Glenelg Shire Municipal Emergency Management Plan 2019-2022€¦ · Glenelg Shire Municipal...

Glenelg Shire Municipal

Emergency

Management Plan

2019-2022 Version 5 – February 2019

Glenelg Shire Municipal Emergency Management Plan 2019-2022 – Feb 2019

Version Control

Amendment History

AMENDMENT EFFECTED

NO DATE PAGES AFFECTED AUTHOR RELEASE DATE

1 November 2011 Complete Review MERO

2 October 2014 Complete Review C. Malone

3 September-

December 2015

Review following audit with

VicPol, VICSES, DHHS,

Wannon Water and CFA

C. Malone

4 August 2016 Audit by VICSES 10 March

2016

L. McMahon

4.1 August 2017 Minor update L. McMahon

5 August 2018 Complete Review and

Update

S. Rondeau

Consultant &

L. McMahon

MERO

Amendment Authorisations

NAME POSITION DATE

Disclaimer:

No reader should act on the basis of any matter contained in this publication without appreciating that it may

be the subject of amendment or revocation from time to time without notice.

The Councillors of Glenelg Shire Council expressly disclaim all and any liability (including liability in

negligence) to any person or body in respect of anything and of the consequences of anything done by any

such person or body in reliance, whether total or partial, upon the whole or any part of this publication.


CONTENTS CONTENTS ......................................................................................................................... 2

FOREWORD ....................................................................................................................... 1

1 INTRODUCTION ........................................................................................................... 2

1.1 Purpose .............................................................................................................................. 3

1.2 Legislative Context ............................................................................................................. 3

1.3 AIM ..................................................................................................................................... 3

1.4 Objectives ........................................................................................................................... 3

1.5 Municipal Council Endorsement ......................................................................................... 4

1.6 Endorsement by the Municipal Emergency Management Planning Committee (MEMPC) 4

1.7 Statement of Audit .............................................................................................................. 5

1.8 Reference to Emergency Management Manual Victoria .................................................... 6

1.9 Public Accessibility ............................................................................................................. 6

1.10 Distribution .......................................................................................................................... 6

1.11 Legal Deposit ...................................................................................................................... 7

1.12 Acronyms ............................................................................................................................ 8

1.13 Glossary ........................................................................................................................... 10

2 BACKGROUND .......................................................................................................... 17

2.1 Context ............................................................................................................................. 17

2.2 Area Description ............................................................................................................... 17

Map ........................................................................................................................... 18 2.2.1

Topography ............................................................................................................... 18 2.2.2

Rivers ........................................................................................................................ 19 2.2.3

Land Use ................................................................................................................... 19 2.2.4

Indigenous Background ............................................................................................. 19 2.2.5

Climate ...................................................................................................................... 20 2.2.6

2.3 Infrastructure .................................................................................................................... 20

Major Infrastructure Assets ....................................................................................... 20 2.3.1

Commerce ................................................................................................................. 21 2.3.2

Education .................................................................................................................. 23 2.3.3

Transport Connections .............................................................................................. 24 2.3.4

Facilities and Services Infrastructure ........................................................................ 26 2.3.5

2.4 Demography and Community Profile ................................................................................ 27

Population ................................................................................................................. 27 2.4.1

Age Profile ................................................................................................................. 28 2.4.2

Cultural Diversity ....................................................................................................... 29 2.4.3

Employment .............................................................................................................. 29 2.4.4


Level of Education ..................................................................................................... 29 2.4.5

Need for Assistance .................................................................................................. 30 2.4.6

Access to information via the internet ....................................................................... 30 2.4.7

Household type ......................................................................................................... 30 2.4.8

Dwelling type ............................................................................................................. 30 2.4.9

Socioeconomic Profile ............................................................................................... 31 2.4.10

2.5 Natural Environment ......................................................................................................... 31

National Parks and Reserves .................................................................................... 32 2.5.2

Coastline ................................................................................................................... 32 2.5.3

2.6 Emergency Markers ......................................................................................................... 33

2.7 Vulnerable persons: community organisations and facilities ............................................ 33

2.8 Areas of Cultural and Heritage Sensitivity ........................................................................ 34

2.9 History of Emergencies .................................................................................................... 35

APPENDIX 1: LOCAL BUS ROUTES ............................................................................................. 38

APPENDIX 2: REGIONAL TRAIN AND COACH NETWORK......................................................... 41

APPENDIX 3: GREAT SOUTH WEST WALK MAP ....................................................................... 42

APPENDIX 4: MAP OF CULTURAL HERITAGE AREAS WITHIN GLENELG SHIRE ................... 43

3 PLANNING ARRANGEMENTS .................................................................................. 44

3.1 Emergency Management Act 1986 .................................................................................. 44

3.2 Emergency Management Act 2013 .................................................................................. 44

3.3 Emergency Management Victoria .................................................................................... 45

3.3.1 Emergency Management Commissioner .................................................................. 45

3.3.2 State Crisis and Resilience Council .......................................................................... 45

3.4 Emergency Management Manual Victoria (EMMV) ......................................................... 46

3.5 Inspector General for Emergency Management ............................................................... 46

3.6 Municipal Emergency Management Functions ................................................................. 47

3.6.1 The Role of Local Government in Emergency Management..................................... 47

3.7 Municipal Emergency Management Planning Committee (MEMPC) ............................... 48

3.7.1 MEMPC Sub Committees ......................................................................................... 49

3.7.1.1 Municipal Emergency Management Plan (MEMPlan) ........................................... 50

3.8 Public Health .................................................................................................................... 53

3.9 Medical ............................................................................................................................. 54

3.10 Evacuation & relocation .................................................................................................... 54

3.11 Staging Areas ................................................................................................................... 54

3.12 Communications ............................................................................................................... 55

3.12.1 Before ........................................................................................................................ 55

3.12.2 During ........................................................................................................................ 55

3.12.3 After ........................................................................................................................... 55


3.12.4 Delivery methods ....................................................................................................... 56

3.12.5 Vulnerable or Non-English speaking Persons ........................................................... 56

3.12.6 Vulnerable persons register ...................................................................................... 57

3.13 Community ....................................................................................................................... 57

3.14 Crisisworks ....................................................................................................................... 58

APPENDIX 1: MEMPC TERMS OF REFERENCE ......................................................................... 59

APPENDIX 2: GLENELG SHIRE MUNICIPAL EMERGENCY MANAGEMENT PLANNING

COMMITTEE CONTACTS & DISTRIBUTION LIST ....................................................................... 64

APPENDIX 3: LANGUAGE INDICATOR CARD ............................................................................. 65

4 PREVENTION/MITIGATION ARRANGEMENTS ....................................................... 66

4.1 The role of the municipality ............................................................................................... 66

4.2 Mitigation Strategies ......................................................................................................... 67

4.2.1 The CERA Process ................................................................................................... 68

4.2.1.1 Risk Assessment Results ...................................................................................... 69

4.2.2 Victorian Fire Risk Register ....................................................................................... 70

4.2.3 Sub-Plans .................................................................................................................. 71

4.2.4 Key Plans and Works Conducted .............................................................................. 71

4.2.5 Regional Partnerships ............................................................................................... 72

4.2.6 Community Information Guides (formally known as Township Protection Plans) ..... 72

4.2.7 Fire Refuges .............................................................................................................. 72

4.2.8 Neighbourhood Safer Places – Bushfire Place of Last Resort .................................. 72

4.2.9 Community Information ............................................................................................. 73

4.2.10 Community Education ............................................................................................... 73

4.2.11 MAV Inter-Council Emergency Management Resources Sharing Protocol .............. 74

5 RESPONSE ARRANGEMENTS ................................................................................. 75

5.1 Response Management Arrangements ............................................................................ 76

5.1.1 Coordination .............................................................................................................. 76

5.1.2 Control ....................................................................................................................... 77

5.1.3 Command .................................................................................................................. 77

5.1.4 Consequence Management ...................................................................................... 77

5.1.5 Communications ........................................................................................................ 77

5.1.6 Community Connection ............................................................................................. 78

5.2 Level of Emergency .......................................................................................................... 78

5.2.1 A Team Approach ..................................................................................................... 79

5.3 Responsibilities ................................................................................................................. 79

5.3.1 Control Agencies ....................................................................................................... 79

5.3.2 Support Agencies ...................................................................................................... 79

5.3.3 Municipal Responsibilities ......................................................................................... 79


5.3.4 Administration ............................................................................................................ 80

5.4 Emergency Management Roles and Responsibilities ...................................................... 80

5.4.1 Municipal Emergency Response Coordinator (MERC) ............................................. 80

5.4.2 Municipal Emergency Manager (MEM) (suggested) ................................................. 81

5.4.3 Municipal Emergency Resource Officer (MERO) ...................................................... 82

5.4.4 Municipal Fire Prevention Officer (MFPO)................................................................. 82

5.4.5 Municipal Recovery Manager (MRM) ........................................................................ 83

5.4.6 Deputy MERC, MERO and MRM .............................................................................. 84

5.4.7 Emergency Management Liaison Officer (EMLO) ..................................................... 84

5.4.8 Municipal Emergency Relief Centre Manager ........................................................... 85

5.4.9 Administration Support Officers ................................................................................. 85

5.4.10 Environmental Health Officer (EHO) ......................................................................... 85

5.4.11 Mayor and Councillors ............................................................................................... 86

5.5 Municipal Management Functions .................................................................................... 86

5.5.1 Municipal Operations Centre (MOC) ......................................................................... 86

5.5.2 Financial Considerations ........................................................................................... 87

5.5.3 Assets Register ......................................................................................................... 88

5.5.4 Compensation ........................................................................................................... 88

5.5.5 Business Continuity Plan ........................................................................................... 88

5.6 Emergency Activation ....................................................................................................... 89

5.7 Scalability of emergency coordination .............................................................................. 89

5.7.1 Small Scale Emergency (less than 24 hour impact) .................................................. 89

5.7.2 Medium Scale Emergency (more than 24 hours) ...................................................... 89

5.7.3 Large Scale Emergency (multiple days impacted) .................................................... 89

5.7.4 Non Major Emergency ............................................................................................... 89

5.8 Activation Procedure ........................................................................................................ 90

5.8.1 Triggers to recognise the escalation from local level................................................. 91

5.8.2 Escalation to other municipalities or Regional or State ............................................. 92

5.8.3 Debriefing Arrangements .......................................................................................... 92

5.9 Traffic Management .......................................................................................................... 92

5.10 Municipal Operations Centre (MOC) ................................................................................ 92

5.10.1 Crisisworks ................................................................................................................ 92

5.11 Council Plant and Equipment ........................................................................................... 93

5.11.1 Supplementary Emergency Response Resources .................................................... 93

5.11.2 Planning for Cross Boundary Events ........................................................................ 95

5.11.3 Financial Considerations ........................................................................................... 95

5.12 Warnings Before During and After .................................................................................... 96


5.12.1 Emergency warning mechanisms used by emergency services organisations in

Australia 96

5.12.2 Emergency Broadcasters .......................................................................................... 96

5.12.3 Official Emergency Services Websites ...................................................................... 97

5.12.4 Social Media .............................................................................................................. 97

5.13 Evacuation ........................................................................................................................ 98

5.14 Neighbourhood Safer Places – Bushfire Place of Last Resort ......................................... 99

5.15 Fire Refuges ................................................................................................................... 100

5.16 Transition from Response to Recovery .......................................................................... 100

APPENDIX 1: EMERGENCY MANGEMENT STRUCTURE ........................................................ 101

APPENDIX 2: NON-MAJOR EMERGENCY PROTOCOL ............................................................ 102

APPENDIX 3: GLENELG SHIRE EMERGENCY RESOURCES ACTIVATION PROCEDURE ... 103

5.17 Standby .......................................................................................................................... 104

5.17.1 Municipal Emergency Resource Officer (MERO) .................................................... 104

5.17.2 Municipal Emergency Manager ............................................................................... 105

5.17.3 Deputy MERO’s ....................................................................................................... 105

5.17.4 Municipal Recovery Manager (MRM) ...................................................................... 106

5.17.5 Municipal Relief Centre Manager ............................................................................ 106

5.18 Activation ........................................................................................................................ 107


5.18.2 Municipal Emergency Manager (MEM) ................................................................... 107

5.18.3 Deputy MERO’s ....................................................................................................... 108

5.18.4 MOC Manager (Deputy MERO) .............................................................................. 108

5.18.5 Municipal Recovery Manager (MRM) ...................................................................... 109

5.18.6 Municipal Relief Centre Manager ............................................................................ 110

5.18.7 Emergency Management Liaison Officer ................................................................ 110

5.18.8 Environmental Health Officer .................................................................................. 110

5.18.9 On Ground Resource Officer ................................................................................... 111

5.18.10 Chief Executive Officer ........................................................................................ 111

5.18.11 Corporate Directors and Managers ..................................................................... 111

5.19 Stand Down .................................................................................................................... 111


5.19.2 MOC Manager ......................................................................................................... 112

5.19.3 Deputy MERO’s ....................................................................................................... 112

5.19.4 Municipal Recovery Manager .................................................................................. 112

5.19.5 Municipal Emergency Manager (MEM) ................................................................... 113

5.20 Recovery ........................................................................................................................ 113

5.20.1 Municipal Recovery Manager .................................................................................. 113


APPENDIX 4: MUNICIPAL OPERATION CENTRE - STANDARD OPERATING PROCEDURES

...................................................................................................................................................... 115

APPENDIX 5: BARWON SOUTH WEST EMERGENCY MANAGEMENT CONTACT DIRECTORY

...................................................................................................................................................... 117

APPENDIX 6: COUNCIL PLANT AND EQUIPMENT ................................................................... 118

APPENDIX 7: VICTORIAN WARNING AND NOTIFICATION PROCESS ................................... 119

6 EMERGENCY RELIEF AND RECOVERY ARRANGEMENTS -SUB PLAN ............ 120

6.1 Purpose .......................................................................................................................... 120

6.2 Scope ............................................................................................................................. 120

6.3 Definitions ....................................................................................................................... 120

6.4 Legal Obligations ............................................................................................................ 120

6.5 operational Structure ...................................................................................................... 121

6.5.1 The Role of State Government ................................................................................ 121

6.5.1.1 Emergency Management Commissioner ............................................................. 121

6.5.1.2 State relief and recovery coordination roles......................................................... 122

6.5.1.3 Regional relief and recovery coordination roles ................................................... 122

6.5.2 The Role of Council ................................................................................................. 122

6.6 Management Structure ................................................................................................... 123

6.6.1 Triggers that recognise the escalation from local level............................................ 123

6.6.2 Escalation from local to regional to state ................................................................. 124

6.6.3 Financial Arrangements .......................................................................................... 124

6.7 Emergency Relief services ............................................................................................. 124

6.7.1 Relief Principles ....................................................................................................... 125

6.7.2 Relief Coordination Responsibilities ........................................................................ 125

6.7.3 Relief Activation ....................................................................................................... 126

6.7.4 Emergency Relief Centres ...................................................................................... 127

6.7.4.1 Emergency Relief Centre Planning for Children and Young People.................... 127

6.7.5 Animal Welfare ........................................................................................................ 128

6.7.6 Managing Donations ............................................................................................... 129

6.7.7 Volunteers ............................................................................................................... 130

6.7.8 Communicating during an emergency ..................................................................... 130

6.7.9 Vulnerable Persons Register ................................................................................... 132

6.8 Recovery ........................................................................................................................ 133

6.8.1 Recovery Principles ................................................................................................. 133

6.8.2 Recovery Activation ................................................................................................. 133

6.8.3 Organisation of recovery assistance ....................................................................... 133

6.8.4 Recovery Environments .......................................................................................... 133

6.8.5 Recovery Functional Areas and Activities ............................................................... 134

6.8.5.1 Social Recovery Environment .............................................................................. 135


6.8.5.1.1 Community Recovery Committee ........................................................................ 136

6.8.5.1.2 Municipal Secondary Impact Assessments (MSIA) ............................................. 136

6.8.5.2 Economic Recovery Environment ........................................................................ 140

6.8.5.3 Built Recovery Environment ................................................................................ 141

6.8.5.4 Natural Recovery Environment ............................................................................ 142

6.8.6 Business Continuity ................................................................................................. 142

6.8.7 Communication ....................................................................................................... 143

6.8.7.1 Delivery Methods ................................................................................................. 144

6.8.8 Records Management ............................................................................................. 144

6.8.9 Visits to the affected areas ...................................................................................... 144

6.8.10 Withdrawal and Evaluation ...................................................................................... 145

APPENDIXES 1 TO 25 (PAGES 146 TO 191) ............................................................................. 146


IN A EMERGENCY DIAL TRIPLE ZERO (OOO)

for Police, Fire & Ambulance

Power Outages

Powercor 132 412

Water Supply

Wannon Water 1300 926 666

Gas

AusNet Services 136 707

Hazards on designated highways

Regional Roads Victoria 131 170

Flood, Storm, Landslide, Tsunami and Earthquake Emergency

Victoria State Emergency Service

132 500

Injured Wildlife

Department Environment, Land, Water & Planning

136 186

Hospital Emergency Departments

Casterton Memorial Hospital 55542555 (63-69 Russell St., Casterton)

Portland District Health 55210333 (141-151 Bentinck St., Portland)

Heywood Rural Health 55270555 (21 Barclay St., Heywood)

Glenelg Shire Council - 1300 Glenelg (1300 4536354) MERO – 0409 684 043 MRM – 0400 695 915

1 Glenelg Shire Council Emergency Management Plan 2019-2022 – Feb 2019

FOREWORD

The Glenelg Shire Council Municipal Emergency Management Plan (the “MEMPlan”) has been developed pursuant to Section 20(1) of the Emergency Management Act 1986. The MEMPlan considers potential risks and looks at the prevention of, response to and recovery from emergencies within the Shire. The MEMPlan also aims to increase community resilience to the impacts of emergencies. The economic and social effects of emergencies including loss of life, destruction of property, and dislocation of communities are inevitable. They can have a wide range of effects and impacts on the human and physical environment, and can generate complex needs in dealing with them. History shows us that good planning for the use of resources in managing risk, responding to emergencies and helping affected communities and environments to recover can significantly lessen the harmful effects of those emergencies. The MEMPlan is the result of the co-operative efforts of the Municipal Emergency Management Planning Committee with assistance from emergency services. This MEMPlan should be read in conjunction with the Emergency Management Manual Victoria (EMMV) https://www.emv.vic.gov.au/policies/emmv

https://www.emv.vic.gov.au/policies/emmv


1 INTRODUCTION

The Municipal Emergency Management Plan (MEMPlan) has been produced by and

with authority of Glenelg Shire Council pursuant to Section 20(1) of the Emergency

Management Act 1986 and 2013.

The Glenelg Shire Council understands and accepts its roles and responsibilities as

described in Part 4 of the Emergency Management Act 1986 and 2013.

This MEMPlan is the result of the corporative efforts of the agencies and

organisations that comprise the Municipal Emergency Management Planning

Committee (MEMPC).

(Signature).

Chief Executive Officer

EXECUTED for and on behalf of GLENELG SHIRE

COUNCIL by GREG BURGOYNE, CHIEF EXECUTIVE

OFFICER in accordance with the authority delegated to

me by the Council in the instrument of delegation “S5

Instrument of Delegation to the Chief Executive Officer”

dated Tuesday 25 June 2019.

Signature of Witness


1.1 PURPOSE

The Glenelg Shire Council Municipal Emergency Management Plan (MEMPlan) specifies the agreed arrangements for the prevention of, response to and recovery from emergencies that may occur within the Glenelg Shire municipal area.

1.2 LEGISLATIVE CONTEXT

The MEMPlan is developed in accordance with the Emergency Management Act 1986 and the Emergency Management Act 2013 which provide the legislative basis for the management of emergencies in Victoria.

1.3 AIM

The aim of the Glenelg Shire Municipal Emergency Management Plan is to detail

agreed arrangements for the prevention of, preparedness for, response to and the

recovery from emergencies that could occur in the Glenelg Shire as identified in Part

4 of the Emergency Management Act 1986, the Emergency Management Act 2013

and the Emergency Management Manual Victoria (EMV).

1.4 OBJECTIVES

The broad objectives of the MEMPlan is to:

Identify hazards and evaluate potential risks that may impact upon the municipality;

Implement measures to prevent or reduce the likelihood or consequences of emergencies;

Manage arrangements for the utilisation and implementation of municipal resources (being resources owned by or under the direct control of the municipal council) and other resources available for use in prevention, preparedness, response and recovery to emergencies;

Manage support that may be provided to or from adjoining municipalities;

Provide assistance to meet the essential needs of individuals, families and communities during and in the immediate aftermath of an emergency;

Assist communities affected by emergencies to recover following an emergency; and

Complement other local, regional and state planning emergency arrangements.


1.5 MUNICIPAL COUNCIL ENDORSEMENT

The MEMPlan has been endorsed by the Glenelg Shire Council pursuant to Section 21(1) of the Emergency Management Act 1986. Glenelg Shire Council understands and accepts its roles and responsibilities as described in Part 4 of the Emergency Management Act 1986. The Plan was adopted by the Chief Executive, Glenelg Shire Council, under delegation from Council.

1.6 ENDORSEMENT BY THE MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE (MEMPC)

The MEMPlan has been endorsed by the Glenelg Shire Municipal Emergency Planning Committee (MEMPC) after consultation with member agencies and organisations. Whilst Council is the administrator of the MEMPlan, it is acknowledged by the members of the MEMPC, that the MEMPlan covers the geographic area of the Glenelg Shire Council and that all agencies have a role to play in the development of the MEMPlan. The MEMPlan is administered by Councils Director Corporate Services. Address all enquiries to: Director Corporate Services Glenelg Shire Council PO Box 152 Portland VIC 3305 Tel: 03 5522 2200


1.7 STATEMENT OF AUDIT

Pursuant to Section 21(A) of the Emergency Management Act 1986 Glenelg Shire Council will submit the MEMPlan for auditing once every 3 years to the Chief Officer Operations of the Victoria State Emergency Service to assess whether the MEMPlan complies with the guidelines issued by the Co-ordinator in Chief. The ‘Certificate of Audit’ dated 26 March 2019.


1.8 REFERENCE TO EMERGENCY MANAGEMENT MANUAL VICTORIA

The MEMPlan assumes that users of this document have access to, or good working knowledge of, the Emergency Management Manual Victoria (EMMV). EMMV is available at https://www.emv.vic.gov.au/policies/emmv

1.9 PUBLIC ACCESSIBILITY A public version of the MEMPlan can be accessed via the Glenelg Shire Council website at: https://www.glenelg.vic.gov.au/Emergency_Planning Emergency agency and organisations can access a full copy of the MEMPlan through the MEMPC representative for their organisation, or if they have access, through CrisisWorks, or by contacting the Municipal Emergency Resource Officer (MERO).

1.10 DISTRIBUTION

The MEMPlan is distributed to the following members:

Organisation Name Format

Ambulance Victoria Group Manager, Southern Grampians Electronic

Country Fire Authority Operations Manager Region 4 Electronic

Department of Environmental

Planning, Land & Water DELWP

District Manager Barwon Far South West Electronic

Department Health & Human

Services

Emergency Management Manager Barwon South West; Senior Emergency Manager Coordinator

Electronic

Glenelg Shire Council Municipal Emergency Manager Chief Executive Officer Municipal Emergency Resource Officer Municipal Fire Prevention Officer Municipal Recovery Manager

Electronic

Parks Victoria Area Chief Ranger - Glenelg

Electronic

Portland District Health

Service

Director Corporate Service Unit Care Manager

Electronic

Red Cross Southern Grampians Team Liaison

Officer

Electronic


https://www.glenelg.vic.gov.au/Emergency_Planning


Victoria State Emergency Service Operations Officer Emergency Barwon

South West

Electronic

Victorian Council of Churches

Emergencies Ministry

Area Coordinator of Glenelg Electronic

Regional Roads Victoria Emergency Manager Coordinator Electronic

Victoria Police MERC, Senior Sergeant, Station

Commander Portland

Electronic

Volunteer Coast Guard

Portland

Coast Guard Electronic

Wannon Water Risk & Emergency Manager Officer Electronic

Department of Jobs, Precincts

and Regions

Leading Animal Health Officer - Animal

Welfare Biosecurity and Agriculture

Services

Electronic

1.11 LEGAL DEPOSIT

The MEMPlan, in accordance with section 49 of the Libraries Act 1988 will be

provided to the State Library of Victoria within two months of every new or amended

version.

