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Cardinia Shire Municipal
Emergency Management Plan
The Cardinia Shire Municipal Emergency Management Plan is a multi-agency plan for the municipality
of Cardinia Shire. It articulates the emergency management arrangements to be instigated in times of
emergency.
Version 1.3
22nd October 2018
Prepared by: Cardinia Shire Council (Safe and Inclusive Communities team)
In consultation with Cardinia Shire Municipal Emergency Management Planning Committee, sub-
committees and working groups.
Published September 2016
© Cardinia Shire Council 2015
(ABN: 32 210 906 807)
20 Siding Avenue, Officer
PO Box 7, Pakenham Vic 3810
Phone: 1300 787 624
Email: [email protected]
Web: www.cardinia.vic.gov.au
Amendments to this document will be issued periodically. Suggestions for amendments should be
forwarded to:
Safe and Inclusive Communities team
Cardinia Shire Council
P.O. Box 7
PAKENHAM Vic. 3810
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Contents
FOREWORD ..............................................................................................................................................................2
AMENDMENT HISTORY ................................................................................................................................................... 3
1 INTRODUCTION ..............................................................................................................................................8
1.1 APPROVAL AND AUTHORITY .................................................................................................................................. 8 1.2 DISCLAIMER ....................................................................................................................................................... 8 1.3 STATEMENT OF AUDIT .......................................................................................................................................... 8 1.4 CERTIFICATE OF AUDIT ......................................................................................................................................... 9 1.5 AIM ............................................................................................................................................................... 10 1.6 OBJECTIVES ..................................................................................................................................................... 10 1.7 CORRELATION .................................................................................................................................................. 10
2 BACKGROUND ............................................................................................................................................... 13
2.1 CONTEXT ........................................................................................................................................................ 13 2.2 AREA CHARACTERISTICS...................................................................................................................................... 13 2.3 OUR DEMOGRAPHY ........................................................................................................................................... 14 2.4 OUR INDUSTRY AND ECONOMY ............................................................................................................................ 16 2.5 OUR AGRICULTURE ............................................................................................................................................ 16 2.6 OUR CLIMATE .................................................................................................................................................. 16 2.7 OUR MAIN WATERWAYS ..................................................................................................................................... 16 2.8 OUR EVENTS ................................................................................................................................................... 17 2.9 OUR INFRASTRUCTURE ....................................................................................................................................... 17 2.10 MUNICIPAL LOCATIONS MAP ............................................................................................................................... 22 2.11 HISTORY OF MAJOR EMERGENCIES ....................................................................................................................... 23
3 PLANNING ARRANGEMENTS .......................................................................................................................... 25
3.1 PLANNING STRUCTURES AND RESPONSIBILITIES ....................................................................................................... 25 3.2 MEETINGS ....................................................................................................................................................... 27 3.3 MAINTENANCE OF THE PLAN ............................................................................................................................... 28 3.4 COUNCIL EMERGENCY MANAGEMENT POSITIONS - ROLES AND RESPONSIBILITIES ............................................................ 30 3.5 OTHER AGENCY ROLES AND RESPONSIBILITIES ......................................................................................................... 36
4 PREVENTION AND MITIGATION ARRANGEMENTS ......................................................................................... 38
4.1 THE ROLE OF CARDINIA SHIRE COUNCIL IN RISK ASSESSMENT ..................................................................................... 38 4.2 COMMUNITY AWARENESS .................................................................................................................................. 38 4.3 RISK MANAGEMENT .......................................................................................................................................... 39 4.4 COMMUNITY EMERGENCY RISK ASSESSMENT (CERA) ............................................................................................. 40
5 RESPONSE ARRANGEMENTS .......................................................................................................................... 42
5.1 INTRODUCTION ................................................................................................................................................ 42 5.2 COMMAND, CONTROL, CO-ORDINATION, CONSEQUENCE, COMMUNICATION AND COMMUNITY CONNECTION ................... 43 5.3 PHASES OF ACTIVATION ...................................................................................................................................... 45 5.4 LOCAL RESPONSE ARRANGEMENTS AND RESPONSIBLE AGENCIES ................................................................................. 45 5.5 PROCESS FOR SOURCING ADDITIONAL RESOURCES ................................................................................................... 46 5.6 MECC ACTIVATION PROCEDURE .......................................................................................................................... 46 5.7 MUNICIPAL EMERGENCY COORDINATION CENTRE (MECC) ...................................................................................... 48 5.8 FINANCIAL CONSIDERATIONS ............................................................................................................................... 48 5.9 EVACUATION ................................................................................................................................................... 49 5.10 PUBLIC INFORMATION AND WARNINGS ................................................................................................................. 50 5.11 PLANNING FOR CROSS MUNICIPALITY EVENTS ......................................................................................................... 53 5.12 INTER-COUNCIL RESOURCE SHARING ..................................................................................................................... 54 5.13 DEBRIEFING ARRANGEMENTS .............................................................................................................................. 54 5.14 RESPONSE TO RECOVERY - TRANSITION .................................................................................................................. 55
6 RELIEF AND RECOVERY ARRANGEMENTS ....................................................................................................... 56
6.1 INTRODUCTION ................................................................................................................................................ 56 6.2 RELIEF AND RECOVERY DEFINITIONS AND MANAGEMENT PRINCIPLES ........................................................................... 56 6.3 COMMUNITY RECOVERY COMMITTEES .................................................................................................................. 57
6.4 IMPACT ASSESSMENTS GUIDELINES ...................................................................................................................... 58 6.5 IMPACT ASSESSMENTS ....................................................................................................................................... 58 6.6 SECONDARY IMPACT ASSESSMENT ....................................................................................................................... 58
APPENDICES ........................................................................................................................................................... 60
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Foreword
The economic, social and environmental effects of emergencies including loss of life, destruction
of property and dislocation of communities are inevitable. Cardinia Shire has historically
experienced emergencies that have resulted in damage to property and disruption to the
community.
The function of emergency management planning within Cardinia Shire is to strengthen the
capacity of communities, agencies and businesses to withstand, plan for, respond to and recover
from emergencies.
What is paramount following an emergency is the provision of timely support to the affected
communities and to ensure the social, economic and environmental consequences are minimised.
To ensure the communities within Cardinia Shire will have appropriate management strategies in
all emergencies the Municipal Emergency Management Planning Committee has prepared a Municipal
Emergency Management Plan (MEMP) in accordance with the requirements of Section 20(1) of the
Emergency Management Act 1986 and the Emergency Management Act 2013 (Vic). This Act must
be read and construed as one with the Emergency Management Act 1986.
The plan has been written with awareness of the Emergency Management Act 2013. The Cardinia
Municipal Emergency Management Plan is consistent with the state and regional emergency
management and relief and recovery arrangements.
The plan has also been written with consideration for the Emergency Management Manual Victoria
(EMMV).
The MEMP underwent a complete review in 2018 which included, for example, updates to the following
sections:
Introduction
Background
Planning Arrangements
Prevention/Mitigation Arrangements
Response Arrangements
Relief and Recovery Arrangements
Appendices
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Amendment History
No. Version Date Amendment details By
1 1/1/2008 General amendments and formatting – replace previous document Paul Dickson
2 1/1/2009 Contact list updated – document reviewed Paul Dickson
3 1/1/2010 Contact list updated – document reviewed Paul Dickson
4 1/1/2011 General amendments and formatting, replace recovery component Paul Dickson
5 31/5/2013 Entire plan updated and consolidated in line with updated sub-plans. Myles O’Reilly, Helen
Napier, Chris Carter, De-
Arne Peel
6 30/05/2014 Plan updated and amended to reflect changes to EMMV and EM legislation in preparation for
audit.
Myles O’Reilly, Helen
Napier, David Lane,
Glynn Owen.
7 29/8/2014 Plan updated given feedback from agencies Myles O’Reilly, David
Lane, Glynn Owen.
8 17/9/2014 Plan updated as per feedback from audit Myles O’Reilly, David
Lane, Glynn Owen.
9 10/12/2014 Updates to contact list Glynn Owen
10 12/12/2014 Minor modifications to the relief and recovery plan David Lane
11 11/3/2015 Minor update to the relief and recovery plan David Lane
12 11/3/2015 Updates to contact list Andrew Ganey
13 24/4/2015 Updates to MEMPlan to reflect the establishment of the heat health working group. David Lane, Glynn Owen
14 4/6/2015 Major update to the relief and recovery plan. First draft of ERC guidelines. David Lane
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No. Version Date Amendment details By
15 0.3 27/7/2015 Rewrite of MEMPlan 2015 David Lane, Myles
O’Reilly, Andrew Ganey
16 0.4 2/09/2015 Feedback from MERC incorporated into plan
Restructured Parts 1, 2, 3, 4, 5 and appendices to meet EMMV format
Appendix amendments;
o Inserted Municipal Maps
o Inserted Resource Lists
o Inserted Acronyms and Abbreviations
o Updates to Resource List
o Updates to legislative positions in Contacts list
Removed duplication within section 5.7 (MECC) and the MECC activation plan.
Updated reference to the resource list in section 5.72
Addition of a suggested MECC setup for Pakenham Hall
Inclusion of a list of resources for use in the MECC
Added document control policy and amended footers
Cross-reference to appendices and formatting
Tony Pinelli, Andrew
Ganey, Lisa Kimber
17 0.5 07/09/2015 Amendments made after pre-audit meeting ready for distribution to the MEMPC for review
Removed 2018 reference
Inserted figure labels and references
Reworded evacuation section and included references from evacuation guidelines (EM)
Tony Pinelli
18 0.5 9/09/2015 Addition of a north bearing and scale to the map in Section 2.8 Andrew Ganey
19 0.5 14/05/2015 Amended demographics section Part 2 Tony Pinelli
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No. Version Date Amendment details By
20 0.5 15/09/2015 Inclusion of additional maps in Appendix C Andrew Ganey
21 0.5 15/09/2015 Update to Municipal Emergency Management Planning Committee contacts (Appendix A) Lisa Kimber
22 0.5 15/09/2015 Addition of Appendix H Lisa Kimber
23 0.5 15/09/2015 Updates to the distribution list of the MEMPlan (Appendix A). Andrew Ganey
24 0.5 16/09/2015 Changes requested by Red Cross
Council role in emergency management reference to Red Cross
Evacuation Manager – Red Cross support, reworded
Tony Pinelli
25 0.5 17/09/2015 Changes requested by VICSES
Minor grammatical changes in three parts
Rewording of MRM role statement
Title of CERM worksheet amendment Appendix E
Tony Pinelli
26 1.0 21/09/2015 Signed off by CEO and ready for Audit Tony Pinelli
27 1.1 08/12/2015 Changes recommended by VicPol
Figure 3, pp 31, changes roles with officers
5.6.5 Resource request procedure, replaced incident controller with MERC
Tony Pinelli
28 1.1 12/01/2016 Changes recommended by VicPol
Wording change Section 5.7, pp 43
Amendments due to Cardinia Shire Council staff movements
Name changes on Cardinia EM duty Officer and EM roles, Figure 3, pp 31
Appendix A - Administration
Contact list amendments - Cardinia Shire Council staff movements
Tony Pinelli
29 1.2 13/09/2016 Changes made to section 4. Renaming of MFEMPC to MFSEPC to reflect recent ToR changes.
Update of terminology for NSP-BPLR and “Community Fire Refuges”
Andrew Ganey
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No. Version Date Amendment details By
Correction of numbering in Appendix G – Resource list
Change of name from VCC to VCC-EM
Update to Cardinia Shire Council positions and people
Updates to section 5 following SERP update
Updates to Council roles and positions
Changes to Appendix ordering and creation of separate contact list
Change from CERM to CERA throughout plan
30 1.21 13/11/2017 Changes made throughout document to reflect internal team structure from Community Risk
and Emergency Management (CREM) to Safe and Inclusive Communities
Minor administrative changes
Update to Appendix B – contacts list
Kevin Carlisle-Stapleton
31 1.3 22/10/2018 Demographic and other statistics updated to latest available data
Move the version/amendment history table to the front of the MEMP and out of Appendix A
Minor grammatical and administrative changes
Updates to all mapping in Appendix D and Appendix B Emergency contacts
Updates to the distribution list
Amended footers, page numbers within plan and Appendices
Added hyperlinks to Cardinia electronic data management system for key reference documents
Addition of Appendices I – Plan & Sub-plan review schedule and J – Municipal staging areas
Minor amendments to all areas to ensure consistency with state and regional arrangements i.e.
