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Falls Creek Alpine Resort

Municipal Emergency Management Plan

Version 3.0, 2nd March 2018

Municipal Emergency Management Plan - Version 3.0

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Contents

Part One – Introduction................................................................................................................ 5 a. Agency and Board Endorsement ................................................................................... 5 b. Audit Report 2015 ......................................................................................................... 6 c. Aim ................................................................................................................................ 7 d. Objectives ..................................................................................................................... 7 e. Glossary of Abbreviations .............................................................................................. 7

Part Two – Background ................................................................................................................ 9 2.1. Context ...................................................................................................................... 9 2.2. Area Characteristics .................................................................................................. 9

2.2.1 Topography ........................................................................................................... 9 2.2.2 Climate ................................................................................................................ 10 2.2.3 Access ................................................................................................................. 10 2.2.4 Demography ........................................................................................................ 10 2.2.5 Municipal Locations Map ..................................................................................... 11 2.2.6 History of Emergencies ........................................................................................ 11 2.2.7 Public Events That May Affect Emergency Management ..................................... 12

Part Three – Planning Arrangements .......................................................................................... 13 3.1. Planning Structures and Responsibilities ................................................................. 13

3.1.1 Victorian Emergency Management Arrangements ............................................... 13 3.1.2 Municipal Emergency Management Planning Committee – Terms of Reference . 13 3.1.3 Sub-Committees and Working Parties ................................................................. 16 3.1.4 Municipal Emergency Management Functions and Roles .................................... 17 3.1.5 Municipal Fire Prevention Officer (MFPO) ........................................................... 21 3.1.6 Compensation of Registered Volunteer Emergency Workers .............................. 21 3.1.7 Maintenance of the MEMP................................................................................... 21

3.2. Audit Requirements and Process ............................................................................ 22

Part Four – Prevention / Mitigation Arrangements ..................................................................... 23 4.1. Background / Introduction ........................................................................................ 23 4.2. Hazard, Exposure, Vulnerability and Resilience ...................................................... 23 4.3. Risk Assessment Process and Results .................................................................... 23 4.4. Treatment/Sub-Plans ............................................................................................... 25 4.5. Monitoring and Review ............................................................................................ 25 4.6. FCARMB Prevention Measures ............................................................................... 25

Part Five – Response Arrangements ............................................................................................ 27 5.1. Introduction ............................................................................................................. 27

5.1.1 State Emergency Management Priorities ............................................................. 27 5.1.2 Operational Tiers ................................................................................................. 28 5.1.3 Classes of Emergencies ...................................................................................... 28

5.2. Command, Control, Coordination ............................................................................ 29 5.3. Local Response Arrangements and Responsible Agencies ..................................... 29

5.3.1 Coordination of Emergencies at the Regional and Municipal Levels .................... 29 5.3.2 Control and Support Agencies ............................................................................. 32 5.3.3 Activation of the MEMP ....................................................................................... 32 5.3.4 FCARMB’s Responsibilities in Response Activities .............................................. 34 5.3.5 Evacuation ........................................................................................................... 35

5.4. Municipal Emergency Coordination Centre (MECC) ................................................ 36 5.4.1 Activation of the MECC ........................................................................................ 36 5.4.2 De-activation of the MECC .................................................................................. 37

5.5. Financial Considerations ......................................................................................... 37 5.6. Neighbourhood Safer Places (Places of Last Resort) and Fire Refuges .................. 38


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5.7. Planning for Cross Boundary Events ....................................................................... 38 5.8. Resource Sharing Protocols .................................................................................... 38

5.8.1 FCARMB Resources Available for Use During an Emergency ............................. 38 5.8.2 Sharing Resources with Other Councils and Local Government Authorities ........ 38

5.9. Debriefing Arrangements ......................................................................................... 39 5.10. Response / Recovery Transition .............................................................................. 39

Part Six – Relief and Recovery Arrangements .............................................................................. 40 6.1 Relief and Recovery Context ......................................................................................... 40

6.1.1 Introduction ...................................................................................................... 40 6.1.2 Definitions of Relief and Recovery ................................................................... 40 6.1.3 References ...................................................................................................... 40 6.1.4 Relief and Recovery Principals and Objectives ................................................ 40 6.1.5 Vulnerability in Relief and Recovery ................................................................. 41

6.2 Governance .................................................................................................................. 42 6.2.1 Operational Governance .................................................................................. 42 6.2.2. State Relief and Recovery Arrangements ........................................................ 42 6.2.3 Regional Relief and Recovery Arrangements .................................................. 42 6.2.4 Local Relief and Recovery Arrangements ........................................................ 43 Community Recovery Committee .................................................................................... 43 Community Recovery Committee flow diagram ............................................................... 45 Falls Creek Recovery Sub-Committees ........................................................................... 46 Falls Creek Alpine Resort Management Arrangements ................................................... 47

6.3 Relief and Recovery Activation and Escalation ............................................................. 47 6.3.1 Relief Activation and Escalation ....................................................................... 47 6.3.2 Recovery Activation and Escalation ................................................................. 48 6.3.3 Special Arrangements...................................................................................... 49

6.4 Relief Arrangements ..................................................................................................... 49 6.4.1 Relief Phase .................................................................................................... 49 6.4.2 Relief Services ................................................................................................. 51 6.4.3 Relief Centres .................................................................................................. 53 6.4.4 Public Funding ..................................................................................................... 53

6.5 Recovery Arrangements ................................................................................................ 53 6.5.1 Recovery Task Matrix ...................................................................................... 54 6.5.2 Recovery Planning ........................................................................................... 56 6.5.3 Role of Department of Health and Human Services ......................................... 57

6.6 Impact Assessment ....................................................................................................... 57 6.7 Government Assistance Measures .......................................................................... 58 6.8 Communication and Community Engagement ......................................................... 59

6.8.1 Communication Objectives .............................................................................. 60 6.8.2 Audience.......................................................................................................... 60 6.8.3 Communication Tools ...................................................................................... 61 6.8.4 Phases of Communication ............................................................................... 62 6.8.5 Release of Personal Information ...................................................................... 63

6.9 Action Statements: Relief and Recovery Activities ........................................................ 63

Appendix A – Contact Directory .................................................................................................. 65

Appendix B – List of Control and Support Agencies for Identified Emergencies within FCAR ......... 69

Appendix C – Action Statements ................................................................................................. 70 C1 – Response to Emergency ............................................................................................ 71 C2 – Prepare Municipal Emergency Coordination Centre (MECC) for Activation ................ 72 C3 – Activate and Operate the Municipal Emergency Coordination Centre (MECC) ........... 73 C4 – Activating and Operating Relief Services .................................................................... 74 C5 – Emergency Accommodation in Falls Creek Alpine Resort .......................................... 76


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C6 – Request Emergency Assistance from Alpine Shire ..................................................... 77 C7 – Direction from VICPOL to Evacuate Falls Creek Alpine Resort ................................... 78 C8 – Development of a Recovery Plan ............................................................................... 79 C9 – Storm .......................................................................................................................... 81 C10 – Human Epidemic/Pandemic...................................................................................... 83 C11 – Geotechnical Failure within FCAR ............................................................................ 85 C12 – Geotechnical Failure on Bogong High Plains Road .................................................. 87 C13 – Utility Failure ............................................................................................................. 89 C14 – Missing Person ......................................................................................................... 92 C15 – Evacuation of Ski Lift ................................................................................................ 93 C16 – Evacuation of Ski Field ............................................................................................. 94

Appendix D – Agenda for MEMPC Meetings ................................................................................ 95

Appendix E – FCARMB Relief Centre Activation Plan ................................................................... 99

Appendix F – List of Commercial Lodges ................................................................................... 105

Appendix G – Community Recovery Committee ........................................................................ 106

Appendix H – FCARMB Register of Plant and Equipment ........................................................... 110

Appendix I – References ........................................................................................................... 112

Appendix J – Recovery Plan Template ....................................................................................... 113

Appendix K – Maps .................................................................................................................. 120

Version Control Table

Version Number Date of Issue Amendment Authorised

Draft 0.0 6 March 2015 First Draft for Review CB

Draft 0.1 27 April 2015 MEMPC Comments Incorporated CB

1.0 1 May 2015 Issued for Use CB

1.1 29 May 2015 Post audit amendments: resources and vulnerable persons management Issued for Review to MEMPC

CB

2.0 5 June 2015 Issued for Use CB

2.1 15 April 2016 Annual Review and Update CB

2.2 23 Feb 2018 MEMP Revision for 2018 audit 1. Significant changes to document

structure to match MEMP structure recommended in EMMV Part 6.

2. Rewrite of Relief and Recovery 3. Incorporate of CERA review outcomes

Issue to MEMPC for review

CB

3.0 2 March 2018 Updates from MEMPC incorporated. Issued for Use

CB


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Part One – Introduction

a. Agency and Board Endorsement The Falls Creek Alpine Resort is the land at Falls Creek declared to be an Alpine Resort under the Alpine Resorts Management Act 1983. Management responsibility is vested with the Falls Creek Alpine Resort Management Board (FCARMB) which is established under Section 34 of the Alpine Resorts (Management) Act 1997. Section 5 of the Alpine Resorts (Management) Act 1997 deems the FCARMB to be a municipality for the purposes of the Emergency Management Act 1986 and the Emergency Management Act 2013 This Plan has been produced by and with the authority of FCARMB pursuant to Section 20(1) of the Emergency Management Act 1986. FCARMB understands and accepts its roles and responsibilities as described in Part 4 of the Emergency Management Act 1986. This plan is the result of the co-operative efforts of the Municipal Emergency Management Planning Committee (MEMPC) after consultation with those agencies identified herein.

Signature of Chairperson Falls Creek Alpine Resort Management Board

Signature of Chief Executive Officer Falls Creek Resort Management This Plan will be revised annually. Old copies are to be destroyed on receipt of replacements. From time to time page amendment may be circulated, or written amendment directed. Inaccuracy detected should be written on the document at the time and communicated to the Chair of the MEMPC. The latest version of this Plan is available on Falls Creek Resort Management’s website at www.fallscreek.com.au.


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b. Audit Report 2015


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c. Aim The aim of this Municipal Emergency Management Plan (MEMP) is to detail the agreed arrangements for the prevention of, the response to, and the recovery from, emergencies that could occur within the Falls Creek Alpine Resort. The economic and social effects of emergencies including loss of life, destruction of property and dislocation of communities can be significant. However, good planning for the use of resources in preventative (risk management) activities, in the response to emergencies and towards the relief and recovery of affected communities and environments, can significantly lessen the harmful effects of emergencies. This MEMP has been produced pursuant to Section 20(1) of the Emergency Management Act 1986, and is the result of the co-operative efforts of the MEMPC with assistance from Victoria State Emergency Service North East Regional Headquarters, and recognises the previous emergency management planning activities of the Resort area.

d. Objectives The key objectives of this MEMP are to:

a) Implement measures to prevent or reduce the causes or effects of emergencies;

b) Manage arrangements for the utilisation and implementation of municipal resources in response to emergencies;

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

d) Assist the affected community to recover following an emergency; and,

e) Complement other local, regional and state planning arrangements.

e. Glossary of Abbreviations

AO ADMINISTRATION OFFICER

AV

BHP

AMBULANCE VICTORIA

BOGONG HIGH PLAINS

CEO CHIEF EXECUTIVE OFFICER

CERA COMMUNITY EMERGENCY RISK ASSESSMENT

CFA COUNTRY FIRE AUTHORITY

DEDJTR DEPARTMENT of ECONOMIC DEVELOPMENT, JOBS, TRANSPORT and RESOURCES

DELWP DEPARTMENT of ENVIRONMENT, LAND, WATER and PLANNING

DHHS DEPARTMENT of HEALTH and HUMAN SERVICES

EMC EMERGENCY MANAGEMENT COORDINATOR

EMLO EMERGENCY MANAGEMENT LIAISON OFFICER


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EPA ENVIRONMENT PROTECTION AUTORITY

FCAR FALLS CREEK ALPINE RESORT

FCARMB FALLS CREEK ALPINE RESORT MANAGEMENT BOARD

FCRM FALLS CREEK RESORT MANAGEMENT

FCSL FALLS CREEK SKI LIFTS

ICTM FCRM MANAGER INFORMATION TECHNOLOGY

IERC INCIDENT EMERGENCY RESPONSE COORDINATOR

IMT INCIDENT MANAGEMENT TEAM

MECC MUNICIPAL EMERGENCY COORDINATION CENTRE

MEMPC MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE

MEMP MUNICIPAL EMERGENCY MANAGEMENT PLAN

MEMT MUNICIPAL EMERGENCY MANAGEMENT TEAM

MERC MUNICIPAL EMERGENCY RESPONSE COORDINATOR

MERO MUNICIPAL EMERGENCY RESOURCE OFFICER

MFMP MUNICIPAL FIRE MANAGEMENT PLAN

MFPO MUNICIPAL FIRE PREVENTION OFFICER

MRM MUNICIPAL RECOVERY MANAGER

NSP NEIGHBOURHOOD SAFER PLACE

PPE PERSONAL PROTECTIVE EQUIPMENT

PV PARKS VICTORIA

RERC REGIONAL EMERGENCY RESPONSE COORDINATOR

SIP SHELTER IN PLACE

SMS SHORT MESSAGE SERVICE

TFB TOTAL FIRE BAN

VICPOL VICTORIA POLICE

VICSES VICTORIA STATE EMERGENCY SERVICE


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Part Two – Background

2.1. Context Falls Creek Alpine Resort is located in the Victorian Alps approximately 380 kilometres north east of Melbourne and 130km south east of Albury. Situated on the edge of the Bogong High Plains, it comprises 1535 hectares of Crown land within an altitudinal range of 1210m to 1849m. Falls Creek Alpine Resort (FCAR) is bounded on all sides by the Alpine National Park and is a major tourist destination in North East Victoria that offers a variety of holiday experiences in both summer and winter seasons and delivers economic and social wealth to the region. The Falls Creek Alpine Resort includes within its boundaries:

• AGL hydroelectric power infrastructure;

• Mt McKay telecommunications tower;

• Falls Creek ski area; and

• Falls Creek Village. The Howmans Gap Alpine Centre operated by the YMCA is situated just outside the northern boundary of the Resort on the Bogong High Plains Road about 4 kilometres from Falls Creek Village. There are approximately 100 Crown leases within the Resort, the majority of which are used for commercial business purposes in the tourism sector. Falls Creek Alpine Resort is not part of a municipal district but is surrounded by the Alpine Shire. However, it is important to note that under section 5 of the Alpine Resorts (Management) Act 1997 that for the purposes of the Emergency Management Act 1986 and the Environment Protection Act 1970, an Alpine Resort is deemed to be a municipal district and its Board a municipal council. The FCARMB is, therefore, responsible for delivering a range of public services including a significant role in emergency management within the Resort. FCARMB manages a number of important facilities outside of the village precinct, which are concerned with the daily functioning of the Resort, including water supply pumps and storage sites, and a waste water treatment plant. The privately-owned Falls Creek Ski Lifts Pty Ltd (FCSL) owns and manages the ski lift and snow making infrastructure, which support winter recreation within the Resort.

2.2. Area Characteristics

2.2.1 Topography The Resort varies in elevation from 1210 to 1849 metres AHD; the village area is located at an elevation around 1600 metres. To the north west of the village is Frying Pan Spur, which sits above the Falls Creek Village. The land slopes from the spur down through the village to Rocky Valley Creek at the bottom of the valley. To the south of the village running east to west is Ruined Castle Ridge. The southern side of the ridge falls to the foreshore of the Rocky Valley Dam in the area known as Sun Valley.


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The Falls Creek Resort geological features in combination with significant groundwater movement creates additional geotechnical risk, particularly around Falls Creek Village. Falls Creek Resort Management operates an extensive risk assessment, capital improvement and ground water monitoring program to mitigate these risks. This is supported annually by the Victorian State Government via the Alpine Risk Mitigation grant fund.

2.2.2 Climate The Resort’s climate is temperate, characterised by mild summers and cold winters. Average annual rainfall is approximately 1270mm, which is reasonably evenly distributed throughout the year. A considerable proportion of the precipitation falls as snow during winter. Relative to other parts of the State, summers are cool, wet and windy with maximum temperatures averaging around 18C and rarely exceeding 27C, with overnight minimum temperatures averaging around 8C. The average humidity level over summer is approximately 65%, and the majority of days experience winds greater than 20kph, generally from the north west. Significant rainfall and thunderstorm activity can also occur in the summer months. It can become cold enough for snow at any time of the year and the Resort area is generally snow covered in winter. The average extent, duration and depth of snow cover varies throughout the year but snow cover generally persists from early to mid June through to early October. A deep cover does not usually occur until mid August reaching an average depth of about 1.5 metres up to a maximum depth of about 3 metres. The average minimum temperature in winter is about -4C with temperatures as low as around -8C reasonably common.

2.2.3 Access During the non-snow season months (typically December to May), vehicular access to the Resort is via either direction along the sealed Bogong High Plains Road, which runs from the Kiewa Valley Highway at Mount Beauty (31 kms away) across the Bogong High Plains to the Omeo Highway in the Mitta Mitta Valley. During the snow season months (typically June to November), vehicular access to the Resort is only from Mount Beauty along the Bogong High Plains Road. Access from the Omeo Highway to Falls Creek along the Bogong High Plains Road is closed during the winter months due to snow. There are two primary landing zones for helicopters within the Resort being (1) the Gully Carpark just off the Bogong High Plains Road and (2) the area just north east of Cloud 9 restaurant within the ski area.

2.2.4 Demography The population of the Resort fluctuates significantly throughout the year, characterised by peak periods within the declared snow season and summer school holidays. The population of the Resort during the declared snow season (usually declared as the period from the Queen’s Birthday weekend to the end of September) ranges between 3000 and 6500. There is an emerging trend in tourism for guests entering the resort from a more diverse range of ethnic backgrounds. English may not be the primary language for up to several hundred guests during the peak winter season. The resort has also partnered with Disabled Winter Sports Australia which has resulted in an increasing number of guests with physical and


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psychological impairments. There are approximately 1000 people who live and work at the Resort, with the remainder being tourists. In recent years, winter visitation to the Resort is characterised by busy weekends and school holiday periods, with mid-week non-holiday visitation more moderate. The busiest days at the Resort have approximately 4500 overnight guests and 2000 day visitors. The permanent summer population at the Resort is approximately 140 people, although many staff who work in the Resort live in Mount Beauty and other nearby towns, with the result that on a given work day the population would be around 200. Summer guest visitation is variable with numbers on the mountain averaging around 500 and reaching up to 3000 when an event is in progress. Additionally, staff and contractors who work in Resort live in Mount Beauty and other nearby towns, with the result that on a given work day the population can increase by several hundred. At any one time there may be a number of Vulnerable Persons in the resort that may have special needs during an emergency. Further information on Vulnerable Persons can be found in the Relief and Recovery section of this document.

2.2.5 Municipal Locations Map A set of maps detailing the area covered by this plan are in Appendix K.

2.2.6 History of Emergencies Jan 2003 Bushfire. Falls Creek Village was evacuated. Jul 2005 LPG tanker accident Bogong High Plains Road causing full road closure

for one day. Dec 2006 Major bushire in Alpine Region. Significant threat to Falls Creek Alpine

Resort infrastructure. Aug 2013 Major landslide on Bogong High Plains Road just above Bogong

Village. Bogong High Plains Road was fully closed for one night and partially closed for several more days.

Mar 2015 Minibus accident off the Bogong High Plains Road between Windy

Corner and Rocky Valley Dam wall. Two ambulances responded with minor injuries were suffered by two occupants of the minibus.

Jul 2016 Significant storm event. Bogong High Plains Road was closed for

several hours due to trees down across the road. Several hundred guests to the resort were evacuated by oversnow vehicles from Cloud 9 building due to chairlifts being inoperable. Missing person incident involving a young autistic boy lost for several hours in hostile winter alpine conditions.

Jul 2016 Significant snow shed event off a building in the Village. Entire building

was evacuated, and building suffered minor damage.


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Aug 2017 Power line across Bogong High Plains Road causing full road closure for several hours.

Aug 2017 LPG tanker stuck on two separate occasions on Bogong High Plains

Road due to icy conditions causing full road closures for several hours in each case.

Aug & Sep 2017 Numerous landslides on Bogong High Plains Road causing partial road

closures in each case.

2.2.7 Public Events That May Affect Emergency Management The Resort hosts numerous events throughout the year involving one or more outdoor activities. These events typically attract between 50 and 3000 people as participants and spectators. Examples of these events include:

• Skiing and snowboarding races and terrain park competitions (July to September).

• Mountain bike races and social events (November to April).

• Dragon boat races (January).

• Sled dog races (August).

• Peaks Challenge road cycling event (March).


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Part Three – Planning Arrangements

3.1. Planning Structures and Responsibilities

3.1.1 Victorian Emergency Management Arrangements The Emergency Management Act 1986 (EM Act 1986) and the Emergency Management Act 2013 (EM Act 2013) provide the legislative basis for emergency management in Victoria. The Emergency Management Manual Victoria (EMMV) contains policy and planning documents for emergency management and provides details about the roles different organisations play in the emergency management arrangements. The State Emergency Response Plan (SERP, EMMV Part 3), identifies the organisational arrangements for managing the response to emergencies within the State of Victoria. It applies to all agencies having roles or responsibilities in response to those emergencies, regardless of the scale of the emergency. There are a number sub-plans for some hazards that provide specific information on the arrangements for managing these types of emergencies, these plans are available in Emergency Management – Common Operating Picture (EM-COP). The SERP, in conjunction with the State Emergency Relief and Recovery Plan (EMMV Part 4), and other parts of the EMMV sets the strategic framework for preparedness, planning and emergency operations in Victoria.

3.1.2 Municipal Emergency Management Planning Committee – Terms of Reference The information below forms the basis for FCARMB Municipal Emergency Management

Planning Committee (MEMPC) Terms of Reference. This is contained in a separate document

– refer to Appendix I.

Purpose of committee

The purpose of the FCARMB MEMPC is to develop, maintain and test the MEMP.