The amended MEMPlan will be emailed to: [email protected]

mailto:[email protected]


1.12 ACRONYMS

AA Airservices Australia ADF Australian Defence Force AFAC Australian Fire and Emergency Services Authority Council AGD Attorney-General’s Department AIIMS Australian Inter-Service Incident Management System AMSA Australasian Maritime Safety Authority ARCV Australian Red Cross Victoria ARFF Aviation Rescue and Firefighting (part of Airservices Australia) ATSB Australian Transport Safety Bureau AusSAR Australian Search and Rescue AV Ambulance Victoria AVCG Australian Volunteer Coast Guard BC Building Commission BOM Bureau of Meteorology CCP Chief Commissioner of Police CCoV Coroners Court of Victoria CERA Community Emergency Risk Assessment CFA Country Fire Authority CI Critical Infrastructure CMA Catchment Management Authority COAG Council of Australian Governments DJPR Department of Jobs, Precincts and Regions DELWP Department of Land, Water and Planning DET Department of Education and Training DHHS Department of Health and Human Services DoT Department of Transport DJCS Department of Justice and Community Safety DPC Department of Premier and Cabinet DTF Department of Treasury and Finance DVI Disaster Victim Identification EMLO Emergency Management Liaison Officer EMT Emergency Management Team EMV Emergency Management Victoria EMMV Emergency Management Manual Victoria EPA Environment Protection Authority ERC Emergency Relief Centre ESTA Emergency Services Telecommunications Authority GIS Geospatial Information System ICA Insurance Council of Australia ICC Incident Control Centre IFMP Integrated Fire Management Planning IMS Incident Management System IMT Incident Management Team LSV Life Saving Victoria MAV Municipal Association of Victoria MEMEG Municipal Emergency Management Enhancement Group MEMPC Municipal Emergency Management Planning Committee MERC Municipal Emergency Response Coordinator


MERO Municipal Emergency Resource Officer MFB Metropolitan Fire Brigade MFESB Metropolitan Fire and Emergency Services Board MFPO Municipal Fire Prevention Officer MOC Municipal Operations Centre MRM Municipal Recover Manager MSV Marine Safety Victoria NDRRA Natural Disaster Relief and Recovery Arrangements POC Police Operations Centre (D24) PV Parks Victoria REMI Regional Emergency Management Inspector RERC Regional Emergency Response Coordinator RERCC Regional Emergency Response Coordination Centre RRV Regional Roads Victoria RFCV Rural Finance Corporation Victoria RSPCA Royal Society for Prevention of Cruelty to Animals SCC State Control Centre / State Crisis Centre SERCC State Emergency Response Coordination Centre SERP State Emergency Response Plan SEWS Standard Emergency Warning Signal SHERP State Health Emergency Response Plan TAC Transport Accident Commission USAR Urban Search and Rescue VCC-EM Victorian Council of Churches-Emergency Ministries VFRR Victorian Fire Risk Register VicPol Victoria Police VICSES Victoria State Emergency Service


1.13 GLOSSARY

This glossary defines or explains terms, which have a restricted or technical

meaning in the context of the emergency management arrangements.

Where an entry is marked [Act], the definition is the same as or is similar to the

meaning given in the Emergency Management Act 1986.

Within each entry, a word or phrase expressed in italics indicates a separate entry

exists for that word.

Assembly Area

A designated location used for the assembly of emergency-affected persons.

The area may also incorporate an emergency relief centre.

Command

The direction of human and material resources of an agency in the performance

of that agency’s roles and tasks.

Community Recovery Committee

A committee that may be convened after an emergency to provide a

management forum for the recovery process in respect of an affected area or a

specific community.

Community Development Officer

A person appointed to initiate and co-ordinate activities in an affected

community to assist its development in recovering from an emergency.

Control

The overall direction of activities in an emergency response situation.

Control Agency

An agency nominated to control the response activities to a specified type of

emergency.

Co-ordinate/Co-ordination

The bringing together of agencies and resources to ensure effective response

to and recovery from emergencies primarily concerned with the systematic

acquisition and application of required resources.

Co-ordinator in Chief

The Co-ordinator in Chief of Emergency Management, whose roles are (a) to

ensure that adequate emergency management measures are taken by

government agencies, and (b) co-ordinate the activities of government agencies

carrying out their statutory functions, powers, duties and responsibilities in

taking such measures. [Act] The Minister for Police and Emergency Services is

the Co-ordinator in Chief.


Deputy Co-ordinator in Chief

The Deputy Co-ordinator in Chief of Emergency Management who is the Chief

Commissioner of Police. [Act] (See also State Co-ordinator of Response)

Deputy State Co-ordinator

The Deputy State Co-ordinator of Emergency Response is the Deputy

Commissioner (Operations) of Police.

Disaster

A term not in general usage within Victoria’s arrangements, where it would be

taken to mean the same as emergency. Under the Act, an emergency is termed

a disaster only if a state of disaster has been declared.

Disaster Area

Means that part or those parts of Victoria in which a state of disaster is declared

to exist. [Act]

Disaster, State of

The Premier can declare a state of disaster to exist in all or part of Victoria if an

emergency constitutes a significant and widespread danger to life or property,

which justifies the enabling of the Co-ordinator in Chief, or delegate, to exercise

extraordinary powers in directing and controlling agencies and resources for

responding to it. [Act]

Disaster Victim Identification (DVI)

Procedures used to positively identify deceased victims of multiple-casualty

emergencies.

Emergency

An emergency due to the actual or imminent occurrence of an event which in

any way endangers or threatens to endanger the safety or health of any person

in Victoria or which destroys or damages, or threatens to destroy or damage,

any property in Victoria, or endangers or threatens to endanger the environment

or an element of the environment in Victoria including, without limiting the

generality of the foregoing:

a) An earthquake, flood, wind-storm or other natural event; and b) A fire; and c) An explosion; and d) A road accident or any other accident; and e) A plague or an epidemic; and f) A warlike act, whether directed at Victoria or part of Victoria or at any other

State or Territory of the Commonwealth; and


g) A hi-jack, siege or riot; and A disruption to an essential service. [Act]

Emergency Activity

Emergency activity is usually referred to in connection with compensation

arrangements for voluntary emergency workers, and is defined as:

(a) Performing a role or discharging a responsibility of an agency in

accordance with the State Emergency Response Plan or State Emergency

Recovery Plan; or

(b) Training or practising for an activity referred to above or being on active

standby duty; or

(c) Travelling to or from the place where an activity referred to above has

occurred or is to occur. [Act]

The definition can also apply to activities of emergency workers in general.

Emergency-affected Persons

People, other than emergency management personnel, who experience losses

or injury or are affected by an emergency. Usually understood to exclude the

deceased.

Emergency Area

An emergency area declared under s. 36A of the Act, being, in the opinion of the

most senior police officer in attendance, on the advice of the control agency, an

area from which it is necessary to exclude persons due to the size, nature or

location of an emergency, so as to ensure public safety, security of evacuated

premises, or the safety of, or prevention of obstruction, hindrance or

interference to, persons engaging in emergency activity. [Act]

Emergency Co-ordination Centre

A centre operating at municipal level to co-ordinate and organise emergency

provision of municipal and community resources.

Emergency Management

The organisation and management of resources for dealing with all aspects of

emergencies. [Act] Emergency management involves the plans, structures and

arrangements which are established to bring together the normal endeavours of

government, voluntary and private agencies in a comprehensive and

co-ordinated way to deal with the whole spectrum of emergency needs

including prevention, response and recovery.

Emergency Management Team

The team, which enables an incident controller’s response strategy to be carried

out by support agencies through their own commanders, and assists the

emergency response co-ordinator in determining resource acquisition needs,

and in ensuring a co-ordinated response to the emergency.


Emergency Operations Centre (EOC)

An operations centre established by a response agency for its command and/or

control functions, e.g. Police Operations Centre (POC), Fire Control Centre

(FCC).

Emergency Recovery

Has the same meaning as recovery.

Emergency Relief

The provision of life support and essential needs to persons affected by, or

responding to, an emergency.

Emergency Relief Centre

A building or place established to provide emergency relief for persons affected

by, or responding to, an emergency.

Emergency Response

Has the same meaning as response.

Emergency Response Co-ordination Centre (ERCC)

A centre operating at State or Divisional level to co-ordinate resources and

conduct response operations ancillary to the control agency.

Emergency Response Co-ordinator

A member of the Victoria Police appointed as state, divisional, municipal or field

emergency response co-ordinator, whose role is to co-ordinate the response to

an emergency.

Emergency Response Plan

A plan that sets out the roles and responsibilities of agencies in emergency

response and the co-ordination arrangements which is to be utilised. [Act]

Emergency Management Liaison Officer (EMLO)

A liaison officer who represents an agency, and is empowered to commit or to

arrange the commitment of resources of the agency in the response to or

recovery from emergencies, and to provide a communication link with the

agency.

Emergency Shelter

Group shelter provided for affected persons in a community hall or similar. It is

part of emergency relief, and is different from temporary accommodation.

Emergency Supply

The provision of resources in emergencies to response agencies, by other than

their internal resource acquisition systems.

Evacuation


The planned relocation of persons from dangerous or potentially dangerous

areas to safer areas and eventual return.

Evacuation Centre

Emergency Relief Centres provide this function.

Fire Refuge

A community fire refuge is a building where people may seek shelter from the

danger of wildfire. A building constructed or designated as a fire refuge should

have consideration given to its vulnerability to wildfire, parking for users,

availability of water, telephone and electric power, and location and accessibility

in relation to its service area.

Incident Controller

The officer with overall responsibility for emergency response operations. The

incident controller is normally appointed by the control agency, but can also be

appointed by an emergency response co-ordinator in circumstances where

ss. 16 or 16A of the Act apply.

Material Needs

Clothing, bedding and other personal requisites provided to emergency-affected

persons.

Municipal Emergency Resources Officer (MERO)

A municipal appointee responsible to the municipal council for ensuring the

co-ordination of municipal resources to be used in emergency response. [Act]

Municipal Recovery Manager (MRM)

A municipal appointee responsible to the municipal council for ensuring the

co-ordination of municipal resources to be used in recovery.

National Emergency Management Committee

The Committee chaired by the Director General of Emergency Management

Australia, comprising representatives of State and Territory peak emergency

management committees, including the Victoria Emergency Management

Council, which addresses emergency management policy issues at a national

level.

National Emergency Operations Centre (NEOC)

A Centre established in Canberra by Emergency Management Australia to

co-ordinate Commonwealth assistance to the States or elsewhere.

Register.Find.Reunite

The Commonwealth/State arrangements for the recording details of evacuees

and for handling inquiries about the location of registered persons.


Natural Disaster Relief Arrangements

The arrangements under which the Commonwealth Government assists the

State Government to provide approved financial assistance to eligible persons

and organisations following natural disasters.

Natural Disasters

Those emergencies defined by the Commonwealth for the purposes of the

Natural Disaster Relief Arrangements: bush fires, cyclones, earthquakes, floods

and storms including hail.

Post Emergency Assistance Measures

Financial and other assistance provided to emergency-affected persons,

communities or organisations to assist their recovery from an emergency.

Prevention

The elimination or reduction of the incidence or severity of emergencies and the

mitigation of their effects. [Act]

Primary Agency

The agency listed as having primary responsibility to provide and/or manage

support tasks under response arrangements.

Recovery

The assisting of persons and communities affected by emergencies to achieve

a proper and effective level of functioning. [Act]

Recovery Agency

Means an agency having a role or responsibility under the State Emergency

Recovery Plan or in the recovery arrangements.

Regional Emergency Response Plan

The emergency response plan prepared and maintained for each emergency

response region.

Regional Recovery Co-ordinator

The person appointed by the State Emergency Recovery Co-ordinator to carry

out regional recovery planning and management functions.

Regional Recovery Plan

The emergency recovery plan prepared and maintained for each recovery

region.

Resource Supplementation

The provision of resources in emergencies to response agencies by other than

their internal resource acquisition systems.

Response

The combating of emergencies and the provision of rescue and immediate relief

services. [Act]


Response Agency

An agency having a role or responsibility under the State Emergency Response

Plan or the response arrangements. Response agencies can be control or

support agencies for different emergencies.

Response Co-ordinator

See Emergency Response Co-ordinator

Staging Area

A location designated and used during emergency response for the assembly of

control or support agency personnel prior to deployment.

State Co-ordinator of Response

The State Co-ordinator of Response is the Chief Commissioner of Police. [Act]

State of Disaster

See: Disaster, State of

State Recovery Co-ordinator

A Senior Officer of the Department of Human Services, (appointed by the

Co-ordinator in Chief as the co-ordinating agency for recovery) appointed by the

Department as State Recovery Co-ordinator. [Act]

Support Agency

An agency which provides essential services, personnel, or material to

support or assist a control agency or affected persons.

Temporary Accommodation

Accommodation provided over an extended period of days, weeks or

months, for individuals or families affected by an emergency. It is different

from emergency shelter.

Volunteer Emergency Worker

A volunteer worker who engages in emergency activity at the request

(whether directly or indirectly) or with the express or implied consent of the

chief executive (however designated), a person acting with the authority of

the chief executive, or an agency to which either the state emergency

response or recovery plan applies. [Act]


2 BACKGROUND

2.1 CONTEXT

Glenelg Shire is located in south-western Victoria, about 360 kilometres from the Melbourne CBD. Glenelg Shire embraces an area of approximately 621,200 ha. The northern border is with West Wimmera Shire, just south of the Dergholm Township. The districts of Tyrendarra, Condah, Wallacedale, Tahara and Paschendale form the eastern boundary with the shires of Southern Grampians and Moyne. From there the Shire stretches west to the South Australian border and south to the coast, having boundaries with the District Council of Grant and City of Mount Gambier. There are diverse natural attributes of the area, with 134.2 km of coastline, inland lakes, rivers and agricultural land. A moderate climate and a reliable rainfall area give the municipality a sound base for rural / agricultural activity. Approximately one third of the municipality is used for plantation forestry, one third of public land and the final third for agriculture. Designated Crown land accounts for about 150,000 ha with about 76,000 hectares being devoted to National parks. The municipality contains an extensive network of roads. The Princes, Glenelg and Henty highways form the major transport links and a grid of “main road” arterials join the significant regional townships and provide important freight routes. There are also approximately 5,000 km of sealed and gravelled local roads. The geographic size of the municipality, with relatively long distances between population's centres, poses challenges involving public transport, road works and communication. The Glenelg Shire estimated resident population is 19,557, with a population density of 0.03 persons per hectare. https://profile.id.com.au/glenelg/population?WebID=160

2.2 AREA DESCRIPTION

The Glenelg Shire is nestled in Victoria's south west corner. Located around a deep-water port, Portland is the major centre in the shire and home of the only aluminium smelter in Victoria. Natural attractions include, Glenelg River, the surrounding national parks and Lake Condah Indigenous Protected Area. The shire's economy is based around service industries, timber production, grazing and manufacturing. The main industries include basic non-ferrous metal manufacturing, agriculture and marine fishing.

https://profile.id.com.au/glenelg/population?WebID=160


Glenelg Shire includes the townships and rural localities of:

Allestree, Bahgallah, Bessiebelle (part), Bolwarra, Branxholme (part), Breakaway Creek

(part), Brimboal, Cape Bridgewater, Carapook (part), Cashmore, Casterton, Chetwynd

(part), Clover Flat (part), Condah, Corndale, Dartmoor, Dergholm (part), Digby, Drik Drik,

Drumborg, Dunrobin, Gorae, Gorae West, Grassdale, Greenwald, Heathmere, Henty,

Heywood, Homerton, Hotspur, Killara, Lake Condah (part), Lake Mundi, Lindsay, Lyons,

Merino, Milltown, Mount Richmond, Mumbannar, Muntham (part), Myamyn, Nangeela,

Nareen (part), Narrawong, Nelson, Paschendale, Portland, Portland North, Portland West,

Sandford, Strathdownie, Tahara (part), Tahara Bridge, Tahara West, Tyrendarra (part),

Wallacedale (part), Wando Bridge, Wando Vale (part), Warrock and Winnap.

Map 2.2.1

Glenelg Shire has an online mapping tool that provides users with the options of

selecting different layers to view bus routes, bus stops, transport, waterways, bushfire

prone areas and planning information. Link is

http://www.glenelg.vic.gov.au/Mapping_Menu

Figure 1: Map of Glenelg Shire

Topography 2.2.2

There are diverse natural attributes of the area, with 134.2 km of coastline, inland lakes, rivers and agricultural land. A moderate climate and a reliable rainfall area give the municipality a sound base for rural / agricultural activity. Approximately one third of the municipality is used for plantation forestry, one third of public land and the final third for agriculture.

http://www.glenelg.vic.gov.au/Mapping_Menu


Designated Crown land accounts for about 150,000 ha with about 76,000 hectares being devoted to National parks.

The geographic size of the municipality, with relatively long distances between population's centres, poses challenges involving public transport, road works and communication. Major features of the Shire include Discovery Bay Coastal Park, Cobboboonee National Park, Lower Glenelg National Park, Mount Richmond National Park, Dergholm State Park, Cape Nelson State Park, Lake Condah Indigenous Protected Area, the Great South West Walk, Portland Maritime Discovery Centre, Portland Botanical Gardens, Princess Margaret Rose Caves, the Glenelg River, South West TAFE (Portland Campus), Portland Aluminium Smelter, Port of Portland.

Rivers 2.2.3

Fitzroy River;

Wannon River;

Glenelg River; and

Surrey River.

Land Use 2.2.4

Glenelg Shire is a predominantly rural area, with significant residential areas in the townships of Casterton, Dartmoor, Heywood, Nelson and Portland, and the villages of Digby and Merino. The major town is Portland. The Shire encompasses a total land area of 6,200 square kilometres, including national parks, pine plantations and coastline. Much of the rural area is used for timber-getting, farming, grazing and dairying.

Indigenous Background 2.2.5 Gunditjmara people are the traditional owners in the far south west of Victoria and also care for Buanditj country. The Buanditj traditional lands were to the west of the Glenelg River. Another tribe, the Jardwadjali, inhabited land to the north of the Glenelg River, and along the upper Glenelg River spoke a southern dialect Nundadjali. Dhauwurd Wurrung is the preferred name for the language spoken in the Lake Condah Region84. The Gunditjmara’s native title rights were recognised by the Federal Court of Australia in the Gunditjmara Native Title Consent Determination in March 2007. The consent determination covers around 133,000 hectares of Crown land (including National Parks). The area is bounded on the west by the Glenelg River, to the north the Wannon River and extends to the east as far as the Shaw River. It includes Lady Julia Percy Island and coastal foreshore between the South Australian border and the township of Tyrendarra. Gunditjmara people continue to care for the country through organisations including the Gunditj Mirring Traditional Owners Aboriginal Corporation and the Winda Mara Aboriginal Corporation. Heywood is the base for both these organisations and has the


second largest Indigenous population in Victoria. The local Indigenous community has a strong connection to country and are the key drivers of these organisations.

Climate 2.2.6

Average winter temperature is 8 – 15 degrees Celsius Average summer temp13 – 22 degrees Celsius Average rainfall 857mm

2.3 INFRASTRUCTURE

Major Infrastructure Assets 2.3.1

Located within the Glenelg Shire are the following major non-Council assets:

Hospitals and Aged Care Facilities;

Hospital Address

Casterton Memorial Hospital 63-69 Russell St, Casterton Vic 3311

Heywood Rural Health 21-23 Barclay St, Heywood Vic 3304

Portland District Health 141-151 Bentinck St, Portland Vic 3305

Merino Bush nursing centre 19-21 High St, Merino Vic 3310

Dartmoor Bush nursing centre

28 Ascot St, Dartmoor Vic 3304

Edgarley Home for the Aged 85 Jackson St, Casterton Vic 3311

Seaview House 2 Otway Crt, Portland Vic 3305

BUPA 83 Wellington Rd, Portland Vic 3305

Table 1: Major Assets

Portland District Health (PDH) is the largest health service in the shire and provides an integrated health service which comprises acute, primary health and aged residential care service. PDH health service also provides 24-hour, 7 days a week Urgent Care Centre (Emergency Department) with 69 registered inpatient beds.

The Council provides an extensive range of Environmental Health Services such as food hygiene, immunisation, hygiene standards, education and promotion and pest control. A complete list of health facilities can be found in Part 6: Appendix 25


Commerce 2.3.2

Industry Name Address

Port of Portland Barton Place (actual site) – 23-25 Kunara Crescent Portland (Main Office)

Portland Aluminium Smelter Maderia Packet Road Portland

Pacific Hydro (known as Tango Energy wind farm)

Level 13/700 Collins Street Melbourne

Industry in the municipality is related to agricultural production (including plantation forestry), commercial fisheries, mineral resources and energy industries derived from the rich hinterland (and beyond) and the Port of Portland. The timber industry is widely established on both Crown and private land. Farming and grazing are ongoing historical land uses and the fishing industry has now developed along with modern technology and sustainable yield management policies. Farming production includes wool, beef, prime lambs, dairying, oil seed and cereal crops, viticulture, potatoes, stone fruits and floriculture. Portland has attracted port-related industries such as aluminium processing, fertiliser production, wool stores and timber processing as well as developing a major dry bulk export port for the products of the region and hinterland. The Shire has also benefited from the introduction of wind energy. Portland Airport is located approximately 15 kilometres west of Portland and has diverse general aviation activity including regular passenger services. The Portland-Hamilton standard gauge railway line also provides an important transport link. The fishing industry in Portland contributes 30-40% of the wet fish market in Melbourne Victoria. Shopping Precincts

Portland – The commercial centre is based around Percy Street with a number of retail outlets and eateries spilling over into Bentinck Street which overlooks a grassy foreshore, the town’s marina and boating facilities, and expansive sands of Nunn’s beach. Heywood – Heywood Central Business District runs from Edgar Street (Princes Hwy), including the service roads, between Lindsay St and Cameron St Heywood. Casterton – Casterton Central Business District runs along Henty Street (Glenelg Hwy) between Hutton St and Clarke St Casterton.


Major Events

Events are popular in Glenelg Shire with summer events attracting large crowds. Key annual events include:

Summer Dartmoor P&A Show

South Coast Drags

Christmas Eve

New Year Eve Celebrations

Hooked on Portland Festival

Wood, Wine & Roses Heywood

Tyrendarra Agricultural Show

Nelson Road to River Festival

Cruise Ships

Twilight Cinemas

Portland Classic Club Show N Shine

Autumn Hooked on Tuna (over 5 weekends)

Casterton Cup

Seafood by the Seashore / Beers by the Bay

Winter Casterton Kelpie Festival

Tour of the Great South Coast Cycling

Spring Upwelling Festival

Three Bays Marathon

Casterton P&A Show

Great Victorian Bike Ride

Table 2: Key annual events


Education 2.3.3

The municipality has:

1 Technical & Further Education (TAFE)

4 childcare centres,

5 kindergartens and pre-schools,

10 Government and 3 Independent primary schools,

3 Government and 1 Independent secondary schools

1 special school and

1 occasional care services.

http://www.education.vic.gov.au

A complete list of the child care centres, kindergartens and schools can be found in Part 6: Appendix 25. In the 2009 Victorian Bushfires Royal Commission’s Interim Report, the Department of Education and Early Childhood Development conducted a review of all schools (government and non-government), kindergartens and child care facilities determined by the Department to be at high-risk of fire danger. These facilities have been placed on a Bushfire At-Risk Register and will be pre-emptively closed on days when a Code Red (catastrophic) fire danger warning is issued. The following schools are designated as Bushfire at Risk Schools: School Address Contact Number

Bolwarra Primary School 249 Princes Highway, Bolwarra

5529 2374

Wesley College - Lochend Camp

22 Kennedys Rd, Cape Bridgewater

81026100

Casterton Primary School 14 - 24 Mc Pherson Street, Casterton

5581 1522

Casterton Secondary College

27 Mt Gambier Road, Casterton

5581 1588

Kathleen Millikan Centre (Casterton)

1 - 7 Jackson Street, Casterton

5522 2211

Sacred Heart Primary School (Casterton)

39 Robertson Street, Casterton

5581 1131

Dartmoor Children’s Centre 134 Lang Street, Dartmoor 5528 1227

Dartmoor Primary School 76 Greenham Street, Dartmoor

5528 1382

Merino Consolidated School 49 Paschendale Road 5579 1305

Heywood Consolidated School

51 Kentbruck Road, Heywood

5527 1200

Heywood Early Learning Centre

39 Hunter Street Heywood

5527 1118

Heywood District Secondary College

160-200 Gorrie Street, Heywood

5527 1303

Heywood Kindergarten 24 Hunter Street, Heywood 5527 1382

http://www.education.vic.gov.au/


Transport Connections 2.3.4

2.3.4.1 Road The municipality contains an extensive network of roads. The Princes, Glenelg and Henty highways form the major transport links and a grid of “main road” arterials join the significant regional townships and provide important freight routes. There are also approximately 5,000 km of sealed and gravelled local roads. Public Transport Victoria (PTV) provide a local bus service throughout the municipality. Part 2 Appendix 1: Local Bus Routes Public Transport Victoria provides passenger coach and rail services from Portland to Melbourne, Ballarat and Geelong. https://railmaps.com.au/routedetails.php?RouteSelect=554 Part 2 Appendix 2: Regional Train and Coach Network

2.3.4.2 Rail

The Portland-Hamilton standard gauge railway line also provides an important transport link.