6 Cs and new definition of vulnerable persons from DHHS policy
Sarah Dyce
Veronica Foster
Table 1 – List of MEMPC Plan amendments
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Cardinia Shire Council – One Number Contact
MUNICIPAL EMERGENCY RESOURCE OFFICER (MERO)
MUNICIPAL RECOVERY MANAGER (MRM)
24 HOUR EMERGENCY CONTACT NUMBER
1300 787 624
CARDINIA SHIRE COUNCIL 24 HR CONTACT PROTOCOL
To contact the MERO or MRM in relation to an emergency:
Phone 1300 787 624
Ask operator to page required officer, MERO or MRM
The operator will request the following information;
Your name
Your phone number
The address of the incident
Brief message
To contact the MERO or MRM in relation to a general inquiry:
During Business Hours (8.30 AM - 5.00 PM), phone 1300 787 624
Ask Customer Service to contact the required officer, MERO or MRM as a
general inquiry or:
An email can be sent to the relevant email address below
Email: [email protected] or [email protected]
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1 Introduction
1.1 Approval and authority
This Municipal Emergency Management Plan (MEMP) has been produced by and with the authority
of the Cardinia Shire Council pursuant to Section 20(1) of the Emergency Management Act 1986.
Cardinia Shire Council understands and accepts its roles and responsibilities as described in Part 4 of
the Emergency Management Act 1986.
This plan is a result of the co-operative efforts of the Cardinia Shire Municipal Emergency
Management Planning Committee (MEMPC) after consultation with those agencies and organisations
identified therein.
The MEMP has been adopted by Cardinia Shire Council on the 20th November 2018
1.2 Disclaimer
Every effort has been made to ensure that all information contained in this document is correct and
accurate. Cardinia Shire Council does not guarantee that this document is without any omissions or
errors and therefore disclaims any liability for any errors, loss or other consequence, which may arise
from the use of any information within this document.
Every effort has been made to ensure that the information contained in this document aligns with
applicable legislation. Cardinia Shire Council does not guarantee that this document is without any
omissions or errors in this regard. Particularly considering the rate of change in the emergency
management sector at present.
1.3 Statement of audit
Under the Emergency Management Act 1986, the MEMP is required to be audited by the Director,
Victoria State Emergency Service (VICSES) at least once every three years.
The audit process is intended to ensure a high quality MEMP consistent with the guidelines
provided by the Emergency Management Manual Victoria (EMMV). The audit report will indicate
not only if the plan complies with the guidelines but also if there are opportunities to improve the
plan or the planning process.
The MEMP was audited in late 2018 and was deemed to be ‘Complying with the Guidelines’ (best
practice).
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1.4 Certificate of audit
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1.5 Aim
The aim of this plan is to detail the agreed arrangements for the prevention of, the response to, and the
recovery from, emergencies that may occur within Cardinia Shire.
This Municipal plan closely aligns with the State Emergency Management Priorities and the factors that
are required to be considered and actioned during response to any emergency. They allow us to frame
how we address what is important to individual communities.
The State Emergency Management Priorities are:
Protection and preservation of life is paramount. This includes Safety of emergency services
personnel; and
Safety of community members including vulnerable community members and visitors/tourists
located within the incident area
Issuing of community information and community warnings detailing incident information that is
timely, relevant and tailored to assist community members make informed decisions about their
safety
Protection of critical infrastructure and community assets that supports community resilience
Protection of residential property as a place of primary residence
Protection of assets supporting individual livelihoods and economic production that supports
individual and community financial sustainability
Protection of environmental and conservation assets that considers the cultural, biodiversity and
social values of the environment.
1.6 Objectives
The broad objectives of this plan are to:
Implement measures to prevent or reduce the causes or effects of emergencies;
Manage arrangements for the use and implementation of municipal resources in response
to emergencies;
Manage support that may be provided to or from adjoining municipalities; regional, state and or
federal instrumentalities;
Assist the affected community to recover following an emergency; and
Complement other local, regional and State planning arrangements.
1.7 Correlation
This plan draws on, and in turn, supplements a range of other community safety plans, strategies
and municipal policies developed by the Cardinia Shire Council. Future updates to these plans will
include reference to emergency management planning. .
These plans include:
Council Plan 2018-2019
Cardinia Shire’s Liveability Plan 2017-2029
Roads management plan 2015 - 2019
Local Law 17 – Environment and amenity issues local law
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Township master plans and strategies
Community Engagement Policy
Open Space management framework 2015-2020
Land Use Planning strategies, clauses and schedules (e.g. Bushfire Management Overlay, Land
subject to Inundation Overlay)
Waste and Resource Recovery Strategy 2017 - 2026
Environmental Health policies, plans and strategies
Building and facilities maintenance policy V2 2018
Recreation strategy 2014-2026
Depot operations plans and policies
Precinct Structure Plans (e.g. Officer Precinct structure Plan and Development Contribution Plan)
Infrastructure maintenance plans, polices and schedules (e.g. storm water drainage requirements)
Cardinia Dam Safety Emergency Plan 2017
Road management / traffic management plans and policies; including fire access tracks and water
tanks maintenance / audit requirements.
Cardinia Shire Municipal Neighbourhood Safer Places Plan
Cardinia Shire Council Business Continuity Plan 2018
Cardinia Shire Communications Strategy
Cardinia Shire Risk Management Policy
Cardinia Shire Risk Management Framework
Cardinia Shire Sustainable Environment Policy 2018
Cardinia Flood Management Framework
Emerald Lake Park Emergency Management Plan
Cardinia Flood and Storm Sub Plan
Cardinia Relief and Recovery Sub Plan
Cardinia Municipal Fire Management Sub Plan
Cardinia Pandemic Influenza Plan
Cardinia Heat Health Plan
Cardinia 10 year burn plan strategy
Municipal Emergency Animal Management Plan
State Bushfire Plan 2014
State Flood Sub-Plan
State Storm Sub-Plan
State Tsunami Sub-Plan
State Earthquake Sub-Plan
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State Health Plan
Victorian action plan for pandemic influenza
Fundamentals of Emergency Management (Class 1 Emergencies) (Addition 1)
Emergency Management Manual Victoria
Southern Metropolitan Region Fire Management Plan
Southern Metropolitan Region Relief and Recovery Management Plan
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2 Background
2.1 Context
Cardinia Shire is located south-east of Melbourne and is one of 10 ‘interface councils’ around the
perimeter of metropolitan Melbourne, providing a transition between urban and rural areas.
The municipality features a mix of residential and rural land, and areas of environmental significance.
It can be categorised into three distinct zones: the Dandenong Ranges and the foothills; the Princes
Highway and Monash Freeway corridors; and the Koo Wee Rup ‘swamp’.
The Shire is bordered by Yarra Ranges Shire Council to the north, Baw Baw Shire Council to the east,
South Gippsland Shire to the South and City of Casey to the west. The Koo Wee Rup swamp and
Westernport Bay are significant features of the southern part of Cardinia Shire.
2.2 Area characteristics
The municipality itself is characterised by a linear, urban growth corridor which stretches from
Beaconsfield to Pakenham parallel with the Princes Highway. To the north of the residential area is a
vegetated interface with the southern foothills of the Dandenong Ranges. This area includes small
communities with both natural and rural attributes that attract significant tourist numbers, particularly
during the warmer months. Attractions such as the Puffing Billy railway, Emerald Lake Park, Kurth Kiln
Regional Park, Cardinia Reservoir and the Bunyip State Park provide a basis for tourism throughout the
year.
The primary urban centre is Pakenham, which is 55kms from Melbourne’s central business district
(CBD). The Princes Highway and Gippsland railway corridor runs east–west through the centre of the
Cardinia Shire, providing a key road and rail link between Melbourne and West Gippsland. The western
end of this corridor comprises the Cardinia Shire growth area (about 10% of the Shire’s land area).
Cardinia Shire has a large rural population; 38 rural townships (Appendix A) exist outside the urban
growth areas of Pakenham, Officer and Beaconsfield, resulting in unique service provision issues.
The Victorian Government has nominated Casey–Cardinia as one of five regions around the fringe of
metropolitan Melbourne where new housing and population growth is to be concentrated. As a result,
rapid population growth will occur for the next 20 years within the Shire’s designated growth area,
comprising the townships of Beaconsfield, Officer and Pakenham. It is anticipated that our population
will grow from approximately 87,000 to around 175,000 in this period.
Our natural environment
Cardinia Shire Council includes an area of approximately 1,281 square kilometres, comprising of 33
different natural vegetation communities.
The northern part of the Shire is set in the foothills of the Dandenong Ranges and includes the Bunyip
State Park, Cardinia Reservoir and the townships of Emerald, Cockatoo and Gembrook. The Shire is
located within two water catchments being the Yarra Valley (20% of the Shire) to the north and Western
Port (80% of the Shire) to the south. The northern foothills comprise of woodlands which give way to
tree ferns and taller wet forests as you progress north and the elevation increases to 320 metres at
Gembrook Township.
The Koo Wee Rup swamp and Western Port bay form the significant features of the southern part of
the Cardinia Shire, and includes high quality agricultural land of State significance. This land is generally
flat alluvial swamp land - plains which have been substantially cleared of vegetation. The exception to
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this is the heath and wet forest vegetation in the Heath Hill area, which is recognised as being of
landscape significance by the National Trust. Sea grass, saltmarsh and mangroves collectively make
up an internationally significant ‘RAMSAR’ area along the Shire’s coast. Any remaining vegetation in
the Koo Wee Rup swamp is listed as endangered ‘Swamp Scrub’.
The wide expanse of environments attract a diverse variety of animal species, ranging from large
Powerful Owls and lyrebirds to the north, and the threatened Growling Grass Frog and Dwarf Galaxias
fish to the south.
2.3 Our demography
Cardinia Shire is among the fastest and largest growing Local Government Area’s (LGA) in Victoria
and across Australia.
Approximately seven families move into Cardinia Shire every day. This figure has recently increased
from five per day.
Most recent population estimate is 97,625 (June 2016), an increase of 21,794 from 20111.
Population is expected to increase to 192,694 by the year 20361.
Median age of residents is 34, which is two years younger than Greater Melbourne at 361.
At the time of the 2016 Census, 49.2% of Cardinia’s population were males and 50.8% females1.
The largest age group cohort is between 0-4 years of age (currently 7,821) which makes up 8.3%
of our population (Greater Melbourne 6.4%)1.
There is a higher than average youth population, with 19.9% of the population aged between 10-
24 years1.
Cardinia Shire has a higher proportion of young families than the Melbourne average. In contrast, the
proportion within the 60-plus age group is lower when compared with metropolitan Melbourne. These
patterns are typical of growth areas on the fringe of large cities where young couples often move out
from rental accommodation in inner suburbs in search of affordable housing and larger family-sized
dwellings.
Over 15,586 residents aged 60 and over live in Cardinia Shire, representing 16.5% of the total
population. The number of senior residents living in Cardinia Shire is expected to increase to more than
32,967 residents aged 60 plus by 2036. This increase in the number of older residents will have a
corresponding impact on the demand for community and aged services, health services, public
transport and local infrastructure.
At the time of the 2016 census, 49.6% of Cardinia Shire’s population identified as having a Christian
faith and Catholic was the most prominent denomination chosen by residents. Just 25% of residents
identified with a non-Christian religion, the most common being Buddhism. Approximately 36.5% of
residents said they had no religion which is a higher proportion compared with Greater Melbourne
(31.3%).
The most common countries of birth for non–Australian born residents in the Shire are the United
Kingdom, New Zealand, the Netherlands, India, Germany, and Sri Lanka. Cardinia Shire is likely to
experience growth in CALD communities in the future as the population increases.
1 2016 Census data sourced through profiled.id.com.au/Cardinia (accessed October 2018)
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Our households and housing
Cardinia Shire has 32,670 households1.
Nearly 38.5% of households are couples with children, more than the Melbourne average of 33.5%1.
Approximately 24% are couples without children and 11.8% are one-parent families1.
Lone person households are a growing trend for Cardinia Shire with an increase of 1,150
households between 2011 and 20161.
Overall 23.3% of the population owns their dwelling, 46.7% have a mortgage on their dwelling and
21.8% are renting1.