Authority and background The Emergency Management Act 1986 requires the appointment of a planning committee, specifies the general make-up of the committee, requires the committee to comply with directions and guidelines issued by the Minister for Police and Emergency Services and allows for the making of regulations about the operation of the committee. (EMMV Part 6.4). Section 20 (1) Part 4 of the Emergency Management Act 1986; ‘a municipal council must prepare and maintain a municipal emergency management plan’. Section 21 (3) Part 4 of the Emergency Management Act 1986, ‘a municipal council must appoint a municipal emergency planning committee which has members and employees of the municipal council, response and recovery agencies and local community groups involved in emergency management issues. Section 21 (4) Part 4 of the Emergency Management Act 1986; ‘the function of the municipal emergency planning committee is to prepare a draft municipal emergency management plan for consideration by the municipal council’.


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Under the Alpine Resorts (Management) Act 1997, FCARMB is considered a municipal council for the purposes of Emergency Management (Section 5). FCARMB acknowledges its responsibilities under the aforementioned legislation and commits to provide administrative and management support to the MEMP Committee, along with careful and respectful consideration of its recommendations.

Role of committee The role of the MEMPC is to:

• Develop and maintain the FCARMB MEMP for endorsement by the MEMPC and adoption by FCARMB;

• Determine the need for and participate in functional sub-committees and working groups to plan for specific emergencies, address issues and develop and implement projects;

• Assist in identifying, analysing and evaluating existing and new and emerging emergency related hazards and risks;

• Provide input into risk treatment strategies;

• Prepare risk specific response and recovery plans for the Resort;

• Contribute to the continuous improvement of the FCARMB MEMP through monitoring, review and development;

• Contribute to testing the MEMP through conducting and participating in emergency exercises.

This committee should operate as a planning committee and not merely as a reporting committee.

Membership of committee The membership of the MEMPC comprises: FCARMB Representatives

• Emergency Management Coordinator (EMC – Chairperson)

• CEO

• Municipal Emergency Resource Officer (MERO)

• Deputy Municipal Emergency Resource Officer (Deputy MERO)

• Municipal Recovery Manager (MRM)

• Deputy Municipal Recovery Manager (Deputy MRM) Local Emergency Services Representatives

• Victoria Police (VICPOL)

• Victoria State Emergency Service (VICSES)

• Country Fire Authority (CFA)

• Ambulance Victoria (AV) Government Agency Representatives

• Department of Environment, Land, Water and Planning (DELWP)

• Parks Victoria (PV)

• Department of Health and Human Services (DHHS)

• VicRoads


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Utility Company Representatives

• Ausnet Services

• Telstra (to be requested 2018)

• Elgas (to be requested 2018)

Other Relevant Representatives

• Falls Creek Ski Lifts (FCSL)

• Alpine Shire Council

• Falls Creek Community Volunteer Coordinator (CVC)

Committee quorum A quorum will be achieved with the attendance of the following representatives:

• Victoria Police – MERC or Deputy

• FCARMB – MERO or Deputy and MRM or Deputy

• Emergency Services agencies: 1 representative from CFA and VICSES.

• Government agencies: 1 representative from DHHS. No resolutions can be made if a quorum is not reached but a meeting can be held; minutes taken and issues referred for resolution to the next meeting of the MEMPC at which a quorum is reached.

Role of Chairperson The EMC will perform the role of the Chairperson. The Chairperson is responsible for making sure that each meeting is conducted according to the Terms of Reference and that matters are dealt with in an orderly, efficient manner. The Chairperson carries the authority to keep order and maintain progress in line with the agenda. The Chairperson must make the most of all his/her committee members and ‘lead the team'. This also involves regularly reviewing the Committee's performance and identifying and managing the process for renewal of the Committee through recruitment of new members. The MERO or Deputy MERO will fill the role of Chairperson in the event that the EMC is absent.

Frequency of meetings The MEMPC is required to meet ideally on at least 3 occasions each year to progress items related to Emergency Management for the Resort and to review the operational aspects of the MEMP. The preferred dates of these meetings are May and October each year with an additional meeting scheduled to conduct a practical exercise to test a section(s) of the MEMP or for review of hazards via the CERA working group. Following an emergency event and after the debrief meeting (after action review) called by the MERC, the MEMPC will meet to assess any recommended changes to the MEMP that were identified in the debrief meeting. The MEMP is not required to give public notice of their meetings, and meetings are not required to be open to the public. FCARMB will provide a suitable venue and catering for the MEMPC meetings. Agencies are expected to provide representatives that are authorised and empowered to deliver outcomes.


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Agendas and minutes Calls for topics for the MEMPC agenda will be circulated three weeks prior to the meetings. Members are to provide a written report to the Chairperson outlining any agency specific emergency management actions and issues of interest to the MEMPC not less than seven days prior to the meeting. Meeting minutes will be taken by the Chairperson and circulated to the MEMPC membership not later than 14 days after the meeting. Responsibilities and actions will be identified and where appropriate, subject to time lines in the meeting minutes. Reports to the FCARMB will be made where specific issues require FCARMB’s determination based on the recommendation of the MEMPC. The standard agenda for MEMPC meetings is provided in Appendix D.

3.1.3 Sub-Committees and Working Parties The MEMPC will determine the need to establish sub-committees / working parties to investigate and report on specific issues that will assist the MEMPC in meeting its obligations under the Emergency Management Act 1986. The MEMPC will determine the Terms of Reference and reporting timeframes for any sub-committees / working parties. The MEMPC can delegate this task to a sub-committee or working party but will endorse or accept them at the MEMPC’s next meeting. The membership of any sub-committee / working party will consist of agencies and organisations represented on the MEMPC, and other representatives as deemed necessary by the MEMPC. Any established sub-committee / working party will report to the MEMPC for any actions to be undertaken and recommendations that will be required to go to the FCARMB. Minutes will be taken at all sub-committee / working party meetings and will be distributed in accordance with the MEMPC meeting minutes and agendas. If the function of a sub-committee / working party is completed, the sub-committee / working party can be disbanded at a meeting of the MEMPC. A sub-committee / working party may continue with a watching brief for their area of responsibility and not be required to meet until necessitated by a review or change in circumstances. A currency and accuracy review of sub-plans should occur every 12 months, with full reviews every three years, unless otherwise stated. There is currently only one working party reporting to the Falls Creek MEMPC being the CERA working party. This working party is chaired by VICSES with participation by FCARMB, VICPOL, CFA and other subject matter experts as required.


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3.1.4 Municipal Emergency Management Functions and Roles FCARMB accepts responsibility for management of its resources and the coordination of community support to counter the effects of an emergency during the response, relief and recovery from emergencies. This includes the management of:

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

• The provision of resources to control and relief agencies during the response and relief phases;

• FCARMB assistance to agencies during the response, relief and recovery from emergencies;

• The assessment of the impact of the emergency; and

• Relief and recovery activities within the Resort in consultation with DHHS.

Municipal Emergency Management Team (MEMT) To carry out these management functions during an emergency, FCARMB will form a Municipal Emergency Management Team (MEMT). This group will consist of:

• Emergency Management Coordinator (EMC)

• Municipal Emergency Resource Officer (MERO)

• Municipal Recovery Manager (MRM)

• Media Liaison Officer (MLO)

• Control Agency Representative

• Administration Officer

• Others co-opted as required The Administration Officer provides administration support to the MEMT such as keeping preparing agendas, minutes of meetings, etc. The MEMT, or part thereof, will convene when the scale of the emergency dictates the requirement for the provision of any of the functions outlined above. Members of the MEMT will liaise to determine what level of activation is required. The functions of the MEMT will be carried out in consultation with:

• The Regional Emergency Response Coordinator (RERC), with respect to the coordination and provision of resources; and

• The Control Agency.

Key FCARMB Emergency Management Roles The following table lists the key emergency management positions within FCARMB:

Role

EMC Emergency Management Coordinator

MERO Municipal Emergency Resource Officer

Deputy MERO Municipal Emergency Resource Officer


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Role

MRM Municipal Recovery Manager

Deputy MRM Municipal Recovery Manager

MLO Media Liaison Officer

AO Administration Officer

ICTM ICT Manager

CVC Community Volunteer Coordinator

EMLO Emergency Management Liaison Officer

Contact information for these roles is contained in Appendix A. The responsibilities of each of the above positions are outlined below.

Emergency Management Coordinator (EMC) The role of the EMC is to:

• Participate in the CERA Working Group;

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

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

• Track the progress of risk treatment programs;

• Chair the MEMPC;

• Ensure the MEMP is effective and current;

• Ensure that municipal resources are utilised effectively in a community emergency, for response and recovery activities;

• Coordinate the emergency management activities of, and liaise closely with the MERO and MRM;

• Ensure that a MECC can be activated at short notice if required in event of an emergency;

• Arrange meetings of the MEMPC as required;

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

• Ensure that an effective contact arrangement is maintained so that FCARMB resources can be accessed on a 24-hour basis;

• Ensure that arrangements with contractors to provide response or recovery support during an emergency are managed and documented appropriately;

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

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

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


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

• Keep the Board and Chief Executive informed on emergency management activities, including the presentation of an annual report on activities that includes expenditure incurred by the FCARMB during the previous 12 months.

Municipal Emergency Resource Officer (MERO) The role of the MERO is to:

• Coordinate FCARMB resources in emergency response;

• Provide FCARMB resources when requested by the Control Agency or police during response activities;

• Maintain effective liaison with emergency agencies within or servicing the Resort;

• Keep the MECC prepared to ensure immediate activation if needed;

• Liaise with the EMC and MRM on the best use of FCARMB resources;

• Organise a response debrief if requested by the Municipal Emergency Response Coordinator (MERC);

• Ensure resources are made available for on call 24 hour contact requirements;

• Ensure procedures and systems are followed for monitoring and recording expenditure by FCARMB in relation to emergencies;

• Maintain in resort hand-held communications systems;

• Ensure operational details of the MEMP are kept up to date, including contact information, plant and equipment availability and Action Statements updates;

• Attend appropriate regional emergency management meetings on behalf of FCARB;

• Liaise with the CVC to manage deployment of volunteers; and

• Perform other duties as determined. Any agency requiring FCARMB support will request that support through the MERO who will pass on all requirements.

Deputy Municipal Emergency Resource Officer (Deputy MERO) The role of the Deputy MERO is to fulfil the role of the MERO as defined above when the MERO is unavailable, or to undertake specific requirements as directed by the MERO during an emergency event.

Municipal Recovery Manager (MRM) The role of the MRM is to:

• Coordinate FCARMB and community resources for relief and recovery;

• Assist with collation and evaluation of information gathered in the post impact assessment;

• Establish priorities for the restoration of community services and needs;

• Liaise with the EMC and MERO on the best use of FCARMB resources;

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

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

• Attend appropriate regional emergency management meetings on behalf of FCARMB;

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


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• Undertake specific recovery activities as determined. The operational Relief and Recovery arrangements are described in Part Six of this Plan.

Deputy Municipal Recovery Manager (Deputy MRM) The role of the Deputy MRM is to fulfil the role of the MRM as defined above when the MRM is unavailable, or to undertake specific requirements as directed by the MRM during an emergency event.

Media Liaison Officer (MLO) The role of the MLO is to provide effective control for communication with the village, Alpine Resort Management Board, general public and media during an emergency event. This includes responsibility for content, timing and distribution of information which may have an impact on Falls Creek Alpine Resort. This role is typically performed by the FCARMB CEO but may also be performed by the EMC or FCARMB Director of Marketing and Communications under delegation. In some emergency events all communications with external parties will be managed by VICPOL and responsibilities for the MLO will relate to the local area only.

Administration Officer (AO) The role of the AO is to:

• Provide the Administration support to the MEMT as required;

• Undertake ongoing administration activities related to FCARMB emergency management at the direction of the EMC, MERO or CEO.

• Assist set up of the MECC when it is activated and confirm communication systems are working;

• Record all decisions, transactions and resource allocations during an emergency event whilst the MECC is activated;

• Ensure that there are adequate resources for the smooth operation of the MECC such as stationary, water, food if required, etc.

Information & Communication Technology Manager (ICTM) The role of the ICTM is to:

• The setup and maintenance of additional phone and computer infrastructure and data connection for the MECC or MEMT during an emergency event.

• The maintenance of FCARMB’s satellite phones throughout the year.

• The maintenance of FCARMB’s file network, email and phone system to ensure it is robust and functional at all times.

The ICTM will report to the CEO or EMC during the response and recovery phase of an emergency and will be responsible for developing and activating the IT Disaster Recovery Plan for FCARMB if required.


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Community Volunteer Coordinator (CVC) The role of the CVC is to:

• Develop and maintain a community volunteer register;

• Advise the MEMPC on matters relating to volunteer engagement in the response, relief and/or recovery phases on an emergency;

• Coordinate and register local FCAR volunteers on behalf of FCARMB during an emergency event; and

• Manage spontaneous volunteers and community donations

Emergency Management Liaison Officer (EMLO) An Emergency Management Liaison Officer (EMLO) is a person appointed by the MEMT who:

• Represents FCARMB in: o another agency’s facility utilised to manage an emergency response; o a coordination centre; or o an emergency management team; and

• Is empowered to commit, or to arrange the commitment, the resources of FCARMB to the response to an emergency; and

• Represent the interests of FCARMB and provides advice in relation to impacts and consequence management.

3.1.5 Municipal Fire Prevention Officer (MFPO) FCARMB is not declared to be a Municipal Council under the Country Fire Authority Act 1958. Therefore, the mandatory requirement under this legislation for appointment of this position does not apply to FCARMB. The Falls Creek MEMPC has determined that there is no requirement for appointment of an MFPO or activation of a Municipal Fire Management Planning Committee (MFMPC). All requirements for fire management will be covered via the MEMPC meetings.

3.1.6 Compensation of Registered Volunteer Emergency Workers Compensation for all Voluntary Emergency Workers will be as directed in Part 6 of the Emergency Management Act 1986. It is the responsibility of FCARMB (via the CVC) to ensure that all of the Volunteer Emergency Workers are registered.

3.1.7 Maintenance of the MEMP

MEMP Review Content of this MEMP is to be reviewed annually or after an emergency which has utilised part of this plan. The custodian of this MEMP is the MEMPC, and the EMC will facilitate and action alterations and changes as required. Organisations delegated with responsibilities in this MEMP are required to notify the EMC of any changes of detail relating to their organisation contained within the MEMP (e.g. contact information) as they occur. Amendments are to be made and distributed by FCARMB as required. See Appendix A for the MEMP distribution list.


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MEMP Testing This MEMP will be tested on an annual basis to ensure that its contents are current and relevant. This will be done in a form determined by the MEMPC. Any procedural anomalies or shortfalls encountered during these exercises, or ensuing operations, will be addressed and rectified at the earliest opportunity. This will be managed by the custodian of this MEMP as listed above. The proposed date for testing the plan, and the particular scenario, will be determined by the MEMPC at its first meeting of the year, with the results of any exercise reported at the next MEMPC meeting.

3.2. Audit Requirements and Process FCARMB, pursuant the Emergency Management Act 1986 section 21A, shall submit the MEMP to the VICSES for audit at least once every 3 years. This audit will assess whether the plan complies with guidelines issued by the Chief Officer, VICSES, and assists the MEMPC to develop and maintain a high quality MEMP. The most recent version endorsed by the MEMPC and endorsed by FCARMB will be submitted for audit at least once every three years. Audit questions can be found the Emergency Management Manual Victoria (EMMV), Part 6, Appendix 2. An audit report will be provided to FCARMB, indicating whether or not the MEMP complies with these guidelines and if there are opportunities to improve the plan or planning process. Councils must within three months of receiving an audit report forward a copy of its written response to the Chief Officer, VICSES. A MEMP that does not comply with these guidelines will be audited again in 12 months.


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Part Four – Prevention / Mitigation Arrangements

4.1. Background / Introduction FCARMB recognises that it has a key role in the in prevention and mitigation activities to reduce the risk, or minimise the effects, of emergencies that may occur within the Resort. In conjunction with the MEMPC’s work in identifying and mitigating key hazards to the Resort, FCARMB’s enforcement and continued reviewing of existing policies in land use, building codes and regulations, and urban planning, along with the various agencies responsible for prevention activities throughout the community, combine to ensure that all measures possible are addressed to reduce the likelihood of emergency while also reducing any potential consequences.

4.2. Hazard, Exposure, Vulnerability and Resilience Community resilience plays a vital role in ensuring that communities recover from emergencies such as bushfires, storms etc. The strength and prosperity of any community, no matter how big or small, are enhanced by the resilience of its individuals and communities. Resilience is:

- The capacity at different levels – individual, family, community or even an entire country – to anticipate and engage with a crisis without losing identity.

- When the community understands their risks so that they are better

able to prepare, plan and respond to a crisis event and hence recover quicker and stronger.

- Resilience is when a community is well connected; where neighbours know

and support each other, where volunteerism is high and residents have a strong sense of wellbeing.

FCARMB is committed to helping our local community build resilience through providing information and support, and aiding recovery and preparation. FCARMB does this through informal networks whereby a very high proportion of the local residents engage in emergency services volunteer agencies, such as Falls Creek CFA and SES.

4.3. Risk Assessment Process and Results The Community Emergency Risk Assessment (CERA) has been developed by the Victorian SES and provides MEMP Committees with a framework for improving community safety and resilience from hazards and emergencies. FCARMB has adopted the CERA as its formal risk management process to inform the MEMP on the key hazards facing the Resort.


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A working group of the MEMPC was formed in 2017 to re-evaluate FCAR’s potential hazards using the CERA process on the 25th October 2017. The CERA process identified 6 high risk hazards facing the Resort and assessed them against the maximum foreseeable consequence of a particular hazard using a risk matrix. Expert opinions were then sought on each of the identified risks and an assessment of the likely impacts on the community and their ability to deal with these risks were provided. The committee looked at the existing plan and mitigations that have been put in place before re-evaluating the impact of these risks on the communities involved. These risks were then rated again for their likelihood and frequency as well as the residual consequence for assets, values and functions. The results of the CERA re-evaluation now form the framework for planning over the next three years to develop, improve and test plans put in place and to mitigate the impacts of the key hazards the Resort faces. The following table outlines identifies the 6 top CERA hazards facing the Resort and the appropriate control/response agency (see EMMV Part 7).

Risk # Hazard Description

Ratings Confidence

Residual

Risk Rating Control Agency

1 Bushfire – Large / Regional

High High CFA, DELWP

2 Storm High Medium VICSES

3 Human Epidemic / Pandemic

High Medium DHHS

4 Geotechnical Failure

Medium Medium VICSES

5 Utility Failure High High

VICPOL (critical infrastructure),

DELWP (electricity, natural gas, petroleum and liquid fuels, water and sewerage),

VicRoads (roads / bridges / tunnels)

6 Fire – Structural High High CFA

Additional detail is contained in CERA report referenced in Appendix I.


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4.4. Treatment/Sub-Plans The following table indicates the Treatment Plans in place at FCARMB to mitigate the risks identified via the CERA process:

Risk # Hazard Description FCARMB Treatment Plans

1 Bushfire – Large / Regional

• Municipal Fire Management Plan

• Building Code of Australia Policy CLP6.1

• Bushfire Risk Assessment Policy CLP6.2

• Design and Siting Guidelines CLP6.4

2 Storm



• Stormwater Performance Audit Report

3 Human Epidemic / Pandemic

• Water Supply Risk Management Plan

4 Geotechnical Failure • Geotechnical Annual Monitoring Report

5 Utility Failure • Water Supply Risk Management Plan

• Sewage Treatment Plant Environmental Risk Based Monitoring Plan

6 Fire – Structural

• Municipal Fire Management Plan



Refer to Appendix I for further information regarding these documents.

4.5. Monitoring and Review The MEMPC’s risk assessment (CERA) process is subject to minor reviews annually and should undergo a major review at least once every 3 years, between audits. These reviews are undertaken by the MEMPC CERA Working Group.

4.6. FCARMB Prevention Measures FCARMB undertakes the following operational measures annually in order to mitigate the key risks identified in 4.3:

1. Bushfire

• Targeted vegetation management program for public land high risk areas and key infrastructure sites.

• Maintenance of fire access roads.

• Lease area compliance inspections.

• Maintenance/testing of water supply, plant and equipment.


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2. Storm

• Inspection, maintenance and upgrade of stormwater infrastructure.

3. Human Epidemic/Pandemic

• Implement measures as advised by DHHS.

• Ensure emergency supplies are current and adequate.

• Ensure water supply management requirements are up to date.

4. Geotechnical Failure:

• Inspection, maintenance and upgrade of groundwater monitoring network.

• Data collection and examination.

• New risk mitigation infrastructure per funding provided by Alpine Risk Mitigation program.

• Risk assessment updates of key sites.

5. Utility Failure

• Inspection, maintenance and upgrade of water supply and waste water treatment infrastructure.

• Update to Risk Management Plans as required.

• Implement required training for operational resources.

• Risk identification and upgrade prioritisation with other third party utility providers.

6. Fire – Structural

• Bi-annual village hydrant testing.

• Management of parking and access within village precinct.

• Management of permit arrangements for winter period.

• Maintenance of CFA building. These works are included in the Capital and Recurrent expenditure programs associated with the Infrastructure & Mountain Response Directorate and the Economic Development & Land Management Directorate.


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Part Five – Response Arrangements

5.1. Introduction The objective of emergency response activities in Victoria is to reduce the impact and consequences of emergencies on people, communities, essential and community infrastructure, industry, the economy and the environment. These response principles apply, regardless of the size of the emergency, and of how many agencies are involved in the response. The response concept provides the mechanism for the build-up of appropriate resources to cope with emergencies throughout the State. It also provides for requests for physical assistance from the Commonwealth when State resources have been exhausted. Most incidents are of local concern and can be coordinated from local Municipal resources. However, when local resources are exhausted, response provides for further resources to be made available, firstly from neighbouring Municipalities (on a Regional basis) and then, secondly on a State-wide basis.

5.1.1 State Emergency Management Priorities The State has endorsed a set of emergency management priorities to underpin and guide all decisions made during emergencies in Victoria. The priorities focus on the primacy of life and the issuing of community warnings and information, in order to assist people to make informed decisions about their safety. The priorities are:

• Protection and preservation of life is paramount. This includes: o Safety of emergency services personnel; and o Safety of community members including vulnerable community members and

visitors/tourists located within the incident area.

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

• Protection of critical infrastructure and community assets that supports community resilience.

• Protection of residential property as a place of primary residence.

• Protection of assets supporting individual livelihoods and economic production that supports individual and community financial sustainability.

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

The State Emergency Management Priorities provide a framework for the emergency managers to identify the priority roles and actions of agencies in an emergency response, especially where there are concurrent risks or competing priorities.


