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MUNICIPAL EMERGENCY

MANAGEMENT PLAN

Municipal Emergency Management Plan

Document No: SP006 - 2017 Review Date: June 2017 Last Reviewed: February 2016 Next Audit Due: July 2020 Revision No: 1.1

Responsible Officer: Risk, Emergency Management and Local Laws Coordinator Approved By: Council (27th June 2017) Related Documents:

FOREWORD Emergencies are unpredictable in terms of their occurrence and effects, and can require a response for which normal local resources may be inadequate. They can have a wide range of effects and impacts on the human and physical environment, and can generate complex needs in dealing with them. The term “Emergency” has been defined in the Emergency Management Act 2013

(S.3) means an emergency due to the actual or imminent occurrence of an event which in any way endangers or threatens to endanger the safety or health of any person in Victoria or which destroys or damages, or threatens to destroy or damage, any property in Victoria or endangers or threatens to endanger the environment or an element of the environment in Victoria, including, without limiting the generality of the foregoing-

• An earthquake, flood, windstorm or other natural event; and • A fire; and • An explosion; and • A road accident or any other accident; and • A plague or an epidemic or contamination; and • A warlike act or act of terrorism, whether directed at Victoria or a part of Victoria

or at any other State or Territory of the Commonwealth; and • A hijack, siege or riot; and • A disruption to an essential service."

The economic and social effects of emergencies including loss of life, destruction of property, and dislocation of communities, are inevitable. It is, therefore, incumbent upon the responsible authorities to plan for these events should they occur, to minimise the adverse consequences. Disclaimer: Readers of this Municipal Emergency Management Plan should not act on the basis of any matter contained herewith without acknowledging that it may be subject of amendment from time to time without notice. The most current amended version of this plan will be available online at https://www.ararat.vic.gov.au/services/emergency

https://www.ararat.vic.gov.au/services/emergency

Ararat Municipal Emergency Management Plan 2017-2020

June 2017 Ararat MEMPC Version -1. Page | 3

Amendment Record

AMENDMENT NO DATE OF ISSUE PAGE & PARAGRAPH AMENDED BY 1.0 21/6/2017 All David Todd (MERO)

1.1 5/10/2017 Administrative Changes Identified by Audit David Todd (MERO)



PART ONE – INTRODUCTION................................................................................................................................ 6

1 MUNICIPAL STATEMENT OF ENDORSEMENT .................................................................................. 6 1.1 CERTIFICATE OF AUDIT .................................................................................................................... 7

PART TWO – COMMUNITY PROFILE ..................................................................................................................... 8

2.1 ARARAT MUNICIPAL PROFILE ......................................................................................................... 8 2.2 DEMOGRAPHY .............................................................................................................................. 10 2.3 VULNERABLE COMMUNITIES ........................................................................................................ 11 2.4 MUNICIPAL MAP ........................................................................................................................... 12 2.5 HISTORY OF EMERGENCIES ........................................................................................................... 12 2.6 EMERGENCY RISK ASSESSMENT .................................................................................................... 14

PART THREE – PLANNING ARRANGEMENTS ..................................................................................................... 15

3.1 PLANNING STRUCTURES AND RESPONSIBILITIES .......................................................................... 15 3.2 MUNICIPAL EMERGENCY MANAGEMENT STRUCTURE ................................................................. 15 3.3 MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE .............................................. 16 3.4 SPECIALIST SUB COMMITTEES ...................................................................................................... 16 3.5 MEMP PLAN MAINTENANCE ......................................................................................................... 17 3.6 OPERATIONAL FLOW CHART ......................................................................................................... 18 3.7 MUNICIPAL EMERGENCY MANAGEMENT GROUP MEMG ............................................................ 18 3.8 EMERGENCY COUNCIL ROLES AND RESPONSIBILITIES .................................................................. 19 3.9 VULNERABLE PEOPLE .................................................................................................................... 21 3.10 NEIGHBOURHOOD SAFER PLACES ................................................................................................ 22 3.11 AUDIT REQUIREMENTS AND PROCESS .......................................................................................... 23

PART FOUR - RESPONSE ARRANGEMENTS ......................................................................................................... 24

4.1 INTRODUCTION ............................................................................................................................ 24 4.2 COMMAND, CONTROL, COORDINATION ..................................................................................... 25 4.3 LOCAL EMERGENCY RESPONSE ARRANGEMENTS ........................................................................ 26 4.4 MUNICIPAL EMERGENCY CO-ORDINATION CENTRE (MECC) ........................................................ 27 4.5 ARARAT RURAL CITY NOMINATED MECC’S ................................................................................... 27 4.6 OPERATIONS CENTRE .................................................................................................................... 28 4.7 CONTROL AND SUPPORT AGENCIES ............................................................................................. 28 4.8 DEBRIEFING ARRANGEMENTS ...................................................................................................... 31 4.9 RESPONSE AND FINANCIAL CONSIDERATIONS ............................................................................. 31 4.10 EVACUATION ................................................................................................................................ 33 4.11 IMPACT ASSESSMENT ................................................................................................................... 33 4.12 INITIAL IMPACT ASSESSMENT (IIA) ............................................................................................... 34 4.13 SECONDARY IMPACT ASSESSMENT (SIA) ...................................................................................... 34 4.14 POST EMERGENCY NEEDS ASSESSMENT (PENA) ........................................................................... 35 4.15 EMERGENCY AGENCY COMMUNICATIONS ................................................................................... 35 4.16 EMERGENCY RELIEF ...................................................................................................................... 37 4.17 CATERING ..................................................................................................................................... 38 4.18 PUBLIC INFORMATION AND WARNING ........................................................................................ 38 4.18.1 PREVENTION (BEFORE EMERGENCIES) ......................................................................................... 38 4.18.2 RESPONSE PHASE .......................................................................................................................... 38 4.18.3 EMERGENCY WARNINGS .............................................................................................................. 39 4.18.4 RECOVERY PHASE.......................................................................................................................... 39 4.18.5 MEDIA OPTIONS............................................................................................................................ 39 4.18.6 PERSONS WITH A DISABILITY OR NON-ENGLISH SPEAKING PERSONS .......................................... 39 4.18.7 INFORMATION RESOURCES .......................................................................................................... 40 4.18.8 INFORMATION CENTRE ................................................................................................................. 40 4.19 PUBLIC AND MEDIA BRIEFINGS ..................................................................................................... 40 4.20 ENVIRONMENTAL HEALTH ............................................................................................................ 40 4.21 MEDICAL ....................................................................................................................................... 41 4.22 TRANSPORT AND ENGINEERING ................................................................................................... 41



4.23 MUTUAL AGREEMENTS ................................................................................................................ 41 4.24 RESPONSE HAND OVER TO RECOVERY .......................................................................................... 41

PART FIVE – RECOVERY ARRANGEMENTS .......................................................................................................... 43

5.1 INFORMATION CENTRE ................................................................................................................. 43 5.2 RECOVERY MANAGEMENT PRINCIPLES ........................................................................................ 43 5.3 MUNICIPAL RECOVERY PROCESS .................................................................................................. 44 5.4 PLANNING AND PREPAREDNESS ................................................................................................... 44 5.5 EMERGENCY RECOVERY OPERATIONS .......................................................................................... 44 5.5.1 EMERGENCY RELIEF / RECOVERY CENTRES ................................................................................... 44 5.5.2 RECOVERY OPERATIONS PLAN: ..................................................................................................... 44 5.6 TESTING, EVALUATION AND REVIEW ............................................................................................ 45 5.6.1 EVALUATION OF RECOVERY EVENT ACTIVITIES ............................................................................ 45

APPENDICES ...................................................................................................................................................... 46

APPENDIX (A) ADMINISTRATION ............................................................................................................... 47

MEMPC DISTRIBUTION LIST APPENDIX (A.1) .............................................................................................. 47 CONTACT LIST APPENDIX (A.2) ................................................................................................................... 48

APPENDIX (B) MAPS ..................................................................................................................................... 49

MUNICIPAL MAP ......................................................................................................................................... 49

APPENDIX (C) RELIEF CENTRES ...................................................................................................................... 62

APPENDIX (D) RECOVERY OPERATIONS PLAN ............................................................................................... 63

APPENDIX (E) TERMS OF REFERENCE .......................................................................................................... 81

APPENDIX (F) MECC OPERATING PROCEDURES ........................................................................................... 85

APPENDIX (G) MEMPC SUB PLANS ............................................................................................................... 91

ARARAT MUNICIPAL FIRE MANAGEMENT PLAN JULY 2018 ............................................................................... 91 ARARAT FLOOD RESPONSE PLAN JUNE 2019 ................................................................................................. 91 EMERGENCY ANIMAL WELFARE PLAN 2017-2020 JUNE 2020 .......................................................................... 91 MUNICIPAL HEATWAVE PLAN JULY 2020 ..................................................................................................... 91 INFLUENZA PANDEMIC PLAN JULY 2020 ....................................................................................................... 91 ARARAT AERODROME PLAN 2017-2020 JULY 2020 ....................................................................................... 91 ADDITIONAL EMERGENCY PLANS ........................................................................................................................ 91

APPENDIX (H) ACRONYMS/ABREVIATIONS .................................................................................................. 92



Part ONE – INTRODUCTION

1 MUNICIPAL STATEMENT OF ENDORSEMENT This plan has been produced by and with the authority of the Ararat Rural City Council pursuant to Section 20(1) of the Emergency Management Act 1986. The Ararat Rural City Council understands and accepts its roles and responsibilities as described in Part 4 of the Emergency Management Act 1986. This plan is a result of the co-operative efforts of the Municipal Emergency Management Planning Committee (MEMPC) after consultation with those agencies and organisations identified therein.



1.1 CERTIFICATE OF AUDIT



Part TWO – COMMUNITY PROFILE

2.1 ARARAT MUNICIPAL PROFILE The Ararat Rural City Council was formed in September, 1994 from the former City of Ararat, Ararat Shire and parts of Moyne, Southern and Northern Grampians Shires. The Rural City of Ararat is bounded to the north by the Ararat Rural City Council, generally to the west by the Southern Grampians Shire Council, to the south by Moyne Shire Council and Pyrenees Shire Council to the east. Ararat municipality has an estimated population of 11,028 (ABS: June 2015) and is located in Western Victoria covering approximately 4,330 square kilometres. The Melbourne-Adelaide railway and the Western Highway bisect the municipality and converge at Ararat. The location of the municipality in respect to major regional, interstate and intrastate transport links gives it a strategic advantage in accessing major markets. Being located very close to the Grampians and the Pyrenees Ranges, the municipality is also very important for tourism and forms a “gateway” to these destinations from Melbourne.

The first decade of European settlement and aboriginal displacement in the region occurred in the 1840s, which was characterised by quite rapid pastoral development triggered by Major Mitchell’s favourable report of the splendid grasslands that existed east of the Grampians. In the mid to late 1850’s and particularly in 1857 to 1858, there was a pronounced gold rush, initiated by the discovery of the Canton alluvial fields by the Chinese. By 1858 an extensive township had developed and Ararat had assumed an important role as a strategic resting point for travellers to the west and as an important centre within its broader pastoral region The strategic location of the town made it an ideal area for large regional institutions and the community were more than happy to accept these institutions, which provided employment for a dwindling post gold population. Ararat was one of a number of regional centres which actively sought an asylum in its district in the early 1860’s and was chosen ahead of Ballarat because it was located further from Melbourne. Traditionally Ararat has been a service centre with a high concentration of State government jobs, particularly relating to the prison, the railways and the Aradale psychiatric hospital. However, there has been a decline in employment in these State government functions, as a result of the centralisation and rationalisation of the activities. Infrastructure Ararat has a population of approximately 8,068 people (ABS: 2015). The town is situated near the Hopkins River, 200 km North West of Melbourne and on the major road and rail centre to Adelaide and has direct rail links with Geelong, Portland, Western, North Western and Central Victoria. Located some 200 kilometres from Melbourne on the Western Highway, Ararat is the first major stopping point for travellers from Melbourne since the construction of the Ballarat bypass. Ararat is located on the Melbourne Adelaide Railway via Geelong (National Rail Grid) and on the connection from Portland to areas to the north.



The Ararat Aerodrome and associated infrastructure, including four hangers, a terminal building, fuel store and amenities, is located on the eastern edge of town, adjacent to the Western Highway. Ararat is a very important service centre for the surrounding agricultural area. It has a full range of regional shopping, educational and recreational facilities. Lake Bolac located in the southern area of the municipality is situated in the fertile western district plains. The lake itself is a popular location for camping, fishing and boating.