Our vulnerable families
Significantly high rates of police reported family violence incidences – 1252 per 100,000
population (2016/17).
4.2% need assistance in their day-to-day lives due to a disability, which is lower than Greater
Melbourne at 4.9%1.
11.2% of people spoke a language other than English at home in 2016. The dominant language
spoken at home, other than English, in Cardinia Shire was Punjabi, with 0.9% of the population, or
809 people speaking this language at home1.
Between 2011 and 2016, the number of people who spoke a language other than English at
home increased by 5,367 or 103.1%, and the number of people who spoke English only increased
by 12,139 or 18.3%1.
11.3% of the population provide unpaid assistance to a person with a disability, long-term illness
or old age 11.3%, compared with 9.8% for South East Metropolitan Region1.
Journey to work
Lack of local employment opportunities: 61.9% of residents travel outside the municipality to work1.
Long commute times for residents with 16.7% of persons spending 2 hours or more per day
commuting, compared to 11.6% across Victoria1.
Our isolated ageing population
7.7% (7240) of our population are aged 70 and over. This is expected to increase to 12,245 by
20261.
High proportion of people aged 50 and over:
– have an income less than $400
– do not have the financial capacity to own a car or who do not drive
– have limited access to services and a lack of adequate public and community transport
Community service organisations are experiencing an increased demand for their services.
1 2016 Census data sourced through profiled.id.com.au/Cardinia (accessed October 2018)
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2.4 Our industry and economy
Cardinia Shire also provides a major transport and energy link between Gippsland and metropolitan
Melbourne with the Princes Highway and rail corridor, and the south-eastern transmission lines.
Of the 23,137 people who work in Cardinia Shire, 14,142 or 61.1% also live in the area1.
The top three industry sectors of employment are Construction (13.5%), Health Care and Social
Assistance (11.1%) and Retail Trade (11%)1.
Approximately 5.5% of residents were unemployed, which is less than Greater Melbourne (6.8%)1.
2.5 Our agriculture
With the majority of the towns in the Shire having a rural setting, agriculture continues to be a key
industry. This includes:
Poultry, beef, milk and egg production are the main livestock products.
Main vegetable production industries are potato and asparagus growers.
Large amount of horse properties and small lifestyle farms.
Victorian Livestock exchange facility.
2.6 Our climate
The closest weather station to Cardinia Shire, which records long-term statistics, is located at the
Cranbourne Botanic Gardens. This weather station shows that
The average minimum temperature is 10.5°C3.
The average maximum temperature 20.9°C3.
Temperature extremes typically vary from -2.5°C to 46°C3.
The weather station at Pakenham records limited climate data. However, it does show that the average
annual rainfall in Cardinia is approximately 793mm3.
2.7 Our main waterways
There are a number of waterways within the Cardinia municipality of varying types including river
systems, creeks, main drains and local catchment drains. This network of waterways is very
complex and, within the Koo Wee Rup Flood Protection District, predominantly man-made. With a
combined length of 2,213km, the waterways throughout Cardinia play a vital role. Of this, only
472km are managed by Melbourne Water and the rest are predominantly managed by Cardinia
Shire.
The major waterways are:
Bunyip River Cardinia Creek Lang Lang River Bessie Creek
Gum Scrub Creek Toomuc Creek Cannibal Creek Back Creek
Deep Creek Ararat Creek
1 2016 Census data sourced through profiled.id.com.au/Cardinia (accessed October 2018)
3. Climate Statistics Australian Government Bureau of Meteorology http://www.bom.gov.au/climate/averages/tables/cw_086375.shtml
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The Bunyip River, also known as the Bunyip Main Drain, consists of the Tarago and Bunyip River
systems which converge above the Princes Highway near the township of Bunyip. These systems
extend from the head waters within the Bunyip State Forest and Black Snake Range. This part of
the Bunyip River catchment is largely natural.
The Lang Lang River is the second largest waterway in the municipality and it extends from the
head waters near Ranceby and Poowong and meets Western Port Bay near the Lang Lang
Township. The river’s bed and banks are in semi-natural condition but some man-made
interventions are present along its course; mainly below Yannathan.
The Cardinia, Deep and Toomuc Creek catchments are also significant waterways within the
municipality, in terms of flooding impacts to the community. These waterways have been
significantly modified in their lower reaches.
The waterways that outfall into Western Port Bay can be affected by tidal influences. In extreme
cases where flood waters and very low atmospheric pressures occur simultaneously, predicted
levels can vary significantly. Depending on the hydraulic gradient of the flow in waterways, there is
the potential for flood waters and high tide to backup water in these low-lying areas.
2.8 Our events
Cardinia Shire’s list of public events is updated quarterly and shared locally with Victoria Police. It can
be found on the internal electronic data management system at INT173275
2.9 Our infrastructure
Cardinia Shire’s infrastructure includes (but is not limited to):
A number of gas distribution lines running from east to west providing natural gas to broader
Melbourne.
Main transmission lines from Latrobe Valley power generation to Melbourne
A boost pump for the desalination plant and associated pipework to provide water to key reservoirs
– including Cardinia Reservoir.
An extensive urban growth area ‘spine’ extending east to west across the middle of the Shire which
includes the main industrial and shopping area of Pakenham.
A passenger and freight train line extending from the eastern border to the western border of the
Shire.
A number of key townships serving as community service centres in areas such as Emerald and
Koo Wee Rup.
Cardinia Reservoir – Domestic water supply managed by Melbourne Water.
Drains within the Koo Wee Rup-Longwarry Flood Protection district.
Extensive provision of reticulated water and sewerage services across the Shire.
Access to reticulated natural gas in some areas.
Extensive recreational infrastructure.
Key retail centres providing a wide range of retail, industrial and service businesses.
Businesses supporting the agriculture industries.
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Mobile Telephone Network.
METRO trains – Pakenham East maintenance and stabling yard (online 2019)
Our main roads
The main roads running through the Shire include –
The Princes Highway running east to west and forming the backbone to the urban growth ‘spine’.
South Gippsland Highway – linking Melbourne to South Gippsland.
The Princes Freeway linking the Shire and broader Gippsland area to Melbourne.
Ballarto Rd, Koo Wee Rup- Longwarry Rd linking the southern towns in Cardinia.
Emerald-Beaconsfield Road, Belgrave-Gembrook Road and Pakenham Road linking the
communities in the north of portion of the Shire.
Our community infrastructure
Cardinia Shire includes numerous community assets including –
The Puffing Billy Tourist Railway extending from Belgrave to Emerald.
Koo Wee Rup Regional Health Service, Monash Health Services in Pakenham and Cockatoo (a
number of other hospitals are on the border such as Casey Public Hospital and Warragul).
Two traditional libraries and one mobile library.
Cardinia Cultural Centre, 3MDR Community Radio and the Gem Community Arts Centre.
Numerous township sporting facilities throughout the Shire including Cardinia Life Leisure and
Fitness centre, Pakenham Regional Tennis Centre, Tonimbuk Equestrian Centre and the Pakenham
Racecourse.
Numerous parks and reserves such as Bunyip State Park, Kurth Kiln Regional Park, Western Port
Bay, Emerald Lake Park and Gilwell Scout Park.
Other community facilities such as town halls, local sporting clubs, ovals and playgrounds.
Our education
In general, Cardinia Shire residents are achieving lower levels of educational and training attainment
than elsewhere in metropolitan Melbourne.
At present, there is no University campus in the Shire and TAFE courses are restricted, limiting the
availability of post-secondary education opportunities for residents.
Cardinia Shire is serviced by the following education facilities. These include:
Kindergartens and preschools
There are 29 kindergartens and preschools3.
3. Department of Education and Training https://www.education.vic.gov.au/findaservice/Home.aspx
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Primary Education
Currently there are 26 Primary schools in Cardinia Shire3.
9,238 children were in enrolled in Primary School as of the 2016 Census3
Secondary Education
Currently there are three government and three non-government secondary schools in
Cardinia Shire3.
There are 7 Prep-Year 12 Government Schools and 1 Specialist School3.
44.5% of Cardinia Shire adults had completed Year 12 or equivalent, compared to the
metropolitan Melbourne average of 59.4% (2016 Census) 1.
45% of secondary students are enrolled in non-government schools1.
Higher Education - Tafe and University
In 2016 9% of Cardinia residents aged 20-24 years were attending TAFE compared to 7% of
Metropolitan Melbourne 20-24 year olds3.
19% of 20-24 year old Cardinia residents were attending University in 2016, compared to 40%
across the Metropolitan Melbourne region2.
Vulnerable people in emergencies and facilities with vulnerable
people
Within an emergency management and recovery context there are a number of vulnerable
communities residing in, visiting or travelling through Cardinia Shire. The challenge is how to reach
and engage these communities in emergency preparedness, planning and recovery.
In order to assess vulnerability, consideration must be given to how exposed people are to specific
risk, their coping mechanisms and resilience. The vulnerability of various groups (men, women,
children and senior residents) will vary according to the nature of the problem and its
consequences, the extent to which these groups are exposed to it, its impact on these groups and
their ability to overcome it.
Residents in Cardinia Shire can be vulnerable for a range of reasons including:
Intergenerational disadvantage.
Communication, cognitive or mobility difficulties.
Isolation and poverty.
Discrimination and conflict.
Lack of opportunities and choices.
Age at time of emergency (senior residents and the very young may not be able to care for
themselves).
The Department of Health and Human Services have produced the vulnerable people in emergencies
policy last reviewed in February 2018
1 2016 Census data sourced through profiled.id.com.au/Cardinia (accessed October 2018) 2 2018 Census as sourced through table builder 3. Department of Education and Training https://www.education.vic.gov.au/findaservice/Home.aspx
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Vulnerable person definition
In referencing the DHHS - Vulnerable people in emergencies policy guideline 1 emergency planning
and screening 2018 - Vulnerable persons are defined as someone living in the community who is:
Frail, and/or physically or cognitively impaired; and
Unable to comprehend warnings and directions and/or respond in an emergency situation
When identifying people who meet the definition of a vulnerable person, the following factors and
indicators may be considered:
Frail, and/or physically or cognitively impaired
• level of frailty or physical impairment that would likely reduce their capacity to act during an
emergency
• likely to require increased time and/or assistance to respond in an emergency
• inability to make an independent decision due to cognitive or other impairment.
Unable to comprehend warnings and directions and/or respond in an emergency situation
• inability to make an independent decision due to cognitive or other impairment
• unable to understand or respond to emergency warnings or directions – such as speech/hearing
impediment and poor use and/or understanding of English
• does not drive or have access to a vehicle.
It has been identified that these groups are the most at risk during an emergency and as such have
been included when assessing our risks.
A Vulnerable Persons Register has been established to record a list of people within Cardinia Shire
which meet the above criteria. Any individual identified as meeting the criteria by any emergency
management stakeholder or service provider at any time can be placed into the register by Cardinia
Shire Coordinator of Emergency Management.
Note - The Vulnerable Person’s register (VPR) is held within Crisisworks. Access to Crisisworks can be
obtained by contacting the Coordinator – Emergency Management at Cardinia Shire Council on 1300
787 624.
Council's role
The activities that Cardinia Shire Council undertakes in relation to vulnerable people and vulnerable
facilities includes:
Coordinate the local implementation of the Vulnerable Persons Register (located in Crisisworks) to
securely track vulnerable individuals. Victoria Police will obtain the details of vulnerable individuals
directly from the register as required for emergency planning and response purposes.
Develop and maintain a list of local facilities where vulnerable people are likely to be, accessible by
Victoria Police (located in Crisisworks)
Where Council has a role as a funded agency providing services to vulnerable people in the
community, Council will manage their vulnerable client records.
Council coordinates local processes for identifying vulnerable people not receiving services for
planning support and for screening for the Vulnerable Persons Register, and to coordinate
processes for ongoing maintenance of this information.
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List of facilities with vulnerable people
A list of facilities with vulnerable people (i.e. Medical facilities, aged care and schools) is included
in Crisisworks and Council’s document management system (INT1472136)
This list identifies buildings where vulnerable people are likely to be situated, including aged care
facilities, hospitals, schools, disability group homes and child care centres. The list is reviewed and
updated as part of the annual MEMP update.
The list includes:
Facilities funded or regulated by the Department of Health and Human Services and Department of
Education and Early Childhood Development;
Commonwealth funded and other residential aged care facilities; and
Other locally identified facilities likely to have vulnerable people situated in them.
