Yarra Ranges Municipal Relief and Recovery Plan...Page 7 of 94 Yarra Ranges Municipal Relief and...

Page 1 of 94 Yarra Ranges Municipal Relief and Recovery Plan Feb 2017, Version 1.0

Yarra Ranges

Municipal

Relief and Recovery Plan


Document Information

Criteria Details

Document title/file name Yarra Ranges Municipal Relief and Recovery Plan

Document custodian Yarra Ranges Council

Document author Coordinator, Relief and Recovery, Yarra Ranges Council

Version 1.0

Issue date February 2017

Document location (including location of sub plans and supporting documents)

Yarra Ranges Emergency Management Portal http://www.yarraranges.vic.gov.au/Emergency-Management-Portal/Plans-documents

And Crisisworks / Library

https://yarraranges.crisisworks.com/

Acknowledgements

The Yarra Ranges Municipal Relief and Recovery Plan has evolved from the Draft Emergency Recovery Inception Plan (2012) which was developed with the assistance of Cube Management Solutions Pty Ltd, in response to the experience gained from the Black Saturday bushfires. Its production has been made possible with funding received from the Natural Disaster Resilience Grants Scheme (2011).

Yarra Ranges Council acknowledges the pioneering nature of the Draft Emergency Recovery Inception Plan (2012) informed by research outlined in the Cube Recovery Inception Research Report (2011).

The ongoing input and assistance of key partner agencies and the community who continue to shape relief and recovery arrangements in the Yarra Ranges municipality is also gratefully acknowledged.

Disclaimer

Whilst all care has been taken to ensure this document covers the major components of emergency relief, recovery inception and recovery, it cannot and does not seek to provide for every emergency event or scenario. Plan implementation therefore requires an adaptive and flexible approach. This plan does not account for changes to policy, practices or arrangements that are under review at the time of writing.

Copyright

Copyright for this document is vested with the Yarra Ranges Council, however no ongoing rights are retained by individual contributors. Any part of this plan may be cited, copied, translated into other languages or adapted to meet other municipal level needs without prior permission from Yarra Ranges Council.




Contents FOREWORD ........................................................................................................................................................ 7

EXECUTIVE SUMMARY ....................................................................................................................................... 8

CHAPTER 1 – Municipal Relief and Recovery Overview ............................................................................ 9

1.0 PURPOSE and SCOPE .................................................................................................................................. 9

1.1 AUTHORITY ................................................................................................................................................. 9

1.2 AUDIENCE ................................................................................................................................................. 10

1.3 PLAN DEVELOPMENT, MAINTENANCE and REVIEW ................................................................................ 10

1.4 USING THIS PLAN ...................................................................................................................................... 10

1.5 LINKS to other PLANS and LEGISLATION .................................................................................................. 11

1.6 PLAN PRINCIPLES ...................................................................................................................................... 12

1.7 RELIEF and RECOVERY PRINCIPLES ........................................................................................................... 12

1.7.1 What is Preparedness? ...................................................................................................................... 14

1.7.2 What is Relief? ................................................................................................................................... 15

1.7.3 What is Recovery Inception (early recovery and planning)?............................................................. 16

1.7.4 What is Recovery? ............................................................................................................................. 17

1.8 RELIEF and RECOVERY ROLES and RESPONSIBILITIES ............................................................................... 18

1.8.1 Individuals .................................................................................................................................... 18

1.8.2 Small Business.............................................................................................................................. 19

1.8.3 Communities ................................................................................................................................ 20

1.8.4 Yarra Ranges Council ................................................................................................................... 20

1.8.5 Department of Health and Human Services ...................................................................................... 22

1.8.6 Department of Economic Development, Jobs, Transport and Resources ........................................ 22

1.8.7 Department of Environment, Land Water and Planning .................................................................. 23

1.8.8 Yarra Valley Water ............................................................................................................................. 23

1.8.9 Melbourne Water .............................................................................................................................. 24

1.8.10 Red Cross ......................................................................................................................................... 24

1.8.11 The Salvation Army .......................................................................................................................... 24

1.8.12 Victorian Council of Churches ......................................................................................................... 25

1.8.13 Department of Human Services (Federal Government) ................................................................. 25

1.8.14 Control Agencies.............................................................................................................................. 25

1.8.15 Victoria Police .................................................................................................................................. 26

1.9 SUPPORTING DOCUMENTS and OTHER REFERENCES .............................................................................. 27

1.10 APPENDICES ............................................................................................................................................. 28

Appendix 1a - Document Version Control and Amendments ......................................................................... 28

Appendix 1b - Acronyms ............................................................................................................................. 30


CHAPTER 2 – Preparing for Municipal Relief and Recovery (“Before”) .................................................... 31

2.0 PURPOSE and SCOPE ................................................................................................................................ 31

2.1 PREPAREDNESS GOVERNANCE ................................................................................................................. 31

2.1.1 Key Municipal Relief and Recovery Roles (Yarra Ranges Council) .................................................... 31

2.1.2 Yarra Ranges Municipal Relief and Recovery Planning Team ........................................................... 32

2.1.3 Key Community Based Planning Partnerships ................................................................................... 34

2.1.4 Key Sector Wide Partnerships ........................................................................................................... 34

2.1.5 Key Municipal Emergency Planning Partnerships ............................................................................. 35

2.1.6 Key Regional Emergency Planning Partnerships ............................................................................... 35

2.2 RESOURCE SHARING ARRANGEMENTS .................................................................................................... 37

2.3 COMMUNICATIONS PLANNING ................................................................................................................ 39

2.4 TRAINING and EXERCISING ....................................................................................................................... 40

2.5 From PREPAREDNESS TO READINESS ....................................................................................................... 40

2.6 ACTIONS to SUPPORT RELIEF AND RECOVERY PREPAREDNESS ............................................................... 40

2.7 APPENDICES ............................................................................................................................................. 42

Appendix 2 – Actions to support relief and recovery preparedness ......................................................... 42


CHAPTER 3 – Municipal Relief and Recovery Inception (“During”) ......................................................... 45


3.1 RELIEF and RECOVERY INCEPTION GOVERNANCE .................................................................................... 45

3.1.1 Strategic Recovery Planning ............................................................................................................. 49

3.1.2 Crisis Management Team .................................................................................................................. 49

3.2 Activation, Deployment and Escalation .................................................................................................... 50

3.2.1 Triggers for Activation ....................................................................................................................... 50

3.2.2 Staff Deployment into the Field ........................................................................................................ 50

3.2.3 Triggers for Escalation ....................................................................................................................... 51

3.3 Relief Services and Providers in Yarra Ranges .......................................................................................... 51

3.3.1 Community Information .................................................................................................................... 54

3.3.2 Emergency Shelter............................................................................................................................. 59

3.3.3 Food and water to individuals ........................................................................................................... 59

3.3.4 Drinking water for households (includes sewage services) .............................................................. 59

3.3.5 Food supply continuity ...................................................................................................................... 59

3.3.6 Psychosocial support ......................................................................................................................... 59

3.3.7 Disbursement of material aid (non food items) ................................................................................ 60

3.3.8 Reconnecting family and friends ....................................................................................................... 60

3.3.9 Health Care and First Aid ................................................................................................................... 60

3.3.10 Emergency Financial Assistance ...................................................................................................... 60

3.3.11 Animal Welfare ................................................................................................................................ 60

3.3.12 Replacement of water used for firefighting .................................................................................... 61

3.3.13 Legal Aid .......................................................................................................................................... 61

3.3.14 Donated goods and services............................................................................................................ 62

3.3.15 Spontaneous Volunteers ................................................................................................................. 62

3.4 RECOVERY INCEPTION SERVICES and PROVIDERS in YARRA RANGES ...................................................... 63

3.4.1 Private and Public Infrastructure Assessment and Restoration ........................................................ 63

3.4.2 Municipal level Impact and Needs Assessment ................................................................................ 63

3.5 COMMUNICATION and REPORTING ......................................................................................................... 70

3.6 FINANCIAL ARRANGEMENTS .................................................................................................................... 71

3.7 TRANSITIONING from RESPONSE to RECOVERY ........................................................................................ 71

3.7.1 Post Incident Recovery Plan .............................................................................................................. 73

3.8 ACTIONS to SUPPORT RELIEF and EARLY RECOVERY ................................................................................ 73

3.9 APPENDICES .............................................................................................................................................. 74

Appendix 3 - Actions to support relief and early recovery ........................................................................ 74


PART 4 – Municipal Recovery (“After”) ................................................................................................. 81


4.1 POST INCIDENT RECOVERY GOVERNANCE ............................................................................................... 81

4.2 CONSIDERATIONS in SUPPORT of POST INCIDENT RECOVERY ................................................................. 82

4.3 TRANSITIONING to NORMAL BUSINESS ................................................................................................... 83

4.4 APPENDICES .............................................................................................................................................. 84

Appendix 4 - Considerations in support of post incident recovery ............................................................ 84


FOREWORD

Since the development of the Yarra Ranges Recovery Inception Plan in 2012 which followed the 2009 Black Saturday Bushfires, much has been learnt in planning and preparing for emergency relief and recovery. The Yarra Ranges Municipal Relief and Recovery Plan (the Plan) adopts an ‘all hazards’ approach and reflects a community led approach to the coordination of emergency relief & recovery at a local level.

The Plan takes into account the important role of individuals, business, communities and a range of agencies and organisations in relief and recovery; and in doing so, provides a picture of shared responsibility. It also articulates the links between these groups and control agencies so that coordination is maximised and the transition between planning through to relief through to recovery, across the Social, Economic, Natural and Built environments is smooth.

The Plan has been informed by the Council’s collective memory of the 2009 bushfires (Black Saturday) and experience in other emergencies. It should be considered a work in progress as new information, arrangements and relationships with community and across the emergency management sector evolve to enhance the way in which emergency relief and recovery is delivered.

James Collins

Municipal Recovery Manager


EXECUTIVE SUMMARY

The purpose of the Yarra Ranges Municipal Relief and Recovery Plan is to provide the community of Yarra Ranges, emergency services and relief and recovery service providers with clearly articulated responsibilities, expectations and arrangements that achieve the efficient and effective coordination and delivery of relief and recovery services before, during and after an emergency of any scale.

While the development of the plan has been led by Yarra Ranges Council as the lead coordinating agency for emergency relief and recovery at the local level, important contributions have been made by the many relief and recovery agencies that work within the municipality of Yarra Ranges.

Just as important, has been the contributions of six emergency focussed community planning groups within the municipality. This has not only led to enhanced relationships and understanding of relief and recovery across the contributing parties, but also resulted in a true focus on municipal and community led relief and recovery planning.

The Plan has been structured to enable relevant Parts to be read as stand-alone documents according to priority information needs at any given time, and includes references to more detailed operational information contained in Sub Plans, Role Statements and Standard Operating Procedures.

It is important to note the Plan is a reflection of current arrangements and relationships at the time of writing. To reflect the dynamic nature of working at a local level, the Plan will be used as a tool to drive training, exercising, education and briefing about how relief & recovery will be implemented in the municipality of Yarra Ranges. It is anticipated that through this of activity, what makes for effective and timely delivery of relief & recovery across the Municipality of Yarra Ranges can only be enhanced.


CHAPTER 1 – Municipal Relief and Recovery Overview

1.0 PURPOSE and SCOPE

The purpose of the Yarra Ranges Municipal Relief and Recovery Plan is to provide the community of Yarra Ranges, emergency services and relief and recovery service providers with clearly articulated responsibilities, expectations and arrangements that achieve the efficient and effective coordination and delivery of relief and recovery services before, during and after an emergency of any scale.

The Plan focuses on:

All hazards relief and recovery arrangements relevant to emergency service providers, relief and recovery service providers, communities and individuals working or living in the municipality of Yarra Ranges.

Links and interactions with regional arrangements including those relevant to local government and the Department of Health and Human Services as the lead agencies for relief and recovery coordination at the municipal and regional level (respectively).

It introduces the concept of recovery inception as a perceived gap in municipal level planning during the earliest stages of recovery, and an activity that occurs alongside response and relief activities when the scale and complexity of an incident dictates it.

It excludes information relevant to the specific operational arrangements of individual agencies and organisations (including strategies to manage business continuity).

The purpose of Chapter 1 of the Plan is to provide:

an overview of Plan governance including it’s development, maintenance and review;

definitions and scope of services relevant to it’s specific parts being preparedness, relief, recovery inception and recovery. In this instance, state information is repeated to ensure consistency between the tiers of planning within Victoria and to minimise the need for cross referencing by readers;

relief and recovery roles and responsibilities of individuals, small business, government agencies, government authorities and non-government organisations (NGOs);

links to supporting documents.

1.1 AUTHORITY

This plan has been produced under the authority of Yarra Ranges Council as the lead coordinating agency for relief and recovery at the municipal level. The plan is a result of the co-operative efforts of the Yarra Ranges Municipal Relief and Recovery Planning Team; a sub committee of the Yarra Ranges Municipal Emergency Management Planning Committee; as well as valued inputs from sections of the Yarra Ranges community.


1.2 AUDIENCE

It has been developed for use by the community of Yarra Ranges, emergency service providers, as well as lead and support relief and recovery agencies and organisations with a role in emergencies that may occur within the municipality of Yarra Ranges.

1.3 PLAN DEVELOPMENT, MAINTENANCE and REVIEW

This Plan has drawn from extensive consultation conducted during the development of the Draft Emergency Recovery Inception Plan 2012 and associated research. This involved one on one and workshopped discussions with Council officers, Federal and State Government agencies, relevant NGOs, a range of local service providers, community groups and individuals.

Since this time, information has been updated to reflect current State and Regional plans and arrangements and other developments in regional and local emergency management documentation.

Custodianship lies with Yarra Ranges Council who, in collaboration with member agencies of the Yarra Ranges Municipal Relief and Recovery Planning Team, is responsible for ensuring it’s accuracy and useability.

The Plan will be reviewed every three years. In addition, it or the relevant individual chapters will be reviewed following any significant activation or as a result of lessons learnt from emergencies in other locations, through exercising or as a consequence of relevant changes in legislation or state and regional emergency arrangements.

1.4 USING THIS PLAN

The Plan consists of a number of chapters that can be read as stand-alone documents according to priority information needs at any given time, and includes references to more detailed operational information contained in Sub Plans, Role Statements and Standard Operating Procedures. The structure intends to reflect the relief and recovery arrangements and activities most likely to be activated before, during (when response is still occurring) and after (when longer term recovery measures are underway) an event.

• Chapter 1 – Municipal Relief and Recovery Overview

• Chapter 2 – Preparing for Municipal Relief and Recovery (“Before”)

• Chapter 3 – Municipal Relief and Recovery Inception (“During”)

• Chapter 4 – Municipal Recovery (“After”)

Supporting documents are listed throughout the Plan.


MEMP

Municipal Fire Management

Plan

Municipal Fire Action Plan

Municipal Relief & Recovery Plan

Animal Welfare Sub-Plan

Emergency Relief Centre Sub Plan*

(and Facility Plans)

Municipal Heatwave Plan

Municipal Flood & Storm Plan

1.5 LINKS to other PLANS and LEGISLATION

This document is a sub-plan of the Yarra Ranges Municipal Emergency Management Plan (MEMP). It should be read and applied in conjunction with the MEMP and other Municipal Emergency Sub-Plans relevant to relief and recovery. The relationship between plans and sub-plans is represented in Figure 1.

Figure 1: Municipal Plans Structure (* indicates a regional plan)

In addition to the aforementioned plans, and as part of a broader Victorian and Commonwealth emergency management framework, the plan should also be read with relevant plans, legislation and other broad frameworks including:

Eastern Metropolitan Region Emergency Relief and Recovery Plan, 2016 (DHHS)

Emergency Management Act 2013 (Vic)

Emergency Management Manual Victoria

National Strategy for Disaster Resilience, 2011

National Principles for Disaster Recovery, 2012


1.6 PLAN PRINCIPLES

In implementing this Plan the following principles apply:

The safety and welfare of people is the overarching priority at all times.