The townships of Moyston and Pomonal to the west of Ararat are located at the foothills of the Grampians and offer opportunities for a rural residential lifestyle. The township of Elmhurst attracts people seeking a rural lifestyle given the affordable prices, some services and commuting distance from Ararat. Willaura and Streatham are located within highly productive and versatile soils which support a wide range of agricultural products. Key Features of the Municipality

• Western boundary - Grampians Mountain Range including eastern scarp of the Serra Range and Mt William.

• North and Central - Mt Ararat Range and Black Range together with undulating foothills.

• North-East - Pyrenees Mountain Range including Mt Langi Ghiran, Mt Buangor, Mt Cole.

• Ararat to North - Undulating hills for sheep and wine growing. • Ararat to South - Undulating open grazing and cropping in broad areas with

relatively few connecting roads. • Lake Bolac, Green Hill Lake (near Ararat), Lake Buninjon (north of Willaura)

and many other minor wetlands.

Municipal Boundaries

• Western boundary is along the Grampians range from Pomonal in the north almost to Dunkeld in the South.

• The northern boundary extends from Birdswing Road (north of Pomonal) across to the Black Range, Armstrong and then to Elmhurst in the east.

• The Eastern boundary extends from Elmhurst down through the Pyrenees Range past Streatham to Pura Pura.

• The Southern boundary extends from Pura Pura westwards to Nerrin Nerrin, Lake Bolac, Chatsworth North, Berrambool, Yarrack, Narrapumelap then north of Glenthompson towards Dunkeld.

Main Roads within the Municipality

• Western Highway through Ararat. • Glenelg Highway through Streatham, Westmere, Lake Bolac, Wickliffe. • Mortlake - Ararat Road from South of Lake Bolac to Ararat. • Rossbridge - Streatham Road • Ararat - Pomonal Road.



• Lake Fyans Tourist Road to the north and north-east of Pomonal. • Ararat - St Arnaud Road. • Pyrenees Highway from Ararat to Elmhurst.

Rail lines within the Municipality • Interstate standard gauge from Pura Pura through Ararat towards Stawell. • Ararat Portland Standard gauge from Maroona to Glenthompson. • Ararat Ballarat broad gauge line east of Ararat. • Pyrenees line standard gauge from Ararat to Elmhurst (re opening 2017-2018)

Region’s Airports & Flight Paths

• Ararat aerodrome is licensed with a sealed main runway and two grass strips. • Other unlicensed private aerodromes or aircraft landing strips also exist. • Main interstate and international flight paths pass over the municipality. • Regional airports are Horsham, Stawell, Hamilton and Ballarat

Typical Climate across the Municipality

• Temperate with maximum temperatures similar to Melbourne. • Occasional winter snow on the high peaks above 800m.

Average Rainfall across the Municipality

• Varies from 900mm towards the Grampians to 400mm on the plains country.

2.2 DEMOGRAPHY

Special Needs Groups

• Farms and small towns south of Ararat being in open grasslands are susceptible to fast moving grass fires.

• Rural residential and small area farmlets around Ararat, Armstrong, Moyston and Pomonal are susceptible to fire risk from nearby forests.

• Institutional groups such as Senior Citizens, Visually Impaired and Community Special Homes for the Intellectually Disabled.

• Hopkins Correctional Centre (Ararat Prison) located off the Warrak Road, north east of Ararat.

• Wool growing and cropping is the major primary industry. • Townships act as service and educational centres. • Major secondary industry is located in Ararat. Larger employers are

AF Gason P/L, Ararat Manufacturing Enterprises P/L. • The tourist industry is centred around the Grampians, the wine industry, rural

accommodation, water sports and local attractions or events.



Health The primary health facility for the Ararat Rural City is the East Grampians Health Service which provides hospital, nursing home care and hostel accommodation at two campuses, Ararat and Willaura. The Ararat Campus has a primary care casualty unit, midwifery unit, radiology unit and physiotherapy department. Ararat has one medical clinic with resources which provide an on call service to East Grampians Health urgent care centre.

Ararat Rural City Council co-ordinates Home, Aged and Community Care Services which includes meals on wheels and home maintenance. Council is also responsible for implementing the Municipal Public Health and Wellbeing Plan which ensures that public health issues are addressed or initiatives are which concern the safety, wellbeing and general health of the community are implemented. Engineering lifelines Within the Ararat Rural City Council, engineering facilities are provided through a number of local contractors. These local contractors are available for all engineering services from construction to design. They are also available in emergency situations when plant is required to assist fire breaks, the provision of water etc. The Ararat Rural City Council provides both construction and design support and is available to support the community in the event of an emergency. Community lifelines There is a strong network of health and welfare agencies within the Ararat Rural City Council. The Ararat Emergency Relief Committee provides assistance in the way of food and petrol vouchers. Red Cross and the Salvation Army are active in the city and rural sectors. 2.3 VULNERABLE COMMUNITIES The Ararat Rural City Council, Red Cross, Community Groups and Health and Community Care services have identified vulnerable individuals living within the community. There are also a number of special needs groups and facilities throughout the Municipality including Hospitals, Aged Care Facilities, Schools, Kindergarten’s and community health facilities. These vulnerable facilities have been identified using council mapping systems, this information is available to emergency agencies planning or responding to an incident. Moyston and Pomonal are identified as high risk communities in the event of a bushfire. Additional planning has been undertaken in Ararat, Elmhurst, Lake Bolac, Moyston, Pomonal Streatham and Willaura communities in the form of Community Information Guides formerly known as Township Protection Plans and Neighbourhood Safer Places.



2.4 MUNICIPAL MAP A map detailing the area covered by this Plan can be found at Appendix B. Comprehensive Geographic Information System (GIS) mapping is available through the MERO. Council GIS can provide individual property owner details and locations of Strategic Fire Breaks, vulnerable facilities such as Schools, Hospitals.

2.5 HISTORY OF EMERGENCIES Most major emergencies have been related to fire. A summary of major events is as follows:

Incident Outcome 1939 – Black Friday Fire started in the Grampians National Park and spread from

Pomonal to Yarram Park. 1942 – Fire Grass Fire Eastleigh to Lake Bolac. 1944 – Three Large Fires

1st Fire burnt from Peacocks at Willaura to Lake Bolac. 2nd group from Lake Bolac Flax Mill to Lismore and the other to Torquay.

1960 – Grampians Fire Started in Grampians National Park burning from Pomonal to Yarram Park.

1977 – Streatham Fires Started from an electrical fault in grassland near Tatyoon North and destroyed the township of Streatham.

2000 Train Accident Two goods trains collided head on just near the Vincent street bridge significant disruption to interstate rail during recovery.

2005 - Deep Lead/ Black Range Bushfires, New Year’s Eve

7500h burnt, 9 primary residences lost, 70 other buildings including holiday homes and sheds, 300kms fencing, 200 stock losses, 260 property owners affected, MECC and relief centre opened. Impacting on the Northern Grampians Shire and Ararat Rural City

Jan 2006 - Mount Lubra Bush Fires January 2006

Over 120,000 burnt, 2 lives lost. 40 Primary residences lost, 200 other buildings burnt,100,000 stock losses, 300 properties affected, Impacting directly on Halls Gap and threatened surrounding towns of Pomonal, Moyston and as far south as Willaura.

Oct 2010 – April 2011 Locust plaques

Sept 2010 –Jan 2011. Whole Shire Floods and Storms

Significant state and Regional Flooding. Properties in Ararat, Wickliffe, Streatham and Ross Bridge, causing Road closures and home inundation. 190 Landslides across Grampians National Park as a result of intense rainfall.

2012 – Fire Bulgana Started by children smoking ferrets from burrow on TFB. Impacted on farms & grasslands on the north west edge of Ararat.

2013 – Fire Mile post Lane

Lightning strike started grassland fire



2014 - Northern Grampians Complex Fires & Black Ranges – Bunjils Cave Rd Fires

A series of lightning strikes on the 15th February, 2014 ignited over 14 fires in the northern part of the Grampians National Park. The fire impacted communities, Wartook, Roses Gap, and Dadswells Bridge. The fire burnt an area of approximately 56,590 hectares, 3 Primary residences lost. The Black Ranges fire was in inaccessible terrain. Residents were warned to leave Pomonal and Halls Gap and did not destroy property or stock but caused significant community disruption over a 3 week period.

2015 Moyston Fire On Friday 2nd January a gas gun is suspected of starting a fire approximately 5km North of Moyston and impacted farmland over approximately 25km distance from Better Route Rd towards Maroona. 2 primary places of residence were destroyed and 2 bungalows,2538 km of fencing was destroyed 4,900 sheep 7+ sheds..

2016 Floods Over a 3 day period 12/13/14 September significant rain fell across the entire Ararat Municipality and South West Region. Rainfall in excess of 100mm was recorded filling lakes (Green Lake, Lake Bolac) and surrounding streams and rivers. The Hopkins River rose dramatically flooding roadways and adjoining farm land. Concerns were raised for the township of Streatham as water levels breached the Glenelg Highway Water levels identified in the Flood Plan did not reach inundation levels. The Heywood ICC managed the flood response.

Blue-green algae outbreaks have occurred at Green Hill Lake, Alexandra Lake and in the Hopkins River. Contact with humans can cause sickness or irritation and ingestion by humans or stock can cause serious health problems or death. On occasions it has been necessary to divert traffic from the Western Highway onto other roads due to major traffic accidents. The Western Highway carries a large volume of both domestic and commercial traffic which can impact adversely on the local road network. Recently localised micro bursts weather phenomenon’s have occurred in Elmhurst and Ararat, resulting in localised damage to trees, power and out buildings. Heat health alerts have been activated in response to heatwaves with planning and activation of cooling centres, community information and welfare checks on the elderly and parents with babies. Specific detail relating to heatwaves is located in the Ararat Rural City Heatwave Plan.

https://ararat.mecccentral.com/mecc/public

https://ararat.mecccentral.com/mecc/public



2.6 EMERGENCY RISK ASSESSMENT Threats A Community Emergency Risk Assessment (CERA) process using the generic guidelines of the Risk Management Standard AS/NZS 4360:2004 and AS/NZS ISO 31000:2009 has been conducted by the members of the MEMP Committee with input from other various experts. INTRODUCTION: As part of the Emergency Management Planning Process, Council is required through the Emergency Management Act and the Emergency Management Manual Victoria to undertake a Community Emergency Risk Assessment (CERA). Ararat Municipal Emergency Management Planning Committee has appointed a CERA Sub Committee which consists of members of the SES, VicPol, CFA both regional and local members and Council staff. The Committee worked through the Statewide SES CERA Template to review the community emergency risk profile and risks for Ararat. CONSULTATION AND FEEDBACK: The Community Emergency Risk Assessment (CERA) process has been established by the State to identify and prioritise emergency risks within a local municipality. The output of the assessment process can be used to ensure communities are aware of and better informed about hazards and the associated emergency risks that may affect them. In accordance with the framework, this process is undertaken every three years by a working group consisting of hazard specific experts in the identified hazard areas and local emergency service personnel. It then gives the community an opportunity to provide localised input into impacts and the existing mitigation controls they have developed and any improvement opportunities that they are undertaking in their local areas. The following Risks are listed in priority order:

• Bushfire – Large Regional • Road Transport Accident – Large Commercial • Transport Incident – Train, Rail • Storm • Drought • Transport Accident – Aircraft • Extreme Temperatures - Heatwave

• Flood – Major • Service Disruption – Essential Services • Service Disruption – Telecommunication • Fire – Industrial • Fire – Residential • Fire – Tyre Stockpile (Stawell) • Human Epidemic/Pandemic • Hazardous Materials Release – In Transit

The management processes and policies within this plan will handle risks that have rated moderate or low.



PART THREE – PLANNING ARRANGEMENTS 3.1 PLANNING STRUCTURES AND RESPONSIBILITIES

The Emergency Management Act 1986 (The Act) provides the emergency management framework for Victoria. Its objectives are “to ensure that the components of emergency are organised within a structure which facilitates planning, preparedness, operational coordination and community participation. Part 4 of the Act specifies the responsibilities of municipal councils in connection with emergency management. These responsibilities include the preparation and maintenance of municipal emergency management plans. The Ararat Rural City Council accepts responsibility for management of municipal resources and the coordination of these resources during both the response to and recovery from emergencies. This includes the management of:

• Municipal assistance to agencies during the response to and recovery from

emergencies; and • Assisting persons and communities affected by emergencies to achieve a ‘normal’

level of functioning as efficiently and effectively as possible. • Recovery activities within the municipality, in consultation with the Department of

Health and Human Services.

