRM RESOURCES RESOURCES Appendices
www.corangamite.vic.gov.au / 78 7.15 Appendix 15 - SMEAC template
SMEACS BRIEFING
The SMEACS briefing is a proven method of relaying instructions to a team. Leaders should use the format as a checklist to make sure they cover all points in communicating to their team.
*Items may be included in previous sections
This section of the briefing should contain accurate information about what has happened, and what the situation is now, and why the team is involved. The briefing officer will give an overview of the Situation resources available (personnel and time) plus any relevant intelligence, information and assump- tions such as incident details, weather, fire prediction, resource deployment, key risks etc. This section of the briefing provides a concise, single purpose statement of the overall outcome (or Mission mission) to be achieved by the operation. Objectives and strategies. This section of the briefing provides detailed information about how the mission will be accomplished and must include the who, what, how, when, and where of the task to be carried out Execution by the team. There may be a general outline, followed by specific details for sub-teams. It would contain for example Division/Sector plans, air operations plan etc. Administration This section of the briefing contains all the information needed for the administrative and logistic and Logistics support of the task e.g.; Locations (ICC, staging), logistics plan etc. This section of the briefing provides information about the command, control and communications Command, arrangements for the task. Even a short, informal briefing should include essential elements of Control and command structure and communications arrangements. A conclusion or summary can reinforce Communications key points e.g.: IMT & fireground communications; Public Information, Supporting agencies, organisational chart. Safety Safety plan, medical plan, warnings, traffic management etc. Questions* Ensure there is time for questions or clarification. Additional* Maps: ICS map symbols, over map, sector map etc.
79 / Municipal Emergency Management Plan 2019-2021 7.16 Appendix 16 - Contact directory (not for public distribution)
7.16.1 Emergency Contact Details - Barwon South West Region
NOTE: This contact list is updated by fortnightly DHHS and sent to the MEMPC fortnightly, the latest version can be found on EMCOP http://files.em.vic.gov.au/OpFac/BSW/RCCBSW-Contacts-LGARespRec.pdf EM-COP is a secured address and you will be asked to sign in to access the Contact Directory as per original.
7.16.2 Local Municipal Emergency Management Contact List (not for public distribution) All numbers have an area code of (03) unless specified - List updated September 2019. Appendices
www.corangamite.vic.gov.au / 80 7.17 Appendix 17 - Emergency relief centres (not for public distribution) Appendices
www.corangamite.vic.gov.au / 81 7.18 Appendix 18 - Community profile template Develop a community profile that identifies the strengths, assets, risks and vulnerabilities of a community of at least 500 people. Your profile should reflect an ‘asset-based community development’ (ABCD) approach and will need to consider the social, economic, built and natural environments. It should represent, as accurately as possible, the location, demography, environment, facilities, services and networks that exist or could reasonably be assumed to exist in your chosen community. The profile should also consider communication methods and networks relevant to the community and what bearing they may have in recovery.
(Please expand the response sections of the template as required).
Name of community: Local Government Area: State or Territory:
How many people live here? How many people can stay here? Identify any peak periods for tourists and/or visitors? Population: No. of dwellings:
What services exist in this community to support local residents and visitors:
eg. medical centre, local hospital, police station, primary school, community house etc.
Describe the economic / social / educational / sporting / community networks that connect this community:
eg. industry peak body, chamber of commerce, health providers network, progress association, parent’s committee, Landcare Group etc.
What communication channels and mediums are commonly used by the community?
e.g. local publications, community or local radio, newsletters, community Facebook page?
Describe the community’s disaster risk profile (including any relevant disaster history):
What disaster recovery legislation and arrangements apply to this community? You will also need access to a copy of the local arrangements for the Learning Workshops. Local Government: State or Territory: Federal Government: eg. Municipal Recovery Plan eg. Regional or state recovery plan eg. National Disaster Relief and Recovery Arrangements
Describe key issues and vulnerabilities:
eg. Restricted access - one road in / out, large influx of tourists, limited access to medical services, telecommunication ‘black spot’ area, aged or non-English speaking population, history of riverine flooding or landslips etc.
