exercise concord a bushfire discussion exercise · notes from exercise concord are those of...

Part B Scribe Notes

1 | P a g e ECM 632549 DISCLAIMER: The LGA wishes to point out that the opinions and issues documented in the scribe notes from exercise Concord are those of individuals who participated in the exercise and may not represent those of the organisation employing them nor are they necessarily those of the LGA.

EXERCISE CONCORD

A Bushfire Discussion Exercise

EXERCISE SCRIBE NOTES

Part B

Conducted on Thursday 1 October 2015at the City of Playford Civic Function Centre.

Version: 3, Version Date: 22/10/2015Document Set ID: 632549

Part B Scribe Notes


The Bushfire Discussion Exercise has been published in two parts:Part A - The Exercise Report, and Part B - The Exercise Notes (record of table discussions)


Part B Scribe Notes


LOCAL GOVERNMENT BUSHFIRE DISCUSSION EXERCISE "CONCORD"

Playford Civic Function Centre 1 October 2015

Scribe notes from the exercise

Issues Grouped by Objective/Question/Table

QUESTIONS Table X ISSUE GROUPINGStaff available (stay back if required)CommunicationsSkills to meet the operationDeliver machines with driversPrepare an incident management team (on standby/ alert)Identify key contacts Offering CFS as a base operation

Staff RosteringCommunicationsTrainingEquipmentIncident ManagementContactsFacilities

Table TWater supply – locations tanks/tankers, food & drinksStaff, family who can assist – what training – plant and equipmentPopulation that needs assistance to evacuate – where are disadvantaged located, available where are they, Traffic control, signage for blocking roads, maps identifying local road names as opposed to street directory gazetted, GPS not fully coded? Coordinates, interstate assistance make sure they are entirely aware of the surrounding area and position of the crew particularly ruralAdvice from/to CEO. Dual response

Water supplyTrainingEquipmentVulnerable peopleTraffic controlMappingCommunications

Table D

OBJECTIVE 1

Discuss LG’s preparedness to provide support to a major emergency operation

What considerations would you make in preparation of the incident and the possibility that you will need to provide resources to assist the CFS?

Holiday time, people are out boozingOperators council might be sending out – are personnel fit to go out?Ask the council what resources are neededSmall fire, hot day, nothing needs to be done yet until CEO gives directiveMost councils on this date are on holidayNothing’s escalated, assumption the incident will be handled by CFSWhat channels will it come through? Assume appropriate channels.Assumption if the council has been notified to be on standby is been through the CEOConcern it’s a holiday, and how many people will be available to respond?Who do we have available? What assets are available?Relevant that the date is a Sunday.

Staff rosteringWH&SEquipmentCommunicationsContactsBushfire Safer PrecinctsWater supplyStaging points


Part B Scribe Notes


Phoning those people and give them advance notice by calling to let them know they are on standby.If there is staff on, let those people know about the fire to warn the: rangers, all staff to warn them not to go into the area.i- responda program, only two councils on, two councils working on setting it up.Make sure local CFS members are notified.Bushfire safe areas confirmed. Have someone monitor the fire – a liaison officer.On catastrophic days they review their plans.Making sure water tankers are full of water and full of diesel, and ready to rock.Confirm all equipment ready.Water supply in the fire area.Look at appropriate staging points, identify them where they can be formed and where to fall back if they become unsafe.First and foremost to make sure the current staff we have working are safe, then move on to other tasks.Safety is the most important thing.

Table AIssue to be addressed:“Council is advised of Incident “(Not all Councils are advised of the incident) particularly rural councils. CFS does not usually contact the Council.Councils to have a main contact point for CFS to contact (Councils to ensure staff are aware of who that main contact person is)

Points of DiscussionConsiderations include:Monitoring the Fire e.g. checking CFS Alerts regularlyEquipment Availability - checking availability of Equipment on the Register, if the need for equipment is requiredResourcing Availability – checking availability of staff to respond if required e.g. check availability of staff due to leave requirements and or personal arrangements e.g. may live in a catastrophic fire danger area themselves therefore unable to respond.

CommunicationsMonitoring the fireEquipmentStaff rosteringStaff residences may be in fire ground

Table HDebrief from SFBF - mapping and property numbers CFS had compared to Council information –CFS did not have level of detail that Councils had

MappingCommunications


Part B Scribe Notes


Open lines of communication with CFS – give them access to Council information database – GISResources Council has – level of experience/trainingHas Council staff had training around environment, i.e., high winds, etcPreparedness in the first place to have good relationship with CFS to provide information ahead of any emergencyHas LG given the CFS all the information possible ahead of eventOnce event kicks in – sticking to protocol/plan to liaise with CFS – contact names of officers already established – plans and maps on the tableCFS take control of everything? Police overarching responsibilitySFBF outcome – coordinators to not have local knowledge – local knowledge that Council and CFS has is not conveyed to staff on the ground – issue with CommunicationANSWER to Question – having maps/data immediatelyLook at other resources – manpower; machinery; train staff – Council should already have a list of people in organisation trained for event; list of machinery available to assistAlso facilities – rooms for people to meet; halls – evacuation facilities – tent, etcTime of year – how would you contact staff, get resources?CFS staff on stand-by in certain Council areasCity/metro resources – would struggle to get resources at this time of the year – rely on Managers knowing staff movements/contact – Emergency Management Plans should have list of responsible resources and contact detailsSFBF – about getting right people who are available – mental attitude – understanding the right people – through in-house training – people on noticeObtain commitment of people beforehand – challenge is to think ahead KEY POINTS – hierarchy of Council – who does what on the day Preparation of an Emergency Management Plan TOP THREE – training of staff/assessing ability; preparedness of

maps/data for CFS; machinery

EquipmentRelationship with CFSProtocolsUse local knowledgeTrainingFacilitiesContactsStaff rosteringCommitment from staff to participateIncident managementEM Planning

