Municipal Emergency Management Plan 2017-2020 · 1.2.1 Maintenance of the Municipal Emergency...
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Municipal Emergency Management Plan 2017-2020 Corangamite Shire Council DOCUMENT CONTROL
Transcript of Municipal Emergency Management Plan 2017-2020 · 1.2.1 Maintenance of the Municipal Emergency...
Municipal
Emergency
Management
Plan 2017-2020 Corangamite Shire Council
DOCUMENT CONTROL
Version 2.1 Page | 2
Version Release Date Author Changes
Version 26 February 2014 A. Van der Schans Full version change
Version 1.1 24 November 2015 Sharna Whitehand Dept, EMMV and
contact list
updated. Addition
to event history.
Version 2 25 July 2016 Sharna Whitehand Remove Recovery
Agricultural
environment, insert
CERA data.
Version 2.1 16 February 2017 Sharna Whitehand Incident Controller
Definition, addition
of IEMT and Initial
Impact
Assessment,
community sirens,
crisisworks.
Change to
escalation
arrangements.
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1 INTRODUCTION ............................................................................................ 8
1.1 Introduction ..................................................................................................... 8
1.1.1 Municipal Endorsement .................................................................................... 8
1.1.2 Aim ................................................................................................................... 9
1.1.3 Objectives ......................................................................................................... 9
1.1.4 Audit Requirements .......................................................................................... 9
1.1.5 Audit Report ...................................................................................................... 9
1.1.6 Response to Audit .......................................................................................... 10
1.2 Maintenance Review and Testing ................................................................. 10
1.2.1 Maintenance of the Municipal Emergency Management Plan ......................... 10
1.2.2 Frequency of Review ...................................................................................... 10
1.2.3 Frequency of Meetings ................................................................................... 10
1.2.4 Conduct Exercises .......................................................................................... 11
2 MUNICIPAL EMERGENCY MANAGEMENT FUNCTIONS ......................... 12
2.1 Municipal Emergency Management Functions ............................................. 12
2.1.1 The Role of Local Government in Emergency Management ........................... 12
2.2 Risk Management Information ...................................................................... 12
2.2.1 The Role of the Municipality ............................................................................ 12
2.2.2 Municipal Emergency Risk Assessment Process ............................................ 12
2.2.3 Prevention Plans ............................................................................................. 15
3 PREVENTION & PREPAREDNESS ARRANGEMENTS............................. 17
3.1 Introduction ................................................................................................... 17
3.2 Roles and Responsibilities ............................................................................ 17
3.2.1 Municipal Emergency Management Planning Committee (MEMPC) ............... 17
3.2.2 Environment & Emergency Management Department .................................... 17
3.2.3 Municipal Emergency Manager (MEM) ........................................................... 17
3.2.4 Municipal Fire Prevention Officer (MFPO) ....................................................... 18
3.3 Emergency Risk Management ...................................................................... 18
3.3.1 Demography ................................................................................................... 18
3.4 2009 Victorian Bushfires Royal Commission .. Error! Bookmark not defined.
3.4.1 Community Information Guides ....................................................................... 19
3.4.2 Neighbourhood safer Places – Places of Last Resort - Bushfire ..................... 19
3.4.3 Vulnerable Individuals ..................................................................................... 19
3.4.4 Hazardous Trees ............................................................................................ 20
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3.4.5 Cross Boundary Arrangements ....................................................................... 20
3.5 Topography .................................................................................................. 20
3.6 History of Emergency Events ....................................................................... 21
3.7 Prevention .................................................................................................... 22
3.7.1 Key Plans and Works Conducted .................................................................... 22
3.8 Preparedness ............................................................................................... 22
3.8.1 Key Plans and Works Conducted .................................................................... 22
3.9 Community Education................................................................................... 23
4 RESPONSE ARRANGEMENTS .................................................................. 24
4.1 Introduction ................................................................................................... 24
4.2 Response Management Arrangements ........................................................ 24
4.3 Control .......................................................................................................... 25
4.3.1 Incident Controller ........................................................................................... 25
4.3.2 Incident Emergency Management Team (IEMT) ............................................. 25
4.4 Command ..................................................................................................... 26
4.5 Coordination ................................................................................................. 26
4.5.1 Municipal Emergency Management Coordination Group (MEMCG) ............... 26
4.5.2 Emergency Management Group ..................................................................... 26
4.6 Control and Support Agencies ...................................................................... 26
4.7 Municipal Emergency Response Personnel ................................................. 27
4.7.1 Municipal Emergency Response Coordinator (MERC) .................................... 27
4.7.2 Incident Emergency Response Coordinator (IERC) ........................................ 27
4.7.3 Municipal Emergency Resource Officer (MERO) ............................................ 27
4.7.4 Municipal Recovery Manager (MRM) .............................................................. 27
4.7.5 Deputy MERC, MERO and MRM .................................................................... 28
4.8 Other Emergency Response Coordination Roles ......................................... 28
4.8.1 Regional Emergency Response Coordinator (RERC) ..................................... 28
4.9 Municipal Emergency Response Arrangements ........................................... 28
4.9.1 Municipal Emergency Coordination Centre (MECC) ....................................... 28
4.9.2 Emergency Relief Centre (ERC) ..................................................................... 29
4.9.3 Relief Activities ............................................................................................... 30
4.10 Briefings (SMEACS) ..................................................................................... 30
4.11 Initial Impact Assessment ............................................................................. 30
4.12 Financial Considerations .............................................................................. 31
4.13 Public Awareness, Information and Warnings .............................................. 31
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4.13.1 Community Information ................................................................................... 31
4.13.2 Emergency Warning Systems ......................................................................... 31
4.13.3 Community Sirens .......................................................................................... 32
4.13.4 Emergency Alert ............................................................................................. 32
4.13.5 Standard Emergency Warning Signal (SEWS) ................................................ 32
4.13.6 Information Resources .................................................................................... 32
4.14 Supplementary Supply.................................................................................. 33
4.15 Escalation ..................................................................................................... 33
4.16 Business Continuity ...................................................................................... 34
4.17 Termination of Response Activities .............................................................. 34
4.17.1 Termination of Response Activities and Handover of Goods / Facilities .......... 34
4.18 Post Emergency Debriefing Arrangements ................................................... 35
5 PART 5: EMERGENCY RECOVERY ARRANGEMENTS ........................... 36
5.1 Introduction ................................................................................................... 36
5.2 Recovery Definition ...................................................................................... 36
5.3 Recovery Process ........................................................................................ 36
5.4 Recovery Principles ...................................................................................... 36
5.5 Levels of Recovery ....................................................................................... 37
5.6 Context of Recovery ..................................................................................... 37
5.6.1 Resilience of individuals and communities is respected .................................. 37
5.6.2 Recovery is part of emergency management .................................................. 37
5.6.3 Levels of recovery operations ......................................................................... 37
5.6.4 Roles of organisations and agencies .............................................................. 37
5.6.5 Affected community involvement..................................................................... 37
5.6.6 Operational plans support arrangements ........................................................ 38
5.6.7 Response/Recovery interface ......................................................................... 38
5.7 Recovery Coordination ................................................................................. 38
5.8 Functional Areas of Recovery ....................................................................... 38
5.8.1 Social, Health and Community Environment ................................................... 39
5.8.2 Economic Environment ........................................................................................ 39
5.8.2 Natural Environment ....................................................................................... 39
5.8.3 Built Environment ............................................................................................ 40
5.9 Activation and Notification ............................................................................ 40
5.10 Escalation Criteria (Recovery) ...................................................................... 41
5.11 Municipal Coordination and Management Arrangements ............................. 41
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5.11.1 Assessment of impacts and needs .................................................................. 42
5.11.2 Communicating with the affected community .................................................. 42
5.11.3 Community recovery committee ...................................................................... 42
5.12 Relief & Recovery Centres ........................................................................... 43
5.13 Case Management ....................................................................................... 44
5.14 Sharing of Personal Information ................................................................... 44
5.15 Offers of Voluntary Assistance ..................................................................... 45
5.16 Offers of Material Assistance ........................................................................ 45
5.17 Financial Considerations .............................................................................. 45
5.18 Transition from Response to Recovery ........................................................ 45
5.19 Reporting Arrangements............................................................................... 46
5.20 Testing, Evaluation and Review ................................................................... 46
5.21 Evaluation of Recovery Activities .................................................................. 46
5.22 Services & Agencies for Recovery ............................................................... 47
5.23 Agency Recovery Role Statements .............................................................. 47
6 APPENDICES .............................................................................................. 48
6.1 Appendix 1 – Audit Certificate ...................................................................... 49
6.2 Appendix 2 – Distribution List ....................................................................... 50
6.3 Appendix 3 – MEMPC Terms of Reference .................................................. 51
6.4 Appendix 4 – Committee Membership .......................................................... 54
6.5 Appendix 5 – Detailed Role Statement – MFPO ........................................... 55
6.6 Appendix 6 – Corangamite Shire Municipality .............................................. 56
6.7 Appendix 7 – Neighbourhood Safer Places .................................................. 57
6.8 Appendix 8 - Vulnerable Persons Facilities Register .................................... 59
6.9 Appendix 9 – Emergency Management Resource Sharing .......................... 60
6.10 Appendix 10 – Council Owned Plant ............................................................ 61
6.11 Appendix 11 – Contractors Plant .................................................................. 63
6.12 Appendix 12 – Detailed Role Statement – MERO ........................................ 64
6.13 Appendix 13 – Detailed Role Statement – MRM .......................................... 65
6.14 Appendix 14 – Emergency Management Structure ...................................... 66
6.15 Appendix 15 – SMEAC Template ................................................................. 67
6.16 Appendix 16 – Contact Directory .................................................................. 68
6.17 Appendix 17 – Emergency Relief Centres .................................................... 70
6.18 Appendix 18 – Services and Agencies for Recovery .................................... 72
6.19 Appendix 19 – MECC Layout ....................................................................... 75
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1 INTRODUCTION
1.1 Introduction
1.1.1 Municipal Endorsement
This plan has been produced by and with the authority of Corangamite Shire Council,
pursuant to Section 20(1) of the Emergency Management Act 1986.
The Corangamite Shire Council understands and accepts its roles and responsibilities as
described in Part 4 of the Emergency Management Act 1986 and responsibilities under the
Emergency Management Act 2013.
The plan is a result of the cooperative efforts of the Municipal Emergency Management
Planning Committee after consultation with those agencies and organisations identified
therein.
At the Ordinary Meeting of 28 March 2017, Corangamite Shire Council approved and
adopted this Municipal Emergency Management Plan.