Municipal Inter-Council Emergency Management Resource Sharing Protocol

3.2 MUNICIPAL EMERGENCY MANAGEMENT STRUCTURE

The Ararat Rural City Council has developed a structure for meeting its emergency management obligations. This structure segregates the emergency management planning and mitigation function from the emergency management operational response function. An outline of the structure is provided below:

Planning Operational

Council

MECC

CEO

Manager Risk, Emergency Services & Local Laws

MEMPC

MEMG

Relief Centres

Director Corporate Strategy, Risk & Governance



3.3 MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE

This Committee is formed pursuant to Section 21(3) & (4) of the Emergency Management Act, to formulate a plan for the Council’s consideration in relation to the prevention of, response to and the recovery from emergencies within the Ararat Rural City Council. The Terms of Reference for the committee outlines the membership, objectives and scope. (Appendix E) The following representatives make up the Municipal Emergency Management Planning Committee (MEMPC).

• Ararat Rural City Councillor - Chairperson • Municipal Emergency Response Coordinator (MERC)/ or Deputy • Municipal Emergency Resource Officer (MERO)/ or Deputy • Municipal Recovery Manager (MRM)/ or Deputy • Municipal Fire Prevention Officer (MFPO) or Delegate • MEMPC EM Support Administration Officer

Local Emergency Service Representatives

• Victoria State Emergency Service (SES Ararat & Regional) • CFA Operations Officer District 16 • Department Environment, Land, Water &Planning • Department of Economic Development, Jobs, Transport and Resources • Ambulance Victoria • VicRoads • Hopkins Corrections Facility • Australian Red Cross • Department of Health and Human Services • East Grampians Health Services

In addition to this standing membership the Committee welcomes attendance of the following organisations and agencies at meetings. Their contribution and attendance is of particular relevance when each Emergency Risk relevant to the agency is reviewed. At other times it is recognised that Reports are submitted for each meeting.

• St Johns Ambulance • GWMWater • Glenelg Hopkins Catchment Management Authority • Wimmera Catchment Management Authority • PowerCor • Pacific Hydro • VicTrack • Others as required

3.4 SPECIALIST SUB COMMITTEES

Specialist sub committees can be formed at the discretion of the MEMPC, relevant to specific sub plans.



Sub committees that are currently formed are:

1. Recovery Sub Committee 2. Municipal Fire Management Planning Committee 3. Windfarm Sub Committee 4. Emergency Animal Welfare Sub Committee

A list of sub plans is detailed in (Appendix G) The MEMPC will manage arrangements for the review and update of these plans and direct the formation of subcommittees if and when required.

3.5 MEMP PLAN MAINTENANCE

Maintenance of the Municipal Emergency Management Plan (MEMP) is detailed in the table below listing the frequency of meetings, Plan review and testing of the Plan.

Frequency of meetings

The Municipal Emergency Management Planning Committee will meet quarterly in February, May, August and November. Minutes of all meetings will be taken and a copy sent to the Regional Emergency Response Coordinator, Divisional Director Department of Health and Human Services, and all members of the MEMPC.

Plan review The content of this Plan is to be reviewed annually or after an emergency which has utilised part of this plan. Organisations delegated with responsibilities in this Plan are required to notify the MERO of any changes of detail (e.g. contact information), as they occur. Review of the Plan will specifically focus on the potential risks in the Ararat Rural City and the updating of the Contact Directory of the Plan. These form specific meeting agenda items and are recorded in the minutes of the quarterly MEMPC meetings

Amendments are to be produced and distributed by the Ararat Rural City Council as required Refer to each sub plan nominated for the review and amendment schedule. Appendix G

Testing Upon completion of development of this Plan, and thereafter on an annual basis, arrangements pertaining to this plan should be tested. This will be done in a form determined by the MEMPC. Any procedural anomalies or short falls encountered during these exercises, or ensuing operations, will be addressed and rectified at the earliest opportunity.



3.6 OPERATIONAL FLOW CHART

The following internal group has been established to manage resource allocation in the event of a municipal emergency. Issues that this group will consider include Municipal Emergency Coordination Centre (MECC) management and emergency relief /recovery centre establishment.

3.7 MUNICIPAL EMERGENCY MANAGEMENT GROUP MEMG The Municipal Emergency Management Group, or relevant members, will convene when the scale of the emergency dictates. Members of the MEMG will liaise to determine what level of activation is required. The functions of the Municipal Emergency Management Group will be carried out in consultation with the Municipal Emergency Response Coordinator (MERC) upon notification of an emergency incident by an Incident Controller.

This group consists of: • Municipal Emergency Manager – Manager Risk, Emergency Services & Local

Laws • Municipal Emergency Response Coordinator (MERC - Victoria Police) • Municipal Emergency Resource Officer (MERO) • Municipal Recovery Manager (MRM) • Control & support agency representatives • Municipal Emergency Coordination Centre Manager • Others co-opted as required.

CEO

Municipal Emergency Manager Manager Risk, Emergency Services & Local laws

Municipal Emergency Management Group

Municipal Emergency Resource Officer & Deputies

MECC Manager

Municipal Recovery Manager

& Deputies

Control Agency Representatives

Municipal Emergency Response Coordinator

(Vic Pol)

Municipal Fire Prevention Officer



Members of this group may also be involved with forming an operational response team to lead the recovery activities, in conjunction with the arrangements detailed in the Emergency Recovery Sub Plan Operational Arrangements Appendix D The activation of the MERO is via a dedicated phone number ?????????? who is then responsible for activating members of the Municipal Emergency Management Group (MEMG). The general contact details for the MEMG members are available in Appendix A.2

3.8 EMERGENCY COUNCIL ROLES AND RESPONSIBILITIES

MEM Municipal Emergency Manager. Council has appointed the Manager Risk, Emergency & Local Laws to fulfil the function of MEM

The role of the Municipal Emergency Manager is to; • Co-ordinate 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;

• Ensure the MEMP is effective and current; • Ensure the municipal resources are utilised effectively in

a community emergency, for response and recovery activities;

• Co-ordinate the emergency management activities of, and liaise closely with the MERO, MRM and MFPO;

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

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

• Ensure that an effective contact base is maintained so that the municipal resources can be accessed on a 24 hour basis;

• 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 maintain any council expenditure specifically applicable to an emergency;

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

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

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



MERO Municipal Emergency Resource Officer

The role of the MERO is to; • Co-ordinate municipal resources in emergency

response; • Provide council resources when requested by

emergency services or police during response activities; • Maintain effective liaison with emergency agencies within

or servicing the municipal district; • Maintain an effective contact base so municipal

resources can be assessed on a twenty four hour basis; • Keep the municipal emergency coordination centre(s)

prepared to ensure prompt activation if needed; • Liaise with the MEM and the MRM on the best use of

municipal resources; • Organise a response debrief if requested by the

Municipal Emergency Response Coordinator (MERC), an appointee of Victoria Police;

• Ensure procedures and systems are in place to monitor and record expenditure by the council in relation to emergencies; and perform other duties as determined.

MRM Municipal Recovery Manager

The role of the MRM is to; • Co-ordinate municipal and community resources for

recovery; • Assist with collating and evaluate information gathered in

the post impact assessment; • Establish priorities and oversee the delivery of the

restoration of community services and needs that address the four recovery environments ;

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

• Oversee the planning, preparedness and operation of identified municipal relief centres,

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

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

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

• Prepare an action plan for the management and delivery of recovery functions specific to the emergency event and impact.

• Report on recovery actions and impacts to State Government and Council.

• Undertake other specific recovery activities as determined.



MFPO Municipal Fire Prevention Officer

The role of the MFPO is to; • Undertake and regularly review council’s fire prevention

planning plans (together with the Municipal Fire Management Planning Committee MFMPC)

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

• Advise and assist the Municipal Emergency Management Planning Committee (or MFMPC) on fire prevention and related matters; Carry out statutory tasks related to fire prevention notices and infringement notices;

• Investigate and act on complaints regarding potential fire hazards;

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

• Issue permits to burn (under Section 38 of the Country Fire Authority Act)

Municipal Emergency Coordination Centre Manager and Support Staff

• Is responsible for organising staff relief, catering, security, parking, registration and comfort.

• Will be the Assistant to the Municipal Emergency Resource Officer

• Is also responsible for the rostering of staff to maintain the operation of the MECC over an extended period having consideration for Occupational Health and Safety and personal welfare issues.

EHO Environmental Health Officer

• Is responsible for planning, coordinating and implementing control strategies designed to minimise the adverse impact of health on people in an emergency event, considering the following: Water & Food Safety, Waste management, Accommodation, Disposal of dead stock, Water, land and air pollution, dissemination of Public Health Information and other health issues referred by the control agency.

Local Laws Officers • Perform duties as directed by the MECC with the provision of urgent animal welfare needs.

• Work cooperatively with MERO/MRM and DELWP.

3.9 VULNERABLE PEOPLE

The Identification and assessment of Vulnerable People (VP) is an ongoing process and once identified, are registered on MECC Central/Crisisworks Vulnerable Persons Register. The register allows Victoria Police access to a Vulnerable Persons location in the event of an emergency and assists in the development of evacuation plans. Funded agencies are responsible for maintaining the VP list and conducting reviews twice annually to comply with the state wide verification process. Council are responsible for the administration of the Vulnerable People component and monitoring of the revalidation process.



Definition of Vulnerable Diagram 1. Vulnerable People in Emergencies Policy Scope

For the purposes of the Policy a vulnerable person is defined as someone living in the community who is:

• frail, and/or physically or cognitively impaired; and

• unable to comprehend warnings and directions and/or respond in an emergency situation.

A vulnerable person may be identified for inclusion on a Vulnerable Persons Register if they additionally:

• cannot identify personal or community support networks to help them in an emergency.

For the purposes of the Policy facilities refers to:

buildings where vulnerable people are likely to be situated, including aged care facilities, hospitals, schools, disability group homes and child care centres. This includes:

• facilities funded or regulated by the Department of Health, Department of Health and Human Services and Department of Education and Early Childhood Development;

• Commonwealth funded residential aged care facilities; and • other locally identified facilities likely to have vulnerable people situated in them.

3.10 NEIGHBOURHOOD SAFER PLACES Neighbourhood Safer Places (NSP’S) - Places of Last Resort are not part of shelter in place or evacuation strategies; they are places of last resort; (where other plans have failed or cannot be followed) where a person’s prospect of survival may be better than other places, but cannot be guaranteed. They are places, or buildings, designated and signposted by municipal council that meets guidelines issued by the CFA and the criteria in the ‘Ararat Municipal Neighbourhood Safer Places Plan’. Neighbourhood Safer Places – Places of Last Resort are reviewed annually. Once assessed the sites are approved by the MEMPC and endorsed by council. Ararat Rural City NSP’s are located at the following locations.

Lake Bolac Footpath and Playground area in front of the Information Centre,

2116 Glenelg Highway, Lake Bolac 3351. Moyston

Moyston Recreation Reserve, Corner Moyston-Great Western Road and Ararat-Halls Gap Road Moyston 3377.

Ararat

Ararat Town Hall carpark surrounds, Corner Barkly Street and Vincent Street Ararat 3377



Willaura Willaura Memorial Hall (footpath & carpark in front) Main Street (opposite Commercial Street) Willaura 3379

Streatham Streatham Memorial Hall (footpath and forecourt in front) 30 Campbell Street (Glenelg Hwy) Streatham 3351

Elmhurst Elmhurst Mechanics Institute (footpath and forecourt in front), 34 High Street (Pyrenees Hwy) between Elmhurst –Glenpatrick Road and Degraves Street Elmhurst 3469.

3.11 AUDIT REQUIREMENTS AND PROCESS The Ararat Rural City Council, pursuant to Section 21A of the Emergency Management Act 1986 will submit the Municipal Emergency Management Plan to the Victorian State Emergency Services for audit every three years. The Ararat Rural City Municipal Fire Management Plan is a sub plan of the MEMP and has been developed in accordance with the Integrated Fire Management Planning framework, it will be audited in accordance with S. 55B of the Country Fire Authority Act 1958. The Chief Officer of Operations, Victoria State Emergency Service is responsible for the audit process whilst the audit is conducted by a multiagency panel using a standard set of criteria directly related to these guidelines Councils must provide a written response to the audit report to the Director of operations within 3 months of the receipt of the audit report.



Part FOUR - RESPONSE ARRANGEMENTS 4.1 INTRODUCTION Emergencies of varying magnitude are a common occurrence in Victoria, necessitating deployment of resources to counter the effects of, or threat from the emergency. Victorian emergency response management operates at the following three tiers:

• Incident • Regional • State

The Ararat Rural City Council supports emergency response at the incident level when services or control agencies exhaust their own avenues of supply and there is a requirement for continued supply of resources. Response agencies requiring additional resources will put their request through the MERC to the MERO. The MERO will endeavour to obtain those resources through existing municipal arrangements. If unsuccessful, the request will be passed through the MERC to the Regional Emergency Response Coordinator.