Table GEach Council should have a step by step process/policy in hand prior to bushfire season.Have brief discussion, find out what staff available, what resources might be required and plan access to areas, eg if any gates locked ensure keys

Policy in placeStaff rosteringAccess to facilitiesIncident management


Part B Scribe Notes


available.Find out if your Council will be required to provide resources and if so seek approval to provide resources.Get Senior Managers, Works Operators etc together to discuss plan of action.Discuss and document what plant/machinery available for immediate use.Senior Officers to touch base with CEO etc to advice availability if/when an incident may occur and to find out who will be the delegated person should the situation escalate.CFS/Local Government need to be educated in i-Responda, as CFS officers can be phoning, for example, grader operators direct and not going through the CEO or delegated person.

planningEquipmentTrainingDelegations and authoritiesCommunications

Table CStarting to get together our i-Responda trained peopleNeed to check who is on holiday because of the time of yearMake sure water carts are full and fuel trailer is fullMove emergency response equipment to a central location Checking what staff is available and give them a heads up that they may be requiredSeek clarification around the request to be on standby – who is requesting it and what is the request? Circulate information to the relevant people Use the Council structure to ensure proper communication A lot of this preparation would have been done before Christmas break in case there was an emergencyLook at the location of the fire and determine if there are any particular properties that need any special attention (this may be done by another group)Have everything ready and then wait. All other groups such as MFS, SA health etc should have their own fire management plansHave their emergency management kits readyDoes the Councils need to make a determination if they are going to get involved? This is not normal situation so a Council may choose to participate in this situation. Give the CFS the numbers of contractors

Staff rosteringTrainingWater supplyStaging areaCommunications/authorityPrepare before hol. BreakCritical assets/propertiesPolicy to supportContacts

Table YClose down period – staff availabilityEmergency contact details, inventory of equipment etcSkeleton staff during these period

Staff rosteringContactsEquipment


Part B Scribe Notes


Staging points for equipment – bushfire safer precinct (depots)EM plansAlerts re weather etc – knowing catastrophic daysCouncil records – fire tracks, maintenance, fire breaks, slashing occurrenceStrategic water supplies: dams, tanks, bores etc.Communication plan– email warnings, SMSIf communicating with the public – prepare media plan ie facebook, SMS considering the age demographicDo we have a gravity fed diesel supplies in the event that power goes down?Get crews on standby (fill up water tanks, fuel) , monitor situation, make contact with ZEC

Staging areasEM PlansWeather monitoringFire track mappingCommunication planSocial mediaEquipmentWater supplyContact ZEC

Table WNeed to know location of fire, direction of fire to the location of townships that it may threaten, staff may be working in that areaBeing 27th Dec, how many staff would be available – may need to call staff in or have on standbyWhat resources or equipment?Would be making general calls to those not at work to see location and availability for preparationInitial contact with CFS to advise of Council contact and resource – primary / alternate – when CFS realise they then do need help from CouncilsContacting water truck, operator, loader as this is the equipment needed for breaks. Ops/Works managers to make the call of resources.Also check management plan to identify resourcesCFS needs to contact CEO prior to resources being able to be utilised Have a list of staff available and their role for severe, extreme and catastrophic firesMindful when contacting staff it is a warning order and to be on standbyPrepare prior to the Christmas break to record staff leave to provide a snapshot of resources. Perhaps manage leave in advance to ensure resources that would be needed aren’t all away.

Situational awarenessStaff rosterEquipmentContactsCommunicationsEquipment registersEmergency response planning

Table FFamiliarisation with emergency management plansWho would be availablePut people on standby

Emergency response planningStaff rostering


Part B Scribe Notes


Policy is in place before emergency (needs to be checked)Main point of contact, second point of contact (make sure they are familiar with policy)Contact with CFS to arrange further assistanceHow have the council been advised?CFS volunteer inactive to raise awareness about incidentAs part of standby situation, some staff are taken out of normal duties Contact relevant staffCreate a list and inform people who are required as part of the relief to ensure they are in the district and are availableCommunication between council and CFS/main points of contact

PolicyContactsAuthorityCommunicationsBusiness continuity

Table XLine of communications in between staff and CFSChange of shift for operators and standby if requiredContact staff on holiday for assistanceRisk assessment team to assess the situationSend life support staff on siteAfter hours contactable list or volunteersDedicated rostering clerk to cover shiftsAdvise staffs that they might be needed to come in to work so they are preparedOwnership of different tasksTracking device for staffResources for staff e.g. food and medicine Managing of records (injury)Setting up staging area with toilets, food, resting area

CommunicationStaff shift managementContactsRisk assessmentLife support staffVolunteersDedicated rostering staffStaff rosteringIncident ManagementGPS trackingStaff support - food etc.Records managementStaging area

OBJECTIVE 2

Explore the process of communication, engagement and notification between State, Local Government and the community during a major emergency

OBJECTIVE 3

Discuss Local Government capability to provide resources in support of the State in accordance with the i-Responda framework

What needs to be considered to support the CFS?