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5.1.2 Operational Tiers Emergency response operations is managed through the following operational tiers:

• State

• Regional

• Incident Not all tiers will be active for every emergency. In general, the State and Regional tiers are active only for major emergencies or where major emergencies are anticipated to occur. Non-major emergencies are managed only at the Incident tier.

5.1.3 Classes of Emergencies The Emergency Management Act 2013 contains specific definitions for emergencies. A Class 1 emergency is either:

• a major fire or

• any other major emergency for which the control agency is the MFB, CFA or Victoria State Emergency Services (VICSES).

A Class 2 emergency is a major emergency that is not:

• a Class 1 emergency or

• a warlike act or act of terrorism, whether directed at Victoria or at any other state or territory of the Commonwealth.

The State Emergency Response Plan also defines a Class 3 emergency (also known as security emergencies) as:

• a warlike act or act of terrorism, where directed at Victoria or at any other state or Territory of the Commonwealth or

• a hi-jack, siege or riot. A Major emergency is: (a) a large or complex emergency (however caused) which:

• has the potential to cause, or is causing, loss of life and extensive damage to property, infrastructure or the environment or

• has the potential to have, or is having, significant adverse consequences for the Victorian community or a part of the Victorian community or a part of the Victorian community or

• requires the involvement of two or more agencies (fire service agencies if a major fire) to respond to the emergency or

(b) a Class 1 emergency or (c) a Class 2 emergency. A Major fire is a large or complex fire (however caused) which: (a) has the potential to cause or is causing loss of life and extensive damage to property, infrastructure or the environment or (b) has the potential or is having significant adverse consequences for the Victorian community or a part of the Victorian community or (c) requires the involvement of two or more fire service agencies to suppress the fire or


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(d) will, if not suppressed, burn for more than one day. Sections 37 and 38 of the Emergency Management Act 2013 prescribe specific arrangements for the Class 1 emergencies and fires other than major fires.

5.2. Command, Control, Coordination Victoria bases its emergency arrangements on the management functions of control, command, coordination, communication and community connection, broadly described as follows:

• Control – the overall direction of response activities in an emergency, operating horizontally across agencies. Controllers are responsible for leading all agencies responding to the emergency.

• Command – the internal direction of personnel and resources of an agency, operating vertically within the agency.

• Coordination – the bringing together of agencies and resources to ensure effective preparation for, response to and recovery from emergencies.

• Consequences – the management of the effect of emergencies on individuals, the community, infrastructure and the environment.

• Communication – the engagement and provision of information across agencies and proactively with the community to prepare for, respond to and recover from emergencies.

• Community connection – the understanding and connecting with trusted networks, trusted leaders and all communities to support resilience and decision making.

5.3. Local Response Arrangements and Responsible Agencies

5.3.1 Coordination of Emergencies at the Regional and Municipal Levels In accordance with section 56 of the Emergency Management Act 2013 and on the request of the Emergency Management Commissioner, the Chief Commissioner of Police has appointed members of the police force as:

• a Regional Emergency Response Coordinator (RERC) for each region

• a Municipal Emergency Response Coordinator (MERC) for each municipal district. RERCs and MERCs are responsible for emergency response coordination at the regional and municipal tiers respectively. Their role and responsibilities are outlined below. The most senior member of Victoria Police at the first response to a non-major emergency is the incident emergency response coordinator (IERC). For a minor incident or in the absence of the MERC the IERC performs the coordination role of the MERC. The IERC is assisted by the MERC if required.


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Regional Emergency Response Coordinator (RERC) The member of Victoria Police appointed by the Chief Commissioner of Police as an emergency response coordinator for each Victorian Government region is known as a Regional Emergency Response Coordinator (RERC). The RERC may from time to time appoint deputies. The RERC is responsible for bringing together agencies and resources within a region to support the response to emergencies. The role of the RERC is to:

• coordinate resources or services within the emergency response region, having regard to the provisions of section 56 (2) of the Emergency Management Act 2013;

• monitor control arrangements for emergencies across the region to ensure they are effective;

• in the event of uncertainty, determine which agency is to perform its statutory response role within a region, in accordance with the requirements of the EMMV Part 7 – Emergency Management Agency Roles, where more than one agency is empowered to perform that role;

• where necessary, ensure the Regional Controller has formed and is chairing the REMT or, where there are multiple disparate emergencies in the Region, form and chair the REMT;

• monitor the provision of information and warnings to affected communities;

• source resources and services requested by the MERC and escalate requests unable to be fulfilled by the region to the Emergency Management Commissioner through the Senior Police Liaison Officer (SPLO);

• ensure the Regional Controller/s develop a regional strategic plan for the management of the emergencies within the region;

• ensure the Regional Recovery Coordinator has been notified of the emergency to ensure relief and recovery measures are in place;

• monitor the provision of relief across the region, in collaboration with the Regional Recovery Coordinator;

• consider registration of persons affected by the emergency;

• monitor the need to declare an emergency area;

• provide the SPLO with information or advice on issues relating the control, command and coordination of the emergency response, including issues relating to consequence management, the provision of relief and the transition to recovery; and

• ensure the Regional Control Team and REMT conduct an operational debrief, where necessary, after a period of activation.

Municipal Emergency Response Coordinator (MERC) The member of Victoria Police appointed as an emergency response coordinator for each municipal district is known as a MERC. The MERC is responsible for bringing together agencies and resources within a municipal district to support the response to emergencies. The MERC communicates with the Emergency Management Commissioner through the RERC (and subsequently the SPLO).


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The role of the MERC is to:

• ensure that the appropriate control and support agencies are in attendance - or have been notified by the controller and are responding to an emergency;

• in the event of uncertainty, determine which agency is to perform its statutory response role in accordance with the requirements of EMMV Part 7 – Emergency Management Agency Roles, where more than one agency is empowered to perform that role;

• ensure the incident controller has formed and is chairing an IEMT or, if the incident controller is unable to attend or there are several disparate emergencies within the municipality, form and chair an IEMT;

• ensure timely warnings and information are provided to the community and support agencies by the Control Agency;

• arrange for the provision of response resources requested by control and support agencies and escalate unfulfilled requests to the RERC;

• ensure the incident controller has developed and issued an incident action plan (including objectives and strategies for managing the incident);

• ensure the Municipal Recovery Manager has been notified by the incident controller of the emergency, to ensure relief and recovery measures are in place;

• consider the provision of relief to affected communities where necessary and advise the Municipal Recovery Manager of requirements;

• consider registration of persons affected by the emergency;

• ensure the Municipal Emergency Resource Officer is advised of the emergency, is available to provide access to council owned or controlled resources if required and is receiving information as appropriate;

• consider the need for declaration of an emergency area;

• provide the RERC with information or advice on issues relating the control, command and coordination of the emergency response, including issues relating to consequence management, the provision of relief and the transition to recovery; and

• ensure the Control Agency for the emergency has organised an operational debrief with participating agencies as soon as practicable after cessation of response activities.

Incident Emergency Response Coordinator (IERC) The IERC is usually the senior member of Victoria Police at the initial scene of an emergency or at the place where control is being exercised at incident level. This role usually relates to the first response to an emergency, and the person fulfilling the role may change in seniority as the emergency escalates or de-escalates. The role of the IERC is to:

• maintain a presence at the place where control is being exercised and represent the MERC in their absence;

• ensure effective control is established and maintained;

• ensure that the appropriate control and support agencies are in attendance – or have been notified by the controller and are responding to an emergency;

• in the event of uncertainty, determine which agency is to perform its statutory response role in accordance with the requirements of EMMV Part 7 – Emergency Management Agency Roles, where more than one agency is empowered to perform that role;

• ensure the incident controller has formed and is chairing an IEMT and is ensuring effective information sharing;

• arrange for the provision and allocation of resources requested by control and support agencies and escalate unfulfilled requests to the MERC or RERC;


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• ensure timely warnings and information are provided to the community and support agencies by the Control Agency;

• ensure the incident controller has developed and issued an incident action plan (including objectives and strategies for managing the incident);

• consider the need for declaration of an emergency area; and

• provide the MERC or RERC with information or advice on issues relating to control, command and coordination of the emergency response, including issues relating to consequence management, the provision of relief and the transition to recovery.

5.3.2 Control and Support Agencies A Control Agency is the primary agency responsible for responding to a specified type of emergency. It is the responsibility of the Control Agency to formulate action plans for a given emergency in consultation with Support Agencies. The Control and key Support Agencies for various types of identified emergencies within FCAR are listed in Appendix B. There are complex emergencies where a shared accountability across a number of agencies occurs. In these cases, there is a need for a single agency to be responsible for the collaborative response of all the agencies. For the purposes of consistency, the term Control Agency will be used to describe this lead agency role. Where an emergency type is not listed or where there is uncertainty in identifying a Control Agency, the Emergency Management Commissioner or relevant emergency response coordinator (RERC, MERC, or IERC) will determine the Control Agency. The Control Agency will generally be the agency with a role or responsibility that is most closely aligned to the emergency. The Control Agency may change as the emergency progresses or is clarified. The Control Agency is based on the major effect of the incident/event rather than the cause and control can be transferred when the major effect of the incident/event reduces and another effect becomes more important.

5.3.3 Activation of the MEMP Activation of the MEMP will normally occur as the response to an emergency situation develops and typically at the request of Victoria Police or another responsible authority. However, the EMC, MERO or MRM can also activate the relief and/or recovery components of the MEMP, if it is deemed these services are immediately required in response to an emergency event, before Victoria Police or another responsible authority has had time to assess the situation. Response arrangements should be implemented at the earliest possible opportunity for the impacts of an emergency to be minimised. The MERO is responsible for notifying the MRM of the potential need for relief and recovery services. Together they will assess the relief and recovery needs of the emergency. In some instances, the Regional Recovery Coordinator may inform the MRM of the need for recovery activities. The following phases of activation have been identified that will assist in preparing for and responding to an emergency and subsequently handing over to the MRM for recovery activities.


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Alert Upon receipt of warning or information that an emergency may occur or affect the Resort, the FCARMB organisation must be alerted to ensure readiness to act if called upon. Some of the activities that should be considered in this phase are:

• Establishing the nature and extent of the emergency;

• Warning key personnel including FCARMB senior management, FCARMB emergency management team members, MERC (if not already aware);

• Confirming communication arrangements;

• Establishing the flow of information between the Resort and relevant control and support agencies;

• Confirming the applicable Control Agency;

• Alerting other co-operating outside agencies; and

• Issuing public warnings, as authorised by the Control Agency.

Standby As the threat, or the effects of the emergency, becomes imminent, members of the relevant agencies or sections are placed on Standby, thus being ready to move immediately if they are required. Some of the activities that should be considered in this phase are:

• Establishing the Municipal Emergency Co-ordination Centre (MECC) for the management of FCRAMB’s operations;

• Prepare equipment and personnel for immediate action;

• Identify assembly areas; and

• Maintaining communication with the MRM in relation to implementation of any emergency relief or recovery services that may be required.

Action This is the operational phase of the emergency when control and support agencies are committed to contain or control the emergency. Some operations may necessitate moving to the ‘Action’ phase immediately without the ‘Alert’ and ‘Standby’ phases being implemented. For this reason, it is mandatory that all organisations having a role in this Plan be in a state of preparedness at all times. Some of the activities that should be considered in this phase are:

• Mobilise personnel/equipment as requested/required;

• Identifying and establishing one or more Emergency Relief Centre(s) as required, including mobilising staff to manage the facility;

• Ensuring full records are maintained of all communications, including deployments;

• Maintaining records of financial commitments made by FCARMB in response to the emergency, or on behalf of requesting agencies in relation to the emergency;

• Produce situation reports on a regular basis for higher authorities;

• Ensure Volunteer Emergency Workers are registered; and

• Support response personnel whether FCARMB, other agencies or volunteers, by providing as necessary:

o Food and water o Toilets, wash facilities o Rest areas, seats, beds etc. o Transport to and from incident response location(s).

Emergency Relief and Recovery usually also commences when Response commences. The MRM will work closely with the MERO to determine the anticipated relief and recovery requirements early. Relief and recovery arrangements will be deployed when required, even during the Action phase.


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Stand Down When the MERC, after consultation with the Control Agency and any other relevant agency, is satisfied that the response to the emergency has been completed, they will advise all participating agencies of ‘Stand Down’ from the Response. Where ‘Alert’ or ‘Stand By’ has been initiated but has not progressed to ‘Action’, the ‘Stand Down’ can be issued by the EMC or MERO.

Debrief The MERC or RERC is responsible for ensuring the Control Agency for the emergency organises an operational debrief with representatives from all participating agencies (including recovery agencies) as soon as practicable after end of response activities. The purpose of the debrief is to:

• Ensure participating agencies understand what happened during the emergency and why; and

• Assess the adequacy of the response, identify any problems, highlight areas that were handled well, and recommend any changes to the relevant agency plan(s) and future operational response activities in order to improve the safety, efficiency and effectiveness of future emergency responses.

It may also be appropriate to conduct a separate recovery debrief to address recovery issues. This should be convened and chaired by the MRM and all agencies and volunteers engaged in the recovery process.

5.3.4 FCARMB’s Responsibilities in Response Activities Part 7 of the EMMV includes the following indicative list of the activities expected to be carried out by councils during the Response phase of an emergency:

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

• Provision of facilities for emergency services’ staging areas;

• Facilitation of the delivery of warnings to the community;

• Provision of information to public and media;

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

• Clearance of blocked infrastructure and local roads, including tree removal; and

• Support to VicRoads for partial/full road closures and determination of alternative routes.

Most of these activities are carried out by councils in close conjunction with, or with direct support by, Government departments and agencies. Action Statements for the key identified types of emergencies at FCAR are contained in Appendix C. These Action Statements list more specific, detailed activities that FCARMB is to take in the event of a given type of emergency. Action Statements have been developed for the following:

1. Response to Emergency. 2. Prepare Municipal Emergency Coordination Centre (MECC) 3. Activate and Operate the Municipal Emergency Coordination Centre (MECC). 4. Activate and Operate Relief Services.


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5. Emergency Accommodation in Falls Creek Alpine Resort. 6. Request for Emergency Assistance from Alpine Shire 7. Direction from VICPOL to Evacuate Falls Creek Alpine Resort 8. Development of a Recovery Plan. 9. Storm 10. Human Epidemic/Pandemic 11. Geotechnical Failure within FCAR 12. Geotechnical Failure on Bogong High Plains Road. 13. Utility Failure 14. Missing Person. 15. Evacuation of Ski Lift. 16. Evacuation of Ski Field.

Note that all Action Statements related to fire events are contained in the Municipal Fire Management Plan (MFMP) – refer to Appendix I.

5.3.5 Evacuation Evacuation is the planned relocation of persons from dangerous or potentially dangerous areas to safer areas and eventual return. Evacuation may be undertaken by individuals, families and households on their own volition and independent of advice, or it may be after an assessment of information provided by a Control Agency. Evacuations may be pre-warned or immediate depending on the circumstances. The decision to recommend evacuation is made by the Incident Controller. Victoria Police is responsible for the coordination of evacuation in consultation with the Control Agency. Consideration must be given to the area which is to be evacuated, the route to be followed, the means of transport and the location to which evacuees will be asked to attend. The Incident Controller/Control Agency delivers the warning or recommendation to those affected of impending evacuation – the process of further disseminating this to the community will be assisted by the FCARMB MLO. Victoria Police are responsible for managing the withdrawal from the affected area and for coordinating shelter of evacuated people. Depending on the circumstances evacuated people may be directed to an emergency relief centre. FCARMB is responsible for establishing and managing the relief centre. Victoria Police are responsible for coordinating the return of evacuated people upon advice of the Control Agency that it is safe to return. Once the decision to evacuate has been made, the MERO should be contacted to assist in the implementation of the evacuation. FCARMB will provide advice regarding the most suitable Emergency Relief Centre, potential staging areas or assembly points and other resources that may be required (e.g. public health, emergency relief considerations or requirements and special needs groups). Assistance in an evacuation may also need to be provided by private transport operators. FCARMB may be called upon to assist with this process.


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Refer to Action Statement C7 – Direction from VICPOL to Evacuate Falls Creek Alpine Resort (FCAR) contained in Appendix C for further guidelines on evacuating FCAR. Further information in relation to Relief and Recovery elements of evacuation is contained in Part 6.

5.4. Municipal Emergency Coordination Centre (MECC) To cope effectively with emergency response, a well-equipped coordination centre must be capable of being made operational at short notice. It must be capable of accommodating the MEMT, services and equipment necessary to the operation of a Municipal Emergency Coordination Centre (MECC). The MECC will be the location from which relevant personnel coordinate and organise emergency provision of FCARMB and community resources within the Resort. It will also maintain an overall view of the operational activities within this MEMP's area of responsibility for record and debrief purposes. The MECC may also become operational during support operations to a neighbouring municipality. MECC locations will most likely be:

• The Falls Creek Resort Management Administration Office, situated on the corner of Slalom Street and the Bogong High Plains Road; or

• Falls Creek Police Station, situated in the same building; or

• Falls Creek CFA Office, situated in the same building; or

• The FCARMB Boardroom, QT Falls Creek hotel complex (this location does not have emergency back up power).

Where any Emergency operation requires administrative processes and procedures, FCARMB administrative staff will provide support for:

• Procurement and purchase of goods and services;

• Accounting;

• Compensation and special claims;

• Recording of damage to property and equipment;

• Claims for injury; and

• Assistance in maintaining record for Commonwealth/State reimbursements. In the event of a major emergency event such as a campaign fire it is likely the MECC will be replaced by a regional ICC. an Emergency Management Liaison Officer (EMLO) may be required to be appointed to by the MEMT provided conditions allow the person to travel to the site of the ICC.

5.4.1 Activation of the MECC The responsibility for activating the MECC will be coordinated by any one of the following people:

• The Municipal Emergency Response Coordinator (MERC), or

• The Emergency Management Coordinator (EMC), or

• The Municipal Emergency Resource Officer (MERO). The activation of the MECC will be in accordance with the Action Statement ‘Activate and Operate the Municipal Emergency Coordination Centre (MECC)’ in Appendix C.


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The following table provides detail of MECC requirements:

Item Where located Responsibility to obtain

Tabards MECC Kit Bag, FCARMB Administration Meeting Room

MERO / AO / EMC

Incident Note Pads MECC Kit Bag, FCARMB Administration Meeting Room

AO

Sticky Notes MECC Kit Bag, FCARMB Administration Meeting Room

AO

Butchers Paper MECC Kit Bag, FCARMB Administration Meeting Room

AO

Pens MECC Kit Bag, FCARMB Administration Meeting Room

AO

Data Switch, Data Cables and Power Boards

Panabode ICTM

5.4.2 De-activation of the MECC The MECC can be de-activated by the MEMT in consultation with the Control Agency. Response and recovery arrangements and requirements should both be considered prior to de-activation of the MECC.

5.5. Financial Considerations Financial accounting for FCARMB resources utilised in emergencies must be approved by the CEO, the EMC, the MRM, or the MERO, and shall be in accordance with the normal financial tracking systems of FCARMB. The EMC shall be responsible for tracking expenditure in an emergency situation. As a general principal, municipal councils, government and non-government agencies and organisations are responsible for self-funding the services they provide for any emergency response. Depending on the magnitude of the emergency some Government financial assistance may be available for prevention, response and recovery activities. Confirmation of funding availability and/or application to receive funding will be undertaken by the CEO and EMC.


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5.6. Neighbourhood Safer Places (Places of Last Resort) and Fire Refuges

There are no Neighborhood Safer Places or Fire Refuges within FCAR. Shelter in Place locations have been identified for fire events under the Municipal Fire Management Plan. These are:

• Slalom Plaza

• FCRM Boardroom in the QT Resort hotel complex

• Rocky Valley Lake Observation Deck. Direction to use one or more of these locations (or an alternate location) will be done in consultation with the CFA.

5.7. Planning for Cross Boundary Events Falls Creek Alpine Resort sits within the Alpine Shire. To ensure effective management of incidents that may impact on both local government authorities, both Alpine Shire and FCARMB are members of each other’s MEMPC to help improve communication between the two entities, facilitate the sharing of resources, and enhance the coordination of activities before, during and after an emergency.

5.8. Resource Sharing Protocols

5.8.1 FCARMB Resources Available for Use During an Emergency FCARMB has around 25 permanent staff with up to a further 75 temporary staff employed over the snow season. To be able to effectively coordinate response activities, FCARMB is likely to need to draw upon external resources to supplement its own staff depending upon the nature and duration of the emergency. FCARMB has a number of plant and equipment items available for use during an emergency – refer to Appendix H. During the declared snow season, FCARMB also operates a Ski Patrol for the FCAR. This team of approximately 45 Ski Patrollers (with typically 14 working on any given day) has advanced first aid, search & rescue, and steep snow & ice rescue skills, a significant inventory of first aid equipment and steep snow & ice rescue equipment, plus a fleet of 6 snowmobiles.

5.8.2 Sharing Resources with Other Councils and Local Government Authorities FCARMB is a signatory to the Municipal Association of Victoria’s Protocol for Inter-Council Emergency Management Resource Sharing. Emergencies sometimes require councils to source additional resources to ensure that the affected community is restored to normal functioning as efficiently as possible. The Protocol for Inter-Council Emergency Management Resource Sharing is intended to provide an agreement for local councils to be able to access Emergency Management resources when needed.


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5.9. Debriefing Arrangements A debrief should take place as soon as possible after an emergency. The MERC will typically convene the debrief meeting, and all agencies that participated should be represented with a view to assessing the adequacy of the MEMP and to recommend any changes. It may also be appropriate to conduct a separate debrief session to address relief and recovery issues. Recommendations from the debrief are provided by the MERC and may require alteration to the MEMP.

5.10. Response / Recovery Transition Relief and Recovery functions are detailed in Part 6 of this MEMP. It is essential to ensure a smooth transition from the response/relief phase to the recovery process. While it is recognised that relief activities will have commenced shortly after response, at some point there will be a cessation of response activities and a hand over to recovery agencies. This will occur when the MERC in conjunction with the Control Agency declares 'Stand Down' of response. Initial Impact Assessment (IIA) is the responsibility of the Control Agency and will be undertaken in line with the State Government’s adopted impact assessment guidelines during the response phase of an emergency event. As part of the initial IIA, information regarding the occupancy of buildings will be undertaken by FCARMB as follows:

• FCARMB Building Surveyor. Buildings deemed unfit for occupation will be closed pending rectification action has been taken to the satisfaction of the FCARMB Building Surveyor.

• FCARMB Asset & Services Manager or qualified delegate. Assess the integrity of essential resort infrastructure, services and utilities.