Chief Executive Officer
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1.1.2 Aim
The aim of the Corangamite Shire Municipal Emergency Management Plan (MEMP) is to
document agreed prevention, preparedness, response and recovery arrangements for
emergencies that could potentially impact on the municipality and its community.
1.1.3 Objectives
The objectives of the Corangamite Shire MEMP are to establish municipal emergency
arrangements to enable Council to:
Identify hazards and determine the level of risk to the municipality;
Implement measures to prevent or reduce the impact of emergencies;
Manage arrangements for the utilisation and implementation of municipal resources
in response to emergencies;
Manage support that may be provided to or from adjoining municipalities;
Assist affected communities to recover following an emergency; and
Complement other local, regional and state planning emergency arrangements.
It is recommended that the MEMP be read in conjunction with the State Emergency Response
Plan (part 3 of the EMMV) and State Emergency Relief and Recovery Plan (part 4 of the
EMMV).
1.1.4 Audit Requirements
Under the Emergency Management Act 1986 Section 21 each council must prepare its
MEMP in compliance with these guidelines and submit the plan for audit. The Municipal
Emergency Management Planning Committee (MEMPC) is responsible for ensuring the plan
complies with the guidelines.
The Act requires that MEMPs are audited every three years (Section 21A) by the Director of
the Victoria State Emergency Service. The Director may delegate the audit responsibility to
another person and councils may schedule audits at convenient dates.
The Act also requires that the auditor obtain comments on each municipal plan from the
Divisional Emergency Response Planning Committee and the Regional Recovery
Committee.
1.1.5 Audit Report
The Corangamite Shire Council Emergency Management Plan will continue to be submitted
to the Victoria State Emergency Service for audit pursuant to the requirements of Section
21A of the Emergency Management Act 1986.
The Plan is audited in accordance with the provisions of the guidelines issued by the Co-
ordinator in Chief of Emergency Management in August 1995 and a report detailing the
results of the audit is forwarded to the Corangamite Shire Council.
A copy of the most recent Audit Certificate is included in this report (see Appendix 1).
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1.1.6 Response to Audit
Under Section 21A (3), each municipal council must respond in writing to an audit report
within three months of receiving it. If the audit is qualified, councils should indicate in their
response how they intend to remedy any deficiencies.
1.2 Maintenance Review and Testing
1.2.1 Maintenance of the Municipal Emergency Management Plan
This plan was developed by the Corangamite Shire Municipal Emergency Management
Planning Committee (MEMPC), formed under the authority of the Corangamite Shire
Council, pursuant to Section 20 Part 4 of the Emergency Management Act 1986.
This plan is administered by Council’s Environment and Emergency department. Address all
enquiries to:
Manager Environment & Emergency
Corangamite Shire Council
PO Box 84
CAMPERDOWN 3260
Telephone: 5593 7100
1.2.2 Frequency of Review
The Corangamite Shire MEMP is reviewed annually, after an incident which has utilised any
part of the plan, an organisational change, or when a significant new risk has been identified
in the Shire.
Annual reviews focus on continuous improvement, changes to previously identified hazards,
newly identified hazards, processes, policies and the accuracy of contact details in the
Contact Directory (Appendix 16 – Contact Directory).
Reviews conducted when the plan has been used as the result of an emergency or incident,
allow opportunities for improvement to be identified and addressed. Council’s Environment
and Emergency Department, MERO /Administration will make minor changes to the
MEMplan such as legislation and references to the Act or EMMV without the MEMPC or
Council endorsement, the changes will be in effect and endorsed at the next MEMPC
meeting.
Organisations and departments delegated with responsibilities in the Plan are requested to
notify the MERO of any changes.
Amendments are produced and distributed by Corangamite Shire using the distribution list in
Appendix 2.
1.2.3 Frequency of Meetings
The planning committee will hold three meetings a year, and each time an organisational
change or emergency occurs.
The dates for the regular meetings are the first Wednesday in April and November each
year. A third meeting is held on the first Wednesday in August each year and is used as an
exercise or other strategic planning opportunity.
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1.2.4 Conduct Exercises
It is important to test a plan to ensure it is understood and effective. Tabletop exercises are
effective in determining how well the operational elements of the MEM Plan can be
implemented.
Exercises should be carried out at the end of the development of the plan and on an annual
basis afterwards to ensure it stays effective.
Exercises provide the following benefits:
Personnel have an opportunity to train and practice;
Members of the emergency management community at the local level come together and
gain confidence in each other’s roles and abilities;
The community is educated about the local plan and programs;
Organisations can test their procedures and skills in simulated emergency situations.
Planning and conducting effective exercises takes time and expertise. Victoria State
Emergency Service is available at no cost to assist with them.
It is also helpful to prepare a document detailing the outcomes and lessons learnt from the
exercises, and take minutes of the debriefing meeting as a record for future reference and to
help improve the exercises. Exercises, debrief notes and reports should be tabled at the
MEMPC meetings.
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2 MUNICIPAL EMERGENCY MANAGEMENT FUNCTIONS
2.1 Municipal Emergency Management Functions
2.1.1 The Role of Local Government in Emergency Management
As documented in the Emergency Management Act 1986 and the Local Government Act
1989, councils play a critical role in Victoria’s emergency management systems.
Councils have emergency management responsibilities because they are the closest level of
government to their communities and have access to specialised local knowledge about the
environmental and demographic features of their districts. People naturally seek help from
their local council and emergency management agencies during emergencies and the
recovery process.
Corangamite Shire accepts responsibility for the management of municipal resources and
the coordination of community support to counter the effects of an emergency during the
response to, and recovery from emergencies. This includes the management of:
The provision of emergency relief to combatants and affected persons during the
response phase;
The provision of supplementary supply (resources) to control and relief agencies during
response and recovery;
Municipal assistance to agencies during the response to and recovery from emergencies;
The assessment of the impact of the emergency; and
Recovery activities within the municipality, in consultation with The Department of Health
& Human Services (DHHS).
2.2 Risk Management Information
2.2.1 The Role of the Municipality
Corangamite Shire Council recognises it has a key role in prevention and mitigation activities
to reduce the likelihood, or minimise the consequences of emergencies that may occur in the
area. 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.
2.2.2 Municipal Emergency Risk Assessment Process
To complement the emergency management process and as a means of minimising or
eliminating risks within the municipality the MEMPC was tasked with carrying out an initial
assessment and subsequent reviews to identify existing and potential risks. The process
used was titled Community Emergency Risk Assessment (CERA).
This process is based on the ISO 31000:2009 Risk Management Standard and facilitated by
VICSES. It is a 5 part process which includes Risk Assessment and Risk Treatment along
with likelihood and consequence matrix thus replacing the CERM process previously
undertaken. The CERA aims to:
Define and implement actions to better manage and/or monitor key risks and
controls;
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Define actions to improve collaboration with other municipalities and/or with
state agencies;
Define actions to enhance controls and/or preparedness across groups,
facilities and locations; and
Leverage CERA outputs to inform the MEMPlan and other related
Documents/processes ie. Municipal Health Plan, Council Plan etc
Communicate and consult with individuals affected by the risk
The process was fully documented and the recommended treatment options were presented
to MEMPC for consideration and action.
The process is subject to minor reviews annually and will undergo a major review at least
once every 3 years, between audits.
Listed below are the identified risks:
Figure 1.0 CERA Heat Map
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The progress of implemented treatment options is monitored by the MEMPC through reports
provided by the MERO at the MEMPC meetings.
Risks and Sub plan
Bushfire - Large Municipal Fire Management Plan
Neighborhood Safer Places Plan
Flood – Major Municipal Flood Emergency Plan
Skipton Dam Safety Emergency Plan
Extreme Temperatures - Heatwave Municipal Heatwave Plan
Human Epidemic/ Pandemic Pandemic Plan
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2.2.3 Prevention Plans
The following prevention and/or mitigation plans have been developed within the
municipality:
Municipal Fire Management Plan
http://www.corangamite.vic.gov.au/images/documents/Plans/Municipal-Fire-
Management-Plan-V3.pdf
Corangamite Shire Emergency Animal Welfare Plan
http://www.corangamite.vic.gov.au/images/documents/Plans/corangamite%20shire%20e
mergency%20animal%20welfare%20plan%20vers2.pdf
Skipton Dam Safety Emergency Management Plan
Corangamite Shire Flood Emergency Plan
http://www.corangamite.vic.gov.au/images/documents/Plans/Plan-Corangamite-
Municipal-Flood-Emergency-Plan-V2.3-July-2014.pdf
Neighbourhood Safer Places Plan
http://www.corangamite.vic.gov.au/images/documents/Plans/Plan-Corangamite-
Neighbourhood-Safer-Places.pdf
Corangamite Shire Heatwave Plan
http://www.corangamite.vic.gov.au/images/documents/Plans/Plan-Corangamite-Shire-
Heatwave-Updated-December-2013.pdf
Corangamite Shire Pandemic Plan
http://www.corangamite.vic.gov.au/images/documents/Plans/Influenza-Pandemic-Plan-
2009.pdf
Otway District Collaboration Relief and Recovery plan
http://www.corangamite.vic.gov.au/images/documents/emergency/Draft-Relief-and-
Recovery-Plan-Otway-District-Relief-Recovery-Collaboration-April-2015.pdf
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Community Information Guides have been formulated for the following towns: Timboon, Port
Campbell and Princetown.
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3 PREVENTION & PREPAREDNESS 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.
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 for planning for
fire management, flood and dam safety, and relief and recovery.
See Appendix 3 for the Terms of Reference and Appendix 4 for the Committee Membership.
3.2.2 Environment & Emergency Management Department
The Environment and Emergency Management department has the role of ensuring
appropriate prevention and preparedness mechanisms and processes are in place for
emergency response, relief and recovery. This department is integral to Council’s capacity to
establish a coordinated approach in identifying and mitigating risks, and preventing, planning
for, responding to, and recovering from an emergency.
This department is part of Council’s Sustainable Development Directorate, and is responsible
for the administration of local laws, environmental health, emergency management, school
crossings, environmental services and waste management.
This department is headed by the Manager Environment and Emergency who fills the roles
of Municipal Emergency Resource Officer (MERO), Municipal Recovery Manager (MRM),
Municipal Emergency Manager (MEM), Municipal Fire Prevention Officer (MFPO), and works
closely with the Municipal Emergency Response Coordinator (MERC) and key stakeholders
to develop plans and prepare for emergency events.
3.2.3 Municipal Emergency Manager (MEM)
The Manager Environment and Emergency fills the role of MEM and has overall
responsibility for emergency functions for Corangamite Shire. The MEM plays an integral role
in the prevention of, and planning for emergencies.
This position is responsible for the continuous improvement of the Corangamite Shire MEMP
and the Municipal Fire Management Plan (MFMP); which includes their monitoring, review
and evaluation.