Any other issues or information that could have a bearing on disaster recovery?
82 / Municipal Emergency Management Plan 2019-2021 7.19 - Appendix 19 - Services and agencies for recovery
Recipient Service provided Provider Primary Support ENVIRONMENTAL Foreshore Clean Up DELWP/PV/AMSA DTPLI Beach Clean Up DELWP/PV/AMSA DTPLI Erosion control DELWP/PV Municipal Councils VicRoads
INFORMATION SERVICES Individuals and families Advice on financial assistance, Municipal Councils IDRO insurance claims, legal advice DHHS VCC and referral services RFCV Centrelink Water and food safety DHS Communities Advice on assistance and re- DHHS Red Cross covery strategies VCC Municipal Councils Advice on safe water, safe DHS food, waste disposal, adequate washing/toilet facilities, accom- modation standards Advice on erosion, catchment DHHS Appendices protection and reforestation. PV Fish and fish habitate, Flora, fauna, Environmental issues. EPA Advice on dispoal of dead/ maimed stock DEDTJR Primary producers and Technical advice on re- DEDJTR rural land managers establishment or alternative strategies Advice on disposal of dead or maimed stock Administration of specific assistance programs Small business Advice on options and support DEDJTR available All Mapping services / information DELWP (Information Ser- vices)
www.corangamite.vic.gov.au / 83 Recipient Service provided Provider Primary Support FINANCIAL ASSISTANCE Individuals and families Personal hardship grants DHHS Insurance companies Income support Financial institutions Loan funds towards restoration Centrelink Charities of dwelling RFCV Public appeals Municipal Councils Resoration of public assets and DTF Insurance companies emergency protection works Financial institutions Specific funding programs Public appeals DEDJTR Small businesses Loan funds toward restoration RFCV Insurance companies of income earning assets, work- Financial institutions ing capital Public appeals Support for enhancing DEDJTR business skills Primary producers and Administration of specific assis- DEDJTR Insurance companies rural land managers tance programs RFCV Financial institutions Public appeals Community groups Loan funds towards RFCV Insurance companies restoration of assets Financial institutions Rural leadership and DEDJTR Public appeals Community Events Program
ACCOMMODATION AND HOUSING Individuals and families Emergency accommodation Municipal Councils Insurance companies (short term) DHHS (grants) Interim accommodation DHHS DHHS Insurance companies (medium term) Support for transition to permanent housing
FOOD Critical infrastructure food Damage assessment DEDJTR Food supply suppliers and logistics Assistance with SCN interdependencies, contingency DEDJTR arranagements and reconstruction
REBUILDING AND UTILITY RESTORATION Individuals, families, Assessment, repair and Municipal Councils Trade associations community groups rebuilding Telstra Service clubs Household services: water, Water / sewerage Gas distribution power, telephone, sanitation authorities companies DHHS Electricity distributors CFA Municipal Councils Roads and bridges VicRoads Public land Clearing, restoration and Municipal Councils rehabilitation of roads, bridges DEPI and other public assets PC VicRoads
84 / Municipal Emergency Management Plan 2019-2021 INDIVIDUALISED SUPPORT SERVICES Individuals, families and Personalised support, DHS VCC Community community groups counselling and advocacy DHHS Chaplaincy Psychological first aid Municipal Councils Red Cross Psychological support Hospitals Salvation Army services Community health/ Voluntary Groups Outreach Mental Health Centres Private Health providers Single point of contact Centrelink DET Service co-ordination Case management Community activities
COMMUNITY DEVELOPMENT Community recovery Funding DHHS Red Cross committees Administrative support Municipal Councils Service clubs and Support personnel community groups Advice Communities Employment and economic DEDJTR Service clubs and redevelopment program community groups Municipal Councils Funding DHHS Support personnel DTF Advice Additional equipment Appendices
www.corangamite.vic.gov.au / 85 Corangamite Shire Council Civic Centre, 181 Manifold Street, Camperdown VIC 3260 Telephone 03 5593 7100 Email [email protected] www.corangamite.vic.gov.au