The information and data collected during IIA can help inform relief requirements. This information should be available from the control agencies during the initial impact phase of an emergency event. Contact with the MERO should provide access to this information and data. Secondary Impact Assessment (SIA) and Post Emergency Needs Assessment (PENA) are functions that are undertaken later in the relief phase, typically during the recovery phase of an emergency. FCARMB has responsibility for providing the local coordination of these two phases of impact assessment during the relief and recovery phases of an emergency. Information on the arrangements and associated standard operating procedures for undertaking SIA and PENA within FCARMB are detailed in Part 6. The early notification of recovery agencies involved in the emergency will help ensure a smooth transition of ongoing activities from response/relief to recovery. The Emergency Management Common Operating Procedure (EM-COP) Transition to Recovery template will be utilised as an agreement for transition of coordination arrangements from response to recovery. This document will assist emergency management agencies involved in response and recovery to achieve a seamless transition of information, resources, management and coordination of activities and can be accessed online via the EM-COP library.


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Part Six – Relief and Recovery Arrangements

6.1 Relief and Recovery Context

6.1.1 Introduction Falls Creek Alpine Resort Management Board (FCARMB) relief and recovery arrangements have been developed in accordance with State Recovery Arrangements; the Emergency Management Act 2013 and Municipal Emergency Management Planning arrangements contained in Part 6 of Emergency Management Manual Victoria (EMMV). They have also been developed with reference to the Regional Relief and Recovery Plan, Hume Region (DHHS), the State Emergency Relief and Recovery Plan (EMMV Part 4) and the Fourth Edition of the State Health Emergency Response Plan (SHERP) and ensure adequate arrangements are in place to assist those who are affected by emergencies.

6.1.2 Definitions of Relief and Recovery Relief and Recovery are defined in the Emergency Management Act 2013 and EMMV Part 4 as: Relief - the provision of assistance to meet the essential needs of individuals, families and communities during and in the immediate aftermath of an emergency. Recovery - the assisting of persons and communities affected by emergencies to achieve an effective level of functioning.

6.1.3 References This Plan is to be read in conjunction with:

- Part 4 Emergency Management Manual Victoria (EMMV) - DHHS Hume Region Relief and Recovery Plan 2015 - Part 8 EMV Disaster Recovery Toolkit for Local Government - DHHS Emergency Relief Handbook 2013 - Red Cross Australia Communicating in Recovery Guide - State Health Emergency Response Plan (SHERP)

Refer to Appendix I for more information.

6.1.4 Relief and Recovery Principals and Objectives Defined by the EMMV (part 4), the objectives of relief and recovery are to support communities to successfully deal with the impacts of an emergency on the social, built, economic, natural and agricultural environments. Typically, relief is provided during and in the immediate aftermath of an emergency, recovery is generally a longer-term process for affected individuals and communities. The objectives of relief and recovery are to support the Falls Creek community and impacted visitors to successfully deal with the impacts of an emergency on the key recovery environments relevant to Falls Creek. All relief and recovery arrangements are in accordance with the Victorian State Emergency Relief and Recovery Plan.


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The principles of relief and recovery are that they should:

• Empower and engage individuals and the community to promote self-sufficiency and, where possible, meet their own relief and recovery needs;

• Be coordinated and collaborative, jointly owned by affected individuals and the community – as well as the non-government organisations, businesses and government agencies that support them;

• Be adaptive and scalable, recognising the unique, complex and dynamic nature of emergencies and the community;

• Focus on consequence management, where everyone involved appreciates the potential consequence of their decisions and actions; and

• Be able to support the delivery of concurrent community, local, regional and state response, relief and recovery activities.

6.1.5 Vulnerability in Relief and Recovery The influx of a transient tourist community during peak seasons poses a particular challenge for Falls Creek when implementing a ‘relief and recovery’ plan during and after an emergency. There is an emerging trend in tourism for guests entering the resort from a more diverse range of ethnic backgrounds. English may not be the primary language for up to several hundred guests during the peak winter season. The resort has also partnered with Disabled Winter Sports Australia which has resulted in an increasing number of guests with physical and psychological impairments. The locations of known vulnerable people within the Village area are:

• Falls Creek Primary School – operated by the Victorian Department of Education and Training, contains up to 40 children on any given day over the school year, located at 15 Slalom Street;

• Childcare Centre – operated by FCARMB, contains up to 16 infants and/or children on any Monday to Friday throughout the year, located in the QT Falls Creek Resort west building;

• Ski School – operated by Falls Creek Ski Lifts, contains up to 100 children on a given day only during the declared snow season (June to September), based in the Cloud 9 building at the top of Halleys Comet lift but also makes use of ski runs throughout the ski area throughout each day;

• Falls Creek Medical Centre – operates only during the declared snow season (June to September), often serves infants, children or elderly patients (typically serves less than 10 patients at any point in time), located at 5 Bogong High Plains Road; and

• Disabled Wintersports – operated by Disabled Wintersports Australia, contains up to 30 disabled persons on a given day only during the declared snow season (June to September), based out of their office located on the ground floor of the FCRM Administration building but also makes use of ski runs throughout the ski area throughout each day.

These locations are shown on the maps in Appendix K.


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6.2 Governance

6.2.1 Operational Governance

6.2.2. State Relief and Recovery Arrangements The State recovery coordination role is the responsibility of Emergency Management Victoria (EMV), on behalf of the Emergency Management Commissioner (Part 4.2 EMMV). State Relief and Recovery Manager (as per EMMV 4.2.1) is the coordination of state wide relief and recovery activities. The State Relief and Recovery Manager:

• ensures the arrangements in this plan are implemented

• ensures state relief and recovery coordination responsibilities are met

• maintains a State relief coordination plan and State recovery coordination plan documenting operational arrangements for the state tier

• for locally and regionally coordinated events, facilitates the sharing of information at a state level to support local and regional activities

• assists liaison with the Australian Government on relief and recovery activities. Details regarding the coordination of each relief service at the State level may be found in the Part 4 of the EMMV at 6.3.1

6.2.3 Regional Relief and Recovery Arrangements The Department of Health and Human Services (DHHS) provides coordination at the Regional level. The responsibilities as per (part EMMV 4.4.3):

• Review and maintain regional relief and recovery plans, and lead relief and recovery planning processes - including regional planning committees

• Develop regional post-incident relief and recovery plans and lead regional post-incident relief and recovery processes - including operational committees

• Lead regional transition from response to recovery


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• Coordinate existing regional resources and activities across the relief and recovery sector

• Facilitate the regional relief and recovery sector’s capability assessment, readiness and preparedness

• Coordinate regional relief and recovery sector public information and messaging

• Assess regional situation, impacts, risks, progress and resources

• Monitor local situation, impacts, risks progress and resources

• Collate and analyse information on loss and damage and resulting consequence

• Coordinate regional relief and recovery intelligence to EMV

• Provide advice to municipal councils to enable them to appropriately manage relief and recovery consequences of local level events.

Details regarding the coordination of each relief service at the regional level may be found in the Hume Regional Relief and recovery plan 4.3.1 Details regarding the responsibilities for each function area of recovery at the regional level may be found the Hume Regional Relief and Recovery plan 5.2

6.2.4 Local Relief and Recovery Arrangements Alpine Resort Management Boards are the local lead agency for coordination of relief and recovery in Victoria’s alpine resorts. Section 5 of the Alpine Resort (Management) Act 1997 deems the Falls Creek Alpine Resort Management Board (FCARMB) to be a municipality for the purposes of the Emergency Management Act 1986 and responsible for coordinating relief and recovery activities at the local level. Relief coordination responsibilities include:

• Coordinating strategic information sharing to help arrange, manage and deliver relief activities;

• Monitoring issues, risks, progress and capacity (by working with responsible agencies), and managing issues as required; and,

• Reporting progress to the State Relief and Recovery Coordinator.

Community Recovery Committee Where required, one or more Community Recovery Committees (CRC) may be established within the affected area, dependent on the nature of the emergency and the recovery required. The decision to form a Committee rests with FCARMB in consultation with the MRM and the Regional Recovery Coordinator, DHHS. In combination with the MEMPC, the CRC incorporates the roles and functions typically undertaken by a Municipal Recovery Planning Committee (MRPC). As such, Falls Creek does not have a separate MRPC. The CRC membership will include all responsible agencies identified in the Terms of Reference – Appendix G. FCARMB will ensure that all members of the affected community are provided with the opportunity to provide feedback and express their opinion in relation to the recovery process. Local nominations for representatives on this committee will be sought via an Expression of Interest process.


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Community Recovery Committee roles and purpose

• Monitor the progress of the recovery in the community

• Provide information on the affected community prior to the event (a major recovery aim is to return the community to the pre-event level)

• Make a comprehensive assessment of the impact issues

• Identify community needs and resource requirements and make recommendations to recovery agencies, the council and the recovery managers

• Liaise, consult and negotiate on behalf of the community with recovery agencies, government departments and the council

• Liaise with DHHS as the recovery coordination agency

• Undertake specific recovery activities as required; and;

• Determine and activate applicable sub-committees.

Each sub-committee will develop operating procedures that outlines the following:

• The membership details of the sub-committee (including all members and phone contacts);

• Determination of team leader;

• Specific roles and responsibilities of the sub-committee; and,

• Resources available, where they are and how to access them. Team leaders are responsible to the MRM. The roles of sub-committee team leaders are:

• Convene and coordinate Recovery Sub-committees;

• Represent the sub-committee on the Recovery Committee;

• Ensure minutes are kept and copies tabled; and,

• Liaise with other Recovery Sub-committees to ensure co-ordination and information sharing.

Other organisations may be included depending on the skills and expertise required by the Recovery Committee. Depending on the emergency, a Community Development Officer may be funded by DHHS to provide specific long-term support. The Community Development Officer is to report to the MRM and will provide reports in accordance with the DHHS reporting program. The Recovery Committee reports to FCARMB or its nominated representative/s. In the performance of these tasks, the committee has direct access to the designated DHHS Regional Recovery Coordinator, who should have access to resources under the regional recovery planning arrangements. A suggested Terms of Reference for Community Recovery Committees is in Appendix G.


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Community Recovery Committee flow diagram


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Falls Creek Recovery Sub-Committees

Falls Creek Recovery Sub-Committee Structure

Sub-committee Recovery role Team leader Other members

Social, health

and community

support

Accommodation Aged and disability support

MRM Alpine Health

Food Water

MRM EMC

Red Cross Capital & Utilities Manager

Psychological Support Red Cross Alpine Health

Bedding Salvation Army

Children’s services Manager Falls Creek Childcare Centre

DHHS

Communication/media liaison

MLO DHHS Regional Recovery Manager

Community development

MRM DHHS Regional Recovery Manager

Financial Assistance MRM Regional Development Victoria

Relief and Recovery centre management

MRM Deputy MRM

Volunteer coordination CVC MRM

Built environment

Clean up/equipment provision

EMC Asset & Services Manager

Infrastructure (Telecommunications, Energy Services, Water Waste Water, Transport)

EMC Asset & Services Manager Capital & Utilities Manager DEDJTR DELWP

Natural

Environment

Tree safety EMC Environment Officer Asset & Services Manager

Public health MRM Environmental Health Officer (Indigo Shire)

Wildlife Welfare Environment Officer Team Leader Compliance DELWP

Economic

environment

Financial assistance MRM Deputy MRM DEDJTR

Appeals Red Cross Charity organisations

Economic Development MRM Manager Finance DEDJTR


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Falls Creek Alpine Resort Management Arrangements

RECOVERY ENVIRONMENT

FCARMB MANAGER RESPONSIBLE

PERSON RESPONSIBLE

Built Environment Director of Infrastructure and Mountain Response

Callum Brown

Economic Environment Director of Economic Development and Land Management

Ben Derrick

Social Environment Director of Economic Development and Land Management

Ben Derrick

Natural Environment Director of Economic Development and Land Management

Ben Derrick

6.3 Relief and Recovery Activation and Escalation

6.3.1 Relief Activation and Escalation Relief Activation The Control Agency or MERO determines the initial need to activate relief services with advice from the MEMT. When the emergency situation indicates the requirement for any or all of the functional services of emergency relief, the MRM will then activate required relief function services as requested.

The detailed FCARMB relief centre activation procedure is outlined in Appendix E. Action Statement C4 – Activating and Operating the Relief Services, DHS Emergency Relief Handbook (appendices) and EMV Disaster Recovery Toolkit for Local Government (templates), provide checklists to support this process.

The contact list providing activation numbers for relief services is in Appendix A.

Relief Escalation Relief and recovery coordination commences at the local level. As required, it can escalate from the local to regional level:

• When requested, because FCARMB’s capacity is exceeded; or

• Where an emergency has affected multiple municipalities in one region; or

• Where an emergency has a significant community-wide impact, in which case the Victorian Government may establish an event specific relief or recovery coordination structure to oversee a whole of sector response (EMMV Part 4, section 5.3).


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Relief Deactivation The deactivation of relief services will be based on reduced levels of demand and need for such services. This final decision will follow discussion between the following parties:

• Incident controller

• MERC

• MERO

• MRM, and

• DHHS

6.3.2 Recovery Activation and Escalation Recovery Activation Recovery activities should begin at the first available opportunity and continue beyond when relief ceases.

As long as an emergency continues to threaten a community, the Control Agency will maintain control over the overall coordination of all activities. However, this should not affect the delivery of relief and recovery services (Part 4.5.3 EMMV).

Recovery Escalation Recovery coordination commences at the local level. FCARMB is responsible for relief and recovery at the local level. To be able to effectively coordinate relief and recovery activities, FCARMB is likely to need to draw upon external resources to supplement its own staff depending upon the duration and nature of the emergency. The level of support will depend on the scale of the requirements. As required, recovery can escalate from the local to regional level:

• When requested, because FCARMB’s capacity is exceeded; or

• Where an emergency has affected multiple municipalities in one region; or

• Where an emergency has a significant community-wide impact, in which case the Victorian Government may establish an event specific relief or recovery coordination structure to oversee a whole of sector response (EMMV Part 4, section 5.3).

Recovery Deactivation The deactivation of recovery services will be based on reduced levels of demand and need for such services. This decision will consider the appropriate timing of the transitions of recovery programs to mainstream services will follow discussion between the following parties:

• MRM

• DHHS, and/or Regional Recovery Committee

• Community Recovery Committee


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6.3.3 Special Arrangements

Alpine Shire Council There is no special arrangement to share resources with the Alpine Shire Council aside from the MAV Resource Sharing Protocol outlined below. However, Action Statement C6 – Request for Emergency Assistance from Alpine Shire in Appendix C outlines the protocol for requesting relief centre activation or additional resources from the Alpine Shire Council.

MAV Resource Sharing Protocol Falls Creek Resort Management is a signatory to the MAV Resource Sharing Protocol. Refer to Appendix I.

6.4 Relief Arrangements While FCARMB and State Government both have a role in ensuring relief and recovery services are effective and well-coordinated, FCARMB is tasked to take the lead in delivering ‘on the ground’ relief and recovery services.

6.4.1 Relief Phase Emergency relief is the provision of essential needs to individuals, families and communities during and in the immediate aftermath of an emergency. As defined by the EMMV (part 4) the provision of immediate relief includes:

• Emergency affected communities receive essential support to meet their basic and immediate needs.

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

• Relief promotes community safety, and minimizes further physical and psychological harm.

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

• Relief services recognise community diversity.

• Relief is adaptive, based on continuing assessment of needs.

• Relief supports community responsibility and resilience.

• Relief is well coordinated, with clearly defined roles and responsibilities.

• Relief services are integrated into emergency management arrangements. Relief and recovery coordination commences at the local level when an emergency occurs and the MERO has informed the MRM that relief and recovery plan is required to be activated. The MRM is responsible for the local coordination of the FCARMB relief and recovery processes. The MRM will liaise with all local recovery agencies and organisations, the MERO and response agencies to ensure the relief and recovery processes are integrated and timely. For relief and recovery requirements that are escalated beyond the capacity of FCARMB the coordination and control will fall to identified agencies for the Hume Region and State level. DHHS will be the first agency contacted when relief and recovery requirements exceed local capacity.


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Local and State Relief Co-ordination responsibilities, outlined in the table below, contact details for these agencies are noted in Appendix A:

RELIEF NEED

RESPONSIBLE AGENCY

Local Agency State Agency

Community information Provide relief and recovery information to assist communities

to make informed decisions about their safety.

FCARMB FCARMB

DHHS EMV

Emergency shelter Arrange emergency shelter and accommodation for displaced

residents and visitors.

FCARMB DHHS

Food and water At regional and state levels, Red Cross coordinates food and

water including support from agencies, and provides support at the local level when requested.

FCARMB Local Businesses

Australian Red Cross

Drinking water / supply Provide drinking water to households / lodges.

FCARMB DELWP

Food supply continuity DEDJTR will support food and grocery supply logistics continuity planning and operations with the major food

distribution operators.

DEDTJR DEDTJR

Psychosocial support Personal support (psychological first aid and emotional-spiritual care) in relief and recovery centres and through

community outreach.

FCARMB (with support from

DHHS) DHHS

Non-food items Provide essential material aid (non-food items) to emergency

affected persons including clothing, bedding and other personal requisites.

FCARMB Salvation Army

Reconnecting families Operate Register.Find.Reunite in relief centres, enquiry

centres or online, to reconnect people with family, friends and their communities.

FCARMB (with assistance from

VICPOL)

Victoria Police Australian Red

Cross

First aid / Primary care Provide pre-hospital care to people affected by emergencies.

Establish field primary care clinics. Provide other health and medical relief assistance measures.

FCARMB

Ambulance Victoria

Financial assistance Administer relief payments through the personal hardship

assistance program, to help individuals meet their basic needs.

FCARMB DHHS

DHHS

Animal welfare DEDTJR is the primary agency for animal welfare (other than

wildlife) support services. DELWP is the primary agency to respond to wildlife welfare.

FCARMB is responsible for housing of displaced and lost/stray companion animals.

FCARMB DELWP

DEDJTR

Agencies with relief responsibilities are expected to have appropriate arrangements, policies and capability in place (guided by the Emergency relief handbook: A planning guide 2013).


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6.4.2 Relief Services Food and Water FCARMB has immediate goods for the activation of short-term relief for several hundred people in the resort.

The MRM, or delegate, will contact restaurants and businesses in Falls Creek to arrange catering if required. The MRM may call on the Community Volunteer Coordinator, in conjunction with local catering providers, ascertain the level of involvement necessary, ensuring that local resources (including those already in operation), are fully utilised. Relief goods beyond the capacity of FCARMB will be the responsibility of Red Cross (food and water). Reticulated water outside the Relief Centres Water used in the response phase may impact supply levels to the village in the short term, however considerable water resources exist via multiple sources and supply systems include back up power.

Water will be provided via the village treated water gravity distribution network where possible. Back up water purification tablets are included in the Relief Centre Kit. Where infrastructure damage has occurred preventing supply of water to the Relief Centre or other properties, all displaced persons will be relocated until such time as the infrastructure can be re-established.

Where local resources are unable to meet the demand, the Department of Environment, Land, Water and Planning (DELWP) will assist in the coordination emergency drinking water supplies.

Non-food Material Items

Material needs covers items of clothing, bedding and personal requisites. As there are no local community support groups, this function will be managed by the MRM in conjunction with the Community Recovery Committee (to be established as needed, refer to Appendix G).

Non-food relief goods beyond the capacity of FCARMB will be co-ordinated with the Salvation Army.

Health and Medical Assistance

Immediate medical assistance can be provided by FCARMB via the Falls Creek Ski Patrol and other emergency first aid staff who are employed year-round. Where additional care is required this will be transitioned to Ambulance Victoria and the medical services with support provided by Ski Patrol staff as required.

Medical support may require establishment of triage areas for the management of casualties. The primary triage area (considered a secondary Relief Centre) is designated at the Gully Day Shelter due to proximity to the Falls Creek Medical Centre.


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Coordinating Goodwill, Donations and Spontaneous Volunteers The FCARMB Community Volunteer Coordinator will coordinate all material donations and volunteers during the relief process. Donations are likely to be minimal due to the seasonal nature of visitation at any time during the year. FCARMB will not accept monetary donations directly and will divert all potential donors to not-for-profit organisations acting as part of the Community Recovery Committee in the first instance. Counselling, Emergency Grants and Temporary Accommodation FCARMB has limited capacity to provide counselling and emergency grants and will require support from DHHS to fulfil these requirements. FCARMB will contact DHHS for all psychosocial or counselling requirements during the relief or recovery phases of an emergency. FCARMB has a list of temporary accommodation providers (identified in Appendix F) that can provide short-term emergency accommodation in the resort. Short-term accommodation that exceeds this capacity will be filled by FCARMB sourcing other buildings and accommodation requirements to provide short-term basic requirements. DHHS will be the lead agency for longer-term temporary accommodation. Domestic Animal and Wildlife Falls Creek has a limited number of domestic animals at any time of the year. Temporary animal welfare will be undertaken at the relief centres in a dedicated area separated from affected people. Veterinary services can only be undertaken in the adjacent Alpine Shire, contact details provided in the Relief Centre specifications in Appendix E. If FCARMB capacity to provide adequate relief and support for domesticated and/or companion animals is exceeded the lead agency will be DEDTJR. If FCARMB capacity to provide adequate relief and support for wildlife animals is exceeded the lead agency will be DELWP. Evacuation – Impacts to Relief and Recovery All evacuation management requirements during response to an emergency are outlined in Section 5.3.5. In the event of evacuation to a designated point, the preferred location for an ‘off-mountain’ emergency relief centre to service FCAR is at Mt Beauty. The MRM will contact Alpine Shire to request activation if this is required. If the Bogong High Plains Road is closed and there is no alternative route available to Mt Beauty, the MRM will make contact with either East Gippsland Shire to establish an emergency relief centre at Omeo, or Towong Shire to establish an emergency relief centre at Mitta Mitta. If the activation of an Emergency Relief Centre is required in Mt Beauty to cater for displaced persons from FCAR reference should be made to the Action Statements in Appendix C Action Statement C6 – Request Emergency Assistance from Alpine Shire


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People unable to drive private vehicles off the mountain will need to be either provided with transport back to their principal place of residence, or, a means to retrieve their vehicle from FCAR so they can drive home from Mt Beauty.