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

• personnel – (e.g. agency support and industry technicians) • equipment – (e.g. plant, vehicles) • services – (e.g. telephone lines, expert technical advice).

A resource is essentially any function or item, which a responding agency requires to perform its response role.

The concept of accessing supplementary emergency response resources is that the response agency requires the resource to complete a task that would otherwise be beyond its capacity or capability.

Council must prepare and maintain a Municipal Emergency Management Plan (MEMP) that contains provision for identifying municipal resources (being resources owned by or under the control of the municipal Council) and other resources available for use in the municipal district. In accordance with Emergency Management Act 1986, s.20(2) (a) & (b) and Emergency Management Victoria Practice Note ‘Sourcing Supplementary Emergency Resources From Municipal Councils’.

These arrangements recognise that municipal Councils have limited budgets and as such defined limits and constraints should be commensurate with the Council’s capacity to provide the resource.



The provision of municipal resources beyond the defined limit can be charged to the response agency if the defined limit is detailed in the MEMP.

On the 15th of September 2015 the Ararat Rural City Council

Moved: ‘That Council set a ‘Defined Limit’ of $5,000 for the provision of municipal resources provided in response to an emergency and adopt the changes to the MEMP to reflect that defined limit’.

Council will continue to provide municipal resources for the core functions applicable to Council in emergencies; relief and recovery activities.

4.2 COMMAND, CONTROL, COORDINATION Function Description

Control Control of an emergency situation will at all times remain the responsibility of the designated agency or authority for that type of emergency. The control agency is required to appoint an Incident Controller, who will control operations.

Command Command involves the direction of personnel and resources of an agency (e.g. Council) in the performance of that organisation's role and tasks and operates vertically within it.

RESPONSE AGENCY PAYS

$ COSTS $

MUNICIPAL RESOURCES

Owned or Controlled

(Contract / Hire)

Used to Perform Municipal Functions

OTHER RESOURCES

Not Owned or Controlled(Ad Hoc Hire)

Conveniently Located in Municipal

District

Optional

COUNCIL PAYS $ COSTS $RESOURCES

SUBJECT TO LIMITS / CONSTRAINTS

Defined in MEMPlan

NO

YES

Limits / constraints exceeded

YES

NO

MERO SOURCES

PER REQUEST

MERC REQUESTS

RESOURCES

MERC / RERC

SOURCES DIRECTLY

RESPONSE AGENCY PAYS

$ COSTS $

MUNICIPAL RESOURCES

Owned or Controlled

(Contract / Hire)

Used to Perform Municipal Functions

OTHER RESOURCES

Not Owned or Controlled(Ad Hoc Hire)

Conveniently Located in Municipal

District

Optional

COUNCIL PAYS $ COSTS $RESOURCES

SUBJECT TO LIMITS / CONSTRAINTS

Defined in MEMPlan

NO

YES

Limits / constraints exceeded

YES

NO

MERO SOURCES

PER REQUEST

MERC REQUESTS

RESOURCES

MERC / RERC

SOURCES DIRECTLY



Coordination The Emergency Management Act stipulates that Emergency Response Coordinators at Regional, Municipal and Field level will always be Victoria Police members.

IERC Incident Emergency response Coordinator

The most senior Police Officer present at the scene of an emergency has the responsibility of coordinating resources to provide the most effective support to the control agency and the functional service agencies.

MERC Municipal Emergency Response Coordinator

The Officer in Charge at the Ararat Police Station is the Municipal Emergency Response Coordinator MERC for the Ararat Rural City with his/her deputies. Any control agency requiring municipal support will request that support through the Municipal Emergency Response Coordinator, who will liaise with the Municipal Emergency Resource Officer.

RERC Regional Emergency Response Coordinator

Will receive and action any requests from the MERC for further assistance when municipal resources are unavailable or have been fully committed or exhausted.

4.3 LOCAL EMERGENCY RESPONSE ARRANGEMENTS Municipal Emergency Response Coordinator (MERC – Victoria Police)

The Officer In Charge of the Ararat Police Station is the delegated Municipal Emergency Response Coordinator (MERC) for the Ararat Rural City Council Municipal area. On notification of an emergency the MERC, in consultation with the Incident Controller and MERO will determine the level of response required from the Municipal Emergency Management Group and Support agencies in managing the emergency event. In some circumstances the emergency may be managed by the MERC, MERO and Incident Controller via phone, in an office or at the scene and escalated when required. The MECC facility may also be activated immediately an emergency occurs but this will be dependent on the impact the emergency has on the community, the number of external resources required to manage the event and expected duration. The MERC is required to take an active role in emergency planning at the local level and has the responsibility for the coordination of resource provision as requested by Control and Support Agencies during the response to an emergency. Responsibilities:

Take an active role in planning at the local level including representation on the Municipal Emergency Management Planning Committee (MEMPC).

Ensure the MERO is advised of the emergency and available to provide access to municipal resources if required.

Liaise with the control agency and support agencies and ensure that an effective control structure has been established by agencies responding to an emergency at the local level.



Advise the Regional Emergency Management Coordinator (RERC) of emergencies with the potential to require resources from outside the municipal district.

Conduct briefings during the emergency with MECC staff and debriefings on completion to evaluate the capability and identify improvements.

Municipal Emergency Resource Officer (MERO)

The Municipal Emergency Management Plan must identify municipal resources and other resources available for use in the municipal district for emergency prevention, response, relief and recovery. Emergency Management Act 1986, s.20 (2)(a) ‘Other’ resources are resources located within (or beyond) the municipal district that are neither owned nor controlled by the municipal council, but their availability may be identified in the MEMP. These resources are coordinated by the MERO and MRM in their respective roles. There is no obligation for the MERO to source required resources that are not owned or under the direct control of the municipal council, i.e. other resources. The Incident Control Centre ICC, Logistics cell (CFA & DELWP) has access to the municipal resource list and the capacity to engage and coordinate other resources. However, the MERO is encouraged to extend the coordination role to the provision of other resources. This extended service provides valuable assistance to response agencies and will potentially lead to improved outcomes for the community affected by the emergency

4.4 MUNICIPAL EMERGENCY CO-ORDINATION CENTRE (MECC) The MECC will co-ordinate the provision of human and material resources within the municipality, during emergencies. It will also maintain an overall view of the operational activities within this Plan's area of responsibility, for recording, planning and debriefing purposes. The MECC may also become operational in support of an emergency in a neighbouring municipality. Administrative staff for the MECC may be drawn from municipal employees. The MECC can only be activated at the request of the MERC. This may be on the advice of the Regional Emergency Response Coordinator, the Control Agency, the MERO or the MRM. The primary Municipal Emergency Co-ordination Centre for the Ararat Rural City Council is:-

4.5 ARARAT RURAL CITY NOMINATED MECC’S

The Primary MECC for the Ararat Rural City Council is: Municipal Office 59 Vincent Street ARARAT VIC 3377 Civil Works Depot Flattely Street ARARAT VIC 3377



An agreed set of Standard Operating Procedures for use in the MECC is detailed in the Appendix F

4.6 OPERATIONS CENTRE An operations centre will be established by an agency for the command / control functions within their own agency. The Ararat Rural City Council may establish an operations centre, if necessary, to control its own resources in an emergency. 4.7 CONTROL AND SUPPORT AGENCIES

Detailed below is the agreed set of arrangements for the response to identified emergencies within the Ararat Rural City Council. These arrangements have been tailored to meet local response capabilities based on: the agencies available within the municipality and agencies identified as Control Agencies as specified within Part 7 of the Emergency Management Manual Victoria. Support Agencies may be able to offer varying levels of support from “on ground” resources to information. It may be appropriate to consult with a number of identified Support Agencies for advice in relation to any given emergency. It is the prerogative of the control agency to formulate action plans for a given emergency in consultation with support agencies. EMERGENCY/THREAT CONTROL AGENCY

(may vary by location) SUPPORT AGENCIES

ACCIDENT/INCIDENT

Aircraft Victoria Police AMSA, ARFF, ATSB

Biological Materials DH CFA, MFESB

Gas Leakage CFA/MFESB Gas Distribution companies

Hazardous materials, high consequence dangerous goods or dangerous goods

CFA/MFESB/ARFF EPA, AV, Worksafe (workplace, storage facilities and transport)

Lifts, cranes or scaffolding and amusement structures

CFA/MFESB Worksafe

Marine (not including marine pollution)

Victoria Police Transport Safety Victoria, AMSA

Military aircraft and ships Defence Forces AMSA, VicPol, Airservices Australia.

Radioactive materials DH CFA/MFESB

Rail Victoria Police DEDJTR, V/Line, ARTC, MTM, Yarra Trams, CFA/MFESB, VICSES, PTD

Road Victoria Police CFA/MFESB, VICSES, VicRoads, Municipal Councils, CityLink, EastLink



AGRICULTURAL

Chemical Contamination of livestock or agricultural produce (Agricultural or Veterinary)

DEDJTR DFSV, PrimeSafe

Exotic Animal Disease (includes Bees & Aquaculture)

DEDJTR DEDJTR

Plant Pest or Disease DEDJTR DEDJTR

Drought DEDJTR

ENVIRONMENTAL

Ship sourced marine pollution oil spills in Victorian coastal waters up to three nautical miles

DEDJTR (Security and Emergency Management Division)/Port Operator

DELWP, EPA, AMSA, PV, BOM, VRCA, CFA/MFESB

Oiled Wildlife DELWP PV, DOT, AMSA

Exotic marine pest incursion DELWP DELWP, PV

Cetacean (whale) stranding or entanglement

DELWP DELWP, PV

Vertebrate Pest/Plagues DELWP DELWP, PV

Pollution into inland waters CFA/MFESB EPA, PV

Pollution of inland waters EPA/Melbourne Water PV

ESSENTIAL SERVICE DISRUPTION

Food supply, critical infrastructure damage or disruption.

Victoria Police DELWP

Electricity DELWP (Energy Sector Development Division)

AEMO, Electricity distributors, Energy Safe Victoria, DELWP

Natural Gas DELWP (Energy Sector Development Division)

AEMO, DELWP (Minerals and Petroleum), Energy Safe Victoria, Gas distribution companies

Petroleum and liquid fuels DELWP (Energy Sector Development Division)

DELWP (Minerals and Petroleum) Worksafe, Oil Companies

Public Transport DEDJTR (Public Transport Division)/Transport Operator

DEDJTR (Security and Emergency Management Division)

Roads/Bridges/Tunnels VicRoads Municipal Councils, CityLink, EastLink, DEDJTR (Security and



Emergency Management Division)

Water and Sewerage DELWP Water Authorities, DHHS, Municipal Councils

FIRE AND/OR EXPLOSION

Aircraft ARFF, CFA/MFESB

Boilers and pressure vessels CFA/MFESB Worksafe

Explosion CFA/MFESB DELWP, Worksafe

Explosive device Victoria Police CFA/MFESB

Fire CFA/MFESB /DELWP PV, DELWP, AVCG, Worksafe, BOM

HUMAN DISEASE/ILLNESS

Retail food contamination DH

Food/drinking water contamination

DH Municipal Councils, DELWP

Human disease DH

NATURAL EVENT

Earthquake VICSES All

Flood VICSES DELWP, CMA’s, Water Authorities, Municipal Councils, CFA/MFESB, BOM, PV

Storm VICSES BOM, DELWP, PV, CFA/MFESB

Tsunami VICSES BOM, All

RESCUE

Building, structure CFA/MFESB, VICSES BC, AV, VicPol, Worksafe

Cave Victoria Police VICSES

Land Victoria Police VICSES

Lift, crane, scaffolding or amusement structure

CFA/MFESB VicPol, VICSES, Worksafe, DELWP

Mine/quarry Victoria Police DOT, DELWP, CFA, VICSES, Worksafe

Rail, aircraft and industrial VICSES/ CFA/MFESB AMSA (aircraft only), Worksafe (rail and industrial only)

Road VICSES/ CFA/MFESB AV



Trench or tunnel CFA/MFESB

Water Victoria Police VICSES, LSV

SEARCH

Land and Water Victoria Police VICSES, others as per VicPol register

Overdue aircraft AMSA VicPol, VICSES, Airservices Australia

OTHER

Aircraft – in-flight emergency Airservices Australia ADF

Dam Safety DELWP Water Authorities, VICSES, Municipal Councils

Marine casualty – non SAR – (commercial ship) in port – waters

Port Operator, VRCA MSV, AMSA, CFA/MFESB, VicPol, AV

Marine casualty – non SAR (commercial ship) in coastal waters

Transport Safety Victoria VRCA/Local port operators, CFA/MFESB, VicPol, AV

Other threats against persons, property or environment

Victoria Police

4.8 DEBRIEFING ARRANGEMENTS A debrief should take place as soon as practicable after an emergency. The MERC will convene the meeting and all agencies who participated should be represented with a view to assessing the adequacy of the Plan and to recommend any changes. Such meetings should be chaired by the Chairperson of the MEMPC. It may also be appropriate to conduct a separate recovery debrief to address recovery issues. This should be convened and chaired by the MRM. 4.9 RESPONSE AND FINANCIAL CONSIDERATIONS Accurate and comprehensive expenditure recording serves two major purposes: • It facilitates any claim for reimbursement from the Department of Treasury and Finance and the Victoria Grants Commission and • It assists in a more accurate collation of the total financial or economic impacts of an emergency. In line with national initiatives, Council must have the capability within its accounting system to record the expenditure on an emergency from the time any resources are committed. A cost centre number should be allocated when emergency activity is initiated, and all relevant costs should be managed within this cost centre. Separate emergencies should be allocated specific cost centre numbers. Municipal Councils are responsible for the costs of emergency relief measures provided to emergency effected people.