How are you going to engage with relevant staff to ensure you have adequate resources given it is a public holiday?

Table T


Part B Scribe Notes


What other trucks are available Roster/ WHS issues, ring people, who is on call, has CFS calledIdentify who has the ability/license to operate grader, Logistics officers ICC centre, air-conditioning and suitability of emergency accommodation and refugeWater supply maps, dams, i-Responda Support only - not fire -fighting willing? can refuse to participateAware of power outages, water/sewerage health issuesChain of command, delegated authority Policy eg re-driving vehicles who has final say = IRESPONDA. Who does the CEO “agree” should operate appliances – names/contact detailsContracted waste rubbish services, who knows others in adjacent LGA networking communication. How to engage with relevant staff.Records management

EquipmentRosteringWH&SAuthority CommunicationsWater supplyPower outages and impact on critical infrastructure and facilitiesWaste servicesRecords management

Table D

and/or other council emergency management arrangements during a major emergency

We would be looking at getting members of our emergency management involved to define the equipment.Manage the shifts in the control centre, don’t have manager of work in the control centre.Administration staff are handy, someone who can write. People who are risk averse, so a very sensible approach is what is needed. It should be pre-planned so the decision on who is staffing where and when is organised and pre-planned.CFS already has all the stuff in place. But depending on what Is in place, the councils have a table to themselves.CFS walks in, says we need a water tanker in this place, then walks out. So administration needs to be handled by the councils.The responsibility is not with the incident control, so a council control centre needs to be set up to fulfil the requests given them with equipment and staff.You need to call around and find out who is where and what equipment is available.First question, are we going to? Is safe, the CEO said yes, we can, then

Task identification and managementEquipmentRostering Shift managementRecords management Administration staffRisk assessmentIncident management arrangements at the ICC for CouncilsCouncil incident management of resourcesPolicy and decision to supportCommunications mechanisms ie mob phones, two way radios, satellite


Part B Scribe Notes


I’m going to do a risk assessment.The risk management team will do a risk assessment to ensure it is safe.Ensure our workers are being rostered and rotated.Communication style: are we using phones? What happens if the phones go down. Councils cannot communicate with each other and the CFS, then who knows where the equipment is and not. Satellite phones are an answer, but would be difficult to get on a Sunday.Processes in place for the call centre, so the operators know what is being done, so they can communicate what assistance is being provided.A consistent message from everyone at the council, not giving out information, but referring to Control Agency (CFS).Continuity planning. Make elected members aware of what is happening, consistent message. Group text messages to elected members. Media reference.Social media is a big issue. Need to have someone manage it to send out accurate and consistent messages.Start the conversation about recovery and meet to establish recovery committee and define protocols even while the event is still occurring. If recovery is in mind, decisions will be made in the right direction.Small details – phone chargers, laptop and chargers, IT support, power boards, extension cords.In a grab and run situation it is easy to forget the small details.Could council buildings become the ICC? Secondment of council buildings as a control centre.Are we likely to need to supply generators? Water supplies? Toilet facilities?CFS comes together and the Salvation Army mobilises, and it’s amazing how it comes together.LG can organise services, forklift from a local shop, etc.I know you’re on holidays, but you are not anymore. Come in. They’ve already been put on notice, so they should be ready and on-call.Assigning people to key positions: welfare, support. An operations manager to manage the staff.Incident management teamHuman resource managementAdministrative provisionRoad blocks, how do you get through? By day three you had to call through, and it was impossible, the police radios were clogged.Keeping records of staff in and out, checking in, welfare of staff, is all ok? Do you need a ride home because you are too tired?

phonesCommunicate with elected membersConsistent messagingBCPSocial media managementStart planning recoveryResources eg phone chargers, laptops, printers, log sheets IT etc.,Standby GeneratorsFacilities managementNeed an incident management structureHRAdministration supportDealing with SAPOL road blocks


Part B Scribe Notes


Table AIssue to be addressed:Council was not invited to attend Incident Control Centre (Would be ideal to have a council / local government liaison officer representative in the ICC)Needs to be clear who is responsible for safety and briefing of staff where worker is from another council or agency providing support. (MOU or Policy Position required)Responsibility for Mapping and GIS - Is it the CFS or the Council? Not clear as to who is primarily responsible for this.

Points of Discussion:Safety of StaffEnsure staff are fit for work e.g. not under the influence or alcohol, take reasonable steps to contact other councils if staff availability is not reasonableEnsure staff member has had adequate trainingEnsure staff are briefed prior to releasing staff into the field e.g. communication strategy to be established with staffEnsure staff have adequate water, food, PPE and breaks

SystemsAre the systems in place e.g. Log Incident activation to ensure records and incidents are tracked e.g. track decisions and actions from the start of the emergency to the end e.g. record staff start and finish times, location of staff and tasks being performed

Role Support Clarification of Role of the Council e.g. make it clear to staff that it is playing a support role only, not fighting fire

LG Liaison officerIncident managementSafety briefingMapping and GISStaff rostering and fitness for workTrainingCommunicationsStaff support - food etcRecords managementIncident logTask managementCouncil role is support not fire fighting

Table HSafety of staff key factor – staff rotation – back upGo to relevant staff – check availabilityHow are you going to engage with relevant staff – availability at time of year?Have a list of staff and their skill set – willingness and availabilityNeed to be clear up front if you can assist and what resources you have available – staff/machineryOnly send operators who have been trained (fire safety training) and are fit for duty