6.4.3 Relief Centres

Relief centres are available for activation at the following locations:

Name of facility Address

1. Falls Creek Alpine Resort Management Board Boardroom

Bogong High Plains Road, St Falls Complex, Falls Creek

2. Falls Creek Resort Management Administration Office Day Shelter

1 Slalom St, Falls Creek

3. Gully Day Shelter 1 Bogong High Plains Road, Falls Creek

6.4.4 Public Funding FCARMB does not have a policy or contingency plan for public relief and recovery funding. Repair, replacement or maintenance to the built environment and natural environment after and emergency event will be funded by FCARMB in consultation with State Government. FCARMB will work with State Departments in each of the four emergency environments to assess and allocate funding requirements for relief and recovery requirements.

6.5 Recovery Arrangements FCARMB has adopted the recovery principles in accordance with Part 6.6 EMMV. There are four key environments applicable to FCAR that require the application of coordination arrangements as part of the recovery process. These areas focus on the various needs of a community within the:

• Social Environment - the emotional, social, spiritual, financial and physical wellbeing of affected individuals and communities.

• Built Environment - the restoration of essential and community infrastructure.

• Economic Environment - the revitalization of the affected economy, and

• Natural Environment - the rehabilitation of the affected environment. Agricultural Environment is not applicable to Falls Creek Alpine Resort and is therefore not included in this document. See EMMV Part 4, Section 7.3.1 for further details about the recovery environments. Based on the four recovery environments, the identified key functions that require resolution in the event of an incident are specified in the Recovery Task Matrix - refer below for local and state-based roles and responsibilities for the recovery environments.


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State recovery agencies:

SOCIAL ENVIRONMENT

BUILT ENVIRONMENT

ECONOMIC ENVIRONMENT

NATURAL ENVIRONMENT

DHHS

DEDJTR

DEDJTR

DELWP

6.5.1 Recovery Task Matrix The recovery task matrix established below, provides information on roles and responsibilities of both local and state agencies.

SOCIAL ENVIRONMENT Function Agency Contact Number/ Website Role

Provision of financial aid including:

Grants

Income support

Subsidies

DHHS 1300 650 172

www.dhhs.vic.gov.au

Personal Hardship Assistance Payments

Rural Finance 1300 796 101 www.ruralfinance.com.au

DELWP 136 186 www.delwp.vic.gov.au

DEDJTR 03 9208 3333 www.economicdevelopment.vic.gov.au

Centrelink 132 850 www.centrelink.gov.au

RDV 132 215 www.rdv.vic.gov.au

FCARMB 03 5758 1200

www.fallscreek.com.au

Advice and assistance to small

business

Provision of Personal Support including:

Financial (personal)

Rural (financial)

Commercial

Psych/First Aid

Trauma/Grief

Generalist (longer term)

Family/Youth

DHHS 1300 650 172 www.dhhs.vic.gov.au

Alpine Shire Health Services

03 5751 9344

www.alpinehealth.org.au

Provision of personal counselling services, Youth and

family counselling


Red Cross 1800 232 969 www.redcross.org.au

Vic Council of Churches

03 9650 4511

www.vccem.org.au

FCARMB 03 5758 1200


Advice and assistance to small business

Volunteer Coordination

FCARMB 03 5758 1200


Maintain volunteer register. Provide central contact point for coordination of volunteers during an event

Public Health Indigo Shire 0418 228 170 www.indigoshire.vic.gov.au

EHO role (after hours emergency)

DHHS 1300 650 172

www.dhhs.vic.gov.au

Regional EHO provides information dissemination and coordination

Mount Beauty Medical Centre

03 5754 3400

www.mbmc.com.au

Basic medical services/GP's

Mount Beauty Hospital

03 5754 3500

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

http://www.ruralfinance.com.au/

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

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

http://www.centrelink.gov.au/

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

http://www.fallscreek.com.au/


http://www.alpinehealth.org.au/


http://www.redcross.org.au/

http://www.vccem.org.au/



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


http://www.mbmc.com.au/


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SOCIAL ENVIRONMENT Function Agency Contact Number/ Website Role

Falls Creek Medical Centre

03 5758 3238

Basic medical services/GP's

(Winter Operation Only)

FCARMB 03 5758 1200


Emergency accommodation

Alpine Shire 03 5755 0555 Evacuation Centres

Material Aid DHHS 1300 650 172 www.dhhs.vic.gov.au

Salvation Army 1300 363 622 www.salvos.org.au Bedding and other items

BUILT ENVIRONMENT Function Agency Contact Number/ Website Role

Utilities Power, gas, water, phone and sewerage

AusNet Services 131 799 Electricity

Telstra 132 200 Telephone

Optus 131 344 Telephone

Vodaphone 1300 300 404 Telephone

Elgas 131 161 Gas

FCARMB 03 5758 1200


Water supply & waste water treatment

Transport (including):

▪ Bridges ▪ Roads ▪ Helipad ▪ Transport hubs ▪ Transport

companies

FCARMB 03 5758 1200


Reinstatement of local resort infrastructure & services

FCARMB 03 5758 1200


Helipad activation,

Arrangement of transport options

VicRoads 131 170

www.vicroads.vic.gov.au

Responsible for Bogong High Plains Rd (Mt Beauty to Falls Creek)

Alpine Shire Parks Victoria East Gippsland Shire

03 5755 0555 131 963 03 5153 9500

Responsible for Bogong High Plains Rd (Falls Creek to Omeo Hwy)

Primary infrastructure including:

▪ Schools ▪ Medical Centre ▪ Power stations ▪ Water supply ▪ Waste water

Falls Creek Primary School

03 5758 3311 www.fallscreekps.vic.edu.au

Education

Falls Creek Medical Centre

03 5758 3238 Health

FCARMB 03 5758 1200


Water supply and Waste Water

Treatment

Ausnet Services 131 799 Electricity

Assessment of damage

FCARMB 03 5758 1200


Building inspections, damage estimates

SES 132 500

CFA 02 6043 8800 Region Office (Wodonga)

VICPOL 03 5754 4244 Mount Beauty



http://www.salvos.org.au/




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

http://www.fallscreekps.vic.edu.au/




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ECONOMIC ENVIRONMENT Function Agency Contact Number/ Website Role

Insurance advice Insurance Council of Australia

1300 728 228 www.insurancecouncil.com.au

Insurance assessments and advice

Commercial counselling


Marketing support (Tourism)

RDV 132 215 www.rdv.vic.gov.au Provision of economic development assistance

DEDJTR 03 9208 3333

www.economicdevelopment.vic.gov.au

Tourism North East

03 5728 2773 Provision of PR, marketing

Industry Support DEDJTR 03 9208 3333

www.economicdevelopment.vic.gov.au

Compliance

Parks VIC 131 963 www.parks.vic.gov.au Compliance

DELWP 136 186 www.delwp.vic.gov.au Compliance

NATURAL ENVIRONMENT Function Agency Contact Number/ Website Role

Water Supply Human

DELWP – pg 4-19 EMMV

136 186 www.delwp.vic.gov.au

GM Water 1800 013 357 Water use requirements

NE Catchment Management Authority

02 6043 7600 Catchment impacts management

DHHS 1300 650 172 www.dhhs.vic.gov.au

NE Water 1300 361 622 Technical Support to FCARMB

FCARMB 03 5758 1200 www.fallscreek.com.au Operator of FCAR water supply

system

Sewerage DELWP– pg 4-19 EMMV

136 186 www.delwp.vic.gov.au

FCARMB 03 5758 1200 www.fallscreek.com.au Operator of FCAR waste water treatment facility

NE Water 1300 361 622 Technical support to FCARMB

EPA 1300 372 842

Air Quality DHHS 1300 650 172 www.dhhs.vic.gov.au

EPA 1300 372 842

6.5.2 Recovery Planning The MRM is consultation with DHHS (and the CRC if established) will determine the need for an incident specific recovery plan. The responsibility for the development of an incident specific recovery plan lies with the Community Recovery Committee (if established) or the MRM. Refer to Appendix G for the Community Recovery Committee Terms of Reference. The template for an Incident Specific Recovery plans may be found at Appendix J.

http://www.insurancecouncil.com.au/





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









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6.5.3 Role of Department of Health and Human Services At the request of EMV, DHHS will coordinate and distribute regional and state level relief and recovery information for the public, through outlets including:

• Victorian Emergency Recovery Information Line (refer to contacts list Appendix A)

• Emergency Relief and Recovery Victoria website (www.recovery.vic.gov.au).

• Other specialised communication and media channels, as required.

DHHS can also assist FCARMB with its initial (short-term) public information and communication. Where an emergency event impacts large numbers of visitors, FCARMB will supply DHHS with primary contact information to ensure the provision of Relief and Recovery services is proximate to their place of primary residence. Contact information will be collected via the registration process for relief centres or, in the event of a dispersed impact, at the point of emergency. Action Statement C4 – Activating and Operating the Relief Services in Appendix C contains the procedure to be used. VICPOL is responsible for the registration of emergency affected people. The MERC may request the MERO for resources to assist in recording the names of emergency affected people. The FCARMB MECC kit includes a Personal Information Form to facilitate this process.

In the social, health and community environment recovery process of an emergency, DHHS will provide the following:

• Co-ordinate recovery planning and management at state and regional levels.

• Co-ordinate all aspects of recovery, including state/commonwealth departments, local government, non-government organisations and agencies.

• Co-ordinate the recovery activities in consideration of: o The people, social, health and community environment; o The economic environment; o The natural environment; and, o The built environment.

• Coordinate provision of personal support (including psychological first aid) at incident sites and across the community.

• Provide community information and facilitate community redevelopment programs.

• Support FCARMB’s MEMPlanning Committee and community recovery committees in recovery planning and managing recovery activities.

• Provide advice, information and assistance to affected individuals, communities, funded agencies and municipal councils.

• Coordinate provision of interim accommodation following emergencies with major housing impacts; and

• Provide advice and assistance to the MRM as required.

6.6 Impact Assessment Following the Initial Impact Assessment (refer to section 5.10) a Secondary Impact Assessment (SIA) will be undertaken. This is the responsibility of FCARMB with guidance from DHHS and other agencies.

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


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The SIA is an appraisal of the extent of damage, disruption, and breakdown to the community and its infrastructure as a result of the emergency. The gathering and processing of information through this process enables appropriate planning and recovery arrangements to be established to support the community and to monitor the recovery process and provide further assistance as required. A secondary impact assessment will be undertaken to:

• Survey the extent of damage and evaluate the financial and material aid needed,

• Gain an understanding of the economic impact of the emergency on the community,

• Provide a priority listing for restoration of community needs to assist agencies in the performance of their functions, and

• Monitor the acquisition and application of financial and material aid needed or made available in the restoration period.

The MRM may co-opt persons within the community with the appropriate expertise to assist with the above tasks. Information and templates that can be used as a guide are provided in EMV Disaster Recovery Toolkit for Local Government. Following the SIA, a Post Emergency Needs Assessment (PENA) will be undertaken. The PENA estimates the longer-term psychosocial impacts on a community, displacement of people, cost of destroyed assets, the changes in the ‘flows’ of an affected economy caused by the destruction of assets and interruption of business. Such assessments inform the medium to longer-term recovery process and build the knowledge base of the total cost of emergencies that informs risk assessment and management. FCAMRB will use the EMV Disaster Recovery Toolkit for Local Government as a guide for checklists, templates and procedures on SIA, PENA and information to be provided to the established Community Recovery Committee and support agencies as required. Temporary rectification of assets will be undertaken by FCARMB where resources and capacity are adequate. Rectification of assets and the provision of services that are beyond FCARMB capacity will be undertaken by the relevant government agency previously identified in the Recovery Task Matrix (refer to section 6.5). Before entering the impacted area the MRM will brief the post impact assessment team on the potential hazards and associated safety considerations. Team members will be supplied with appropriate PPE as required. Authorisation for the post impact assessment team to enter the site will be arranged through the MEMT once it is declared safe by the Control Agency. The Initial Impact Assessment, Secondary Impact Assessment and Post Emergency Needs Assessment data will be collected and retained by FCARMB for communication of needs to relevant agencies, and for future resilience planning.

6.7 Government Assistance Measures A number of post-emergency assistance measures, which may be made available to assist in various aspects of the recovery process, can be found at Appendix 1 Part 8 Emergency Management Manual Victoria. Most are provided by Victorian Government agencies; a few Commonwealth assistance measures are also listed. Important factors to note are:

• Assistance measures are identified as being generally available at departmental discretion, or requiring a specific Government decision on each occasion; and


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• The table is intended to list specific assistance in the form of financial or in-kind measures. Other recovery services are listed under Services and Agencies for Recovery in Part 7, Emergency Management Manual Victoria.

The assistance measures cover:

• Individual human need;

• Community safety/health;

• Economic recovery;

• Residential and community reestablishment; and

• Commonwealth Government - persons and Local Government.

6.8 Communication and Community Engagement During an emergency, the Control Agency is responsible for coordinating community

information and engagement, which will include information to the community regarding the

activation of emergency relief centres and general support services available to the

community. Such information is integrated within emergency warnings.

The Control Agency, FCARMB and the regional recovery coordinator will work together to

develop strategies to ensure that affected communities are well informed about the support

and services available from all levels of government and partner agencies. Affected

communities need consistent, repeated and coordinated information that spans

immediate needs in line with the functions delivered by relief and recovery agencies.

The Department of Health and Human Services is responsible for coordinating and distributing

regional and state relief and recovery information for the public. See Hume Regional Relief

and Recovery plan section 3.2 for details on DHHS responsibilities. FCARMB leads the

provision of local public information to affected individuals and communities.

FCARMB is committed to open and honest communication throughout the emergency and

relief and recovery phases.

The Department of Health and Human Services can assist FCARMB with initial (short-term)

public information and communication – if requested or required a Regional Recovery

Communications Officer (RRCO) may be appointed to take the role of Public Information

Officer as part of the Incident Management Team. The RRCO will be responsible for

coordinating whole of Victorian Government recovery communication and engagement in the

region, including identifying public and stakeholder communication needs, developing

targeted communications to meet these needs and liaising directly with municipalities and

stakeholders working in recovery. It is the responsibility of other government departments

and service-delivery agencies to inform the Regional Recovery Communications Officer or

nominated officer to assist with whole of Victorian Government recovery communication.

Once an emergency has been declared the MLO (nominally the Chief Executive Officer) will

be responsible for all external communication from FCARMB from the time of the emergency

until the MERO and Control Agency have informed the MRM that it will transition from

response to recovery.

The MLO will source information from the EMC, MERO, MRM, CVC, DHHS, CRC and Control

Agency prior to public or targeted communication.


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6.8.1 Communication Objectives

Relief and recovery communications will work towards achieving the following overarching

objectives:

• Inform affected people in the region of the assistance available to them to assist in

their relief and recovery.

• Inform affected people in the region of the progress of relief and recovery and

processes established to address relief and recovery issues.

• Develop and implement targeted communications relevant to the Hume region

incorporating regional and local demographics and using existing communication

channels to assist with the strategic distribution of communication.

• Liaise with stakeholders and relief and recovery partners to promote a coordinated

approach to communication and consistent messages to affected people.

Guidelines for public communication in emergencies have been developed, refer to the Red

Cross Australia - Communicating In Recovery Guide. The guidelines identify key principles

of public communication that should be considered in situations of community stress.

6.8.2 Audience

Relief and recovery information should be closely aligned with available services and should

be updated as they change and evolve. Communication should be targeted to meet the relief

and recovery needs of the relevant audience.

The following table provides examples of the type of information that may be provided to

relevant groups:

Audience group Possible impact What do they need information

about?

SOCIAL

• Housing and accommodation

• Individual and household financial assistance

• Psychosocial support

• Health and medical assistance

• Community development

Individual / families (consider the community diversity and the needs of vulnerable people)

Individuals may not be local – visitors to the resort

• Damage to apartment or lodge.

• Displaced from residence.

• Interruption from work and income (due to road closure, access or damage to residence)

• Health, safety and medical assistance.

• Disruption to local services and roads

• Financial assistance

• Accommodation options

• Health and safety information

• Psychosocial support.

• Clean-up and rebuilding information

• Up-to-date local information on recovery progress

• Relocation to permanent place of residence (if visitor to resort)

• Long term community re-build strategies


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Audience group Possible impact What do they need information

about?

ECONOMIC

• Local economies

• Business

Business, for example, tourism operators, accommodation providers.

• Damage to, business

• Loss of income

• Health and safety

• Disruption to local services and roads

• Clean-up and rebuilding information

• Health and safety information

• Financial assistance

• Industry specific information for recovery

• Psychosocial support

• Up-to-date information on recovery progress

BUILT

• Energy services

• Telecommunications

• Water and wastewater

• Transport

• Buildings and assets

Government and community services, for example, recovery support agencies, schools, childcare, health services and utilities services.

• Affected directly by emergency (damage / access restriction)

• Increased demand for services due to emergency

• Temporary service needs

• Information on all supports available so they can manage and refer requests (available in different languages as required)

• Up-to-date information on recovery progress

• Temporary service restoration procedures

NATURAL

• Natural environment

• Public land

• Waterways

Government agencies and tourism organisations

• Damage to natural environment / public land / waterways

• Environmental damage

• Damage to reputation of tourism product

• Information on impact of damage to natural environment,

• Access restrictions

• Re-build / regenerate timeframes

• Tourism

• Impact on neighbouring municipalities

Note: a person in an affected community could potentially belong to one or more of the above groups.

Communication plans to communicate with affected audience will be taken into consideration as communication plans are developed specific to each emergency situation and outlined in sections below. FCARMB has limited internal capacity to provide interpretative services for affected people who only speak languages other than English. The Australian Government Department of Home Affairs has an interpreting service for over 150 languages. A 24hr phone interpreting service is provided at 131 450. Further information can be found at www.tisnational.gov.au/en

6.8.3 Communication Tools

Communication tools applied by FCARMB at the time of an incident include:

• SMS notifications to stakeholder and guest mobile phone databases;

• Email notifications via Mailchimp village distribution list;

• Push notification for Falls Creek app users;

• Social media tools through Facebook, Instagram and Twitter;

http://www.tisnational.gov.au/en


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• FCARMB website updates, links to information;

• Community meetings staged as required throughout the relief and recovery phases;

• Briefing information as a component of the relief centre activation.

The following generic communication tools/outlets are used as required during and after

emergencies to effectively communicate to affected people and communities to address

longer-term requirements for recovery (including industry recovery from emergency impact):

• Online: Emergency Relief and Recovery Victoria website (recovery.vic.gov.au) and

social media (for example, Twitter, Facebook and YouTube).

• Phone: Victorian Emergency Recovery Information Line (1300 799 232) and Nurse-

on-Call (1300 60 60 24)

• Print materials: information brochures, fact sheets, services and resource guides,

flyers, posters, multi-lingual information and fact sheets – the Department of Health

and Human Services holds a supply of fact sheets related to social recovery.

• Advertising: print, radio, TV, internet.

• Newsletters: specific to recovery operations, third party publications.

• Direct mail: contact with affected people.

• Media: regular releases, responses, develop relationships with ABC and localised

media. Monitor and provide information as relevant to Victorian, National and

International media.

• Events: visits to the region by VIPs, information sessions.

6.8.4 Phases of Communication

Effective communication is vital. A communication plan, specific to the incident and effected

audience groups will be developed as required. There are three phases which will be

considered when developing the plan:

• Phase One: Awareness building during an approaching event or immediately post

event e.g.:

o Update on approaching event

o Activation of relief centres

o Where to get relief items/support

o Community meetings

o Impacts of emergency etc.

• Phase Two: Maintaining support and assistance (medium term aimed at businesses

and residents) e.g.:

o Road openings

o Community meetings

o Marketing and other promotions relevant to tourism activation

o Recovery support service activation etc.

• Phase Three: Transition and continuing support (long term) e.g.:

o Industry recovery

o Long-term infrastructure developments

o Building repairs tec.

Further information for further strategic planning of communication can be found in the

Regional Relief and Recovery Plan - Guidelines for public communication in emergencies.

http://recovery.vic.gov.au/


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The MRM is to ensure that the community is advised of all recovery services through the

approved communication channels, as outlined in the above communication tools.

Community information sessions should be arranged by the MRM as soon as practicable after

the emergency. The object being to ensure the community is actively involved in the recovery

development process and to support the development of the Community Recovery

Committee. The community information session can be used to:

• Provide clarification of the emergency event (Control Agency)

• Provide advice on services available (Recovery Agencies)

• Provide input into the development of management strategies (FCARMB)

• Provide advice to affected individuals on how to manage their own recovery including the

provision of preventative health information (specialist advisors).

Where the emergency has a criminal component, the MRM will need to consult with VICPOL

on any necessity to restrict the content of the session.

6.8.5 Release of Personal Information The Information Privacy Act 2000 acknowledges that in an emergency situation, the public interest in safety overrides the privacy requirements of the Act, even where the emergency response was not the primary reason for collecting the information:

• Personal information collected in order to respond to an emergency can be shared with other organisations involved in the emergency response or recovery where necessary.

• Personal information may be disclosed where it is reasonably believed that disclosure is necessary to lessen or prevent a serious and imminent threat to an individual’s life, health, safety or welfare, or to public safety or health.

• Personal information may be disclosed if required or authorised under law.

• Personal information can be disclosed for a reasonably expected secondary purpose that is related to the primary purpose for collecting the information and where the individual providing the information would reasonably expect that the information would be disclosed to certain organisations. Eg FCARMB might provide information on affected persons to Australian Red Cross, DHHS, or Centrelink in the response and recovery phase of an emergency.

6.9 Action Statements: Relief and Recovery Activities Action Statements have been developed for FCARMB Relief and Recovery activities and are included in Appendix C: Action Statement C4 – Activating and Operating Relief Services Action Statement C8 – Development of a Recovery Plan Action Statements are not specific for the particular recovery activity and all requirements will be covered under a specific Recovery Plan based on the requirements of this document.