Recovery will be informed by the Principles of Public Participation and Disaster Social Process ensuring community needs, aspirations and desires are central to recovery processes, planning and implementation and connection between the impacted community and emergency management arrangements is a priority when an incident occurs.

Emergency relief and recovery arrangements do not over-ride normal legislative functions, however circumstances may call for discretion in managing compliance given potential risks to human life or other practical limitations imposed by an emergency.

This plan does not replace the operational responsibilities and arrangements of lead and support relief and recovery agencies and organisations; but provides a framework to enable coordinated implementation across these agencies and organisations.

It is understood that the capacity and capability of agencies, organisations, communities and individuals will change. An adaptive, flexible and collaborative approach to arrangements is essential to achieving efficient and effective coordination and delivery of relief and recovery services.

The Plan aligns with the Eastern Metropolitan Region Emergency Relief and Recovery Plan and aims to integrate local arrangements with regional arrangements when operating together

1.7 RELIEF and RECOVERY PRINCIPLES

The objectives of relief and recovery are to:

• Support communities to successfully deal with the impacts of an emergency on the social, built, economic, and natural environments; and in doing so,

• Support the development of cohesion and resilience to future emergencies.

(State Emergency Relief and Recovery Plan, 2015)

The objectives are informed by national, state and regional relief and recovery principles (see Table 1) which are reflected in the Plan through the Action Tables in Chapters 2 and 3.

http://www.psychology.org.nz/wp-content/uploads/2014/04/Dr-Gordon.pdf


Table 1: Plan themes compared against National, State and Regional relief and recovery principles.

Themes State and Regional Relief Principles State and Regional Recovery Principles National Principles for Disaster Recovery

CAPACITY and COORDINATION

Relief is well coordinated, with clearly defined roles and responsibilities. Relief services are integrated into emergency management arrangements.

Acknowledge and building capacity Ensuring coordination of all activities

Ensuring coordination of all activities – successful recovery requires a planned, coordinated and adaptive approach based on continuing assessment of impacts and needs Acknowledging and building capacity – successful recovery recognises, supports and builds on community, individual and organisation capacity.

COMMUNITY INTELLIGENCE

Relief services recognise community diversity. Recognise complexity Understanding the context

Understanding the complexity – successful recovery is based on an understanding of the community context. Recognising complexity – successful recovery acknowledges the complex and dynamic nature of emergencies and communities.

COLLECTIVE RESPONSIBILITY AND RESILIENCE

Relief supports community responsibility and resilience Being community focused Using community led approaches

Using community led approaches – successful recovery is responsive and flexible, engaging communities and empowering them to move forward.

TIMELINESS Relief assistance is delivered in a timely manner, in response to emergencies.

COMMUNITY SAFETY Relief promotes community safety, and minimise further physical and psychological harm.

COMMUNICATION Relief and response agencies communicate clear, relevant, timely and tailored information and advice to communities about relief services through multiple appropriate channels.

Employing effective communication Employing effective communication – successful recovery is built on effective communication with affected communities and other stakeholder

NEEDS and CONSEQUENCE DRIVEN

Emergency affected communities receive essential support to meet their basic and immediate needs Relief is adaptive, based on continuing assessment of needs.

Focus on the consequences of the emergency

.


1.7.1 What is Preparedness?

Preparedness encompasses the planning activities that are undertaken by councils and emergency agencies before an emergency event to ensure resources and services needed to cope with the effects of any emergency can be efficiently mobilised and appropriately deployed when needed (AEMI – Emergency Planning). Preparedness also includes building good relationships with local and regional emergency agency representatives and working with the community to plan for emergencies and build community resilience (Local Government Emergency Management Handbook).

At the municipal level this includes establishing a Municipal Emergency Management Planning Committee (MEMPC) and sub committees, developing and maintaining municipal level Emergency Plans and undertaking training and exercising to ensure arrangements are understood and roles and responsibilities can be delivered safely and with confidence.

For individuals, communities and businesses, this also involves household, community and/or business continuity planning as well as participation in “every day” activities that contribute to strong community networks, that foster a culture of working together and lead to a better understanding of risks, vulnerabilities and strategies to address them.

For more information on “Preparedness” refer to Chapter 2 of this Plan.


1.7.2 What is Relief?

Relief is the provision of essential needs to individuals, families and communities in the immediate aftermath of an emergency. Relief services may be provided at:

The site of an emergency;

A dedicated relief centre operated by a municipal council;

Places of community gathering or isolated communities;

Transit sites; or

Other safe locations as appropriate (State Emergency Relief and Recovery Plan, 2014).

Respite Centres

The scope of emergency relief includes the following services with local arrangements for each described in Chapter 3 of this Plan

Community information (such as public meetings, newsletters, advertising and media releases);

Emergency shelter (including relief centres or other accommodation);

Food and water to individuals;

Drinking water for households (includes sewerage services);

Food supply continuity;

Psychosocial support;

Disbursement of material aid (non food items);

Reconnecting family and friends;

Health care and first aid;

Emergency financial assistance; and

Animal welfare.

Other relief assistance addressed in this plan:

Replacement of essential water used for fire fighting purposes;

Legal aid

Coordination of good will (donated goods and services); and

Spontaneous volunteer management.

(State Emergency Relief and Recovery Plan, 2015).

For more information on “Relief” refer to Chapter 3 of this Plan.


1.7.3 What is Recovery Inception (early recovery and planning)?

‘Recovery Inception’ is a term used in Yarra Ranges to describe the transition phase from response to an emergency event into recovery for the medium to long term. It includes early recovery operational activities and strategic planning for the medium to long term recovery period. It is led by Yarra Ranges Council, and when the scale and complexity dictates it, commences as soon as possible after Council becomes aware of an emergency situation affecting an area. It is activated by the Municipal Recovery Manager (MRM) in consultation with the Municipal Emergency Manager (MRM) and Municipal Emergency Response Officer (MERO) and initially managed from the Municipal Emergency Coordination Centre (MECC).

Recovery inception is a concept that focuses on physical activities that allows the process of recovery to begin, and addresses a perceived gap at the local level in planning during the earliest stages of the recovery phase. It is critical to the seamless and sustainable transition from response to recovery. Done well, it ensures individuals and communities impacted by an emergency are adequately and appropriately supported in their recovery as quickly as possible with minimal disruption to the flow of information and delivery of services.

The scope of recovery inception includes, but may not be limited to:

Activities that largely remove impediments to re-establishing daily routines in a safe environment (eg. road clearing, re-establishment of critical community facilities and utilities, building safety and environmental health inspections);

Collation of Initial Impact Assessment data (sourced from the control agency) to assist with prioritisation of the needs of the community and individuals, and to indicate if further assessment and assistance is required.

Secondary Impact Assessment (SIA) and available Post Emergency Needs Assessment (PENA), that provides a picture of municipal impacts and with proper analysis, identifies medium to long term needs that may be used to inform recovery governance and recovery programs;

Establishment of well defined recovery governance arrangements that take account of scale and complexity with clear and appropriate links to established community and regional arrangements (if in place);

Documented Post Impact Recovery and Communication Plans, that account for the specific capacities, needs aspirations and desires of affected individuals and communities; and

Clearly mapped service providers and assistance that supports transition from an escalated to a more typical service delivery model.

For more information on “Recovery Inception - Early Recovery and Planning” refer to Chapter 3 of this Plan.

Recovery Inception Principles


1.7.4 What is Recovery?

Recovery assists individuals and communities affected by emergencies to achieve an effective level of functioning. Recovery is based around 4 environments; each of which can encompass a number of elements which are listed in Table 2 below. Local arrangements for the management of these environments is described in Chapter 4 of this Plan:

Table 2: The four recovery environments

Social Economic Built Natural

Considers the impacts of an event on the health and wellbeing of individuals, families and community. Primarily concerned with safety, security and shelter, health and psychosocial wellbeing

Considers the direct and indirect impacts of an event on business, primary producers and the broader economy.

Considers the impact of an event on essential physical infrastructure including essential services, commercial and industrial facilities, public building and assets and housing.

Considers the impact of an event on a healthy and functioning environment which underpins the economy and society. Includes air and water quality, land degradation and contamination, plants and wildlife damage/loss and national parks, cultural and heritage sites.

Housing and accommodation

Individual and household financial assistance

Psycho-social support

Health and medical assistance

Community development

Local economies

Businesses

Agriculture

Energy services

Telecommunications

Water and wastewater

Transport

Building and assets

Natural environment, public land and waterways

(State Emergency Relief and Recovery Plan, 2015)

For more information on “Recovery” refer to Chapter 4 of this Plan.


1.8 RELIEF and RECOVERY ROLES and RESPONSIBILITIES

Relief and recovery is a shared responsibility. The following information relates to the roles and responsibilities of the following sectors with a specific role in emergencies that may occur within the municipality of Yarra Ranges.

Individuals;

Small business;

Communities (particularly those at risk of impact from the hazards likely to affect Yarra Ranges);

Primary providers of relief and recovery services (refer to Part 2 for Support Providers); and

Emergency services.

Responsibilities relate to those relevant at the municipal (or local) level in Yarra Ranges, that have direct or indirect relevance to relief and recovery. Responsibilities of communities has been informed by discussions with Community Emergency Planning groups within the Yarra Ranges municipality.

The list is by no means exhaustive, with some responsibilities delivered according to relief and recovery needs of a particularly emergency . Responsibilties may be added as relationships and understandings mature over time, and as the needs of an emergency management arrangements evolve.

Consistent with the Emergency Management Manual Victoria, the following definitions apply:

• Coordinating Agency: (Agency) responsible for the bringing together of agencies and resources to ensure effective response to and recovery from emergencies.

• Support Agency: A support agency is an agency which provides essential services, personnel, or material to support or assist a control agency or affected persons.

For the purposes of this plan, a Primary Provider is an agency or organisation responsible for leading the provision of a service. Primary Providers may be assisted by Support Providers.

1.8.1 Individuals

Before

Understand the emergency risks relevant to the municipality of Yarra Ranges.

Develop, practice and implement personal safety plans, household or property plans relevant to these risks. Plans should include strategies that:

Protect property and assets (eg. property maintenance and equipment) Enable the securing, clean-up, repair and reconstruction of damaged property (eg. adequate

insurance); Minimise the financial impact of emergencies (eg. alternate income or income protection); Include contingencies for loss of power, telecommunications and other essential services and

items (eg. supply of food and water, independent power source); Account for the needs of young and other vulnerable family members; and Account for the needs of livestock or companion animals.

Stay alert of forecasts and risks in the environment so that plans can be implemented when appropriate.

During

Identify immediate needs – if applicable consider needs of companion animals.

Listen to and act on Warnings and Advice linked to the emergency through a number of communication channels

Make connections to services that will support their needs (eg. through established Relief Centres).


After

Re-establish and make connections with trusted networks.

Seek assistance for further needs through local recovery services.

Where possible, participate in local recovery planning and activities.

Advocate on behalf of community.

1.8.2 Small Business

Before

Maintain insurance and develop and implement business continuity plans to minimise economic impacts.

Support to local Industry Network members through industry events and workshops eg Yarra Ranges Tourism, Yarra Valley Wine Growers Association, Yarra Range Regional Food Group, Agribusiness Yarra Valley, and Local Trader & Chamber Groups.

Prepare business risk management plans. Assistance is available through: o Business Victoria Bushfire information & workshops: o http://www.business.vic.gov.au/disputes-disasters-and-succession-planning/how-to-manage-

risk-in-your-business/prepare-a-risk-management-plan o http://www.business.vic.gov.au/disputes-disasters-and-succession-planning/plan-prepare-for-

fires/bushfires-evaculation-plan o Small Business Victoria workshops (Crisis Planning for Business) – offered by Council & local

Neighbourhood House to skill local business

During

Activate risk management plans.

Make connections to support needs (eg. local industry networks, Council’s Economic Development Team with the Business Victoria Government Business Office.

After

Audit needs regarding financial and built requirements for their business.

Seek assistance for further needs through local recovery services including: o Small business Victoria Business Bus (free mentoring)

http://www.business.vic.gov.au/events/small-business-bus o local Small Business Mentoring Service Clinic http://www.sbms.org.au/ o Grants and assistance via business.gov.au - http://www.business.gov.au/grants-and-

assistance/Pages/default.aspx

Participate in local Community led recovery workshops, committees or forums.

http://www.business.gov.au/grants-and-assistance/Pages/default.aspx

http://www.business.gov.au/grants-and-assistance/Pages/default.aspx


1.8.3 Communities

Before

Where possible, lead the development of community emergency plans that reflect the community risk profile, this can take time and community groups/representatives will need to work toward awareness raising.

Build partnerships locally that enhance or support the community emergency plan.

Build awareness of community emergency plans (where they exist). Build strategic links to emergency management agencies and local service providers.

During

Activate community emergency plans.

Nominate community leaders or connected community members to be the initial community representative(s) during Recovery inception.

Identify common, local and effective communication channels for dissemination of information.

Connect with Municipal relief and recovery agencies...

After

Identify sustainable funding sources to support ongoing recovery initiatives.

Participate in Community Recovery Committees, workshops or forums.

Support the dissemination of information to individuals within a community.

1.8.4 Yarra Ranges Council

Before

As the Coordinating Agency for relief and recovery at the municipal level, Yarra Ranges Council leads the following preparedness activities:

Appoint and maintain the appointment of a dedicated Municipal Recovery Manager, as the primary role within Council responsible for the coordination of municipal resources to be used in recovery.

Appoint and maintain the appointment of deputy Municipal Recovery Managers and council staff to ensure ongoing capacity to deliver municipal relief and recovery responsibilities;

Convene the Municipal Relief and Recovery Planning Team at least 4 times per year and represent relief and recovery arrangements at the Municipal Emergency Management Planning Committee;

Lead the maintenance and review of the Yarra Ranges Municipal Relief and Recovery Plan; including contacts, resources, municipal capacity and community profile related information;

Provide information and support to community groups relevant to municipal relief and recovery arrangements (includes spokespeople, fact sheets, web-based material, training and exercising opportunities);

Undertake an annual audit of dedicated primary and secondary Emergency Relief Centres;

Review MOUs with local relief and recovery service providers; and

Provide training and exercising opportunities with key personnel (Council and other).

During

As the Coordinating Agency for relief at the municipal level; responsibilities include:

Establish and staff a Municipal Emergency Coordination Centre (MECC), from which relief coordination and recovery inception activities will be undertaken.

Coordinate the delivery of relief services.

Collate impact assessment information to form a municipal picture of impacts. Share with state and other agencies and use to inform medium and long term municipal recovery programs.


Lead the provision of local relief information to affected individuals and communities.Connect with identified representatives from impacted communities.

As a Primary Provider of a range of relief services, responsibilities include:

Open and manage Emergency Relief Centres.

Collect, compile and report impact assessment information (private property impacts, council property and infrastructure impacts) – this may be done through field assessments, over the phone or through liaison with key community, industry and business contacts.

Clear blocked drains and local roads, including tree removal, enabling communities to commence recovery activities.

Undertake surveys and make determinations regarding occupancy of damaged buildings.

Undertake surveys and make determinations regarding environmental health (food and sanitation safety – eg. septic tanks and water tank quality safety – and vector control – eg. removing carcasses).

Manage the containment of stray / wandering animals.

After

As the Coordinating Agency for recovery at the municipal level; responsibilities include:

Develop and oversee the implementation of local level Post Incident Recovery Plans.

Convene post incident Municipal Recovery Committees at the local (municipal) level to ensure the coordinated delivery of services across the social, built, economic, natural and agricultural environments.

Ensure appropriate municipal representation at post incident Regional Recovery Committees.

Support Community Recovery Committees.

Lead the provision of local recovery information and services in partnership with local providers.

Coordinate volunteer helpers.

Lead municipal relief and recovery debrief and evaluation processes.

As a Primary Provider of a range of recovery services, responsibilities include:

Open and manage Recovery Centres or “one stop shops” for recovery related information.

Identify and promote advisory services (eg. financial assistance, insurance claims, legal advice).

Clean up activities (including disposal of animal carcasses).

Provision of building and planning services associated with re-building / redevelopment.