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2.10 Municipal locations map
Figure 1: Municipal Map sourced from Cardinia Shire Council internal GIS
Note: Additional mapping overlays are available from Cardinia Shire Councils internal GIS system.
23
2.11 History of Major emergencies
Year Location Incident Impact
1891 Regional Major rainfall
and flooding Major flooding
1900 Koo Wee Rup Two-day period
of rainfall Crop loss and inundation
1901 Koo Wee Rup Three-day period of
rainfall Extensive flooding
1911 Upper Catchments Heavy rainfall Flooding to depth of 1.5 metres
Koo Wee Rup
1923 Cora Lynn Flood event Crops destroyed and inundation 2
metres at Cora Lynn
1924 Koo Wee Rup Heavy rainfall 300mm most of Koo Wee Rup “swamp”
over 2 metres
1934 Koo Wee Rup Flooding Major flooding
1935 Koo Wee Rup Flooding Major flooding only five months
after previous
1937 Koo Wee Rup Heavy rainfall Excess rainfall over 600 points
Koo Wee Rup flooding
1939 Eastern Victoria Bushfire (Black Friday) 2 million hectares/71 deceased
1956 Cardinia Shire Heavy rainfall Heavy rain and flooding
1959 Cardinia Shire Heavy rainfall Widespread flooding / upper catchments
1971 Swamp area Flooding Significant flooding
1978 Pakenham Heavy rainfall Widespread flooding in Pakenham CBD
1983 Cardinia Shire Bushfire
(Ash Wednesday) 180 homes destroyed/21 deceased
1991 Koo Wee Rup Extensive flooding Flooding of the Koo Wee Rup swamp
1996 Koo Wee Rup Widespread flooding Damage to crops, riverbanks overflowing
Iona
2008 Cardinia Shire Severe Windstorm Widespread damage across Southern
metro region
2009 Bunyip State Park Bushfire
(Black Saturday) 45% of park burnt by wildfire
2009 Lakeside/Pakenham 1/100 year storm
event
180 mm rainfall in 24 hours 4–5 Feb
2009
2010 Cardinia Shire Hailstorm Heavy rain, large hail and flash flooding
over 6th and 7th of March 2010
2011 Pakenham/Officer Heavy rainfall Over 150mm in eight hours causing
extensive flooding
2012 Koo Wee Rup area Heavy rainfall/flooding Widespread flooding Koo Wee Rup
and surrounds
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Year Location Incident Impact
2015 Avonsleigh Vehicle accident
A triple fatality car accident involving
teenagers from Emerald Secondary
College significantly affected three local
communities
2016 Cardinia Shire wide Significant storm
event
Severe wind event leaving 40,000
homes without power across the 3 Metro
regions
2016 Metropolitan areas Thunderstorm Asthma
21-22nd November, unprecedented
surge in respiratory and asthma related
illness affected thousands of Victorians
2016 Cardinia Shire wide Flood event
Widespread rainfall up to 80mm in a
short period of time causing flash
flooding, landslips and traffic
management concerns
2017 Pakenham Structure Fire Pakenham Hotel significantly damaged
by fire
2018 Emerald Lake Park Dam breach
Lake Treganowan dam wall failed due to
instability causing leaks to the outflow
area
2018 Gembrook Structure fire
Gembrook hotel and restaurant was
entirely destroyed in a significant fire
Table 2: Municipal significant emergency events history 1891 - 2018
Please note: Major emergencies are large or complex in nature which have the potential to cause or is causing
loss of life and extensive damage to property, infrastructure or the environment or;
has the potential to have or is having significant adverse consequences for the Victorian community or part of
the Victorian community: or
requires the involvement of two or more agencies to respond to the emergency
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3 Planning arrangements
The Emergency Management Act 1986 s4A 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 provides the mechanism to request physical assistance from the Commonwealth when State
resources have been exhausted.
This section details Cardinia Shire Council’s arrangements for planning response to an emergency.
3.1 Planning structures and responsibilities
The Emergency Management Act 1986 and the Local Government Act 1989, identify councils as
playing a critical role in Victoria’s emergency management arrangements and systems. Councils have
emergency management responsibilities as they are the closest level of government to their
communities and have access to specialised local knowledge about the communities, environmental
and demographic features of their municipalities.
Municipal Emergency Management Planning Committee
The Cardinia Shire Municipal Emergency Management Planning Committee (MEMPC) is formed
pursuant to the Emergency Management Act 1986 s21(3) to (4), to formulate a plan for the Council’s
consideration in relation to the prevention of, response to and the recovery from emergencies within
Cardinia Shire.
The following agencies and roles are represented in the MEMPC and the associated sub-committees:
Ambulance Victoria
AusNet Services
Australian Red Cross
Cardinia Shire Council
Country Fire Authority
Department of Education and Training
Department of Environment, Land, Water and Planning
Department of Health and Human Services
ECHO
Forest Fire Management Victoria
Koo Wee Rup Regional Health Service
Monash Health
Mecwacare
Melbourne Water
Parks Victoria
Rotary
St John Ambulance
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South East Water
The 4 C’s Crisis Relief Centre
VicRoads
Victorian Council of Churches Emergencies Management
Victorian Farmers Federation
Victoria Police
Victoria State Emergency Service
WICEN
WAYSS
Windermere
Yarra Valley Water
Other service clubs and agencies as required
Membership of the MEMPC is reviewed on an annual basis by the members to ensure continuity and
relevance to the Cardinia Shire community. The terms of reference for the MEMPC are located in
Appendix E.
Figure 2: Structure of the Cardinia Shire MEMPC and sub-committees
Municipal Emergency
Management Planning committee
Municipal Storm and Flood Emergency
Planning sub-committee
Municipal Fire Management Planning sub-
committee
Municipal Relief and Recovery Planning
sub-committee
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Municipal emergency management sub-committees
To assist in the development and maintenance of the MEMP the following functional sub-
committees have been created:
Municipal Storm and Flood Emergency Planning sub-committee (Plan - INT1855850)
Role: To provide a municipal level forum to build and sustain organisational partnerships,
generate a common understanding and shared purpose with regard to f l o o d / s t o r m a n d
d a m s a f e t y management and ensure that the plans of individual agencies are linked and
complement each other.
Municipal Fire Management Planning sub-committee (Plan INT1878836)
Role: To provide a municipal level forum to build and sustain organisational partnerships,
generate a common understanding and shared purpose with regard to fire management and
ensure that the plans of individual agencies are linked and complement each other.
Municipal Relief and Recovery Management Planning sub-committee Plan - INT1684530)
Role: To provide a municipal level forum to build and sustain organisational partnerships,
generate a common understanding and shared purpose with regard to relief and recovery
management and ensure that the plans of individual agencies are linked and complement each
other.
Note: The Municipal Emergency Management Plan and sub-plans listed above are available on
the Fire and Emergency Management Planning portal.
Municipal emergency management working groups
The MEMPC will form working groups as required. Relevant agencies will be called together on an
as needs basis to address a specific issue, complete a task, or if a new risk has been identified and
requires a mitigation strategy to be developed.
Examples of working groups formed to address specific municipal risks are:
Municipal Heat Health Plan Working Group (INC162720)
Emerald Lake Park Emergency Management Working Group (INT1874905)
3.2 Meetings
The function of the MEMPC is to prepare and maintain the MEMP and to ensure all the subjects
listed in the plan outline are investigated and adequately provided for. The role of the committee
is to continually review and amend the plan. All meeting agendas will include but not be limited
to:
MEMP updates and review including contact details
Strategic issues management
Recommendations for amendments
Working Groups reports on sub-plan updates and reviews as needed
General Business.
Minutes of each meeting are taken and a copy forwarded to the MEMPC participants via email.
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Frequency of meetings
The frequency of the MEMPC meetings will be determined by the Committee however should ideally
meet four times a year, as well as each time an organisational change or emergency occurs (EMMV,
Part 6 – Section 6.4).
Currently, the MEMPC, Municipal Fire Management and the Municipal Relief and Recovery
Management Planning Committee meet quarterly. Any working groups established meet as required.
MEMPC members recognise that there may be a requirement for an out of session meeting either during
or following an incident. If an extraordinary meeting is required then the Chair of the MEMPC may
convene this meeting.
Note - If there is a requirement to call an out of session meeting the MEMPC can agree if necessary, to
hold a teleconference to eliminate the need for all members to travel.
The MEMPC may agree to handle or endorse documentation (including the MEMP or Sub-plans) or
issues through e-mail. This decision will be noted in the minutes of the MEMPC and responses will be
recorded.
3.3 Maintenance of the plan
Plan review
The MEMP and each sub-plan will be reviewed annually or after a significant emergency with a
major review every 3 years, this will be undertaken and changes approved by the MEMPC. Cardinia
Shire Council’s Coordinator – Emergency Management will ensure that the plans are updated as
required, this responsibility may however be delegated.
Organisations with responsibilities within this plan are required to notify the Cardinia Shire
Council’s Safe and Inclusive Communities team of any changes of details (e.g. contact
information), as they occur. Review of the plan will specifically focus on the hazards/risks in the
Cardinia Shire and the Contact Directory of the plan (Appendix B).
Amendments to the plan are placed on the MEMPC agenda. Following approval, the amendments are
included in the updated MEMP and are distributed to all organisations and individuals listed in both
Appendix A – Administration and Appendix B – Contact List by Cardinia Shire Council as the
committee secretariat.
The current version of the Cardinia Municipal Emergency Management Plan is available on the
Council website and the Integrated Fire and Emergency Management Planning Portal.
Specific review schedule available in Appendix I – MEMP Plan & Sub-Plan Review schedule
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Exercising of the MEMP and sub-plans
The MEMP and sub-plans will be exercised annually (mindful of all stages - preparedness, response,
relief and recovery) by using an exercise format and post incident reviews to ensure the currency of
the plan. The MEMP will be reviewed using the P2OST2E methodology. This can help to identify root
causes of problems, areas of enhancement as well as viable treatment options to ensure continuous
improvement. Additionally the plan should be exercised after any major amendments.
Exercise / Incident evaluation Areas of evaluation
People Roles, Responsibilities, Accountabilities, Skills
Process Plans, Policies, Procedures, Processes
Organisation Structure, Jurisdiction
Support Infrastructure, Facilities, Maintenance
Technology Equipment, Systems, Standards, Security, Interoperability
Training Capability, Qualification/skill levels, Identification of required
courses
EX-Man Exercise development, Structure, Management, Conduct
Table 3: P2OST2E methodology - Australian Emergency Management Institute (2012): “Managing Exercises –
Handbook 3”. Australian Government Attorney-General’s Department, Canberra, Australia.
The MEMPC will determine the style and theme of the exercise and the relevant agencies participation.
Improvements, modifications and amendments which are identified during these exercises will be
included in the MEMP continuous review cycle.
Council or relevant control agency is responsible for overseeing the conduct of and debrief from an
exercise as well as maintaining a record of outcomes. Where applicable the MERO/MRM will ensure
debrief outcomes are reflected in amendments to this plan and sub-plans.
Schedule of exercises
Plan Date Exercised Date Scheduled
Municipal Emergency
Management Plan
Tested as part of Gembrook
Hotel fire September 2018
October 2019
Municipal Storm and Flood
Emergency Plan
Exercise Gumboots July 2018 July 2019
Municipal Fire Management
Plan
CBX November 2018 November 2019
Municipal Relief and Recovery
Sub-Plan
Exercise Emerald April 2018 April 2019
Table 4: Cardinia Shire schedule of exercises
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3.4 Council emergency management positions - roles and
responsibilities
The Emergency Management Act 1986, County Fire Authority Act 1958 and the Emergency
Management Manual Victoria legislate and guide Council in the required and desired emergency
management roles Council needs to fulfil its emergency management responsibilities.
Part 3 of this Plan, identifies the key emergency management roles required by legislation and the
EMMV, and Cardinia Shire Council’s capacity to delegate roles to officers within its organisational
structure. Other roles activated during emergency response, relief and recovery activities are described
in their relevant part or sub-plan to the MEMP.
Councils emergency management functions
Cardinia Shire Council accepts responsibility for management of municipal resources and the
facilitation of community support and involvement to mitigate the consequences of an emergency
during both the response to and recovery from emergencies.
This includes:
The provision of supplementary supply (resources) to incident control and relief agencies during
response and recovery.