WHSStaff rosteringTrainingStaff Competency RegistersPolicyEquipmentEmergency response planningBCP


Part B Scribe Notes


Start thinking 2/3 days ahead about staff availabilityThink about running Council – do not want to deplete all of staff resources/equipmentMonitor staff – tracking staff movements – make sure they are having breaks and coping with situationConcern re losing control of staff once incident control room takes overWorkplace safety – covering staff for out of hours/out of district – Council needs to be sure that staff are coveredSign-in / sign-out rotation of staff to keep track of where staff areSatellite navigation on all graders, machinery, etcMobile communication might not be available – black spots – needs to be taken into consideration – is there another way of communicationAnother option – two-way radiosManagement must have contact numbers for staff – out of hours

Staff management and shifts including breaksVertical commandHR ManagementRecords managementGPS TrackingCommunicationsContacts

Table GPreplanning imperative.Need to consider who is available, if personal phone numbers are available for staff who may be on leave who may be required.Staff need to be made aware that they are still working for Council and take their directions from Council, not the CFS. Any instructions an officer may receive from the CFS need to be referred back to their relevant Council contact officer.Council needs to risk assess and take into account the safety of their staff/operators and if necessary direct them away from potentially dangerous situations.Whatever tasks are required need to part of the operators daily duties eg only the grader operator can use that piece of machinery etc.Equipment cannot be used by non-Council employees. This has insurance ramifications.Length of shifts / roster needs to be planned for operators, especially as the duration of the emergency could be unknown.Be mindful when rostering that normal Council operations need to continue during emergency periods.Council staff are not supporting on front line.Council needs to understand resources and be able to say ‘no’ to certain requests.Consideration needs to be taken on legal ramifications and insurance issues.OH&S for staff needs to be ongoing during emergency.Council may receive requests from Police, however usually requests

Emergency response planningStaff rosteringCommand structureAuthorityRisk assessmentStaff competencies to perform tasks and operate equipmentShift managementBCPSupport the ES - not frontline firefightingYou can say NoTask identification and agreementWH&S


Part B Scribe Notes


come from CFS as lead agency.Table CRing around or text to determine who is availableCall in admin to deal with calling aroundHave a staff meeting to develop a response teamCouncil wouldn’t be able to provide operators for 24 hours a day – safety concerns for the personnel and fatigue issues. However, you could develop a roster of staff Provide relevant PPE to staff and appropriate clothingWhat can we provide 24 hour support for and what is the limit that Council has? This needs to be determinedNeed power boards and phone chargers What facilities would you need to set up? Three aspects – there is the staging area and then the water carts and the heavy machinery.There are 3 – 8 hour shifts that need to be done for each piece of plant Need to nominate staff to go to the ICC and a plant manager for the equipment and for them to determine a rosterDo you want the frontend loader before and you clear a track? Or do you use it after to clean up?If they have a grader then you can have a trail of a truck with a fire appliance and get them out if they need. You can also just provide the equipment to the CFS Exercise Director’s comment: Such an approach may have insurance implications if the equipment is damaged.Establish a coordination team within the Council Send out a message to the Elected MembersMessage on Council websiteConsider alternate roads and traffic management – issues with DPTI roads so you may need direction from Police or DPTI. You can put a sign up on a DPTI road but you need their authorisation to do it. Have to deal with the rubber neckersEngage with other agencies – At what point do you engage with them?

ContactsStaff rosteringIncident management teamPPEWhat resourcesPower boards and phone chargersFacilitiesStagingWater supplyEquipmentStaff liaison at ICCTask allocation and managementGrader requires CFS appliance to accompany itCommunicate with elected membersRoad and traffic managementSightseer management

Table YAmount of good will in staff wanting to helpRelief staff/operator, private contractor?Standby maintenance staffWho is responsible for feeding/ water staff/volunteers – someone has to manage this?EHO role, Ablutions, handwashing, catering - food safety, all public

Staff rosteringPrivate contractorsStaff supportPublic health issuesCommunicationsSupport from other Councils


Part B Scribe Notes


healthPlant fit for purpose? CEO/nominated contact to contact other councils – which way does it occur? is that offered or requested? there needs to be a better more co-ordinated approach to offering services or identifying required services from non-affected CouncilsThe need for resource sharing agreement – staff and plantSeptic tank issues to consider – may need additional facilitiesCommunication w community by customer servicesOther infrastructure required – loos, showers, beds, access to Council facilities etc for CFS and volunteersHave conversations with CFS before an event would occur – be preparedCommunication – trucks on 2 way, mobilesWHS briefing staff, PPE? Ordinary environments, extraordinary situations (PPE may not be appropriate, eg, synthetic clothing)Ensure Council teams are readyInsurance considerations / gap re giving over keys to 3rd parties rather than providing operatorsStaff had to volunteer, rather than directedAHC had a requirement that staff didn’t work alone, and had to phone in every 20 mins

Pre planning networking between councils– must occur each fire season. Public holiday becomes irrelevant, communicate with staff, lots of good will with staff

Council resource sharing protocolCustomer services communication with communityEmergency response planningDevelop relationship with CFSWH&SGPS Tracking Maintaining control of council equipmentStaff tracking and communications