Repairing/restoring infrastructure, e.g. roads, bridges, sporting facilities, public amenities.

Provision and management of community development services.


1.8.5 Department of Health and Human Services

Before

Participate in local level preparedness activities including representation on the municipal relief and recovery planning sub committee, input into local level plans, and participation in relevant local level exercises.

Provide guidance and support to Council in order that local arrangements reflect current relief and recovery policy and integrate seamlessly with arrangements at the regional level.

During

Provide emergency relief assistance to eligible households.

Report local level relief and recovery activity to the Regional Emergency Management Team and State Recovery Coordinator (or delegate) when required.

Provide assistance with relief and recovery coordination if requested (.

Provide advice on state based funding initiatives or in-kind opportunities.

After

Attend at Municipal Recovery Centres as a contributor to an all-agencies “one stop shop” of recovery services.

Ensure adequate local recovery representation on relevant regional recovery forums.

1.8.6 Department of Economic Development, Jobs, Transport and Resources

Before

Participate in local level preparedness activities including representation on the municipal relief and recovery planning sub committee, input into local level plans, and participation in relevant local level training and development opportunities.

Establish and maintain relationships across business areas within the DEDJTR to support local level arrangements.

During

Lead the coordination of animal welfare services (other than wildlife). Assess losses of agricultural assets and livestock, and the needs of affected persons and communities Assess injured stock and provide advice on options such as humane destruction, emergency slaughter

or treatment. Assist with humane destruction of burnt livestock where feasible. Advise local councils on carcass disposal options and the location of carcases for disposal. Advise distribution bodies (such as the Victorian Farmers Federation) on needs for donated fodder. Advise individuals, communities and governments agencies on re-establishing rural enterprises or

alternative strategies for economic recovery.


After

In collaboration with council, lead the economic recovery of agriculture and rural industries at the local level:

Provide business advice and skill development to business (including tourism).

Deliver recovery projects identified by government.

Work with local land holders in the rehabilitation and restoration of productive land.

Provide strategic and expert advice on the recovery of primary production.

Lead the restoration of food supply chains (both manufacturing and distribution) to support the re-establishment of functioning communities.

1.8.7 Department of Environment, Land Water and Planning

Before


During

In collaboration with DEDJTR, lead the coordination of wildlife welfare services.

After

Coordinate the restoration of mains water and sewage connection with the relevant water authorities post emergency.

Liaise with Council for the purposes of essential water replacement.

Clear and restore assets (e.g. roads, bridges, etc.) on public land affected by fire.

Clear and restore assets damaged by fire suppression activities (fencing and fuel breaks) on private land.

Assist in the assessment of natural disaster relief claims for restoration of flood damage to public assets

Provide advice to communities on reforestation of native forest (not plantations).

1.8.8 Yarra Valley Water

Before

Participate in local level preparedness activities including representation on the municipal relief and recovery planning committee, input into local level plans, and participation in relevant local level training and development opportunities.

During / After

Lead the restoration of sewage and mains water.

Assist in the development and distribution of messages relevant to service disruption.


1.8.9 Melbourne Water

Before

Participate in local level preparedness activities, such as attending committee meetings, participating in local level exercises to build capability at a local level.

During

Support the restoration of sewage and mains water.

Inspect and clear main drainage and waterway assets to maintain hydraulic capacity and flood mitigation.

After

Support the agency tasked with recovery activities.

Conduct post emergency needs assessment activities.

Repair/restore drainage infrastructure, e.g. pipes / drains, grates, retarding basins, etc.

Manage relevant waterway health and catchment management projects.

1.8.10 Red Cross

Before


Providing support and training for other agencies in preparation for relief & recovery

Provide outreach services to assist individuals undertake emergency planning (using RediPlan resources).

During

Provide personal support or psycho social support through volunteers as requested.

Coordinate the provision of food and water supplies at Emergency Relief Centres (ERCs) to impacted and isolated communities.

Support Victoria Police in the management and operation of Register Find Reunite (RFR) at ERCs.

After Provide Outreach services with trained volunteers as requested.

1.8.11 The Salvation Army

Before


During

Where possible, provide material needs or material aid to affected individuals - dependant on available items and scale of event ie. single incident or a relief centre.

Make available Salvation Army support during an emergency to assist persons affected (e.g. personal support, emergency accommodation).

Provide support to community safety activities.


After

Support outreach activities, where required.

1.8.12 Victorian Council of Churches Emergencies Ministry

Before


Co-ordinate resources to enable a multi faith response to emergencies.

During

Through its volunteers and community chaplains, provide personal support, psychological first aid and emotional spiritual care to individuals and communities at Emergency Relief Centres, Community meetings and gatherings and through directed visits, as requested by the Council

After

Through its volunteers and community chaplains, provide personal support, psychological first aid and emotional spiritual care at community meetings and gatherings, recovery centres, and through directed visits, as requested by Council.

Manage and support Outreach programs.

1.8.13 Department of Human Services (Federal Government)

Before

Participate in local level preparedness activities including representation on the municipal relief and recovery planning sub committee, input into local level plans, and participation in relevant local level exercises.

During / After Provide specialist staff including social workers and indigenous service officers.

Provide federal government financial assistance to individuals and families (Disaster Recovery, Special Benefits and Crisis Payments as appropriate).

Participate in recovery centre service delivery.

Participate in outreach teams.

1.8.14 Control Agencies

Before

Ensure municipal relief and recovery arrangements are integrated with local preparedness, readiness and incident response arrangements (eg. representation in local response plans, briefings and relevant training and exercising, local government inclusion in Regional Emergency Management Team readiness activities).

During

Ensure appropriate relief and recovery representation at Incident Control Centres / on incident Emergency Management Teams to enable collaborative decision making and planning (eg. with respect to the establishment of Emergency Relief Centres, evacuation and other incident consequences).

Ensure relevant relief and early recovery messaging is provided to the community and media.


Ensure relief and recovery related needs and intelligence, identified through initial impact assessment and other sources, are referred in a timely manner to Yarra Ranges Council and other relevant relief and recovery service providers.

Actively support relief providers in the provision of services to isolated communities.

After

Provide a comprehensive handover to the Municipal Recovery Manager to enable a smooth transition from response to recovery.

1.8.15 Victoria Police

Before

• Participate in local level preparedness activities, such as attending committee meetings, participating in local level exercises to build capability at a local level.

During

• Provide initial security at Emergency Relief Centre (ERC) until private security arranged.

Provide welfare considerations for unaccompanied children and young persons at Emergency Relief Centres.

Co-ordinate impact assessment where fatalities have occurred.

Establish and manage access to relief and recovery service providers and affected residents into impacted area in accordance with directions from the Incident Controller.

Manage the withdrawal, shelter and return phases of evacuation.

Commence the Register,Find,Reunite process until Red Cross arrives.

After

Support the co-ordinating recovery agency as appropriate.

Co-ordinate post impact assessment where fatalities have occurred.

Investigate fraudulently claimed grants.


1.9 SUPPORTING DOCUMENTS and OTHER REFERENCES

Municipal References Municipal Emergency Management Plan Draft Emergency Recovery Inception Plan (2012) Cube Recovery Inception Research Report (2011)

Regional Eastern Metropolitan Region Emergency Relief and Recovery Plan (June 2015)

State EMMV Part 4 - State Emergency Relief and Recovery Plan (2015)

http://www.yarraranges.vic.gov.au/Emergency-Management-Portal/Municipal-Emergency-Management-Plan

http://www.yarraranges.vic.gov.au/Emergency-Management-Portal/Relief-recovery/Yarra-Ranges-Municipal-Relief-and-Recovery-Plan


http://files.em.vic.gov.au/EMV-web/EMMV-Part-4.pdf


1.10 APPENDICES

Appendix 1a Document Version Control and Amendments

Version Date Description Updated By

V 0.1 April 2015

First draft Kym Mallamaci

V0.2 Oct 2015 Second Draft Lisa Keedle

V0.3 Oct 2015 Third Draft Lisa Keedle

V0.4 Nov 2015 Final Draft (approved as working draft at Nov 2015 MEMPC meeting) Lisa Keedle

V0.5 Nov 2016

Reference to supporting documents at relevant points through the plan.

Removal of duplicated text at the beginning of each section.

Inclusion of reference to EMR Emergency Relief and Recovery Plan (DHHS feedback)

Reference to Public Participation and Disaster Social Process as principles relevant to the plan.

Review and alignment of national, state and regional relief and recovery principles to enable easier local reference.

Alignment of relief services listing to that within the State Relief and Recovery Plan.

Review and refinement of recovery inception definition.

Update of recovery environments description to align with State Relief and Recovery Plan (removal of agriculture as a separate environment).

Definition of primary provider included.

Update on agency descriptions based on DHHS feedback and discussions.

Inclusion of roles and responsibilities of (federal) Department of Humans Services (as new member of committee).

Review of descriptions relevant to key community and sector partners.

Addition of communications planning section relevant to before, during (internal) and during (public audiences).

Updated actions table relevant to actions to support relief and recovery preparedness.

Inclusion of revised structure diagram to reflect simple and complex single incidents.

Addition of a description of the role of the Strategic Recovery Planning Team.

Addition of a description of the role of the Crisis Management Team

Inclusion of marshalling point concept.

Inclusion of triggers to escalate resource requests (guided by regional relief and recovery plan).

Update of relief service provider list based on recent storm event.

Review and update of all relief services to reflect arrangements in Yarra Ranges (including lead agencies). Includes additions of new information and reference to state (water replacement) and national references (donations).

Expansion of community information section to include comms tools and potential messages relevant to relief and recovery inception (informed by comms workshop).

Inclusion of a description of recovery inception operation tasks and providers.

Update to impact assessment information - phases, data types, data sources, data leads.

Inclusion of communication and reporting section and reference to report types and reporting flow paths (note diagram under review by

Kym Mallamaci


DHHS).

Update to financial arrangements description.

Review of content to reflect triggers from response to recovery including post incident recovery plan outline.

Updated actions table relevant to actions to support relief and recovery inception (serves as a checklist for the MECC based team and identifies leads).

Update to potential triggers to move from recovery to normal business services.

Table to reflect potential considerations in support of post incident recovery (to inform development of the post incident recovery plan initially drafted during the recovery inception phase. Identifies leads and merges considerations identified in the state plan and considerations identified in the YR Recovery Inception Plan).

Update to list of external references.

Movement and update to list of amendments.

Movement and update to acronyms.

V0.6 Nov 2016

Minor updates to references (eg. SOP and Role Statement Nos.)

Addition of hyperlinks within and external to the document.

Removed Role statements from Part 1 - 1.9 as these more relevant to content in Part 2.

Following advice from TSA - removed reference to Boronia Corps as this centre is located in Knox City Council and listed TSA Corps (Mooroolbark) and TSA Corps (Healesville). Referenced (for local and small incidents only) - in relation to their role in supplying food and water. For larger incident TSA would be focused on primary role of material aid coordination.

Under psychosocial support in the partners column; moved Victims Support Agencies under Red Cross.

Added triggers for SIA and PENA as discussed with DHHS.

Kym Mallamaci

V0.7 Jan 2017

Removed content that was transferred to the MEMP Part 2 and updated text following audit feedback.

Highlighted essential infrastructure in impact assessment section in response to audit feedback.

Improved referencing to Eastern Metropolitan Region Emergency Relief and Recovery Plan in response to audit feedback.

Removed duplication of references.

Referred to MEMPC for endorsement (endorsed at its meeting on 30/1/17)

Kym Mallamaci

V1.0 Feb 2017 Minor updates based on feedback from DHHS, VCC EM, VicPol and

Melbourne Water

Kym Mallamaci


Appendix 1b Acronyms

DHHS Department of Health and Human Services

EMC EMP Eastern Metropolitan Councils Emergency Management Partnership

EMLO Emergency Management Liaison Officer

EMR Eastern Metropolitan Region

IEMT Incident Emergency Management Team

IC Incident Controller

ICC Incident Control Centre

MECC Municipal Emergency Coordination Centre

MEM Municipal Emergency Manager

MERC Municipal Emergency Response Coordinator

MERO Municipal Emergency Resource Officer

MOU Memorandum of Understanding

MRM Municipal Recovery Manager (Council

RRC Regional Recovery Coordinator (DHHS)

REOC Regional Emergency Operations Centre (DHHS)

REMT Regional Emergency Management Team

VCC EM Victorian Council of Churches Emergencies Ministry

YRC Yarra Ranges Council


CHAPTER 2 – Preparing for Municipal Relief and Recovery (“Before”)


The purpose of Chapter 2 of the Plan is to provide:

an overview of preparedness governance at the municipal level and links to regional relief and recovery arrangements;

key partnerships and agreements within the municipality and Eastern Metropolitan Region;

actions to ensure lead and support agencies are ready to provide services in Yarra Ranges; and

links to supporting documents.

2.1 PREPAREDNESS GOVERNANCE

2.1.1 Key Municipal Relief and Recovery Roles (Yarra Ranges Council)

Lessons from Black Saturday and other emergencies confirm the importance of having dedicated and senior staff appointed to roles that are responsible for coordinating relief and recovery at the municipal level.

In Yarra Ranges, the role Municipal Recovery Manager (MRM) is incorporated into the position description of the Manager, Economic, Youth and Community Development who is supported by no fewer than five Deputy Municipal Recovery Managers Team , numerous staff recruited to perform extraordinary relief and recovery roles and staff that perform roles as part of an extension to normal business.

In additional, Council has appointed a dedicated Coordinator, Relief and Recovery who supports the MRMs and deputies in the delivery of their roles and responsibilities.

Supporting documents

MEMP Part 1 – Chapter 9 Key Municipal Roles and Responsibilities

MEMP Part 2 SOP 22 – Appointing Yarra Ranges Council personnel to Emergency Management Roles

MEMP Part 3 Role Statements 44 - Operations Officer: Social and Economic (MRM)

MEMP Part 7 App 11 – Key Municipal Emergency Roles






2.1.2 Yarra Ranges Municipal Relief and Recovery Planning Team

Relief and recovery preparedness at the municipal level rests with the Yarra Ranges Municipal Relief and Recovery Planning Team; a sub committee of the Yarra Ranges Municipal Emergency Management Planning Committee (MEMPC).

Chaired by Yarra Ranges Council Municipal Recovery Manager, its purpose is to provide leadership and oversight of municipal relief and recovery arrangements; including plans, procedures, systems, resources and partnerships relevant to the social, economic, built, natural and agricultural environments.

Member agencies and organisations are those that are a primary provider of relief and recovery services delivered at the municipal level, or require strong linkages at the municipal level in order that services are delivered in a coordinated manner to at-risk or impacted communities.

Planning across the municipality is informed by functional sub-committees and working groups established at the municipal level and additional regional planning undertaken by the Eastern Metropolitan Region Relief and Recovery Planning Committee and Eastern Metropolitan Councils Emergency Management Partnership.

Key activities of the Planning Team, of which management of this Plan is one, are detailed in an Annual Action Plan that is informed by National, State and Regional relief and recovery principles, and endorsed by the MEMPC.

This group’s relationship to others is depicted in Figure 2.


MEMP Part 4 - Yarra Ranges Municipal Relief and Recovery Planning Team Terms of Reference



Individual / Business Level

Planning

Community Level Planning

Municipal Level Relief and Recovery PlanningYarra Ranges

Animal Welfare

Working Group

Yarra Ranges

Municipal Relief &

Recovery

Planning Team

Yarra Ranges

Municipal Emergency

Management Planning

Committee

Regional Level

Planning

Others

(established as

needed)

Eastern Metropolitan

Relief and Recovery

Sub Committee

(multi-agency)


Emergency

Management Planning

Committee


Councils Emergency

Management Partnership

(Eastern Metro Councils)

Chair

Chair

Chair

Figure 2: Municipal relief and recovery governance arrangements (with links to regional arrangements). Note: A complete depiction of municipal emergency governance can be found in the Yarra Ranges Municipal Emergency Management Plan (MEMP).