The following summarises the financial responsibilities for expenditure on response and recovery activities within Ararat Rural City Council:

Voluntary Agencies

If volunteer agencies are called upon to provide resources within the limit of their means and expend extraordinary funds providing those resources it should notify the control agency to seek financial reimbursement at the earliest opportunity, preferably before deployment commences.

Municipal Councils

Council’s response activities in an emergency include: • 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 drains and local roads, including tree removal.

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

Extraordinary expenditure incurred, (e.g. for overtime, or equipment hire used in emergency protection works, or restoration of publicly owned assets) may qualify for reimbursement by the Department of Treasury and Finance (according to a sharing formula), from the Natural Disaster Relief Trust Account. Applications for recovery funding should be made through Department of Health & Human Services and State Government.

State Agencies State agencies involved in emergency response and recovery activities as part of their normal activities will initially fund them from within their budgets, including supplies (e.g. catering) purchased from contractors or volunteer agencies. For major emergencies some funding supplementation may be required. This would be the subject of a government decision at the time, in the context of the agency’s budget position. Private Organisations Private organisations meet their own expenses incurred in emergency activities. Additional Financial information can be located in the Emergency Management Manual Victoria EMMV Part 8. EMMV Part 8.

http://files.em.vic.gov.au/Backups/EMV-website/EMMV-Part-8.pdf

http://files.em.vic.gov.au/Backups/EMV-website/EMMV-Part-8.pdf



4.10 EVACUATION Evacuation is a risk management strategy that involves the movement of people to a safer location. The evacuation process is scalable and may be applied to individuals, a house, a street, a suburb or a large town. Evacuation involves the movement of people to a safer location and to be effective it must be correctly planned and executed. Primary responsibility for evacuation sits with Victoria Police, once the Incident Controller determines that due to the size and nature of the emergency people need to move to a safer location police will initiate their Emergency Evacuation Plan. The Emergency Management Act 1986 (Section 36A) enables the police to declare an ‘emergency area’ preventing people and vehicles from entering and remaining in the ‘emergency area’. However this power does not allow police to direct persons to leave or refuse their entry if they are claiming a pecuniary interest in property, goods or valuable within the emergency area. Once the decision to evacuate has been made the MERO should be contacted to assist in the implementation of the evacuation. The Council will provide advice regarding the most suitable Emergency Relief Centre and other resources that may be required (e.g. public health, emergency relief considerations or requirements and special needs groups). There are five stages in the evacuation process; decision, warning, withdrawal, shelter and return. Full details of the process can be viewed in Part 8 Appendix 9 EMMV, 4.11 IMPACT ASSESSMENT Impact assessment, for class 1 emergencies: The incident controller is responsible for initiating and managing the initial impact assessment stage and will ensure the process is embedded with the activities of the IMT and IEMT. Data and information collected during the initial stage will be collated and reported by the IC through the line of control to the RC and SCC Intelligence. Class 1 emergency means—

(a) A major fire; or

(b) Any other major emergency for which the Metropolitan Fire and Emergency Services Board, the Country Fire Authority or the Victoria State Emergency Service Authority is the control agency under the state emergency response plan;

Impact assessment is conducted in the aftermath of a class 1 emergency event to assess the impact to the community and inform government of immediate and longer-term recovery needs. Impact assessment must be community focused to ensure the data/information will assist decision making on how to best support impacted communities.



Victoria uses a three stage process to gather and analyse information following an emergency event. The term impact assessment encompasses all three stages:-.

• Initial impact assessment (IIA)

• Secondary impact assessment (SIA)

• Post emergency needs assessment (PENA)

4.12 INITIAL IMPACT ASSESSMENT (IIA) IIA is a preliminary assessment (visual inspection and quantifiable early data) undertaken by response agencies. IIA often comprise visual inspections, and/or the compilation of early available quantifiable data (such as number of dwellings destroyed or damaged), impacts on people remaining in affected area. IIA provides early information to assist in the prioritisation of meeting the immediate needs of individuals and the community. It also indicates if further assessment and assistance is required. 4.13 SECONDARY IMPACT ASSESSMENT (SIA) SIA is a subsequent progressive and more holistic assessment of the impact of the event on the community; and takes into account built and natural environments, social and economic impacts, and resulting community needs. Impact assessment for relief and recovery requires an additional layer of analysis beyond the IIA, which includes a comparison with baseline information. An adaptive and evidence-based relief and recovery program requires timely, accurate and progressively more comprehensive information about the impact of an emergency on communities. Coordination of SIA is the responsibility of the nominated recovery manager/coordinator (refer to sections 2.2.1 and 2.3.1). All departments and agencies involved in the collection



of SIA should liaise with the nominated recovery manager/coordinator to ensure information is coordinated and shared. 4.14 POST EMERGENCY NEEDS ASSESSMENT (PENA) PENA estimates: the longer term psychosocial impacts of 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. Post emergency needs assessment provides view of the overall cost of the impact and provides insight in relation to the length of time it will take the community and economy to recover. This data assists in informing government considerations regarding financial assistance, impact mitigation projects and recovery support to the community.

The responsibility for coordination of post emergency needs assessment will be dependent on the scale of the emergency. Coordination will be undertaken by the: • municipal recovery manager at the local tier • regional recovery coordinator at the regional tier • state relief and recovery manager at the state tier

Agencies involved in the post emergency needs assessment must ensure they are undertaking their activities in consultation with the nominated recovery manager/coordinator.

Post emergency needs assessment should be flexible and adaptable to the circumstances of the emergency event. The need for this stage depends on the nature and scale of the event. The nominated recovery manager/coordinator will assess whether a post emergency needs assessment is required.

4.15 EMERGENCY AGENCY COMMUNICATIONS The Victoria Police is delegated the responsibility for communication. This is in accordance with the State Emergency Response Plan which identifies that the Victoria Police is the primary support agency for communications. Aim

• To ensure Plans are in place to ensure effective and efficient communications systems can be established and maintained during an emergency or when requested.

• To ensure all available communication resources within the municipality are identified

and utilised when required under emergency response arrangements. General All Control Agencies having a role in this Plan are responsible for the provision of their own communications systems during an emergency. Municipal support agencies requiring communications will make their requirements known direct to the MERO.

Activation of Communications Plan



Regional Level:

The Grampians Regional Emergency Response Co-Ordinator or an Officer acting in that capacity will be responsible for activating the Communications Plan.

Municipal Plan:

If an Agency requires additional communications they must be requested from the MERO through the MERC.

Communications Resources Telephones: The Telstra line network will be the initial and primary means of communication in the event of an emergency, when it is available, and should be utilised to capacity where possible. When identifying locations for use as MECCs and Emergency Relief Centres, consideration was given to the communications facilities already in place at the respective locations.

Additional telephones can be provided by Telstra, upon request to the MERC, who will, in turn, submit such requests to the Regional Emergency Response Co-ordinator for action. All costs, related to such installations, are the responsibility of the requesting organisation. Additional telephones will be connected (subject to line availability) only for the duration of the emergency and will be removed at the conclusion of the emergency.

All costs related to such installations, are the responsibility of the requesting agency, but may be reimbursed by the State Government, upon application through the Municipal Council.

Application for such reimbursement will only be accepted for installations AUTHORISED IN WRITING by the Regional Emergency Response Coordinator (RERC) and should be submitted to the Coordinator with all relevant accounts. Most agencies, including Ararat Rural City Council, will utilize the mobile phone network to support land line services. Transceiver Radios:

Agencies having their own Transceiver Networks are listed below. Use of these systems is generally restricted for discrete agency communications however the State Trunking network in particular allows some inter agency interaction.

• Police – SMR, VHF with trunking facilities

• Country Fire Authority – has SMR/VHF with trunking facilities. Some fire appliances have UHF.

• Department of Environment & Primary Industries - SMR with simplex on VHF with trunking facilities. Some vehicles have UHF.

• Ambulance Victoria – VHF SMR



• Victoria State Emergency Service - Ararat Unit (UHF, VHF with SMR

capability and DELWP SMR and HF - SES); Stawell & St Arnaud Units (UHF and HF - SES); with some members also utilising UHF 40 channel citizen band.

• Ararat Rural City Council Network - UHF

• Public Access - Citizen Band (CB) Radios

There is a vast network of CB radios throughout the District. Almost all Country Police vehicles, farms (base stations, vehicles, equipment) and the transport industry is well equipped with CB radios.

4.16 EMERGENCY RELIEF

At State and Regional level, Emergency Relief is the responsibility of the Department of Health & Human Services. At Municipal level, this responsibility rests with the Ararat Rural City Council. Aim To co-ordinate the provision of emergency relief to an affected community, and when required, to control and support agencies. Role To establish a system for the provision of any or all of the functional services required under Emergency Relief.

Emergency Relief Management In the event of requirement for any or all of the functional services of Emergency Relief, the request must be channelled through the MERC to the MERO. The MERO will activate the required functional services. All functional services will operate and report back to the MERO. Ararat Rural City Council has a portable Emergency Management Trailer with phone and data capability which can be activated at Relief Centres to facilitate communication Activation of emergency relief services Incident Controllers are primarily responsible for determining the need to activate emergency relief services. The following people have the authority to activate the provision of emergency relief services by affected municipal councils based on an Incident Controller’s determination

• The appointed Municipal Emergency Response Coordinator (MERC) (Victoria Police officer) • The relevant Municipal Emergency Resource Officer (MERO-Council) • A Municipal Recovery Manager (MRM-Council).

A list of municipal Emergency Relief Centres is included in ??? ???????.



Compensation for all Volunteer Emergency Workers will be as laid down in Part 6 of the Emergency Management Act 1986. It is the responsibility of the Organisation utilising the Volunteer Emergency Workers to ensure that all of the Volunteer Emergency Workers are registered utilising the online DPCD volunteer portal.

4.17 CATERING In many emergencies, response agencies will need to provide their personnel with support, such as food and water. Response agencies need to use their own resources and networks to meet these needs, rather than drawing on the relief system. In these situations the response agencies will seek to build supplier relationships with businesses, caterers, groups and organisations, and other providers prior to the emergency event. Red Cross Emergency Services Liaison Officer will be activated, via the Municipal and Regional Emergency Response Coordinators, to arrange catering. Meals may also be provided by: - East Grampians Health The Red Cross Emergency Services Liaison Officer will, in conjunction with the local catering providers, ascertain the level of involvement necessary by Red Cross, ensuring that local resources are fully utilised.

4.18 PUBLIC INFORMATION AND WARNING Warnings should be used under specific circumstances where community action is necessary primarily to protect lives, and also for the protection of property and the environment. Warnings and public messaging during an incident is the responsibility of the Incident Controller. 4.18.1 PREVENTION (BEFORE EMERGENCIES) Any information released to the public on behalf of the Ararat Rural City Council will be to educate and assist the community to prepare for emergencies. This information must be approved by the Ararat Rural City Council Municipal Emergency Management Planning Committee. 4.18.2 RESPONSE PHASE Releasing information is normally the responsibility of the Control Agency(s) in conjunction with the Municipal Emergency Response Co-Ordinator. Any information released by the Municipality must be approved by the MERO (General information) or Chief Executive Officer / Manager Tourism and Community Information.

Information can be categorised under the following headings: Pre impact Enable the public to take reasonable measures to prevent, or lessen the potential effects of emergencies and to cope during the impact phase of an emergency. During impact

Produce suitable news releases through the media concerning the effects of the emergency and what action can be taken by the public.