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Appendices Appendix A – Contact Directory Appendix B – List of Control and Support Agencies Appendix C – Action Statements Appendix D – Agenda for MEMPC Meetings Appendix E – FCARMB Relief Centre Activation Plan Appendix F – List of Commercial Lodges Appendix G – Community Recovery Committee Appendix H – FCARMB Register of Plant and Equipment Appendix I – References Appendix J – Recovery Plan Template Appendix K – Maps


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Appendix A – Contact Directory

FCMEMPC Member

FCMEMP Distribution

List

Agency MEMP Position Name

✓ ✓ FCARMB – CEO MLO Stuart Smythe

✓ ✓ FCARMB – Director Infrastructure & Mountain Response

EMC Callum Brown

✓ ✓ FCARMB – Ski Patrol & Risk Manager

MERO Matt O’Keeffe

✓ FCARMB – Asset & Services Manager

TBC

✓ ✓ FCARMB – Capital & Utilities Manager

Deputy MERO Anthony (Fred) Weir

✓ ✓ FCARMB – Director Economic Development & Land Management

MRM Ben Derrick

✓ ✓ FCARMB – Economic Development Officer

Deputy MRM Elise Armitage

FCARMB – ICT ICTM Damian Gregory

✓ Village Stakeholder CVC Narelle Clark

✓ VICPOL (Wangaratta) Paul Hargraves (RERC)

✓ ✓ VICPOL (Bright) MERC Doug Incoll

✓ ✓ VICPOL (Mt Beauty) Deputy MERC Charlie Duncan

✓ ✓ VICSES (Regional) Charlie Sexton


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FCMEMPC Member

FCMEMP Distribution

List


VICSES (Emergency Response)

NE Regional Duty Officer

VICSES (Regional) Neil Payn

✓ ✓ VICSES (Falls Creek) Craig Moegel

CFA (District Operations Manager, District 24)

Paul King

✓ ✓ CFA (District Operations Officer, District 24)

Mark Owens

✓ ✓ CFA (Falls Creek) Danny Lucas

✓ ✓ DHHS (Regional) – Emergency Management Coordinator

Sally McCarron

DHHS (Regional) – Manager Emergency Management

Leo Ryan

DHHS (Regional) – Regional Duty Operations Officer. Incident and Emergency Notification and Activation number.

DHHS State Duty Operations Officer

✓ ✓ Ambulance Victoria – Team Manager Mount Beauty & Falls Creek

Stephen Boal

Ambulance Victoria – Group Manager Upper Hume

Ian Hunt

Mt Beauty Medical Centre Mark Zagorski


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FCMEMPC Member

FCMEMP Distribution

List


✓ Falls Creek Medical Centre Mark Zagorski

✓ Alpine Shire – MERO Scott Mann

✓ ✓ Alpine Shire – Deputy MERO / EMC / MFPO

Steve Tucker

Alpine Shire – MRM Elaine Burridge

East Gippsland Shire Sue Agnew

✓ ✓ VicRoads Rowan McEwan

VicRoads / NEMA Stephen Lister

North East Maintenance Alliance (NEMA)

Tim McCormack

✓ ✓ Ausnet Services (Senior Network Services Representative)

Craig Davis

Telstra TBC

Elgas TBC

✓ ✓ FCSL (Mountain Operations Manager)

Karl Nowakowski

FCSL (Health, Safety & Compliance Manager)

Paul Watson

✓ AGL (Kiewa Hydro Operations Manager)

Col Perso

✓ Red Cross Lyn Jones


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FCMEMPC Member

FCMEMP Distribution

List


✓ ✓ Parks Vic (Ranger in Charge, Fire and Emergency Operations-North East District)

Craig Hore

✓ Parks Vic (Ranger Team Leader - Mt Beauty)

Kevin Cosgriff

Parks Vic (Area Chief Ranger Kiewa Murray - Tallangatta)

Dave Jenson

Parks Vic (District Manager, North East)

Ty Caling

✓ ✓ DELWP (District Manager - Ovens)

Jarrod Hayse

Falls Creek Childcare Centre Vulnerable Persons

Tristy Sheridan

Falls Creek Primary School Vulnerable Persons

Helen Whittaker

Falls Creek Medical Centre (Winter Only)

Vulnerable Persons

Disabled Wintersports Australia (via FCARMB Admin)

Vulnerable Persons

Ski School – Falls Creek Snowsports

Vulnerable Persons

✓ FCARMB File copy of MEMP

✓ Victorian Government State Library


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Appendix B – List of Control and Support Agencies for Identified Emergencies within FCAR

Hazard Description Control Agency Support Agencies

1 Bushfire CFA – Local fire impacting FCAR DELWP – Fire in State Forest or National Park

Parks Vic

VICPOL

VICSES

Ambulance VIC

FCARMB

FCSL

2 Storm VICSES VICPOL

CFA

Ambulance VIC

FCSL

DELWP

FCARMB

VicRoads

Ausnet Services

3 Human Epidemic / Pandemic DHHS VICPOL

Ambulance VIC

FCARMB

4 Geotechnical Failure VICSES VICPOL

Vic Roads

CFA

DELWP

Ambulance VIC

FCARMB

5 Utility Failure DELWP VICPOL

FCARMB

AGL

Elgas

Ausnet Services

Telstra

6 Fire – Structural CFA VICPOL

VICSES

Ambulance VIC

Medical Centre

FCARMB

FCSL

A list of all control agency roles can be found in the EMMV Part 7 – Emergency Management Agency Roles here: https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-7.pdf

https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-7.pdf

https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-7.pdf


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Appendix C – Action Statements C1 – Response to Emergency C2 – Prepare Municipal Emergency Co-ordination Centre C3 – Activate and Operate Municipal Emergency Co-ordination Centre C4 – Activating and Operating Relief Services C5 – Emergency Accommodation in Falls Creek C6 – Request for Emergency Assistance from Alpine Shire C7 – Direction from VICPOL to Evacuate Falls Creek C8 – Development of a Recovery Plan C9 – Storm C10 – Human Epidemic/Pandemic C11 – Geotechnical Failure within FCAR C12 – Geotechnical Failure on Bogong High Plains Road C13 – Utility Failure C14 – Missing Person C15 – Evacuation of Ski Lift C16 – Evacuation of Ski Field


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Action Statement

C1 – Response to Emergency

Description of

Emergency

Activity Description When Responsible Actioned

By/When

Emergency Alert received – Bushfire

• Refer to Action Statements in Municipal Fire Management Plan.

When alert received

MERO

Emergency Alert received – Not Bushfire

• Advise members of MEMT of emergency alert.

• Refer to Action Statement C2 – Prepare MECC for Activation.

• Consider resource demands should FCARMB be require to respond to emergency.

• If required, Contact Vulnerable Persons and determine course of action.

When alert received

MERO

Decide whether an EMLO be required at the ICC?

• An EMLO may be required to represent FCARMB at an ICC.

• Is it safe for a staff member to attend?

MEMT decide an EMLO required

MEMT MEMT MERO

FCARMB placed on Standby

• Activate the MECC. Refer to Action Statement C3 – Activating and Operating the MECC.

Standby warning received or as requested by MERC

MERO

Estimation of likely resource requirement for emergency

• Contact other municipalities to advise of possible call upon emergency staff resources.

EMC or MEMT

Agency Staging Requirements

• Confirm requirements of all responding agencies regarding staging of resources and equipment.

MERO

Cost Tracking • Determine if separate cost tracking will be required for this emergency.

• Establish cost tracking system.

EMC EMC

Action • Activate the Emergency Relief Centre. Refer to Action Statement C4 – Activating and Operating Emergency Relief Services

MRM

Stand down Advised by MERC

MERC or MEMT

De-brief Advised by MERC

MERC

Cost Recovery • Confirm if FCARMB intends to recover costs incurred from the Emergency event

Post Event EMC

Completed by: Date:


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Action Statement

C2 – Prepare Municipal Emergency Coordination Centre (MECC) for Activation Activity Description When Responsible Actioned

By/When

MERO advised of need to prepare MECC for activation

• Primary MECC is FCARMB meeting room.

• Secondary MECC is FCARMB boardroom.

Action Statement Step

Alert issued by EMC, MEMT or MERC

MERO

Confirm Primary MECC is fit for use

• Generator checked and full of fuel?

• Toilet facilities functioning?

• Environmental systems checked? o Heating in winter. o Cooling in summer.

• Water available?

• Photocopier has sufficient paper?

• Global SMS System is operating and up to date?

Deputy MERO / Asset & Services Mgr

AO

ICTM

IT systems operational

• Ensure internet and telephonic services are functional.

• Ensure satellite phones are charged, operational and ready for use.

ICTM

Communication lines able to be established

• VICPOL

• CFA

• VICSES

• DHHS

MERO

Emergency management staff on standby

• Advise key staff of current situation and that the MECC may be activated.

MEMT or EMC

Feeding and watering of MECC staff

• Water, tea and coffee available.

• Food arranged.

AO

Completed by: Date:


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Action Statement

C3 – Activate and Operate the Municipal Emergency Coordination Centre (MECC) Activity Description When Responsible Actioned

By/When

MERO advised to Activate MECC

• Open room for MEMT personnel.

• Set out EM tabards for various roles within EMT.

• Advise Control Agency Incident Controller where MECC has been established.



MERO

Establish MEMT • Contact MEMT and advise of MECC activation.


MERO

Monitor location of staff within FCAR

• Check where staff responding to the emergency each hour to ensure they are safe and not exposed to unacceptable risk.

Every hour during emergency

MERO

Monitor conditions at Emergency Relief Centre/s

• Check with MRM on hourly basis: o Capacity of centre against

demand? o Available supplies of water, food,

blankets? o Mood and behavior of people in

attendance? o Do staff need to be relieved?


MERO

Document emergency activities

• Keep a record of all discussions, phone conversations, requests, actions taken and status information.

For duration of MECC activation

AO

Completed by: Date:


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Action Statement

C4 – Activating and Operating Relief Services Activity Description When Responsible Actioned

By/When

Notify MRM of need to activate Relief Centre

MERO notifies MRM as emergency in progress and relief required.


Alert issued by MEMT or MERC

MERC

MERO

MEMT

Activation of Relief Centre

MRM activates Relief Centre in accordance with plan in MEMP Appendix E.

MRM

Monitor Relief Centre resources and demand

FCARMB resources assigned in consultation with MEMT.

Hourly MRM

Activate Volunteers to assist

MRM notifies CVC regarding assistance required.

- Physical set up of Relief Centres - Registration of displaced persons - Staff resourcing - Perishables management

Additional resources required in excess of FCRAMB capacity

MRM

CVC

Ensure Relief Centre is resourced

Emergency Relief Storage Door Code 3502

Using the list of Relief Centre supplies confirm that the minimum resources are available in the relief centre including:

- Water - Food - Heating - Blankets - Displaced persons register - Recovery literature

MRM

Decide to prepare secondary Relief Centre for activation

The nature of the emergency may see estimated demand for relief services exceed the capacity of the Primary Relief Centre.

Primary Relief centre >50% occupied or nature of emergency

MERO

MRM

Prepare Secondary Relief Centre for activation

Confirm requirements with MEMT

Execute using a secondary copy of this Action Statement.

Decision to prepare secondary Relief Centre for activation

MRM

Determine whether additional Relief Centre capacity required

Upon the activation of the Relief Centre consideration to be given to potential demand for service with the particular emergency event.

Once Relief Centre activated

MEMT

Contact private businesses to advise need to activate their premises as Relief Centres

Activate private businesses as Relief Centres in accordance with agreement in order as listed below, provided safe to do so in consultation with MERO:

Likely demand to exceed capacity of FCARMB’s primary and secondary Relief Centres

MRM

Call up community volunteers for escorting people from Primary to alternate relief centres

MRM notifies CVC regarding assistance required. When relief centres in private businesses are being prepared

MRM

CVC


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Activity Description When Responsible Actioned By/When

Monitor FCARMB resources

If event appears to be of a duration greater than 6 hours, prepare a roster of FCARMB to man the Relief Centres.

• Contact adjoining Municipalities to request additional resources to support Relief Centre operations.

• Contact Alpine Shire regarding a Relief Centre being established at Mt Beauty – refer to Action Statement C6 – Request for Emergency Assistance from Alpine Shire.

MRM

EMC

Ensure relevant personal contact details and places of residence are collected for all occupants

Contact information will be passed on to DHHS for any persons utilising the relief centres.

Ongoing throughout activation of relief centre

MRM

Deputy MRM

Relocating visitors from the resort.

Ensure visitors able to leave resort can safely do so. MERO

MEMT

MERC

Close down of Relief Centre

Ensure all registered information is collated and kept secure.

Ensure FCARMB equipment and items are accounted for and returned

Arrange for rubbish removal and clean up

As advised by MEMT, DHHS or MERC

MRM

EMC

Relief Centre Requirements Checklist

Items Primary Relief Centre

Secondary Relief Centre

Secondary Relief Centre

Other

Location: FCARMB Boardroom

FCARMB Admin Day Shelter

Gully Day Shelter

No Persons 150 60 100

Water

Food

Heating

Power

Blankets

Seating

Number of persons to attend

Means to record names

Communication to EMC

Domestic animal housing required

Phone charge points

Completed by: Date:

Time:


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Action Statement

C5 – Emergency Accommodation in Falls Creek Alpine Resort Activity Description When Responsible Actioned

By/When

Emergency Accommodation required

Estimate the number of people required to be accommodated

Contact the Control Agency to obtain estimated time emergency accommodation will be required

Advised by MEMT

No vehicle access to and from FCAR for protracted period

MEMT/MERO

MERO

Activate Emergency Relief Centre – Refer to Action Statement.

Interim relief of displaced persons Advised by MEMT

MRM

Contact lodge owners and business operators

To:

• Advise of situation

• Determine available accommodation

• Allocate persons needing accommodation

Advised Emergency Accommodation required

MRM

Activate Community volunteers to assist

MRM notifies CVC

MRM

CVC

Notify MERO of number of people that can be accommodated

Once known MRM

Activate additional Emergency Relief Centres – Refer to Action Statements

Additional Emergency Relief Centres activated to accommodate excess persons if required.

This may also require activation of Mt Beauty Relief Centre

If the number of people requiring accommodation exceeds available accommodation

MEMT/MERO

Tracking of Emergency Accommodation

Ensure persons place in Emergency Accommodation have been registered with FCARMB including number of nights.

MRM

Completed by: Date:


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Action Statement

C6 – Request Emergency Assistance from Alpine Shire Activity Description When Responsible Actioned

By/When

Decision to request Emergency Assistance from Alpine Shire

Determine any resources required.

Determine if the Relief Centre requires activation in Mt Beauty

o Number of people requiring relief o Estimated length of operation o Staffing arrangements o Time to arrive in Mt Beauty.

Resource assistance

Displaced persons require relocation to Mt Beauty

MEMT

Contact Alpine Shire MERO and EMC

It is determined that impacted persons need to be relocated from FCAR to Mt Beauty

EMC

Organise transport from resort

Liaise with VICPOL re suitable transport and route to move people from FCAR to Mt Beauty.

It is determined that impacted persons need to be relocated from FCAR to Mt Beauty

MERO

Secure parking areas in Falls Creek

People requiring use of Mt Beauty Relief Centre may have travelled to FCAR by private vehicle.

MERO

Organise meals and assistance

Assist Alpine Shire MRM to establish Relief Centre.

Contact external agencies and request assistance.

MRM

Organise transport back to resort when safe

Vehicles of displaced people are likely parked in Falls Creek and will need to be retrieved.

MERO

MEMT

Completed by: Date:


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Action Statement

C7 – Direction from VICPOL to Evacuate Falls Creek Alpine Resort Activity Description When Responsible Actioned

By/When

VICPOL request that FCAR is to be evacuated

Request issued by VICPOL

MERC

Activate MECC • Refer to Action Statement C3 – Activate and Operate MECC.

MERO

Call meeting of MEMT and MERC

• Where to evacuate?

• Determine evacuation route?

• Means of evacuation?

• Who to evacuate?

• Does FCAR MECC close and evacuate?

Upon receipt of request

MERC / MERO

Advise Evacuation Route

Communicate all requirements to affected parties.

MERC

MLO

Organise transport

• MRM to advise parties regarding evacuation.

• Transport vehicles arranged.

MRM

MERO

Organise Emergency Relief Centre at Evacuation Destination

• Alternate Emergency Relief Centres.

• Refer to Action Statement C6 – Request Emergency Assistance from Alpine Shire if applicable.

MRM

Establish Alternate MECC

• Relocate MECC equipment from FCAR MECC to Alternate MECC.

If the FCAR MECC is required to close and evacuate

MERO

Monitor location of staff within FCAR

• Check where staff responding to the emergency are each hour to ensure they are safe and not exposed to unacceptable risk.


MERO

Monitor conditions at Emergency Relief Centre/s at FCAR

• Ensure relief centre closure is part of evacuation plan.

MRM

Deputy MRM

Monitor conditions at Emergency Relief Centre/s at Evacuation Destination

• Activate new relief centre in accordance with Action Statements C4 and/or C6.

MRM

Deputy MRM

Completed by: Date:


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Action Statement

C8 – Development of a Recovery Plan Activity Description When Responsible Actioned

By/When

Decision to develop a Recovery Plan

Develop a detailed plan covering the four key environments relevant to FCAR:

1. Social Recovery 2. Built Environment 3. Economic Environment 4. Natural Environment

It is determined that ongoing recovery support is required post event

MRM

Establish Community Recovery Committee

Contact key groups required for establishment of the CRC including but not limited to:

- Alpine Shire - DHHS - FCARMB MERO - Local Red Cross

Immediately the recovery process is underway

MRM

Checklist of items for Social Recovery

- Case support for individuals - Information access - Financial assistance - Health, wellbeing and safety - Interim/temporary accommodation - Counseling services - Targeted recovery programs - Local community programs - Identification and establishment of

Recovery Centres - Establishment of Community

Consultation program

MRM

CRC

DHHS

Alpine Shire

Checklist of items for Built Environment

- Review conclusions and recommendations of Impact Assessments

- Clean up and demolition of damaged structures

- Provision of building advice and information

- Rectification program for essential utilities and services

- Re-establishment of critical infrastructure and communications

- Roads, stormwater and transport - Water and Waste Water - Waste Collection Services - Community and Public Buildings - Ski Lift Infrastructure

MRM

MERO

FCARMB DIMR

DHHS

Alpine Shire

FCSL

DELWP

Checklist of items for Economic Environment

- Re-establishment of key tourism products for Falls Creek

- Support for individuals - Support for business - Local employment promotion - Monitoring program for economic

impacts

MRM

Falls Creek Chamber of Commerce


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Checklist of items for Natural Environment

- Protection of water quality and supply - Erosion management plans - Protection of threatened habitats and

species - Regeneration of impacted areas

including fire breaks - Restoration plan for public use areas

(MTB and walking tracks) - Weed and vermin management plan - Vegetation management plan

FCARMB DIMR

FCARMB DEDLM

Parks Victoria

DELWP

NECMA

GM Water

Review and Sign-off for Recovery Plan

Ensure the Recovery Plan has been reviewed by key agencies and internal FCARMB stakeholders.

Part of plan development

DHHS

CRC

MERO

EMC

FCARMB CEO

Other agencies as required

Ongoing follow up against the Recovery Plan

Ensure the Recovery Plan remains relevant to the recovery process.

Per above

Completed by: Date:


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Action Statement

C9 – Storm Activity Description When Responsible Actioned

By/When

Inform staff to prepare for possible severe weather event

• Ensure loose items of FCARMB equipment are secured.

• Ensure waste water treatment plant prepared in case of significant inflows of storm water.

• Prepare for possible loss of power to FCAR (Refer to Action Statement C13 – Utility Failure).

• Prepare MECC for Activation (Refer to Action Statement C2 – Prepare the Municipal Emergency Coordination Centre (MECC) for Activation).

• Prepare Emergency Relief Centre for Activation (Refer to Action Statement C4 – Activation and Operation of Relief Services).

Severe weather event warning received

MEMT / MERO

Inform village stakeholders

• Email lodges and businesses to: o Ensure loose items of equipment

are secured. o Prepare for possible loss of power

to FCAR. o Inform VICSES/FCARMB should

any major damage be sustained during the event.

Severe weather event warning received

MLO / EMC

Advise/consult VICSES

• Advise of situation.

• Preliminary damage report.

• Will MECC be required?

Severe weather event occurs

MERO

Activate MECC • Refer to Action Statement C3 – Activating and Operating the Municipal Emergency Coordination Centre (MECC).

VICSES requests MECC activation

MERO

Ensure working staff are accounted for

During and after severe weather event

MERO

Inspect FCARMB assets

• Check assets for any structural damage and make safe in required.

• Confirm operation of key infrastructure.

After event or when safe to do so

MERO

Capital & utilities Mgr

Asset & Services Mgr


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Inspect FCAR for Hazardous trees

Identify any hazardous trees within FCAR.

• Is VICSES available to deal with the request?

• Inspect tree and assess the degree of hazard. o Is an arborist’s assessment

required?

• Determine what action is required. o Can works be safely completed

with FCARMB staff or are specialist contractors required? ▪ Is a safety zone required until

works are completed. o Does the hazardous tree threaten

a lodge? ▪ If yes, is activation of

Emergency Relief Centre for lodge occupants required until tree can be made safe (Refer to Action Statement – Activating and Operating the Relief Centre/s).


MERO

Inspect Bogong High Plains Road for Hazardous trees or other failures

Identify any hazardous trees threatening Bogong High Plains Road.

• Advise VicRoads who will advise whether they will manage or request FCARMB to manage. o Before works commence, contact

VicRoads to obtain approval (and Job No) to undertake required works.


MERO

Provide assistance to lodges and businesses if requested

As requested by VICSES or when FCARMB resources available to assist.


MERO

Reports of damage to lodges or business

If persons are displaced, confirm if required to Activate Emergency Relief Centre (Refer to Action Statement C4 – Activating and Operating Relief Services).

If lodge or business

unsafe to occupy

MRM

Completed by: Date:


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Action Statement

C10 – Human Epidemic/Pandemic Activity Description When Responsible Actioned

By/When

Contact DHHS and inform of situation

The advice received from a medical practitioner specifically refers to patient displaying Epidemic/Pandemic sickness symptoms.

• Prepare MECC for Activation (Ref Action Statement C2 – Prepare the Municipal Emergency Coordination Centre (MECC) for Activation

• Prepare Emergency Relief Centre for Activation (Ref Action Statement C4 – Activation and Operation of Relief Services) subject to advice from DHHS

Advice received of person displaying symptoms

MEMT/MERO

MRM

DHHS

Consult with DHHS, VICPOL, and FC Medical Centre

Issues to be discussed:

• Treatment options,

• Communication with community,

• Estimate of number of affected people.

• Will residents be asked to stay indoors and remain in FCAR?

• Will visitors be asked to remain in FCAR?

• Determine which staff are not impacted and if they are able to perform EM tasks or if they are to remain isolated as well?

• What external resources will be required?

• What should staff who reside off mountain and not at work do?

• Will additional medical facilities for be patients required?

• What is suspected pathogen and what action to be taken at Waste Water treatment plant?