2.1.3 Key Community Based Planning Partnerships

In the event of an emergency, representatives from community based planning partnerships can be a key conduit into the broader community. They can disseminate information, provide critical feedback on needs and in some instances their facilities can become gathering places for affected communities. Following an emergency, groups may inform post incident community recovery needs and governance structures and membership.

,During an emergency, Council will connect with these groups as early as possible and appropriate. This will be achieved through Community Engagement Officers and other Council Officers who have existing connections with these groups (eg. Youth Services).

Critical groups are referenced in the Municipal Emergency Management Plan (Part 1) and council community profiles in high risk areas. Groups are broadly described under the following headings:

Community Emergency Planning Partners (eg. Community Emergency Management Planning Groups)

Community Development Based Partners (eg. Township and Community Planning Groups linked to Councils Community Development Group, Friends Groups and U3A groups).

Community Service Networks (eg. District Service Provider Networks in Healesville, Upper Yarra and Sherbrook)

Neighborhood House Network


MEMP Part 1 Chapter 10 – Community Partnerships

MEMP Part 3 Role Statement 45 – Relief and Recovery Officer

MEMP Part 3 Role Statement 46 – Community Engagement Officer

2.1.4 Key Sector Wide Partnerships

Yarra Ranges Council has established networks across a number of community sectors some of which have formal structures and regular communications with council’s Community Development Department. Below are lists of community/cultural based groups who regularly engage with council. This list is indicative of current engagement and is subject to change.

It is likely these groups would play a role providing advice on impacts and needs relevant to their sector, as a conduit for information and / or input into relevant events and activities.

Indigenous Advisory Committee

Health and Wellbeing Advisory Committee

Rural Advisory Committee

Disability Advisory Committee

Youth Reference Group





2.1.5 Key Municipal Emergency Planning Partnerships

Yarra Ranges Animal Welfare Sub Committee (Working Group)

The Animal Welfare Sub Committee is a sub committee of the Yarra Ranges Municipal Relief and Recovery Planning Team. This group brings together animal welfare organisations with council in an effort to provide a united response for all animals, both domestic and wild, in the event of an emergency. Key activities of the group include the preparation and review of an emergency animal welfare plan.

Stakeholders include, but are not limited to;

Yarra Ranges Council

Department of Economic Development, Jobs, Energy and Transport (as the lead coordinating agency for livestock and companion animals)

Department of Environment, Land, Water and Planning (as the lead coordinating agency for wildlife welfare)

Victorian Animal Aid (who has an MOU with Council)

Help for Wildlife

Parks Victoria

RSPCA

Wildlife Victoria

Local Vets

Stock & Feed providers


MEMP Part 8 – Sub Plans - Yarra Ranges Council Emergency Animal Welfare Plan

Victorian Emergency Animal Welfare Plan

MOU between Yarra Ranges Council and Animal Aid

2.1.6 Key Regional Emergency Planning Partnerships

Regional Relief and Recovery Planning Committee

The Eastern Metropolitan Region Emergency Management Planning Committee (REMPC) is the body for emergency response and emergency recovery planning at the regional level.

As part of its terms of reference the REMPC is responsible for developing and maintaining the Regional Relief and Recovery Plan (through the Relief and Recovery subcommittee), a requirement outlined in the Emergency Management Manual Victoria. The MRM and Coordinator Relief and Recovery are primarily responsible for ensuring this Plan aligns with the Eastern Metropolitan Region Emergency Relief and Recovery Plan.

In the event of an emergency that requires regional coordination the Regional Recovery Coordinator will convene a regional incident-specific recovery group where municipal interests will be represented by the MRM or post incident appointed Municipal Recovery Coordinator.


http://agriculture.vic.gov.au/agriculture/emergencies/response/victorian-emergency-animal-welfare-plan


Eastern Metropolitan Councils Emergency Management Partnership

The Eastern Metropolitan Councils Emergency Management Partnership (EMC EMP) is a collaborative forum with membership consisting of key Council emergency management personnel from the municipalities of Yarra Ranges, Boroondara, Knox, Manningham, Maroondah, Monash, Nillumbik and Whitehorse. Through the development of consistent arrangements and shared MOUs, the partnership improves municipal recovery capacity and enables MRMs and other staff to support Yarra Ranges municipal operations when local capacity is exceeded (and vice versa).

MOUs currently in place between the Partnership and relief and recovery service providers whos operational boundaries or function span municipal boundaries, are listed in “supporting documents”.


MEMP Part 1 Chapter 11 – Regional Partnerships

Eastern Metropolitan Councils Emergency Management Partnership Strategic Plan and Implementation Plan

MOU between Councils in the Eastern Metropolitan Region

MOUs between Eastern Metropolitan Region Councils and:

• Department of Health and Human Services

• Victoria Police

• The Salvation Army

• Red Cross

• Emergency Accommodation Providers

• Personal Support Providers

• Volunteers Victoria


http://www.yarraranges.vic.gov.au/Emergency-Management-Portal/Relief-recovery/Committees-working-groups/Eastern-Relief-and-Recovery-Partnership-MOUs



2.2 RESOURCE SHARING ARRANGEMENTS

Yarra Ranges Council is a signatory to two protocols aimed at ensuring timely and coordinated access to supplementary resources from assisting Councils:

Eastern Metropolitan Council Emergency Management Partnership: primarily focuses on the provision of staff from eastern metropolitan councils to attend Emergency Relief Centres (ERCs) but may be extended to support MECC and field based operations ; and

MAV “Inter-council emergency management resource Sharing Protocol”: aimed at facilitating timely mustering of resources ready to discharge municipal functions.

Resource contributions from relief and recovery lead and support providers are also outlined in the MOUs listed above.

Processes for escalating resource requests (Council resources)

The need for resource supplementation may be identified by any member of Council’s Emergency Management Group (EMG) operating from the Municipal Emergency Coordination Centre (MECC), or by an Incident Controller, in consultation with members of an Incident Management Team (IMT) or Emergency Management Team (EMT) at an Incident Control Centre (ICC).

Formal requests for assistance from another Council is initiated by the CEO, or by any person nominated by the CEO. At Yarra Ranges Council, this may be the:

• Municipal Emergency Manager (MEM)

• MEROor deputies; or

• MRM or deputies

The Yarra Ranges Municipal Emergency Response Coordinator (MERC) should be kept abreast of resource requests (either from Council or made to Council) .

Requests must be made to Councils within the Eastern Metropolitan Region in the first instance, and in the event that assistance is unable to be provided, from other municipalities that are listed on the Municipal Association of Victoria’s website.

Resource Supplementation and the Regional Emergency Management Team

The protocol for requesting resources when a Regional Emergency Management Team (REMT) has been activated is depicted in Figure 3 below. When an REMT has not been activated, the regional Local Government REMT representative and DHHS Duty Officer should be copied into resource requests.


MAV Inter-council emergency management resource sharing protocol

Regional SOP – Local Government Representation on Emergency Management Teams


Figure 3: Resource Supplementation

Requests for resources owned or directly controlled by Council must come from / be directed to

the Council CEO or their delegate.

LG Resource Supplementation ProcessS

tate

Re

gio

n

Mu

nic

ipa

l

Em

erg

en

cy

Co

ord

ina

tio

n

Ce

ntr

e Affected Council requires a resource/s in support of Council

emergency responsibilities

(ie. Resources owned or under the direct control of council are

exhausted).

Request made via local government REMT representative.

Available from resources owned or under the direct control of

unaffected councils in the Eastern Metro Region?

Yes

No

Request made to Regional

Emergency Response

Coordinator (VicPol)

Request made to Regional

Recovery Coordinator

(DHHS)

Available from other agencies or private providers within the Eastern

Metro Region?

YesNo

Request made to Emergency

Management Commissioner

Request made to State

Recovery Coordinator

Available from other Victorian Region

YesNo

Available from other State Government (esclated to

Commonweath Govt if required.

Available from resources owned or under the direct control of

other unaffected Councils / collaborations from other regions?

No

Yes

Yes

Resource supplied to

requesting Council


2.3 COMMUNICATIONS PLANNING

Communicating before an emergency

Communicating to the public, particularly those in high risk areas, aims to support individuals and communities achieve greater resilience in the face of emergencies. It must take account of local demographics, including vulnerable people and communities, and where-ever possible be integrated across the sector and coordinated in its delivery..

Communicating as a result of an emergency – Emergency workforce communications

Communicating in a timely manner with agencies, organisations and other partners directly involved in the coordination and operational delivery of relief and recovery services, particularly during the response phase ensures:

activities are conducted where it is safe to do so;

activities are prioritised, appropriate and coordinated;

resources are used to best effect; and

a unified understanding of all activities is achieved.

Communication may be provided through the following methods:

Briefings (face to face or over the phone)

Situation Report

Municipal Incident Action Plan

Post Incident Recovery Plan and Reporting

Further detail on emergency workforce communications can be found in Chapter 3 of this Plan.

Communicating as a result of an emergency - Public communications

Yarra Ranges Council is responsible for coordinating municipal relief and recovery messaging to impacted communities. Messaging is approved and distributed via the control agency when the response is active. Following the transition to recovery, Council may lead the distribution of messaging unless regional recovery coordination has been activated. In these circumstances, council supports the region.

Further information on public communications and messaging can be found in Chapter 3 of this Plan.


Yarra Ranges Council Emergency Communications Plan – email: [email protected])


2.4 TRAINING and EXERCISING

Individual relief and recovery service providers are responsible for understanding the competencies and level of training required by their personnel to participate in emergencies and the delivery of relief and recovery services.

That said, opportunities for integrated training and exercising is a key principle of relief and recovery planning at the municipal level and will be maximised through municipal and regional level discussions and articulated in the Annual Municipal Relief and Recovery Action Plan.

2.5 From PREPAREDNESS TO READINESS

When municipal arrangements are required to deal with an emergency, the Municipal Emergency Relief and Recovery Plan may be activated by contacting the Municipal Emergency Response Coordinator on (03) 9739 2300 OR the Municipal Emergency Manager, Municipal Emergency Resource Officer or Municipal Recovery Manager (or respective deputies) on 1300 368 333. Council’s ability to enact it’s relief and recovery responsibilities are supported by the following arrangements:

On-call MRM accessible 24/7, 365 days per year by contacting the Yarra Ranges Council call centre (1300 368 333) or [email protected]. Council standby arrangements; and

Rostered local government representation on the Regional Emergency Management Team.


MEMP Part 1 Chapter 16 – Municipal Emergency Operational Arrangements

MEMP Part 2 SOP 01 – Emergency Preparedness for the MECC and ERCs

MEMP Part 7 App 011 - Key Municipal Emergency Roles

Regional SOP – Local government representation on Emergency Management Teams

2.6 ACTIONS to SUPPORT RELIEF AND RECOVERY PREPAREDNESS

A failure to adequately prepare can have detrimental ‘downstream’ impacts during relief and recovery. These include but are not limited to:

Immature relationships between relief and recovery stakeholders;

A limited understanding of both community needs and potential sources of recovery resources;

A lack of information to inform decision-making;

Delays in the deployment of services;

A lack of clarity over roles and responsibilities; and

Insufficient skilled resources and process insufficiencies / duplication of effort.

Appendix 2 provides an outline of generic actions that are used to inform the development of an Annual Municipal Relief and Recovery Action Plan that aligns to the principles of relief and recovery outlined in

mailto:[email protected]





Chapter 1 Table 1. The purpose of the Action Plan is used to guide the priorities and activities of the Municipal Relief and Recovery Planning Team and serves as a basis for reporting progress and achievements to the Municipal Emergency Management Planning Committee. The Action Plan will be by the Municipal Emergency Management Planning Committee.


2.7 APPENDICES

Appendix 2 – Actions to support relief and recovery preparedness

MEASURE Municipal Actions Lead Support


Yarra Ranges Municipal Relief and Recovery Planning Team

Convene quarterly meetings ( as a minimum) to:

Develop and implement an Annual Municipal Relief and Recovery Action Plan , informed by the activities below, for endorsement by MEMPC;

Review and circulate contacts and capacity of listed lead and support agencies/organisations;

Review this Plan, ensuring it reflect current arrangements in the EMMV, Eastern Metropolitan Region Emergency Relief and Recovery Plan and MEMP and ensure current versions are made available to relevant agencies and relief and recovery partners.

YRC - MRM YRC - Coord R&R

Member agency and organisations

YRC - Deputy MRMs

Yarra Ranges Animal Welfare Sub Committee (Working Group)

Convene quarterly meetings ( as a minimum) to: o Review contacts and capacity of listed lead and support agencies / organisations; o Review Yarra Ranges Municipal Emergency Animal Welfare Plan. o Maintain Animal Aid MOU.

YRC – Local Laws (Tunder review)

YRC - Emergency Management

Member Agencies and Organisations

Regional Relief and Recovery Planning Team (Sub Committee of the MEMPC)

Contribute to forums and actions as appropriate. YRC - MRM

YRC Coord R&R

Deputy MRMs

Eastern Metro Councils Emergency Management Partnership

Maintain membership of EMC EMP.

Contribute to meetings and actions as appropriate:

Lead working groups as appropriate.

Establish / review regional MOUs.

YRC - EO

MRM (and MERO)

YRC - Co-ord R&R

Deputy MRMs

Community Partners (eg. Community emergency groups, NH network)

Maintain relationships with community, advisory and reference group networks.

Facilitate and support ongoing community development activities to strengthen community resilience.

YRC - Emergency Management /

Comm Development and Youth Services Development



Resource Sharing Protocols Maintain membership of MAV Inter-Council Resource Sharing Protocol.

YRC - CEO

Recruitment Maintain YRC emergency workforce including regular recruitment program.

YRC EO – Emergency Management

Co-ord R&R

Pre-Season Briefing Undertake annual preparedness activity for council staff and partners involved in the management or delivery of relief services within the municipality, included those with an MOU in place (eg. ERC walk through, pre-season briefing).

YRC - MRM Co-ord R&R

Training Monitor skills, training and qualifications gaps for the purposes of identifying collaborative and coordinated training opportunities.


Co-ord R&R

Organise / undertake joint training. YRC EO – Emergency Management

Co-ord R&R

Exercising Undertake / participate in at least one annual exercise that tests relief and recovery arrangements.


Co-ord R&R

COMMUNITY INTELLIGENCE / NEEDS and CONSEQUENCE DRIVEN

Community Profiling Develop / review community profile information (characteristics, strengths, vulnerabilities and risks) with an emphasis given to communities in high risk locations / at risk of isolation.

YRC – Community partnerships and wellbeing.

YRC – Emergency Management, Comm. / Eco Development

Identify, document and review the location and features of high risk and highly vulnerable natural environment features and develop risk management plans (i.e. wildlife populations and significant native vegetation)

YRC – E&E

COLLECTIVE RESPONSIBILITY and RESILIENCE

Community / individual emergency planning

Ensure Community Emergency Plans and contact lists are up to date and readily accessible on Crisisworks.

Be available to communities to provide information and updates as requested.

Formalise and practice emergency arrangements where appropriate.

EO – Emergency Management

Identify and plan for individuals with special needs during emergencies. YRC – HACC, MCH

TIMELINESS



Readiness Notify key partners of forecast risks and trigger days (including ERC site managers).

Maintain fortnightly MERO and MRM roster.

Conduct weekly MEM/MERO/MRM/MERC weekly briefing during the fire season.

Activate standby arrangements on trigger days in accordance with SOPs (includes notification of community, regional and municipal partners).

Conduct trigger day briefing for staff on standby.

Position EMLOs at Incident Control Centres based on established trigger points.

YRC – Emergency Management

COMMUNITY SAFETY

Asset management Maintain traffic/road management plans identifying likely evacuation routes. VicPol

Review flood and drainage management systems. YRC – E&E, Melb Water

Undertaken annual audit of primaryl Emergency Relief Centres and containers.

Undertake bi-annual audit of secondary Emergency Relief Centres ..

Review MOUs with Centre Managers.

Review Facility Plans and contact details annually.


YRC – Facilities maintenance

Maintain fire refuges and fire access roads and associated asset registers. YRC – Emergency Management

Natural Environment Identify, document and review the location and features of high risk and highly vulnerable natural environment features (i.e. wildlife populations and significant native vegetation)

YRC – E&E

COMMUNICATION

Relief and Recovery Communications Sub Plan

Develop / review YRC Emergency Communications Sub Plan.