Post impact Maintain the crucial information flow to those in need of assistance and direction. 4.18.3 EMERGENCY WARNINGS The ‘Standard Emergency Warning Signal’ may be used to alert the public to an actual or impending emergency or maintain the dissemination of public information. Authority to use the signal over electronic media must be given by the Incident Controller or his/her deputy. The Incident Controller may also send Telephone and SMS alerts when Immediate warnings of imminent danger are required. The three level of warning are:-

Advice - General Information of the emergency. Watch & Act – The emergency may threaten your area. Emergency Warning – You are in imminent danger.

4.18.4 RECOVERY PHASE

Releasing information will be the responsibility of the Ararat Rural City Council and Department of Health & Human Services. Any information released must be approved by the MRM (General information) or Chief Executive Officer. Liaison must take place so duplication and confusion does not occur. 4.18.5 MEDIA OPTIONS

All methods of disseminating information should be considered including; Radio Stations Television Police Advice Line Local Telephone Information Lines Newspapers (particularly in extended response and recovery phases) Ethnic groups, radio stations, newspapers Community Newsletters Information Centres (“One Stop Shops”) Manual door knock of each residence Public address system mounted on vehicle Community Organisations Church/Religious Groups Internet/Social Media

4.18.6 PERSONS WITH A DISABILITY OR NON-ENGLISH SPEAKING PERSONS Special considerations need to be given to warning persons with a disability and/or non-English speaking groups. In the case where information or communication is required with persons unable to speak English, an interpreter service such as the Telephone Interpreter Service may be able to assist. Contact details are listed in the Contact List of this plan.



4.18.7 INFORMATION RESOURCES The following systems are an essential part of these arrangements and should be utilised if and when required:

• Electronic Media • Police Media Liaison • Literature/Brochure Information • Print Media

If an emergency requires concurrent media response through radio, television and newspaper outlets, the Public Information Officer at the Incident Control Centre is to be contacted and any media release to be authorised by the Incident Controller. (One Source One Message OSOM)

4.18.8 INFORMATION CENTRE If required, a public and media information centre will be established. All public and media releases shall be issued from this centre. The Ararat Rural City Council shall appoint a Media Liaison Officer. This officer is responsible for the co-ordination of all media releases following an emergency. 4.19 PUBLIC AND MEDIA BRIEFINGS Briefings of the public and the media shall be strictly under the control of the MERC, who may arrange one of the following; a. Personally giving the briefing every two hours on the even hour for a major event b. Delegation to Police Officer or Municipal official, who will have personally visited the

MECC to be able to deliver the briefing.

At no stage is it recognised that other agencies/officers can give public statements during the response phase. 4.20 ENVIRONMENTAL HEALTH The Environmental Health Officer is responsible for all public health matters in the municipality. The responsibilities of the Environmental Health Officer in emergencies include:

• Advice on water supply • Ensuring hygienic food handling - safe production, storage and distribution • Supply of sanitary and hygienic accommodation when required • Refuse removal • Pest control • Control of infectious diseases (immunisation) • Disposal of dead animals

“The responsibilities of the Environmental Health Officer begin during the initial stages in emergency management planning. In any of the above detailed responsibilities, the Department of Health and Human Services is a significant source of medical advice, providing access to an effective medical network, primarily used for the dissemination of information that is invaluable in emergency situations.”



4.21 MEDICAL Implementation of the medical arrangements will be automatic where people are injured or require medical assistance. This automatic response will be by Ambulance Victoria and hospitals within the municipality. The Ambulance Service will be responsible for contacting additional first aid support when required (e.g. St. John Ambulance and Red Cross). The State health emergency response plan (SHERP) outlines the arrangements for the coordination of a health response to emergency incidents that go beyond day-to-day business arrangements including; mass casualty incidents, complex trauma events, mass gatherings and other incidents impacting the health of Victorians. (SHERP) Management of Medical Response Medical response management at an emergency scene will be carried out by the most senior medical officer present. This could be any of the following:

• the highest ranked Ambulance Officer present,(Health Commander) • a member of a Medical Team,

The role of the Health Commander at the scene of an emergency is to: • arrange resources required, • provide triage, (prioritise patients for treatment) • coordinate transport of patients, and determine destination of patients.

4.22 TRANSPORT AND ENGINEERING The Manager of Operational Services Ararat Rural City Council has been delegated the responsibility for transport and engineering matters. Aim The purpose of these arrangements is to identify available transport and engineering resources within the municipality. This will include specialist and technical advice and deployment of those resources. Requesting Procedure All requests for transport and engineering resources should be directed to the Municipal Emergency Response Coordinator, who will request them through the MERO. Management of Resources Responsibility for the management of resources shall rest with the MERO. The MERO is responsible for maintaining a resource database and contact details Appendix A.2 4.23 MUTUAL AGREEMENTS The Municipal Association of Victoria has developed a protocol for inter-Council Emergency Management Resource Sharing. This document is available from the Municipal Emergency Resource Officer and included in the documents component of MECC Central.

4.24 RESPONSE HAND OVER TO RECOVERY

http://docs.health.vic.gov.au/docs/doc/0DE162BC00F19E8ACA257C22007CF99F/$FILE/SHERP%202013%20-%20final-WEB.pdf

http://docs.health.vic.gov.au/docs/doc/0DE162BC00F19E8ACA257C22007CF99F/$FILE/SHERP%202013%20-%20final-WEB.pdf



It is essential to ensure a smooth transition from the response phase to the recovery process, in any emergency at municipal level. While it is recognized that recovery activities will have commenced shortly after impact, there will be a cessation of response activities and a hand over emergency recovery to recovery agencies. This will occur when the MERC, in conjunction with the control agency and MERO, declares ‘Stand Down’ of response and the MRM acknowledges this change of status. The early notification of recovery agencies involved in the emergency will ensure a smooth transition of on-going activities from response to recovery. Accounts and financial commitments made during the response phase are the responsibility of the MERO through the Municipal Emergency Management Plan arrangements.

Termination of Response Activities and Hand Over of Goods/Facilities

When response activities are nearing completion the MERC in conjunction with the Control Agency will call together relevant relief and recovery agencies including the MERO and the Municipal Recovery Manager (MRM), to consult and agree on the timing and process of the response stand down. Payment for goods and services used in the Recovery Process is the responsibility of the MRM through the Municipal Emergency Management Plan arrangements.



PART FIVE – RECOVERY ARRANGEMENTS

5.1 INFORMATION CENTRE

Emergency recovery is the coordinated process of supporting emergency affected communities in the reconstruction of the physical infrastructure, rehabilitation of the natural environment and restoration of emotional, economic and physical well-being.

The purpose of providing recovery services is to assist the affected community towards management of its own recovery. It is recognised that when a community experiences a significant event, there is a need to supplement the personal, family and community structures that have been disrupted by the event. Key References:

• Emergency Management Act 1986 & 2013 • Emergency Management Manual Victoria (EMMV) • State Emergency Response Plan 2012 (Part 3 EMMV) • State Emergency Relief & recovery Plan 2012 (Part 4 EMMV) • Ararat Rural City Municipal Emergency Management Plan (MEMP) • Ararat Rural City Council Municipal Fire Prevention Plan • Ararat Rural City Council Plan • Grampians Regional Recovery Plan • Vulnerable People in Emergencies Policy, Dep’t of Human Services, November

2012. • AEMI Recovery Handbook

5.2 RECOVERY MANAGEMENT PRINCIPLES

Management and service provision will be devolved as much as possible to the local level. State and Regional recovery strategies, services and resources will supplement and complement the municipality’s initiatives rather than replace local endeavours. Emphasis will be given to supporting and maintaining the identity, dignity and autonomy of affected individuals, families and the community. Resilience of individuals and communities is respected. Individuals, when possessing information about the situation and available services, are able to make informed choices about their recovery. Communities, when supported with information and resources, are able to support and manage their own recovery.

Management of recovery will occur in the context of clear and agreed arrangements, and involve processes of consultation and cooperation through established communication channels.

Wherever possible, the normal municipal management and administrative structures and practices will be used. The recovery process can be protracted and complex so sufficient time and resources should be provided to complete the recovery process. To ensure that structures and practices will be responsive to the special needs and circumstances of the affected community, the establishment of a dedicated recovery team for the duration of the recovery process should be considered



Recovery information and recovery services need to be readily accessible to affected individuals, families and communities and responsive to their needs and expectations.

5.3 MUNICIPAL RECOVERY PROCESS There are three phases in the recovery process: 5.4. PLANNING AND PREPAREDNESS PHASE 5.5 EMERGENCY RECOVERY OPERATIONAL PHASE 5.6 EVALUATION PHASE The MRM has the delegated responsibility to provide leadership and direction of the municipal recovery process. The MERC and MERO have key roles in also providing leadership towards recovery functions including supporting and contributing to all phases of the recovery process. Key agency personnel, emergency services officers and municipal staff may have roles in each level of the recovery process however the level of their involvement may depend on the type and impact of the emergency and the duration of the recovery.

5.4 PLANNING AND PREPAREDNESS

The Municipal Recovery Manager (MRM) is responsible for the development and maintenance of recovery service arrangements within the municipality. Detail on the planning process is covered in this plan. Recovery agencies meet to plan for emergencies as part of the Municipal Emergency Management Planning Committee 4 times per year. Recovery agencies also meet specifically on recovery matters on an annual basis. Planning and preparedness processes please see the following actions in the Recovery Appendix D 5.4.1 KEY RECOVERY PLANNING FACTORS 5.4.2 RECOVERY PLANNING PROCESS 5.4.3 STRUCTURE OF THE MUNICIPAL RECOVERY PLANNING PROCESS 5.4.4 PLANNING COMMITTEE RESPONSIBILITIES 5.4.5 PLANNING FOR THE SUPPORT OF VULNERABLE PEOPLE

5.5 EMERGENCY RECOVERY OPERATIONS

5.5.1 EMERGENCY RELIEF / RECOVERY CENTRES

Council has assessed five relief centres as potentially suitable for use in times of emergency. Careful consideration must be given to the prevailing circumstances and number of people needing assistance when selecting a site or sites. The emergency event of the day will determine which Emergency Relief Centre is to be utilised. A table listing the relevant details of each identified facility is included in the Recovery Appendices: Appendix D. For more detail please refer to the ‘Relief Centres Folder’ for Ararat Rural City Council which is held by the MRM.

5.5.2 RECOVERY OPERATIONS PLAN:

5.5.2 PHASES OF RECOVERY OPERATIONS 5.5.3 THE EMERGENCY RECOVERY OPERATIONS PROCESS



5.5.4 THREAT OF AN EMERGENCY 5.5.5 RECOVERY OPERATIONS – RESPONSE PHASE 5.5.6 STAFF RESOURCING: THE ROLE OF RECOVERY SERVICE COORDINATORS 5.5.7 RECOVERY SERVICE AREAS 5.5.8 POST INCIDENT ASSESSMENT (PIA) AND PLANNING STRUCTURE 5.5.9 INCIDENT RECOVERY TEAM 5.5.10 MUNICIPAL INCIDENT RECOVERY COMMITTEE (MIRC) 5.5.11 PERSONAL SUPPORT 5.5.12 RECOVERY CONSIDERATIONS A. ENGAGEMENT OF COMMUNITY IN RECOVERY B. SHARING OF PERSONAL INFORMATION C. PUBLIC APPEALS D. SUPPLY OF GOODS / SERVICES 5.5.13 AGENCIES ASSISTING IN RECOVERY A. ROLE OF THE DEPARTMENT OF HUMAN SERVICES IN RECOVERY 5.5.14 VICTORIAN GOVERNMENT POST EMERGENCY ASSISTANCE MEASURES

5.6 TESTING, EVALUATION AND REVIEW

In accordance with the Emergency Management Manual of Victoria and under the direction of the Chief Executive Officer, local agencies and organisations will participate in emergency recovery exercises to test these recovery arrangements at least annually, unless there has been activation during the period. Emergency relief and recovery exercises may be conducted in a variety of formats and may test various sections of this Plan at local, regional or state level. There should also be testing of the links between the levels of recovery management. Emergency relief and recovery exercises may be run in conjunction with other emergency management exercises or agency exercises, but must have discrete aims and objectives for the testing this Plan. The Municipal Recovery Manager will summarise the outcomes of exercises for the Regional Recovery Coordinator (DHHS), who in turn will provide a summary of all regional exercises to the State Recovery Coordinator.