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3.2.4 Municipal Fire Prevention Officer (MFPO)
Corangamite Shire has appointed the Manager Environment and Emergency as the MFPO
under its obligations contained in the Country Fire Authority Act 1958 Section 96A.
Refer to Appendix 5 for a full position description.
3.3 Emergency Risk Management
Emergency risk management is a systemic process that produces a range of measures that
contribute to community and environmental well-being. It is essential to have an
understanding of the municipality’s geography, history of natural disasters and the socio-
demographic trends within its communities.
3.3.1 Demography
The Corangamite Shire is located between the Shires of Colac/Otway to the east, Moyne to the
west and Pyrenees to the north. The southern boundary of the Shire is the coastline.
The townships of Skipton, Lismore, Derrinallum, Darlington, Terang, Noorat, Camperdown,
Cobden, Simpson Timboon and Port Campbell are located within the Shire. Their approximate
populations are:
Camperdown
Cobden
Darlington
Derrinallum
Lismore
Noorat
3600
1400
50
200
250
250
Port Campbell
Simpson
Skipton
Terang
Timboon
250
200
460
1970
900
Other smaller areas such as Princetown, Curdievale, Glenormiston, etc. throughout the Shire
act as centres of attraction for sport and recreation.
The overall population of the Shire is 16,504 (ABS 2011 Census) and it covers an area of 4,600
square kilometres.
The main industries are agricultural, consisting mainly of beef, dairy, sheep and cropping.
Factories located in Cobden and Camperdown service the dairy industry.
A livestock selling complex is located in Camperdown. Other livestock industries are centred
mainly in the Simpson, Timboon, Cobden, Camperdown and Terang areas.
A large industry based on natural gas extraction and supply has developed in the southern half
of the Shire.
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.
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Tourism is promoted throughout the Shire. The Great Ocean Road at the southern extremity of
the Shire is the focus of heavy tourist activity.
A map detailing the area covered by this plan can be found in Appendix 6.
3.4 Community Safety
3.4.1 Community Information Guides
One of the key recommendations from the interim report from the 2009 Victorian Bushfires
Royal Commission (VBRC) was the development of Community Information Guides (CIGs) for
high risk communities across Victoria.
CIGs provide important community bushfire safety information which allows local residents or
visitors to the area to make informed decisions about how to survive a bushfire.
Within the Corangamite Shire, Community Information Guides have been developed for
Timboon, Port Campbell and Princetown. The link to these plans is:
http://cfaonline.cfa.vic.gov.au/mycfa/Show?pageId=publicTownshipProtectionPlans
3.4.2 Neighbourhood safer Places – Places of Last Resort - Bushfire
“A Neighbourhood Safer Place is a space that:
is a place of last resort for individuals to access and shelter in during the passage of
fire through their neighbourhood - without the need to take a high risk journey
beyond their neighbourhood;
provides a level of protection from the immediate life threatening effects of a bushfire
(direct flame contact and radiant heat); and
is intended to provided relative safety;
does not guarantee the survival of those who assemble there; and
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)
NSPs within the Corangamite Shire have been identified and assessed by the CFA. A list of
designated NSPs can be seen in Appendix 7.
See also Corangamite Shire’s Neighbourhood Safer Places Plan
See also the Municipal Fire Management Plan
3.4.3 Vulnerable Individuals
The Department of Health and Human Services is the lead agency for responding to the
above Vulnerable Individuals.
Local Councils identify and document facilities where vulnerable people are likely to be
situated. As such Corangamite Shire has developed a Register of Facilities with Vulnerable
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People, a Funded Agency Contact List for vulnerable people and a Vulnerable Client
Register for Home and Community Care (HACC). For more details see Appendix 8.
3.4.4 Hazardous Trees
Hazardous trees are a contributing factor to the lighting and spread of bushfires.
Corangamite Shire include in their municipal fire prevention plans in areas of high bushfire
risk provision for the identification of hazard trees and for notifying the responsible entities
with a view to having the situation redressed.
See Appendix C1 – of the Municipal Fire Management Plan - “Hazard trees – Identification
and notification procedures” for more information.
3.4.5 Cross Boundary Arrangements
It is acknowledged that the Corangamite Shire and stakeholder agencies have existing
planning relationships across the following Boundaries:
Moyne Shire
Colac Otway Shire
Golden Plains Shire
Pyrenees Shire
Corangamite Shire is a participant in the “Protocol for Inter-Council Emergency Management
Resource Sharing”, with a copy of the signed agreement shown in Appendix 9.
Corangamite Shire recognises planning for a major emergency cannot be done in isolation
as there would be a call on many services involving numerous people and agencies. To
address that a subcommittee of the MEMPC focused on relief and recovery between Colac-
Otway, Surf Coast and Corangamite Shires has been established to strengthen and build
capacity between the cross council arrangements. Refer to the Otway District Relief and
Recovery Plan for more detail.
3.5 Topography
Corangamite Shire covers an area of 4,600 square kilometres. It encompasses a diversity of
land types ranging from lower rainfall, cropping and grazing plains in the north, interspersed with
volcanic areas containing stony rises country stretching from Mt. Elephant near Derrinallum, to
Mt. Leura and Mt. Sugarloaf near Camperdown, and Mt. Porndon on the eastern side of the
Shire. This area is interspersed with lakes of volcanic crater origin.
South of this volcanic area is the closer settled farming districts surrounding Cobden, Simpson,
Timboon, Port Campbell and west to Terang. Much of this land is former forest country with
high rainfall.
Mt. Emu Creek flows south from Skipton and forms the Shire boundary to the west for many
kilometres.
The Curdies River flows south from Lake Purrumbete to the coast forming the Curdies River
Valley near Timboon with steep inaccessible terrain, finally flowing into the sea at Peterborough.
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The Shire is in a cool temperate zone with rainfall ranging from 250mm in the north to 1130mm
in the south.
The Shire has four main highway links.
(a) The Glenelg Highway in the north of the Shire running west from the Shire’s
north eastern boundary through Skipton to the Shire’s north western boundary.
(b) The Hamilton Highway in the mid-northern part of the Shire, entering the eastern
boundary near Cressy, running west through Berrybank, Lismore, Derrinallum
and exiting the Shire at Darlington.
(c) The Princes Highway in the centre of the Shire, entering the eastern boundary at
Pirron Yallock running west through Camperdown and exiting near Terang.
(d) The Great Ocean Road in the southern part of the Shire, entering the eastern
boundary at the Gellibrand River, running west through Princetown and Port
Campbell and exiting at Peterborough.
The two main rail links are:
(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.
3.6 History of Emergency Events
The Shire is prone to bushfire in the grasslands to the north and to a lesser extent in the
forested areas in the south. The Shire suffered significant losses of life, property and
livestock in the Ash Wednesday fires in 1983. In more recent times the shire experienced the
Weerite Fire (Black Saturday 2009), Stoney Rises (2006) and Callanballac Fire (2005). Each
summer bushfires affect some part of the Corangamite Shire, mostly short lived not
exceeding 2 or 3 days. (For a more in depth history of bushfires in Corangamite Shire, see
the Municipal Fire Management Plan).
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.
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
In January 2011, heavy rainfall in the catchment of Mt. Emu Creek caused significant
flooding in Skipton, impacting heavily on the township and downstream landowners. This
followed a similar event of lesser proportions in August and September of 2010. The
confluence of the Mt Emu Creek and Baillie Creek North of Skipton has led to these flooding
events.
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The Shire’s most recent Emergency event in 2014 was the Derrinallum Bomb Explosion an
unlikely event but one that tests emergency evacuation planning and relief centre
preparedness arrangements.
3.7 Prevention
The prevention of emergencies includes a range of activities that require the allocation of
resources (human and financial) and multi-agency support to ensure a coordinated and well
planned approach and outcomes.
Prevention takes many forms, including legislation, risk mitigation, programs and plans.
Much of this work is integrated within everyday business activities or services, agencies and
the community.
3.7.1 Key Plans and Works Conducted
Corangamite Shire and key agencies develop and implement a range of plans and initiatives
that ensure appropriate prevention activities are conducted regularly. The following plans and
activities have been developed and implemented by Council:
Municipal Fire Management Plan (MFMP)
Dam Safety Emergency Management Plan
Flood Emergency Management Plan (FEMP)
3.8 Preparedness
Preparedness for emergencies includes a range of activities that require the allocation of
resources (human and financial) and the support of agencies to ensure a coordinated and
well planned approach to outcomes.
Preparedness takes many forms, including planning, training, exercising, purchase of
infrastructure and the development and implementation of programs. Whilst much of this is
work integrated within the everyday business and activities of Council and agencies,
community preparedness is also an important component.
3.8.1 Key Plans and Works Conducted
Corangamite Shire and key agencies develop and implement a range of plans and initiatives
that ensure the Shire and the community are appropriately prepared for emergencies. The
following have been developed and implemented by Council and other agencies:
Community Information Guides
Emergency Exercises (Corangamite Shire Council/SES/Police)
Neighbourhood Safer Places (NSPs) – Places of Last Resort - Bushfire
Corangamite Shire Flood Emergency Management Plan
Skipton Dam Safety Plan
Municipal Fire Management Plan
Corangamite Shire Animal Welfare Plan
Municipal Public Health and Wellbeing Plan
Otway District Relief and Recovery Plan
Corangamite Shire Pandemic Plan
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Corangamite Shire Heatwave Plan
3.9 Community Education
Community education is a vital component of prevention and preparedness. The
development of relevant and appropriate community education resources and 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 management services/agencies
actively engage the community through a range of mechanisms including community
programs and projects, media releases, advertisements, Council’s website and newsletters.
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4 RESPONSE ARRANGEMENTS
4.1 Introduction
The Emergency Management Act 1986 Section 4A defines emergency response as the
combating of emergencies and the provision of rescue and immediate relief services.
Emergency response provides the mechanism for the build-up of appropriate resources to
cope with emergencies throughout the State. It also provides for requests for physical
assistance from the Commonwealth when State resources have been exhausted.
This section details Corangamite Shire’s arrangements for response to an emergency.
4.2 Response Management Arrangements
The response management task is to bring together, in an integrated organisational
framework, the resources of the many agencies and individuals who can take appropriate
and timely action. Response management is based on three key management tasks: control,
command and coordination.
Figure 1: Emergency response management arrangements.
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4.3 Control
Control is the overall direction of response activities in an emergency. Authority for control is
established in legislation or in an emergency response plan, and carries with it the
responsibility for tasking other agencies in accordance with the needs of the situation.
Control relates to situations and operates horizontally across agencies.
There are three tiers of incident control applicable to emergency response in Victoria:
State Controller;
Regional and/or Area-of-Operations Controller; and
Incident Controller.