Table WAssess and review if can or can’t provide the resources / equipment requested. Equipment could be unavailable due to maintenance. Providing realistic feedback on capacity to support.If providing resources overnight, backup support for those assigned. Can they safely get through to the fireDecision making process around how to check the safety of staff prior to sending out and that resources are aware they only take direction from Council not CFS. Control Centre would have one point of contact to advise of the decisions (as part of discussion with relevant team)iResponda – thought Council staff were then under the direction of CFS once on-site? Exercise Director’s comment: As per the i-Responda framework Councils should maintain a vertical command structure and take responsibility for the supervision of their own staff under the lateral control of the CFS - the Control Agency - refer to the Command, Control,

EquipmentSituational awarenessRisk assessmentTask managementIncident managementMappingSupply property data to CFSStaff rosteringHR ManagementStaff rosteringContactsEmergency response planningCommunications


Part B Scribe Notes


Coordinate model as depicted in the SEMPThe resource can then conduct a personal safety check if they are uncomfortable with the direction.Confusion surrounding maps and change of street names. CFS maps were not as up to date as Council.Liaison officer should take data to the Control Centre to provide to CFS.Need to manage fatigue and backup support. Three water trucks would be 9 resources. Start to compile roster system for resources and equipment.At a strategic level, management need to sit down and discuss the response.Calling all staff into depot for de-brief and strategy and overview of what CFS has requested.Given it’s a public holiday people have been drinking, with family etc. Will need to have conditions in place to ensure zero blood alcohol.

Per discussions from point 1:Have a list of staff available and their role for severe, extreme and catastrophic firesPrepare prior to the Christmas break to record staff leave to provide a snapshot of resources. Perhaps manage leave in advance to ensure resources that would be needed aren’t all away.Be mindful when contacting staff it is a warning order and to be on standby, this may then limit the alcohol consumption for those required.

Negotiate with staff possible time off in lieu, especially when asking staff not to drink/celebrate over the Xmas periodCatastrophic day bin collection won’t go in. NAWMA however does, need to discuss whether this can add further risk.Location for control centre Review requirements for communication as mobile phones usually don’t work. GPS / VHF / LED screens for messaging etc.If don’t have enough equipment, liaising with neighbouring Councils for supportCFS have a book that notes all contractors who have graders, loaders, water trucks etc. if/when required they also contact these peopleEnsure Attendance list is recorded at the Command Centre to monitor staff who are in the zone or have left. Also as part of support to check in on staff.

Support from other CouncilsRecords management

Table F


Part B Scribe Notes


Prepared for communication i.e. charged radios, GPS, vehiclesProvide adequate resourcesOnly promise to provide resources which the CEO can deliverConfirm that people can be deployed in advanceCommunicate and negotiate with waste collection authorityCheck availability of staffEnsure staff are appropriately trainedConsider possibilities the situation may evolve intoZEC isn’t used by all councilsRosters, backup, redundancies for fire fighters and Incident centreConsider representatives to deploy to control centreAvailability of staff impacts businesses – can only work for so long before they have to stand down, making that resource unavailable for a period of timeEnsure staff are assigned to a specific jobAssess capabilities of the staff of organisationsBackups for staff who are unavailableAlternating responsibilities Registers are up to date with after-hours contactsProactive discussion including policies and procedures takes place prior to incidentI-Responda: framework that insures staff who respond to emergency situationsPay rates and entitlements for working on public holidayDifferent agreements in place of how councils operate

CommunicationsEquipmentPolicyStaff rosteringWaste collectionTrainingSituational awarenessRisk assessmentIncicident liaison officersBCPRegisters of resourcesHR Management

Table XOBJECTIVE 3

Discuss Local Government capability to provide resources in support of the State in accordance with the i-Responda framework and/or other council

How will you coordinate resources to meet the needs of the CFS and the Relief Centre?

If you utilise resources from other councils, how will you manage the supervision of their staff and the

Taking ownership for certain task and locationPlan of attack (delegating task to smaller groups) What resources is involved and when it is required (time is important)Risk assessment for potential tree fallAnother council should be responsible for their staff members to share the work load.Use of modern technology , that’s covers affected areasHire contractorsInduction if using other councils resourcesStaff wellbeingManage emotional concern of staffs

Incident managementTask managementResources equipment, staffRisk assessmentHire contractorsSupervision of staffInduction of outside staffPsychological monitoring of staff


Part B Scribe Notes


emergency management arrangements during a major emergency

Objective 4

Explore the management of a Local Government response involving multiple councils during a major emergency.

use of their equipment?

Table TSet priorities – clearing of roads, what sectors can be accessedSPAM stress prevention and management EAPStaff fatigue concerned with drivers, machinery operators Safety and limitations Record management -Monitor rostering and adequate breaks, include travel time added to break time, consider 4th shift? Time away from fire with family – reassurance they are safe and coming home – downtime away from noise and action of fire

Incident Control Centre – coordinating specialist arborist staffWhat about other LGA staff admin and office -Records management – who is in control – who knows the staff? team Leader authorised by CEOInduction and briefing processes. Names, contact detailed scope of response activity.

Clear line of communication, Policy and procedureReporting protocol – who makes decision on what is capable of the machinery available and the available staff individual “it’s OK to say NO”Relevant hazards – burning tree roots underfoot. Flooding if rain

Stress prevention and managementRecords managementShift managementRosteringPsychological monitoringCoordinating specil;aust arborist staffInduction and situational briefingsPolicyCommunicationsSituational awareness


Part B Scribe Notes


forecast?