5.6.1 EVALUATION OF RECOVERY EVENT ACTIVITIES

Evaluation of recovery activities and recovery programs following emergency events is essential to maximise lessons learned and identify where improvements can be made. Evaluation may take the form of a formal debrief of operations, or may involve workshops, seminars or applied research into particular areas of activity. The Municipal Recovery Manager (MRM) should conduct an evaluation of recovery operations following activation of the recovery arrangements in the Municipal Emergency Management Plan. The evaluation may be an informal or formal debrief depending on the scale of the activation. The identification of strengths and weaknesses of the local operational response to the needs of the community will be documented for review by the Recovery Planning Committee and Councils Executive Management Team.



APPENDICES

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APPENDIX (A) ADMINISTRATION MEMPC DISTRIBUTION LIST APPENDIX (A.1)

Agency Name SURNAME Mobile Landline Email



CONTACT LIST APPENDIX (A.2) Amended 2/10/2017



APPENDIX (B) MAPS MUNICIPAL MAP

Ararat Municipality Township Maps



APPENDIX (C) RELIEF CENTRES



APPENDIX (D) RECOVERY OPERATIONS PLAN Introduction This appendix to the Ararat Rural City Council MEMP outlines what will happen during an emergency recovery operation, and who will be responsible for the provision and coordination of each recovery service. This appendix, is in effect a sub-plan of the MEMP section 5, settings out how and when each of those recovery services will be delivered to a community which has been impacted by an emergency. 5.5.2 PHASES OF RECOVERY OPERATIONS There are five primary phases or steps in emergency recovery operations that are related to a time continuum relative to small, medium and large scale emergencies. The following table is an example of a hypothetical recovery time continuum for a large scale emergency. The time continuum for small and medium scale emergencies may differ from those outlined below, but they will follow the same basic process.

1. During The Incident Activity Responsibility Activate emergency relief arrangements MRM, MEMG Collect and Collate information from Initial Impact Assessment

ICC, MECC

Assess the need and plan for Secondary & Post Event Needs Assessment

MRM

Plan for and conduct community response information meetings

ICC, MRM, Communications Coordinator

Plan for community recovery information meetings

MERO, MERC, MRM, Communications Coordinator

Assess the need, and plan for, the establishment of a recovery centre.

MRM Recovery Centre Coordinator

2. Immediately After The Incident (1 – 7 days) Activity Responsibility Establish and brief an Incident Recovery team (IRT) consisting of the recovery planning committee, Recovery Service Coordinators and key agencies

MRM

Conduct community recovery information meetings

IRT

Activate a Recovery centre/s if required MRM Recovery Centre Coordinator

Conduct a Secondary Impact Assessment to identify: • What needs to be done; • Who will undertake those tasks; and • How will they be coordinated (who will do what, where and when).

MRM & SIA Coordinator



IRT meets to assess needs. MRM Commence Clean-up Council Works Department Establish a mechanism for the provision of essential needs in the impacted area e.g. resources (financial, human & equipment), water, stock feed, temporary fencing, fuel, food and material aid.

MRM IRT

Assign personnel/resources to households in need

Personal Support Coordinator

Appoint media liaison coordinator (if required) MRM Escalate to Regional Recovery Coordination if required

MRM

Manage/Refer donation offers and spontaneous volunteers

MRM

Conduct first operational debrief MRM Initiate the Recovery Planning process including the: • establishment of the Municipal Incident

Recovery Committee (MIRC); and

• Development of the Municipal Recovery Action Plan structure and framework.

• Establishment of MIRC recovery environment sub-committees

MRM DHHS Council Executive Management team

3. Short Term (2 – 4 weeks) Activity Responsibility submit resource requirements to state government

MRM, MIRC

Continue to monitor community needs through the impact assessment process and allocate resources where appropriate.

MIRC

Continue the Recovery Planning process including the: • Recovery Action Plan; and • Conclude the role of the IRT and refer instead

to the establishment of Sub-Committees and Working Groups to address specific recovery needs (refer to Section 5.5.10- ‘MIRC’ of this Plan and Appendix 5.6 MIRC Terms of Reference).

• Prepare a communications strategy and incident impact assessment summary [appendix 5.7]

MRM

Sub committees implement the recovery action plan

Sub-committee leader(s)



Plan for outreach services Social Environment task force

Implement community development activities Social Environment task force

Maintain recovery centre services (if required) MRM & Recovery Centre Coordinator.

Ensure community needs for shelter and material needs are met

Recovery Committee

Engage with the community through: • information sharing; • consultation; • supporting community initiatives: and • Active participation.

MRM

4. Medium Term (2 – 3 months) Activity Responsibility Continue to implement and monitor the Municipal Recovery Action Plan.

MRM MIRC

Conduct outreach program (week 6 – 8) Social Environment subcommittee

Maintain recovery centre services (if required) MRM & Recovery Centre Coordinator

Sub Committees continue action plan implementation

Sub Committee chair

Sub Committees continue action plan implementation

Sub Committee chair

Implement economic development activities (if required)

Sub Committee chair

Commence planning for the development of a transition strategy to enable the timely and appropriate withdrawal of dedicated relief and recovery services and activities, and transition to existing community support services.

MIRC, MRM

Continue to conduct recovery service debriefs MRM 5. Long Term (4 months onwards) Activity Responsibility Monitor and review the progress of the Recovery Action Plan

MRM, MIRC

Celebrate recovery milestones MIRC Continue the development of the transition strategy

MRM, MIRC

Conduct final debrief MRM

The MRM, or a person delegated by him/her, is to initiate recovery activities as soon as possible or when required, following an emergency. The MRM shall convene a meeting of the key recovery agencies as soon as is practical to assess the situation. If the delivery of recovery services is deemed beyond the capacity or scope of Council’s usual operations, the MRM will establish a ‘Municipal Incident Recovery Team’ to undertake the initial coordinated actions and a Municipal Incident Recovery Committee’



to oversee the management of the recovery process. (Details on the committee operations are covered in this part 5.5.10 of this plan)

5.5.3. THE EMERGENCY RECOVERY OPERATIONS PROCESS

The Emergency Recovery Process follows five phases which require specific actions. Those phases are:

1. The threat of an emergency

2. The Response phase of an emergency

3. The Post-emergency phase (first 7 days)

4. The Recovery Management phase(week 3 and onwards)

5. Closure of the Recovery Operation

5.5.4. THREAT OF AN EMERGENCY

There are times when emergencies occur with no prior warning (such as transport accidents or a utility failure) and no prior preparation activity is possible. When that happens, all the municipality can do is respond. Some situations, usually naturally driven events such as flood, fire or storm events, often give some warning lead time to allow the recovery team to be alerted and get resources into place. When this occurs, the following actions may be possible.

MUNICIPAL RECOVERY MANAGER – Actions Required X / √ / NA report of an extreme threat is received the MRM will: 1 Confirm the status of this threat with the MEMG. Agree on the

notification procedure and escalation process relevant to the type and degree of the threat. For example: is this a Heat Health or a Severe Storm/Flood alert?

2 Send an alert to the relevant recovery service coordinators who may be activated should the threat escalate to an emergency. Advise them to follow procedures prepared for that particular threat. (e.g. for a Code Red Day, remain in or close to the office and set up the MECC)

3 Monitor the situation using relevant web sites (BOM, CFA, ABC Radio), Liaise with the MERC, MERO and other MEMG members on the status of the emergency threat.

4 Follow up that alert with a situation Report (SITREP) once more information on the threat is known. Keep staff briefed on a regular basis.

5 Activate the recovery team/s should the threat escalate. 6 Stand the team/s down if the threat subsides.



5.5.5. RECOVERY OPERATIONS – RESPONSE PHASE

MUNICIPAL RECOVERY MANAGER – Actions Required X / √ / NA

REPORT OF AN EMERGENCY IS IMPACTING ON THE MUNICIPALITY. THE MECC IS ACTIVATED UPON RECEIVING THIS INFORMATION, THE MRM WILL:

1 Attend the MECC and undertake the prescribed role and responsibilities

2 Monitor the situation and keep e-mailing SITREPS and/or SMS updates to the relevant recovery personnel.

3 Vulnerable People: Obtain maps which forecast on impacted areas from the ICC as to whether there are VP under threat.

EMERGENCY THREATS DISPLACE RESIDENTS FROM THEIR HOMES ONCE RESIDENTS COMMENCE EVACUATION OF THEIR HOMES, THE MRM WILL ….

4 Consult with the members of the MEMG and the ICC on which Emergency Relief Centre (ERC) to open. (The ICC will manage the media announcements)

5 Implement the Relief Centre activation processes

6 Call the Ararat Rural City Communications Coordinator and ask them to attend the MECC. Assist with ERC information requirements.

7 Inform DHHS of this activation.

8 Continually monitor the needs of the ERC

ICC CALLS COMMUNITY INFORMATION MEETINGS UPON HEARING THIS ANNOUNCEMENT, THE MRM WILL:

9 Meet with the Communications Coordinator and commence preparations for these meetings.

10 Confirm which recovery staff and MERO what resources will be required to be present at the community briefings. Action those tasks.

11 Attend those meetings or send a Deputy MRM in your place.

12 Ensure the Council’s Executive Management Team (EMT) is kept informed.

13 Continue to provide updates to Council Recovery staff

PRIVATE PROPERTIES ARE BEING IMPACTED



MUNICIPAL RECOVERY MANAGER – Actions Required X / √ / NA

THE MRM WILL CALL THE SIA COORDINATOR INTO THE MECC AND:

14 Brief the Coordinator on the situation and activate the SIA Coordinator.

15 Ensure direct contact with DEDJTR occurs if farms are being impacted and request their EMLO to attend.

15 Ensure direct contact with CFA/SES occurs if urban properties are being impacted and request an EMLO to attend should their support be required.

16 The opening of additional relief centres may be required. Liaise with DHHS on any need for assistance or escalation to a neighbouring municipality due to resourcing or egress issues.

17 Monitor the preparations being undertaken by the SIA Coordinator and assist when required.

18 Impacts on private properties will likely trigger planning for the following events once the emergency is under control:

• Community recovery meeting/s

• Post Event Needs Assessment operations (planning already underway)

• Incident Recovery Committee meeting

• The opening of a recovery centre/s

19 Begin preparations for these recovery activities which include:

• Communications Coordinator preparing information for recovery community meetings, preparation of SIA fact sheets and Recovery Centre information pack.

20 Monitor the situation and respond to requests and SITREPS as required.

THE EMERGENCY IS CLOSE TO BEING CONTAINED

21 Response/Recovery Transition Plan: The MRM in conjunction with the Control Agency will call together relevant relief and recovery agencies including the MERO and the MERC to consult and agree on the timing and process of the response stand down and the details of the response to recovery transition agreement.

5.5.6 STAFF RESOURCING - THE ROLE OF RECOVERY SERVICE COORDINATORS A wide range of recovery services are activated in Recovery Operation. Each service has been delegated to Council or an identified Support. Ararat Rural City Council will



identify staff and/or establish dedicated positions across the organisation to ensure the recovery effort is timely, responsive to community needs, and continues as long as required. The number and types of positions established will depend upon the scale of the emergency, and the recovery requirements of impacted communities. Council will recruit personnel to dedicated positions, and/or delegate responsibility as a Recovery Service Coordinator (RSC) for specific recovery activities relevant to functional areas. A RSC is assigned to each of the recovery services identified in diagram 5.5.7 Recovery Service Coordinators are responsible to the MRM and initiates actions under the direction of the MRM. Their role requires them to: • Convene meetings with services providers within their area of responsibility to

identify and document in the event of an emergency: What needs to be done; Who will provide what services; What resources are available (local and regional); How the process will work; What interdependencies exist with other service areas?

• Represent their service area on the Emergency Recovery Planning Committee. • Liaise with other Service Coordinators to ensure information sharing and cross-

service planning occurs. • Identify a Deputy Service Coordinator to relieve when they are unavailable. • Recruit new service providers and identify additional resources as required. • Review service arrangements each year.

5.5.7 RECOVERY SERVICE AREAS

Activation of any of the following services will be via notification from the MRM to the RSC of that specific area.

Recovery Service Recovery

Service Coordinator

Service Providers (not exclusive)

Accommodation To assist in the provision of emergency / temporary accommodation during and after an emergency.

MRM

• Red Cross • Salvation Army • Grampians Community Health • Wimmera Uniting Care • Rural Housing Network

Aged and Disability Support: To plan for and co-ordinate the recovery process for aged and disabled people in the Municipality & Identification of other vulnerable groups.

Early Years & Positive Ageing Coordinator

• Aged Care Providers • HACC funded agencies • Community Health Centre • Department of Human

Services (DHHS) • Rural Access Workers

Catering: To provide food services as required for attendees at Emergency Relief Centres

MRM • Red Cross • Salvation Army • Local food outlets • Local hospital Services



Children’s Services To plan for and co-ordinate the recovery process for children under 12 years and to provide Childcare to relief/recovery centres

Early Years and Positive Ageing Coordinator

• Family Day Care Provider • Maternal and Child Health

Nurses • Childcare Centre • Preschools • Community Nurses • Outside School Hours Care

Communication: Coordinate and provide accurate information to the public and media after an emergency. Develop a communications plan specific to the disaster. The employment of a Media Liaison Officer to coordinate information gathering and releases is a significant advantage.