2.3.4.3 Fly

The Glenelg Shire Council has two airports within its boundaries, Portland Airport and

Casterton Airfield.

The Portland airport is 15Km from the township of Portland. The airport is home to the

aero club and Sharp Airlines. Regular Sharp Airlines movements can be found here: http://www.sharpairlines.com/ Casterton Airfield is located 4 kms south west of the Casterton township on Springbank Road. The airfield consists of two strips. The main strip is the North South Strip which is an all-weather strip 1300m x 45m. This strip is suitable for twins, ambulance and fast aircraft. The air strips are used by DELWP and CFA during the fire season. The second strip is the East-West strip which is a 550 m grass strip. 2.3.4.4 Sea

The Port of Portland is a privately owned deep-water bulk port strategically located between the ports of Melbourne and Adelaide. It is the international gateway for the Green Triangle Region, an area blessed with an abundance of natural resources. The Port specialises in bulk commodities, particularly agricultural, forestry and mining products as well as aluminium and fertiliser. It has approximately six million tonnes in annual throughput.

https://railmaps.com.au/routedetails.php?RouteSelect=554

http://www.sharpairlines.com/


The export trade includes grain, woodchips, logs, aluminium ingots and livestock, while import commodities are alumina, liquid pitch and fertiliser products.

The Port's close proximity to shipping lanes and deep-water approaches provides unimpeded access right to the entrance of the harbour basin. The Port is served by both road and rail systems, which bypass the City of Portland to allow 24-hour access. It delivers $2.5 billion into the region and the nation each year - a figure that will continue to grow. Cruise Ships

Cruise ships are now docking at the Port of Portland with two ships scheduled for 2019 and four for 2020. Ship guest capacity varies however there could be over 680 guests disembarking at the Port of Portland at any one time. This is a growing industry for the Port of Portland. The Port of Portland has an approved Maritime Security Plan as required under the Maritime Transport Security Act 2003. This plan can be accessed on the Port of Portland website click on the following link http://www.portofportland.com.au/port-securityainductions/security.html

The Local Port of Portland Bay

The Local Port is operated by Council as Local Port Manager and Waterway Manager on behalf of the State Government. All facilities, navigation and waters inside the boundary (see map below) are managed by Local Port Officers.

Local Port Officers operate an on-call roster for duty outside of business hours and also are on-call weekends and all public holidays. Initial contact should be the Local Port Manager or as directed by phone message. Alternatively, contact any Port Officer in an emergency. New recreational boat arrivals should be directed to the Portland Bay Marina (Berths A7 or J1) and advised to contact the Local Port ASAP. Berth fees apply. For plans of the Portland Bay Marina with depths, please click on the following link: https://www.glenelg.vic.gov.au/Local_Port_of_Portland_Bay

New commercial fishing boats or commercial workboats (tugs, tenders, survey boats etc.) arriving should be directed to the Trawler Wharf and advised to contact the Local Port ASAP.

http://www.portofportland.com.au/port-securityainductions/security.html

http://www.portofportland.com.au/port-securityainductions/security.html

https://www.glenelg.vic.gov.au/Local_Port_of_Portland_Bay


Map: Local Port of Portland Bay

The Australian Volunteer Coast Guard launches their boats from the Port of Portland.

Facilities and Services Infrastructure 2.3.5

Major Infrastructure Assets

Facility Address Phone

Port of Portland 23/25 Kunara Cres, Portland

5525 0900

Portland Aluminium Smelter

Madeira Packet Rd, Portland

5521 5400

Portland District Health 141-151 Bentinck St, Portland

5521 0333

Pacific Hydro (known as Tango Energy wind farm)

Cape Bridgewater Cape Nelson

03 8621 6000


The following facilities and service infrastructure exist in within the municipality:

Mt Clay Transmission Towers;

Above ground electrical transmission cables;

Interstate terminal Mt Clay;

Electrical terminal stations;

Water treatment and storage infrastructure;

Water reclamation infrastructure and sewer pumping stations

Gas pipeline; and

Wind turbines.

2.4 DEMOGRAPHY AND COMMUNITY PROFILE1

Population 2.4.1

In 2016, the estimated resident population of Glenelg Shire is 19,557. In the 2016 Census there were the following population in the major townships of Glenelg Shire;

Casterton – 1,679

Heywood – 1,730

Portland City – 9,730


1 ABS Census 2016



Age Profile 2.4.2

Analysis of the service age groups of Glenelg Shire indicates the Shire had a lower proportion of Pre-schoolers and a higher proportion of persons as post retirement age than Regional Vic in 2016. The major differences between the age structure of Glenelg Shire and Victoria were:

A larger percentage of ‘Older workers and pre-retirees’ (16.5% compared to 13.9%);

A larger percentage of 'empty nesters and retirees’ (15.4% compared to 13.4%);

A smaller percentage of ‘Parents and homebuilders’ (17.9% compared to 18.1%); and

A smaller percentage of ‘Primary schoolers’ (7.4% compared to 8.7%).


Figure 2: Age Structure – service age groups 2016

Cultural Diversity 2.4.3

Analysis of the ancestry responses of the population in Glenelg Shire in 2016 shows that the top five ancestries nominated were:

Australian (8,488 people or 43.4%);

English (8,077 people or 41.3%);

Scottish (2,301 people or 11.8%);

Irish (2,124 people or 10.9%);and

German (1,048 people or 5.4%).

Employment 2.4.4

8,309 people living in Glenelg Shire in 2016 were employed, of which 56% worked full-time and 41% part-time.

Level of Education 2.4.5

2,647 people in Glenelg Shire had a tertiary qualification in 2016. Analysis of the qualifications of the population in Glenelg Shire in 2016 compared to Regional Victoria shows that there was a lower proportion of people holding formal qualifications (Bachelor or higher degree; Advanced Diploma or Diploma; or Vocational qualifications), and a higher proportion of people with no formal qualifications. Overall, 39.5% of the population aged 15 and over held educational qualifications, and 47.5% had no qualifications, compared with 45.0% and 42.7% respectively for Regional Victoria.


Need for Assistance 2.4.6

1,323 people or 6.8% of the population in Glenelg Shire in 2016, reported needing help in their day-to-day lives due to disability. Analysis of the need for assistance of people in Glenelg Shire compared to Regional Victoria shows that there was a higher proportion of people who reported needing assistance with core activities. Overall, 6.7652% of the population reported needing assistance with core activities, compared with 6.0302% for Regional VIC.

Access to information via the internet 2.4.7

69.4% of the Shire had internet connections compared to 73.5% respectively in Regional VIC.

Household type 2.4.8

Analysis of the household/family types in Glenelg Shire in 2016 compared to Regional Victoria shows that there was a lower proportion of couple families with child(ren) as well as a lower proportion of one-parent families. Overall, 22.5% of total families were couple families with child(ren), and 9.4% were one-parent families, compared with 25.3% and 10.1% respectively for Regional VIC. There were a higher proportion of lone person households and a higher proportion of couples without children. Overall, the proportion of lone person households was 29.4% compared to 27.0% in Regional VIC while the proportion of couples without children was 28.5% compared to 27.1% in Regional VIC.

Dwelling type 2.4.9

In 2016, there were 9,030 separate houses in the area, 670 medium density dwellings, and 21 high density dwellings. Analysis of the types of dwellings in Glenelg Shire in 2016 shows that 91.0% of all dwellings were separate houses; 6.8% were medium density dwellings, and 0.2% were in high density dwellings, compared with 87.9%, 9.9%, and 0.3% in the Regional VIC respectively. In 2016, a total of 82.9% of the dwellings in Glenelg Shire were occupied on Census night, compared to 83.6% in Regional VIC. The proportion of unoccupied dwellings was 16.7%, which is larger compared to that found in Regional VIC (16.1%).


Socioeconomic Profile 2.4.10 The Socio-Economic Indexes for Areas (SEIFA) Index of Relative Socio-economic Disadvantage (IRSD) ranks areas according to their relative socio-economic disadvantage. The index is derived from attributes that reflect disadvantage such as low income, low educational attainment, high unemployment, and jobs in relatively unskilled occupations. When targeting services to disadvantaged communities, it is important to also look at these underlying characteristics as they can differ markedly between areas with similar SEIFA scores and shed light on the type of disadvantage being experienced. The average score for areas across Australia is 1,000 and areas with a score below 1,000 are more disadvantaged than the national average. Those areas with a score above 1,000 are less disadvantaged. In 2016, Glenelg Shire scored 1,022.2 on the SEIFA index of disadvantage

2.5 NATURAL ENVIRONMENT

Glenelg Shire acknowledges its unique geographical location and the regional strengths. Its rich natural resources are the basis of these regional strengths which include a natural deep sea port and links with road and rail networks, prosperous fishing and primary production industries in a high rainfall zone with fertile soils. Natural wonders and unique biodiversity abound. A standout natural feature in the Shire is the Glenelg River and estuary, which together with its tributaries, flows through the Shire from the Grampians, carving deep gorges in the Dundas Tablelands and Glenelg Plain before reaching the Southern Ocean at Nelson. The spectacular landscape of Discovery Bay and three prominent headlands and bays of Cape Bridgewater, Cape Sir William Grant and Cape Nelson; the Budj Bim (Mt Eccles) National Park and Tyrendarra lava flow at the eastern boundary are a National Heritage Listed landscape, as rich in Indigenous cultural heritage as they are in biodiversity. Kanawinka Geopark, the first UNESCO Geopark of its kind in Australia, extends from Mortlake in the east to Mt. Gambier in South Australia, and encompasses most of Glenelg Shire. For more information please refer to the Glenelg Environment Strategy https://www.glenelg.vic.gov.au/files/GSC_Environment_Strategy_2010_2020.pdf

https://www.glenelg.vic.gov.au/files/GSC_Environment_Strategy_2010_2020.pdf


2.5.1.1 Great South West Walk

The Great South West Walk is bushwalking trail suitable for most ages and abilities comprising short 2 hour loop walks, full day walks, or for the intrepid, the whole 250km loop that begins and ends at the Maritime Discovery and Visitor Information Centre in Portland.

http://www.greatsouthwestwalk.com/intro/ Part 2 Appendix 3: Great South West Walk Map

National Parks and Reserves 2.5.2

Lower Glenelg National Park;

Cobboboonee National Park;

Narrawong Flora Reserve

Tyrendarra Nature Conservation Reserve

Crawford River Regional Park

Wilkin Flora & Fauna Reserve

Bolwarra Bushland Reserves

Budj Bim (Mount Eccles) National Park;

Mount Richmond National Park;

Cape Nelson State Park; and

Dergholm State Park

http://parkweb.vic.gov.au/explore/parks

Coastline 2.5.3

Discovery Bay Marine National Park Discovery Bay is Victoria’s marine gateway to the Great Australian Bight and the immense expanse of the Southern Ocean. Situated 20km west of Portland and covering 2770ha, this park protects part of the largest coastal basalt formation in western Victoria. These basalt rocks were formed from lava which cooled and hardened over the last million years. The park is framed by the cliffs of Cape Bridgewater to the east and the white sand dunes of Discovery Bay to the north. The dynamic history of the coast is also depicted underwater. In deep water (30-60m) there are low reefs forms from ancient shorelines or dunes when the sea-levels were much lower than today. Between these reefs, there are plains of sand winnowed into symmetrical ridges by the endless movement of the water. There is a rich diversity of fascinating marine life within this park due to the cold, nutrient rich waters of the area. The deep calcarenite reefs support technicoloured sponge gardens whilst the shallower reefs are covered in a brown alga, Ecklonia radiata. One can find majestic fish and a diverse array of invertebrates including Southern Rock Lobster, Black-lip Abalone and gorgonians. The waters also support Great White Sharks and during the summer breeding season, Blue Whales.

http://www.greatsouthwestwalk.com/intro/

http://parkweb.vic.gov.au/explore/parks


2.6 EMERGENCY MARKERS As location information is particularly difficult for spaces with no addresses, emergency markers have been installed around the Fawthrop Lagoon Portland and Port of Portland. Emergency markers look like street signs with white text on a green background. Each has a unique alphanumeric code made up of three letters and three numbers. This code is linked to the Emergency Services Telecommunications Authority (ESTA). ESTA receives all the triple zero calls in Victoria and dispatches emergency services.

Sample of Emergency Marker.

A complete list of the ESTA emergency markers is available here: https://qr2id.com/emergency-markers/

2.7 VULNERABLE PERSONS: COMMUNITY ORGANISATIONS AND FACILITIES

Vulnerable populations who are isolated due to their geographic location, socioeconomic situation, and/or their mental or physical state, adds another dimension of complexity to the development and implementation of prevention and preparedness activities. Recommendation 3 from the 2009 Victorian Bushfires Royal Commission (VBRC), states that: “The state establish mechanisms for helping municipal councils to undertake local planning that tailors bushfire safety options to the needs of individual communities. In doing this planning, councils should: 3.1 urgently develop for communities at risk of bushfire local plans that contain

contingency options such as evacuation and shelter

3.2 document in municipal emergency management plans and other relevant plans facilities where vulnerable people are likely to be situated – for example, aged care facilities, hospitals, schools and child care centres

3.3 compile and maintain a list of vulnerable residents who need tailored advice of a recommendation to evacuate

3.4 provide this list to local police and anyone else with pre-arranged responsibility for helping vulnerable residents evacuate.”

Consistent with Recommendation 3 and the Vulnerable People in Emergencies Policy (May 2015) Glenelg Shire has:

https://qr2id.com/emergency-markers/


Developed a comprehensive list of facilities where vulnerable people may be located including aged care facilities, hospitals, schools and child care centres has been prepared and can be seen in Part 6: Appendix 25.

Updated processes to identify vulnerable persons within the Shire and entering that information into the Vulnerable Persons Register (VPR). The VPR was developed, and operates at a local level, to securely track vulnerable individuals. It also provides a searchable database for Police during emergencies.

2.8 AREAS OF CULTURAL AND HERITAGE SENSITIVITY

Glenelg LGA has 1155 registered cultural heritage places including Aboriginal historical places, burials, artefact scatters, earth features, low density artefact distributions, object collections, quarry, scarred trees, shell middens and stone features. Publicly known cultural heritage places include Budj Bim National Heritage Landscape (including Mt Eccles, Lake Condah Fish Trap Complex, Tyrrendarra and Kurtonitj Indigenous Protected Area); Lake Condah Mission and Cemetery, Convincing Ground Massacre Site, Cape Duquesne, Cape Bridgewater and Discovery Bay Shell Middens.

Aboriginal Organisations:

Key community organisations

Dhauwurd-Wurrung Portland and District Aboriginal Elderly Citizens

Winda-Mara Aboriginal Corporation

Known Traditional Owners

Eastern Maar Aboriginal Corporation

Gunditj Mirring Traditional Owners Aboriginal Corporation

Key community groups

Barwon South West Indigenous Family Violence Regional Action Group

Barwon South West Regional Aboriginal Justice Advisory Committee

Barwon South Western Closing the Health Gap Advisory Committee

Glenelg Local Aboriginal Justice Action Committee

Heywood Local Aboriginal Education Consultative Group

Portland Local Aboriginal Education Consultative Group

Portland Local Indigenous Network Heywood Local Indigenous Network

Part 2 Appendix 4: Map of Cultural Heritage Areas within Glenelg Shire


2.9 HISTORY OF EMERGENCIES

The table below provides details of the emergencies that have occurred within Glenelg Shire:

Incident Outcome

1851 - February

Fire – Portland (“Black Thursday”) when a total of 5 million hectares or ¼ of Victoria burnt including a large area around Portland.

1893-94 Flood - Casterton

Highest flood recorded since the founding of the township in 1846.

1900 Fire – Carapook Damage to property and fodder supplies

1901 Fire - Casterton

Severe damage to a number of large stations

1906

Flood - Casterton Significant stock losses and damage to properties in the low part of town near the Glenelg River

1919 Fire – Carapook Damage to property and fodder supplies

1939 - January Fire – Lake Mundi

Black Friday Fires. Three people died as a result of burns

1946

Flood – Casterton

628 points of rain fell in four days. Glenelg River rose at a rate of one foot per hour. Major Mitchell monument on the Sandford Rd was almost covered. Six Casterton men were awarded Silver bravery medals.

1955

Fire – Langkoop & Poolaijelo

Black Sunday – One woman died, six houses were lost as well as 19, 000 sheep, 230 cattle, 8 woolsheds and 6 motor vehicles

1956 Flood – Casterton Evacuation of a number of residents

1976 - January Fire - Cobboboonee State Forest

Much of the Cobboboonee State Forest west of Heywood was burnt following a series of lightning strikes.

1979 - February

Fire

Fires swept into the Nelson area from Caroline in South Australia after travelling 27 km. The fire burnt 7,700 hectares, including 3,300 hectares of pine plantation and 4,200 hectares of Lower Glenelg National Park.

1982 Plane crash - Portland One death

1983 Flood – Casterton Evacuation of a number of residents

1988

Oil spill – Portland

Livestock carrier Al Qurain struck a wharf releasing 184 tonnes of fuel oil into Portland Harbour. A fish contamination alert was issued to local fishermen

1989

Oil spill – Portland Death of a 40 % of a small colony of penguins (n:100) that breed in Portland Harbour.


1991 Flood – Casterton

Major flooding and evacuation of a number of residents

1993 Fire – Gorae

A fire burnt 13,000 hectares at Cobboboonee.

1998 Siege – Portland

Evacuation of a number of residents in South Portland

2002 - December

Infectious disease – Portland

Cases of Meningococcal Disease in Portland. Public health officials immunised 2400 (2200 people, aged from 15 to 30, and a further 200 children up to the age of five). A Portland woman died, had no direct contact with three other patients.

2007 - April

Hazmat incident – Heywood

Chlorine spill at Heywood Swimming Pool. CFA established an exclusion zone in a 6 block radius. All local Heywood school children who usually walk through the affected area on their way home were to be kept at school. Children travelling on buses or who are picked up were allowed to continue home with parents. School children returning to Heywood from other regional schools in the surrounding district were to be taken to the Heywood Community Hall for collection by their families.

2009

MCI – Heathmere Bus crash with 13 people on board after a Vline bus slid across the wet highway and stuck an embankment. Three people died.

2010-2011

Flooding – Casterton Minor flooding on the Glenelg River with public meetings held at Casterton (Casterton bridge water level 4.8m).

2012 Hazmat incident – Portland

Koppers Liquid Pitch spill resulted in disruption to services and air monitoring

2012 Fire – Casterton –November Fires in and around the Casterton district

2012 Nov-Dec Telecommunications outage – Shire wide

Telstra outage. Telstra exchange fire in Warrnambool lead to widespread disruption to phone services in the Glenelg Shire

2013 January

Fire – Kentbruck Fire affected the towns of Nelson, Dartmoor, Greenwald, Lyons and Gorae West

2013 March

Fire – Cashmore & Portland West

A fire started in the Cashmore area and spread quickly across grassland posing a threat to properties in Portland’s West burning approximately 144ha in area.

2014 Fire – Narrawong – A fire that affected Mt Clay area.


2015 November

Port of Portland Ship Fire –

The Awassi Express was berthed at the Port of Portland to load 17,000 livestock when a fire broke out after the loading of fodder. The incident was a complex incident, run under CFA control over 11 days.

2015 December Fire – Ardno/Kaladbro Peat

Emergency services attended the peat fire at Ardno/Kaladbro.

2016 September

Floods – Casterton -

Major Flooding on the Glenelg River with public meetings held at Casterton (Casterton bridge water level 6.1m). Major flooding at Sandford. Evacuation of a number of residents in both towns. Major damage done to Island Park Sporting complex. 2 Houses inundated with water. Damage to Council & Regional Roads Victoria.

2016 December Power outage - Portland Aluminium Smelter

Power outage to the Portland Aluminium Smelter for 6 hours causing a loss of the Smelter’s aluminium production.

2018 January

Fire – Mumbannar – Building fire started spreading to adjoining properties burning approx. 55 hectares.

Table 4: History of Emergencies

This table will be further developed by the Municipal Emergency Management Planning

Committee as information becomes available.


APPENDIX 1: LOCAL BUS ROUTES




APPENDIX 2: REGIONAL TRAIN AND COACH NETWORK


APPENDIX 3: GREAT SOUTH WEST WALK MAP


APPENDIX 4: MAP OF CULTURAL HERITAGE AREAS WITHIN GLENELG SHIRE

The areas highlighted green in the map below are areas of heritage sensitivity.

Map of cultural heritage areas within Glenelg Shire https://achris.vic.gov.au/#/onlinemap

https://achris.vic.gov.au/#/onlinemap


3 PLANNING ARRANGEMENTS Victoria’s emergency management framework is a multi-agency approach which enables the exercise of roles and responsibilities, and the capacity to adapt to new or changed circumstances, within a systematic framework. Some elements of the structure are legislated; others have been established by agreement.

3.1 EMERGENCY MANAGEMENT ACT 1986

The purpose of the Act is to provide for the organisation of emergency management in Victoria. The Emergency Management Act 1986 describes its objectives as being: ‘to ensure that [prevention, response and recovery] are organised within a structure which facilitates planning, preparedness, operational coordination and community participation’ (s.4A). The Emergency Management Act 1986, has been substantially amended by the Emergency Management Act 2013. The 1986 Act will be repealed upon future amendments to the 2013 Act. Currently the 1986 Act and 2013 Act are to be read and construed as one.

3.2 EMERGENCY MANAGEMENT ACT 2013

The commencement of the Emergency Management Act 2013 in July 2014 implemented many of the reforms from the Victorian Emergency Management Reform White Paper. The purpose of the 2013 Act is to:

Establish new governance arrangements for emergency management in Victoria;

Repeal the Fire Services Commissioner Act 2010; and

Consequentially amend emergency management legislation and certain other acts. The 2013 Act established:

Emergency Management Victoria;

The Emergency Management Commissioner;

The State Crisis and Resilience Council; and

The Inspector-General for Emergency Management.


3.3 EMERGENCY MANAGEMENT VICTORIA

Emergency Management Victoria (EMV) leads emergency management in Victoria by maximising the ability of the emergency management sector to work together and to strengthen the capacity of communities to plan for, withstand, respond to and recover from emergencies. EMV supports the Emergency Management Commissioner to lead and coordinate agencies across Victoria's emergency management sector in conjunction with communities, government, agencies and business. EMV is an integral part of the broader emergency management sector and shares responsibility with a range of agencies, organisations and departments for ensuring the system of emergency management in Victoria is sustainable, effective and community focussed. Further information on EMV can be found here: https://www.emv.vic.gov.au/

3.3.1 Emergency Management Commissioner

The Emergency Management Commissioner (EMC) has overall responsibility for coordination before, during and after major emergencies including management of consequences of an emergency. During an emergency, the EMC has an over-arching management role to ensure that the response is systematic and coordinated.

3.3.2 State Crisis and Resilience Council

The State Crisis and Resilience Council (SCRC) advise the Minister for Emergency Services in relation to whole of government policy and strategy for emergency management in Victoria and the implementation of that policy and strategy. (s.6) The SCRC has developed a three-year rolling strategic action plan (approved by the Minister), which includes a work program for:

Metropolitan Fire and Emergency Services Board (MFB);

Country Fire Authority (CFA);

Victoria State Emergency Services (VICSES);

Secretary to the Department of Environment, Land, Water and Planning (DELWP); and

Emergency Services Telecommunications Authority (ESTA). A copy of the Victorian Emergency Management Strategic Action Plan can be found at: https://www.emv.vic.gov.au/publications/victorian-emergency-management-strategic-action-plan-2015-2018-1 .

https://www.emv.vic.gov.au/

https://www.emv.vic.gov.au/publications/victorian-emergency-management-strategic-action-plan-2015-2018-1

https://www.emv.vic.gov.au/publications/victorian-emergency-management-strategic-action-plan-2015-2018-1


3.4 EMERGENCY MANAGEMENT MANUAL VICTORIA (EMMV) The Emergency Management Manual Victoria (EMMV) contains policy and planning documents for emergency management in Victoria, and provides details about the roles different organisations play in the emergency management arrangements. EMV maintains the Manual, in collaboration with Victoria’s emergency management agencies. The Role Statements (Part 7) and the Contact Directory (Part 10) are updated annually. Other parts of the Manual are updated as emergency management arrangements change. The Emergency Management Manual Victoria can be found here: https://www.emv.vic.gov.au/policies/emmv

3.5 INSPECTOR GENERAL FOR EMERGENCY MANAGEMENT The Inspector General of Emergency Management provides assurances to the Government and the community in relation to Victoria’s emergency management arrangements and fosters continuous improvement of emergency management. The figure below outlines Victoria’s Emergency Management Planning and Operational Structure.