Municipal assistance to agencies during the response to and recovery from emergencies.
The provision of emergency relief to combatants where they have exhausted their capacity and
affected persons during the response phase.
The secondary and post impact assessment of community needs following the emergency.
Recovery activities within the municipality, in consultation with the Department of Health and
Human Services.
In order to carry out these management functions, Cardinia Shire Council has appointed staff to
undertake various roles.
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Municipal Emergency Manager (MEM)
The MEM is a senior executive officer of Council, responsible to the Chief Executive Officer for the
effective management of the Council's emergency management activities. The MEM has responsibility
for coordinating the emergency management activities of, and liaising closely with the MERO, MRM and
MFPO. The MEM also manages financial expenditure in accordance with Council’s financial
management policies.
The person appointed to the role of MEM can be found in Appendix B – Emergency contacts
Overview
Statement
Line
Relationship
The MEM is a senior executive officer of Council, responsible to the Chief Executive Officer
for the effective management of the Council's emergency management activities. The MEM
has responsibility for coordinating the emergency management activities of, and liaising
closely with the MERO, MRM and MFPO. The MEM also manages financial expenditure in
accordance with Council’s financial management policies.
Ensure the MEMP is effective and current through facilitation of updates.
Ensure that municipal resources are utilised effectively in a community emergency,
for response and recovery activities.
Coordinate the emergency management activities of, and liaise closely with the
MERO, MRM and MFPO.
Ensure that a MECC can be activated at short notice in event of an emergency.
Arrange meetings of the MEMPC or Councils Consequence Management Team as
appropriate during an emergency.
Maintain effective liaison with all Regional, State or Commonwealth emergency
related agencies servicing the municipality.
Ensure that an effective contact base is maintained so that municipal resources can
be accessed on a 24- hour basis.
Ensure that contractual arrangements with contractors to provide response or
recovery support during an emergency are agreed to and documented in advance of
such events.
Ensure that appropriate operating procedures and processes are developed,
documented and tested by those required to use them during an emergency, and
that suitable training takes place.
Ensure that appropriate procedures, processes and systems are in place to record
and monitor any Council expenditure specifically applicable to an emergency.
Ensure that applications for expenditures eligible for assistance from State sources
are submitted to appropriate agencies.
Ensure that debriefing sessions are held for any response and recovery operation
after an emergency to examine effectiveness of the MEMP, and amend it as
necessary.
Reports to:
Council
Liaises with:
MERO
MRM
MFPO
State, Regional or Commonwealth emergency related agencies
Municipal Consequence Management Team
External Relationships:
External agencies
Community
Table 5 – Municipal Emergency Manager Role and Responsibilities
32
Municipal Emergency Resource Officer (MERO)
The person appointed to the role of MERO can be found in Appendix B – Emergency contacts
Overview
Statement
Line
Relationship
The MERO is responsible for the coordination of municipal resources to enable emergency
response.
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 municipal emergency coordination centre(s) prepared to ensure prompt
activation if needed;
Liaise with the Municipal Recovery Manager on the best use of municipal
resources;
Organise a response debrief if requested by the Municipal Emergency Response
Coordinator (MERC), an appointee of Victoria Police;
Ensure procedures and systems are in place to monitor and record expenditure by
the Council in relation to emergencies;
A responsibility to initiate relief and recovery through contacting Red Cross; and,
Perform other duties as determined
Reports to:
Council
Liaises with:
MERC
MRM & Deputies
Deputy MERO
EM Coordinator/Officer
MECC Facility Manager
Media & Public Relations Officer
External Relationships:
Emergency Services
Agency Staff
Contractors
Other Municipalities
Table 6 – Municipal Emergency Resource Officer Role and Responsibilities
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Municipal Recovery Manager (MRM)
The person appointed to the role of MRM can be found in Appendix B – Emergency contacts
Overview
Statement
Line
Relationship
The MRM is required to take an active role in emergency recovery planning, and has
responsibility for the coordination of municipal resources to assist emergency relief and
emergency recovery activities. The MRM may delegate duties to provide for effective
management of recovery functions.
Coordinate municipal and community resources for recovery;
Assist with collating and evaluating 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 Health and
Human Services;
A responsibility to initiate relief and recovery through contacting Red Cross;
Undertake other specific recovery activities as determined.
Reports to:
Council
Liaises with:
MERC
MERO & Deputies
Deputy MRMs
EM Coordinator/Officer
MECC Facility Manager
Media & Public Relations Officer
Relief & Recovery Centre Staff
External Relationships:
DHHS
Red Cross
Other Municipalities
Community Recovery Committees
Regional Recovery Committee
Table 7 – Municipal Recovery Manager Role and Responsibilities
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Municipal Fire Prevention Officer (MFPO)
The Country Fire Authority Act 1958 requires council to appoint a Fire Prevention Officer, generally
known as the Municipal Fire Prevention Officer, and any number of Assistant Fire Prevention Officers.
The person appointed to the role of Fire Prevention Officer and the persons appointed as Assistant Fire
Prevention Officers can be found in Appendix B – Emergency contacts
Overview
Statement
Line
Relationship
To ensure Council’s obligations under the Country Fire
Authority Act 1958 are met.
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 Municipal Emergency Management Planning Committee on
fire prevention and related matters;
Ensure the MEMP contains reference to the Municipal Fire Prevention 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 public on fire prevention and
related matters; Issue permits to burn (under s. 38 of the Country Fire
Authority Act 1958); and
Facilitate community fire safety education programs and support Community
Fireguard groups in fire-prone areas.
Support fire services in the delivery of community fire safety education programs.
Reports to:
Council
Liaises with:
MERO
EM Coordinator/Officer
Environment Department
External Relationships:
CFA
MFB
DELWP
Table 8 – Municipal Fire Prevention Officer Role and Responsibilities
35
Council Emergency Support Team (EST)
A number of Council employees have been appointed to various emergency management roles and
functions across council, be that as a lead across one of the five recovery environments, as relief centre
managers or assisting in emergency relief centres of supporting the establishment of a MECC as
required.
Many of these resources are drawn from Cardinia Shire Council’s Emergency Support Team (EST) which
comprises of about 30 trained Council staff drawn from across Council because of their inherent skill
sets associated with their current position or because of their willingness to assist.
Council provides an extensive after hour’s emergency line accessed through the Cardinia Shire Council
number 1300 787 624 which includes response to any threatening situations such as tree damage,
water on roads and blocked roads. This role may be carried out by Council staff or approved contractors.
To access this service, please contact the Cardinia Shire Council MERO.
The Executive Officer role
The Executive Officer of the MEMPC is responsible for:
Arranging meeting locations and production and distribution of agendas and minutes.
Collecting and administering reports from MEMPC members.
Overseeing the conduct of MEMP exercise debriefs.
Arranging out of session meetings of MEMPC as required.
Ongoing maintenance and update of the MEMP including distribution of updates to agencies.
Leading ongoing development of the MEMP.
The Executive Officer role is fulfilled by the Cardinia Shire Council Coordinator – Emergency
Management.
Emergency Management Liaison Officer (EMLO)
Council may provide or may be requested by the Incident Emergency Response Coordinator, Municipal
Emergency Response Coordinator or Incident Controller to provide an EMLO to the State Control Centre,
Regional Control Centre or Incident Control Centre.
An EMLO’s role is to:
Represent Council in the relevant control centre
Arrange to commit the resources of Council to assist in the response to an emergency
Provide advice in relation to the role and activities of Council
Maintain ongoing communications with Council
An EMLO can be requested through the MERO, MRM or MEM as required.
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3.5 Other agency roles and responsibilities
Incident Emergency Response Coordinator (IERC)
The IERC is usually the senior member of Victoria Police at the initial scene of an emergency or at the
place where control is being exercised at incident level.
This role usually relates to the first response to an emergency, and the person fulfilling the role may
change in seniority as the emergency escalates or de‐escalates. The role of the IERC is similar to the
MERC and represents the MERC in their absence.
Municipal Emergency Response Coordinator (MERC)
The role of Municipal Emergency Response Coordinator (MERC) is identified in the Emergency
Management Act 1986 s13 (1) and the Emergency Management Act 2013 s56(1), where the Chief
Commissioner of Police appoints a MERC for each municipal district.
The role of the MERC is fully detailed in the EMMV, Part 3 State Emergency Response Plan, Part 3.7
Coordination. The following summarises the MERC’s role in supporting the Council and MEMPC:
Ensure the MERO is advised of the emergency, and available to provide access to municipal
resources if required.
Ensure the MERO is receiving information as appropriate.
Advise the Regional Emergency Response Coordinator (RERC) of emergencies that have the
potential to require supplementary resources from outside the municipal district.
Consider registration of persons evacuated or otherwise affected across the municipality.
Consider the provision of relief to evacuees and agency personnel where necessary and advise the
MRM of requirements.
Ensure the MRM has been notified by the incident controller of the emergency.
Provide the RERC with information or advice on issues relating to consequence management, the
provision of relief and the transition to recovery.
The person appointed to the role of MERC can be found in Appendix B– Emergency contacts
Regional Emergency Response Coordinator (RERC)
The role of Regional Emergency Response Coordinator (RERC) is identified in the Emergency
Management Act 1986 s13 and the Emergency Management Act 2013 s56, where the Chief
Commissioner of Police appoints a RERC for each region.
The role of the MERC is fully detailed in the EMMV, Part 3 State Emergency Response Plan, Part 3.7
Coordination. The following summarises the RERC’s role in supporting the Council and MERC:
Source resources and services requested by the MERC and escalate requests unable to be fulfilled
by the region to the Emergency Management Commissioner through the Senior Police Liaison
Officer.
Ensure the Regional Recovery Coordinator has been notified of the emergency.
Consider registration of persons evacuated or otherwise affected across the region.
Monitor the provision of relief across the region.
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The person appointed to the role of RERC can be found in Appendix B– Emergency contacts
Regional Recovery Coordinator (RRC)
The Regional Recovery Coordinator is an employee of the Department of Health and Human Services,
acting under delegation from the Emergency Management Commissioner.
The Regional Recovery Coordinator is responsible for preparing and maintaining regional recovery plans
for their individual Regions.
The Regional Recovery Coordinator also provides guidance on local relief and recovery planning.
The role of the Regional Recovery Coordinator is to:
Provide leadership for relief and recovery activities across the Region.
Identify and manage strategic regional risks to relief and recovery activities.
Coordinate the development of the Regional Relief and/or Recovery Plan.
Liaise with and inform stakeholders across the Region.
The person appointed to the role of RRC can be found in Appendix B– Emergency contacts
Emergency Management IT platforms
Crisisworks is an incident management software program which combines incident request tracking
with agency logs, workspaces, geographical mapping, strong security and workflow, resource cost
tracking and a recovery database to assist in helping affected people and property.
The system is primarily focused on providing a common operating picture, plus a complete record of
Council’s response to the incident. Its key strength is in its ease of use. It allows for direct agency
involvement, and being cloud-based, allows for remote operation, along with easy and secure
information sharing. Being cloud-based, the data is safe and secure away from the incident.
Crisisworks is the emergency management software program that Cardinia Shire Council uses during
an emergency to record its response, relief and recovery activities, decisions and information.
EM-COP is Emergency Management Victoria’s Emergency Management Common Operating Picture that
facilitates a joined up approach to providing the best real time information to inform decision making
at both an operational and community level. It is a web based planning and collaboration tool that
Cardinia Shire utilises to maintain operational awareness.
Skype is used extensively by Cardinia Shire on a daily basis to maintain both internal and external
communication with stakeholders. During an emergency it is used for conferencing purposes at all
levels where representation is required by Council for the sharing of information and intelligence.
Resource sharing initiatives and provision arrangements are discussed across this platform, face to
face and via teleconference.
Audit requirements
Pursuant to the Emergency Management Act 1986 s21A, Cardinia Shire Council shall submit the
Municipal Emergency Management Plan to the Victoria State Emergency Service for audit. This audit
will assess whether the Plan complies with guidelines issued by the Minister for Emergency Services
and the Inspector General Emergency Management.
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4 Prevention and Mitigation Arrangements
4.1 The role of Cardinia Shire Council in risk assessment
Like all agencies and organisations involved in Cardinia Shires Municipal emergency management
arrangements, Cardinia Shire Council does recognise that it has a key role in prevention and mitigation
activities to reduce the risk, or minimise the effects, of emergencies that may occur in the area.