For detailed information in relation to the roles and responsibilities for each of these
controllers, see Part 3, Emergency Management Manual Victoria (EMMV).
4.3.1 Incident Controller
The Incident Controller is appointed and deployed through definite arrangements for a Class
1 and Class 2 Emergencies. They have overall responsibility for incident response
operations even when some of their responsibilities have been delegated.
The Incident Controller’s principle responsibilities include:
Notification of Support and Recovery Agencies;
Management of the interaction with Support Agencies responding to an incident;
The collection, analysis and dissemination of information regarding the incident (including
use of the Rapid Impact Assessment process);
Undertaking a risk assessment to determine operational risks and implementing risk
treatments; and
Consideration of the impacts, or potential impacts, of the incident on the community.
The incident controller gains support from the Incident Management Team (IMT) which they
will establish where required. This could include planning, intelligence, public information,
operations, investigation, logistics and finance functions. and the Incident Emergency
Management Team (IEMT)
4.3.2 Incident Emergency Management Team (IEMT)
The function of the IEMT is to support the Incident Controller in determining and
implementing appropriate incident management strategies for the emergency. Their focus is
on managing the effect and consequences of the emergency.
If an emergency requires a response by more than one agency, the Incident Controller is
responsible for forming the IEMT.
The IEMT consists of:
The Incident Controller
Support and Recovery functional agency commanders (or their representatives)
The Emergency Response Coordinator (or representative)
Other specialist persons as required.
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4.4 Command
Command refers to the direction of personnel and resources of an agency in the
performance of that Organisation’s role and tasks. Authority to command is established in
legislation or by agreement within an agency. Command relates to agencies and operates
vertically within an agency.
The term ‘chain of command’ refers to the organisational hierarchy of an agency. It is the
identifiable line up and down the hierarchy from any individual to and from their Supervisor
and subordinates. The chain of command identifies personnel or positions with
accountability.
4.5 Coordination
Coordination is the bringing together of agencies and resources to ensure effective response
to, and recovery from, emergencies.
The main functions of coordination are:
the systematic acquisition and allocation of resources in accordance with the
requirements imposed by emergencies; and
in relation to response, ensuring that effective control has been established.
4.5.1 Municipal Emergency Management Coordination Group (MEMCG)
The MEMCG is the Municipal decision making Group with responsibility for the overall
coordination of municipal resources for use within an emergency. This Group consists of the
MERC, MERO and MRM. It is recognised that each of these positions are legislatively
empowered.
4.5.2 Emergency Management Group
To manage the Council’s planned roles during emergencies, a core group of municipal
emergency management staff (as a sub-group of the MEMPC) has been formed.
The Emergency Management Group convenes when the scale of an emergency calls for a
significant effort in organising and managing municipal functions or resources as detailed in
the plan.
Membership will vary according to need but will generally consist of:
MERO and Deputy
MRM and Deputy
Liaison officers of response and recovery agencies and contractors
Specific functional representatives
Others co-opted as required
Members should designate and train deputies who can attend in their absence and provide
relief when necessary.
4.6 Control and Support Agencies
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A Control Agency is assigned to control the response activities for a specified type of
emergency.
A Support Agency is defined as a government or non-government agency that provides
essential services, personnel, or material to support or assist a Control Agency or another
Support Agency. The EMMV, Section 7 contains a list of support agencies for various
emergencies.
In emergencies, response agencies will need to provide their personnel with support, such as
food and water. Response agencies are encouraged to use their own resources and
procurement processes to meet these needs rather than drawing on the relief system. In
these situations the response agencies will seek to build supplier relationships with
commercial caterers and providers prior to the emergency event.
4.7 Municipal Emergency Response Personnel
This section summarises the roles carried out by key emergency response personnel
connected to the operations of the MECC.
4.7.1 Municipal Emergency Response Coordinator (MERC)
The Senior Sergeant in Charge of Camperdown Police Station or his/her deputy is the
delegated MERC for Corangamite Shire. The MERC has responsibility for the coordination of
resource provision as requested by Control and Support Agencies during the initial response
phase of an emergency, and is required to take an active role in on-going emergency
planning as an emergency continues.
4.7.2 Incident Emergency Response Coordinator (IERC)
The most senior member of Victoria Police at the first response to a non-major emergency is
the IERC. The IERC performs the coordination role of the MERC and is assisted by the
MERC.
4.7.3 Municipal Emergency Resource Officer (MERO)
Council has delegated the function of MERO to key Council personnel (Manager
Environment and Emergency) pursuant to Section 21(1) of the Emergency Management Act
1986.
The MERO has responsibility for the coordination of municipal resources in emergency
response, and is required to take an active role in on-going emergency planning as an
emergency continues.
The MERO has full delegation of powers to deploy and manage Council’s resources during
emergencies.
Refer Appendix 12 for a full description.
4.7.4 Municipal Recovery Manager (MRM)
Council has delegated the function of MRM to key Council personnel (Manager Environment
and Emergency) to ensure a responsive and coordinated approach to the delivery of
recovery services and activities across the municipality.
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The MRM has responsibility for the coordination of municipal resources to assist emergency
recovery activities, and is required to take an active role in on-going emergency planning as
an emergency continues. The MRM may delegate duties to provide for effective
management of recovery functions.
Refer Appendix 13 for a full description.
4.7.5 Deputy MERC, MERO and MRM
In the event the MERC, MERO and MRM are required to undertake other functions such as
planning, meetings or briefing sessions; the Deputy MERC, MERO and MRM are required to
undertake the roles of MERC, 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).
The full Municipal Emergency Management Structure can be seen in Appendix 14.
4.8 Other Emergency Response Coordination Roles
Victoria Police has the responsibility under the Emergency Management Act 1986 for
emergency response coordination at municipal, regional and state levels for most
emergencies.
Emergency response coordinators are responsible for ensuring the coordination of the
activities of agencies having roles and responsibility in response to emergencies, with the
exception of emergencies involving defence force vessels and aircraft.
4.8.1 Regional Emergency Response Coordinator (RERC)
In addition to the primary roles of Coordinator, the response roles, responsibilities and duties
of the RERC include:
Being responsible to the State Emergency Response Co-ordinator for the effective co-
ordination of resources or services within the emergency response region, having regard
to the provisions of Section 13 (2) of the Emergency Management Act 1986;
In an emergency, arrange to provide regional resources requested by a MERC, to
response and recovery agencies;
In circumstances where requested resources are not available within the region, to
request resources through the State Emergency Response Coordinator (SERC); and
Monitor the provision of emergency relief and supply.
4.9 Municipal Emergency Response Arrangements
Municipal emergency response is coordinated from the MECC and is supported by ERCs,
with relevant Corangamite Shire Council personnel and support agency representatives in
attendance. The primary role of these facilities is to provide a coordinated approach to the
provision of relief during emergency response and recovery.
4.9.1 Municipal Emergency Coordination Centre (MECC)
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Provision of the MECC functions may in the first instance be conducted remotely. In the
event of an emergency a MECC may be activated by an emergency response coordinator,
MERO or MRM.
The primary role of the MECC is to coordinate the provision of human and material resources
within the municipality during emergencies. It will also maintain an overall view of the
operational activities within this Plan’s area of responsibility, for recording, planning and
debrief purposes. The MECC may also become operational during support operations to a
neighbouring municipality. Administrative staff for the MECC will be drawn from municipal
employees, and in the event that the scale of an emergency requires the MECC to be open
for a protracted period of time, staff from other municipalities will be utilised via the MAV’s
Inter Council Resource Sharing Protocols and MOUs with neighbouring municipalities.
MECC staff will be on alert on Code Red days and when emergency conditions deem it
necessary, however the MECC will only be activated when there is an emergency and there
is a need.
The primary MECC for Corangamite Shire is the:
Killara Centre
Little Manifold Street
Camperdown VIC 3260
Proposed MECC Layout can be seen in Appendix 19.
If the primary MECC is unavailable alternative MECC locations may be any of the public
buildings listed in Appendix 17.
A Standard Operating Procedures Manual for MECC operations is available as a sub-plan to
this Plan. Response contact details can be seen in Appendix 16 – Contact Directory.
4.9.2 Emergency Relief Centre (ERC)
An ERC is a building or a place that has been activated for the provision of life support and
essential personal needs for people affected by, or responding to an emergency, and is
usually established on a temporary basis to cope with the immediate needs of those affected
during the initial response to the emergency.
The decision to activate an ERC is that of either the Incident Controller or the Corangamite
Shire MERC in consultation with the MERO and MRM, or that of another municipality’s
MERC and their MERO and MRM. Emergency relief can also be provided at the site of the
emergency.
Corangamite Shire Council has designated appropriately assessed buildings as Emergency
Relief Centres. The locations are listed in Appendix 17.
Corangamite Shire has joined with Colac Otway and Surf Coast Shires to establish a cross
council relief and recovery committee known as the Otway Relief and Recovery
Collaboration. This committee recognises that one municipality alone lacks the capacity and
capability to effectively address relief and recovery services following a major event. A
Memorandum of Understanding exists between the three councils, the prime purpose of
which is to enhance the capability and capacity of the signatory councils to request extra
resources for the provision of relief and recovery services from each other, to the maximum
extent practicable, in the event of an emergency.
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Emergency Relief Centre Standard Operating Guidelines for the three councils exist and are
available as a sub-plan to this plan.
4.9.3 Relief Activities
Relief activities are targeted at meeting the immediate needs of affected individuals.
Council’s relief activates offered from a Relief Centre may include:
Reconnecting families and friends (Register Find Reunite) – VicPol & Red Cross
Food and Water – Red Cross
Drinking Water for Households – DEWLP
Material aid (non-food items) – Salvation Army
Psychological support (personnel support/ counselling) –DHHS
Emergency Shelter – DHHS
Animal Welfare – DEDJTR
Emergency Financial Assistance – DHHS
First Aid – Ambulance Victoria
Community Information – control agency
Council may participate in or facilitate any of these services and may offer additional services
as resources and needs allow. Each of these activates is directed by the relevant
Operational procedure in the ERC Standard Operational Guidelines.
4.10 Briefings (SMEACS)
All briefings conducted at the MECC, and /or ERCs will use the ‘Situation Mission Execution
Administration Communications Safety’ (SMEACS) Briefing template (Appendix 15). This
will ensure accuracy of information from receipt of a request, to personnel who implement the
request. SMEACS also provides the mechanism for safe work practices and the safety of
personnel who are performing tasks and activities in the emergency affected area.