Table DOther council’s staff. The permit to work system. You know where your people are, they have to log on to the work permit system. You have to sign on, and sign off, the tea card system.Made sure that supporting councils met at the same place, and had the same safety briefing.Got scope around it, one staff from each council to get the overall view, then break it up into managed areas.Second safety briefing at lunch and updates.Supervisors for their own council, the supervisors coordinate.Compete teams are best, individual equipment or staff not as useable.Down time creates despondency. Coordinate efforts to be inclusive to increase productivity.Key contractors should be pre-inducted, and part of your Emergency Plan.Forestry equipment cleared the roads, which couldn’t have been done otherwise.Do you talk to other councils for relief staff. Partner with other councils, don’t make it a clean cut to ensure knowledge transfer.Local people are best to handle the local issues. But don’t overlook the need for good organisers. They can handle logistics and leave locals to work with the locals. Help can be often most needed in administrative roles.Ensure you don’t go too hard too early, it is a marathon. The work will go on for weeks, pace yourself to ensure not tiring and safety.Pre-qualified contractors are essential.Mandatory briefing before into the area. Ensure they are signed in and out. Consider customer service as one of many areas to get help.Even the markings on trees made by the different arborists needs to be coordinated so the markings all mean the same.Some self-assessment of trees occurred, but the arborist called in for special assessments.Firewood was a real issue. It’s still ongoing. Entitlement issues. There were trailers following behind the graders.Whose responsibility on for treses landed fallen on private property?.For replanting/recovery only biodiversity sites are only being monitored. But staff will advise if asked.

Tracking staffSupporting council briefingVertical incident commandRegular safety briefingsSupervisors for each CouncilKeep Council teams in tactContractorsEfficient rostering and taskingStagger shift rostersOperations and logistics should be separatedCustomer service needs incorporating into the overall responseAgree on tree assessment procedure and keep it consistentPsychological monitoring


Part B Scribe Notes


Burnt and injured animals, and burnt things. Consider the mental health of the workers and council staff, the destruction and devastation. The residents would come out and tell their stories because they hadn’t seen anyone else.Table AIssue to be addressed:Who is responsible for staff coming from other councilsPoints of Discussion:Be clear about what the needs are of the Council prior to engaging other councils for supportUtilise your networks in Local Government to help source what you needEnsure that staff coming from other organisations have permission to be there Staff Member who is seconded would still report via their Manager as well as receive a briefing Ensure staff are receiving sufficient breaks and ensure this is recorded on the Incident Log.Shift handover is important to ensure staff are briefed on situation at hand Ensure food and drink is on supply for staff before and after a shiftEnsure you utilise the resources of the Hazard Leaders in recovery stageEnsure mental health of staff is addressed e.g. counselling services, debriefs

Supervision of supporting Council staff

Plan request for assistanceEnsure supporting Council staff have approval to be involvedRostering and work breaksShift handover briefing is importantFood and drinksPsychological health

Table HStaff need to come firstPool resources from other Councils/ContractorsVolunteers to help out with Relief Centre – Womens’ Auxiliary, Red Cross, CWA, RSL, etcCouncil main control in own area and bring in other resourcesWorking off the same set-up – same protocols and principles apply so that Councils are operating under same risk analysisIf you cannot provide staff due to fatigue, etc – utilise other resources/agencies/contractorsKey person, suitably qualified, to co-ordinate the movement or removal of treesCo-ordination is the key with admin supportOne task in each group with a specialist in the fieldHost Council keeps track of equipment – each Council had representative in the SFBF incident control centre who liaised with each other. Responsible for keeping track of own equipmentReporting and recording

Staff well fareShare resources from other councilsCouncil impacted maintains control of assisting staff from other Councils but supervised by their supervisorsExperience supervisorsCoordination with adequate administration supportEfficient TaskingRecords management


Part B Scribe Notes


Table GDifficulties can occur when people are wanting to get back into their homes before roads have been declared safe.Councils can advise when roads are clear, but the public need to be aware that the area may not be completely safe.Staff from other Councils need to be advised of the risk assessment process and if possible have a local Council officer to shadow them.Important to document everything during a shift so that handover goes smoothly and is informative.Council staff need to be empowered to say ‘no’ if they do not feel comfortable entering an area or undertaking tasks.Perhaps MOU’s could be developed with neighbouring Councils for emergency situations.Relationships with other agencies eg PIRSA, RSPCA etc should also be developed.There may be times when needs cannot be met due to lack of staff, equipment etc.Cost recovery – generally costs not recovered.

Return to home policyPublic safetyA local Council staff person needs to be imbedded into the supporting council staff teams (local geographical knowledge)WH&SResource sharing protocolInteraction with other agenciesCost recovery

Table CIt’s not Council utilising other Council staff, it is the CFS but this depends on the role being fulfilledExercise Director’s comment: It could be either case

Need to look at road hierarchy and prioritise which roads are opened in which order Exercise Director’s comment: In consultation with CFS, SAPOL and DPTI

When does the CFS stop having the responsibility and they hand it back to Council? When it is no longer a declared event. You need to determine if it is still a declared event. Exercise Director’s comment: Whether it is a declared event or not has little bearing on role, responsibility and powers of the Control Agency (CFS)

Need to go to the CFS to determine what the priorities areYou would be having meetings with the ICC to make decisionsSend a staff member with each team from another Council so they aren’t self-managing so they have assistance in local situations – you need someone with local knowledge

Command and ControlRoad openingImbedding local Council staff with supporting Council staffResponse vs RecoveryRisk assessment and managementCommunications, networking and relationships with the CFSCouncil role


Part B Scribe Notes


Need to think about how it will compound issues for other CouncilsStill the same risk management and risk assessmentsStill the same insurance providerIt may be clearer how to deal with this when it is a declared emergencyExercise Director’s comment: The declaration of an emergency makes very little difference to the management of an emergency. The CFS, MFS and SES retain the same powers they have under the Fire and Emergency Services Act and SAPOL and certain Functional Service officers acquire them.