Council's enforcement and continued reviewing of existing policies in land use, building codes and
regulations, urban planning, open air and prescribed burning, shelter in place and fuel management
are central to these activities.
Cardinia Shire Council, along with its partner agencies, themselves responsible for prevention activities
throughout the community, combine to ensure that effective measures are taken to lessen the
likelihood and consequence of emergency events.
In conjunction with the Municipal Emergency Management Planning Committee (MEMPC) and
community stakeholders, Cardinia Shire Council has undertaken a community risk identification and
assessment process.
4.2 Community awareness
The ability of a community to respond to an emergency situation and in turn recover from the effects
of an emergency will depend on the attitude of the people affected. Obtaining the preferred response
from people during emergencies will require community education and awareness programs to be
implemented for this purpose. Cardinia Shire Council and the Municipal Emergency Management
Planning Committee will support and promote appropriate prevention and awareness programs within
the Shire.
Council and the MEMPC will investigate and facilitate where necessary community groups that have the
desire and capacity to undertake community led emergency planning. As these community plans are
developed, the MEMPC will consider how and where they integrate into the broader municipal
emergency management planning environment.
Council and the MEMPC will support and promote appropriate prevention and awareness programs
within the municipality, including media releases, advertisements, newsletters, Council’s website, social
media, community events, and through service networks.
Guides currently developed to improve community awareness of risks within the Cardinia Shire:
Pakenham Local FloodSafe Guide – VICSES
Koo Wee Rup Local FloodSafe Guide - VICSES
CFA Community Information Guides (Bushfire) for:
- Cockatoo
- Emerald and Avonsleigh
- Garfield North and Tonimbuk
- Gembrook
- Maryknoll
- Pakenham Upper
- Upper Beaconsfield
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4.3 Risk management
In preparing the MEMP the MEMPC utilised a risk assessment process consistent with ISO31000. This
process has been led by the Victoria State Emergency Service and is known as the Community
Emergency Risk Assessment (CERA).
Figure 3: ISO Standard Risk Management 31000:2009
Council has a responsibility under the Emergency Management Act 1986 and the Local Government
Act 1989 to protect the safety of its community and visitors to the municipality. Furthermore, Council is
committed to engaging the community in the development of strategies which enhance public safety,
through effective service delivery and asset management.
To minimize or eliminate risks within the municipality, the MEMPC is responsible for carrying out an
assessment and subsequent reviews to identify existing and potential risks and develop treatment
management plans.
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4.4 Community Emergency Risk Assessment (CERA)
The Community Emergency Risk Assessment (CERA) process was undertaken in early 2016 using the
risk identification process previously conducted. CERA Workbook is referenced in Appendix F – CERA
Workbook INT1882193
Process
Step Description
Risk identification Potential hazards and important assets were identified through a
range of facilitated community workshops.
Risk analysis In addition to utilising the expertise of the MEMPC members, various
specialists were used to provide a more detailed and targeted
approach to analysing the identified hazards.
An in depth analysis of the likelihood and consequences of each
identified hazard was conducted which lead to the identification of
appropriate treatment plans.
Risk Review The risks shall be reviewed on an annual basis and after any
significant event by the MEMPC.
Table 9: Risk management process
It is recognised that some risks, by their nature, cannot be completely controlled and that Council has
limited resources to deal with emergency prevention and management.
Identified emergency risks
The risks identified through the CERA process are:
Identified hazard Residual risk rating
Bushfire/Grassfire High
Structural fire High
Flood - major High
Extreme temperatures - heatwave High
Storm Medium
Road transport incident (large commercial vehicle) Medium
Human Epidemic / Pandemic Medium
Hazardous materials incident Medium
Exotic animal disease Medium
Table 10: Municipal CERM summary
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Community
Emergency Risk
Assessment (CERA)
Risk
Emergency Management Stakeholders
Control Agency
Members
Support Agency Members
(under changes to the EMMV any agency may now be called
upon to support)
Bushfire/Grassfire CFA/FFMVic Typically: CFA/ DELWP/ Victoria Police/ AV
Structure Fire CFA/ MFB Typically: Victoria Police/ AV/ DHHS
Flood - Major Vic SES Typically: CFA/ Victoria Police
Extreme Temperatures - heatwave Emergency
Management
Commissioner
Typically: DHHS/ AV/ Victoria Police/ DELWP/
Council/ EMV
Storm Vic SES Typically: CFA/ Victoria Police
Road transport incident (large
commercial vehicle)
Victoria Police Typically: AV/ EPA/ PTV/ CFA/ MFB/ Vic SES/
VicRoads
Human Epidemic/Pandemic DHHS Typically: AV/ DHHS/ Victoria Police/ DELWP/
Council/ EMV
Hazardous Materials incident MFB/ CFA Typically: Victoria Police/ Vic SES/ Vic Roads/
Council/ DELWP/ PTV/ AV/ EPA/ AV/
WorkSafe/ EMV
Exotic Animal disease DEDJTR Typically: AV/ DHHS/ DELWP/ Council
Table 11: Control and Support agencies for identified municipal risks
Risk evaluation
Through the CERA process an overall ‘risk rating’ ranging from medium to high was determined.
Treatment plans are developed at a municipal and agency level to mitigate the identified risks. Any risk
which receives a High rating should have a mitigation strategy (Sub-Plan) developed. The existing
controls for these risks within the sub-plans are then managed accordingly.
All Sub-plans will be reviewed every three years. These plans are determined based on detailed
knowledge of the local community, its characteristics, its strengths and vulnerabilities, as well as a
detailed appreciation of the risks faced by the community.
Appendix C – Special Plans and arrangements provides information into the MEMP Sub-plans.
Monitoring and review
The Community Emergency Risk Assessment process is subject to minor reviews annually and will
undergo a major review at least once every three years, between audits. The progress of implemented
treatment options is monitored by the MEMPC through reports provided by Council and responsible
agencies at MEMPC meetings and through the annual risk assessment process.
This process will be administered by the Executive Officer to the MEMPC and, if required, an updated
draft plan will be presented to the MEMPC for endorsement. Sub plans will be reviewed for currency
annually or as required. When required this work will be with the relevant sub-committee or working
group for that hazard.
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5 Response arrangements
5.1 Introduction
Emergency response is the action taken immediately before, during and in the first period after an
emergency to reduce the effect and consequences of emergencies on people, their livelihoods and
wellbeing, property and the environment and to meet basic human needs.
Emergency response operations are managed via three operational tiers which include state, regional
and incident levels.
Emergency response management is based on the functions of coordination, control, command, and
more recently consequence, communication and community connection (known as the six c’s).
Definitions of Emergencies
Emergencies are classified into three classes according to the Emergency Management Manual
Victoria (EMMV)
“Class 1 emergency” means a major fire; or 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.
“Class 2 emergency” means a major emergency which is not a Class 1 emergency; or a warlike act or
act of terrorism, whether directed at Victoria or a part of Victoria or any other state or territory of the
Commonwealth; or a hi-jack, siege or riot.
“Class 3 emergency” (also known as security emergencies) are classified as a warlike act or act of
terrorism, where directed at Victoria or at any other state or Territory of the Commonwealth or a hi-
jack, siege or riot.
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5.2 Command, Control, Co-ordination, Consequence, Communication
and Community Connection
Figure 4: Victoria’s Emergency Management Arrangements, demonstrating Command, Control, Coordination
and the Emergency Management Team.
Command
Command is the internal direction of personnel and resources, operating vertically within an agency.
Each agency has a ‘chain of command’, which is the agency’s organisational hierarchy that identifies
the link between each individual and their supervisor.
Control
Control is the overall direction of response activities in an emergency, operating horizontally across
agencies. In Victoria, authority for control is established in Part 3 of the EMMV (State Emergency
Response Plan) with the agency responsible for control of emergency response (known as the ‘Control
Agency’) being specified in Part 7 of the EMMV – Emergency Agency Roles
Co-ordination
Coordination is the bringing together of agencies and resources to ensure effective response to and
recovery from emergencies.
Emergency response coordinators bring together agencies and resources to support the response to
emergencies.
Emergency recovery coordinators/managers bring together agencies and resources to support the
provision of relief and recovery from emergencies.
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Consequence
Consequence management involves the coordination of the activities of agencies with a role in
delivering of services to the community, with the aim of minimising the adverse consequences of
emergencies on the community. During a major emergency all agencies may need to activate their
business continuity arrangements in order to manage the adverse consequences of the emergency on
their area of responsibility.
Consequence management informs and is a precursor to relief and recovery activities. The Emergency
Management Commissioner is responsible for consequence management for major emergencies but
will be supported by agencies implementing their business continuity arrangements.
Communication
Communications relates to communicating to the public, reporting to government and communicating
with stakeholder agencies during emergencies. The Emergency Management Commissioner is
responsible for the communication function for major emergencies but will be supported by the relevant
Control Agency.
Community Connection
Safer and more resilient communities is always the aim of any emergency management planning.
Community connection is around the understanding of and connecting with trusted networks, trusted
leaders and all Shire communities to support resilience and decision making.
Emergency Management Teams
The three tiers of control, scalable as required from incident through regional and on to state support
the six C’s of Coordination, Control, Command, Consequence, Communication and Community
Connection functions.
Incident Emergency Management Team (IEMT)
The IEMT supports the incident controller. Their focus is on managing the effect and consequences of
the emergency.
Regional Emergency Management Team (REMT)
The REMT supports the RERC and those exercising control at a regional level (regional controllers).
Their focus is to raise awareness of the emergency across the whole of government, identify and
manage strategic risks and consequences and develop a regional strategic plan outlining high level
actions of all agencies.
State Emergency Management Team (SEMT)
The State EMT (SEMT), is usually located at the State Control Centre or other location determined by
the control agency.
If an emergency requires activation of a state tier response the SEMT is formed comprising senior
representatives from response, recovery, support agencies and departments. The role of the SEMT is
to develop consistent situational awareness, identify strategic state risks and consequences and to
develop a strategic plan with high level all agency actions.
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5.3 Phases of activation
Response arrangements should be implemented at the earliest possible opportunity if the effects of
emergencies are to be minimised and for this reason several phases of activation have been accepted
by Cardinia Shite Council for internal activation. These are: -
Figure 5: Phases of activation
5.4 Local response arrangements and responsible agencies
Part 7 of the EMMV details a ‘control agency’ and ‘support agencies’ for a range of emergencies. It is
the control agencies responsibility to plan for the relevant emergency and ensure that adequate
resources are in place. Cardinia Shire Council is not a control agency but is a support agency for a range
of emergencies.
Where there is any doubt as to who is the control agency, the Emergency Management Commissioner,
RERC, MERC or IERC will determine who will exercise control.
Local Incident Response – is coordinated at a municipal level by the MERO. The request usually
comes from the coordinator of the response agency who is at the incident. The MERO attends to the
requests received. The MERO may direct and authorise the use of physical resources in response to
the local incident. Following the direction of the incident controller, the MERO may direct the
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establishment of a MECC or a municipal relief centre to be placed on standby. The escalation of
Council’s response is to advise the MRM.
The objective of the response phase of this plan is to minimise the effects of an emergency on
affected persons and property within the Shire of Cardinia. This is achieved by coordinating municipal
resources to assist responding emergency service authorities, and in providing community support, as
requested, or as the situation requires.
The basic functions at a local level can include all or any of the following:
Provision of resources as available and needed by the community and response agencies;
Establishment of Municipal Emergency Coordination Centre – facilities and staffing;
Under the direction of the control agency facilitate the delivery of warnings to the community;
Guided by the control agency provision of information to public and media;
Coordination of the provision and operation of emergency relief centres and emergency shelters;
Clearance of blocked drains and reinstatement of local roads, including tree removal and other
physical works as deemed appropriate and where possible;
Support to Victoria Police for partial/full road closures and determination of alternative routes;
Repairing or replacing damaged public utilities, services and assets.
5.5 Process for sourcing additional resources
Where additional resources are required beyond the original control agency’s, the Incident Controller
should:
Seek response agency resources directly through the response agency commanders
Seek supplementary resources, other than those of the responding agencies, through the IERC or
MERC.
Seek relief or recovery resources through the Municipal Recovery Manager, ensuring the IERC or
MERC is aware of the request.