4.11 Initial Impact Assessment
An Initial Impact Assessment is a preliminary appraisal of the extent of damage, disruption
and breakdown to the community and its infrastructure resulting from the emergency or
disaster. This assessment is carried out by the controlling agency, dependent upon the type
of emergency event. The information is provided to the Planning Officer in the MECC who
then liaises with the MERC, MERO and MRM to plan for current and future response and
recovery activities.
To facilitate this process the Corangamite Shire, through the Emergency Management
Group, shall as early as practicable perform the following tasks:
Survey the extent of damage indicating evaluation of financial and material aid needed.
Provide a priority listing for restoration of community needs to assist agencies in the
performance of their functions
Monitor the Acquisition and application of financial and material aid needed or made
available in the restoration period
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The Emergency Management Group may co-opt persons within the community with the
appropriate expertise to assist with the above tasks. Should the emergency extend beyond
the boundaries of the Corangamite Shire Council the post impact assessment may be
merged with that of the other affected municipality(s).
As noted in the EMMV the Impact assessment guidelines can be obtained from EMCOP.
4.12 Financial Considerations
Financial accounting for municipal resources utilised in emergencies must be authorised by
the MERO or the MRM, and be in accordance with the normal financial arrangements of
Corangamite Shire Council.
Corangamite Shire Council is accountable for any monies donated as a result of an
emergency event, and will implement systems to receive and account for all such donations.
Control Agencies are responsible for all costs involved in that Agency responding to an
emergency.
4.13 Public Awareness, Information and Warnings
It is important to ensure that public information and warnings are maintained at an optimum
level for specific circumstances where community action is necessary, primarily to protect
lives, and also for the protection of property and the environment.
The Control Agency has the responsibility to issue warnings to potentially affected
communities, and other agencies. Warnings and the release of other public information
should be authorised by the Incident Controller prior to dissemination. Where an extreme or
imminent threat to life exists, and authorisation from the Incident Controller is not practicable
in the circumstances, warnings may be issued by any response agency personnel.
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 the MERO (General Information) or the Chief Executive
Officer/Senior Management (Policy/Financial/Political matters). Assistance for preparing and
disseminating information will be provided by Council’s Manager Community Relations.
Information will be disseminated using a range of mechanisms including media releases,
advertisements and Council’s internet site. The communication staff will be briefed as to
where to advise callers where they can obtain further information.
4.13.1 Community Information
The provision of information to the broader community, including those attending an ERC, is
vitally important to their capacity to understand what is happening, and to assist them in
making informed decisions during a time of crisis.
Typically, the type of information provided relates to identifying the signs of and coping with
stress, health matters, where and how to access financial assistance, where to access
general emotional/psychosocial support, and other information relating to the specifics of the
emergency.
4.13.2 Emergency Warning Systems
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Emergency warning systems aim to warn individuals and communities in the event of a major
emergency. However, individuals and communities need to be mindful that they should still
prepare themselves in case of an emergency.
The Control Agency has the responsibility for issuing warnings to potentially affected
communities, and other agencies. Where this is not practicable, the Incident Controller must
notify the Emergency Response Coordinator, who in turn will facilitate the issue of warnings.
Once a decision has been made to issue an alert message, the emergency services
organisations will determine which method to use e.g. television, radio or internet, and
determine whether a telephone alert needs to be issued; a telephone alert is simply one of a
range of tools available.
4.13.3 Community Sirens
Within the Corangamite Shire Municipal District there are no identified sirens in use.
4.13.4 Emergency Alert
Emergency Alert is a telephone based national warning system that enables messages to be
sent via landline and mobile telephones, based on the billing address.
Agencies have been instructed in the use of Emergency Alert and the Incident Controller has
access to the website to enable the distribution of warnings.
The Emergency Alert website is www.emergencyalert.gov.au
4.13.5 Standard Emergency Warning Signal (SEWS)
The SEWS is an electronic warning signal used to assist in the delivery of public warnings
and messages for major emergencies to:
Alert listeners / viewers of radio / television that an official emergency announcement is
about to be made concerning an actual or potential emergency which has the potential
to affect them; and/or
Alert the community at large via a public address system that an official emergency
announcement is about to be broadcast.
Responsibility for issuing SEWS lies with the Incident Controller.
4.13.6 Information Resources
The following functions are an essential part of these arrangements and should be utilised if
and when required:
Council’s Manager Community Relations (media & public relations); and
Police Media Liaison.
If an emergency requires concurrent media response through radio, television and
newspaper outlets, the Police Media Liaison Section may be contacted through the MERC.
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4.14 Supplementary Supply
Supplementary supply at the municipal level occurs when functional services, or control
authorities, exhaust their own avenues of supply, and there is a requirement for continued
supply.
Functional Service agencies supplying a service, and requiring additional resources, will put
their request to the MERO. The MERO will endeavor to obtain those resources through
existing municipal arrangements. If unsuccessful, the request will be passed through the
MERC to the RERC. Control and Support Agencies will make their request through the
MERC.
4.15 Escalation
There are 4 classes of emergency as listed below.
Class 1 Emergency
a) a major fire; or
b) any other major emergency for which the Metropolitan Fire and Emergency Services
Board, the Country Fire Authority or the Victoria State Emergency Service Authority is
the control agency under the state emergency response plan.
The Emergency management Commissioner is responsible for ensuring control
arrangements are in place and for appointing a State Response Controller for Class 1
emergencies. The State response controller may appoint regional controllers for class 1
emergencies. The State Response Controller or the Regional Controller may appoint and
deploy incident controller for Class 1 Emergencies. Class 1 emergency are controlled from a
state, regional or incident control centre.
Class 2 Emergency
a) a Class 1 Emergency: or
b) a warlike act or act of terrorism, whether directed at Victoria or part of Victoria or at
any other State or Territory of the Commonwealth; or
c) a hi-jack, siege or riot.
The officer-in-charge of the control agency for the Class 2 emergency is responsible for
appointing a Class 2 Controller who is responsible for managing and leading the operational
response to the Class 2 emergency. The Class 2 controller should be appointed at the state
tier and be the EMC should be notified of this appointment.
Class 3 Emergency
For the purpose of the State Emergency Response Plan, a Class 3 emergency means a
warlike act or act of terrorism, whether directed at Victoria or a part of Victoria or at any other
State or Territory of the Commonwealth, or a hi-jack, siege or riot. Class 3 emergencies may
also be referred to as security emergencies.
Class 3 emergencies are controlled by Victoria Police.
Non-major emergencies
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Many small events that meet the definition of emergency are managed by community
members or though the normal or business continuity arrangements of industry, agencies or
government and the roles and responsibilities listed above do not apply.
Within the class of emergency teams work together at the state, regional and incident tiers to
ensure collaboration and coordinated whole of government approach to the management of
emergencies at each tier. Note not all tiers are active for all emergencies.
4.16 Business Continuity
To minimise the impact of emergency response activities on business continuity, and assess
the potential for activating the Municipal Association Victoria (MAV) Municipal Resource
Sharing Arrangements, Corangamite Shire Council established the Crisis Management
Team (CMT) with the following membership:
Chief Executive Officer
Director Sustainable Development
Director Works & Services
Director Corporate & Community Services
Others co-opted as required
4.17 Termination of Response Activities
It is essential to ensure a smooth transition from the response phase to the recovery phase
of an emergency at the municipal level. While it is recognised that recovery activities will
have commenced shortly after impact, there will be a cessation of response activities and a
hand over to recovery agencies. This will occur when the MERC, in conjunction with the
Control Agency and MERO, declares ‘Stand Down’ of response. The early notification of
recovery agencies involved in the emergency will ensure a smooth transition of ongoing
activities from response to recovery.
4.17.1 Termination of Response Activities and Handover of Goods / Facilities
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When response activities are nearing completion, the MERC, in conjunction with the Control
Agency, will call together relevant relief and recovery agencies including the MERO and the
MRM, to consult with, and agree upon, the timing and process of the response stand down.
In some circumstances, it may be appropriate for certain facilities and goods obtained under
the emergency response arrangements, to be utilised in recovery activities. In these
situations there would be an actual hand over to the MRM of such facilities and goods. This
hand over will occur only after agreement has been reached between response and recovery
managers.
If the emergency is of significant size which has resulted in DHHS being actively involved,
then the Municipal/Regional Coordinator will consult with the MERO, MRM and Recovery
Manager from DHHS to agree on the timing and process of response stand down.
4.18 Post Emergency Debriefing Arrangements
A debrief of the response phase of the emergency is undertaken as soon as is practicable
after an emergency. It is the responsibility of the MERC to convene the meeting and all
Council personnel and agencies who participated should be represented. A debrief with a
view to assessing the adequacy of the MEMP and to recommend changes should also be
held. Meetings to assess the adequacy of the MEMP should be chaired by the MEMPC
Chairperson.
An additional debrief may be conducted for the Recovery Team to cover specific relief and
recovery issues. This will be convened by the MRM and will be in addition to debriefs
conducted by the MERC and MEMPC.
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5 PART 5: EMERGENCY RECOVERY ARRANGEMENTS
5.1 Introduction
The Municipal Emergency Recovery Arrangements have been developed in accordance with
State Emergency Recovery Arrangements as listed in Part 4 and the Guidelines for
Municipal Emergency Management Planning in Part 6 of the EMMV and have been
developed in accordance with the directions of 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, as defined by the Emergency Management
Act (1986 & 2013) that have an impact on the community.
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.
5.2 Recovery Definition
The Emergency Management Act 1986 states that recovery is, “the assisting of persons and
communities affected by emergencies to achieve a proper and effective level of functioning.”
5.3 Recovery Process
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.
During recovery, governments and communities work together to assist affected individuals
and communities to move towards a healthy, safe and functioning environment.
5.4 Recovery Principles
The principles of recovery coordination and delivery are:
Understanding of context
Focusing on the consequences of the emergency
Recognising complexity
Being community focused
Using community led approaches
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Ensuring coordination of all activates
Employing effective communication
Acknowledging and building capacity
5.5 Levels of Recovery
The levels of recovery management are:
Municipal
Regional
State
This plan explains Corangamite Shire’s municipal recovery arrangements and framework for
the municipal level.
5.6 Context of Recovery
In reading these arrangements, it is essential to have an appreciation of the assumptions and
accepted understandings that underpin them. These assumptions and accepted
understandings are:
5.6.1 Resilience of individuals and communities is respected
Recovery services and programs must acknowledge the inherent resilience that affected
individuals and communities display. Individuals, when possessing information about the
situation and available services, are able to make informed choices about their recovery.
Communities, when supported with information and resources, are able to support and
manage their own recovery.
5.6.2 Recovery is part of emergency management
Recovery is an integral component of the arrangements that support the whole of emergency
management activity in Victoria. These arrangements are documented in the EMMV.