• Will a site for a morgue be required?

Contacted DHHS

MEMT

MRM

Activate MECC Refer to Action Statement C3 - Activating and Operating the Municipal Emergency Coordination Centre (MECC)

DHHS requests MECC activation

MERO

Activate Relief Centre

Ref Action Statement C4 - Activating and Operating Relief Services

Decision that visitors to remain in FCAR

MRM


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FCARMB Staff resourcing

Decide whether staff not exposed to the risk at FCAR should stay home or whether it is safe to come to work

Are there sufficient staff to manage essential services to FCAR?

Activate Community Volunteers?

DHHS advises on potential impact on staff and volunteers coming into contact with affected persons

MEMT

MRM

CVC

Access additional Emergency Management resources

Contact Alpine Shire MERO

External resources required to assist FCARMB staff

MERO

Request assistance from DOD

Numbers of impacted persons more than can be managed by local medical staff

Additional medical services required

MRM

DHHS

Manage General supplies

Liaise with VICPOL, DHHS regarding the supply of provisions to the FCAR

Access to FCAR restricted

MERO

Waste Water Treatment

Confirm if additional actions required for Wastewater treatment system.

Implement necessary action.

DHHS advises any additional treatment of waste water

EMC

Capital & Utilities Mgr

Counseling for affected persons

Liaise with DHHS for provision of recovery services such a counseling for persons remaining in FCAR and impacted visitors who reside away from FCAR post event.

• Provide recovery service information to impacted visitors before they leave FCAR.

• Implement Recovery Plan – refer to Action Statement

Post event / when risk to health has past

MRM

Completed by: Date:


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Action Statement

C11 – Geotechnical Failure within FCAR Activity Description When Responsible Actioned

By/When

Advise/consult VICPOL, VICSES, Ski Patrol

• Inform VICPOL, VICSES, Ski Patrol.

• Prepare MECC for Activation. Refer to Action Statement C2 – Prepare the Municipal Emergency Coordination Centre (MECC) for Activation.

Advice received of Landslide in FCAR

MEMT / MERO

Check Staff and FCARMB Assets

• Determine whether any staff have been impacted.

• Check whether any FCARMB assets have been impacted.


MERO

EMC


VICPOL / VICSES requests MECC activation

MERO

Communication • Contact Village and advise situation.

• Contact Alpine Shire and advise situation.

• Contact Mt Hotham RMB if required for winter assistance.

• Develop communication strategy.

VICPOL / VICSES requests MECC activation

MLO

EMC

Secure site if VICSES have not already done so

• Advise ‘spontaneous volunteers’ they may be putting themselves at risk of injury and the people they are trying to assist.

• If ‘spontaneous volunteers’ in contact with a victim in the rubble heap but wish to move to a safe place, then advise the victim and place a marker so SAR know where the victim might be.


MERO

Activate Emergency Relief Centre

• Refer to Action Statement C4 – Activating and Operating Relief Services

If a building has been involved or persons injured

MRM

Earthmoving resources

• Put FCARMB earthmoving equipment on standby to respond to potential request from VICSES.

• Discuss with VICSES IC what other equipment might be required and source from other municipalities and contractors.

VICSES requests MECC activation

MERO

Accommodation for Emergency Services staff

• Source accommodation for SAR staff and others sent to FCAR to assist with rescue and recovery of affected persons.

On advice from VICSES

MRM

Supplies to FCAR • Liaise with VICPOL, DHHS regarding the supply of provisions to the FCAR.

MERO


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Waste water treatment

• Confirm alternate power supply available to ensure continued operation.

• Assess availability of waste water treatment system.

If landslide has impacted FCARMB utility assets

MERO


Water supply system

• Determine availability of FCAR water supply system.

• Introduce rationing of potable water if required.

MERO

Capital & Utiliies Mgr

Buildings Damage • Buildings require evacuation

• This may include buildings downhill which have the potential to be impacted by a failure uphill

• Contact Structural Engineer

Post failure MERO

Critical Utilities Damage

• Contact utility owner – Refer to Action Statement for Utility Failure

• Isolate site area if required

Post failure MERO

Identify any further geotechnical risk for FCAR

• Seek an indication of what may have initiated the failure and potential for any geotechnical failure within FCAR.

• Contact Geotechnical Engineer

Post failure MERO

Reduce demand upon essential services

• Begin to encourage non-essential staff that have primary place of residence ‘off mountain’ and visitors to leave FCAR if safe to do so.

Post failure MERO

Evacuate Falls Creek Alpine Resort

• Unable to re-establish critical services to unaffected areas.

• VICPOL to advise evacuation plan. Refer to Action Statement C7 – Direction from VICPOL to evacuate Falls Creek

Post failure MERC / MERO

MEMT

Completed by: Date:


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Action Statement

C12 – Geotechnical Failure on Bogong High Plains Road Activity Description When Responsible Actioned

By/When

Advise/consult VicRoads, VICSES and VICPOL

• Inform VICPOL, VicRoads of location of landslide.

• Prepare MECC for Activation. Refer to Action Statement C2 – Prepare the Municipal Emergency Coordination Centre (MECC) for Activation.

Advice received of Landslide on Bogong High Plains Road

MEMT/MERO

Check Staff and FCARMB Assets

• Determine whether any staff have been impacted.

• Check whether any FCARMB assets have been impacted.

Advice received of Landslide on Bogong High Plains Road

MERO


VICPOL requests MECC activation

MERO

Close Bogong High Plains Road

• If requested by VicRoads stop traffic passing through landslide zone until VicRoads can get there to assess.

• If requested by VICPOL, stop traffic from using Bogong High Plains Road from a point requested by VICPOL.

Request from VicRoads or VICPOL

MERO

Advise of road closure

• Advise emergency services.

• Advise Alpine Shire.

• Advise Village (e.g. send SMS and email to Village mailing lists, post message on social media channels, place notice on website).

• Update message(s) on any VMS(s) along Bogong High Plains Road.

Road closed by VICPOL or VicRoads

MERO

MERO

MLO / EMC

Activate Emergency Relief Centre

• Activate Emergency Relief Centre to accommodate visitors to FCAR who have no accommodation.

• Refer to Action Statement C4 – Activating and Operating Relief Services

Advised protracted/ overnight road closure by VICPOL or VicRoads

MRM

Seek advice on estimated length of closure

• Seek advice from VicRoads on likely time to reopen road to:

Road closed by VICPOL or VicRoads

MERO

Emergency accommodation

• Determine how many people may need to be accommodated in FCAR until road open again.

• Refer to Action Statement C5 – Emergency Accommodation in Falls Creek Alpine Resort.

Estimated time for Bogong High Plains Road to be reopened provided by VicRoads

MRM


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Check LPG Supplies

• Check how many days supply of gas is in storage tank.

• Liaise with VicRoads, and supplier of LPG Gas regarding an alternate route for the supply of LPG to FCAR if required.

Estimated time for BHP road to be reopened provided by VicRoads

MERO

Supplies to FCAR • Liaise with VICPOL, VicRoads regarding an alternate route for the supply of provisions to FCAR if required

Estimated time for BHP road to be reopened provided by VicRoads

MERO

Reduce demand upon essential services

• Begin to relocate visitors from FCAR to Mt Beauty if able to do so.

If there is a part opening of the BHP Road

MERO

Relocating people from FCAR

• Request Alpine Shire activate the Mt Beauty Emergency Relief Centre. Refer to Action Statement C6 – Requesting Emergency Assistance from Alpine Shire.

• Arrange transport for people from FCAR to the site of the landslip.

• Arrange for transport to pick people up on Mt Beauty side of landslip and convey them to Mt Beauty Emergency Relief Centre.

• Confirm arrangements for return to place of residence until road is open to unrestricted vehicle traffic and private vehicles can be retrieved.

VicRoads advise the landslide site is open to pedestrian traffic

MERO

MRM

Re-open Bogong High Plains Road

• Remove any signage or obstacles to open BHP road to private vehicle traffic.

VicRoads advise the landslide site is open to unrestricted vehicle traffic

MERO

Advise of road re-opening

• Advise emergency services.

• Advise Alpine Shire.

• Advise Village (e.g. send SMS and email to Village mailing lists, post message on social media channels, place notice on website).

• Update message(s) on any VMS(s) along Bogong High Plains Road.

VicRoads advise the landslide site is open to unrestricted vehicle traffic

MERO

MERO

MLO / EMC

Completed by: Date:


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Action Statement

C13 – Utility Failure Activity Description When Responsible Actioned

By/When

POWER SUPPLY

Back up generators • Check FCRM generators have started.

Power supply failure

MERO

Determine length of outage

• Contact Ausnet Services to determine estimated time before service is restored.

Power supply failure

MERO

Communicate with stakeholders

• Advise lodges and businesses of advice from Ausnet Services regarding estimated length of outage.

Upon advice from Ausnet Services

MLO / EMC

Emergency Relief Centre

• Activate Emergency Relief Centre for those who rely on electricity for heating. Refer to Action Statement C4 – Activating and Operating Relief Services.

If winter MRM

Stakeholder information

• Confirm Ausnet Services contact regarding follow up for village stakeholders

Post event MRM

LP GAS SUPPLY

Advise ELGAS • Advise ELGAS of supply failure and confirm the gas supply tank has supply.

LP gas supply failure

MERO

Check for LP Gas leaks

ELGAS confirms supply in tank

MERO

Advise VICPOL and CFA of potential gas leak

• Contact MERC and CFA

• ELGAS investigate and shut down the reticulated supply system if required.

• ELGAS confirm rectification procedure.

LP gas leak detected

MERO

Determine estimated time for supply interruption

• If it is winter non-essential staff that have primary place of residence ‘off mountain’ and visitors will be encouraged to leave FCAR if safe to do so.

ELGAS confirm LP gas supply not available

MERO

Emergency Relief Centres

• Activate the Emergency Relief Centre if required to assist in managing visitors to leave FCAR. Refer to Action Statement C4 – Activating and Operating Relief Services.

MRM


• Confirm Elgas contact regarding follow up for village stakeholders.

Post event MRM

POTABLE WATER SUPPLY

Determine cause of failure

• FCARMB to determine whether the failure is in: o Supply of water to treatment

system o Treatment system o Reticulation system.

Water supply failure


EMC


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Report to Authorities

• Report failure to DHHS (Water) in accordance with RMP for Water Supply



EMC

Determine estimated time for supply interruption and options available

• What options are available: o Boil water notice o Rationing o Supply by water tanker o Reduce demand by reducing the

number of people drawing on system.



MERO

Impact on waste water treatment

• Is water supply sufficient for operation of waste water plant?

If determined a limited supply can be maintained


MERO


• Advise lodges and businesses of situation and proposed measures to maintain a limited supply.

If determined a limited supply will allow waste water plant to operate

MLO / EMC

Reduce demand on system

• Encourage non-essential staff that have primary place of residence ‘off mountain’ and visitors to leave FCAR.

If determined a limited supply will allow waste water plant to operate

EMC



• Provide update on status of water supply to village and other parties.

Ongoing EMC

MLO

Evacuation of Village

If safe drinking water cannot be re-established or will require significant effort to re-establish, FCAR evacuation may be required in consultation with VICPOL

Refer to Action Statement C7 - Evacuation of FCAR

Cannot re-establish safe drinking water supply.

EMC

MERC

WASTE WATER TREATMENT SYSTEM

Determine cause of failure

Waste water treatment system fails


EMC

Report to Authorities

• Report failure to EPA in accordance with RMP for Waste Water Treatment.



EMC

Determine estimated time for supply interruption and options available

• What options are available: o Divert untreated effluent to storage

tank o Arrange for untreated effluent to be

transported to North East Water’s Mt Beauty Water Treatment Plant

o Reduce load by reducing the number of people being serviced system.



MERO


• Advise lodges and businesses of situation and proposed measures to maintain the service.

If determined a reduced load on plant can be managed

MLO / EMC


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Reduce load on system

• Encourage non-essential staff that have primary place of residence ‘off mountain’ and visitors to leave FCAR.

If determined a reduced load on plant can be managed

EMC


• Provide update on status of water supply to village and other parties.

Ongoing EMC

MLO

Evacuation of Village

If operation of the waste water treatment plant cannot be re-established or will require significant effort to re-establish, FCAR evacuation may be required in consultation with VICPOL

Refer Action Statement C7 – Evacuation of FCAR.

Cannot re-establish operation of waste water treatment plant

EMC

MERC

Completed by: Date:


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Action Statement

C14 – Missing Person

Name of Missing Person:

Activity Description When Responsible Actioned

By/When

Emergency alert received

Note details of alert:

Name: ___________________________

Time reported: _____________________

Time last seen: ____________________

Loc’n last seen: ____________________

Description: _______________________

When alert received

MERO

Determine which agency(s) to alert

• Advise the following agencies: o Ski Patrol o VICPOL o VICSES

When alert received

MERO



As requested by ICC

MERO / EMC

FCARMB placed on Standby

• Determine what resources are available to assist with the search.

Standby warning received or as requested by MERC

MERO


• Contact other agencies to advise of possible call upon emergency staff resources.

As requested by the ICC or MERC

EMC or MEMT

Catering • Determine if agencies’ resources require catering during search.


MERO / MRM

Accommodation • Determine if agencies’ resources require accommodation during search.


MRM


MERC


MERC

Completed by: Date:


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Action Statement

C15 – Evacuation of Ski Lift Activity Description When Responsible Actioned

By/When



Lift name: ________________________

Time reported: ____________________

Est persons on lift: _________________

Nature of evacuation: _______________

When Alert Received

MERO


• Advise the following agencies: o Ski Patrol o VICPOL o CFA

When alert received

MERO


• Advise members of MEMT of emergency alert. o Refer to Action Statement C2 –

Prepare Emergency Relief Centre for Activation.

o Consider resource demands should FCARMB be require to respond to emergency.

o Contact Vulnerable Persons and determine course of action.

When alert received

MERO



As requested by ICC

MERO / EMC



EMC / MEMT

Activate the Emergency Relief Centre

• Activate the Emergency Relief Centre. Refer to Action Statement C4 – Activating and Operating Relief Services.

MRM


MERC / MEMT


MERC

Completed by: Date:


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Action Statement

C16 – Evacuation of Ski Field Activity Description When Responsible Actioned

By/When



Sector(s) of ski field: ________________

Time reported: _____________________

Est persons in area: _________________

Nature of evacuation: ________________

When alert received

MERO


• Advise the following agencies: o Ski Patrol o VICPOL o VICSES o CFA

When alert received

MERO


• Advise members of MEMT of emergency alert. o Consider resource demands

should FCARMB be require to respond to emergency.

o Contact Vulnerable Persons and determine course of action.

When alert received

MERO



As requested by ICC

MEMT

MERO



EMC / MEMT

Activate the Emergency Relief Centre

• Activate the Emergency Relief Centre. Refer to Action Statement C4 – Activating and Operating Relief Services.

MRM


MERC


MERC

Completed by: Date:


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Appendix D – Agenda for MEMPC Meetings

Agenda for May MEMPC Meeting

Agenda

Date:

Location: FCARMB Boardroom, St Falls West Building, 15 Bogong High Plains Road, Falls Creek

1 Attendees

2 Apologies

Topic/Issue Points of Discussion Action Responsible Person

Time frame

3 Call for Other Agenda Items

4 Confirmation of Previous minutes

4a Business Arising from Previous Meeting

5a Standard Meeting Items

Are the contact names in the Contact Directory current?

Review all contacts within the MEMPlan

All Committee Members

5b Are the contacts current in the Action Statements?

Review all Action Statements within the MEMPlan


5c Have there been any emergency incidents since the last meeting?

MERO/ MRM


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Time frame

5d Have there been any new hazards identified?

Review identified hazards from previous CERA process against current and future threats

MERO/ EMC/ MRM

5e Have any/ all updates from EMV or incidents been incorporated in to the MEMPLan

MERO/ EMC/ MRM

5f Have there been any changes to existing policies in land use, building codes and regulations, and Resort planning that may impact upon Emergency Management?

MRM

5g Have there been any changes to the Community Volunteer Register?

MVC

5h Has the MEMPlan been tested in the last 12 months?

MERO

6

Hume Region MEMEG

Update from regional forum MERO

7

Municipal Fire Management Committee (MFMP)

Post Summer Season Update

MFPO

8

Agency Issues Issues to be submitted in writing 2 weeks prior to meeting to be circulated with meeting agenda

9 Other Agenda Items

10 Next Meeting:

11 Close


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Agenda for October MEMPC Meeting

Agenda

Date:

Location: FCARMB Boardroom, St Falls West Building, 15 Bogong High Plains Road, Falls Creek

1 Attendees

2 Apologies


Time frame

3 Call for Other Agenda Items

4 Confirmation of Previous minutes

4a Business Arising from Previous Meeting

5a Standard Meeting Items

Are the contact names in the Contact Directory current?

Review all contacts within the MEMPlan


5b Are the contacts current in the Action Statements?

Review all Action Statements within the MEMPlan


5c Have there been any emergency incidents since the last meeting?

MERO/ MRM

5d Have there been any new hazards identified?

Review identified hazards from previous CERA process against current and future threats

MERO/ EMC/ MRM


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Time frame

5e Have any/ all updates from EMV or incidents been incorporated in to the MEMPLan

MERO/ EMC/ MRM

5f Have there been any changes to existing policies in land use, building codes and regulations, and Resort planning that may impact upon Emergency Management?

MRM

5g Have there been any changes to the Community Volunteer Register?

MVC

5h Has a section of the MEMPlan been reviewed in the past 12 months?

Review at least one section (Response, Relief, Recovery) of the plan each year

EMC

6

Hume Region MEMEG

Update from regional forum MERO

7

Municipal Fire Management Committee (MFMP)

Pre Summer Season Update MFPO

8

Agency Issues Issues to be submitted in writing 2 weeks prior to meeting to be circulated with meeting agenda

9 Other Agenda Items

10 Next Meeting:

11 Close


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Appendix E – FCARMB Relief Centre Activation Plan Relief Processes In the event of an emergency, the MERO is to advise and brief the MRM as soon as possible. The MRM is to assess the impact of the incident and determine any requirement for relief and recovery support in accordance with local resources. The MRM will then implement the Action Statement C4 – Activation and Operation of Relief Services, including the establishment of appropriate Emergency Relief and Recovery Centres and determine which Committees need to be convened. If an Emergency Relief or Recovery Centre is established the MRM or delegate is to assume a liaison role between the centre and the MECC. The MRM will:

1. Identify what relief centre/s will be activated; 2. Inform DHHS that a relief centre/s is/are activated; 3. Allocate tasks for relief centre/s manager/s to activate the relief centre/s; 4. Monitor the functioning of the relief centre/s.

The following are considered the Relief Centre locations at FCAR:

Name of facility Address

1. Falls Creek Alpine Resort Management Board Boardroom

Bogong High Plains Road, St Falls Complex, Falls Creek

2. Falls Creek Resort Management Administration Office Day Shelter

1 Slalom St, Falls Creek

3. Gully Day Shelter 1 Bogong High Plains Road, Falls Creek

If Relief Centres require additional sleeping capacity the MRM will identify commercial lodges with service capacity. Refer to Appendix F. If the emergency is deemed to be beyond the recovery capacity of Falls Creek Resort Management, the MRM is to advise the DHHS Regional Recovery Coordinator immediately. On receipt of such advice DHHS may assume responsibility for overall coordination of recovery activities. The MRM should request through the DHHS Regional Recovery Coordinator to have DHHS staff in attendance for the Emergency Relief or Recovery Centre and that DHHS assistance be provided. When a decision has been made to activate the Emergency Relief Centre the following Action Statements and operating templates are also referenced:

• Activating and Operating the Emergency Relief Services / Action Statement C4

• Emergency Relief Handbook (DHS)

• EMV Disaster Recovery Toolkit for Local Government (EMV)


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The Emergency Relief Centre Kit will be accessed via the MRM and is stored in the emergency management storage room (Door Code 3502) located on the ground floor of the FCARMB Administration Office. The MRM is responsible for ensuring the kit is maintained, list of provisions as follows: The Relief Centre Kit includes the following items:

• Personal Information Forms

• Space Blankets x 300

• Wool Blankets x 20

• Camp Rolls x 50

• Portable tables x 2

• Portable Chairs x 50

• Emergency Lighting

• Torches x 20

• Water Purification Tablets for 3000L Key contacts for establishing a Relief Centre:

Role Person / Agency

Mobile Email Function

Municipal Recovery Manager (MRM)

Ben Derrick 0400 110 046 [email protected]

Deputy MRM Elise Armitage 0428 770 426 [email protected]

Community Volunteer Coordinator

Narelle Clark 0419 287 321 [email protected]

Services

DHHS

Red Cross

Salvation Army

Interpretative Services

Eloise Jones

National Interpretation Service

0419 364 707

03 9345 1800

03 8872 6400

131 450

[email protected]

[email protected]

[email protected]

https://www.tisnational.gov.au/en/Help-using-TIS-National-services/Contact-TIS-National

Food and water

Blankets and clothing

Language interpretation

The table below provides further details on the Relief Centres:

1. Falls Creek Alpine Resort

Management Board Boardroom

Bogong High Plains Road, St Falls Complex

Key access FCRM Office

Location of Recovery Centre Resource Kit

FCRM Emergency Management Storage Room

mailto:[email protected]










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Location/address Bogong High Plains Road, St Falls Complex

Facility FCRM (03) 5758 1200

Fax n/a

Contact person Ben Derrick Elise Armitage

Contact phone 0400 110 046 0428 770 426

IT capacity WiFi with password

Television No

No. of rooms suitable for sleeping 1 large room

Relief worker rest area Yes, but contained in same space

Car parking Yes, large capacity

Power source Mains electricity

Water source Town water

Sewer/septic Sewer

Disabled access No

Toilets Male 6, plus urinals, hand basins. Female 10 plus hand basins

Showers – numbers of 3 male, 3 female

Child care capacity Function area could be used for children’s activities.

Nearest child care facility Falls Creek Childcare Centre, located in St Falls Complex

Kitchen – Domestic/commercial No

Number of stoves, type

n/a

Refrigeration 1 standard small fridge

Tables 8 large

Chairs 30

Crockery/cutlery Approx. settings for 40

Laundry facilities No

Lighting Electric

Heating Electric, ducted


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Cooling No

Nearest vet Alpine Animal Doctors (Porepunkah) (03) 5756 2440

Nearest pound Alpine Shire Pound Ph: (03) 5755 0555

Playground No

Nearest generator FCRM Administration

2. Falls Creek Resort Management

Administration Day Shelter

1 Slalom St.

Key access FCRM Administration Office

Location of recovery centre resource kit FCRM Emergency Management Storage Room

Location/address 1 Slalom St.