Figure 3: Victoria’s Emergency Management Planning and Operational Structure



3.6 MUNICIPAL EMERGENCY MANAGEMENT FUNCTIONS 3.6.1 The Role of Local Government in Emergency Management As documented in the Emergency Management Act 1986 and the Local Government Act 1989, councils play a critical role in Victoria’s emergency management systems. Councils have emergency management responsibilities because they are the closest level of government to their communities and have access to specialised local knowledge about the environmental and demographic features of their districts. People also naturally seek help from their local Council and emergency management agencies during emergencies and the recovery process. Glenelg Shire Council accepts responsibility for the management of municipal resources and the coordination of community support to counter the effects of an emergency during the response to, and recovery from emergencies. This includes the management of:

The provision of emergency relief to affected persons during the response phase;

The provision of supplementary supply (resources) to control and relief agencies during response and recovery;

Municipal assistance to agencies during the response to and recovery from emergencies;

The assessment of the impact of the emergency; and

Recovery activities within the municipality, in consultation with relevant agencies.


Glenelg Shire Council has adopted the Emergency Management Planning Process from

the Emergency Management Manual – Part 6.2.

Figure 4: Emergency management planning process

3.7 MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE (MEMPC)

The Glenelg Shire Council has a MEMPC pursuant to the Emergency Management Act 1986, Sections 18 & 21 (3) & (4). The MEMPC is one component of a broader structure that enables appropriate planning, response and recovery activities and arrangements at local and regional levels, with sub-committees and Working Groups who are responsible for planning for emergencies including the provision of relief and recovery. The role of the Committee is to:

Develop and maintain the MEMP for consideration by the municipal Council;

Assist in analysing and evaluating emergency related risks;

Determine the need for a Municipal Fire Management Planning Committee in accordance with Part 6A, EMMV;

Help produce risk treatment strategies; and


Prepare risk specific response and recovery plans for the municipal district. It is not the MEMPC’s role to manage emergencies. This is the responsibility of the agencies and personnel identified under the response and recovery arrangements in the Emergency Management Manual Victoria. The MEMPC is required to facilitate the preparation of the Municipal Emergency Management Plan (MEMP), to document operational response and recovery arrangements, and to ensure all subjects listed in the Plan’s outline are investigated and adequately provided for. Part 3 Appendix 1: MEMPC Terms of Reference Part 3 Appendix 2: MEMPC Distribution List.

3.7.1 MEMPC Sub Committees

The MEMPC have the following joint subcommittees: • Municipal Fire Management Planning Committee;

• Flood Plan Sub Committee and

• CERA Sub Committee.

Other subcommittees will be activated if required.


The figure below outlines the Chair for each subcommittee along with membership:

Figure 6: MEMPC Sub-Committees, Chair and Membership

3.7.1.1 Municipal Emergency Management Plan (MEMPlan)

The Emergency Management Act 1986 provides legislative basis for the standing of the MEMPlan as a document that lies within the emergency management planning hierarchy in Victoria. Part 4 of the Act specifies the responsibilities of municipal councils in connection with emergency management. These responsibilities include the preparation and maintenance of municipal emergency management plans. The following plans are sub-plans of the MEMP: Casterton Saleyards Livestock Stand Still Plan (ECM Set ID. No., 2449595)

Emergency Animal Welfare Plan (to be developed – October 2019);

Human Influenza Pandemic Plan;

Extreme Heat Sub Plan 2019 -2022 ;

Glenelg Municipal Flood Emergency Plan;

Municipal Fire Management Plan of the MEMPlan 2014-2020

MEMPC

Flood Emergency

Planning CERA

CFA

Council

DELWP

VICPOL

WANNON WATER

CFA

Council

DELWP

DHHS

PARKS VIC

VICSES

VICTORIA POLICE

WANNON WATER

VICSES

Ch

air

SES

Me

mb

ers

hip

Council

Fire Management

Planning

Committee

CFA

Council

DELWP

PARKS VIC

TIMBER PLANTATION Rep.

VICTORIA POLICE

WANNON WATER

http://www.glenelg.vic.gov.au/Emergency_Planning

https://www.ses.vic.gov.au/web/www/get-ready/your-local-flood-information/glenelg-shire-council

http://www.glenelg.vic.gov.au/files/EmergencyManagement/Municipal_Fire_Management_Plan_2014-2020_.pdf


Testing the MEMPlan Glenelg Shire will conduct a desktop or hypothetical type exercise each year with a functional exercise being conducted every three years unless activation occurs. The table below provides an overview of the exercises and training that has been undertaken: Exercise/Event Year Agency

Glenelg Fire Conference Glenelg Shire Council

Emergency Airport

Desktop Exercise

CFA/DELWP Season

Briefing

December 2016

October 206

December 2016

All Agencies All Agencies All Agencies

CFA/DELWP L3 Pre-Summer Exercise Port of Portland

Emergency Exercise

Glenelg Shire Council

Emergency Airport

Exercise

November 2017 November 2017 November 2017

All Agencies All Agencies All Agencies

Casterton Bushfire Awareness Event BSWR L2/3 IMT Exercise Port of Portland Emergency Exercise VicPol Evacuation Management training Glenelg Shire Council Emergency Management Training (Crisisworks) Glenelg Emergency Relief Centre Exercise ICC Level 3 IMT Exercise

October 2018 October 2018 November 2018 November 2018 November 2018 December 2018 December 2018

All Agencies All Agencies All Agencies VicPol/SES/LG Council All Agencies All Agencies

Heywood ICC IMT January 2019 All Agencies


Audit Requirements of the MEMPlan Under Section 21 of the Emergency Management Act 1986 each council must submit the MEMPlan for audit. The MEMPC is responsible for ensuring the MEMPlan complies with the guidelines. Section 21A of the Emergency Management Act requires that the MEMPlan is audited every three years by the Chief Officer Operations of the Victoria State Emergency Service. An audit report is provided to council, indicating whether or not the MEMPlan complies with the guidelines and if there are opportunities to improve the MEMPlan or planning process. Council will be required to provide a written response to the audit report to the Chief Officer Operations within three months of the receipt of the audit report. Maintenance of the MEMPlan The MEMPlan is developed by the Glenelg Shire Council Municipal Emergency Management Planning Committee (MEMPC), formed under Section 20 Part 4 of the Emergency Management Act 1986. The MEMPlan is administered by Council’s Corporate Services Directorate and maintained by the MEMPC. Frequency of Review of the MEMPlan The MEMPlan is reviewed annually, or after an incident of significance which has utilised any part of this MEMPlan, an organisational change or any significant “new risk” identified in the municipality. All reviews ensure linkages with Councils broader emergency, risk management and community safety framework.

Annual reviews focus on continuous improvement, changes to previously identified hazards, newly identified hazards, processes, policies and the accuracy of contact details in the Emergency Contact Directory. Reviews conducted when the MEMPlan has been used as a result of an emergency ensure that opportunities for improvement are identified and addressed. All updates are to be undertaken by the Agencies of the Municipal Emergency Management Planning Committee and are updated by the Council’s Municipal Emergency Resource Officer and tabled at MEMPC meetings. Organisations and departments delegated with responsibilities in the MEMPlan are requested to notify the MERO of any changes. Amendments are produced and distributed by Glenelg Shire Council using the distribution list contained in Part 3 Appendix 2. The MERO can provide a full list of MEMPC members (Part 3 Appendix 2) contact details to the MEMPC members on request. The Barwon South West Emergency Management


Contact Directory can also be made available to the MEMPC members on request or is available on EM-COP.

3.8 PUBLIC HEALTH

The Municipal Environmental Health Officer has been delegated the responsibility for public health matters. The Public Health Emergency Management sub-plan is being developed and will describe the local arrangements for public health emergency management and addresses the following risk areas:

Food safety (including donated food);

Safe and adequate water supply;

Infectious disease control;

Emergency shelter and accommodation;

Waste collection and disposal;

Wastewater management;

Emergency toilets and ablution facilities;

Vermin and vector control;

Disposal of dead stock and other animals;

Pollution of water, land or air; and

Other related matters.

http://app.prod.cop.em.vic.gov.au/sadisplay/nicslogin.seam


3.9 MEDICAL

Ambulance Victoria will implement medical arrangements where people are injured or/and require medical assistance in consultation with hospitals and health services across the region. Arrangements will be consistent with the State Health Emergency Response Plan (SHERP). Medical response management at an emergency scene will be carried out by the Health Commander who is the first Ambulance Manager on scene. The role is to operate in support of the Incident Controller and represents AV in the Emergency Management Team.

The role of the Health Commander at the scene of an emergency is to:

Assume command of the Health and Medical functions of the emergency at the incident tier;

Forms and provides leadership of the incident tier Health Incident Management Team;

Liaises with the Ambulance emergency Operations Centre and the Health Co-ordinator;

Provide triage (priorities patients for treatment; and transport)

Co-ordinate transport of patients;

Determine destination of patients.

3.10 EVACUATION & RELOCATION

In order to protect people from the risks of an emergency the incident controller in consultation with Victoria Police and available expert advice including the MERO and MRM, may recommend the evacuation of people from a specific locality such as an institution, a town or an area of the state. Evacuations will be conducted in accordance with the Evacuation Guidelines located in the EMMV, Part 8 – Appendixes and Glossary, Appendix 9. Consideration will be given to the area which is to be evacuated, the route to be followed, the means of transport and the location to which evacuees will be asked to attend. However, in Victoria, evacuation is largely voluntary. The MERO, MRM and EMLO will provide advice regarding the most suitable Emergency Relief Centre and other resources that may be required (e.g. public health, emergency relief considerations or requirements and special needs groups). On the basis of warnings or other information, members of the public may voluntarily choose to remove themselves from the potential area of the emergency and to relocate to a safer area.

3.11 STAGING AREAS

The CFA will use the designated staging areas as listed in the CFA Local Response Plans for incidents if required.


3.12 COMMUNICATIONS

It is important to ensure that all communications are maintained at an optimum level during an emergency. The incident controller is responsible for issuing warnings and community information. It is appropriate for the Mayor and Councillors to comment on what their own council is doing, but not on other areas of responsibility, such as the control agency or police. Council’s existing media policies and protocols should be observed during an emergency or incident. Particular attention should be paid to policies and protocols regarding interaction with the media, and how and when the spokesperson role is activated. Glenelg Shire Council has a Media Policy and the Mayor and Councillor’s are bound by the Councillor Code of Conduct. 3.12.1 Before Council also has a role in community education and participates with agencies in the areas of:

Annual fire awareness conference with residents in fire prone areas;

Information to Age Care Service clients about measures to take during heat-waves and power outage (brown outs – 2hrs and black outs – greater than 2yrs);

Food handling education and awareness raising among food services; and

Vaccination education program. 3.12.2 During Support and reiterate lead agency messages.

3.12.3 After

Community information and briefings are vital components that assist in the recovery of emergency affected individuals and communities. Community information sessions will be conducted as soon as is practicable after an emergency and during the relief and recovery phase. Releasing information will be the responsibility of the Glenelg Shire Council and the Department of Health and Human Services. Only the Chief Executive Officer, their delegate, the Mayor and/or the Manager Communications are authorised to speak with the press. Council will release a statement to the press immediately when facts are known.


All relief and recovery communications will be coordinated through the MRM or their delegate who will be responsible for:

The allocation of communication resources;

All news releases to the media;

All communications to employees;

All communications to insurance companies; and

All communications regarding recovery strategies.

3.12.4 Delivery methods Communication from Council will be delivered to all Green Triangle media outlets including print, Television and radio:

Some of the Media outlets including the Portland Observer, Casterton Newspaper, Hamilton Spectator (if required).

Council website: www.glenelg.vic.gov.au; and Connect Glenelg: www.connectglenelg.vic.gov.au

https://www.facebook.com/glenelgshirecouncil/

https://twitter.com/glenelgsc

The delivery methods will be proposed by the Media Communications Officer and approved by the Municipal Emergency Management Group.

3.12.5 Vulnerable or Non-English speaking Persons

Special consideration will be given to warning vulnerable people in the community. This may include the elderly, young people, people with disabilities and non-English speaking groups. This is distinct from people who have been individually assessed and recorded in the Vulnerable Person Register (see 3.12.6 below). In the case where information or communication is required with persons unable to speak English an interpreter service such as the Commonwealth Government Telephone Interpreter Service (131 450) may be able to assist. ATIS Voice phone interpreting (24 hours, every day of the year) Phone 1800 131 450 Part 3 Appendix 4: Language Indicator Card

http://www.glenelg.vic.gov.au;/

http://www.connectglenelg.vic.gov.au/




Within the Glenelg Shire there are vulnerable facilities. This is local facilities where vulnerable people are likely to be situated and includes;

Maternal and child health service centers;

Aged Care facilities;

Child care centers;

Primary and secondary schools;

Camp facilities;

Caravan Park A list of the above vulnerable groups is in Part 6 Appendix 25. The Department of Health and Human Services Vulnerable People in Emergencies Policy provided further guidance on planning for the needs of vulnerable people, click here

3.12.6 Vulnerable persons register

A vulnerable person is an individual who is socially isolated and without any other supports. A vulnerable person is defined as someone living in the community who is;

Frail, and or physical or cognitively impaired; and

Unable to understand or act on a warning, direction and/or respond in an emergency situation; and

Has no personal or community support; and

Would be reliant on assistance from emergency service organisations in an emergency.

Funded agencies, including local government are not expected to be a part of the clients plan for emergency response of evacuation – where this is outside of current agency practices. Management of evacuation is the responsibility of Victoria Police. Glenelg Shire Council coordinates a local Vulnerable Persons Register (VPR) as per Department of Health and Human Services guidelines. Council identifies vulnerable individuals across the municipality through Health and Community Care (HACC) services. A database of these individuals is maintained through the municipality council administered Crisisworks emergency management system. The VPR is accessible to authorised Victoria Police representatives, for consideration in planning, exercising and responding to emergencies. The VPR records the location of the vulnerable person as well as any special requirements in order to facilitate the evacuation of that person.

3.13 COMMUNITY

The responsibility for planning and preparing for emergencies rests with all Victorians. Individual community members are responsible for learning the potential risks of their environment and for actively planning and preparing to respond to the risks of emergencies. This includes taking action to protect themselves, their families, vulnerable

https://providers.dhhs.vic.gov.au/sites/dhhsproviders/files/2018-03/Vulnerable%20people%20in%20emergencies%20policy_2018February.docx


members of the community and their interests. By doing so, individuals and community build and strengthen their own resilience to emergencies. All Victorians and particularly people who are likely to be highly vulnerable in an emergency are encouraged to develop personal emergency plans with their family and other support networks in order to improve their safety and wellbeing during emergencies.

3.14 CRISISWORKS

Crisisworks is the emergency management software that Glenelg Shire Council utilises during an emergency to record its response, relief and recovery information. This software is used by the majority of Victorian Municipalities in the management of Council responses to emergencies. Only authorised persons, that includes MEMPC members, delegated Council Staff and those from emergency agencies with their own access to Crisisworks.


APPENDIX 1: MEMPC TERMS OF REFERENCE

GLENELG MUNICIPAL EMERGENCY MANAGEMENT

PLANNING COMMITTEE (aoC)

TERMS OF REFERENCE

Legal Basis The Glenelg Municipal Emergency Planning Committee (the committee), is established by Council as directed in Section 21(3) of the Emergency Management Act 1986 and 2013. The committee shall be an advisory committee established by Council as described in Section 3 of the Local Government Act 1989 (the Act). Where indicated by the phrase “(aoC)’ in the title, the committee is also an assembly of Councillors. Any committee that is also an assembly of Councillors must comply with the provisions of section 80A of the Act. The committee members will have significant knowledge and/or interest in and the capacity to adequately represent their agency or organisation at a municipal level and be able to provide advice on the four levels of emergency management. The committee shall report to the next Council meeting following each of its meetings by submitting a record of each meeting and any recommendations for Council’s consideration. Council has the power to disband the advisory committee at any time.


Function of Committee The function of the committee is to:

Develop and maintain a draft municipal emergency management plan for consideration by Council; and

Advise Council on any other matter required by the provisions of the Emergency Management Act 1986 and 2013, and Emergency Management Manual of Victoria (EMMV).

Committee’s Authority The committee is an advisory committee to Council. Subject to the regulations, the committee may determine its own procedure. The committee does not have the power to direct any Council officer to undertake any work but may make recommendations to Council to assist in its decision-making process. Term of the committee The initial term of the committee will commence on the date of appointment by Council and will conclude at the end of the term of the current Council. Each term of office for the committee will be a period not exceeding a Council term. Membership Membership will include:

Two members of the Glenelg Shire Council (Councillors), one of whom will act in the Chairperson role;

Council officers – Municipal Emergency Manager, Municipal Emergency Resource Officer and Municipal Recovery Manager;

Victoria Police – Municipal Emergency Response Coordinator or his/her representative;

Department of Health and Human Services – Regional Recovery Coordinator;

Victoria State Emergency Services – Regional Officer Emergency Management;

Regional Roads Victoria;


Local Emergency Services Representatives – Country Fire Authority (CFA); Ambulance Victoria (AV), Volunteer Coast Guard Portland, Red Cross, Department of Environment, Land, Water and Planning (DELWP); Parks Victoria; Department of Jobs, Precincts and Regions (DJPR); Victorian Council of Churches Emergencies Ministry (VCCEM)

Local Representatives – Harbour Master for Port of Portland, Wannon Water, and Portland District Health Hospital;

Administrative Support Officers (not members) – Chief Executive Officer and three Group Managers (optional), Glenelg Shire Council; and

External stakeholders will be invited to attend the committee meetings only to provide specific advice or information.

In the case of casual vacancies, Council will consider appointment of new members for any vacant positions. The term of office for any new members will expire at the original date set down for the retiring member. Councillor representatives will be appointed or reappointed as soon as practicable after Council elections and be appointed for a period of no more than 24 months. Members may be granted leave of absence and be replaced by secondment for the period of absence with the agreement of the Chairperson. A member shall cease to hold office if he or she is absent for four consecutive meetings without a leave of absence with the agreement of the Chairperson. Meetings First Meeting Date, time and place of the first meeting shall be determined by the Councillor appointed as the Chairperson of the committee. Quorum Quorum will be half of committee members plus one. Decision Making Recommendations to Council should be formed by a consensus. If a consensus is not achieved, decisions will be made by a vote (show of hands) of members. Each Councillor or member present at a meeting of the committee who is entitled to vote is entitled to one vote. If the number of votes in favour of the question is half the number of Councillors or members of the committee present at the meeting at the time the vote is taken, the Chairperson has a second vote.


The outcome of the vote must be included in the meeting minutes. Frequency of Meetings The committee shall meet at a minimum frequency of quarterly each year and where possible should follow the Glenelg Municipal Fire Management Planning Committee meetings. Meetings shall be held third Thursday of August, November, February and May as far as reasonably practicable. Meeting Costs All committee representatives and substitute representatives will be responsible for their own costs incurred in attending meetings. Councillor’s may claim for travelling expenses incurred to attend a Council appointed committee, in accordance with the Mayor and Councillor Entitlements Policy. Meeting Facilities and Administrative Support The CEO or relevant Director will ensure that appropriate administrative support is provided to the committee. The CEO or relevant Director or his/her delegate will ensure the receipt of agenda items, preparation and distribution of agendas, recording and distribution of minutes and the provision of venue arrangements. An agenda will be compiled and distributed at least seven days before the proposed meeting and agenda reports must be submitted to the CEO or relevant Director or his/her delegate at least ten days before the proposed meeting date. The committee shall report to Ordinary Council meetings following each of its meetings by submitting a record of each meeting and any recommendations for Council’s consideration. Meeting minutes for all committee meetings will be taken as read and confirmed as an accurate record of that meeting by the committee at its next meeting. Copies of the meeting minutes will be distributed to all members as soon as practical after completion. Place of Meetings Subject to venue availability, meetings will be held at one of the Glenelg Shire Council offices. Media Comment All media comments must be made in accordance with the Glenelg Shire Council Media Policy.


Confidentiality The Victorian Local Government Act 1989 contains confidentiality provisions. Breaches of confidentiality are serious offences with significant penalties. Conflict of Interest The Local Government Act 1989 contains mandatory requirements for the declaration of direct and indirect conflict of interest. The objective of the provisions is to enhance good governance in Victorian local government and to improve public confidence in the probity of decision making in Victorian municipalities. Committee members are responsible for ensuring that they comply with the relevant provisions of the Local Government Act 1989. An online copy of the Local Government Act 1989 and the Local Government Victoria publication ‘Conflict of Interest in Local Government” is available at www.localgovernment.vic.gov.au select – legislation or conflict of interest. Alternatively, a printed copy will be made available if requested. Agreement to abide by Council’s policies Members of the committee must comply with the Glenelg Shire Council policies, in particular the Policy for Advisory Committees as updated from time to time.

http://www.localgovernment.vic.gov.au/


APPENDIX 2: GLENELG SHIRE MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE CONTACTS & DISTRIBUTION LIST Organisation Name Format

Ambulance Victoria Group Manager, Southern Grampians Electronic

Country Fire Authority Operations Manager Region 4 Electronic

Department of Environmental

Planning, Land & Water DELWP

District Manager Barwon Far South West Electronic

Department Health & Human

Services

Emergency Management Manager Barwon South West; Senior Emergency Manager Coordinator

Electronic

Glenelg Shire Council Municipal Emergency Manager Chief Executive Officer Municipal Emergency Resource Officer Municipal Fire Prevention Officer Municipal Recovery Manager

Electronic

Parks Victoria Area Chief Ranger - Glenelg

Electronic

Portland District Health

Service

Director Corporate Service Unit Care Manager

Electronic

Red Cross Southern Grampians Team Liaison

Officer

Electronic

Victoria State Emergency Service Operations Officer - Emergency

Management - Barwon South West

Electronic

Victorian Council of Churches

Emergencies Ministry

Area Coordinator of Glenelg Electronic

Regional Roads Victoria Emergency Manager Coordinator Electronic

Victoria Police MERC, Senior Sergeant, Station

Commander Portland

Electronic

Volunteer Coast Guard

Portland

Coast Guard Electronic

Wannon Water Risk & Emergency Manager Officer Electronic

Department of Jobs, Precincts

and Regions

Leading Animal Health Officer - Animal

Welfare Biosecurity and Agriculture

Services

Electronic

Please Note: Names and contacts details can be obtained from the MERO by request.


APPENDIX 3: LANGUAGE INDICATOR CARD


4 PREVENTION/MITIGATION ARRANGEMENTS Prevention is defined in the Emergency Management Act 1986 as ‘the elimination or reduction of the incidence or severity of emergencies and the mitigation of their effects’. Clearly, not all emergencies can be prevented, so the concept is taken to have a much broader meaning encompassing the strategies which can be adopted to minimise the impact of emergencies. Local government’s role in mitigation is central. Mitigation strategies based on a detailed knowledge of the local community, its characteristics, strengths and vulnerabilities, as well as a detailed appreciation of the risks faced by that community are particularly effective. Local government is well positioned to identify mitigation strategies.

4.1 THE ROLE OF THE MUNICIPALITY

Glenelg Shire Council plans for emergencies through this plan (MEMP), and through various levels of risk management. The Community Emergency Risk Assessment (CERA) is also utilised (in place of the CERM process) for risk management planning and has been completed in November 2018. Council acknowledges 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 review of policies in land use, building codes and regulations, and urban planning, along with the various agencies responsible for prevention activities throughout the community, combine to ensure that all measures possible are addressed to reduce the likelihood of and consequence of an emergency. The Municipal Emergency Management Planning Committee plays a significant role in prevention by identifying potential hazards and developing risk control strategies. However, Council does not do this in isolation. Other key organisations include:

VICSES;

Victoria Police;

CFA;

Department of Jobs, Precincts and Regions;

Department of Environment, Land, Water & Planning;

Department of Health and Human Services;

Powercor;

Red Cross;

Regional Roads Victoria;


Ambulance Victoria;

Portland District Health Service;

Parks Victoria;

Salvation Army;

Volunteer Coast Guard Portland;

Victorian Council of Churches Emergencies Ministry and

Utilities companies.

4.2 MITIGATION STRATEGIES

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 and the resilience of affected communities. A key role of the MEMPC is to help create more resilient communities as resilient communities are informed communities. Council and the MEMPC promote the following prevention and awareness programs within the municipality.

Planning Scheme (Planning and Environment Act 1987 & the Building Act 1993)

The Planning Scheme contributes to mitigation through the creation of:

o Zones;

o Overlays;

o Guidelines which prescribe the consideration of the degree of hazard; and

o Referral of planning applications to agencies expert in mitigation.