5.6.3 Levels of recovery operations
In order to ensure the success of the arrangements, it is vital that all agencies and
organisations involved in management, coordination or service delivery undertake these
activities in a cooperative and collaborative manner, within the agreed framework.
Coordination and communication both at and between the various levels of operation will
assist in ensuring the success of recovery activities for the affected community.
5.6.4 Roles of organisations and agencies
Recovery is not the exclusive domain of any single agency. All agencies and organisations
willing to participate have an important role to play. This recognises that recovery must be a
whole-of-government and a whole-of-community process.
The agreed roles and responsibilities of agencies under these arrangements is contained in
paragraphs 5.21 Services and Agencies for Recovery and 5.22 Agency Recovery Role
Statements of this plan and are consistent with Part 7 of the EMMV.
5.6.5 Affected community involvement
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Recovery requires the active involvement of the affected community. It is an accepted
principle of recovery that the active involvement of the affected community is essential for its
success. All recovery agencies should seek to engage with the affected community during
the development of plans, and must involve the community in the development of recovery
activities following an emergency.
5.6.6 Operational plans support arrangements
All agencies and organisations with agreed roles and responsibilities under the arrangements
must develop internal operational plans that detail the capacity of the agency and strategies
that will be employed by the agency to undertake the agreed roles and 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
5.6.7 Response/Recovery interface
Recovery should begin as soon as possible when an emergency occurs. It is therefore
essential to ensure high levels of understanding and cooperation between response
coordinators and recovery coordinators at each of the levels of operation. In most instances
there will be a transition of coordination responsibility from the response coordinator to the
recovery coordinator. Appropriate arrangements must be negotiated and documented
between coordinators at the levels of operations to ensure this occurs.
It must also be recognised that recovery activities often occur naturally within the affected
community. The emergency recovery planning and coordination activities undertaken at
state, regional and municipal level are intended to provide structure for what would otherwise
be ad hoc assistance to people affected by emergencies.
5.7 Recovery Coordination
Recovery coordination refers to the arrangements that will be used in any situation where
more than one department, agency or organisation is required to provide services to assist
communities and individuals recover from the impact of an emergency.
Recovery coordination arrangements should provide for:
assessment of impacts;
input of affected community into decision making;
coordination of service provision;
communication strategies; and
the co-ordination of activities within and across the functional areas described below.
The responsibility for co-ordination of recovery is Council’s MRM.
5.8 Functional Areas of Recovery
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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
within the:
Social, health and community environment –
Economic environment
Natural environment
Built environment
Whilst each of these areas overlaps considerably, each also has a specialist skill
requirement to address issues arising after an emergency.
5.8.1 Social, Health and Community Environment
Social health and community impacts refer to the impact that an emergency may have on the
health and wellbeing of individuals and the community fabric.
This functional area includes individual and community needs including but not limited to:
temporary accommodation
material assistance
financial assistance
personal support
health and medical services
community development.
DHHS has the responsibility for coordinating activities at a state and regional level while local
municipals have the responsibility at a local level.
5.8.2 Economic Environment
This functional area refers to the economic impact that an emergency may have on
individuals and communities in an affected geographical area. The economic impact of an
emergency is often hidden, and may need a detailed assessment to ascertain both
immediate and long-term effects.
The objective for this functional area of operations is to ensure that economic wellbeing is re-
established and that financial hardships for the affected community are ameliorated.
This functional area may include, but is not limited to:
tourism industry
small business
primary producers.
Local Council has responsibility to coordinate activities at a local level and DEDJTR has the
regional and state responsibility.
5.8.2 Natural Environment
This functional area refers to the environmental impacts that an emergency may have on a
geographic area.
These impacts include, but are not limited to:
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air quality
water quality (including catchment management)
land degradation and contamination
marine environment
natural environment (including public lands and National Parks).
DELWP has the responsible for coordinating activities at all levels of the Natural
Environment.
5.8.3 Built Environment
This functional area refers to the impact that an emergency may have on physical
infrastructure. The objective of this functional area of operation is to ensure assets of the
community damaged or destroyed during an emergency are re-established or replaced as
soon as possible after the emergency.
Infrastructure assists individuals and communities in the management of their daily lives, but
also forms an important part of community identity. Some public buildings have an important
symbolic role, and their loss can have a severe negative impact on community morale.
It is essential that the lead agency engage with the affected community to understand the
community’s restoration priorities, and to keep the community informed of recovery progress.
Whenever possible restore to a better standard and utilise the Victorian Insurance Authority
to assist in the assessment and restoration of the damage.
Built environment impacts include, but are not limited to:
electricity
gas
water
telecommunications
transport
roads
other essential services (such as school, hospitals, emergency services, banking facilities
and shops)
Restoration of critical infrastructure must be undertaken with an awareness of the needs of
vulnerable individuals and communities. (See Corangamite Shire Recovery Plan for more
details).
DEDJTR has responsibility at the state level to coordination for transportation, power/gas
and communication 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.
5.9 Activation and Notification
Depending on what the event is, recovery arrangements can be initiated in the following
ways:
MRM is contacted by the DHHS or responsible agency.
Or
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The MRM is contacted by the MERO to begin recovery.
Or
MRM is contacted by the Regional Recovery Coordinator from the Regional Emergency
Management Team
Contact numbers for the municipal recovery contacts are detailed in the Contacts Directory
(Appendix 16 – Contact Directory) of this plan.
5.10 Escalation Criteria (Recovery)
Initial recovery management is always undertaken at the municipal level. The impact of an
event may lead to community needs that exceed the capacity of a municipal council. The
council may then seek to escalate the level of management to a regional level. This
escalation provides an additional layer of management rather than a replacement layer.
Further escalation to the state level of management may be necessary in respect of certain
service needs in very large or complex events.
MUNICIPALITY
Municipal (Corangamite Shire)
Coordinate the provision of resources from municipal area. This includes support of neighbouring LGA’s in accordance with memorandums of understanding
If the municipality is unable to meet demands, the MRM will contact the Regional Recovery Coordinator (DHHS) to escalate to the regional level
REGION
Regional (DHHS)
Coordinate the provision from Regional resources (Govt. support
Agencies or other Municipalities). If unable to meet demands the
Regional Emergency Recovery Coordinator (DHHS) will escalate
to State Level, Emergency Management Branch (DHHS)
STATE
State (Victorian Government)
Coordinate the provision from State resources (other Regions). If
unable to meet demand escalation occurs to National (Australian
Government) Emergency Management Commissioner role has
delegated responsibly to the secretary of the DHHS who has
appointed a state recovery coordinator
5.11 Municipal Coordination and Management Arrangements
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5.11.1 Assessment of impacts and needs
The MRM will appoint outreach teams to survey / assess the community in affected areas as
indicated by the control agency. Impact assessments should be conducted with participation
from the LGA, and Victorian Government agencies as relevant DHHS, DELWP or DEDJTR
or other relevant agencies depending on the incident. A personal support practitioner should
be used as part of the teams.
Prior to outreach teams being placed in the field, the area must be declared safe for this
purpose by the control agency. This process is to be arranged through the MECC.
The MRM or Deputy will brief outreach teams prior to deployment and will debrief teams at
the completion of the allotted activity.
5.11.2 Communicating with the affected community
There are a range of mechanisms for providing information to the public. These may include
but are not limited to the following examples.
Community briefings – Community briefings may be conducted by response agencies as
part of their role in keeping communities aware of the current emergency situation, before,
during, and after incidents. Municipal recovery team members including a trained personal
support practitioner should be part of the briefing team.
Community information sessions – As soon as practicable after an emergency, the MRM
should arrange community information sessions. The development of these sessions are the
first practical step in the process of ensuring a community is actively involved in the recovery
management process. These sessions can also be used to support the development of
community recovery committees.
The role of community briefings in the recovery context is to:
provide clarification of the emergency event (control agency)
provide advice on services available (recovery agencies)
provide input into the development of management strategies (LGA)
provide advice to affected individuals on how to manage their own recovery, including the
provision of preventative health information (specialist advisers).
Where the emergency has a criminal component the municipality will need to consult with the
investigating authority on any necessity to restrict the content of the briefings. Local
agreements with response agencies that have responsibility for community briefings, will be
developed as part of the MEMP.
5.11.3 Community recovery committee
Communities recover best when they are supported to manage their own recovery. The
primary method of ensuring and fostering community management of recovery after an event
is through the use of community recovery committees.
Establishment – the MRM has the responsibility to ensure the establishment of community
recovery committees as soon as possible after the emergency. Where possible, existing local
community representative committees should be used.
The community recovery committee is a sub-committee to the MEMPC.
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Membership – membership of community recovery committees will depend on the needs of
the affected areas and should include:
The MRM
Community development personnel
Councillors
Community groups
Affected persons
Business and Tourism Associations
Government agencies
Non-government agencies.
Where there is capacity to assist with recovery services, involvement should also come from
local community agencies and private businesses.
Functions – community recovery committees help individuals and communities achieve an
effective level of functioning. They can coordinate information, resources, and services in
support of an affected community, establish priorities and provide information and advice to
the affected community and recovery agencies.
Role – the role of the community recovery committee is to:
monitor the progress of the recovery process in the community;
identify community needs and resource requirements and make recommendations to
recovery agencies, council and recovery managers;
liaise, consult and negotiate on behalf of the community with recovery agencies,
government departments and the council;
liaise with the DHHS as the recovery coordination agency through the designated
regional director or delegate;
undertake specific recovery activities as required.
5.12 Relief & Recovery Centres
A Relief Centre (sometimes referred to as an Evacuation Centre is a building or place
established to provide support and essential needs to persons (including evacuees) affected
by, or involved in the management of, an emergency. This Centre would normally be
established on a temporary basis to cope with the immediate needs of those affected during
the initial response to the emergency.
A Recovery Centre is a building in which a coordinated process of support to affected
communities in the restoration of their emotional, social, economic and physical well-being is
provided. This support will include provision of psychological (e.g. counselling), infrastructural
(e.g. temporary accommodation), environmental (e.g. public health), and economic (e.g.
financial assistance) services. As a "One-Stop-Shop" the Recovery Centre will ensure that all
agencies and stakeholders are properly integrated into the recovery process, at a single
point of entry.
In large or prolonged emergencies, a relief centre may evolve into a recovery centre when
the emergency response has concluded. This transition should be seamless, as the
municipal council will continue to assume the responsibility for the management of these
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centres. Coordination responsibility will pass from the Response Coordinator (Victoria Police)
to the Recovery Coordinator (Local Government or DHHS, depending on the scale of the
recovery). This handover will occur only after agreement has been reached between the
response and recovery coordinators, and after any necessary documentation has been
completed to the mutual satisfaction of both coordinators.