Facility phone (03) 5758 1200

Fax n/a


Contact phone 0400 110 046 0428 770 426

IT capacity Wifi with password

Television No

No. of rooms suitable for sleeping 1 multi-purpose room

Relief worker rest area As above


Power source Mains electricity. Back-up generator


Sewer/septic Sewer

Disabled access Yes

Toilets 2 Male with 2 urinals, 2 female, 1 disabled.

Showers – numbers of no

Child care capacity Not separated

Nearest child care facility Falls Creek Childcare Centre, St Falls complex


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2. Falls Creek Resort Management

Administration Day Shelter

1 Slalom St.

Kitchen – domestic/commercial No

Number of stoves, type n/a

Refrigeration n/a

Tables 5 bench table

Chairs Bench seats with tables for 40 people

Crockery/cutlery No

Laundry facilities No

Lighting Electric

Heating Yes

Cooling No



Playground No

Nearest generator In building

3. Gully Day Shelter

Bogong High Plains Road

Key access FCRM Administration Office

Location of Recovery Centre Resource Kit

FCRM Emergency Management Storage Room

Location/address 1 Bogong High Plains Road

Facility phone (03) 5758 1200

Fax


Contact phone 0400 110 046 0428 770 426

IT capacity No

Television Yes

No. of rooms suitable for sleeping 1 day shelter area Falls Creek Race Club – sleeps 20


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3. Gully Day Shelter

Bogong High Plains Road

Relief worker rest area As above


Power source Mains electricity


Sewer/septic Sewer

Disabled access Yes

Toilets Male 10, plus urinal Female 10

Showers – numbers of None

Child care capacity minimal

Nearest child care facility Falls Creek Childcare Centre, St Falls Complex

Kitchen – Domestic/commercial Commercial

Number of stoves, type

1 gas burner with oven, 1 hot plate, 1 deep fryer, 1 bay marie,

Refrigeration 1 fridge, 2 freezers

Tables 15

Chairs 90 bench seats

Crockery/cutlery Approx. 70 settings

Laundry facilities None

Lighting Electric

Heating Hydronic

Cooling None



Playground No

Nearest generator FCRM Workshop


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Appendix F – List of Commercial Lodges

Site Max Available Accommodation

Showers Toilet Food Cooking Backup Power

Emergency Contact

Accommodation Transfer Station – Ground Floor 200 (seated)

Yes Yes

Yes 5758 1200

Falls Creek Country Club 100 Yes Yes Yes Yes 5758 3391

Viking 60 Yes Yes Yes Yes 57581000

Gully Day Shelter 100 (seated) Yes Yes Yes Yes 0437 399 088 (Easy Eats)

FCRM Admin Building Day Shelter 60 (seated) Yes Yes Yes 5758 1200

Falls Creek Hotel 100 Yes Yes Yes Yes 5758 3282

BE Foods 50 (seated) Yes Yes Yes 5758 3347 9:00 am – midnight

Cedarwood 100 Yes Yes Yes Yes 5758 3393

FCSL Nissen(1 & 2) 300 Yes Yes Yes Yes 5758 1000

FCSL Cloud 9 and Ski School 500 (seated) Yes Yes Yes 5758 1000 Day use only

Man (loft) 200 (seated) Yes Yes Yes 5758 3362

Elk Lodge 30 Yes Yes Yes Yes 5758 3211

Nelse 30 Yes Yes Yes Yes 5758 3263

Falls Creek Primary School 40 (seated) Yes Yes 5758 3311

Frying Pan 100 Yes Yes Yes Yes 5758 3390

Halleys Lodge 30 Yes Yes Yes Yes 5758 3363 0418 107 258

Pretty Valley 200 Yes Yes Yes Yes 5758 3210

Feathertop 30 Yes Yes Yes Yes 5758 3232

Snowdrift 50 Yes Yes Yes Yes 5758 3303

Windy Corner Day Shelter 40 (seated) Yes Yes Yes Yes 5758 3408

Howmans Gap 75 Yes Yes Yes Yes 5758 3228

Trackers 20 Yes Yes Yes Yes 5758 3346

Summit Ridge 20 Yes Yes Yes Yes 5758 3800

Alpha 30 Yes Yes Yes 5758 3488

Attunga 30 Yes Yes Yes Yes 5758 3255

Lakeside Lodge 50 Yes Yes Yes Yes 5758 3302

QT Resort 350 Yes Yes Yes Yes 5732 8000

Altezza 1570 50 Yes Yes Yes Yes 0420 515 712


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Appendix G – Community Recovery Committee

Community Recovery Committee MRM is to ensure maximum participation by the local community. A key initiative is the establishment and maintenance of the Community Recovery Committee (CRC). This committee should be formed as soon as possible after the emergency and if possible include members from the Community Volunteer Register, the MRM, as well as representatives from affected persons, businesses, Government agencies and Non-Government agencies. The MRM is responsible for the coordination of the CRC and any applicable Sub-Committee and will meet at least on an annual basis.

Community Recovery Committee Terms of Reference The decision to form a committee rests with Falls Creek Resort Management in consultation with the MRM and the Regional Recovery Coordinator, DHHS. It is important that whatever recovery structure is implemented that all members of the affected community are provided the opportunity to give feedback and express their opinion in relation to the recovery process. Thus ensuring broad and diverse community input. 1) Purpose of committee

The key role of the Community Recovery Committee (CRC) is to develop a partnership between the affected communities and agencies involved in recovery. These include local government, state and federal governments, non-government agencies and other organisations in order to support community recovery. Specifically the role of the CRC is to coordinate longer term community recovery activities, and support the communities of (insert affected communities) to manage their own recovery following the (insert event title). This includes: (delete/update as appropriate)

• Taking account of affected FCARMB’s long-term planning goals

• Oversighting and co-ordinating activities to meet community recovery needs related to psycho-social, infrastructure, economic, environmental and agricultural recovery environments elements. This includes arrangements for appeal administration and disbursement of funds

• Providing ongoing opportunities for community participation and consultation

2) Reporting structure and requirements

The CRC will report to Falls Creek Resort Management via the Municipal Recovery Manager (MRM). Minutes of all meetings will be given to the MRM. 3) Functions of the committee

The key functions of the CRC are to:

• Monitor the overall progress of the recovery process in the effected community

and determine recovery priorities;

• Identify community needs and resource requirements and make

recommendations to Falls Creek Relief and Recovery Planning Committee


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(FCRRPC) or Falls Creek Municipal Emergency Management Planning

Committee (MEMPC);

• If directed to do so by the FCRRPC or MEMPC, liaise with the DHHS as

coordinator through the designated Regional Recovery Coordinator or delegate;

• Undertake specific recovery activities as determined by the circumstances and

the MRRPC or MEMPC;

• Develop and Incident Specific Recovery Plan if required;

• Establish a Community-based Recovery Plan (CRP) that aligns with the Relief and Recovery Plan and is developed with the support and engagement of the community and adopted on behalf of the community as a whole;

• Support the implementation of the CRP;

• Liaise directly with local councils and key recovery agencies as required;

• Monitor recovery progress in the affected communities, gather information and provide feedback;

• Identify community needs and resource requirements and make recommendations and provide advice to the local council and other agencies (as appropriate); and,

• Liaise, consult with, negotiate and lobby the various levels of government of behalf of the community in relation to items in the CRP

In the performance of these tasks, the committee has direct access to the designated DHHS Regional Recovery Coordinator, who should have access to resources under the regional recovery planning arrangements. In its activities, the CRC will recognise the legislative role and responsibilities of local, state and federal governments with respect to recovery. The CRC’s key role is advisory and while it will provide input in decision-making processes, it is not delegated to make decisions that commit any level of government or recovery agencies or individuals to certain courses of action. 4) Committee membership

The composition of the committee will vary depending on the affected area. The membership of the committee should include:

• MRM;

• FCARMB member (generally the chair);

• Government agencies, including: o Environmental Health Coordinator (Indigo Shire) o Department of Health and Human Services (DHHS) o Red Cross o Department of Environment, Land, Water and Planning o Department of Education and Early Childhood Development o Salvation Army o Victorian Council of Churches o Centrelink/DHHS o St Vincent De Paul o Albury Wodonga Health Services o Other agencies co-opted as required

• Community groups;

• Affected persons with appropriate expertise (for example, primary producers or local business people);

• Non-government agencies; and,

• Economic development officer


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5) Expression of interest and selection process for community representatives

Essential to the effective functioning of the CRC is membership from local, legitimate, respected and talented community leaders. Recovery that is locally-led has a greater chance of success than recovery led by someone from outside the impacted area. FCARMB will call for written expressions of interest from members of the community to fill the community representative positions. Expressions of interest will be assessed against the following selection criteria:

▪ Demonstrated experience in community engagement ▪ Knowledge of the broader issues affecting the impacted area ▪ The ability to access networks and stakeholder groups within the community ▪ Experience facilitating/ leading community-based committees

A selection panel consisting of the FCARMB CEO, MRM, MERO and representative Board member will undertake the assessment of submissions, interview applicants (at its discretion) and make recommendations to FCARMB for final endorsement. While selection will be based on merit, the panel will attempt to ensure geographical representation from across the municipality. 6) Meeting structure

CRC meetings will have an organised structure that members must adhere to. It may consist of the following style:

• Greetings

• Apologies – confirm apologies and attendance of current members

• Approve minutes from previous meetings (if any). Ask for one person to move and one person to second. Record names

• Business arising – are there any outstanding items from previous minutes that need to be followed up?

• Current business – try to put all business on the agenda

• General business – where items that are not in current business can be aired

• Next meeting – confirm the date for the next meeting (if required). General meeting notes:

• Moving motions – when a member wishes to put forward an idea to the committee that they would like adopted by the committee, this is called ‘moving a motion’. The motion needs to be captured accurately. Once a motion is made, a call will be made by the chair to second (support) the motion. After a motion has been recorded and a ‘seconder’ established the chair of the meeting will ask the committee to vote on it. More than 50 per cent in favour means that the motion passes and the committee agrees with the motion.

• Minutes – accurate minutes are essential to any meeting. Assign someone to take the minutes and ensure that this person takes the minutes for all subsequent meetings if possible.

7) Quorum

A CRC quorum (group able to make a decision) will be achieved when there are more than 50 per cent of the representatives of the committee present at a given meeting.

8) Key features of Community-based Recovery Plans

Any Community-based Recovery Plan needs to include the following:


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• Introduction - why the plan has been written, who by and who is the intended audience;

• Process undertaken to develop the plan – were there community workshops, who was involved, how people contributed to the plan;

• Priorities for recovery – what the recovery priorities are as assessed by the CRC and why. For each of the priorities list the following:

o The idea or need; o Description – what is it and who is in charge; o What the recovery priority would fix or do; o How well is the idea supported within the community? Who has been involved

in designing the idea or need? o What sort of costs are involved and how might they be funded? o Who is ultimately responsible for the completion of the project? o What is the category of the priority in terms of the five recovery areas

(economic, social, natural, built and agricultural environments); o Priority (high, medium or low); o Timeline – when will the project be implemented? o Difficulty rating – how straightforward is the implementation?; and, o Any further notes.

• Conclusion

9) Review of committee Terms of Reference

FCARMB will review the Terms of Reference of the committee every three years


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Appendix H – FCARMB Register of Plant and Equipment

Description Year Notes

Trailer - Tandem (10' x 8')

Trailer - Single Axle Cage (7' x 5')

Trailer - Single Axle (7' x 5')

Honda GX160 fire pump x2

Honda GX140 pump

Robin EY20D pump

Robin EX17 pump x2

Honda 7Kva Generator



Stihl 009 chainsaw

Stihl 038 chainsaw

Stihl 029 chainsaw

Stihl MS660 chainsaw x2

Stihl MS461chainsaw

Stihl MS391 chainsaw



Stihl pole saw

Honda brush cutter X3

Stihl Quick Cut Demo Saw

Caterpillar 924W Articulated Wheel Loader

2007

Caterpillar 428D Backhoe 2003

Caterpillar 248B Skid Steer 2003

Isuzu N Series 3.5T AWD truck with Tipper

2006

Mercedes Benz 2628 Truck with Tipper

1984

Caterpillar IT28 Articulated Wheel Loader

1992

Honda harmony snow blower

Winter only

Polaris Crew Cab 2015 4x4 seats 5

Ariens 1332LE snow blower

Winter only

Artic Cat - Bearcat 660 Turbo (4 Stroke)

2006 Winter only

Bombardier Expedition TUV 800 2009 Winter only

Arctic Cat Bearcat 5000 Z1XT 2014 Winter only

Arctic Cat Bearcat 5000 Z1XT 2014 Winter only

BRP Expedition 900 ACE 2013 Winter only

BRP Expedition 900 ACE 2013 Winter only

Arctic Cat Bearcat 5000 XT LTD 2015 Winter only


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Description Year Notes

Arctic Cat Bearcat 5000 XT LTD 2015 Winter only

Artic Cat XF 8000 XF LTD 2016 Winter only

Artic Cat XF 8000 XF LTD 2016 Winter only

Pirnoth Husky with Passenger Box 2011 Winter only

Prinoth Husky with Passenger Box 2011 Winter only



Prinoth Husky with Passenger Box & Front Blade

2011 Winter only

Prinoth Husky with Freight Tub, Tiller, Track Setter and front Blade

2011 Winter only

Nissan Patrol 4WD Patient Transfer Vehicle - Ski Patrol

2002

Toyota Landcruiser Single Cab Tray 2014 Includes blade attachments

Nissan Dual Cab Tub 2015 To be replaced June 2018





Toyota Hilux Single Cab Tray 2010 To be replaced June 2018

Toyota Hiace Commuter 2012

Toyota Hiace Commuter 2012


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Appendix I – References

1. Emergency Management Manual Victoria, Emergency Management Victoria, and available at www.emv.vic.gov.au

2. Community Emergency Risk Assessment, State Emergency Service, 26 February 2018.

3. Falls Creek Municipal Fire Management Plan

4. Geotechnical Annual Monitoring Report

5. Falls Creek Water Supply Risk Management Plan

6. Inter-Council Emergency Management Resource Sharing – Letter to Municipal

Association Victoria

7. FCRM IT Disaster Recovery Guide

8. DHHS Hume Region Relief and Recovery Plan 2015

9. Part 8 EMV Disaster Recovery Toolkit for Local Government

10. DHHS Emergency Relief Handbook 2013

11. Red Cross Australia Communicating in Recovery Guide

12. State Health Emergency Response Plan (SHERP)

13. Building Code of Australia Policy – CLP6.1

14. Bushfire Risk Assessment Policy – CLP6.2

15. Design and Siting Guidelines – CLP6.4

16. Emergency Management Policy – OP4.5

17. After Hours On Call Work Practice – OWP4.1

18. Transition to Recovery Template – EM COP Library (2013)

19. Falls Creek Stormwater Performance Audit Additional References Under Development:

20. FCRM Business Continuity Plan

21. Falls Creek Sewage Treatment Plant Environmental Risk Based Monitoring

Program

22. Falls Creek Register of Volunteers

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


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Appendix J – Recovery Plan Template

FALLS CREEK ALPINE RESORT RECOVERY PLAN TEMPLATE

Introduction

Insert details of the event.

This Municipal Recovery Plan identifies the impact of this event as well as documents the agencies and resources available to affected communities through recovery. The plan covers the following Key Responsibility Areas (KRA); KRA 1 - Identify impacted properties and locations KRA 2 - Establishment of a Community Recovery Committee KRA 3 - Impact Assessment KRA 4 – Recovery Activities according to the four environments - Social, Built, Economic and Natural KRA 5 - Communication Processes

Community Recovery Committee membership based on the nature and extent of the incident.


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KRA 1: Identify impacted properties and locations.

Goal: Understand the extent of the impact and community needs.

Strategies and Actions Responsibility Status Timeframe Comments

Specific task that will help to understand the extent of the impact.

FCARMB, government agency, non-government support agency, other.

Date for completion of the strategy or action

Any specific points relevant to the delivery of the strategy or action

e.g.

Direct phone contact with people affected by the incident

MERC and MSC Immediate post incident

Utilise contact information from FCRM database. Need to develop log of conversations and communications.

Add additional items as required

KRA 2: Establishment of the Community Recovery Committee.

Goal: To bring together relevant Government and Non-Government Agencies and community groups or individuals who play a role in recovery activities.

Responsible and support agencies and services can be found in the MEMP section 6.5.1 Recovery Task Matrix.


Confirm the membership of the Recovery Committee and convene a meeting (A)

MRM Date for completion of the strategy or action

Any specific points relevant to the delivery of the strategy or action


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Present the meeting with a:

• Draft agenda and a Recovery Committee terms of

reference

• Draft Recovery Action Plan

MRM

Confirm the scope of the Recovery Action Plan Community Recovery Committee

FCARMB teams and agencies present their progress reports which are based on the four ‘environments’ of recovery:

• Social

• Built

• Economic

• Environmental

Responsible FCARMB and agency representative

Form and activate task groups for each recovery environments.

Recovery Committee


KRA 3: Impact Assessment

Goal: Undertake the necessary assessment to determine the impact of the incident event both in terms of public and private assets/land as well as other relevant impacts.


Utilise the information from the Initial Impact Assessment, Secondary Impact Assessment and Post Emergency Impact Assessment to determine extent of impact.


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e.g. determine the occupation status of affected buildings

FCARMB Building Surveyor

Short-term Support from consulting structural engineer as required.


KRA 4: Recovery Activities according to the four environments - Social, Built, Economic and Natural

Goal: Capture and promote the range of resources available to assist the recovery from this event across the five environments of recovery.

4.1 Social

Strategies and Actions Responsibility Resources Status Timeframe Comments

Identify strategies and actions that will support the following key economic recovery areas:

Provision of financial aid including:

• Grants

• Income support

• Subsidies

Provision of Personal Support including:

• Financial (personal)

• Rural (financial)

• Commercial

• Psych/First Aid

• Trauma/Grief

• Generalist (longer term)

• Family/Youth

Volunteer Coordination

Public Health

Material Aid

e.g. provide psychological support for affected residents

DHHS Gateway Health Long-term


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4.2 Built


Identify strategies and actions that will support the following key economic recovery areas: Utilities:

• Power

• Gas

• Water

• Phone

• Sewerage

Transport:

• Bridges

• Roads

• Helipad

• Transport hubs

• Transport companies

Primary infrastructure including:

• Schools

• Medical Centre

• Power stations

• Water supply

• Sewerage works

.

e.g. restore uninterrupted power supply to resort

Ausnet services Work teams Insert date Dependant on extent of damage and availability of human resources and replacement infrastructure



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4.3 Economic



• Insurance

• Commercial counselling

• Market support (tourism)

• Industry support

e.g. provide commercial counselling for affected businesses following a bushfire event that impacts summer tourism and economic trade. Action 1: prepare information presentation for affected stakeholders

Regional Development Victoria with support from FCARMB

Pre-prepared support information. Facility required.

Insert date Information to outline government support that may be available after the incident including:

• Timing

• How to apply

• Who it applies to


4.4 Natural Environments



• Water Supply Human

• Sewerage

• Air Quality


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e.g. monitor water quality entering the catchment streams post fire

DELWP Consultants / contractors

Short-term Monitor ash and turbidity down stream from high impact areas.


KRA 5: Communication processes.

Goal: To provide a range of mechanisms where affected communities and agencies are informed as to recovery efforts and those seeking to assist have an appropriate pathway to help.

Strategies and Actions

Responsibility Resources Status Timeframe Comments

Utilise communication tools outlined in section 6.8 of the MEMP

e.g. arrange weekly community recovery meetings post incident

FCARMB Local facilities Government agencies Support agencies

Invitations via email, website, mobile phone, flyers and door knocks



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Appendix K – Maps 1. Map of North East Victoria Region with Falls Creek Location

2. Map of Falls Creek Alpine Resort

3. Map of Falls Creek Village showing locations of:

• Critical Infrastructure

• Relief Centres

• Vulnerable Persons

• Helipad

ScaleChecked by:

Drawn by:

Date:

Project number:

www.fallscreek.com.au 1 : 200

23/04/2015 12:24:56 PM

FALLS CREEK REGIONAL LOCATION

2015-1EMERGENCYMANAGEMENT PLAN

FCRM

22/04/15

Author

Checker

A103

FALLS CREEK REGIONAL LOCATION

FALLS CREEK ALPINE RESORT

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Date:

Project number:


23/04/2015 12:13:01 PM

FALLS CREEK RESORT LEASE BOUNDARY


FCRM

22/04/15

A CLARKE

C BROWN

A102

FALLS CREEK ALPINE RESORT LEASE BOUNDARY

NOT TO SCALE

BOGONG

HIGH PLA

INS RD

INTERNATIONAL POMA

GULLY CHAIR

EAGLE C

HAIR

FALL

S EX

PRES

S CH

AIR

FALL

S

CREEK

ROAD

SCHUSS ST PARALLEL ST

ARLBERB STREET

SLALOM ST

CHRISTIE ST

SITZMARK ST SLALOMPLAZA

SNOWGUM LANE

ORY'S TRAIL

WATERSUPPLY

TANK

WASTETREATMENT

PLANT

GASSUPPLY

TANK

HELIPAD

MEDICALCENTRE

SLALOM CARPARK

WINDY CORNERCARPARK

GULLYCARPARK

VILLAGE BOWL

PRIMARY RELIEF CENTREST FALLS BOARD ROOM

ST FALLSCARPARK

SECONDARY RELIEF CENTREGULLY DAY SHELTER

VULNERABLE PERSONSCHILDCARE CENTRE

VULNERABLE PERSONSPRIMARY SCHOOL

RESORT BOUNDARY

NORTH

SECONDARY RELIEF CENTREADMINISTRATION DAY SHELTER

VULNERABLE PERSONSDISABLED WINTER SPORTS

TO MT BEAUTY

TO OMEO

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www.fallscreek.com.au 1 : 5000

23/04/2015 7:33:41 PM

FALLS CREEK VILLAGE CRITICAL INFRASTRUCTURE


FCRM

22/04/15

A CLARKE

C BROWN

A101

FALLS CREEK VILLAGE CRITICAL INFRASTRUCTURE MAP

falls creek alpine resort · memt municipal emergency management team merc municipal emergency...

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