With the relief centre is it Housing SA that should be coordinating this?

Need to communicate with the ICCYou need to understand what the role of Council is. Metro area needs an Exec to help build relationships in case there is an emergency (to be built through the State Government) – need to have personal relationships to improve communication and preparednessNeed to have local government helping local governmentTable YRelief centreCentral point of contact for recoveryRelief centres – volunteers – staff list with police checksStaff members to oversee, then rosteringTree clearingCo-ordination role – knowing where is everyone at re breaks, possible shorter working day? Consider business continuitySpecialist arborists, and plant operatorsContractors if necessarySES possibly trained for trucks, chainsaws, Access to local maps may be an issue – what do you open first in a systematic and co-ordinated wayGIS systems on tabletsThe affected Council should co-ordinate (incident control) the roles of staffWhat is the role of Councils who send staff? How far does manage extend? Do they check in? How often?Send an entire crew from another council with all equipment and ppe prepared to do a taskHot weather policies – what do you do if in an emergency? Or Catastrophic fire danger zones

Central point of contact for recoveryVolunteers police checksRosteringTree clearanceStaff trackingBCPEngage contractorsGIS and mappingUse of GIS on tabletsImpacted Council to coordinate supporting council staffSupporting staff should be appropriately prepared eg ppe, communications etc.Hot weather policy - how do you manageClarify supervision


Part B Scribe Notes


Clarify supervision – can one council supervise another council member?Table WUtilise staff from other councils to assist with relief centreBring in additional staff to backfillSome on the table commented to utilise volunteers but others commented that volunteers don’t report to anyone and under a different management. Essentially as Council you can’t direct a volunteer. Executive Director’s comment: Spontaneous volunteers are the responsibility of the State - Councils should be wary of utilising them unless they are properly inducted and have identified competencies to perform the tasks they are being alllocated. The LGA suggest that officially registered and inducted Council volunteers be utilized for certain tasks that they are competent to perform.

Get an arborist in to assess tree clearing prior to sending in resourcesFacilitate a staff brief on an action plan for all resources brought in from other CouncilsPolice checks for those assisting in the relief centre – also what specific police checkPriority list for which roads need to be cleared first. Identify who makes the decision for which is the priority.DPTI roads – who is responsible? Council in this situation or DPTI?Still need to have eyes on assessment to staff and ensuring they are fit for work when coming back from breaks. People with fatigue cant make sound judgement so need someone responsible to perform this assessmentFatigue Training to spot the signs

Succession Plan in the command centre, ensuring the right people are allocated. Support to staff allocated in the centre.

Use of volunteersCoordinate tree assessment and removalBrief supporting Councils regularly on situationPolice checks for Relief CentrePriority list roads to be cleared and openedWork with DPTI to open roadsWH&S and risk assessment and managementRostering

Table FRecruiting volunteers from the general public- anyone that wants to help out Exercise Director’s comment: Spontaneous volunteers are the responsibility of the State. Councils should anticipate using their own volunteers that have undergone standard Council induction.

Entrust other councils with the responsibility of helping clear roadsConcentrate on clearing roads first Residents pitch in and help to clear roadsCommunication needs to go through one main person- CEOClean up operation needs to be coordinated by someone who knows the

Use of volunteersUtilise other Councils to assist with clearing trees from roadsCommunicationLocal knowledgeNew staff when coming on for the first time need a briefingEnsure staff competencies


Part B Scribe Notes


areaStagger staff- rosterProblems occurred with staff changeover because new staff weren’t familiar with the system Use people who are eager to help to your advantage- roster them on in relief centres (spontaneous volunteers as well as council trained/employed volunteers)Council takes on recovery responsibility with help from other councilsDon’t assume that all staff have “Team Leadership ” training and are capable of taking charge of a situation

are adequate to the tasks they are being assigned

Table X• Environmental health• Building and planning• Community services• Authority /delegation• Supply Fact sheets• Checklists for rebuilding/rubbish collections• Contact authority to Collection/bury of dead animals• Advise to households regarding where to get help from• Good relationship in community

Disposal of dead animalsAuthority/delegation

Table TWho are key internal stakeholders –Identify residents that require assistanceRoad clearing access, telecommunications, power, water & sewer damage Environmental health officers – coordinate sewage managementAnimal corpse burial/removal PIRSA – Control agency Council/Contractors for excavationAt risk aged community – utilise existing HACC/CHS busses, shopping etcRDNS, counselling, carer services Hendercare/Customer service staff briefing community assistance provision, advice on avoiding danger areas.Waste collection contractorsLand Management Corp, degradation of landSA Water testing water from tanksFire retardants, advice on safe clean up and ongoing use of rain water if roof affected.

Fire retardantDisposal of dead animals

Table D

OBJECTIVE 2

Explore the process of communication, engagement and notification between State, Local Government and the community during a major emergency

Who are your key internal stakeholders that you need to engage with to address the issues?