Following a request:
The IERC or MERC will seek resources within the local area (through the MECC) and the MERC will
escalate unfulfilled resource requests to the RERC
RERCs will seek resources within their region and escalate unfulfilled resource requests to the
Emergency Management Commissioner
The Emergency Management Commissioner will seek resources from across the state, interstate or
internationally, where necessary
Depending on the scale of the incident the MECC may be requested to be established by the IERC or
MERC in consultation with the MERO, MRM or MEM.
Cardinia Shire Council is a signatory to the MAV Protocol for Inter-Council Emergency Management
Resource Sharing.
5.6 MECC activation procedure
In the first instance, the control agency will no t i f y the MERC that there is a requirement for
additional resources. The MERC will contact Council (MEM, MERO or MRM). At the municipal level,
resources owned or under the control of Council may be used to supplement those of the control and
support agencies .
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Cardinia Shire Council’s 24 hour number 1300 787 624 also provides access to the Councils
Emergency Management duty officers to initiate MEMP response arrangements as required. The
activation level is dependent upon the scale of the emergency and is determined by the (MERC, MEM,
MERO or MRM).
Level 1 - Small scale incidents (less than 24hr impact)
A small scale emergency that can be resolved through the use of local or initial response resources.
The MECC might not necessarily be activated with the MERC and MERO in close communication at
all times. Consequently the MERC and MERO will undertake the planning and logistics functions
concurrently and will activate the MRM as required to provide relief and recovery support if required
(Virtual MECC). They will also monitor the emergency and its impact on the area, the community,
the weather, and other elements/variables that might lead to a higher level of activation.
Level 2 – Medium scale incidents
A medium scale emergency is more complex in size, resources or risk. The MECC will be activated
with the function being the deployment of resources beyond initial response, and multi-agency
representation in the MECC. The emergency may potentially require forward planning to address
response issues, and for recovery during the response phase.
Level 3 - Large scale incidents
A large scale emergency is characterised by levels of complexity that require the activation and
establishment of all MECC functions plus an Emergency Call Centre (if required). This level of
emergency will require forward planning as the emergency continues and will specifically require
recovery planning during the early stages of the response phase of the emergency.
These descriptions are in line with the Australasian Inter Service Incident Management System
(AlIMs) Classification of incidents. Further information on accessing supplementary supplies can
found in Practice Note - Sourcing Supplementary Emergency Response Resources from Municipal
Councils.
Councils process for managing resource requests
Upon a request for a resource by the IERC or MERC, the MERO will undertake the following process:
The MERO (or delegate) will log the request in Crisisworks.
Where the resource is council owned, the MERO (or delegate) will organise the resource to be
provided as requested.
Where council does not own the requested resource, the MERO (or delegate) will contact a suitable
contractor to obtain the relevant resource (generally at the requesting agencies expense).
The MERO will require the following information for the contractor:
– Intended use or tasks of the resource
– Where the resource is required, when and for how long
– Person responsible for direction or management
– Any special safety requirements
– The agency responsible for funding resource request
Where council is unable to provide any resources as requested this will then be escalated through the
MERO to the MERC who in turn will escalate this to the regional level through the RERC.
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5.7 Municipal Emergency Coordination Centre (MECC)
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 record, planning and debrief purposes.
Municipal emergency response activity is managed in the MECC. The primary role of these facilities
is to provide a coordinated approach to Council emergency response, relief and recovery functions.
Requests for Relief and Recovery Centres are directed to the MECC to provide support to affected
communities.
The primary location for the Cardinia Shire MECC is in the Civic Centre (20 Siding Avenue, Officer) in -
Level 3, Room 3.02 (small capacity); or
Level 1, The Training Room (medium capacity); or
Ground Floor, Council Chambers (large capacity).
The backup location for the Cardinia Shire MECC is: The Municipal Operations Depot (Purton Road,
Pakenham. The MECC may operate in a virtual environment where appropriate.
Cardinia Shire Council will have an EMLO at an ICC as a liaison officer to communicate between the
MECC and ICC when required.
The MECC Activation Plan is included in Appendix C – Special plans and arrangements
Consequence Management Team
An Emergency Operations Centre is established by an agency for the command/control functions within
their own agency. In the case of Cardinia Shire Council, a Consequence Management Team (CMT) may
be established to manage its own resources and continuity of services in the context of the
consequences of that emergency within the municipality.
If established, the CMT membership will be drawn from across council to determine (from a Council
perspective) what actions it needs to undertake to mitigate the impact of that emergency within the
municipality. Members of the MEMPC may be invited to participate as required.
Council resources list
A list of resources owned by Council is located in Appendix H – Council resources list. This list also
includes a range of contractors where non-council owned resources can be obtained.
A copy of this list is also included in Crisisworks.
5.8 Financial considerations
Financial accounting for Municipal resources utilised in emergencies must be authorised by the
MEM, MERO or the MRM and shall be in accordance with the normal financial arrangements of
Cardinia Shire Council.
Control agencies are responsible for all costs involved in that agency responding to an
emergency. Government agencies supporting the Control Agency are expected to defray all
costs from their normal budgets.
Depending on the magnitude of the emergency some government financial assistance may be
available for prevention, response and recovery activities. Cardinia Shire Council is accountable for
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any monies donated to it as a result of any emergency event and will implement systems to receive
and account for all such donations.
5.9 Evacuation
Evacuation is the planned relocation of persons from dangerous or potentially dangerous areas
to safer areas and their eventual return. The decision to evacuate rests with the control agency in
conjunction with police and available expert advice, unless time constraints prevent this consultation.
Evacuation may be undertaken by individuals, families and households on their own volition and
independent of any advice, or it may be after an assessment of information provided by a Control agency.
Examples of events that may require immediate evacuation include fire, floods, hazardous materials
accidents/incidents, air crash or earthquake. In some life threatening circumstances, and in an effort to
preserve live, this decision to evacuate may be made by any agency representative and in these
circumstances, the Incident Controller must be notified of this decision as soon as possible.
Once the decision to evacuate has been made the MERC the Council representatives (MEM, MERO and
MRM) should be contacted to assist.
The MERO/MRM will assist the MERC by:
Arranging a suitable assembly area if the pre-determined locations are not appropriate
Providing transport resources and the determination of the location to which evacuees will be asked
to attend.
Establishing and activating emergency relief centres - including consideration of which location is
the most appropriate in the circumstances
Providing advice on local area information to assist with the traffic flow of evacuated persons out of
the area and emergency services into the area.
Providing vulnerable person/facility information and advice for relocation and other relief services.
Note – In Victoria, evacuation is largely voluntary. The Incident controller makes a recommendation to
evacuate and it is the choice of individuals as to how they respond to this recommendation.
Cardinia Shire Council has mapped priority township evacuation routes to assist Victoria police, these are
available on Cardimap (Council’s internal GIS mapping)
Evacuation Manager
When the possibility of an evacuation is being considered, Victoria Police will identify a member to take
the role of Evacuation Manager (EMMV: Appendix 9 Evacuation Guidelines). The Evacuation Manager
should be co-located with the Incident Controller at the Incident Control Centre (ICC), or if no ICC exists, at
the location where control is exercised. This role will be responsible for managing the following functions:
Assist Incident Controller with the urgent decision and warning stages if required.
Manage the withdrawal stage of the evacuation in consultation with the Incident Controller and
Health Commander.
Coordinate the shelter stage of an evacuation in consultation with the Municipal Council.
Manage the return stage of the evacuation with the assistance of other agencies where required.
Source and manage resources to facilitate evacuation in consultation with control and support
agencies.
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Maintain ongoing liaison with Incident Controller for the duration of the evacuation.
Coordinate establishment and maintenance of traffic management points.
Registration of evacuees (with the Australian Red Cross).
5.10 Public information and warnings
Emergency warning systems have been established to warn individuals and communities in the
event of a major emergency. Although these systems aim to improve the ability to warn
communities about emergencies, individuals and communities still need to prepare themselves
in case of an emergency. 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 environment.
The localised arrangements for warnings and information have come from the State
Emergency Response Plan (SERP).
The Incident Controller is responsible for issuing warnings and community information.
Where an extreme and 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
with notification to the Incident Controller as soon as possible.
Response phase
Information for release may be categorised under the following headings:
Pre impact: To enable the public to take reasonable measures to prevent, or lessen the
potential effects of emergencies and to cope during the impact phase of an emergency.
During impact: To produce suitable news releases through the media concerning the effects of
the emergency and what action can be taken by the public.
Post impact: To maintain the crucial information flow to those in need of assistance and direction.
Information dissemination
Immediate use of the media and the internet will be made to avoid phone congestion. The public
should be advised to direct calls to appropriate agencies and centres with adequate facilities, staff
and knowledge to answer questions or disseminate information.
Methods of dissemination
All methods of disseminating information will be considered but are not limited to:
Vic Emergency Hotline
Vic Emergency Website
Emergency Service Organisation Websites
Bureau of Meteorology (BoM)
Radio Stations, both ABC and local commercial
Television
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Local Telephone Information Lines
Council's Web Site
Newspapers
Ethnic group's radio stations and newspapers
Community Newsletters
Information Centres ("One Stop Shops")
Manual door knock of each residence
Community Notice Boards
T.V. displays at information Centres
Social Media such as Facebook or Twitter.
Vic Emergency smartphone application
Warnings
Warnings should be used under specific circumstances where community action is necessary
primarily to protect lives, and also for the protection of property or the environment. The warning
arrangements are set out in the Victorian Warning Protocol - referenced in Part 8 Appendix 10 of the
EMMV.
Sections 42 and 43 of the EM Act 2013 provide for warnings and information in relation to fires in
Victoria. The provision of these warnings and information must be consistent with any guidelines,
procedures and protocols developed by the Emergency Management Commissioner (EMC).
For all other emergencies the control agency should issue warnings and provide information
to the community.
Disseminating warnings
Warning systems vary and might include, but are not limited to:
agency websites
radio and television
voice and SMS phone messaging through the use of Emergency Alert (EA)
SEWS (Standard Emergency Warning System)
emails
verbal messages
sirens
social media and/or social networking web sites
Agencies should as far as possible, inform the community regarding warning systems and procedures
likely to be used during an emergency. Warnings will be most effective, and reach the most people,
when a combination of warning systems is used. This is crucial that people do not rely on only one
information medium.
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Information resources
The following systems are an essential part of these arrangements and will be utilised if and when
required:
Electronic Media - Internet
Police Media Liaison
Literature/Brochure Information
Print Media
If an emergency requires concurrent media response through radio, television and newspaper
outlets, the Police Media Liaison Section may be contacted through the Municipal Emergency Response
Coordinator.
Public Information Centre
If required, a public and media information centre may be established. Cardinia Shire Council’s
communication business unit will appoint a Media Liaison Officer.
Accessibility considerations
Special consideration will be given to ensuring emergency information is accessible by all community
members. Cardinia Shire Council will do this by providing information in various formats and utilising
specialist services
CALD Residents
Cardinia Shire Councils Diversity Officer and the Cardinia Shire Culturally and Linguistically Diverse
Network will provide assistance in providing culturally targeted communication in an emergency.
In the case where information or communication is required with persons unable to speak English an
interpreter service such as the Telephone Interpreter Service may be able to assist (131 450) .
The Southern Migrant and Refugee Centre provide a range of settlement services in the region. They
are currently represented on Cardinia Shires Relief and Recovery sub-committee.
Vision, Hearing or Speech Impairment
Vision Australia provides support services to people who are blind or have low vision. Resources and
information are available from Vision Australia (1300 84 74 66)
Vic Deaf (1300 302 031) provides support services for people who are deaf or hard of hearing including
interpreting and case management. Detailed information is available from the Vic Deaf website,
Calls to deaf, hearing or speech impaired individuals can also be made via National Relay Service on
133 677.
Cardinia Shire Council’s Metro Access Officer and the Cardinia Access and Inclusion Advisory
Committee can also provide targeted communication advice.
Scope provides support services and communication support to people with physical, intellectual and
multiple disabilities in Cardinia Shire.
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Neighborhood Safer Places – Bushfire Places of Last Resort and
Community Fire Refuges
Neighbourhood Safer Places – Bushfire Places of Last Resort (NSP-BPLRs)
Neighbourhood Safer Places – Bushfire Places of Last Resort (NSPs) are not part of any shelter in
place or evacuation strategies. They are places of last resort where other plans have failed or cannot be
followed. Attendance at an NSP may improve a person's prospects of survival over a poorly prepared
residence however survival is not guaranteed.