Other forms of mitigation include: o Traffic and road management;

o Health inspections and surveillance;

o Immunization programs (Public Health and Wellbeing Act 2008);

o Warning systems for particular emergencies;

o Community development activities;

o Crime and injury prevention programs and strategies;

o Flood and drainage management systems; and

Community awareness programs for specific risks:


o Maintenance of fire access roads;

o Identification and planning for individuals with special needs during

emergencies;

o Identification of municipality risks (using the CERA process);

o Fire plug maintenance (Water Act 1989); and

o Maintaining vegetation and clearance space around power lines (the Electricity Safety Act 1998).

4.2.1 The CERA Process

The Community Emergency Risk Assessment (CERA) process was utilised in the preparation of the MEMP by the MEMPC (refer to page 50 of the Plan). It provides a framework for considering and improving the safety and resilience of the community from hazards and emergencies using the AS/NZ ISO 31000:2018 Risk Management Standard and is pursuant to EMMV Part 6, p. 6-4, 6-13 & 6-14. The CERA approach aims to understand the likely impacts of a range of emergency scenarios upon community assets, values and functions. As such, CERA provides an opportunity for multiple community impacts and consequences to be considered enabling collaborative risk treatment plans and emergency preparedness measures to be described. To use the CERA process, the CERA tool, developed by the State Emergency Service was utilised. It provides a robust framework for a ‘community of interest’ to identify and prioritise those emergency risks that are likely to create most disruption to them. The assessment tool assisted in identifying and describing hazards and assesses impacts and consequences based upon the vulnerability or exposure of the community or its functions. The outputs of the assessment process were used to inform the MEMP, introduce risk action plans and ensure that communities are aware of and better informed about hazards and the associated emergency risks that may affect them.


4.2.1.1 Risk Assessment Results

During the preparation of this Plan, a risk analysis was carried out to identify potential natural and manufactured hazards within the municipality. The history of their occurrence and the nature of each hazard, especially community vulnerability, has been considered during the analysis process. Due to ongoing changes of seasonal conditions, community development and public attitudes, the rating of the identified threats may vary over a period of time. The process is subject to an annual review and will undergo a major review at least once every three years, between MEMP audits. During the CERA review in 2018 the CERA sub-committee identified a new risk of Major Transport Incidents within the municipality. This risk has been included in the CERA results. The table below outlines the 14 hazards and risk rating that have been identified as part of the CERA process:

Table: CERA Risk Assessment November 2018


Action plans that deal with specific risks identified above in the CERA results table are available by contacting Council.

Table: CERA Emergency Risk Assessment Heat Map November 2018

4.2.2 Victorian Fire Risk Register

The Municipal Fire Management Planning Committee uses the Victorian Fire Risk Register – Bushfire (VFRR-B) to identify asset classes at risk from bushfire. There are four asset classes within VFRR: 1. Human Settlement;

2. Economic;

3. Environmental; and

4. Cultural Heritage


Formulas and data used within the tool determine a risk rating. The contents of this register inform the Municipal Fire Management Plan which is a sub-plan of the MEMPlan.

4.2.3 Sub-Plans

The Glenelg Shire Council MEMP has a number of sub-plans that deal with specific risks and include treatment plans and risk prioritisation. These include:

Casterton Saleyards Livestock Stand Still Plan (under review);

Emergency Animal Welfare Plan (under review);

Human Influenza Pandemic Plan;

Heatwave Sub Plan - (under review);

Glenelg Municipal Flood Emergency Plan;

Municipal Fire Management Plan of the MEMPlan 2014-2020;

These Plans are reviewed by the MEMPC.

4.2.4 Key Plans and Works Conducted

Glenelg Shire Council and key agencies develop and implement a range of plans and initiatives that ensure they, and the community are appropriately prepared for emergencies. The following plans have been developed and implemented by Council and other agencies:

Community Information Guides (formally known as Township Protection Plans) (CFA);

Emergency Exercises; (MEMPC)

Neighbourhood Safer Places- Bushfire Place of Last Resort (CFA/Council);

Emergency Markers along Fawthrop Lagoon and Port of Portland

Fire Operations Plan (DELWP);

Evacuation Plans (Victoria Police);

Public Health & Wellbeing Plan (Council);

School Emergency Management Plans (all the various schools) which includes bus routes;

Hospital Emergency Management Plans (held by the various hospitals);

Portland Airport Emergency Plan (available by contacting Airport);

Port of Portland Maritime Security Plan

Local Port of Portland Bay Emergency Management Plan;

Local Port of Portland Bay Safety & Environmental Management Plan and

Municipal Business Continuity Plan – (ECM ID no. 2051172);

Municipal Fire Plug Inspections and Maintenance MOU

Glenelg Planning Scheme includes flood study information on Glenelg River; Wattle Hill Creek;

and Surry River. GHCMA also has flood study information on Fitzroy River and Darlots Creek.

http://www.glenelg.vic.gov.au/Emergency_Planning

https://www.ses.vic.gov.au/web/www/get-ready/your-local-flood-information/glenelg-shire-council

http://www.glenelg.vic.gov.au/files/EmergencyManagement/Municipal_Fire_Management_Plan_2014-2020_.pdf

https://www.cfa.vic.gov.au/plan-prepare/community-information-guides

https://www.cfa.vic.gov.au/plan-prepare/neighbourhood-safer-places

https://qr2id.com/emergency-markers/

http://www.glenelg.vic.gov.au/Health_and_Wellbeing_Plan

http://www.portofportland.com.au/port-securityainductions.html

http://www.glenelg.vic.gov.au/Local_Port_of_Portland_Bay

http://www.glenelg.vic.gov.au/Local_Port_of_Portland_Bay


4.2.5 Regional Partnerships

DHHS Barwon South West Regional Emergency Recovery Plan.

Regional Emergency Management Planning Committee;

Barwon South West Relief and Recovery Committee; and

Barwon South West Municipal Emergency Management Enhancement Group.

4.2.6 Community Information Guides (formally known as Township Protection Plans)

Community Information Guides - Bushfire (formerly known as Township Protection Plans) are a key source of information for the community and an important tool to emphasise the shared responsibility between the community, fire services and local government. Guides have been developed for a number of communities state-wide that are deemed to be at risk of bushfire or grassfire. The following are located within the Glenelg Shire:

Dartmoor

Bolwarra

Nelson. The link to these guides: https://www.cfa.vic.gov.au/plan-prepare/community-information-guides

4.2.7 Fire Refuges

There are no fire refuges in Glenelg Shire.

4.2.8 Neighbourhood Safer Places – Bushfire Place of Last Resort

Neighbourhood Safer Places – Bushfire Place of Last Resort (NSP-BPLR) are municipal council designated buildings or spaces within the community that may afford some protection from radiant heat, the biggest killer during bushfire. They are a place of last resort in bushfire emergencies only. They are a last resort shelter that may assist people when there is imminent threat of bushfire and they have no plan, or their planned options are not possible. They are not locations to relocate to when leaving early. On days when there is advice to leave early people should relocate well away to an area of lower risk either the night before or early in the morning.

The degree of safety afforded by Neighbourhood Safer Places will depend on a number of factors, including the intensity of the bushfire.




There are seven NSP-BPLR’s that have been assessed by CFA within the Glenelg Shire Council municipality. Maps of the NSP-BPLR’s can be found on the CFA website. Location Address

Casterton Casterton Central Business District

Henty Street (Glenelg Highway) between Hutton Street and Clarke Street Casterton 3311.

Dartmoor

Dartmoor Recreation Reserve

Corner Ascot Street and Egan Street. Entry from Ascot St (opposite Wood St) or Egan St (opposite Glenelg Tce) Dartmoor 3304.

Heywood Heywood Central Business District

Edgar Street (Princes Highway), including Service Roads, between Lindsay Street and Cameron Street Heywood 3304.

Merino High Street Service Road Between Fire Station and Public Hall

High Street (Portland-Casterton Road) Service Road between house number 6 and 10 Merino 3310.

Nelson

Grassed area (River Bank) adjacent to Visitor Information Centre from Bridge in the north to Kiosk in the south

Leake Street (between Kellett Street and Portland-Nelson Road) Nelson 3292.

Nelson Nelson Boat Ramp Car Park

Corner Leake Street and Kellett Street Nelson 3292. Use access road to car park (Landing Rd) at this corner Nelson Boat Ramp Car Park

Portland Civic Hall Car Park 30 Bentinck Street (between Glenelg Street and Gawler Street) Portland 3305.

4.2.9 Community Information

Information on what to do in an emergency (Emergency Contact numbers and Bushfire Safety Information) is provided on the Glenelg Shire website.

4.2.10 Community Education

Community education is a vital component of prevention and preparedness. The development of relevant and appropriate community education resources and activities empower the community and enhance their resilience through being well informed and therefore equipped emotionally and physically for an emergency. Resilient communities are well prepared, better able to respond to an emergency, and therefore better able to recover from the impacts of an emergency. Glenelg Shire Council, together with emergency management services/agencies actively engage the community through a range of mechanisms including community programs and projects, media releases, social media, advertisements, Council’s website and newsletters.

https://www.cfa.vic.gov.au/plan-prepare/neighbourhood-safer-places

http://www.glenelg.vic.gov.au/Emergency_Information_


4.2.11 MAV Inter-Council Emergency Management Resources Sharing Protocol

The Glenelg Shire Council is a participant in the Municipal Association Victoria (MAV) ‘Protocol for Inter-Council Emergency Management Resource Sharing’ with a copy of the signed agreement available from council. It is acknowledged that Glenelg Shire Council have existing emergency planning relationships across the following boundaries and Shires:

Moyne Shire

Southern Grampians Shire

Corangamite Shire


5 RESPONSE ARRANGEMENTS Emergency Response Planning provides the mechanism for the scheduled accumulation of appropriate resources to cope with emergencies within the Municipality. It also provides guidance for requests for physical assistance from the State and Commonwealth agencies when Municipal resources have been exhausted. This plan has been prepared in accordance with the principles of the State Emergency Response Plan, part 3 of the Emergency Management Manual of Victoria. Emergency relief and recovery activities should be integrated with emergency response activities and commence as soon as the effect and consequences of the emergency are anticipated. MEMPC supports the set of State Emergency Management priorities that underpin and guide all decisions made during emergencies in Victoria. The priorities focus on the primacy of life and the issuing of community warnings and information, in order to assist people to make informed decisions about their safety. The priorities are:

Protection and preservation of life is paramount. This includes: o Safety of emergency response personnel;

o Safety of community members including vulnerable community members and

visitors/tourists; and

Issuing of community information and community warnings detailing incident information that is timely, relevant and tailored to assist community members made informed decisions about their safety.

Protection of critical infrastructure and community assets that support 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; and

Protection of environmental and conservation assets that considers the cultural, biodiversity, and social values of the environment.

These priorities apply to the response to an emergency, regardless of the size of the emergency, regardless of how many agencies are involved in the response.


5.1 RESPONSE MANAGEMENT ARRANGEMENTS

Emergency response management is based on the following functions:

Coordination;

Control;

Command;

Consequence management;

Communications; and

Community connections.

Emergency Response Management Arrangements at an Incident.

Conceptual depiction of the relationship between control, command and coordination in emergency response (shown at the incident tier) (State Emergency Response Plan Part 3)

5.1.1 Coordination Coordination is the bringing together of agencies and resources to ensure effective response to recovery from emergencies. Response coordination Emergency response coordinators bring together agencies and resources to support the response to emergencies. Broadly, their functions are to ensure:

effective control arrangements have been established and are maintained to manage the response to emergencies;

effective information sharing

the necessary resources are accessed to support the response to emergencies.


Recovery Coordination Emergency recovery coordinators/managers bring together agencies and resources to support the provision of relief and recovery from emergencies.

5.1.2 Control Control is the overall direction of response activities in an emergency, operating horizontally across agencies. In Victoria, authority for control is established in the SERP (State Emergency Response Plan) supported by roles and responsibilities outlined in EMMV Part 7 – Emergency Agency Roles. 5.1.3 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. Each agency responding to an emergency must identify the commanders responsible for supervising agency personnel and the agency chain of command. Commanders escalate agency issues and provide direction on agency issues through the agency chain of command. Where there is an agreed inter-agency arrangement, a functional commander may supervise personnel and resources from more than one agency.

5.1.4 Consequence Management

The Emergency Management Commissioner is responsible for consequence management for major emergencies. Consequence management involves the coordination of the activities of agencies with a role in delivery services to the community, with the aim of minimising the adverse consequences of emergencies on the community. During a major emergency, all agencies including critical infrastructure providers 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 should inform and be a precursor of relief and recovery activities. 5.1.5 Communications Communications relates to communicating to the public, reporting to local government and communicating with stakeholder agencies during emergencies. Information on communicating to the public is detailed in chapter 5 of the State Emergency Response Plan. Information on reporting to government and communicating with stakeholder agencies is detailed in the State Emergency Response Plan chapter 4.5.3.


5.1.6 Community Connection Understanding of and connecting with trusted networks, trusted leaders and all communities to support resilience and decision making.

5.2 LEVEL OF EMERGENCY The Emergency Management Act 2013 prescribes the responsibilities of controllers according to the scale and/or type of emergency. For major emergencies the following management structure is in place:

Level of emergency

Type of emergency Control Agency Management

Class 1 (s.37) (a) a major fire or (b) any other major

emergency for which the Metropolitan Fire and Emergency Services Road, the Country Fire Authority or the Victorian State Emergency Service Authority is the control agency under the State emergency Response Plan

Metropolitan Fire Brigade (MFB)

Country Fire Brigade (CFA) or

Victoria State Emergency Service (VICSES).

State Control Centre, Regional Control Centre and either an Incident Control Centre, mobile control unit, site office or other location deemed by EMC.

Class 2

emergency

(s.39)

A major emergency that is not (a) Class 1 emergency or

(b) a warlike act or act of terrorism, whether directed at Victoria or at any other state or territory of the Commonwealth, or

(c) a hi-jack, siege or riot

The control agency for Class 2 emergencies is listed in Part 7 of EMMV.

Managed from a location determined by the control agency in consultation with the EMC

Non major fires MFB, CFA, DEDJTR Control agency command centre

Non major emergencies other than fires

The control agency for non-major emergencies is listed in Part 7 of EMMV.

Control agency command centre

Class 3

emergency

A Class 3 emergency means a warlike act or act of terrorism, whether direct at Victoria of a part of Victoria or at any other State or Territory of the Commonwealth, or a hi-jack, siege or riot. Class 3 emergencies may also be referred to as security emergencies.

Victoria Police

A controller may be appointed at the incident, regional or state tier of emergency response. The line of supervision between these controllers is called the line of control.


5.2.1 A Team Approach

The people and agencies with roles and responsibilities for responding to emergencies work together in teams at the state, regional and local levels to ensure a collaborative and coordinated whole of government approach to the management of emergencies.

5.3 RESPONSIBILITIES

5.3.1 Control Agencies

The EMMV Part 7 – Agency Management Roles nominates a control agency for the response to each form of emergency. The control agency is the agency primarily responsible for responding to the specific form of emergency.

5.3.2 Support Agencies

The EMMV Part 7 – Agency Management Roles nominates key support agencies for the response to each emergency. However, all agencies may be support agencies during major emergencies.

5.3.3 Municipal Responsibilities

Emergency Management Manual Victoria sets out that most of the activities below are carried out by Council in close conjunction with, or with direct support by, Government departments and agencies:. In the response phase, responsibilities include the management of:

Provision of available municipal resources needed by the community and response agencies;

Provision of facilities for emergency services’ staging areas;

Facilitate the delivery of warnings to the community

Provision of information to public and media

Coordination of the provision and operation of emergency relief (includes catering, emergency relief centre, emergency shelters and material needs);

Clearance of blocked drains and local roads, including tree removal and

Support Regional Roads Victoria for partial/full road closures and determination of alternative routes.

Council’s emergency management structure can be found in Part 5 Appendix 1.


5.3.4 Administration During an emergency, Council will receive many requests for resources and support. Most of these requests will come via the MERO or EMLO, but some will be received at other locations depending on the emergency. All requests will be documented and brought to the attention of the MERO to ensure that the deployment of resources and requests are actioned in a timely and appropriate manner. Administration staff is responsible for coordinating and implementing administrative support for the MERO and MRM.

5.4 EMERGENCY MANAGEMENT ROLES AND RESPONSIBILITIES This section identifies specific emergency management roles and responsibilities, as determined by the Emergency Management Act 1986. Part 5 Appendix 1 provides a diagram of the Glenelg Shire Emergency Management Structure.

5.4.1 Municipal Emergency Response Coordinator (MERC)

In addition to its role as control or support agency in certain emergencies, Victoria Police has the responsibility under the Emergency Management Act 1986 for emergency response coordination. Emergency Response Coordinators are responsible for ensuring the coordination of the activities of agencies having roles or responsibilities in response to emergencies, with the exception of emergencies involving defence force vessels or aircraft. The State Emergency Response Coordinator appoints, for each municipal district (Local Government Area), a member of Victoria Police as Municipal Emergency Response Coordinator. The Municipal Emergency Response Co-ordinator must sit on the Municipal Emergency Management Planning Committee. The Senior Sergeant at Portland Police Station is the delegated MERC for Glenelg Shire. The MERC has responsibility for the coordination of resource provision as requested by Control and Support Agencies during the initial response phase of an emergency, and is required to take an active role in on-going emergency planning as an emergency continues. Responsibilities:

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;

Attend at the MOC or ICC if activated; and


Advise the Regional Emergency Response Coordinator (RERC) regarding emergencies which have the potential to require supplementary resources from outside the municipal district.

Any Control Agency requiring municipal support will request that support through the MERC who will pass on all relevant requirements to the MERO.

5.4.2 Municipal Emergency Manager (MEM) (suggested)

To establish a more coordinated approach to emergency management processes and practices across the organisation, Council has delegated the responsibility of MEM to the Director Corporate Services, with responsibility for the overall emergency management functions across Council. This position is responsible for the continuous improvement of the Glenelg Shire MEMP and the Municipal Fire Management Plan (MFMP), which includes their monitoring, development, implementation, review and evaluation. The suggested responsibilities for the MEM are:

chair the Risk Management Group;

coordinate a range of risk reduction activities to ensure maximum efficiency and synergy is obtained;

liaise with the community on all safety matters and support staff and groups designated to deal with specific risks;

track the progress of risk treatment programs.

chair the MEMPC or delegated council member or officer;

ensure the MEMP is effective and current;

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 an MOC can be activated at short notice in event of an emergency;

arrange meetings of the MEMPC or the Municipal Emergency Management Group as appropriate during an emergency;

maintain effective liaison with all regional, state or Commonwealth emergency related agencies servicing the municipal district;

ensure that an effective contact base is maintained so that municipal resources can be accessed on a 24-hour basis;

ensure that contractual arrangements with contractors to provide response or recovery support during an emergency are agreed to and documented in advance of such events;

ensure that appropriate operating procedures and processes are developed, documented and tested by those required to use them during an emergency, and that suitable training takes place;

ensure that appropriate procedures, processes and systems are in place to record and monitor any council expenditure specifically applicable to an emergency;

ensure that applications for expenditures eligible for assistance from State sources are submitted to appropriate agencies;


ensure that debriefing sessions are held for any response and recovery operation after an emergency to examine effectiveness of the MEMP, and upgrade it as necessary;

keep the Council and Chief Executive informed on emergency management activities, including the presentation of an annual report on activities that includes expenditure incurred by the council during the previous 12 months.

5.4.3 Municipal Emergency Resource Officer (MERO)

Council has delegated the function of MERO to the Emergency, Risk and OHS Manager and Deputy MERO’S to other key Council personnel pursuant to Section 21(1) of the Emergency Management Act 1986. The MERO is responsible for the co-ordination of municipal resources and contracted resources in responding to emergencies, and has full delegated powers via the CEO to deploy and manage council's resources during emergencies pursuant to Section 21(2) of the Emergency Management Act 1986. The MERO is also the council officer responsible for the MEMP. The responsibilities of the MERO are:

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 MOC prepared to ensure prompt activation if needed;

liaise with the MEM and the MRM on the best use of municipal resources;

organise a response debrief if requested by the Municipal Emergency Response Coordinator (MERC), an appointee of Victoria Police;

ensure procedures and systems are in place to monitor and record expenditure by the council in relation to emergencies; and

perform other duties as determined. The MERO has financial delegation consistent with Councils Procurement Policy document.

5.4.4 Municipal Fire Prevention Officer (MFPO)

The Country Fire Authority Act 1958 and the Metropolitan Fire Brigades Act 1958 require each municipal council to appoint a fire prevention officer (generally known as a Municipal Fire Prevention Officer) and any number of assistant fire prevention officers. Council has delegated the function to the Local Laws Team Leader and it is also noted, that the MFPO has also appointed two assistant MFPO’s. The responsibilities of the MFPO are:

Undertake and regularly review council’s fire prevention planning and plans (together with the Municipal Fire Management Planning Committee (MFMPC);


Liaise with fire services, brigades, other authorities and councils regarding fire prevention planning and implementation;

Advise and assist the Municipal Emergency Management Planning Committee on fire prevention and related matters;

Ensure the MEMP contains reference to the Municipal Fire Management Plan;

Report to Council on fire prevention and related matters;

Carry out statutory tasks related to fire prevention notices and infringement notices;

Investigate and act on complaints regarding potential fire hazards;

Advise, assist and make recommendations to the general public on fire prevention and related matters;

Issue permits to burn (under s.38 of the Country Fire Authority Act);

Facilitate community fire safety education programs and support Community Fireguard groups in fire prone areas. Support fire services in the delivery of fire safety education.

5.4.5 Municipal Recovery Manager (MRM)

Council has delegated the function of MRM to the Manager Aged and Disability to ensure a responsive and coordinated approach to the delivery of recovery services and activities across the municipality pursuant to the State Emergency Relief and Recovery Plan, EMMV Part 4, p.4-8. The role of the MRM is to:

Coordinate municipal and community resources for recovery;

Assist with collating and evaluate information gathered in the post impact assessment;

Establish priorities for the restoration of community services and needs;

Liaise with the MEM and MERO on the best use of municipal resources;

Establish an information and coordination centre at the municipal offices or a location more appropriate to the affected area;

Liaise, consult and negotiate with recovery agencies and council on behalf of the affected area and community recovery committees;

Liaise with the regional recovery committee and Department of Health and Human Services;


Undertake other specific recovery activities as determined.

The MRM may delegate duties to provide for effective management of the recovery functions.

5.4.6 Deputy MERC, MERO and MRM

In the event the MERC, MERO and MRM are required to undertake other functions such as planning, meetings or briefing sessions; the Deputy MERC, MERO and MRM are required to undertake the roles of MERC, MERO and MRM. The Deputy MERO and/or MRM may also be required to fulfil other functions, for example, community information sessions, assist operational officers or undertake inspections of the Emergency Relief Centres. The full Municipal Emergency Management Structure can be seen in Part 5 Appendix 1 of this Plan.

5.4.7 Emergency Management Liaison Officer (EMLO)

This role reports directly to the MERO during response and, during recovery, to the MRM. EMLO (usually a Deputy MERO) is a person that acts as a go-between or link between two organisations to communicate and coordinate activities. This is best achieved through using the resources or employing the services of one organisation. The Glenelg Shire Council EMLO will provide the technical or subject matter expertise of Glenelg Shire. The EMLO provides face-to-face coordination and serves as the primary contact for support agencies assisting at an incident to communicate with Council and the MERO. The EMLO:

is appointed to represent Council: in another agency’s facility utilised to manage an emergency response; and/or;

may represent the agency at the IEMT or REMT, if the relevant agency commander is unable to attend (not the SEMT, where a senior agency representative is required to attend);

may attend at an incident control centre; and/or

may be a part of an emergency management team;

is empowered to commit, or arrange the commitment of, the agency’s resources in response to an emergency in consultation with the MERO;

represents the interests of the agency;


provides advice in relation to impacts and consequence management;

assists the community to respond to, and recover from the emergency; and

should have previous experience in this role or have attended an EMLO training course.

5.4.8 Municipal Emergency Relief Centre Manager

The role of the Municipal Emergency Relief Centre Manager is to:

• Ensure that the Emergency Relief Centre kit is up to date;

• Ensure that there is an up to date contact list of Relief Centre Support Officers;

and

• Coordinate the establishment of an emergency relief centre.

5.4.9 Administration Support Officers

Administrative Support Officers (as per roster) will be provided by the Glenelg Shire Council. The responsibilities of the Administration Officers are to:

Prepare and take minutes of MEMPC meetings;

Provide assistance to both or either the MERO or MRM in the event of Emergencies.