EO - Communications


Fact sheets Review and update municipal relief and recovery factsheets every 3 years or following activation.


Website and Links Promote the availability of community information and the educational programs of relief and recovery partners through Council’s website and Community Links.



CHAPTER 3 – Municipal Relief and Recovery Inception (“During”)


The purpose of Chapter 3 of the Plan (this Part) is to provide:

• An overview of relief and recovery inception governance at the municipal level and links to regional relief and recovery arrangements;

• Actions to ensure the timely delivery of relief services and recovery inception services activities when an emergency occurs;

• Relief and recovery inception service providers and capacity; and • References to supporting documents.

3.1 RELIEF and RECOVERY INCEPTION GOVERNANCE

If an emergency requires it, relief operations and recovery inception planning, coordination and delivery will commence concurrently with response activities. Those involved, and the location from which these activities will occur will depend on the scale of the incident.

For a single incident, activities may be led by the MRM (or delegate) over the phone with relevant partners and affected individuals (refer to Figure 4 and 5)

For a larger scale or complex emergency, an appropriately resourced multi-jurisdictional team will operate from the Municipal Emergency Coordination Centre (MECC). Staffing of the MECC structure depicted in Figure 6, will be influenced by size, scale and complexity of the emergency and be managed in accordance with AIIMS based principles.


MEMP Part 1 – Arrangements (AIIMS)

MEMP Part 2 SOP 21 – Single Emergency Incident Management



Figure 4: Yarra Ranges single incident management – simple incident


Figure 5: Yarra Ranges single incident management – complex incident


Figure 6 – MECC Functional Structure for complex and large scale incident


3.1.1 Strategic Recovery Planning

In a large scale or complex incident requiring medium to longer term recovery planning, the MRM may delegate the role of Operations Officer (social and economic environments) to a deputy MRM in order that they can perform the task of strategic recovery planning. This will be done with a team of appropriately skilled and linked personnel from council and other recovery agencies. Responsibilities of the MRM undertaking strategic recovery planning include::

Developing a post incident specific Municipal Recovery Plan and Communications Plan, informed by impact assessment, community/industry intelligence and relevant community plans.

Confirming municipal (including community) recovery governance arrangements and develop a Terms of Reference.

Recruiting personnel and identify agency representation as appropriate for a Municipal Recovery Committee and Secretariat.

Developing funding submissions for state or federal financial support.

Liaising, coordinating and planping with the Regional Recovery Coordinator to ensure governance structures are reflective of needs (if the region has not been activate, liaise with the DHHS Regional Duty Officer).

Representing Council in response to recovery transition discussions.

Handover to the incoming Municipal Recovery Committee and Secretariat.

The MRM may be supporting by :

Administrative Support Officer/s (data analysis and mapping capability)

Council Team Leaders from relevant recovery environments

Human Resource Officer (recruitment)

Relief and Recovery Agency key contacts

and will link to MECC based operations through the MEM and work closely with:

MECC Planning and Intelligence sections (impact assessment).

MECC Finance section (establishment of accounts).

MECC Operations (social, economic, built and natural)

Community / Industry Liaison Officers

Public Information

Crisis Management Team in relation to recovery program staff from Council.


Reference - Municipal Recovery Committee Terms of Reference

Reference – Post Incident Specific Recovery Plan (Municipal Recovery Action Plan – February 2009 Bushfires)

Template - Post Incident Specific Recovery Plan

3.1.2 Crisis Management Team

In a large scale or complex incident requiring medium to longer term recovery planning and commitment of significant council resources, the Crisis Management Team (CMT) will be called by Council’s Chief Executive Officer. The purpose of the CMT is to:

Support the MEM and MRM through the timely provision of approved resources.

Request resources in support of both the incident and critical business functions from other municipalities.






Prioritise the continuation of critical business functions in areas of the municipality not affected by the emergency.

Report to and manage the needs and expectations of Councillors and visiting dignitaries.

The CMT is comprised of:

Chief Executive Officer

Executive Directors

Manager, Business Continuity Planning

Executive Support

The CMT relies on information and liaises with the MEM and MRM (strategic planning):

3.2 Activation, Deployment and Escalation

3.2.1 Triggers for Activation

The need to activate emergency relief services is made by the Incident Controller with advice from the Incident Emergency Management Team (if in place), or the MERC and MRM if the EMT is not in place. Issues such as incident complexity, scale and consequences are factored into decision making (eg. displacement/evacuation potential, disruptions to essential services and infrastructure impacting community and economic functioning).

The requirement for activation of the MECC, from which relief and early recovery services will be coordinated will be decided by the MEM and MERC in consultation with the MRM and MERO.

The requirement for strategic recovery planning will be decided by the MRM in consultation with the MEM and MERO and intelligence from the Incident Emergency Management Team and community networks; taking account of issues such as incident complexity, scale and consequences and the need for a coordinated approach to medium and long term recovery.

3.2.2 Staff Deployment into the Field

To ensure the safe, timely and effective deployment of resources into areas impacted by an emergency, the MEM (or MRM) in consultation with the MERC will ensure relief and recovery resources are deployed in accordance with Victoria Police traffic management procedures.

If an incident dictates it, relief and recovery resources will be deployed via a Council managed marshalling point prior to accessing impacted areas. Pre- determined sites within Yarra Ranges are located at:

Montrose Recreation Reserve

Ferntree Gully Recreation Reserve

Woori Yallock Recreation Reserve

Yarra Glen Race Course



MEMP Part 2 SOP 05 – Marshalling points for the safe deployment of field staff in an emergency

MEMP Part 3 Role Statement 34 - Marshalling Point Manager





3.2.3 Triggers for Escalation

Most emergencies are small and are managed locally within the municipal resources of Yarra Ranges. In this context, DHHS’ regional recovery staff can provide support and advice to assist councils coordinate the event locally.

Support for local level relief & recovery co-ordination can be escalated, to the Regional Recovery Coordinator as per Eastern Metropolitan Region Relief & Recovery planning arrangements after consideration of the following:

CAPACITY or CAPABILITY

Emergency expected to run beyond known Yarra Ranges Council capacity.

The local council and / or relief agencies are unable to provide for a complex need in the community e.g. cultural needs, vulnerable groups

Council or relief agency reporting that forward shifts cannot be filled.

Where the resources of the EMCEMP have been exceeded or where the arrangements cannot be fulfilled due to the consequences of the emergency.

The Response agencies have advised through the EMT that they intend drawing on regional or state tier resources for the foreseeable future in relation to the emergency.

CONSEQUENCES

Through the EMT, there is an indication that basic utilities such as water and electricity will not be restored for greater than 48 hours

Through the EMT there is an indication that road and transport networks will be or remain adversely affected for greater than 48 hours

The consequences of the emergency are or are likely to be Serious, Unusual, Newsworthy or have state ramifications

The number of people presenting at an Emergency Relief Centre exceeding its designated capacity

Information is received that that the impacted community is dispersed across multiple councils.

Large scale provision of informal relief by large shopping centres or other similar venues across the region (Eastern Metropolitan Region Relief & Recovery Plan 2015)

Escalation (from local to regional to state) builds on existing local arrangements, rather than replacing them. If assistance is required because capacity is exceeded, responsibility is retained but aided by additional support (State Relief and Recovery Plan Sept 2015.)

3.3 Relief Services and Providers in Yarra Ranges

The following section provides a brief description of relief services. A summary of primary and support providers and their capacity is detailed in Table 3.


Table 3: Relief Service Providers in Yarra Ranges

Relief Service Primary Provider

Municipal Support Typical Capacity

(Municipal Level)

Eastern Region / State Support

References

Community information YRC Relief and Recovery Primary Providers

Communications Sub Plan

Emergency shelter

Emergency Relief Centres (management)

YRC

YRC - Two x 8 hour shifts

Councils in the Eastern Metropolitan Region

Regional ERC Sub Plan

EMC MOU

Emergency Accommodation YRC Harrisons Uniting Care

Anchor

Red Cross (single incidents)

Wesley Mission

SalvoCare Eastern

Community Housing Ltd

DHHS

Food and water

Emergency Relief Centres

Red Cross

EMC EMP MOU

Other sites Red Cross HICCI

Redwood Centre

UnitingCare Harrison

Dandenong Ranges Emergency Relief

LinC

St Vinnies

Monbulk Care Network

Lilydale Assist

River Valley Church

All Saints Church

The Salvation Army Corps – Mooroolbark and Healesville (local and small incidents only)

River Valley Church

Drinking water for households (including sewerage)

YVW DEDJTR Note: Refer to Powelltown Residents Water Association re: non potable water supply issues in the township of Powelltown

Food supply continuity DEDJTR


Psychosocial support YRC Inspiro

VCC EM

Red Cross

The Salvation Army

Doncare

Connections UnitingCare

Anglicare

ERC EMP MOU

Disbursement of material aid The Salvation Army

Reconnecting Family and Friends

(Register.Find.Reunite)

Victoria Police Red Cross ERC EMP MOU

Health care and first aid Ambulance Victoria

St Johns Ambulance

Eastern Ranges GP Assoc.

Emergency financial assistance DHHS (PHAP)

Salvation Army

Centrelink

Other

Animal welfare

Wildlife

DELWP

Help for Wildlife

Wildlife Victoria

YRC and Animal Aid MOU

Livestock and Companion Animals

DEDJTR AVA

RSPCA

YRC

Animal Aid

Eastern Metro Councils EMC MOU

Replacement of water used in response

Control Agency

YRC

Yarra Valley Water

Melbourne Water

Legal aid Eastern Community Legal Centre

Disaster Legal Aid

Donated Goods and Services Salvation Army YRC MOU

Spontaneous Volunteer Management

YRC Volunteers Victoria MOU


3.3.1 Community Information

Information to individuals and communities directly and indirectly impacted by an emergency must be targeted, timely and distributed in an accessible form. To do this, it is important to understand responsibilities for the development, endorsement and distribution of messages through the various stages of an emergency.

The Control Agency for an emergency, as defined by the Emergency Management Manual Victoria (EMMV) at the local, regional and state tier is responsible for coordinating community information during an emergency. During this period, public information is developed by the Public Information Officer and authorised by the Controller at the Incident Control Centre prior to its dissemination.

Relief and early recovery messaging at the local level will be coordinated by Yarra Ranges Council, and disseminated in accordance with control agency requirements while operational. Development and distribution of messages may be support by DHHS.

In situations where regional or state coordination of relief and/or recovery has been activated, Council will support DHHS as a way of continuing the principle of “one source one message”.

Key communication tools used during an emergency, and relevant to relief and recovery messaging are depicted in Table 4 below. Sample relief and recovery hold messages are contained in Table 5.


Table 4: Key communication tools relevant to relief and recovery

Method Features

Co

ntr

ol A

gen

cy T

oo

ls

Emergency Alert Telephone alerting system used to send warnings to land lines and mobiles In a geographic area (JSOP J4.01).

May be used in rare circumstances to provide advice on the location of an (Red Cross Emergency Relief Handbook) in the context of an evacuation?

One Source One Message

Web based tool used to disseminate Information and Warnings from a single source through multiple channels.

Features 5 categories of messages to the community:

1) Recommendation to Evacuate – may include location recommended to evacuate to (eg. Emergency Relief Centre).

2) Emergency Warning

3) Watch and Act

4) Advice

5) Community Update (which may be used in conjunction with Warnings and Advice) - provides information relating to relief and recovery activities and services during or post incident or event. Can perform the function of a community newsletter (JSOP J4.01).

Community Meetings Led by the Community Liaison Unit in an ICC with need determined in consultation with the IC, PIO and MERC as appropriate.

Can accommodate the provision of relief and recovery messaging through the direct involvement of relief and recovery agency representatives (JSOP J4.01).

VicEmergency Hotline

1800 226 226

VicEmergency website

Call Centre / Website

Scripted information typically relates to the location and opening times of ERCs, relief support services including emergency financial assistance if available, and Register, Find, Reunite (Emergency Relief Handbook).

Can accommodate Q&A’s prepared by local government and other relief and recovery agencies through DHHS’ State Emergency Management Centre..

http://emergency.vic.gov.au/relief/#support%20services


Table 5: Key Messages – Relief and Early Recovery

Theme Sub Theme Message Development

Lead Support

Community Information Public meetings – date, time, place, purpose

Other sources (facebook, twitter etc)

Control agency Council

Emergency Shelter

Early messaging:

Friends and family first

Emergency Relief Centres: Location, hours of operation, what to bring if you can, what services will be available, closing Later messaging:

Transition options for temporary accommodation offsite/onsite (and permit requirements)

YRC Attending agencies DHHS Anchor Harrisons

Food and Water to individuals

Availability of supplies – where and how to get access Red Cross

Drinking water for households (includes wastewater)

Quality related risks, tank management to reduce risks of contamination, treatment methods if water is contaminated (tank)

Alternative supplies (locations)

Reconnection timeframes

Services (eg. tank cleaning and refill) (if available)

Water replacement (if used for firefighting)

Yarra Valley Water

YRC DHHS Melbourne Water

Food supply continuity Retail food supply sources

DEDJTR

Psychosocial support (Personal support)

Early messaging:

What is it, what to look out for in yourself/others, where to get assistance

Check on family and friends Later messaging:

Trauma counselling providers (client type, access, conditions)

Local Council DHHS VCC EM Red Cross Inspiro EACH

Dispursement of material aid (non food items)

Availability of packages – what, where and how to get access

Donations to support packages (if relevant)

Salvation Army

Reconnecting family and friends

Why it’s important, how to do it (Register,Find,Reunite), where to do it Red Cross Victoria Police

Health care and first aid Location of field primary care clinics

Other health relief assistance

Ambulance Victoria

St Johns Ambulance

Emergency financial assistance

PHAP – what it is, who is eligible, how to access Later messaging:

Other state govt announcements

DHHS Salvation Army

Animal welfare (Animals excluding wildlife)

What’s being done in areas that can’t be accessed by the public / animal owners

What to do if you have or come across injured animals

What to do if you are concerned about an animal/s you own (who to call)

Assistance available for containment / housing options

Carcass disposal – who to call, location of mass burial sites if appropriate

DEDJTR YRC Animal Aid RSPCA


Food and water – what (fodder / pet food), location of depots and hours of operation, risks (eg. managing weeds) Later messaging:

Stocking rates, feed plans, water supply

Animal Welfare (Wildlife)

What’s being done in areas that can’t be accessed by the public

What to do if you come across injured wildlife Later messaging:

Feeding wildlife

DELWP

Spontaneous Volunteers How to get involved if you’d like to help

Areas requiring volunteer assistance

YRC Volunteers Victoria

Legal Aid Where to go on matters relating to…. Eastern Legal Services Centre

Disaster Legal Aid

Donations Preferred donation types (and why)

Public appeals

What’s needed and drop off points

Salvation Army YRC Red Cross

RECOVERY ENVIRONMENTS

ECONOMIC Later messages

“Support your local business”

Messages that encourage people back

NATURAL

Dangerous Trees

Risks / watchout – private and public land

How to report / get an inspection Later messages

What you can and can’t do on private land

Assessment services (what and how to access)

YRC Vicroads, DELWP

BUILT Roads / Bridges

Risks / watch-outs – private and public land

Closures, blocked, damaged

Where to go for information

YRC Vicroads

DELWP Parks Victoria Melbourne Water

Building safety

How to access a building inspection

What to do re: LPG cylinders, asbestos and other chemicals

Identification / removal / disposal / clean up options

Safe return to properties

Dam safety – private, public, instream Public Venues

Facility closures and alternative venues for affected users

YRC

Environmental Health

Potential risks if you have a septic tank

Septic inspection services and alternatives

Domestic rubbish and debris removal and disposal options

YRC DEDJTR DHHS


Handling and disposal of animal carcasses

Other

Fire suppression related rehabilitation / restoration

Restoration of control lines and fences

Water replacement (water used for fire fighting)

DELWP CFA DEDJTR


3.3.2 Emergency Shelter

In the first instance, and dependent on the scale of the incident, impacted individuals and families are encouraged to seek emergency shelter with friends and family. If this is not possible; the following options will be considered:

Local accommodation businesses (hotels, motels etc.)