How would you provide information to the community?

Waste collection contractors.Asbestos control.

Building assessmentWho gives advice on


Part B Scribe Notes


Community Services.Where is the control on access to the properties?Do the assessors demarcate the building if they are unsafe? Advise the owner. Leave information about rainwater contamination, information on power shutdown.Who gives advice? Rainwater safety.If it okay with the owner, okay with the driver, help the people clear dead stock. A matter of trust, but some take advantage. Look the other way when on private land.Ensure you have senior staff at CFS Community meetings. Engage with key people in the community. Refute untruths.Community meetings held just by the community, have staff there as well.The return home group needs to communicate, roadblocks.Roadblocks are of great debate. Escalation and de-escalation happen quickly.

rainwater safetyAttendance at public meetings run by CFSRoad blocks cause conflict

Table AIssue to be addressed:Consider Options for Transport Networks (if they are to be taken out)Consider Economic impacts on businesses who are primary producers e.g. Harvests, Vineyards etc.

Points of Discussion:Engage and Brief relevant staff in the organisation to start recovery e.g. Executive GroupEHOs (Site assessments for clean drinking water, assessment of environmental health issues)Development Officers (Building and Planning) – Have a main contact point for those residents affected CSOs (Extra staff to deal with incoming queries)Field Staff Waste Management (Extra kerbside collections etc)Communication to Elected Members and Staff to be clear, consistent and concise Engage Counselling services to be on stand-by for those staff involved through work and personallyUse media networks to advise on recovery issues e.g. social mediaHold community meetings where necessary, know who your community leaders are and continue to build relationships.

Environmental healthDevelopment controlCustomer service staffWaste managementCounselling servicesSocial mediaOrganise community meetings

Table HResidents / Community Doorknock with advice


Part B Scribe Notes


Community ServiceCommunications DepartmentEHOsCustomer ServiceWaste CollectionGIs / RangersBuilding InspectorsDevelopment ApprovalElected MembersIn reality have not got time to meet with Council (Elected Members) – not about Council making decisionsProduce Information Sheet – helpful contact numbers (relief agencies, etc) for the communityAllocate resources to door knock residentsHelpful for community to talk to someone face to faceHuman side cannot be underestimatedProfessional assistanceDo not try to give advice in an area you are not familiar withThrow rule book out the window – show compassion

Development controlFace to face communicationWaste management

Table GWaste Coordinator / Contractor, organise waste pick ups, replacement bins and/or skip bins for community use.Environmental Health Officers.PIRSA for dead livestock.SA Water.SA Health.Communications can be overwhelming with the amount of information provided.Individual contact eg door knocking, with affected property owners can be an effective way of providing relevant information to individuals.Council development/planning staff need to be aware of influx of applications to be processed for replacement of damaged or destroyed homes, sheds etc.Community meetings beneficial.Appointment of staff to specifically deal with recovery coordination and to liaise individually with affected home owners.

DoorknockDevelopment controlWaste managementCommunity meetingsRecovery coordination

Table YLiaison with state recoveryAct under the direction of state recoveryCouncil would play a key role if the damage was to Council assets &

Recovery coordinationCommunity meetingsInformation dissemination


Part B Scribe Notes


resourcesCouncil being aware of who to direct residence toAssist with public forums when requiredAdvocate on behalf of the community and disseminate information

Council expedite development & planning for effected members

Support the community with information and direct approaches/door knocks to residence as required

What is Councils role in the recovery phase?

Engage with community leaders

Consider community engagement activitiesDebriefs; community, agencies, council

Doorknock

Table YWHO• EHOs• Planners• Builders• Engineers• Talk to water suppliers / carters• Waste management officer / contractor

Site inspections – additional issuesBins melted – removed and replace binsContaminated waste – asbestos / fibreglass tanks melted – private contractors Permapine posts – treat as contaminated – drop off day (stockpile)

Advise residents not to drink rainwater, what advice case by case – fact sheets developed

Dead livestock – provide info from PIRSA, depends on volume

Provide information to Customer Service Officers re above and have customer service centreOnsite assessment – face to face feedback, group of people (assessment, red cross or similar)

Waste managementPermapine postsRainwater adviceDisposal of dead animalsCustomer service staffSocial media


Part B Scribe Notes


Social media / media updatesCommunity meetings Assist with those that were affected, assist with approvals, advice etcTable WWaste collection – liaise with operator if happy to go into areaLiaising with snr managers, exec, key stakeholders for a recovery team/committee RSPCA for livestock. Contact for who needs to monitor animals to determine if any need to be put downUtilise social mediaSetup a hub for support servicesLetter drop advising of services provided eg. Country council offered to clear debris (burnt sheds) for those who didn’t have insurance free of chargeInspectors onsite first to view asbestosRecovery team discussed as a collective what recovery services to provide and howCommunity Development, Planning, Health, ongoing work with property clean-up once roads were openedEnsuring customer service teams are up to dateDoor knocking residents

Waste managementManagement of recoveryAnimal management and disposalSocial mediaDoorknocking/letter dropAsbestosCoordinate recoveryCustomer service

Table F- Residents- Businesses- Landholders- Waste contractors- Utilities- Social media could be used for communicating with the community- Insurance companies- Local contractors

Meeting held at central point to inform the community about what would happen next

Social mediaWaste managementInsuranceCommunity meetings


exercise concord a bushfire discussion exercise · notes from exercise concord are those of...

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