5.4.10 Environmental Health Officer (EHO)

Section 29 of the Public Health and Wellbeing Act 2008 provides that each Council must appoint one or more EHO. In relation to emergency management, the EHO may have a role in:

Food surveillance;

Inspection of food handlers and food distribution outlets;

Food sabotage;

Infectious disease surveillance and investigation;

Disinfection (concurrent (immediate) or terminal (at end of isolation);

Water (purity and quantities);


Waste collection and disposal (putrescible, dry, indestructible, sullage and toilet waste);

Vermin and vector control;

Sanitation (toilets, showers, washing facilities);

Accommodation (adequate size, suitable);

Disposal of dead stock and animals;

Zoonotic diseases (those transferred from animal to humans);

Siting and layout of campsites;

Water, land and/or air pollution;

Collection and dissemination of information on public health issues;

Development of Public Health Notices; and

Planning (development of a municipal public health emergency management plan if resources allow) and participate in the MEMPC.

5.4.11 Mayor and Councillors

Mayors and councillors do not have an operational role in emergency management. The key role of mayors and councillors during an emergency is to:

Advocate on behalf of and represent their constituents, and

Facilitate communication between council and the community.

It is appropriate for the mayor and councillors to comment on what their own council is doing, but not on other areas of responsibility, such as the control agency or police. Council’s existing media policies and protocols should be observed during an emergency or incident. Particular attention should be paid to policies and protocols regarding interaction with the media, and how and when the spokesperson role is activated. Councils may choose to develop specific policies or protocols for use in the case of an emergency or incident.

5.5 MUNICIPAL MANAGEMENT FUNCTIONS

5.5.1 Municipal Operations Centre (MOC)

In the event of a medium to large scale emergency, Council will activate the use of a Municipal Operation Centre (MOC). The MOC will be activated by the MERO. The primary role of the MOC is to coordinate the provision of Council’s human and material resources used during an emergency.


The MOC will be staffed by the MERO, MEMPC Administration Officer, Media Communications Officer, MRM, MEM, MOC Manager and Crisisworks support staff. In the event that the scale of an emergency requires the MOC to be open for a protracted period of time, staff from other municipalities will be utilised via the MAV’s Inter Council Resource Sharing Protocols and agreements with neighboring municipalities. The location of Municipal Operations Centres (MOC) for the Glenelg Shire Council is: Primary MOC – Glenelg Shire Council Reception Room, 71 Cliff St Portland Alternative could be – Casterton Customer Service Centre, Henty St., Casterton Heywood Customer Service Centre, 77 Edgar St Heywood.

5.5.2 Financial Considerations

Financial accounting for Municipal resources utilised in emergencies must be authorised by the MERO or the MRM and shall be in accordance with the normal financial arrangements of Council and the MAV Financial Management in Emergencies Protocol. All expenditure is to be recorded and logged for cost recovery. The Councils Finance Department will establish appropriate ledger numbers as soon as notified of an emergency. Glenelg Shire Council will recoup all costs for resources requested by Control Agencies and supplied during an emergency event. In all instances, the requesting agency should make appropriate arrangements for delivery and will be responsible for all costs incurred. An agency cannot transfer its responsibility for the cost of undertaking its roles/responsibilities if the activity is in compliance with the direction or request of a response controller from another agency. When Control agencies requests for services and supplies (for example, catering) on behalf of a number of supporting agencies, the control agency will be responsible for all costs incurred. Municipal councils are responsible for the cost of emergency relief measures provided to emergency- affected people. Depending on the magnitude of the emergency some government financial assistance may be available for prevention, response and recovery activities through the Victorian Natural Disaster Financial Assistance Program (NDFA) and/or Federal Natural Disaster Relief and Recovery Arrangements (NDRRA) both of which are accessed through the Victorian Department of Treasury and Finance. The table below outlines eligible and ineligible events under NDFA/NDRRA:


Table 6: Eligible and ineligible emergency relief expenditure

5.5.3 Assets Register In accordance with the MAV Financial Management in Emergencies Protocol Council maintains an up to date assets register. 5.5.4 Compensation Under Section 27 of the Emergency Management Act 1986, compensation is payable if a volunteer emergency worker suffers personal injury (including death) or loss or damage to property belonging to the worker or in the worker’s possession or control while engaged in emergency activity.

5.5.5 Business Continuity Plan

In the event of an emergency the Executive Team (ET) will support the Council in determining and implementing appropriate incident management strategies to enable critical business functions to remain operational. The ET will be responsible for the management and restoration of business activities to normal levels of operation once an emergency event has concluded. ET consists of the Chief Executive Officer, Director Community Services, Director Assets, and Director Corporate Services.


5.6 EMERGENCY ACTIVATION Early notification of any emergency situation to Council is essential to enable it to implement its own emergency response arrangements. This is especially important when there is a likelihood that the event could escalate or be protracted. In the event of an emergency, the MERC will determine the extent of resources and support required for successfully managing the emergency.

5.7 SCALABILITY OF EMERGENCY COORDINATION

The following levels of emergency coordination illustrate the components that might be

activated in the varying scale of emergencies; they also aim to create a more

appropriate response determined by the scale. The activation of each level is

dependent upon the scale of the emergency and is determined by the MERC.

5.7.1 Small Scale Emergency (less than 24 hour impact)

A level on incident is considered a small scale emergency that can be resolved through the use of local or initial response resources. The MOC may not be formally activated, however, the MERC and MERO will remain in close communications at all times. Consequently, the MERC and MERO will undertake the planning and logistics functions concurrently and may use Crisisworks to capture data related to the emergency. They will also monitor the emergency and its impact on the area, the community and other elements/variables that may require a higher level of activation.

5.7.2 Medium Scale Emergency (more than 24 hours)

A level two incident is considered a medium scale emergency and is more complex in size, resources or risk. Crisisworks will be used to record all actions and responses and a MOC may be activated. The emergency may potentially require forward planning to address response issues, and for recovery during the response phase.

5.7.3 Large Scale Emergency (multiple days impacted)

A level three incident is considered a large scale emergency and is characterised by the levels of complexity that require the activation and establishment of all MOC functions plus emergency relief centres. 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. Crisisworks will be used to record all actions and responses.

5.7.4 Non Major Emergency

A non-major (single incident) emergency is defined as an event that has occurred on a small scale, where individuals or families may have had their home or possessions severely damaged or destroyed, through an incident such as a house fire, localised flood, storm, burst pipes or vandalism. Part 5 - Appendix 2: Glenelg Shire Non-Major Emergency Protocol


5.8 ACTIVATION PROCEDURE Early notification of any emergency situation to Council is essential to enable it to implement its own emergency response arrangements, this is especially important when there is a likelihood that the event could escalate or be protracted. Glenelg Shire Council resources will be activated in four phases: 1. Alert / Notification;

2. Standby;

3. Activation; and

4. Stand down. Initial information will generally come from a control agency to the MERC, who advises the MERO and the level of response will depend on the nature and extent of the emergency. 1. Alert / Notification

Some of the activities that will be considered are:

Notifying key personnel that an emergency might require personnel to attend the Incident Control Centre (ICC);

Maintain situational awareness of conditions and events; and

Establish flow of information internal and external.

Any incident is considered a small scale emergency if it can be resolved through the use of local or initial response resources. The MOC might not be activated however the members of the Municipal Emergency Management Group (MEMG) should be in close communication at all times. The MEMG will remotely monitor the emergency’s impact on the area, the community and other elements/variables that might lead to a higher level of activation.

2. Standby

Staff with emergency management roles will be placed on standby in the event of:

Warning from the control agency e.g. flooding or severe storm warning;

Report of a bushfire with potential to spread; and

Direction from the MERC and/or MERO.

3. Activation

Due to the emergency there may be no time to place staff on standby and staff may be activated immediately to perform their emergency management roles. Activation will come from the MERO/MRM.


Hot Start

A hot start is when resources are activated prior to an emergency.

Bushfire Phases for activation –

Fire Danger Rating Fire Danger Index

Phase of Activation

Functions

Code Red 100+ Action MERO, MRM, MEM, ERC Staff, Operations Staff, Admin Staff is in readiness for activation .MERO on duty and operating. EMLO available for ICC (MOC to be set up in 1hr if required).

Extreme 75-100 Standby MERO, MRM, MEM, ERC Staff, Operations Staff, Admin Staff is in readiness for activation .MERO on duty and operating. EMLO available for ICC (MOC to be set up in 1hr if required).

Severe 50-75 Alert/Readiness MERO, MRM, MEM, ERC Staff, Operations Staff, Admin Staff is in readiness for activation. MERO on standby or duty at ICC. EMLO available for ICC.

Very High 25-50 Alert/BAU MERO and MRM - Maybe requested by ICC to be on Standby or in attendance at ICC.

High 12-25 BAU MERO and MRM

Low – Moderate 0-12 BAU MERO and MRM

4. Stand Down After consultation with the Control Agency and other relevant agency, and the MERC is satisfied that the response to the emergency has been completed, agencies will be advised to ‘Stand Down’.

Refer to Part 5 Appendix 3 for the Glenelg Shire Emergency Resources Activation guidelines.

5.8.1 Triggers to recognise the escalation from local level

Glenelg Shire Council has identified the following triggers when capability and capacity are exhausted from local to regional response:

Forward shifts cannot be filled;

Basic water and electricity will not be restored for an extended period of time;

Road and transport networks will remain adversely affected for an extended period of time;


Consequences of the emergency are complex and/or have state wide impacts;

Unable to address a complex need in the community; i.e. cultural needs, vulnerable people, demand for temporary accommodation;

Number of people presenting to an emergency relief centre is exceeding capacity; and

Impacted community is dispersed across multiple councils.

5.8.2 Escalation to other municipalities or Regional or State When the triggers are reached, the MERO will request the MERC to request additional resources from neighbouring municipalities. If they are unable to provide the requested resources, the MERC will escalate the request to the RERC who then may escalate to State.

5.8.3 Debriefing Arrangements

A debrief will take place as soon as practicable after an emergency. The MERC will convene the meeting and all agencies that participated will be invited to attend with a view to assessing the adequacy of the MEMP and to recommend any changes. It may also be appropriate to conduct a separate debrief to address recovery issues. This should be convened and chaired by the MRM.

5.9 TRAFFIC MANAGEMENT Public movement in and around an emergency may need restricting to either protect the public or the scene. The incident controller is responsible for developing, implementing and monitoring a traffic management plan, which may include establishing traffic management points to restrict access. Victoria Police coordinates the implementation of the plan in accordance with EMMV Part 3, 5.2.4.

5.10 MUNICIPAL OPERATIONS CENTRE (MOC) The MOC will be activated by the MERO. Part 5 Appendix 4: MOC – Standard Operating Procedures. Part 5 Appendix 5: Barwon South West Emergency Management Response contact directory. 5.10.1 Crisisworks Council uses the cloud based program called Crisisworks to assist in the management of emergency response. Crisisworks is used to track requests and activities relating to the incident, as well as recording and tracking impact assessment data to assist in the recovery phase of the incident.


5.11 COUNCIL PLANT AND EQUIPMENT The Emergency Management Act 1986 s.20 (2a) requires that the MEMP identify municipal resources and s.20 (2b) specify how they are to be used in emergency prevention, response and recovery. The MERO will coordinate the plant and equipment held by Council in Part 5 Appendix 6. However, Glenelg Shire Council plant and equipment operators who have not completed Maintain Safety at an Incident will not have permission to enter a designated fire emergency area2. Glenelg Shire Council plant and equipment operators will work within the Glenelg Shire Council EBA terms and conditions. Glenelg Shire Council has a contact list of other resources however the MERO will not coordinate or be responsible for contractor plant and equipment. Glenelg Shire Council Plant and Equipment is registered on the DELWP External Plant Web Portal Plant.

5.11.1 Supplementary Emergency Response Resources

A supplementary emergency response resource is a resource that is required by a response agency (usually an emergency service, including the control agency) for emergency response operations that is neither owned nor effectively controlled by that agency3. Supplementary resources include, but are not limited to:

• Personnel – (e.g. agency support and industry technicians); • Equipment – (e.g. plant, vehicles); and • Services – (e.g. telephone lines, expert technical advice). An agency should exhaust all resources owned or directly within their control prior to requesting assistance from elsewhere. Once exhausted, supplementary resources will be allocated as per the figure 12 below. As per Part 8 Appendix 1 of the EMMV, when a control agency requests services and supplies (for example, catering) on behalf of a number of supporting agencies, the control agency will be responsible for costs incurred. Figure 12 below outlines the process to request supplementary supplies:

2 EMMV, Declaration of Emergency Area Section 3.15.1.1 3 Sourcing Supplementary Emergency Response Resources for Municipal Councils, Practice Note, Emergency

Management Victoria


Figure 12: Supplementary response resource process flow chart

4

4 Sourcing supplementary emergency response resources from municipal councils, Practice Note, Emergency

Management Victoria, 3


5.11.2 Planning for Cross Boundary Events

Glenelg Shire Council is a signatory to the Protocol for Inter-Council Emergency Management Resource Sharing Protocol. The purpose of the 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 councils staff seconded to another council for assisting with response and recovery operations should be within the scope of councils’ emergency management responsibilities as set out in Part 6 of EMMV. Requests for resources should be made via the MERO. The protocol can be found here: http://www.mav.asn.au/policy-services/emergency-management/Pages/resource-sharing-protocol.aspx 5.11.3 Financial Considerations Accounts and financial commitments made during the response phase are the responsibility of the MERO through the MEMP arrangements. Payment for goods and services used in the recovery process is the responsibility of the MRM through the MEMP arrangements. Financial accounting for municipal resources utilised in emergencies must be authorised by the MERO or the MRM, and be in accordance with the normal financial arrangements of Glenelg Shire Council. Glenelg Shire Council is accountable for any monies donated as a result of an emergency event, and will implement systems to receive and account for all such donations. Control Agencies are responsible for all costs involved in that Agency responding to an emergency. For further information regarding financial arrangements please refer to EMMV Section

8, Appendix 1: Financial Arrangements.

http://www.mav.asn.au/policy-services/emergency-management/Pages/resource-sharing-protocol.aspx

http://www.mav.asn.au/policy-services/emergency-management/Pages/resource-sharing-protocol.aspx


5.12 WARNINGS BEFORE DURING AND AFTER Emergency Warnings and information assist the community to make informed decisions about their safety. PREVENTION (Before emergencies)

Any information released to the public on behalf of the Glenelg Shire Council will be to educate and assist the community to prepare for emergencies. RESPONSE (During emergencies)

It is the responsibility of the Control Agency to issue warnings to the potentially affected community, and other agencies. The Council may have, or be asked to assist in the

dissemination of this information. During response, Warnings and the release of other public information should be authorised by the Incident Controller prior to dissemination. RECOVERY (After emergencies)

Releasing information will be the responsibility of the Glenelg Shire Council in the first instance this may be done in consultation with the Department of Health and Human Services. Any information released must be approved by the MRM or CEO/Director. Liaison must take place so duplication and confusion does not occur.

5.12.1 Emergency warning mechanisms used by emergency services organisations in Australia

The following table provides an example of the types of warning mechanisms available and Part 5 Appendix 7: outlines the Victorian Warning Notification Process.

5.12.2 Emergency Broadcasters

The Victorian Government has formal arrangements for the broadcast of emergency warnings and information to the community. Victoria has Memoranda of Understanding with a number of broadcasters and Emergency Management Victoria is the administrator of Victoria’s emergency broadcasting policy on behalf of the emergency services, including the CFA, Department of Environment, Land and Water and the Victoria State Emergency Services (VICSES). During emergencies, Victoria’s emergency broadcasters will broadcast information, including updates and community alerts, which will help the public to make decisions based on the advice of the emergency services. If necessary, emergency warnings will interrupt normal programming on the radio and television station.


Emergency broadcasters include ABC Local Radio and commercial radio stations across Victoria and SkyNews television. Three key radio stations for Glenelg include:

• Portland ABC Local 96.9 FM; • Portland Mixx 93.7 FM; • Casterton ABC Local 94.1 FM; • Western Victoria ABC Local 594 AM ; • Western Victoria ABC Local 94.1 FM; and • Hamilton Mixx 88.9 FM. 5.12.3 Official Emergency Services Websites www.emergency.vic.gov.au is a single all-emergencies website for Victorians. It is Victoria's primary website for incident information and warnings. It provides a single source of information and advice to help people prepare for, respond to and recover from emergencies. VicEmergency has a real-time Google Map display with incidents across Victoria including fires, floods, storms, power outages, hazardous material incidents and traffic incidents.

5.12.4 Social Media

Emergency Twitter Feeds • Victoria Police https://twitter.com/VictoriaPolice

• VICSES news https://twitter.com/vicsesnews

• VICSES warnings https://twitter.com/vicseswarnings

• VICSES page facebook.com/vicses

• CFA updates https://twitter.com/CFA_Updates

• CFA page facebook.com/cfavic

• Ambulance Victoria https://twitter.com/AmbulanceVic

• EMV https://twitter.com/emv_news?lang=en

• Victoria Police page facebook.com/victoriapolice Emergency Management Information made available on Glenelg Shire website http://www.glenelg.vic.gov.au/Emergency_Information https://www.facebook.com/glenelgshirecouncil/ https://twitter.com/glenelgsc Immediate phone interpreting (24 hours, every day of the year) Phone: 131 450 ATIS Voice phone interpreting (24 hours, every day of the year) Phone 1800 131 450

http://www.glenelg.vic.gov.au/Emergency_Information



5.13 Evacuation Evacuation is a risk management strategy that involves the movement of people to a safer location. As with emergency response activities, the main priority when deciding to undertake evacuation is the protection of life. There are five stages in the evacuation process: 1. Decision;

2. Warning;

3. Withdrawal;

4. Shelter; and

5. Return. Evacuation is a scalable activity that may be applied to individuals, a house, a street, a large facility (eg. School or hospital), a suburb/town or a large area of the State. Primary responsibilities for evacuation are held by the control agency and Victoria Police (Evacuation Manager). In Victoria, evacuation is largely voluntary. The controller makes a recommendation to evacuate and it is the choice of individuals as to how they respond to the recommendation. However, in particular circumstances, legislation provides some emergency service personnel with authority to remove people from areas or prohibit their entry. Special consideration must be given to the evacuation of vulnerable people in the community. Vulnerable people and those who may care for them, including facilities such as hospitals, aged care facilities, educational facilities and prisons, are likely to need more time, resources, support and assistance to evacuate safely. A list of vulnerable people in facilities is also maintained and attached in Part 6, Appendix 25.


5.14 NEIGHBOURHOOD SAFER PLACES – BUSHFIRE PLACE OF LAST RESORT

Neighbourhood Safer Places – Places of Last Resort (NSP-PLR) are municipal council designated buildings or spaces within the community that may afford some protection from radiant heat, the biggest killer during bushfire. They are a place of last resort in bushfire emergencies only. They are a last resort shelter that may assist people when there is imminent threat of bushfire and they have no plan, or their planned options are not possible. They are not locations to relocate to when leaving early. On days when there is advice to leave early people should relocate well away to an area of lower risk either the night before or early in the morning.

The degree of safety afforded by Neighbourhood Safer Places will depend on a number of factors, including the intensity of the bushfire. There are seven NSP-PLR’s that have been assessed by CFA within the Glenelg Shire Council municipal area. For more information on the NSP click on the CFA below link -

http://www.saferplaces.cfa.vic.gov.au/cfa/search/default.htm

Location Address

Casterton Casterton Central Business District

Henty Street (Glenelg Highway) between Hutton Street and Clarke Street Casterton 3311.

Dartmoor Dartmoor Recreation Reserve

Corner Ascot Street and Egan Street. Entry from Ascot St (opposite Wood St) or Egan St (opposite Glenelg Tce) Dartmoor 3304.

Heywood Heywood Central Business District

Edgar Street (Princes Highway), including Service Roads, between Lindsay Street and Cameron Street Heywood 3304.

Merino High Street Service Road between Fire Station and Public Hall

High Street (Portland-Casterton Road) Service Road between house number 6 and 10 Merino 3310.

Nelson

Grassed area (River Bank) adjacent to Visitor Information Centre from Bridge in the north to Kiosk in the south

Leake Street (between Kellett Street and Portland-Nelson Road) Nelson 3292.

Nelson Boat Ramp Car Park

Corner Leake Street and Kellett Street Nelson 3292. Use access road to car park (Landing Rd) at this corner Nelson Boat Ramp Car Park

Portland Civic Hall Car Park 30 Bentinck Street (between Glenelg Street and Gawler Street) Portland 3305.

http://www.glenelg.vic.gov.au/Neighbourhood_Safer_Place_Bushfire_Place_of_Last_Resort

http://www.saferplaces.cfa.vic.gov.au/cfa/search/default.htm


5.15 FIRE REFUGES

There are no designated fire refuges in the foot print of Glenelg Shire Council.

5.16 TRANSITION FROM RESPONSE TO RECOVERY Council is responsible for relief and recovery management at the municipal level. The Incident Controller, emergency response coordinator and recovery manager should start planning for the transition to recovery as soon as possible following the initial impact of an emergency. The Emergency Management Team should be involved in these discussions to ensure all agencies have a shared and consistent understanding of the planning, timing and expectations for the transition to recovery. Glenelg Shire Council is responsible for managing emergency relief centres during emergency response and they may need to continue providing these services under recovery management arrangements after other response activities have finished. A number of considerations impact the timing of the transition of coordination from response to recovery. These include: • The nature of the emergency and whether a recurring threat is likely;

• The extent of the impact on the communities, as this may determine the length of

the transition period;

• The level of loss/damage and the extent to which this has been validated;

• The extent to which the community needs emergency relief; and

• The resources required for the activation of recovery arrangements. The emergency response coordinator is responsible for advising all agencies involved in the emergency of the time of termination of the emergency response phase. Following the termination, the effects of the emergency may continue with the recovery activities often continuing for some time. Although the termination of the response phase implies the cessation of the responsibilities of emergency response coordinators, both they and the emergency response agencies may continue to operate in recovery through a previously agreed role.


APPENDIX 1: EMERGENCY MANGEMENT STRUCTURE

These positions will be located either at the MOC, or Relief/Recovery Centre.

ICC (Incident Control Centre) or IPOC (Incident Police Operation Centre

ICC (Incident Control Centre)

MOC (Municipal Operations Centre)

Municipal Emergency

Coordinator (MERC)

Victoria Police

Municipal Emergency

Resource Officer (MERO)

Deputy Municipal Emergency Resource Officer

Deputy MERO (On Call Roster)

Municipal Recovery Manager

(MRM)

Deputy Municipal Recovery Manager

Deputy MRM (On Call Roster)

Social Environment Coordinator

Community Wellbeing Manager

Municipal Emergency Liaison Officer (EMLO)

Glenelg Shire Mayor

Media Liaison

Building Environment Coordinator

Surveyor

Natural Environment Coordinator

Economic Environment Coordinator

Communications Economic Development Manager

Deputy MERO (On Call Roster)

Municipal Emergency Management Group

Media &

Communications

Officer

Municipal Fire Prevention

Officer (MFPO)

Legend

Positions required by legislation

Suggested positions

Building Surveyor

Relief Centre Support Officers

(Relief Centre Support Staff On Call Roster Volunteers)

Relief & Recovery Centre Manager

Senior Customer Service Officers, (Relief Centre Support Staff On Call Roster)

MOC Manager

Deputy

MERO (On

Call Roster)

Environmental Health Officer

Environmental Sustainability Coordinator

Municipal Emergency

Manager (MRM)

Emergency, Risk & OHS Manager

Director

Corporate

Services

Relie

f &

Reco

ve

ry

Respo

nse

Agency Incident

Controller

Glenelg Shire CEO

Glenelg Shire

Councillors

MERO Support Officer

Administration Office (On Call Roster)

On Ground Resource

Coordinator

Works Operations Leader

MOC Administrative Staff

Manager Communication

Communications Economic Development Manager

Manager Aged

& Disability

Services


Local Laws Team Leader

Agriculture Environment Coordinator

Local Laws Team Leader


APPENDIX 2: NON-MAJOR EMERGENCY PROTOCOL

Incident Controller

and/or Municipal

Emergency Resource

Coordinator (MERC)

respond to emergency

Non-Major emergency may include:

Single house fire,

Single house with over floor flooding

Building damage to one building

Commercial food premises with fire/smoke damage

Information

/service

provided is

sufficient

Contact DHHS: Regarding accommodation

and financial services

No further

action

required

YES

NO

Contact Red Cross: Material aid or

accommodation

Contact

required

services

Contact Council Regarding road services,

drainage and other works & signage

Contact VCC: Counselling services

Contact Building Surveyor Building damage or structural

integrity issues

Contact EHO Contaminated water tanks, septic

tanks, smoke or fire in a commercial food premises

Service required depends on

incident. You may require one or

many.