NSPs are identified buildings or spaces within the community that may afford some protection from
radiant heat, the biggest killer during bushfire. They are designated and signposted by Council and meet
guidelines issued by the Country Fire Authority and the criteria of the Cardinia Shire Municipal
Neighbourhood Safer Places Plan.INT187517
In Cardinia Shire the following locations have been certified by CFA and designated as Neighbourhood
Safer Place’s – Bushfire Places of Last Resort:
Gembrook Community Centre carpark (not buildings), corner of Gembrook and Beenak East roads,
Gembrook (Melways ref: 299 A10)
Cockatoo Sports Ground basketball stadium only, Mountain Road, Cockatoo (Melways ref: 311 J2)
Pepi’s Land 16-20 Beaconsfield-Emerald Road, Emerald (Melways ref: 127 G5)
Community Fire Refuges - There are no designated Community Fire Refuges in Cardinia Shire.
Emergency Relief Centers
Cardinia Shire will utilize the most appropriate facility as an emergency relief center at the time in
consultation with the control agency.
All Relief Center information can be found in the Municipal Relief and Recovery plan (INT1684530),
Emergency Relief Center guidelines (INT1771580), and the Emergency Relief Center references
(INT1772241)
5.11 Planning for cross municipality events
Planning for both response and recovery at the regional level is always necessary as emergencies
respect no boundaries and will often traverse m ul t ip le municipal boundaries.
Further, planning for cross boundary events is necessary as often services provided by State government
agencies are administered and delivered at a regional level.
In Cardinia, the MEMP and sub-plans are made available to neighbouring municipalities and the
inclusion of neighbouring municipalities in exercising and training opportunities at Cardinia and the
participation of Cardinia Shire staff and support agencies in opportunities outside of Cardinia is
encouraged.
Cardinia Shire Council is supportive of a move towards a Southern Metropolitan Region Council
collaboration model to share learnings and resources and to expand capacity and capability in times of
emergency. The Shire will participate in all collaborative planning at this level.
New and emerging risks are communicated both at Regional planning committees and through inter-
council communication.
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5.12 Inter-council resource sharing
Cardinia Shire Council is a signatory to the MAV Protocol for Inter-Council Emergency Management
Resource Sharing. The purpose of this protocol is to provide an agreed position between councils for
the provision of inter-council assistance for response and recovery activities during an emergency.
This protocol details the process for initiating requests for resources from another council and
identifies associated operational and administrative requirements.
This protocol applies to requests for human resources, equipment and/or facilities in relation to
response or recovery activities associated with an emergency. Duties undertaken by council staff
seconded to another council for assisting with response and recovery operations will be within the
scope of Council's emergency management responsibilities as set out in Part 6 of the EMMV.
Resources can be requested at any time during an emergency including the recovery stages.
Requests for assistance may be initiated by the CEO (or person acting in this role) or by any person
nominated by the CEO at the receiving council. Requests should be directed to the CEO, or any person
nominated by the CEO, at the assisting council. It is noted that in many cases the person nominated by
the CEO will be the MERO at both the assisting and receiving council.
Such requests may be verba l or in writing, however verbal requests must be confirmed in writing
as soon as is practicable and in most cases will be logged at the Municipal Emergency Coordination
Centre (MECC). Requests for assistance should include the following information:
A description of the emergency for which assistance is needed;
The number and type of personnel, equipment and/or facilities (resources) required;
An estimate of time as to how long the resources will be required; and
The location and time for the staging of the resources and a point of contact at that location.
The Municipal Emergency Response Coordinator (MERC) or Regional Emergency Response Coordinator
(RERC) should be contacted before the resources are moved.
Where additional resources are required for Relief and Recovery, request for resources can be escalated
to the Regional Recovery Coordinator. Requests for resources should be logged in the Municipal
Emergency Coordination Centre (MECC) using Crisisworks.
It is anticipated that a requesting council will initially seek assistance from surrounding councils. This will
reduce travel times and expenses for assisting councils to respond and return.
5.13 Debriefing arrangements
The MERC is responsible for ensuring the control agency for the emergency organises an
operational debrief with participating agencies as soon as practicable after cessation of response
activities (EMMV, Part 3 State Emergency Response Plan).
All agencies, including recovery agencies, who participated in those activities, should be
represented with a view to assessing the adequacy of the response and to recommend any
changes to the relevant agencies plan(s) and future operational response activities.
The purpose of a debriefing is to:
ensure participating agencies understand what happened during an operation or emergency,
and
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Identify problems and highlight areas that were handled well, in order to improve the efficiency,
effectiveness and safety of future operations or emergencies.
The MEM, MERO or MRM (or all 3 if relevant) will representative Cardinia Shire Council at any
debrief held.
5.14 Response to recovery - transition
Following any emergency event it is essential to ensure that a smooth transition from the response phase
to the recovery process is achieved.
It is recognised that the recovery process begins immediately after the impact of the emergency and it
is also likely, depending on the scale of the event that both response and recovery activities may well
be occurring concurrently. There will come a point however when response activities are likely to cease
and a formal handover to recovery agencies will be required.
Under Victoria’s State emergency management arrangements it is Emergency Management Victoria
that has responsibility for Relief and Recovery. At a municipal level it is Council that are responsible for
relief and recovery within the municipal boundary (EMMV 3.13). As Council takes this lead role in relief
and recovery activities, within the municipal district early inclusion of Council and other relief and
recovery organisation in the early stages of the response will ensure a smooth transition of ongoing
activities from response to recovery.
Cardinia’s Municipal Relief and Recovery Plan provides details on how the coordination of activities,
resources and information is managed effectively between the response agencies to the recovery
organisations to support this changeover or responsibility.
Termination of response and handover of facilities and goods
When response activities are nearing completion the Municipal Emergency Response Coordinator in
conjunction with the Control Agency will call together relevant relief and recovery agencies including the
Council, to consult and agree on the timing and process of the response stand down.
In some circumstances, it may be appropriate for certain facilities and goods obtained under Emergency
Management arrangements during the response phase to be utilised in recovery activities. There may
be an actual handover to the Municipal Recovery Manager of response facilities and/or goods to be
utilised in recovery activities. This handover will occur only after agreement has been reached, and after
any necessary documentation has been completed to the mutual satisfaction of the Response and
Recovery Coordinators.
Resources acquired for the response, which are not required for recovery, remain under the control of
the requesting response agency. That agency is responsible for their return or disposal.
Payment for goods and services used in the Recovery phase will be coordinated by Cardinia Shire
Council.
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6 Relief and recovery arrangements
6.1 Introduction
Emergency relief and medium to long term recovery is a multi-agency responsibility that requires
effective planning and structured management.
The purpose of providing relief and recovery services is to assist the affected community towards
management of its own recovery. It is recognised that when a community experiences a significant
event, there is a loss of social fabric and therefore a need to supplement the personal, family and
community structures that have been disrupted by the event.
Cardinia Shire Council, assisted by other organisations, and with the support of the Department of
Health and Human Services (as the organisation responsible for relief coordination at the regional
level), is responsible for ·implementing emergency relief measures and coordinating local recovery
within the municipality following an emergency event.
It is Cardinia Shire’s Municipal Relief and Recovery Plan which details these arrangements and sets out
Councils intent to plan for, how it will deliver, and when required, provide relief and recovery services
as a result of impacts of an emergency on our communities or provide support to neighbouring
communities in other municipalities.
6.2 Relief and recovery definitions and management principles
The definition and purpose of relief and recovery is as follows:
Emergency Relief is the provision of essential needs to people and communities during and in the
immediate aftermath of an emergency. Essential needs relates to immediate shelter, life support and
personal needs.
Recovery is defined as assisting people and communities affected by an emergency to achieve an
effective level of functioning. It is a coordinated process to support the community towards managing
its own recovery.
Recovery activities should commence as soon as practical following an emergency event. The sooner
that recovery begins; the sooner communities will begin to function.
Further Cardinia Shires municipal relief and recovery planning process is structured to address key
services/activities across the five recovery environments as identified in the State Recovery Plan.
These include:
Social environment - the emotional, social, spiritual, financial and physical wellbeing of individuals
and communities;
Economic environment - the revitalisation of the economy of the community to ensure as far as
possible that the wellbeing of a community is increased;
Built environment - the restoration of essential and community infrastructure;
Natural environment - the rehabilitation of the environment;
Agricultural environment - impacts on the welfare of livestock, companion animals and wildlife, and
the loss and damage suffered by primary providers.
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Cardinia Shires Municipal Relief and Recovery Plan has the following guiding principles:
Management and service provision will be devolved as much as possible to the local level. State
and regional recovery strategies, services and resources will supplement and complement
municipal initiatives rather than replace local endeavours.
The emergency relief and recovery function and roles along with the nominated agencies
responsible at the local level will be designated in this plan.
Emphasis will be given to supporting and maintaining the identity, dignity and autonomy of
affected individuals, families and the community.
Management of relief and recovery will occur in the context of clear and agreed arrangements
and involve processes of consultation and co-operation through established communication
channels.
Where possible, the normal municipal management and administrative structures and practices
will be used ensuring that these structures and practices will be responsive to the special needs
and circumstances of the affected community.
Relief and Recovery information and services needs to be readily accessible to affected
individuals, families and communities and responsive to their needs and expectations.
Relief and Recovery from emergencies is best achieved where the process begins with the
commencement of the impact of the emergency.
6.3 Community Recovery committees
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
establishment of community recovery committees.
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.
The Municipal Recovery Manager (MRM) has the responsibility to ensure the establishment of
community recovery committees as soon as possible after the emergency; existing local community
representative committees should be used where possible.
The community recovery committee is a sub-committee to the Municipal Emergency Management
Planning Committee. It receives all relevant support/guidance, and follows the appropriate
governance structures in place for monitoring and reporting.
For further information regarding municipal relief and recovery please see:
Cardinia Relief and Recovery Sub Plan INT1684530
Emergency Relief Centres Guidelines INT1771580
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6.4 Impact Assessments Guidelines
Impact assessments are used to gather and analyse information following an emergency event. Impact
assessment encompasses three stages. Impact assessment is conducted after an emergency to assess
the impact to the community and inform government of immediate and longer-term recovery needs.
Impact assessment must be community focused to ensure the data/information will assist decision
making on how to best support impacted communities.
The EMV Impact Assessment Guidelines are written for class 1 emergencies. These guidelines are
primarily for government and emergency responders with a responsibility for impact assessment in
Victoria. Although specific to class 1 emergencies, some of the principles and processes within these
guidelines can also be applied to other emergencies. However, these guidelines will be re-evaluated as
part of the comprehensive review to be undertaken as per the Victorian Emergency Management
Strategic Action Plan 2015-2018 (SAP), identified as part of Priority G – Strategic Action 6:
“Implement a comprehensive impact assessment model across all hazards and all phases of
emergency management, taking into consideration the National Impact Assessment Model. This model
will include a process to collect, analyse and communicate impact information to better inform
response processes, and relief and recovery planning and activities.”
6.5 Impact Assessments
Victoria uses a three-stage process impact assessment. Each phase is not exclusive to the next and
dependant on the nature and scale of the event, the phases can merge. It is an accepted principle that
the primary phase (and sometimes a partial merge with the secondary phase) belongs to responders
who are not technical experts, whilst the secondary and post-impact phases belong to those who have
an ability to provide detail, such as cost, damage evaluation etc.
6.6 Secondary Impact Assessment
Local government has the responsibility for gathering and processing information to determine of the
needs of affected communities and recovery services required. It does this through the secondary
impact assessment process.
Further information can be obtained from the Cardinia Relief and Recovery Sub Plan section 4.4.1.
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Figure 6 Description of Impact Assessments - EMMV
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Appendices
Appendix A - Administration (INT1659591)
Appendix B - Emergency contacts (INT1674907)
Appendix C – Special Plans and Arrangements (INT1659592)
Appendix D - Municipal maps (INT1659593)
Appendix E - MEMPC and sub-committees terms of reference (INT1659594)
Appendix F - Community Emergency Risk Assessment (INT1659595) (INT1882193)
Appendix G - Acronyms and abbreviations (INT1659596)
Appendix H - Council resources list (INT1659597)
Appendix I – Plan & Sub-plan review schedule (INT1879693)
Appendix J – Municipal staging areas (INT1880298)