With this possibility in mind, Corangamite Shire Council will evaluate the appropriateness of
potential sites for relief and/or recovery centres carefully, taking into account the possibility
that the venue may be requested for recovery purposes committed for some considerable
period after the response to the emergency has ended.
Communication of Recovery Activities - The following communication options will be
considered as part of the recovery process. The use of these options will be coordinated
through the MRM in consultation with other key recovery and response agencies.
Dedicated Phone Line
Advertisements within Local Newspapers
Newsletters
Media Release
5.13 Case Management
The implementation of an effective Emergency Case Management Service to support
individuals and families affected by an emergency relies on significant collaboration between
state government, municipalities and community service organisations.
Case Management is strongly embedded into existing recovery structures established to
manage and provide recovery services. These may include using existing municipal, regional
and state recovery committees and the establishment of recovery centres where required.
Corangamite Shire will liaise with the DHHS with the delivery of an Emergency Case
Management System directly or coordinating the delivery by a health or community service
organisation. A request for funding to coordinate or deliver the service will be forwarded to
the DHHS Regional Recovery Coordinator. The funding submission will contain the
following:
Estimated number of households affected
Nature of the impacts of the emergency on individuals, households and the community
Details in relation to the capacity of local services to respond.
Corangamite Shire use the Crisisworks software to collate and build case files on properties
and owners to ensure effective support is provided.
Where there is potential for primary producers to be affected by an emergency, Corangamite
Shire will liaise with DHHS and DEDTRJ to determine the circumstances in which case
management support may be delivered in a coordinated approach.
5.14 Sharing of Personal Information
As per info sheet 02.10 from the Office of the Victorian Privacy Commissioner
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“Usually, an organisation should only use information for the purpose it is collected (IPP 2).
However, if new personal information is collected in order to respond to an emergency,
sharing that information where necessary with other organisations involved in the disaster
response or recovery may be considered to be disclosure for the primary purpose of
collection.”
5.15 Offers of Voluntary Assistance
The MRM will appoint a person to act as volunteer coordinator who will collate all offers of
voluntary assistance and coordinate activity of volunteers.
Volunteers are usually made available by various service clubs including, Rotary, Lions,
Freemasons, Apex etc. Volunteers need to be co-ordinated by council officers – especially
when involved in clean-up operations.
Volunteers will be equipped with the necessary personal protective equipment and will also
be instructed in OH&S.
5.16 Offers of Material Assistance
Any offers for material assistance will be coordinated by the lead agency listed in 5.21
Service and Agencies for Recovery Section.
5.17 Financial Considerations
The emergency management arrangements are predicated on the assumption that agencies
agree to meet reasonable costs associated with the provision of services. The general
principal is that costs that are within the “reasonable means” of an agency or organisation
are met by that agency or organisation.
MRM are responsible for implementing processes to assist with the monitoring of costs
associated with the recovery process.
5.18 Transition from Response to Recovery
Where it appears to the MERC, after consultation with the relevant agencies that response
activities are nearing completion, they will convene a meeting with the Control Agency, MRM
and Regional Recovery Coordinator (DHHS), to establish whether:
the emergency response has or will soon be concluded;
the immediate needs of the affected persons are being managed;
the relevant agencies are ready to start, or continue, providing and/or managing recovery
services;
the Incident Controller has supplied a current handover document; and
sufficient damage/impact information has been passed to the MECC to enable detailed
planning for recovery activities.
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If agreement is reached at that meeting to terminate response activities, the MERC will
advise all agencies of the time at which response terminates and arrangements will be made
to maintain the MECC functionality for an agreed period.
5.19 Reporting Arrangements
Municipal Council's 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 information should be included in the monitoring and reporting of recovery
activities;
Size and location of affected areas
Number of premises which are;
Uninhabitable, inaccessible, destroyed or damaged
Dwelling type (if known) – house, caravan, flat/unit or other
Number of persons affected
Adults / children
Immediate needs
Accommodation, health and/or personal needs
Relief/Recovery Centres locations and hours of operation
Community briefings/information sessions
Date, location held and number of attendees (approx.)
Upcoming date and location
5.20 Testing, Evaluation and Review
In accordance with the EMMV and under the direction of the Chief Executive Officer,
Corangamite Shire will participate with other municipal level agencies and organisations in
emergency recovery exercises to test these recovery arrangements at least annually (unless
there has been an activation during the period). Emergency recovery exercises may be
conducted in a variety of formats and may test various parts of the arrangements at different
levels of recovery management. There should also be testing of the links between the levels
of recovery management.
Emergency recovery exercises may be run in conjunction with other emergency
management exercises or agency exercises, but must have discrete aims and objectives for
the testing of recovery arrangements.
The MRM will summarise the outcomes of exercises for the Regional Recovery Coordinator
(DHHS), who in turn will provide a summary of all regional exercises to the State Recovery
Coordinator.
5.21 Evaluation of Recovery Activities
Evaluation of recovery activities and recovery programs following emergency events is
essential to maximise lessons learned and identify where improvements can be made.
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Evaluation may take the form of a formal debrief of operations, or may involve workshops,
seminars or applied research into particular areas of activity.
The MRM should conduct an evaluation of recovery operations following activation of the
recovery arrangements in the Municipal Emergency Management Plan. The evaluation may
be an informal or formal debrief depending on the scale of the activation, and must identify
the strengths and weaknesses of the local operational response to the needs of the
community.
The MRM must ensure that the Regional Recovery Coordinator (DHHS) is made aware of
the outcome of the evaluation.
5.22 Services & Agencies for Recovery
See Appendix 18 for tables which provide an indication of the range and types of services
which may be needed in a recovery process and the principal sources of those services.
5.23 Agency Recovery Role Statements
The list of agency recovery role statements are defined in Part 7 of the EMMV.
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6 APPENDICES
Appendix 1 – Audit Certificate
Appendix 2 – Distribution List
Appendix 3 – MEMPC Terms of Reference
Appendix 4 – Committee Membership
Appendix 5 – Detailed Role Statement – MFPO
Appendix 6 – Corangamite Shire Municipality
Appendix 7 – Neighbourhood Safer Places
Appendix 8 - Vulnerable Persons Facilities Register
Appendix 9 – Emergency Management Resource Sharing
Appendix 10 – Council Owned Plant
Appendix 11 – Contractors Plant
Appendix 12 – Detailed Role Statement – MERO
Appendix 13 – Detailed Role Statement – MRM
Appendix 14 – Emergency Management Structure
Appendix 15 – SMEAC Template
Appendix 16 – Contact Directory
Appendix 17 – Emergency Relief Centres
Appendix 18 – Services and Agencies for Recovery
Appendix 19 – MECC Layout
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6.1 Appendix 1 – Audit Certificate
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6.2 Appendix 2 – Distribution List
ISSUED TO NUMBER 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, Reg 16; Warrnambool, Reg 5; Country Fire Authority – Risk Manager Reg 6.
5
Department of Health and Human Services Victoria – Geelong 2
Department of Economic Development, Jobs, Transportation and Resource – Warrnambool
1
Dept. of Environment, Land, Water and Planning- Warrnambool
Dept. of Environment, Land, Water and Planning - Colac
1
1
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 - Lyall Bond Deputy MERO – Brooke Love Deputy MERO – David Moloney Deputy MERO – Sharna Whitehand
1 1 1 1
Deputy Municipal Recovery Managers – Matthew Dawson 1
Municipal Environmental Health Officer 1
Parks Vic, Port Campbell 1
Police Station(s) Skipton, Lismore, Terang, Camperdown, Cobden, Timboon, Port Campbell and Insp. (Geelong).
8
Port Campbell Surf Lifesaving Club 1
Spares 2
Transport and Engineering Functional Area Representative VicRoads Warrnambool, Geelong
2
Victoria State Emergency Service - Local Units - Lismore, Terang, Camperdown, Cobden, Port Campbell.
5
VICSES - Regional Headquarters; Hamilton - 2
Wannon Water – Warrnambool 1
TOTAL 67
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6.3 Appendix 3 – 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;
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 4
Representation
The agencies / organisations listed at Appendix 4 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.
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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.
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.
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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 Part 4 of
the Emergency Management Act 1986.
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.
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6.4 Appendix 4 – 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 Department of Health and Human
Services
District Fire Manager Department of Environment, Land
Water and Planning
Animal Health Department of Economic development,
Jobs, Transportation and Resources
Regional Manager Regional VICSES
Station Officer Medical/Ambulance
Ranger In Charge Parks Victoria
Operations Officer Red Cross
Regional Emergency Coordinator VicRoads
Campus Manager South West Healthcare - Camperdown
CEO Cobden District Health Service
CEO Terang and Mortlake Health Service
CEO Timboon and District Healthcare
Service
Corangamite Network of Schools
Officer in Charge Wannon Water
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6.5 Appendix 5 – Detailed Role Statement – MFPO
Municipal Fire Prevention Officer (MFPO)
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.
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6.6 Appendix 6 – Corangamite Shire Municipality
To request GIS data from Council contact the MERO.