Log what was

requested and

what you did

Email internal Council

Emergency

Management

Coordination Group

for information

Contact Local

Government

MERO


APPENDIX 3: GLENELG SHIRE EMERGENCY RESOURCES ACTIVATION PROCEDURE

DEFINITIONS AND TRIGGERS FOR ACTIVATION Glenelg Shire resources will be activated in four phases: Initial information will generally come from a control agency to the MERC, who advises the MERO and the level of response will depend on the nature and extent of the emergency. The Control Agency may also contact the MERO direct to attend the ICC. 1. Alert / Notification Some of the activities that will be considered are:

‘Very High’, ‘Severe’ fire danger day warning;

Notifying key personnel that an emergency might require personnel to attend the Incident Control Centre (ICC);

Maintain situational awareness of conditions and events; and

Establish flow of information internal and external. Any incident is considered a small scale emergency if it can be resolved through the use of local or initial response resources. The MOC might not be activated however the members of the Municipal Emergency Management Group (MEMG) should be in close communication at all times. The MEMG will remotely monitor the emergency’s impact on the area, the community and other elements/variables that might lead to a higher level of activation.

2. Standby Staff with a role in Emergency Management will be placed on standby in the event

of:

‘Extreme’, ‘Code Red’ fire danger warning;

Warning from the Control Agency e.g. imminent flooding or severe storm warning;

• Report of a bushfire with potential to spread;

• Direction from the MERC and / or MERO; and

• An imminent threat including flooding or severe weather requiring relocation / accommodation.

3. Activation


Due to the emergency there may be no time to place staff on standby and staff may be activated immediately to perform their emergency management roles. Activation will come from the MERO/MRM. Bushfire Phases for activation –

Fire Danger Rating Fire Danger Index

Phase of Activation

Functions

Code Red 100+ Action MERO, MRM, MEM, ERC Staff, Operations Staff, Admin Staff is in readiness for activation .MERO on duty and operating. EMLO available for ICC (MOC to be set up in 1hr if required).

Extreme 75-100 Standby MERO, MRM, MEM, ERC Staff, Operations Staff, Admin Staff is in readiness for activation .MERO on duty and operating. EMLO available for ICC (MOC to be set up in 1hr if required).

Severe 50-75 Alert/Readiness MERO, MRM, MEM, ERC Staff, Operations Staff, Admin Staff is in readiness for activation. MERO on standby or duty at ICC. EMLO available for ICC.

Very High 25-50

Alert/BAU MERO and MRM - Maybe requested by ICC to be on Standby or in attendance at ICC.

High 12-25 BAU MERO and MRM

Low – Moderate 0-12 BAU MERO and MRM

4. Stand Down This is when all operational emergency response and relief activities have finished. The MERC and/or MERO declares a ‘stand down’ of all emergency response activities.

5.17 STANDBY


Task Time Comments

Contact the following people:

MEM

MERC if not already aware

Notify the CEO of the Standby

Notify all Executive Team

Deputy MERO’s (EMLO)

MRM

Relief Centre Managers

MFPO

Media & Communications


Officer

MOC Facility Manager (if required)

Environmental Health Officer

On Call Works - ground resource coordinator

Conduct a briefing with the above people (is required)

Direct Deputy MERO to Standby MOC (if required)

Identify where plant & Equipment are located at each Depot

Ensure the generator is ready for use

Prepare a roster in the event of activation (if required)

Do you need an Emergency Relief Centre? See Appendixes in Part 6 of the MEMPlan.

Do you need to establish a MOC? Which one? See SOP MOC initial setup Part 5 Appendix 4

Primary: GSC Municipal Offices (Reception room) 71 Cliff Street Portland Secondary: GSC Customer Service Centre Edgar Street Heywood (Council meeting room)

5.17.2 Municipal Emergency Manager

Upon direction from the MERO: Task Time Comments

Keep Council and CEO informed of the emergency

Advise Council that MOC is on standby (if required)

Brief the Customer Service Reception Staff of the emergency and provide them with information that can be provided to the community.

Brief Media & Communications Officer and place on standby to provide information on websites, twitter etc.

5.17.3 Deputy MERO’s


Reschedule MERO’s meetings (is required)

Attend the MERO’s briefing via phone

Log into Crisisworks and monitor



Upon direction from the MERO:

Task Time Comments

Contact the following and put on standby if required:

Director of Community Services

Deputy MRM’s

Relief Centre Manager Brief the Emergency Relief Centre Manager of the situation by phone. This briefing includes information on: the emergency (type, location, scale/severity, any other factors impacting on emergency relief arrangements), potential numbers of affected persons and any other relevant information known at the time.

Notifying the Emergency Relief Centre Manager to put the Emergency Relief Centre Support Staff on standby

5 recovery environment workgroup coordinators; Building Survey, Environment Health Officer; Economic Development Manager; Community Wellbeing Manager; Environmental Stainability Coordinator.

Attend the MERO’s briefing

Do you need an ERC? . Which one? Talk with MERO See Part 6

Contact ERC Manager and put on standby

5.17.5 Municipal Relief Centre Manager


Task Time Comments

Contact the Relief Centre Support Officers and put on standby if required.


5.18 ACTIVATION Notification from MERC or control agency – activation within 1 hour


Task Time Comments

Notify the CEO of activation

Activate MOC (if required)

Provide assistance to Regional Roads Victoria regarding the closure or clearing of roads

Active On Call - Ground Resource Coordinator to predetermined location

Activate resources such as plant and equipment to predetermined marshalling areas.

Activate Municipal Emergency Coordination Group. This Group consists of the MERC, MERO, MEM and MRM.

Activate Deputy MERO’s (EMLO) to ICC

Activate Emergency Relief Centre in consultation with MERC & MRM

Ensure that the opening and location of ERC is communicated to the communities impacted by the emergency

When safe to do so activate deploy personnel/equipment as requested

List all resources deployed

Produce briefings on a regular basis for relevant authorities and bodies

Initial impact assessment – gather information and feed back to ICC

Maintain records of financial commitments made by council in response to the emergency, or on behalf of requesting agencies

Liaise with MERC regarding the transition into recovery

5.18.2 Municipal Emergency Manager (MEM)


Task Time Comments

Notify the CEO of activation

Notify the Customer Service Staff of the emergency

Notify the Media & Communications Officer




When MOC is activated reschedule all meetings on behalf of key Municipal Emergency Management Coordination Group staff( if required)

Attend the MERO’s briefing

Provide support to MERO

Enter data into Crisisworks as per instructions from MERO

5.18.4 MOC Manager (Deputy MERO)


Task Time Comments

Establish the MOC for activation according to the MOC SOP Part 5 Appendix 4 (to be developed)

Post ‘MOC IN OPERATION APPROVED ACCESS ONLY’ signage on all entry and exit doors of the MOC

Attend the MOC

Register personnel arriving/departing the MOC

Ensure information is gathered and handled in accordance with MOC Message Request and Handling System (to be developed)

Ensure only authorised personnel enter. Those who are unauthorised (media, staff without MOC roles) should not be within a MOC

Ensure the generator is ready for use

Ensure all staff at the MOC operate in accordance with OHS and Workplace Agreement guidelines in relation to shift times

Ensure staff have breaks to maintain operational effectiveness

Ensure catering arrangements are in place

Updating the whiteboard

Attend the MERO’s briefing.




Task Time Comments

Activate the Deputy MRM’s

Activate the Relief Centre Manager

Attend the MOC

Attend MERO’s briefing

Ensure that the nominated Emergency Relief Centre is opened within a timely manner

Ensure the opening and location of the Emergency Relief Centre is communicated to the communities impacted by the emergency in a timely manner in conjunction with the MERC and the MERO

Ensure full records are maintained of all communications, including deployment

Maintain records of financial commitments made by Council in response to the emergency, or on behalf of requesting agencies in relation to the emergency

When safe to do so, or when requested by the Incident Controller, deploy the 5 recovery workgroups; Building Surveyor, Environmental Stainability Officer, Environmental Health Officer, Economic Officer & Social Environmental Officer to perform initial impact assessments Part 6 (Appendix 22)

Request Victoria Police deliver the emergency registration kit to the ERC

Ensure the effective resourcing and management of the Emergency Relief Centres

Produce briefings on a regular basis to the Municipal Emergency Management Group

Notify Australian Red Cross (Victoria) of Emergency Relief Centre Activation for Register.Find.Reunite (R.F.R) service and catering teams and Victorian Council of Churches Emergencies Ministries for community support services and St Johns/Ambulance Victoria for First Aid.

Liaise with Municipal


Emergency Group regarding the transition from emergency relief to recovery.

Activate the Community Recovery Committee (if required)

5.18.6 Municipal Relief Centre Manager


Task Time Comments

Attend at the nominated relief centre. Refer to Establishing & Operating an Emergency Relief/Recovery Centre Guidelines)

Activate Relief Centre Support Staff.

Set up equipment in ERC

Regularly brief the MRM

Allocate tasks to the Relief Centre Support Officers

Notify the MRM as soon as the ERC is established

Support other agencies such as Red Cross in their roles

Manager the ERC

Regularly update the MRM of the ERC situation

5.18.7 Emergency Management Liaison Officer


Task Time Comments

Attend briefings at ICC

Provide regular reports to MERO via phone

Update Crisisworks

5.18.8 Environmental Health Officer


Task Time Comments

Attend briefings at MOC

Provide advice, if required, to MERO about:

Water (purity & quantities)

Waste collection and disposal

Sanitation

Accommodation

Disposal of dead stock and animals

Water, land or air pollution

Dissemination of information on public health issues

Development of Public Health Notices


5.18.9 On Ground Resource Officer


Task Time Comments

Attend at predetermined resource marshalling area.

Provide regular reports to MERO

Maintain list of Council resources in and out of marshalling area

Maintain in close contact/communication with Councils Plant Operators

5.18.10 Chief Executive Officer


Task Time Comments

Notify the Mayor and Councillors

Contact and meet with Directors

Ensure support is provided to the MERO

Liaise with the Mayor and Councillors

5.18.11 Corporate Directors and Managers


Task Time Comments

Ensure that resources are made available to the MERO

Ensure core business activities and services are maintained

Ensure Council operational staff are given regular status reports

Ensure welfare and rostering of staff who are maintaining core business activities and services

5.19 STAND DOWN When the control agency and emergency response coordinator are satisfied that the response to the emergency has been completed, a number of actions are required to complete the emergency response activities.


Upon direction from the MERC:

Task Time Comments

Notify the follow people to Stand Down


MEM

MERC

Deputy MERO

MRM

MFPO

MERO Support Officer

CEO

Media Officer

MOC Manager

Health Officer

Emergency Management Liaison Officer

On Ground Resource Coordinator

Ensure that all Emergency Record Log Books and MOC Message / Request books are recorded in ECM and remain with the MERO

Update Crisisworks

Arrange for a debriefing of all staff who participated in the emergency

5.19.2 MOC Manager


Task Time Comments

Pack up all MOC equipment

Remove signage from all entry and exit doors of the MOC

Arrange for the replacement of items used



Task Time Comments

Assist the MERO in ensuring that all Emergency Record Log Books and MOC Message / Request books are recorded in ECM

Update Crisisworks

5.19.4 Municipal Recovery Manager


Task Time Comments

Ensure all documentation relevant to the MOC remains with the MERO.

Stand down Emergency Relief Centres is no longer required

Arrange for all staff / personnel


who attended an Emergency Relief Centre to participate in a debrief

If transitioning into long term recovery see Part 6.

5.19.5 Municipal Emergency Manager (MEM)

Upon direction from the MERO that the MOC has been stood down, issue an email to all

staff informing them that the MOC is no longer in operation.

5.20 RECOVERY

Relief and recovery begin when an emergency occurs and many response, relief and

recovery activities are undertaken concurrently.

5.20.1 Municipal Recovery Manager


Task Time Comments

Activate the Community Recovery Committee (if required)

Coordinate the 5 recovery environment officers

Coordinate municipal and community resources for community support, relief and recovery

Liaise with the MERC & MERO on the best use of council resources

Liaise with relevant external partners in emergency management

Establish and coordinate recovery centre (if required)

Liaise, consult and negotiate with recovery agencies on behalf of affected communities

Assist with the collating and evaluation of information gathered in the post-impact assessments (Part 6 Appendix 22)

Activate a Community Recovery (Operations) Committee, if required

Participate in Community Recovery Committees if required

Liaise with DHHS

Establish a public information and coordination centre at the council offices or a location more appropriate to the affected area/s if required


Left Blank intentionally


APPENDIX 4: MUNICIPAL OPERATION CENTRE - STANDARD OPERATING PROCEDURES

Objective

To ensure the efficient set up of the Municipal Operation Centre

Location

Primary MOC – Glenelg Shire Council Reception Room, 71 Cliff St Portland

Alternative – Portland Civic Centre – 30 Bentinck St Portland Heywood Customer Service Centre, 77 Edgar St Heywood Fawthrop Centre, 3 Bentinck St Portland (may be considered)

Role of MOC

The MOC is not the control centre for emergency response but the focus for organising

any support that may be needed. It is from the MOC that relevant personnel

coordinate and organise emergency provision of council and community resources

within the municipal district, or by agreement, to a neighbouring district.

The MOC also:

Monitors all operational activities for recording, debriefing and planning purposes;

Operates during larger response operations; and

Operates for the relief and early recovery activities in which council’s roles require coordination.

Activation of MOC

The MOC can be activated at the request of the Municipal Emergency Response

Coordinator (MERC) and/or Municipal Emergency Resource Officer (MERO).

Activation Procedure

Access building to be used as MOC;

If needed, clear area to be used (should be done by office staff)

Call in appropriate staff (Administration support)

Set up tables and chairs

Provide necessary stationery


Establish and test MOC communications

Install visual display boards and maps

Staffing of MOC

Staffing of the MOC should be made up of the following:

MERO;

MRM;

Media & Communications Manager

Deputy MERO’s

MOC Manager/Crisisworks Coordinator;

Crisisworks Support Staff; and

IT Technical Support.

Others as required or co-opted

Communications

All communications in and out of the MOC must be logged on Crisisworks and actioned

accordingly. This applies to all radio, telephone, and other messages. In some cases

this may only require logging and filing.

Media

Council Meeting room or Council Foyer can be used as a media liaison area for

briefings.


APPENDIX 5: BARWON SOUTH WEST EMERGENCY MANAGEMENT CONTACT DIRECTORY

To access the current Barwon South West EM Contact Directory it is available on Em-Cop or can be obtained from the MERO by request.

http://files.em.vic.gov.au/OpFac/BSW/RCCBSW-Contacts-LGARespRec.pdf


APPENDIX 6: COUNCIL PLANT AND EQUIPMENT

The following list of all owned municipal resources:

Asset ID.

Fleet No.

Description DELWP Auth.no.

Model Rego Location

4169 226 Backhoe Loader EP-01791 JCB JCB 426ZX Casterton

31555 970 Motor Grader EP-02916 Komatsu TSS 913 Portland

62971 62971 Motor Grader EP-02917 John Deere ZXQ 137 Heywood

44647 44574 Motor Grader EP-02918 John Deere YEE 992 Heywood

51952 51952 Motor Grader EP-02919 John Deere ZBW 236 Heywood

46892 50667 Motor Grader EP-02920 John Deere YHP 992 Casterton

62271 6221 Motor Grader EP-02921 Volvo ZYD 119 Heywood

32214 3027 Loader EP-01793 JCB 426ZX UDC 666 Portland

Tractor TBA John Deere

6630

YNH-980 Heywood

351 F351 truck TBA Mack Vison UKX 949 Heywood

63694 F63694 10,000 Litre

Water tank

(Not

registered)

Water tank Heywood

51088 51088 Water Carrier

30,000 litres

EP-02923 Mack 897 865 Heywood

2 Visual

Message Signs

(if available)

(Not

registered)

Heywood

& Portland

Please note: The plant and equipment is registered on the DELWP External Plant web portal. The MERO can provide the list on request.


APPENDIX 7: VICTORIAN WARNING AND NOTIFICATION PROCESS

120 Glenelg Shire Council Municipal Emergency Relief & Recovery Sub Plan 2019 - 2022 – Feb 2019

6 EMERGENCY RELIEF AND RECOVERY ARRANGEMENTS -SUB PLAN

6.1 PURPOSE

Both emergency relief and recovery begin when an emergency occurs and many response, relief and recovery activities are undertaken concurrently. Typically relief is provided during and in the immediate aftermath of an emergency. Recovery is generally a longer term process for affected individuals and communities. The Glenelg Shire Council Emergency Relief and Recovery Plan (the Plan) specifies the arrangements for the coordinated planning and management of local emergency relief and recovery services across Glenelg Municipality.

6.2 SCOPE

The Plan:

Describes the principles for relief and recovery from any emergency in Glenelg Shire Council;

Clarifies who is accountable and responsible for relief and recovery coordination;

Describes the functions of relief and recovery;

Specifies the roles and responsibilities of agencies in relief and recovery; and

Outlines the arrangements for escalating relief and recovery coordination.

6.3 DEFINITIONS

Emergency Relief is defined in the Emergency Management Manual Victoria as the 'the

provision of assistance to meet the essential needs of individuals, families and

communities during and in the immediate aftermath of an emergency'.

Recovery is defined in the Emergency Management Act 2013 as ‘the assisting of persons and communities affected by emergencies to achieve an effective level of functioning’.

6.4 LEGAL OBLIGATIONS

The Plan has been prepared in accordance with the Emergency Management Act 1986 and the Emergency Management Act 2013 (http://www.legislation.vic.gov.au/) which set out legislated emergency management roles and responsibilities. Victoria's main emergency management arrangements are further outlined in the emergency Management Manual Victoria (EMMV) (http://www.emv.vic.gov.au/policies/emmv/) The State Emergency and Relief and Recovery Plan (part 4 of the Emergency Management Manual Victoria) specifies the arrangements for delivering emergency relief and recovery services and support in Victoria.

http://www.legislation.vic.gov.au/

http://www.emv.vic.gov.au/policies/emmv/

http://fire-com-live-wp.s3.amazonaws.com/wp-content/uploads/Part-4-EMMV.pdf


Emergency Management Victoria (EMV) is the agency responsible for relief and recovery coordination at the state level, supported by various agencies. EMV provide strategic leadership and coordination of the work of the relief and recovery sector. This plan should be read in conjunction with the:

Barwon South West Emergency Relief and Recovery Plan (version 2016); and

Glenelg Shire Council Establishing and Operating Emergency Relief Recovery Centre Guidelines.

6.5 OPERATIONAL STRUCTURE

The figure below outlines the operational governance structure within the three tiers of

government: local, regional and state.

Figure 9: Three levels of relief and recovery coordination in Victoria Responsibilities of each tier can be found in EMMV Part 4.

6.5.1 The Role of State Government

6.5.1.1 Emergency Management Commissioner

Under the Emergency Management Act 2013, the Emergency Management Commissioner is responsible for the “coordination of the activities or organisations, including agencies, having roles or responsibilities under the state emergency recovery plan in relation to recovery from all emergencies”.


6.5.1.2 State relief and recovery coordination roles

Emergency Management Victoria (EMV), on behalf of the Emergency Management Commissioner, is the agency responsible for the relief and recovery coordination at the state level.

6.5.1.3 Regional relief and recovery coordination roles

The Department of Health and Human Services (DHHS) is responsible for coordinating relief and recovery at the regional level supported by Red Cross and other agencies.

6.5.2 The Role of Council

In accordance with EMMV Part 7 – Emergency Management Agency Roles, Glenelg Shire Council is the lead agency at the local level for the following relief and recovery activities:

Arranging emergency shelter and accommodation for displaced households;

Providing personal support and counselling referral;

Housing of displaced lost/stray companion animals. Glenelg Shire Council will work with the Victorian Farmers Federation, RSPCA and Australian Veterinary Association where required;

Secondary impact assessments – gathering and processing of information;

Surveying and making determination regarding occupancy of damaged buildings;

Forming, leadership and supporting Municipal/Community Recovery Committees;

Providing and staffing recovery/information centres;

Providing and managing community development services and activities;

Coordinating clean-up activities including the disposal of dead animals (domestic, native and feral);

Overseeing and inspecting building/redevelopment; and

Undertaking the assessment, restoration, clearing and rehabilitation of public buildings and assets (e.g. roads, bridges, sporting facilities, public amenities) where the municipal Council is the manager of that building or asset.

Glenelg Shire Council will support the following agencies in their respective responsibilities to deliver relief and recovery activities:

EMV for coordination of public information and communication in relation to

emergency management for major emergencies;


DJPR for:

o Implementing approved actions and projects to assist economic recovery;

o Encouraging and bringing forward the resumption of local trade and economic activity; and

o Monitoring broad economic impacts and consequences.

Victorian Building Authority for providing building maintenance and safety information to affected persons and residents;

DELWP and CFA for coordinating local volunteer efforts for damage to private fending after emergencies, as referred by DJPR; and

DELWP, PV, Regional Roads Victoria for undertaking erosion control on public land.

6.6 MANAGEMENT STRUCTURE

The role of Municipal Recovery Manager (MRM) is delegated to the Manager of Age and Disability. The Deputy MRMs are the Managers from Community Services Department and Corporate Services Department. In consultation with response agencies and the MERO they consider the relief and recovery needs of the local community. Council’s Emergency Management Structure can be found under part 5 Appendix 1 of the MEMPlan. The responsibilities of agencies coordinating relief and recovery are available in EMMV Part 7 – Emergency Management Agency Roles.

6.6.1 Triggers that recognise the escalation from local level

Glenelg Shire Council has identified the following triggers when capability and capacity are exhausted from local to regional level:

Forward shifts cannot be filled;

Basic water and electricity will not be restored for an extended period of time;

Road and/transport networks will remain adversely affected for an extended period of time;

Consequences of the emergency are complex and/or have state wide impacts;

Unable to address a complex need in the community; i.e. cultural needs, vulnerable people, demand for temporary accommodation;

Number of people presenting at the Emergency Relief Centre is exceeding capacity; and

Impacted community is dispersed across multiple Councils


6.6.2 Escalation from local to regional to state

When triggers are reached, the Municipal Emergency Management Group (MEMG) will request the Regional Recovery Coordinator (DHHS) undertake coordination of emergency relief or recovery at the regional level. Where this occurs, the Department of Health & Human Services (supported by Red Cross for relief) assumes responsibility for the coordination of relief and recovery across the region5.

6.6.3 Financial Arrangements

The MRM is responsible for managing emergency relief and recovery finances in accordance with the MAV’s Council Guide to the Financial Management of Emergencies and internal policies.

Where the emergency arises as a result of a natural disaster, Victoria’s Department of Treasury and Finance (DTF) can, depending on the scale and the impact provide Natural Disaster Financial Assistance to help ease the financial burden experienced by the affected Councils. Further details can be found at: http://www.dtf.vic.gov.au/Victorias-Economy/Natural-disaster-financial-assistance

DTF, the Department of Premier and Cabinet (DPC) and Emergency Management Victoria (EMV) will coordinate a request to the Australian Government to approve funding under the Natural Disaster Relief and Recovery Arrangements, to share the cost of significant emergencies.

6.7 EMERGENCY RELIEF SERVICES

Emergency Relief is the provision of life support and essential personal needs for people and the community in the immediate aftermath of an emergency. Glenelg Shire Council, assisted by other organisations and with the support of Department of Health and Human Services as the organisation responsible for relief coordination, is responsible for implementing emergency relief measures including establishing and coordinating Emergency Relief Centres. Incident Controllers are primarily responsible for determining the need to activate emergency relief

services, which may include;

Information;

Access to health services;

Shelter (emergency relief centres and other shelter options);

Food, water and material needs (such as clothing, bedding, personal items);

Personal support and

Financial assistance.

5 Barwon South West: Emergency relief and recovery plan 2016

http://www.dtf.vic.gov.au/Victorias-Economy/Natural-disaster-financial-assistance


6.7.1 Relief Principles

The principles for the coordination and delivery of relief in Victoria are:

Emergency-affected communities receive essential support to meet their basic and immediate needs;

Relief assistance is delivered in a timely manner, in response to emergencies;

Relief promotes community safety, and minimises further physical and psychological harm;

Relief and response agencies communicate clear, relevant, timely and tailored information and advice to communities about relief services, through multiple appropriate channels;

Relief services recognise community diversity;

Relief is adaptive, based on continuing assessment of needs;

Relief supports community responsibility and resilience;

Relief is well coordinated, with clearly defined roles and responsibilities; and

Relief services are integrated into emergency management arrangements.

6.7.2 Relief Coordination Responsibilities

The following table outlines relief coordination responsibilities:

Functional Area Activities Incident/Local

Lead

Support Agencies

Emergency Shelter

(DHHS)

Arrange emergency shelter

and accommodation for

displaced households

Municipal Council DHHS

Food and Water

(Red Cross)

At regional and state levels,

Red Cross Coordinates food

and water including support

from agencies, and provides

support at the local level

when requested

Red Cross Salvation Army

Foodbank Victoria

Reconnecting family and

friends

(VicPol & Red Cross)

Operate

Register.Find.Reunite in relief

centres, enquiry centres or

online, to reconnect people

with family, friends and their

community

VicPol Red Cross

Disbursement of material

aid (non-food items)

(Salvation Army)

Provide essential material aid

(non-food items) to

emergency affected persons

including clothing, bedding

and other personal requisites

Salvation Army


Emergency Financial

Assistance

(DHHS)

Administer relief payments

through the personal hardship

assistance program to help

individuals meet their basic

needs.