Emergency Relief Centres – within Yarra Ranges

Emergency Relief Centres – in neighboring municipalities (where appropriate)

Through Emergency Accommodation providers (Harrisons Uniting Care, Anchor Inc. and other providers in the eastern region as per the Regional Emergency Accommodation MOU)


Eastern Metropolitan Region Council’s Emergency Relief Centre Sub Plan

ERC Facility Plan – Lilydale High School Basketball Stadium

ERC Facility Plan – Kilsyth Sporting Complex

ERC Facility Plan – Secondary Sites

MOU – Between Yarra Ranges Council and Lilydale High School and Eastern Sports Development (under review)

MOU – Between Eastern Metropolitan Councils and Emergency Accommodation Providers

3.3.3 Food and water to individuals

While Red Cross leads the coordination of food and water in Emergency Relief Centres or other settings, a number of community based service providers exist within the municipality that may provide food and water as part of normal business in small scale emergencies.

In a large scale emergency, support for these providers including coordination and resource supplementation would be undertaken by Red Cross who would be activated by the MRM communicating with Red Cross (State).

3.3.4 Drinking water for households (includes sewage services)

In circumstances where the supply of drinking water (or sewerage services) to households is impacted due to either contamination or infrastructure damage, Yarra Valley Water will respond in the first instance followed by DELWP as the lead coordinating agency.

3.3.5 Food supply continuity

In circumstances where food supply continuity is disrupted, DEDJTR will work with major food distribution operators.

3.3.6 Psychosocial support

In circumstances where psychosocial support is needed in either an Emergency Relief Centre setting, at community briefings or on impacted properties, the MRM will activate the MOU between Personal Support Providers and the Eastern Metropolitan Councils Emergency Management Partnership. Providers local to Yarra Ranges include Red Cross, Salvation Army, VCC EM, Anglicare Victoria and Inspiro.

http://www.yarraranges.vic.gov.au/Emergency-Management-Portal/Relief-recovery/Emergency-Relief-Centres







MOU – Between Eastern Metropolitan Councils and Personal Support Providers

3.3.7 Disbursement of material aid (non food items)

Material aid relates to items that help ensure the personal comfort, dignity, health and wellbeing of people affected (eg. clothing, bedding and personal necessities). State arrangements designate the coordination and provision of material aid to the Salvation Army.


MOU – Between Eastern Metropolitan Councils and The Salvation Army

3.3.8 Reconnecting family and friends

Reconnection of family and friends to provide assurance about safety and wellbeing is primarily managed through the Register,Find,Reunite service. Victoria Police is responsible for the control and coordination of the service and Red Cross for its management and operation. Voluntary registration can be done over the phone, online or through Red Cross volunteers deployed to Emergency Relief Centres (State Emergency Relief and Recovery Plan, 2015).


MOU – Between Eastern Metropolitan Councils and Red Cross

3.3.9 Health Care and First Aid

Ambulance Victoria is responsible for health care and first aid under the direction of the Health Commander located in the Incident Control Centre. If health care and first aid is needed in an ERC setting, the MRM will make arrangements through the Health Commander to ensure available service providers (eg. St John’s ambulance and the Eastern Ranges GP Association) are considerate of other demands and coordinated to best effect.

3.3.10 Emergency Financial Assistance

Emergency financial assistance in the first instance will be available to eligible people through the DHHS Personal Hardship Assistance Program. Other schemes may be initiated depending on the scale of the emergency and will be communicated to affected residents at the time they become available.

Public appeals

People can be extraordinarily generous following an emergency. In Yarra Ranges, financial donations will be directed to local or State run and registered public appeals.

3.3.11 Animal Welfare

Persons in charge of animals are ultimately responsible for their welfare. However in instances where this is not possible, assistance is available.





DEDJTR (animals other than wildlife) and DELWP (wildlife) are responsible for leading the assessment of animals impacted by emergencies. This begins with on-ground assessment activities once authorisation to enter impacted areas has been given by the control agency.

Assessment is based on the need for treatment, immediate human destruction or salvage slaughter or in the case of wildlife, rescue and transport, assessment, destruction or triage. These activities may be conducted with support agencies such as authorised officers from the RSPCA or approved wildlife rescue volunteers

In situations where livestock fodder or water is required, DEDJTR will work with the VFF to establish suitable distribution sites. In instances where donations of pet food are offered, DEDJTR will work with the RSPCA and local government to determine suitable local arrangements (State Emergency Animal Welfare Plan, Revision 1).

As a support provider, Council will:

• manage animals presenting at Emergency Reliefs Centres; • lead carcass disposal activities (on advice from DEDJTR and DELWP and in consultation with the EPA

who may issue Emergency Approvals for burial sites); • coordinate the containment of stray animals (responsible agency depends on the type and location

of the animal); • support the development of information for the public and media relevant to animal welfare

arrangements; • refer needs to responsible agencies and organisations

If necessary it’s MOU with Coldstream Animal Aid will be activated.


MOU – Between Yarra Ranges Council and Coldstream Animal Aid

Victorian Emergency Animal Welfare Plan

3.3.12 Replacement of water used for firefighting

The Victorian State Government has made a commitment to the replacement of essential water used for firefighting purposes. Properties owners requesting water replacement are required to complete a form (available through council or the control agency). Information is verified by the control agency prior to its resupply which is organised by Council.

Supporting document

Victorian Government Essential Water Replacement Scheme:

Replacement of essential water used during bush firefighting Operations Policy.

Essential water replacement form

3.3.13 Legal Aid

Where local intelligence indicates a demand for legal advice (eg. through emergency relief centres / community briefings), contact will be made by the MRM or delegate with Eastern Community Legal Centre in the first instance, followed by Disaster Legal Aid (www.disasterlegalhelp.org.au).

http://agriculture.vic.gov.au/agriculture/emergencies/response/victorian-emergency-animal-welfare-plan

http://delwp.vic.gov.au/fire-and-emergencies/essential-water




3.3.14 Donated goods and services

Emergencies often see an out-pouring of good will, including donations. While thoughtful and properly targeted donations can lift spirits and provide practical assistance, unsolicited and poorly targeted donations (type and location) can undermine recovery efforts and community resilience and stretch resources and infrastructure. They can place a sense of obligation on survivors and can depress local economies.

Consistent with the National Guidelines for Managing Donated Goods, 2011, Council will work with affected communities and the Salvation Army to:

• determine needs; • consider money as the preferred option; • communicate clearly to the public how best to assist people and communities affected by the

emergency; • establish an effective donations management system (contact point, logistics and equitable

distribution arrangements); and • seek feedback and review arrangements.

(National guidelines for managing donated goods, 2011)

Supporting document

National guidelines for managing donated goods

3.3.15 Spontaneous Volunteers

The significant role played by spontaneous volunteers is valued in Yarra Ranges Council as the responsible agency for their co-ordination and management.

In instances where volunteer management exceeds the capacity of Yarra Ranges, the MRM will activate the MOU between Volunteers Victoria and the Eastern Metropolitan Councils Emergency Management Partnership which will trigger the deployment of a Manager (Spontaneous Emergency Volunteers -MSEVs). The role of the MSEV is to assist the co-ordination of volunteers who wish to provide their time and skills to the effort of relief & recovery.

As a general principal:

volunteers are encouraged to register with appropriate primary and support providers of relief and recovery services in advance of an emergency. This includes groups such as Coldstream Animal Aid, Red Cross, The Salvation Army and VCC EM.

Spontaneous Volunteers will not be used at Emergency Relief or Recovery Centres.

Supporting document

MOU – Between Eastern Metropolitan Councils and Volunteers Victoria

http://www.dcsi.sa.gov.au/__data/assets/pdf_file/0004/1894/national-guidelines-for-managing-donated-goods.pdf



3.4 RECOVERY INCEPTION SERVICES and PROVIDERS in YARRA RANGES

Lead and support providers relevant to inception (early recovery) activities are detailed in Table 6. The nature of activities is summarised below.

Table 6: Recovery inception activities and capacity in Yarra Ranges

Recovery Inception Activity

Lead Municipal Support

Capacity Eastern Region / State Support

References

Road / bridge / drainage works

- Council roads - Other roads

YRC

VicRoads

Contractors Councils in the Eastern Metropolitan Region

Road Management Act

EMC EMP MOU

MAV Resource Sharing Protocol

Municipal Impact Assessment

YRC Control agency, DEDJTR, DELWP, YVW, Melbourne Water, Utility companies


MIA Standard Operating Procedure (under development)

Building Inspections YRC Contractors (Building Surveyors)


EMC EMP MOU

MAV Resource Sharing Protocol

Environmental Health Inspections

YRC Councils in the Eastern Metropolitan Region

EMC EMP MOU

MAV Resource Sharing Agreement

3.4.1 Private and Public Infrastructure Assessment and Restoration

Built infrastructure (such as roads, bridges and buildings) and essentialinfrastructure and services (sewage/septic, water, power, telecommunications) underpin the functioning of a community. Its restoration is critical to relief and recovery as it allows:

affected residents to return home safely (or exit areas);, and

impact assessment and referrals to proceed.

Once home, it is critical for residents to be aware of risks associated with impacted private dwellings and other infrastructure. Once access is gained by agencies such as council, building, environmental health and arborist inspections are a priority. These activities may be rolled out based on direct community feedback or through a systematic process of impact and needs assessment.

3.4.2 Municipal level Impact and Needs Assessment

Collection of information relevant to the impact of an emergency informs immediate needs that direct the activation of relief and early recovery services. Information also informs long term recovery planning at the municipal, regional and state level, including resource and program needs. Monitoring the implementation of services against needs also enables an understanding of progress and informs the timing of transition.


Although a fuller understanding of impact, particularly relevant to social and economic environments may not be understood for months or years, the commencement of impact assessment informing immediate relief and longer term recovery needs commences during the response, relief and recovery inception phase.

Impact assessment is composed of 3 phases summarised:

Initial Impact Assessment (IIA) – led by control agency at local tier

Secondary Impact Assessment (SIA) – lead by MRM at local tier

Post Emergency Needs Assessment (PENA) – lead by MRM at local tier

During the early recovery phase, SIA and early PENA information collection needs and methods (see Table 7 for sources) will be determined by the Municipal Recovery Manager. In a complex event, needs and methods will be determined by the Planning / Intelligence Section, in consultation with the MEM, MRM and MERO within the MECC.

In both instances, and in accordance with the “Impact Assessment for Class 1 Emergencies Guidelines” (EMV, October 2015) Council and departments/agencies involved in SIA will collaborate to ensure information collection needs and methods are efficient and understood, duplication, in particular assessment activities that involve contact with affected community members, is minimised and data is shared.

Once understood, cross department/agency information will be collected and compiled by the MRM (or Planning / Intelligence Section delegate) and included in regular situation reporting.

In circumstances where the regional tier of emergency management is activated (ie. multiple LGA’s are affected), data will be supplied by Yarra Ranges Council to the DHHS Regional Recovery Coordinator (or delegate) within the Regional Emergent Management Team who will report compiled data to the State Recovery Coordinator.



MEMP Part 3 Role Statement 23 – Municipal Impact Assessment Coordinator

MEMP Part 3 Role Statement 24 – Municipal Impact Assessment Officer

Regional SOP – Municipal Impact Assessment (under development)

Crisisworks Impact Assessment Form

Impact Assessment for Class 1 Emergencies Guidelines

The Office of the Victorian Privacy Commissioner factsheet - advice on compliance with Privacy legislation during and emergency.





http://files.em.vic.gov.au/PreSeasonBriefings/Docs/SEMT-Pre-season-Session-4.pdf

https://www.cpdp.vic.gov.au/images/content/pdf/CPDP_Information_Sheet_-_Emergencies_and_Privacy_V1.0.pdf

https://www.cpdp.vic.gov.au/images/content/pdf/CPDP_Information_Sheet_-_Emergencies_and_Privacy_V1.0.pdf


Table 7: Impact assessment data sources.

Feature Data Lead data source Supporting data sources

IIA SIA PENA

Internal Service Provider Impacts

Internal staff

- Number of deceased, injured or sick staff as a direct result of the emergency

- Number of staff unable to perform work duties for other reasons (i.e. road/transport disruptions or deceased/injured/sick family relation)

- Additional overtime accrued compared to business-as-usual

- Hours of additional leave granted compared to business-as-usual

HR and Managers – All agencies

X

Internal systems - Number, length of time and type of IT systems offline

- Description of records permanently lost

IT and Records Management units – All agencies

X

Internal services

- Reduced hours or cessation of usual services as a result of the emergency

- Extended hours of operation of usual services to meet increased community need as a result of the emergency

- Additional services provided and length of time available (i.e. length of time Emergency Recovery Centre open and staffed by Council personnel)

Managers – All agencies

X

Economic Impacts

Manufacturing sector

- Number of businesses assessed and impacted

- Estimated value of equipment and buildings lost

- Estimated value of stock lost

- Number of businesses with no insurance

Industry association assessments

Insurance Council of Australia

Council Economic impact assessments

DBI

X

Construction sector

Property services sector

Retail sector - Number of businesses intending to close permanently

- Number and length of time businesses intending to close temporarily

- Number of staff expecting to permanently discharge

- Number of staff expecting to ask to take leave or reduce hours

- Estimated value of cancelled/refunded bookings/ job orders

- Number of Business Victoria enquiries via web and phone from emergency affected businesses

X

Tourism sector

Home-base businesses



IIA SIA PENA

Built Impacts (including essential infrastructure**)

Arterial roads** - Km of arterial roads affected VicRoads X

Council buildings and facilities**

- Number of Council buildings impacted, status and estimated cost (including halls, corporate offices, recreational/sporting facilities, depots and waste management sites)

- Number of days Council facilities unavailable for usual use

Council (Environment & Engineering)

X

X

Council roads, reserves and pathways

- Number and status of bridges impacted

- Kms of Council roads impacted

- Km of fencing damage/ destroyed (on Council land)

- Km of pathways damaged

- Number of damaged street signs, road design features and street furniture (including drains, culverts, barriers, bollards, signals, lights and other traffic management structures)

- Estimated costs to Council

Also refer to Natural Section


X

X

X

Heritage impacts - Number of heritage sites impacted, status and significance

- Description of any listed heritage objects lost


X

X

Land area - Total area affected according to land use DEDJTR Land Use data X X

Other Council assets

- Description of any other loss of Council assets including fleet, equipment, records, IT Council (Environment & Engineering)

X X

Private building and residences

- Number and status of impacted private building and residences by type ( house, farm, shed, business, retail, etc.) and by location

Control Agency

Council (building)

Relief and recovery centres, Red Cross Outreach visits, DPI Officer inspections

X X

- Estimated kms of rural fencing damaged/ destroyed (on private land) DEDJTR X

**Public transport

- Number and length of time public transport routes unable to operate VicRoads, Department of Transport

Transport operators

X

**Utilities (energy - Number of properties (and type) experienced electricity outage for greater than 3hrs, DEDJTR Utility and X X



IIA SIA PENA

services) and telecommunications

12hrs, 24hs, 48hrs…etc.