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6.7 Appendix 7 – Neighbourhood Safer Places
Neighbourhood Safer Places – Places of Last Resort Locations
Designated Neighbourhood Safer Place: A Place of Last Resort (NSP)
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Port Campbell – Foreshore Reserve
Timboon – Timboon Community Hall, Bailey Street, Timboon
Derrinallum – Recreation Reserve
Lismore – Recreation Reserve
Skipton – Recreation Reserve
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6.8 Appendix 8 - Vulnerable Persons Facilities Register
List of facilities held in Trim at D/12/10828
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6.9 Appendix 9 – Emergency Management Resource Sharing
File N° D/13/8722
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. 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
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6.10 Appendix 10 – Council Owned Plant
PLANT NO PLANT TYPE MAKE & MODEL
BACKHOE
P5200 BACKHOE LOADER J.C.B 3CX
P5210 BACKHOE JCB 3CX SITEMASTER
P5220 BACKHOE LOADER J.C.B 3CX
P5250 BACKHOE LOADER J.C.B 3CX
LOADERS
P5000 LOADER CATERPILLAR 918F
P5010 LOADER (construction) HYUNDAI HL757-7A
P5020 FRONT END LOADER HYUNDAI HL 730-7
P5030 LOADER HYUNDAI
P5040 LOADER HYUNDAI HL 757-7
P5070 LOADER CATERPILLAR 926
P5080 LOADER CATERPILLAR 926
GRADERS
P3000 GLOBAL GRADER CATERPILLAR 12H SERIES II
P3010 MOTOR GRADER MG 230II MITSUBISHI MOTOR GRADER MG 230II
P3020 12M GRADER CATERPILLAR 12M GRADER
P3030 12M GRADER CATERPILLAR 12M GRADER
P3040 GRADER KOMATSU GD555-5 GRADER
P3050 12M GRADER CATERPILLAR 12M GRADER
P3070 GLOBAL GRADER CATERPILLAR 12H GLOBAL GRADER
FLOCON / JETPATCHER
P2100 JETPATCHER HINO 2630
P2110 FLOCON HINO RANGER PRO 10
P2130 FLOCON HINO RANGER PRO 10
P2140 FLOCON (spare) NISSAN UD
TRAY TRUCKS (set up for specific jobs)
P2170 TRAY - BRIDGE CREW SET UP HINO 500 SERIES
P2200 TRAY - SIGN MAINTENANCE SET UP HINO 500 SERIES 1018 MEDIUM
P2250 TRAY - SIGN TRUCK SET UP HINO 300 SERIES
P2350 TRAY - MOWER CREW SET UP HINO 500 SERIES
TIPPERS
P2220 TIPPER HINO 300 SERIES 616
P2230 TIPPER HINO TIPPER
P2240 TIPPER HINO DUTRO
P2300 TIPPER HINO 500 SERIES
P2310 TIPPER HINO RANGER PRO 9
P2320 TIPPER HINO500 SERIES
P2330 TIPPER HINO 500 SERIES
STREET SWEEPER
P2340 SCHWAZE STREET SWEEPER ISUZU A6500GS
PRIME MOVERS
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P2400 PRIME MOVER (9238 trailer) MACK
P2440 GRANITE PRIME MOVER (P9255) MACK
P2470 GRANITE PRIME MOVER (P9265 / P9260) MACK
P2490 PRIME MOVER - CH VALUELINER (9239) MACK
MACK TIPPERS
P2410 MACK TIPPER MACK TRIDENT
P2420 MACK TIPPER MACK
P2430 MACK TIPPER MACK
P2450 MACK TIPPER MACK CHR FLEETLINER
MACK TIPPER TRAILERS
P2415 MACK TIPPER TRAILERS CBB QUAD DOG TRAILER
P2425 MACK TIPPER TRAILERS HERCULES DOG TRAILER
P2435 MACK TIPPER TRAILERS HERCULES SUPERDOG TRAILER
P2455 MACK TIPPER TRAILERS QUAD DOG TRAILER
BOTTOM DUMPER
P9255 BOTTOM DUMPER SPREADMASTER 2 AXLE SEMI BOTTOM DUMPER
P9260 BOTTOM DUMPER SPREAD MASTER TES S AXLE SEMI BOTTOM DUMPER
LOW LOADER / TAG ALONG TRAILER
P9265 LOW LOADER COLRON INDUSTRIES 3 AXLE WIDENING LOW LOADER
P9275 TAG ALONG BEAVER TAIL TAG ALONG - (P2320 - backhoe setup)
WATER TANKERS
P9238 WATER TANKER 18000lt WATER TANKER SEMI (2470)
P9239 WATER TANKER 17,000LT TIEMAN BOGIE AXLE WATER TANKER (2490)
TRACTORS
P4000 TRACTOR (6150) JOHN DEERE JD2430
P4010 TRACTOR (6140) JOHN DEERE JD6534
P4020 TRACTOR (6161/6165) JOHN DEERE 4X4 6530
3 POINT LINKAGE
P6140 SLASHER GASON SLASHER
P6150 SLASHER (4000) DELTA 4600
MOWERS
P6161 OUT FRONT MOWER SEPPI OLS (4020)
P6165 24 REACH ARM MOWER (4020) ALAMO
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6.11 Appendix 11 – Contractors Plant
Details of Contractors plant is available from Corangamite Shire’s Works Department.
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6.12 Appendix 12 – Detailed Role Statement – MERO
Municipal Emergency Resource Officer
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’s response roles are to:
coordinate municipal resources in emergency response;
provide council resources when requested by emergency services or police during
response activities;
maintain effective liaison with emergency agencies within or servicing the municipal
district;
maintain an effective contact base so municipal resources can be accessed on a twenty-
four hour basis;
keep the MECC(s) prepared to ensure prompt activation if needed;
liaise with the MEM and the MRM on the best use of municipal resources;
organise a response debrief if requested by the MERC), an appointee of Victoria Police;
ensure procedures and systems are in place to monitor and record expenditure by the
council in relation to emergencies; and
perform other duties as determined.
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6.13 Appendix 13 – Detailed Role Statement – MRM
Municipal Recovery Manager
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 should be a senior officer, as the recovery process can involve many aspects of
Council’s activities over a considerable period. If the MERO is also appointed as the MRM,
special planning is needed to minimise a clash of priorities in the early stages of dealing with
major emergencies, as response and recovery activities will be operating in parallel.
The role of the MRM is to:
coordinate municipal and community resources for recovery;
assist with collating and evaluate information gathered in the post-impact assessment;
establish priorities for the restoration of community services and needs;
liaise with the MERO on the best use of municipal resources;
establish an information and coordination centre at the municipal offices or a location
more appropriate to the affected area;
liaise, consult and negotiate with recovery agencies and council on behalf of the affected
area and community recovery committees;
liaise with the regional recovery committee and Department of Human Services;
undertake other specific recovery activities as determined.
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6.14 Appendix 14 – Emergency Management Structure
COUNCIL RESOURCES
RECOVERY RESPONSE
MUNICIPAL EMERGENCY RESPONSE CO-ORDINATOR (MERC)
DEPARTMENT OF HEALTH &HUMAN SERVICES
State & Regional Recovery Co-ordinators
DEPUTY MUNICIPAL
EMERGENCY RESOURCE OFFICERS
EXTERNAL RESOURCES
EMERGENCY EVENT
MUNICIPAL EMERGENCY MANAGER (MEM) MUNICIPAL EMERGENCY RESOURCE
OFFICER (MERO)
MUNICIPAL EMERGENCY MANAGER (MEM) MUNICIPAL RECOVERY MANAGER (MRM)
DEPUTY MUNICIPAL RECOVERY MANAGER
EXTERNAL RESOURCES
COUNCIL RESOURCES
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6.15 Appendix 15 – SMEAC Template
SMEAC BRIEFING
The SMEAC 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.
SITUATION
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 resources available (personnel and time) plus any relevant intelligence,
information and assumptions.
MISSION
This section of the briefing provides a concise, single purpose statement of the overall
outcome (or mission) to be achieved by the operation.
EXECUTION
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 by the team. There may be a general outline, followed by specific details for sub-
teams.
ADMINISTRATION/LOGISTICS
This section of the briefing contains all the information needed for the administrative and
logistic support of the task.
COMMAND, CONTROL, AND COMMUNICATIONS
This section of the briefing provides information about the command, control and
communications arrangements for the task. Even a short, informal briefing should include
essential elements of command structure and communications arrangements. A conclusion
or summary can reinforce key points. The briefing should always include an opportunity for
questions.
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6.16 Appendix 16 – Contact Directory
(not for public distribution)
NOTE: This contact list is updated by DHHS and sent to the MEMPC fortnightly, the latest version can be found on EMCOP and CS D/17/…
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LOCAL MUNICIPAL EMERGENCY MANAGEMENT CONTACT LIST All numbers have an area code of (03) unless specified
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6.17 Appendix 17 – Emergency Relief Centres
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6.18 Appendix 18 – 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, insurance claims, legal advice and referral services
Municipal councils DHHS RFCV Centrelink
IDRO VCC
Water and food safety DHS
Communities Advice on assistance and recovery strategies
DHHS Red Cross VCC
Municipal councils
Advice on safe water, safe food, waste disposal, adequate washing/toilet facilities Accommodation standards Advice on erosion, catchment protection and reforestation Fish and fish habitat Flora, fauna Environmental issues Advice on disposal of dead/maimed stock
DHS DHHS
DELWP PV
EPA
DELWP
Primary producers and rural land managers
Technical advice on re-establishment or alternative strategies Advice on disposal of dead and maimed stock Administration of specific assistance programs
DELWP
Small businesses Advice on options and support available
DEDJTR
All Mapping services/information
DELWP (Information Services)
PROVIDER
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RECIPIENT SERVICE PROVIDED PRIMARY SUPPORT
FINANCIAL ASSISTANCE
Individuals and Families
Personal hardship grants Income support Loan funds towards restoration of dwelling
DHHS
Centrelink RFCV
Insurance companiesFinancial institutionsCharities Public appeals
Municipal councils Restoration of public assets and emergency protection works Specific funding programs
DTF
DEDJTR
Insurance companies Financial institutions Public appeals
Small businesses
Loan funds towards restoration of income-earning assets; working capital Support for enhancing business skills
RFCV DEDJTR
Insurance companies Financial institutions Public appeals
Primary producers and rural land managers
Administration of specific assistance programs
DEDJTR RFCV
Insurance companies Financial institutions Public appeals
Community groups
Loan funds towards restoration of assets Rural Leadership & Community Events Program
RFCV
DEDJTR
Insurance companies Financial Institutions Public appeals
ACCOMMODATION AND HOUSING
Individuals and families
Emergency Accommodation (short term)
Municipal councils DHHS (grants)
Insurance companies
Interim Accommodation (medium term) Support for transition to permanent housing
DHHS Insurance companies
FOOD
Critical Infrastructure food suppliers and logistics
Damage assessment Assistance with interdependencies, contingency arrangements and reconstruction
DEDJTR
Food Supply SCN DEDJTR
RECIPIENT
SERVICE PROVIDED
PROVIDER
PRIMARY SUPPORT
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REBUILDING AND UTILITY RESTORATION
Individuals, families, community groups
Assessment, repair and rebuilding Household services: water, power, telephone, sanitation
Municipal councils Telstra Water/sewerage authorities DHHS CFA
Trade Associations Service Clubs Gas distribution companies Electricity distributors
Municipal councils Roads and bridges VicRoads
Public land Clearing, restoration and rehabilitation of roads bridges and other public assets
Municipal councils DEPI PV VicRoads
INDIVIDUALISED SUPPORT SERVICES
Individuals, families and community groups
Personalised support, counselling and advocacy Psychological first aid Psychological support services Outreach Single point of contact Service co-ordination Case management Community activities
DHS DHHS Municipal councils Hospitals Community health/mental health centres Centrelink DET
VCC Community Chaplaincy Red Cross Salvation Army Voluntary groups Private health providers
COMMUNITY DEVELOPMENT
Community recovery committees
Funding Administrative support Support personnel Advice
DHHS Municipal councils
Red Cross Service clubs and community groups
Communities Employment and economic redevelopment program
DEDJTR Service clubs and community groups
Municipal councils Funding Support personnel Advice Additional equipment
DHHS DTF
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6.19 Appendix 19 – MECC Layout