DHHS Australian Government

Department of Human

Services

Animal Welfare DJpR is the primary agency

for livestock.

DELWP is the primary agency

to respond to wildlife welfare.

Municipal Councils are

responsible for housing of

displaced and lost/stray

domestic pets.

DJPR

DELWP

Municipal Council

Municipal Council

VFF

RSPCA

Australian Veterinary

Association

Drinking Water for

households

(DELWP)

Provide drinking water to

households

Water Authorities

(only for reticulated

supply)

DELWP

Municipal Councils

DHHS

Food and Grocery supply

logistics continuity

(DEDJTR)

DJPR will support food and

grocery supply logistics

continuity planning and

operations with the major

food distribution operators

DJPR

Health and Medical

assistance and first aid

Provide pre hospital care to

people affected by

emergencies

Establish field primary care

clinics

Provide other health and

medical relief assistance

measures

Ambulance Victoria St John Ambulance

DHHS

Community Information

(Control Agency)

Provide relief and recovery

information to assist

communities to make

informed decisions about their

safety

Control Agency

Psychosocial support

(DHHS)

Personal support in relief and

recovery centres and through

community outreach

Municipal Councils Red Cross

VCC EM

Table 10: Relief Coordination Responsibilities

6.7.3 Relief Activation

Incident controllers determine the need to activate relief services, with advice from the emergency management team.


6.7.4 Emergency Relief Centres

Council has three primary relief centres. An emergency relief centre will be opened in a location that best suits the community that has been affected by an emergency. The decision on which emergency relief centre to open will be made in conjunction with the control agency’s Incident Controller and the MERC.

Casterton Town Hall 67 Henty Street Casterton Vic 3

Part 6 Appendix 1: Casterton Town Hall Emergency Relief Centre Amenities Part 6 Appendix 2: Casterton Town Hall Map

Heywood Senior Citizens Hall 9 Hunter St Heywood Vic 3305 Ph: 5527 1397

Part 6 Appendix 3: Heywood Senior Citizens Centre Amenities Part 6 Appendix 4: Heywood Senior Citizens Centre Map

Portland City Hall

31 Bentinck St Portland Vic 3305 Ph: 55222 264 Part 6 Appendix 5: Portland Civic Hall Centre Amenities Part 6 Appendix 6: Portland Civic Hall Map The MRM will advise the Department of Treasury and Finance as soon as possible after a relief centre has been opened.

6.7.4.1 Emergency Relief Centre Planning for Children and Young People

Council will endeavour to support the Department of Health and Human Services, Emergency Management Planning for Children and Young People however not all of the below services will be available at the above three listed Relief Centres due to limited room available; Infants: • Support for breastfeeding mothers to be considered • Supplies for bottle-fed babies

• Appropriate solid food for babies.

• Appropriately sized nappies and baby-change supplies.


• Sleeping requirements for babies will be considered. Pre-schoolers and primary-school children

Include a play area with age-appropriate toys, activities and supervision Families with young children

The physical location of families with young children in relief centres will be taken into account with close proximity to bathrooms and lighting at night, to ensure the safest environment for young children will be considered.

Adolescents

An area to be with peers, age-appropriate activities and access to technology will be considered

CALD Communities

Consideration will be given to cultural, lifestyle and religious factors including the availability of prayer spaces to be considered.

In addition to the above requirements Part 6 Appendix 7: Relief Centre Kit outlines additional equipment that ensures the smooth running of an emergency relief centre.

6.7.5 Animal Welfare

Council understands the significant role animals play in the lives of its residents. The Victorian Bushfires Royal Commission recognised the bonds people form with animals and the significant impact these bonds can have on people’s decision making, and ultimately their safety during emergencies. The Commission noted in its findings: “There was also a small number of cases in which people died after refusing to leave without their pets and animals or delaying their departure for too long because of concern for their animals.” Council supports the findings of the Victorian Bushfire Royal Commission and the Victorian Emergency Animal Welfare Plan and will:

Make provisions for animals presenting at emergency relief centres;

Refer animals with special needs, or that are unable to be supported by the relief centre, to appropriate shelters or containment facilities;

Provide advice regarding potential sites for donated fodder distribution;

Confine displaced animals, including those presenting at an emergency relief centre;

Communicate municipal animal welfare contacts and arrangements to relevant stakeholders;


Coordinate clean-up activities, including the disposal or dead animals (companion, livestock, wildlife and feral) and

Provide a point of contact for other agencies and organisations in relation to animal welfare needs or issues.

The following processes are in place to manage animals at the relief centres: Appendix 8: Conditions attached to housing animals at an emergency animal shelter or relief Centre Appendix 9: Register of animals received Appendix 10: Managing small and large animals at the emergency relief centre Appendix 11: Managing stray animals at the ERC workflow Appendix 12: Animals in Emergencies Contact Directory

6.7.6 Managing Donations

The Salvation Army in partnership with Council may accept/receiving donations. Experience has shown that it is necessary to communicate early and clearly to the public about whether donated goods and services will be accepted. In consultation with the Salvation Army and Council may communicate the following:

Donations are not required at this time, we are working with affected communities to identify and better understand their needs;

Donate money rather than goods because it puts money back into the affected communities which stimulates a quicker recovery for the local community;

Donating unsolicited goods is not helpful because it diverts resources; and

The public can help by organising fundraising activities, instead of donating unsolicited goods.

Suggested wording: Council has been inundated with generous and unsolicited offers of second-hand items. While these offers are generous and made with the best intentions, Glenelg Shire Council is not able to accept material donations at present. Material donations can be made directly to the Salvation Army. Anyone wanting to help can either register as a prospective volunteer or make a cash donation to relief efforts supporting <the current incident>.


6.7.7 Volunteers

Volunteers are likely to play a significant role in any recovery operation, particularly after large scale, highly publicised emergencies. There are likely to be two types of volunteer - those who are affiliated with a specific organisation such as service clubs, community agencies and other non-government organisations, and those members of the public who offer their services after the event has occurred. Those volunteers who are affiliated with an organisation will be directed by that organisation and are likely to have specific skills to undertake previously assigned roles. Examples of this are the many volunteers with agencies such as the Red Cross and Salvation Army, involved in such activities as catering and registration, who are trained for their allocated task. Spontaneous Volunteers from the general public who offer assistance on an ad hoc basis immediately after an emergency has occurred can also be of great benefit to the recovery process, but require more careful management. DHHS is the lead agency responsible for coordinating spontaneous volunteers through capturing and providing offers of spontaneous emergency volunteers to municipal councils.6 Spontaneous volunteers will be managed/coordinated by DHHS in partnership with Local Government.

6.7.8 Communicating during an emergency

The incident controller is responsible for issuing warnings and community information. The mayor and Councilors will comment on what Council is doing, but not on other areas of responsibility, such as the control agency or police. Council’s existing media policies and protocols should be observed during an emergency or incident. Particular attention should be paid to policies and protocols regarding interaction with the media, and how and when the spokesperson role is activated.

An emergency usually generates a number of possible effects on those involved including shock, high arousal, narrowing of focus, disbelief and confusion about what has happened or is currently happening and can impact on a person’s ability to take in information, think about it and remember it.

6 EMMV Part 7


Overcoming these barriers When people are experiencing any of the effects as mentioned above face to face communication is the most effective. Remember these key points:

Only provide or send necessary, relevant information;

Keep information consistent, accurate, short and sharp;

Use clear language and uncomplicated sentences;

Use positive or value-neutral language wherever possible, e.g. survivor or affected person rather than victim;

Do not give too much new or complicated information if the person is not able to take it all in;

Provide information in various formats, including printed material that people can read later; and

Repeat information frequently.


6.7.9 Vulnerable Persons Register

A vulnerable person is an individual who is socially isolated and without any other supports. A vulnerable person is defined as someone living in the community who is;

Frail, and or physical or cognitively impaired; and

Unable to understand or act on a warning, direction and/or respond in an emergency situation; and

Has no personal or community support; and

Would be reliant on assistance from emergency service organisations in an emergency.

Funded agencies, including local government are not expected to be a part of the clients plan for emergency response of evacuation – where this is outside of current agency practices. Management of evacuation is the responsibility of Victoria Police. Glenelg Shire Council coordinates a local Vulnerable Persons Register (VPR) as per Department of Health and Human Services guidelines. Council identifies vulnerable individuals across the municipality through Health and Community Care (HACC) services. A database of these individuals is maintained through the municipality council administered Crisisworks emergency management system. The VPR is accessible to authorised Victoria Police representatives, for consideration in planning, exercising and responding to emergencies. The VPR records the location of the vulnerable person as well as any special requirements in order to facilitate the evacuation of that person.


6.8 RECOVERY

Recovery from emergencies is a developmental process of assisting individuals and communities affected by emergencies to achieve an effective level of functioning.

6.8.1 Recovery Principles

The nationally recognised disaster recovery principles that are fundamental for successful recovery involve:

Understanding the context;

Focusing on the consequences of the emergency;

Recognising complexity;

Being community focussed;

Using community led approaches;

Ensuring coordination of all activities;

Employing effective communication; and

Acknowledging and building capacity.

6.8.2 Recovery Activation

Recovery should begin at the first available opportunity, and continue beyond when relief ceases. The Incident Controller, the Municipal Emergency Response Coordinator, the Municipal Emergency Resource Officer and the Municipal Recovery Manager should start planning for the transition to recovery as soon as possible following the initial impact of an emergency. Council has developed an emergency resource activation flow chart and is under section 6.8 of the MEMPlan.

6.8.3 Organisation of recovery assistance

Recovery assistance is organised by environments, functional areas and activities.

6.8.4 Recovery Environments

The four recovery interrelated environments provide a framework within which recovery can be planned, reported, monitored and evaluated. They do not however have a single agency responsible for their coordination.


The four environments are:

1. Social environment – The social environment considers the impact an event may

have on the health and wellbeing of individuals, families and communities. This

environment is primarily concerned with safety, security and shelter, health and

psychosocial wellbeing.

2. Built environment – The built environment considers the impacts that an event

may have on essential physical infrastructure including essential services,

commercial and industrial facilities, public buildings and assets and housing.

3. Economic environment – The economic environment considers the direct and

indirect impacts that an event may have on business, primary producers and the

broader economy.

4. Natural environment – The natural environment considers the impact that an

event may have on a health and functioning environment, which underpins the

economy and society. Components of the natural environment include, air and

water quality; land degradation and contamination; plant and wildlife damage/loss;

national parks, cultural and heritage sites.

6.8.5 Recovery Functional Areas and Activities

Functional areas describe a community need and bring together a number of related recovery activities. There are fourteen functional areas across the four environments. The figure below outlines how the functional areas and activities link with the four environments.

Figure 10: State recovery environments and functional areas


6.8.5.1 Social Recovery Environment

The social environment considers the impact an event may have on the health and wellbeing of individuals, families and communities. This environment is primarily concerned with safety, security and shelter, health and psychosocial wellbeing. The following figure outlines the responsibilities with regards to functional areas and activities:

Figure 11: State social environments and functional areas

Council will;

Survey and make a determination regarding the occupancy of damaged buildings and secondary impact assessment;

Lead communication information (including community briefings and meetings);

Promote a single point of contact for residents to obtain information about the support, services and assistance that could be available;

Establish and lead a municipal/community recovery committee as soon as possible. Glenelg Shire Council will consult with the community about the nature and type of committee they require – this will be a community led activity;

Provide and staff a recovery/information centre which will provide a single point of entry for affected persons for an ‘all agency, all stakeholders’ integrated recovery process;

Engage community members in the development and delivery of shared community activities;


In consultation with other service providers are responsible for considering how to best engage with vulnerable groups which can include the bereaved; isolated households; those you are physically inured or impaired; parents with young children; and culturally and linguistically diverse communities; and

Will work with individuals and communities to develop appropriate recovery programs that recognise and respond effectively to gender differences, noting that men and women respond to emergencies differently.

6.8.5.1.1 Community Recovery Committee

The purpose of the Community Recovery Committees is to ensure and foster community management of recovery after an event. These committees comprise representatives of government, private and voluntary agencies, community leaders and other representative members of an affected community. If an emergency affects different parts of the Shire, community recovery committees for each of the affected areas may need to be set up. In these instances, a central community recovery committee may also be necessary to provide an overall forum for advice, consultation and coordination. Council's role in this process is to sponsor and facilitate the meetings. The Municipal Recovery Manager (MRM) is responsible for the establishment of community recovery committees as soon as possible after the emergency, involving local community representatives where possible. Appendix 13 details the Community Recovery Committee Terms of Reference.

6.8.5.1.2 Municipal Secondary Impact Assessments (MSIA)

It is essential that assessments of the extent of the damage and disruption to the community occur as soon as possible and continue through to the recovery phase. There are three stages of impact assessment: 1. Initial Impact Assessment is a high level assessment conducted as soon as

possible after the impact of the emergency and is coordinated by Control Agency during the response phase of an emergency.

2. Secondary Impact Assessment (Municipal Secondary Impact Assessment) is the

subsequent assessment of the impact of the emergency on the social, economic, built, natural and agricultural environments and can occur whilst the response phase is in place, however, fieldwork is conducted when it is safe enough for personnel to enter the affected area. This is carried out by Council in partnership with relevant agencies.

3. Post emergency needs assessment is a longer term, more thorough estimate of

the effects and consequences of the emergency on the health and wellbeing of the community, property, the economy and environment. This is managed by Council and occurs during the Recovery phase.


A detailed assessment of the damage to the affected area is essential so that Council can:

Determine what needs to occur to ensure safety to life and property;

Identify what relief and recovery requirements are needed;

Provide advice to relevant Government Departments, agencies and the community; and

Effectively commence their recovery operation. Strategies for recovery are developed from the Secondary Impact Assessment report and

then implemented by the range of available agencies within the local government

boundary and/or region.

Role of Council Council is the lead in gathering information as part of the secondary impact assessment, pursuant to EMMV Part 7: Emergency Management Agency Roles. The MERO/EMLO in the incident control centre can pass information of the initial impact

assessments to the MRM to assist in planning for deployment of staff to gather further

information.

Activation There are several trigger points for a Municipal Secondary Impact Assessment (MSIA) operation (they should commence within four weeks of an emergency) and include:

Damage to a private residence or business (single incident or multiple); and

Damage to Council infrastructure or assets. The MERO will liaise with the MRM as to the most appropriate response and with the EMLO regarding information on the safety of the area. It should be noted that initial data collection for MSIA might be undertaken before the MRM receives the Initial Impact Assessment from the Incident Controller. However, field work will not be undertaken until the Incident Controller has declared the affected site to be safe for personnel to enter. Reporting There will be a steady demand for MSIA reports from numerous organisations so the reports need to be accurate and detailed as possible. Council will record this impact assessment data using Crisisworks. Working with the MRM, the MSIA Coordinator (Deputy MRM) will prepare and present the impact assessment report for the Municipal Emergency Management Group. The DHHS Regional representative for the LGA will be able to request reports from the MRM and act as a conduit for these reports to be made available at Regional and State level.


Command Structure

MSIA Command Structure

Roles Municipal Recovery Manager (MRM) Oversee the operations of MSIA (MSIA activities can still be activated without a full Municipal Operations Centre opened). The MRM communicates with the MSIA Coordinator on the operational status, escalations, resource requirements, and issue resolution and information coordination. Municipal Secondary Impact Assessment Coordinator (Deputy MRM) – (this position will only be used on a large event) This Council role primarily manages MSIA staff and the data gathering/management of the operation. The MSIA Coordinator is responsible for staff briefing, allocation of tasks, debriefs and their welfare. Regular reports are provided to the MRM. This Council MSIA Coordinator role is responsible for the deployment of all staff into the field ensuring appropriate deployment procedures are followed.

MOC

In the field

Municipal Operations Centre (MOC)

Deputy MRM (MSIA Coordinator)

MRM

Team 1: Environmental Health Officer

Building Surveyor


Economic Development Manager

Community Wellbeing Manager

Team Leader Parks & Gardens

GIS Officer

IT Officer

Functional Support as

required

Incident Controller

Provides safe clearance

to access site


Responsibilities of the MSIA Coordinator include:

Appointing a deputy (if required);

Building a team that will gather and manage MSIA data;

Monitor and review internal and external arrangements; and

Activate the teams when required. GIS Officer This Council Officer develops maps for the MSIA planning team when required. Environmental Health Officer This Council officer is responsible for the identification and assessment of health hazards on properties impacted by an emergency. Building Surveyor This Council officer is responsible for the assessment of hazards in structures which have been impacted by an emergency. Environmental Stainability Coordinator The Council Officer will provide assistants and advice on any matter relating to any environmental matters that have been impacted by an emergency. Economic Development Manager Council officers who will conduct assessments on private and businesses which have been impacted by an emergency. Team Leader of Parks and Gardens Council Officer will provide assistants and advice on any matter relating to any hazardous trees (provide current list of arborist’s). Personal Support Worker Trained Municipal personal support and/or agency personal support staff, when required, will accompany Municipal MSIA Assessors (Council staff member) during their visits to impacted properties. The personal support agencies maybe from Victorian Council of Churches Emergencies Ministry or Australian Red Cross. The role of the agency support will also be to highlight to the assessor if the affected person may require further referral


The following documents provide guidance when activating MSIA officers: Part 6 Appendix 14: MSIA Deployment Kit Checklist Part 6 Appendix 15: MSIA Prompts and Scripting Part 6 Appendix 16: MSIA Tips Part 6 Appendix 17: MSIA Calling Cards Part 6 Appendix 18: MSIA Resident Information Sheets Part 6 Appendix 19: MSIA Deployment Register Part 6 Appendix 20: MSIA Property Assessment Part 6 Appendix 21: MSIA Environmental Health Assessment Part 6 Appendix 22: MSIA Information Data Sheet Part 6 Appendix 23: SMEACS Briefing Template

6.8.5.2 Economic Recovery Environment

The economic environment considers the direct and indirect impacts that an event may have on business, primary procedures and the broader community.

Figure 13: Economic recovery environment functional areas and activities


Council will:

Manage and deliver local economic recovery activities with support from DEDJTR. Activities may include; development and implementation of projects that support local and regional economy recovery priorities (the use of local business in recovery activities, buy-local initiatives, events that attract visitation).

6.8.5.3 Built Recovery Environment

The built recovery environment considers the impact that an event may have on essential physical infrastructure including essential services, commercial and industrial facilities, public buildings and assets and housing.

Figure; Built recovery environment functional areas and activities plan

Council will:

Undertake the assessment, restoration, clearing and rehabilitation of assets within the Glenelg Shire portfolio;

Glenelg Shire Environment Health Officer can assist with identifying the suitability of occupancy of properties serviced by septic systems; and

Oversee and inspect rebuilding/redevelopment. Part 6 Appendix 24 outlines recovery services.


6.8.5.4 Natural Recovery Environment

The natural environment considers the impact that an event may have on a healthy and functioning environment, which underpins the economy and society.

Figure: Natural Recovery environment functional areas and activities

Glenelg Shire Council will:

Support DELWP, Parks Victoria and Regional Roads Victoria with regards to erosion control on public land.

Part 6 Appendix 24 outlines Recovery Services.

6.8.6 Business Continuity

Consideration will be given to how normal Council business will be maintained during an emergency recovery operation, particularly when recovery service demands on staff impact their ability to undertake normal duties. (Refer to Glenelg Shire Council Business Continuity Plan for more detail). Expectation for normal services to be undertaken as well as the recovery tasks can lead to work overload and staff burn-out. Consideration will be given to business continuity arrangements in the following areas:

Staff backfilling (either from agencies or other LGAs);

Agreements with other LGAs to support this strategy;


Multi-skilling of staff to undertake other Council staff duties in their absence;

Identification of which Council internal roles can be reduced or postponed;

Support requirements for staff who are involved in a recovery operation (including Critical Incident Stress Management procedures); and

Escalation to the state for assistance. Staff who are involved with the recovery operation may be stressed and fatigued and should be informed of the process to access Council's Employee Assistance Program (EAP) which offers support to staff by providing confidential counselling and guidance. Council is committed to ensuring, as far as reasonably practicable, both the physical and emotional wellbeing of its staff is supported, even in the event of an emergency when Council services may be inundated, the welfare of staff is paramount.

6.8.7 Communication

Effective information management is a key element of emergency recovery. Large scale emergencies usually have a high media profile with extensive public and political interest. In addition, the need for adequate information to be provided to affected communities and individuals is critical. During the response phase, the release of information is the responsibility of the Control Agency in consultation with Victoria Police and or other agencies. During the Recovery phase, the MRM is responsible for coordinating the communication of recovery activities to the affected community in consultation with other key recovery and response agencies. In order to empower individuals and communities to participate in their own recovery, it is important to ensure that regular and accurate information is provided regarding the cause and effects of the emergency, the type and availability of recovery services and any other information. Regular updates will:

Be made available in relevant languages and formats to accommodate people with language difficulties, visual and hearing impairments and mobility problems;

Include a range of mechanisms including: local newsletters, press releases, electronic / social media, public meetings or forums;

Be made available to both paid staff and volunteer workers (structured and informal depending on circumstances and environments);

Be provided early to a range of sources;

Be provided in accordance with negotiated systems and protocols;

Include regular and scheduled media briefings to suit the publishing and broadcasting timetables of the media; and


Be made only by authorised persons.

6.8.7.1 Delivery Methods

Communication from Glenelg Shire Council will be delivered to the community via the following methods:

Media outlets including all local Papers;

Council website: www.glenelg.vic.gov.au

Council to Community – Growing Glenelg - Community News;

https://www.facebook.com/GlenenlgShireCouncil/


Connect Glenelg is a website that provides residents of Glenelg Shire with access to emergency planning tools along with emergency information. http://www.connectglenelg.com.au/emergency-information

The delivery methods will be proposed by the Media and Communications Officer and approved by the Chief Executive Officer.

6.8.8 Records Management

Glenelg Shire utilises CrisisWorks, a web-based software application to record activities and resource allocation during an emergency. Record keeping systems to record and monitor all Council expenditure are to be established at the outset of any incident by the MRM and the MERO or their delegated officer in consultation with the Chief Finance Officer. ECM is Councils records management system where information is registered and stored. All staff in relief and recovery will keep a logbook record.

6.8.9 Visits to the affected areas

Media, politicians and executive management from a range of agencies are likely to request visits to the affected areas. The MRM will need to consider the following issues in conjunction with the Control Agency and the MERC:

Provision of effective briefings to include accurate and up to date information about estimated losses, assistance programs and financial assistance packages;

http://www.glenelg.vic.gov.au/

https://www.facebook.com/GlenenlgShireCouncil/


http://www.connectglenelg.com.au/emergency-information


Pre-visit briefing to ensure visitor is well informed of the necessary information prior to their arrival, including details about current state of the community, including the various emotions and existing sensitivities;

Visitors need to have a clear understanding of emergency management arrangements and protocols;

Visitors should also be clearly briefed on the potential impact of their visit and their subsequent role in the recovery process. The effects of inaccurate information or ill-founded information may reinforce the impact of the event on an emergency affected community; and

Where an emergency affects more than one community or geographic area, care should be taken to ensure communities are treated equitably and visits are arranged accordingly.

6.8.10 Withdrawal and Evaluation

One of the last significant tasks to be undertaken in any recovery management process is that of the withdrawal of recovery services. The decision to withdraw should be undertaken in consultation with DHHS, the MRM the Community Recovery Committee (if applicable) and other relevant stakeholders. While the emphasis of any recovery program should be on community involvement and self-management the cessation of formalised support services from outside agencies will nevertheless be a critical time in the affected community's recovery. Experience has shown that a gradual handover of responsibilities to local agencies and support services is most effective. It may also be timely for some sort of commemorative event to symbolise the end of the recovery program and the renewal of the community. This may include such events as tree planting ceremonies, street theatre, church services and a range of other activities, which involve the entire community and give a positive focus to the end of the recovery program. An evaluation of recovery activities and programs following emergency events is essential to maximise lessons learned and identify where improvements can be made. Evaluation may take the form of a formal debrief of operations, or may involve workshops, seminars or applied research into particular areas of activity The MRM should ensure that DHHS and the MEMPC are advised of the outcomes of the evaluation.


APPENDIXES 1 TO 25 (PAGES 146 TO 191)

NOTE:

THE INFORMATION CONTAINED ON PAGES 146 TO 191 HAS BEEN REMOVED DUE TO THE

CONTENTS BEING OF A CONFIDENTIAL NATURE.

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