- Number of properties, type and time experienced water / waste water outage

- Number of properties type and time experienced gas outage

- Number of properties experienced disrupted landline phone connection

- Area and length of time with reduced mobile coverage

telecommunications companies

Waste & Recycling

- Number of waste collections disrupted

- Number of new bins required to be distributed by location

- Description of additional services provided to facilitate clean-up

Council (Infrastructure Services)

X X

Social Impacts

Individuals

Access and functional needs

- Type and no. of hours of linguistic / auditory services utilised by Council

- No. of impacted meals on wheels clients

Council customer services staff

Local service providers, Centrelink

X

Displaced persons

- No. and length of time people using / requiring emergency shelter / temporary accommodation

- Type and estimate length of time of temporary accommodation required

- No. of and length of time specialist temporary accommodation needed e.g. wheelchair access

- No. of people registered as being with friends and family

Outreach teams, Relief and Recovery Centres

DHHS

Red Cross RFR

Local accommodation service providers

X X X

Financial hardship

- No. of people accessing legal /financial advice and assistance from local service providers

- No. of people accessed material aid/donated goods

- No. of applications for personal hardship grant

,

Relief and Recovery Centres

Salvation Army

Local service providers

Centrelink, DHHS, Disaster Legal Help

X X



IIA SIA PENA

People affected

- No. of people declared missing

- No. of people attending at Relief Centres

- No. of deaths, injuries, people declared sick

- No. of RFR registrations

- No. of and estimate value of insurance claims

Centrelink, VicPol, Coroners,Relief and Recovery Centres, Red Cross, Insurance Council of Australia

X X

Psychological distress

- No. of individuals accessing counseling services through public providers

- % change in school attendance rates

- % change in reported crime, domestic violence etc.

DHHS, DET, VicPol X X

Vulnerable Groups

- No. of hours and type of specialist support services engaged by Council

- No. of case management officers engaged and no. of clients seen by case management officers

DHHS (under review),

Specialist support service providers

X X

Communities

Clubs / Societies - No. and length of time of clubs / societies closed Clubs/societies X X

Community Groups / Services

- No. and length of time community groups / services closed

- No. and type of damage to community groups/services buildings

Community Groups / Leaders

X X

Hospitals and Health Services

- No. and length of time hospitals and health services closed Hospital and health services providers

X X

Schools

- No. and length of time schools closed

- No. and length of time pre-schools closed

- No. and length of time care groups (after-school etc) closed

DET, Community service providers

X X

Spiritual, Cultural, Arts

- No. of churches/ religious sites damaged /impacted

- No. of museums / galleries / arts centres / theatres damaged /destroyed

- No. of cultural centres / areas of significance damaged /destroyed

Community Groups / Leaders

X X

Natural Environment Impacts

Air quality (including dust,

- Time and area impacted by reduced air quality DHHS or EPA (if deemed necessary)

Council (public health)

X X



IIA SIA PENA

light, odour)

Council parks and other reserves

Also refer to Built Section

- Area of degraded significant animal habitat

- Area of degraded native vegetation and significance (including area of potentially impacted by emergent weeds and pests)

- Number of sites requiring erosion protection mechanisms

- Volume of contaminated land


X X

Council roadside reserves

Also refer to Built Section

- Number of trees affected and actions undertaken

- Time and Kms of Council roads closed

- Man hours to assess tress along Council roads


X X

Native wildlife - Number of native animals requiring care or destruction DELWP

Council’s Local Laws Officers response to requests and investigations

X X

Water quality - Time and area impacted by reduced water quality

- Number of Council completed private water tank/ dam assessments and results

DHHS or EPA

Council (public health)

X X

Agricultural Environment Impacts

Primary producers

- Number of DPI and Council Local Laws officer assessments completed

- Number, type and value of stock/crops lost

- Estimated. value of equipment lost

- Estimated value of insurance claims

DEDJTR

Industry Association assessments (i.e. VFF)


Council

X X


3.5 COMMUNICATION and REPORTING

Critical aspects of relief and recovery activities, coordinated from the MECC, will be communicated via two methods:

Municipal Emergency Action Plan (audience - personnel operating under the direction of Council)

Municipal Situation Report (audience - Council, incident and regional tiers of incident management) It is the responsibility of the MEM or delegate to confirm reporting expectations (audience and frequency) relevant to relief and early recovery while the MECC is operational refer to Figure 7). Post incident recovery reporting will be determined by the MRM in consultation with the RRC.

Supporting document


Template – Municipal Situation Report

Template – Municipal Emergency Action Plan

Figure 7: Example situation reporting from the MECC to incident, regional and state tiers of incident management

DHHS are the default LG rep at the REMT if LG not in attendance

Reports from the LG to DHHS go to the Regional DHHS Duty Officer for simple events.

In simple or complex events, DHHS email at the regional level is [email protected]

Municipal relief and recovery reporting lines – from Council to DHHS

Incid

en

t L

eve

lS

tate

R

eg

ion

Municipal Emergency

Coordination

Centre

(MEM, MERO, MRM)

State

Response

Controller

Regional

Controller

LG IEMT

RepresentativeIncident

Controller

* LG SEMT Rep

(MAV if in place)

* LGV

Incident

Management Team

Unaffected Councils

(EMR)

State

Control

Centre

Regional

Control

Centre

Incident

Control

Centre

Regional Emergency

Operations Centre

(DHHS)

Control Agency

Local Government

DHHS REMT Rep

Copy

Copy

Copy

LG REMT Representative

(from EMR)

State Emergency

Management Centre

(DHHS)

Collated report if multiple

councils affected

DHHS





3.6 FINANCIAL ARRANGEMENTS

Depending on the scale and impact of an emergency, municipal relief and recovery costs, including infrastructure restoration, may be supported by state or federal assistance programs such as Natural Disaster Financial Assistance (state) or National Disaster relief and Recovery Arrangements (federal). Application processes, criteria and reporting requirements of each program may vary depending on the emergency, but at the very least, comprehensive data on initial running costs, losses and damage is required.

Advice on arrangements will be sought from the DHHS. The development of submissions will typically be coordinated by the Strategic Recovery Manager who will work with a Council Finance Officer appointed to the MECC. It is the responsibility of this officer to establish account codes, provide procurement advice and track spending.

More details regarding NDRRA should be accessed from Emergency Management Australia (http://www.ema.gov.au) or Disaster Assist.

Council may also be able to access funds from public appeals. The application processes, criteria and reporting requirements will be determined on a case-by-case basis.

Supporting document

Commonwealth Funding Information (NDRRA)

3.7 TRANSITIONING from RESPONSE to RECOVERY

The transition from response to recovery at the local level is an important task as it signifies the hand-over of “control” of overall activities from the control agency to the recovery coordination agency at the local level (ie. local government).

But as response, relief, early recovery and recovery may not be occurring in a linear fashion, in some circumstances, the control agency may remain “in control” while recovery activities are well underway. This can be evident in large scale bushfires or slow moving floods.

As such, the decision to transition, which is documented in a transition agreement, is a joint one between the Municipal Emergency Response Coordinator, Incident Controller, and Municipal Recovery Manager (assisted by the MERO and MEM) taking account of (for example):

the scale and complexity of the incident and whether a recurring threat to the community is likely;

search and rescue needs;

community demand for relief services;

the extent to which public safety measures are in place;

the level of loss and damage and the extent to which it has been validated; and

readiness for the seamless transition to recovery (whether that be early or longer term recovery).

The standing down of the response phase may not equate to the closing of the MECC, which will remain open and staffed to coordinate and implement early recovery and support strategic recovery planning activities. Triggers for the closure of the MECC may include:

completion of Secondary Impact Assessment;

restoration of access routes;

completion of building and environmental health assessments;

https://www.disasterassist.gov.au/Pages/home.aspx


completion of carcass disposal activities; and

readiness to hand over to an appropriately resourced Municipal Recovery Committee

When the MECC does close, its functions will be transferred to a Council appointed Municipal Recovery Coordinator whose role it will be to coordinate and implement medium to long term recovery actions as defined in a Post Incident Recovery Plan.


3.7.1 Post Incident Recovery Plan

It is the responsibility of the Strategic Recovery Planning Team to develop a Post Incident Specific Recovery Plan which sets out the arrangements for managing the coordination and delivery of the emerging recovery activities relevant to affected communities. The plan should include:

A description of the emergency

Impact and loss information

Description of the risks and consequences (refer to the Eastern Metropolitan Regional Emergency Relief and Recovery Plan for examples)

Governance and reporting arrangements

Recovery objectives, planned recovery activities and estimated costs (refer to Part 4 of this Plan for examples)

Triggers for transitioning back to normal business arrangements (including clear time frames for temporary arrangements)

Communications and engagement plan (including sample scripts)

Arrangements for the evaluation of recovery activities

Funding required for planned recovery activities

Supporting document (s)

Template – Response to Recovery Transition Agreement

Template – Post Incident Specific Municipal Emergency Action Plan

Reference – Post Incident Specific Recovery Action Plan (February 2009 Bushfires)

3.8 ACTIONS to SUPPORT RELIEF and EARLY RECOVERY

Actions to ensure the timely establishment and management of relief and recovery inception activities are described in Appendix 3. These actions are a guide only with implementation dependent on the scale and complexity of the emergency.





3.9 APPENDICES

Appendix 3: Actions to support relief and early recovery MEASURE Municipal Actions Lead Support


Function based relief and recovery management

Establish a MECC based functional (including field based operations) that comprises the resources required to deliver a coordinated relief and early recovery response.

Establish appropriate liaison at the ICC.

Establish ERCs and Marshalling Points as required.

Establish clear points of contact for affected communities (phone or field based).

Establish contacts with relevant external agencies.

Confirm municipal / councillor briefing and reporting expectations.

Establish process for the development of daily / weekly municipal SMEACS based action plan and Situation Reports.

MEM MECC Leadership Team

VicPol (MERC)

Response Agency (Incident Controller)

CLT

Agency commitment and coordination

Confirm agency commitments and role in the incident.

Confirm agency contact points, requesting their physical present at the MECC if appropriate (relevant to relief services and the Built, Natural, Social and Economic environments).

Monitor resource needs of attending agencies and when appropriate, transition arrangements.

Confirm regional contact points and reporting expectations.

MEM / MRM YRMRRPT / Other agencies as appropriate

Municipal and Regional resource support

If appropriate, request activation of Municipal Resource Sharing Arrangements and CEO delegation arrangements to support emergency or business as usual activities.

Plan potential regional resource support in the event of complex or long term recovery inception activities.

Ensure consideration is given to the use of local volunteers and organisations.

Planning / Resource Planning

CLT (CEO)

LG REMT rep

MAV



Financial Arrangements Activate dedicated cost centre and time keeping arrangements.

Establish contact with DTF re: NDRRA requirements.

MEM / Finance DTF, DHHS

Document management Activate hard and soft copy information management systems (including Crisisworks and EM COP).

MEM / Planning

Strategic Recovery Planning Activate a Strategic Recovery Planning Team to develop a Post Incident Municipal Recovery Plan.

Plan for an increased volume of questions and enquires regarding the built environment

MEM / MRM

COMMUNITY INTELLIGENCE

Accessing local knowledge Identify and access community profile and other local data that will be relevant to the incident and locality.

Identify relevant biosecurity risks and hygiene related protocols for field based staff. Communicate to other agencies.

Planning / Intelligence Operations (S&E)

DEDJTR

Critical community services Identify critical community needs and whether they are being met (water, fuel, food, shelter, fodder, information). Develop and implement strategies to address issues.

MRM / Operations (S&E)

MERC, ICC Liaison,

COLLECTIVE RESPONSIBILITY AND RESILIENCE

Local service provision Identify and where appropriate, contact community and business partners and local relief and recovery service providers to confirm role and arrangements in the incident.

Monitor capacity to delivery services and where appropriate facilitate the coordination of like services.

MRM / Operations (S&E)

Community Engagement (Development) Officers, Business Liaison Officers,



Establish feedback mechanisms re: level of services provided (for reporting) and issues.

YRMRRPT

COMMUNITY SAFETY

EM workforce health and safety

Establish daily briefing and debriefing arrangements.

Activate EAP services available to all personnel.

Establish cross agency incident reporting arrangements.

MEM/ H&S

Emergency Relief Centres Act on control agency requests for Emergency Relief Centre(s).

Activate ERCs in accordance with ERC Sub Plan and Facility Plans.

Ensure attendance by relevant relief service partners.

MEM/MRM

Operations (S&E)

MERC

Marshalling Points Establish marshalling points from which to safely deploy field personnel.

MEM / Operations (B&E)

MERC

Safety Messaging Ensure safety messaging is incorporated into relief and recovery communications.

Update Vicroads with status of any closed Council roads

Public Information / H&S

ICC Liaison

COMMUNICATION

Communications Plan Review and refine a Communication Plan relevant to the incident and its demographic which may include: o Inclusion of messaging relevant to the four environments of recovery o Updates to fact sheets o Development of FAQs for call centre staff and the website o Distributing communications and updates from other agencies by linking to

websites and other channels (Eg. VicRoads). o Use of multiple mediums including community leaders, networks and channel

Public Information MEM / ICC Liaison

Call Centre Ensure ongoing briefing arrangements are in place for call centre staff to ensure reports of damage, needs and referrals are directed appropriately.

Call Centre Manager Public Information



Officer

Community meetings Identify and arrange attendance at relevant community meetings.

Public Information Officer

Incident Controller / ICC Liaison

NEEDS AND CONSEQUENCE DRIVEN

Impact Data Confirm impact data required, timing, methods and responsibilities for collection (including lead agency).

Give special consideration to understanding the impact and needs of vulnerable/minority person / groups

Ensure quality assurance check is being applied to data capture, referrals and reporting.

Ensure data is shared in a timely manner to inform activities.

MEM / Planning / Impact Assessment

Operations (S&E)

YRMRRPT and other agencies

Impact – assets and infrastructure

Assess impact to public (council) infrastructure, open spaces and sporting facilities to enable prioritisation of restoration works.

Ensure arrangements are in place to capture and report impacts relevant to other critical infrastructure

Planning / Intelligence Operations (B&E)

Impact and Outreach - Individuals

Ensure arrangements are in place to collect and refer impact and needs information collected at ERCs and Recovery Centres.

Activate multi-disciplinary outreach teams (phone or field) to undertake impact and preliminary needs assessment of impacted individuals as soon as it is appropriate and safe to do so.

Planning / Intelligence MRM / Operations (S&E)

Red Cross

Impact and Outreach - Community and Business Liaison

Activate Community Engagement Officers and Business Liaison Officers to ensure a connection is made and the impact and needs of affected communities and businesses is understood. This may be done via phone contact with identified leaders in the first instance, or via deployment to the field as soon as it is safe to do so.

Planning / Intelligence MRM/Operations(S&E)



Operations - Built and Natural

Built Assets and Infrastructure:

Prioritise and restore/reinstate access routes, community infrastructure or provide alternatives.

Prioritise and complete make safe and clean up works: · Private dwellings and buildings · Council roads, bridges, signs, lighting, culverts, drains and care parks · Council depots, transfer and landfill sites · Pathways, street furniture, fitness stations, playgrounds, toilets

(giving consideration to safety, humanitarian needs and economic impact)

Establish contact with volunteer organisations re: fencing works and engage based on impact and needs assessment.

Refer safety and security concerns re: vacant properties.

Operations (B&E) Roads & Reserves Team

Building Team

DELWP

Clean Up:

Identify hazardous material that requires special treatment to clean-up and coordinate.

Give consideration for the distribution of waste and recycling bins, personal protective clothing and hard rubbish collections to facilitate clean up efforts.

Ensure the priority restoration of waste management services / transfer stations if impacted by the emergency.

Ensure clean up related cautions and options are included in public messaging (air, water and land)

Operations (B&E) Waste Management Team

Natural Environment:

Identify hazardous trees that require special treatment to clean-up and coordinate.

Consider erosion control and landslip protection measures. Liaise with DELWP re: burnt area emergency response (BAER).

Ensure issues of contamination are included in public messaging (air, water and land).

Operations (B&E) Environment Team



Environmental Health:

Undertake environmental health inspections on private land (for instance water/septic tanks or asbestos inspections) based on impact and needs assessment.

Operations (B&E) Environmental Health Team

Operations – Social and Economic

Referrals management

Ensure processes for needs referrals (through Crisisworks) is understood and applied consistently by field, ERC and MECC based personnel.

Operations (S&E)

Accommodation:

Monitor capacity of local emergency housing providers, reporting issues to DHHS as appropriate

MRM/Operations (S&E)

DHHS, Anchor, Harrisons

Donations and volunteer management

Ensure processes and systems are established for the management of donations and spontaneous volunteers.

Monitor effectiveness of established processes and systems.

MRM/Operations (S&E) Volunteers Victoria

The Salvation Army

Financial Assistance:

In partnership with DHHS, monitor state government announcements re available assistance and advice to affected communities and businesses.

MEM

DHHS

Recovery Centres:

Activate / plan for the activation of Recovery Centres and satellite Centres to provide “one stop shop” information centres where appropriate.

Consider attendance by agencies and organisations relevant to the four recovery environments.

MRM/Operations (S&E) Public Information

YRMRRPT and other agencies as appropriate

Health and Medical:

Identify / monitor impacts on residents with pre-existing health conditions / special needs.

MRM/Operations (S&E)

Council HACC

Regional District



Ensure health messaging is included in public information.

Nursing Service

Public Information Officer

Animal Welfare:

Implement relevant elements of the Emergency Animal Welfare Plan (domestic and wildlife).

Operations (B&E) Animal Welfare Team

Coldstream Animal Aid

DEDJTR

RSPCA


PART 4 – Municipal Recovery (“After”)


The purpose of Chapter 4 of this Plan is to provide:

• An overview of post incident recovery governance at the municipal level and links to regional recovery arrangements;

• Strategic objectives, considerations and actions to delivery post incident recovery services following an emergency;

• Recovery service providers and capacity; and • Supporting documents and references.

4.1 POST INCIDENT RECOVERY GOVERNANCE

As response transitions to recovery, Yarra Ranges may establish a Municipal Recovery Committee. The structure of the Municipal Recovery Committee will be tailored to the emergency event. Below is an example of a Municipal Recovery Committee structure for a large scale emergency.

The chair of the Municipal Recovery Committee; the Municipal Recovery Coordinator, will be an appropriately skilled and senior person from within or external to the Council depending on the scale and complexity of the event.

To ensure accountability and to leverage existing expertise, Chairs of established subcommittees will be senior staff from within Council as depicted in the diagram below.

Note that in some instances, particularly if multiple municipalities are impacted, it may be appropriate that the coordination of some services or activity default to the regional or state level. Examples of these include transport and utility related functions. In situations where a Regional Recovery Committee / Sub Committees are established (by DHHS), appropriate representation from the municipal level will be discussed between the Strategic Recovery Manager in the first instance or appointed Municipal Recovery Coordinator, and the Regional Recovery Coordinator.

Community Recovery Committees

Membership of all committees will be comprised of appropriate local level representation. In the case of community representation, inclusion will be influenced by the establishment and interests of Community Recovery Committees. Options include representation on the Municipal Recovery Committee and/or Sub-Committee level to ensure programs implemented at the sub-committee level have a strong community focus and reflect priorities and needs.


Yarra Ranges Municipal Recovery Committee

(Municipal Recovery Coordinator)

Built Environment

Sub Committee

Executive Officer

Planning and Development

Services

Secretariat

Legal, Finance, Administrative

Support, Insurance, Risk

Management, Public Information,

Mapping and other Intelligence.

Economic Environment

Sub Committee

Executive Officer

Economic Development

Social Environment

Sub Committee

Executive Officer

Executive Officer

Community Partnerships

and Executive Officer

Youth Development

Natural Environment

Sub Committee

Executive Officer

Biodiversity

Conservation, Parks and

Environment

Community

Recovery

Reference

Committee

Community

Recovery

Committee(s)

Figure 8: Example Post Incident recovery structure and Council Leads.

Supporting document

Example – Post Incident Recovery Committee/ Sub Committee and Community Recovery Reference Committee Terms of Reference

4.2 CONSIDERATIONS in SUPPORT of POST INCIDENT RECOVERY

Considerations relevant to the four recovery environments as well as lead and supporting agencies at the municipal level are detailed in Appendix 4. It has been drawn from the list of supporting documents below and should be read in conjunction with the Eastern Metropolitan Regional Emergency Relief and Recovery Plan which has a comprehensive description of the potential impacts of emergencies on these environments. The extent of service provision and involvement is subject to incident scale, complexity and resources, however it is expected that relevant elements would be considered in the Municipal Post Incident Recovery Plan.

Depending on the emergency, the coordination of some environments (or components of environments) may be escalated to the regional or state level.


EMMV Part 4 - State Emergency Relief and Recovery Plan

Eastern Metropolitan Regional Emergency Relief and Recovery Plan, 2016

Reference – Draft Yarra Ranges Recovery Inception Plan



http://files.em.vic.gov.au/EMV-web/EMMV-Part-4.pdf



4.3 TRANSITIONING to NORMAL BUSINESS

Recovery has no set time frame; each emergency event will have variables that will dictate the timing of transition from recovery to normal business. With Community Led Recovery there are opportunities for community groups and individuals to provide a measure of when transition may occur. This is not always a linear transition but the following indicators may be used as a guide:

Demand for services has declined to the point where normal business services are able to meet community demand.

Funded recovery is drawing to an end.

Using a strengths based approach, communities are provided an opportunity to reflect on changes, areas of improvement and developments that have occurred during recovery.

Areas of ongoing need are understood and pathways to assist those who require ongoing support and services are known and communicated.


4.4 APPENDICES

Appendix 4 - Considerations in support of post incident recovery

Recovery Environment – SOCIAL

AIM (State / Regional): To ensure people have access to the support, services, and resources they need to address the impacts of the emergency; prevent the escalation of needs; and long term negative impacts on health and wellbeing.

Yarra Ranges Goals: Stabilise, encourage resilience and support the rebuilding of social structures. Timely and coordinated advice and services. Communities empowered to lead tailored programs. Minority groups, children, youth and the vulnerable are included.

Theme Objective Considerations Lead Partners

Housing and accommodation

Assist people displaced by the emergency to access temporary accommodation and return to permanent housing as soon as possible

Provision of advice on building maintenance and safety.

Data on occupancy of damaged buildings.

Support securing interim accommodation.

Ensure accommodation standards are met.

Transition planning to permanent housing.

Monitor housing and capacity and refer issues to DHHS.

Council DHHS

Harrisons

Anchor

Psychosocial support

Support the emotional, spiritual, cultural, psychological and social needs of affected people and communities during an emergency and as they

Provision of emotional and spiritual care including counselling and targeted psychological support that considers impacts on individual and communities directly and indirectly impacted by an emergency.

Engagement strategies with vulnerable groups

Council DHHS

VCC EM

Red Cross

Victims Support Agency

Dpt Education and Training


resume their normal life. (egg. bereaved, isolated households and communities, families with children, CALD communities, displaced community members.

Need for increased awareness and capacity to address potential increases in drugs and alcohol / domestic violence incidents.

Acknowledgement of gender difference in the delivery of psychosocial support programs.

Consideration of history of emergencies and impacts on coping Engage specialist support services (eg. bereavement) and coordinate (if required) community memorial and funeral arrangements.

Personal support through Recovery Centres and Outreach.

Support in emergencies caused by criminal acts.

upport and advice to schools and early childhood services.

Support and advice to primary producers and animal owners.

Consider activation of case management services.Establish ongoing impact monitoring mechanisms.

DEDJTR

Inspiro

Connections

Individual and household financial assistance

Assist households to minimise the financial impact of the emergency by providing advice and financial assistance where

Advice and services; including consideration of those without insurance

Personal Hardship Assistance Program

Australian Government financial assistance

DHHS

Centrelink

Insurance Council

Disaster Legal Aid

Eastern Community Legal


eligible. Insurance advice and information to customers

Centre

Health and medical assistance

Ensure that health and medical emergency responses are coordinated and appropriate.

Public health and wellbeing advice; including consideration for pre-existing conditions.

Links to primary and acute health services; including provision for continued care for existing patients.

Ensure public health messaging is included in communications.

Ambulance Victoria

DHHS

Community development and information

Support communities define and prioritise recovery needs and activities.

Work with the community to determine actions that will support recovery and resilience. Document, implement and report back on agreed actions.

Reference pre-emergency community planning strategies.

Community information

Community briefings and meetings.

Communication plan development; ensuring difficulties in accessing information are addressed.

Establishment and support of community recovery committees, as required.

Local community events.

Establishment and staffing of Recovery Centres.

Provision and management of community development services.

Council Community emergency planning partners

Community development partners

Municipal Advisory and Reference Groups


Links to statewide public appeals.

Coordination of spontaneous volunteers.

Assistance with community grants / lobbying for repairs / reconstruction of key community assets.

Recovery Environment – ECONOMIC

AIM (State / Region): To address the economic impact of an emergency, including impacts on individuals and households, small and large businesses, industries, primary producers, tourism and the broader economy.

Yarra Ranges Goals: Business Continuity, Business and Economic Stimulation, Business involvement in Recovery

Theme Objective Considerations / Actions Lead Partners

Local economies Mitigate the impact of emergencies on economic activity in affected communities.

Implement available NDRRA initiatives to assist voluntary non-profit groups, communities and economies.

Implement approved actions and projects to assist economic recovery.

Encourage and bring forward the resumption of local trade and economic activity (eg. buy local initiatives, events that attract visitors, use of local business in recovery activities).

Monitor broad economic impacts and consequences.



Relevant Municipal Advisory and Reference Groups

DHHS (region)

DTF/DPC/DEDJTR (state)

Rural Finance

Tourism Victoria

Businesses Provide information, advice and support to businesses to facilitate good decision making and assist their recovery.

LOCAL INTELLIGENCE and RECOVERY PLANNING

Work with the business and tourism community in a timely manner to determine actions that will support recovery. Document, implement and report back on agreed actions.

Reference pre-emergency economic



Relevant Municipal Advisory and


development strategies.

Consider the needs of home based businesses.

ADMINISTRATIVE ASSISTANCE

Assess options to provide temporary alternative spaces for affected businesses.

If appropriate, temporarily reduce or make free permits and registration fees to impacted businesses.

Facilitate expedited business approval processes.

Support the recovery of business records.

ADVOCACY

Advocate to state and federal government for relevant business grants that support local business.

ADVICE, INFORMATION and SUPPORT

Coordinate material donations to and from impacted businesses.

Assist businesses to access available information and advice that supports decision making, access to available services and grants and encourage a return to business.

Implement available NDRRA initiatives to assist small businesses’ recovery.

Use network events to help businesses find new local suppliers and customers and share advice.

Work with the insurance industry response

Reference Groups

DEDJTR with links to ATO, Financial Institutions, Australian Securities and Investment Commission, Centrelink)


Business Victoria (www.business.vic.gov.au)

Tourism Victoria www.tourism.vic.gov.au/business-tools-support)

Yarra Ranges Tourism

VFF

http://www.tourism.vic.gov.au/business-tools-support

http://www.tourism.vic.gov.au/business-tools-support


ensuring businesses are aware of information and advice.

Make available sensitive advice relevant to those businesses who choose not to re-establish, including how to deal with potential community criticism.

Extend psychosocial support services to business owners.

CAPACITY BUILDING and RESILIENCE

Provide opportunities for the enhancement of knowledge and skills within small businesses (retaining staff, maintaining cash flow, dealing with banks, insurance claims, tax).

Facilitate the involvement of the business community in other recovery environments through the provision of goods and services.

Agriculture To assist the agriculture sector to recovery and minimise long term social and economic impact on primary producers and animal owners.

Work with the agriculture/horticultural community to determine actions that will support recovery and implement.

Implement available NDRRA initiatives to assist primary producers’ recovery.

Deliver recovery programs and advice to primary producers and rural land managers and other animal businesses.

Provide technical advice to primary producers and rural land managers on re-establishment or

DEDJTR

Council

Community emergency planning partners




alternative strategies.

Assist farmers repair and restore fences damaged (fire specific – damaged by fire or suppression activities).

Refer also to “Business” above.

Recovery Environment – BUILT

AIM (State): To inform the priorities of whole-of-government recovery coordination arrangements so that affected communities receive timely and appropriate information and services as they relate to the built environment.

Yarra Ranges Goals: Restored or alternative community infrastructure. Clean-up. Public safety. Support for rebuilding.


Transport To build resilience within the transport sector from emergencies and minimise the impact on Victoria’s economy and communities.

Restoration of essential major and minor arterial roads, bridges and tunnels (removal of debris and dangerous trees, structural reinforcement).

Other:

Restoration of tram, bus, rail services (led by Public Transport Victoria).

Airports restoration to normal activity (led by DEDJTR).

Assistance with food supply logistics interdependencies, contingencies and reconstruction (led by DEDJTR).

Vicroads / Council




DEDJTR

Building and Assets To manage risks and PRIVATE ASSETS Council VicRoads (advice re: local


(including Waste and Pollution Management)

facilitate restoration of buildings and assets on public and private land with the intent of betterment and incorporation of community desires.

Oversite, inspection of and advice re: rebuilding/redevelopment (hazards, re-determining site boundaries, timely planning and building approvals, potential waiving of application fees).

Use staff that are sensitive to the emotional burden of rebuilding; ensuring the same assistance is available to those that take longer to rebuild.

Consideration and advice re: temporary dwellings (planning scheme exemptions).

Consideration of temporary structures and facilities (portable fridges, cool rooms, kitchen facilities and equipment – eg. generators, fencing).

Prioritised and coordinated fencing programs.

PUBLIC ASSETS

Identify key community gathering and service points for priority interim restoration and prioritised re-establishment (eg. schools, shops, halls, churches, recreational areas).

Restoration, clearing and rehabilitation of public buildings and assets to enable re-opening as soon as possible.

Restoration of other assets (eg. road signs, lighting, street furniture, pathways, drains and car parks).

Provision of financial assistance to municipal

roads/bridges/tunnels and access via arterial roads).




EMV

DTF


councils for the restoration of essential municipal assets.

Consider betterment options relevant to rebuilding to strengthen infrastructure, improve resilience or change nature of the service.

WASTE and POLLUTION MANAGEMENT

Suitably trained, supervised and preferably local contract cleaners and co-ordinating clean up activities.

Replacing lost / damaged rubbish bins.

Water and wastewater

Restoration of water supplies and wastewater services for domestic use.

PUBLIC WATER and WASTEWATER SYSTEMS:

Recovery and rehabilitation of essential water supply for domestic use.

Restoration of sewerage, sanitation systems and wastewater management.

Replacement of essential water used in bushfire fighting.

PRIVATE WATER and WASTEWATER SYSTEMS:

Inspection of water tanks.

Advice re drinking water safety (tanks).

Septic tank operation and re-instatement.

Consideration of portable toilet/shower facilities.

Yarra Valley Water

Council

DELWP

CFA

Telecommunications To build resilience within the telecommunications

Telecommunications assets reinstatement and return to reliable supply.

DEDJTR Telstra


sector from emergencies and minimise the impact on Victoria’s economy and communities.

Energy services To build resilience within communities and the energy sector from emergencies and minimise the impact on Victoria’s economy and communities.

Electricity services assets reinstatement and return to reliable supply.

Gas services assets reinstatement and return to reliable supply.

Restoration of liquid fuel supply

DEDJTR SP AusNet

Recovery Environment – NATURAL

AIM (State/Region): To return impacted areas to pre-disturbance state.

Yarra Ranges Goals: Detrimental impacts reduced. Public safety. Integrated with community recovery.


Natural environment and public land

To manage consequence and mitigate risk to the natural environment on public land.

Undertake erosion control on public land.

Restoration, clearing and rehabilitation of public land and assets (reserves and picnic areas, roadsides).

Provision of advice and information services to municipal councils, delegated public land managers and community groups.

Surveying and protecting threatened bird, marsupial, aquatic and plant species.

Surveying and protecting ecosystems.

If relevant, establish impact monitoring and management strategies (weeds, pests and native

DELWP / Council

Parks Victoria

VicRoads

Council

Melbourne Water

EPA

CMA’s

Healesville Sanctuary


flora and fauna)

Wildlife welfare.

Waste pollution management strategies.

Natural environment and private land

To manage consequence and mitigate risk to the natural environment on private land.

Coordination of clean up on private land.

Assessment of hazardous trees.

Advice re: erosion and landslip risks.

Technical workshops (garden rehab, pasture rehab, weed management).

Advocate for financial assistance re clean-up (hazardous trees, pest and weed control).

Consider holistic land management opportunities when dealing with the private/public interface to enable sharing of resources, knowledge and equipment.

Council Community groups

Friends Groups

DEDJTR

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