MRM • Mayor of the Day • Police • Local Media • Media Liaison Officer • MRM

Community Development To coordinate community events and activities that will assist community’s recovery from the impacts of an emergency. Employment of a Community Recovery Officer (CRO) may well be a key part of this recovery service

Community Development & Client Services Coordinator

• Community Health Centre • DHHS • MRM • Community group

representatives

Donations Coordination This is not the responsibility of the municipality. An external organisation should be recruited to auspice this service area.

MRM • Red Cross • Salvation Army. • State government

Financial Assistance To coordinate the distribution of financial aid to individuals and communities after an emergency. A range of financial grants and subsidies will be offered by various agencies requiring coordination.

MRM • DHHS • Centrelink • Salvation Army • Red Cross • Rural financial Counselling

Service • Rural Finance Corporation • Insurance Council of Victoria

Material Aid To co-ordinate distribution of material aid to affected members of the community following an emergency.

MRM • Salvation Army • Uniting Care • Service Clubs • Churches

Personal Support MRM

• Grampians Community Health



To coordinate the provision of personal support and counselling services during and after an emergency. Case management of affected members of the community will be the preferred approach and outreach services will be coordinated from this service area.

• Victorian Council of Churches (VCC)

• Health (hospital) Service • Grampians Psychiatric

Services • Salvation Army • Red Cross • Advocacy Services as

required

Relief & Recovery Centre Management To coordinate and staff relief and recovery centres as established by the MERO and MRM, and liaise with other Service Coordinators. Regular maintenance of the centre register and support resources is part of the coordinators role.

MRM • Identified centre managers and deputies

• SES (relief centre support) • DHHS (recovery centre

support) • Red Cross • Victoria Police • Grampians Community Health • Personal Support Providers

Volunteer Coordination To recruit, support and coordinate the work of volunteers after an emergency and to assist other recovery service areas through provision of volunteers as required

MRM • Grampians Community Health • Wimmera volunteers • Schools • Service Clubs • Others as determined

Animal/Stock Welfare Assist/destroy injured stock/wildlife. Co-ordinate disposal of dead stock. Co-ordinate emergency feed/fodder supplies. Identify holding areas for stock/pets etc. Provide cages/leads etc. for animals and relief/recovery centres. Round up escaped stock.

Environmental Health Officer

• Municipal Pound • DEJTR • EHO • Vets • RSPCA • VFF • Parks Victoria • Wildlife Network • Animal Aid Agencies

Economic Strategy To coordinate and initiate economic development activities to assist local businesses to recover following an emergency.

Manager Strategic Performance & Innovation Manager Tourism & Community Information

• Business Development Tourism Development RDV/DBI

• Local chambers of commerce • Centrelink • Rural Finance • Rural Financial Counsellors

Clean Up/Equipment Provision To plan for and coordinate the clean-up process after an

Executive Manager

• MERO • SES



emergency provision of resources as required, e.g. toilets, generators, earthmoving equipment, furniture.

Operations and Infrastructure

• Local Contractors (e.g. earthmovers)

• Service Clubs • Hire businesses • EHO

Fencing To coordinate the reconstruction of boundary fencing of rural properties following damage incurred by an emergency.

MRM, • Municipality • Victorian Farmers Federation

(VFF) • Service Clubs • DEJTR • Catchment Management

Authorities • Dept. of Justice

Infrastructure To rebuild and restore community infrastructure/ utilities after an emergency.

Executive Manager Operations and Infrastructure

• MERO • Powercor • Gas Companies • Local water authority • Telstra • CMA

Transport To assist in transport provision after an event so those affected can access relief centre, recovery services, schools, shopping etc.

MRM • MERO • Vic Roads • Commercial Transport • Community Transport

Providers • Taxis/buses

Environmental Health To assess, advise on and minimise the public health impact of an emergency e.g. safe water supply, food safety/disposal, septic systems, safe disposal of waste, provision of temporary toilets/facilities etc.

Environmental Health Officer

• Regional Environmental Health Officer

• Municipal Environmental Health Officer

Environment To assess, advise on and repair damage after an event including tree safety/assessment; replanting/revegetation; erosion prevention and control.

Executive Manager Operations and Infrastructure & Manager Emergency Services & Local Laws

• Landcare Groups • NGSC Parks and Gardens • DELWP • Local Nurseries • Local Contractors • Catchment Management

authorities • EPA

Impact Assessment To take on the role of Municipal Impact Assessment Coordinator. To coordinate SIA and (PENA) assessments of damage and losses following

Impact Assessment Coordinator

• DELWP • DEJTR • Municipal Building Inspectors • MERO • MRM • Personal Support Providers



an emergency. The gathered information will assist the recovery planning and recovery service provision.

• Environmental Health Officer • Arborists • Red Cross

5.5.8 IMPACT ASSESSMENT AND PLANNING STRUCTURE Assessment of impacts and needs Initial Impact Assessment IIA is a preliminary assessment (visual inspection and quantifiable early data) undertaken by response agencies During the initial 48 hours of an emergency, an Initial Impact Assessment (IIA) captures the nature and scale of the impact on people, community infrastructure, economic, natural and built environments. An Initial Impact Assessment (IIA) uses a flexible, scalable and adaptable series of assessments to provide situational awareness, guide response and recovery strategies and inform emergency service organisations and the government at local, regional, state and national levels, of actual and potential consequences of the emergency. A detailed assessment of the damage to the affected area is essential so that the recovery team can effectively commence their planning and recovery operation. Secondary Impact Assessment SIA is conducted primarily after the emergency when it is safe enough for trained personnel to enter the affected area. Detailed SIA will be coordinated by the Municipal SIA Coordinator and the MRM, and used to verify impact that has been recorded, as well as identifying new and additional details and needs. Accurate data enables the municipal recovery committee to identify which environments have been impacted and where recovery services are required. Post Emergency Needs Assessment (PENA) PENA estimates: the longer term psychosocial impacts of 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. Post emergency needs assessment provides view of the overall cost of the impact and provides insight in relation to the length of time it will take the community and economy to recover. This data assists in informing government considerations regarding financial assistance, impact mitigation projects and recovery support to the community.

The responsibility for coordination of post emergency needs assessment will be dependent on the scale of the emergency. Coordination will be undertaken by the:

• municipal recovery manager at the local tier • regional recovery coordinator at the regional tier • state relief and recovery manager at the state tier



Agencies involved in the post emergency needs assessment must ensure they are undertaking their activities in consultation with the nominated recovery manager/coordinator.

Post emergency needs assessment should be flexible and adaptable to the circumstances of the emergency event. The need for this stage depends on the nature and scale of the event. The nominated recovery manager/coordinator will assess whether a post emergency needs assessment is required.

Under Part 7, emergency management agency roles, EMMV, the Department Economic Development, Jobs, Transport & Resources have the responsibility in relief and recovery activities to assess agricultural assets and livestock losses in rural zones. In a localised event it is the Ararat Rural City Council’s responsibility to coordinate Secondary impact assessments and data collection.

Prior to IA teams being placed in the field the area must be declared safe for this purpose by the Incident Controller. This process is to be arranged through the Municipal Emergency Coordination Centre (MECC). The Municipal Recovery Manager (MRM) will activate the Impact Assessment Coordinator and Teams to survey/assess the community in affected areas as indicated by the control agency. Impact assessments will be conducted by the LGA, Department of Economic Development, Jobs, Transport & Resources or other relevant agencies depending on the incident. The SIA has a number of stages and involves a range of personnel with differing skill sets. To support coordination and delivery, IA teams will be established with the option, depending on event requirements, of including personal support counsellors, environmental health officers, state government representatives, building inspectors, local laws personnel and others. In a significant and widespread event it is probable that external agencies will be required to support the initial, Secondary and Post Event Needs Assessment processes required to collect and substantiate impact summaries. This request will be made by the MRM or, state, regional and district Incident Control structures, having regard to the present inter-agency agreements, state and localised resource availability. To support coordination a GIS officer may be utilised to overlay properties to the affected area. The Municipal Recovery Manager (MRM) or Deputy will brief IA teams prior to deployment and will debrief teams at the completion of the allotted activity. The secondary impact assessment will identify which environments have been impacted. Information obtained will be collated by the MRM and used to identify:

• What needs to be done • Who will undertake those tasks • How they will be coordinated , who will do what and when (refer to the

Planning Process model) • What resources will need to be sourced and from whom



The information from the IA’s, with any additional confirmed data will be used as a resource by Municipal Recovery Committees to develop a Municipal Recovery Action Plan as soon as practicable following an emergency event. 5.5.9 Incident Recovery Team Immediately after an incident which requires resources for recovery greater than those provided by Council, the MRM will establish and brief an incident recovery team (IRT) consisting of the recovery planning committee, recovery service coordinators (see 5.5.2) and key recovery agencies. The role of the IRT in the initial stages will be to utilise the needs and impact assessment to identify:

• what needs to be done; • who will undertake those tasks; and • how will they be coordinated (who will do what, where and when).

As part of the coordination role a key activity of the IRT will be to establish an agreed mechanism for the provision of essential needs in the impacted area e.g. Resources (financial, human & equipment), water, stock feed, temporary fencing, fuel, food and material aid. The role of the IRT will continue until the functions can be provided by dedicated recovery resources, and overseen by the Municipal incident Recovery committee and established sub-committees.

5.5.10 Municipal Incident Recovery Committee (MIRC) Membership The scope and membership of the Committee will evolve as required when the municipality is responding to an emergency. When the effects of an emergency are serious the recovery process will warrant the input of key stakeholders, including affected community, generally through a Community Recovery Sub-Committee of the MRPC. This committee is formed and then disbanded once the recovery phase is completed. The membership of such a committee will depend on the circumstances. Terms of reference for the Incident Recovery Committee will be developed and reviewed at the committee’s first meeting after the incident. The composition of the committee will vary depending on the extent and type of emergency (i.e. which of the 4 recovery environments have been impacted). For example, a fire could impact on the social, natural, built and economic environments, but drought will largely impact the social and economic and natural environments. The membership of the committee should include community leaders and agency representatives such as:-

• Municipal Recovery Manager • Councillors • Government agencies



• Community groups • Affected persons • Non-government agencies • Volunteers

Responsibilities • Assess the impact of the emergency on the four environments and identify

the required recovery services. • Undertake specific recovery activities as determined by the circumstances

and the Committee; • Monitor the overall progress of the recovery process in the affected

community. This can be done by: • Assessing recovery objectives against those identified in the Recovery

Action Plan • Receiving feedback from community, Council and agency personnel • Identify community needs and resource requirements and make

recommendations to appropriate recovery agencies, municipal councils and the State Government Departments;

• Liaise, consult and negotiate, on behalf of the affected communities, with recovery agencies, government departments and municipal councils;

• Liaise with Department of Health & Human Services Regional Recovery Coordinator;

• Provide leadership and support to staff specifically employed for the recovery effort (e.g. a Community recovery officer or Business recovery officer).

Activation If a Municipal Incident Recovery Committee is required to manage the recovery process, the MRM through the MEMG and Council’s Executive Management Team will invite representatives to form the MIRC. In undertaking this, the MRM will consider;

• Who is the most suitable chair, ideally a Councillor or the MRM)? • What is the membership? • Membership could include: Recovery Service Coordinators, local

community leaders, Municipal Recovery Manager, LGA councillor representative, DHHS, Rural Financial Counsellors, DIIRD/RDV, DPCD, DELWP, local counselling agency representative, local business/farming organisations and other appropriate organisations and individuals.

• Reporting process



DIAGRAM 2

5.5.11 PERSONAL SUPPORT The implementation of an effective Emergency Personal Support Service, which may include Outreach and Case Management models to support individuals and families affected by an emergency, relies on significant collaboration between state government, municipalities and community service organisations. Personal support is strongly embedded into existing recovery structures established to manage and provide recovery services. These may include using existing municipal, regional and state recovery committees and the establishment of recovery centres where required.

INCIDENT RECOVERY COMMITTEE

Sub-committee SOCIAL

ENVIRONMENT

Sub-committee BUILT

ENVIRONMENT

Sub-committee NATURAL

ENVIRONMENT

Sub-committee ECONOMIC

ENVIRONMENT

-Case management -Emergency grants -Community devt. -Municipal recovery committees -Media liaison -Community newsletter -Newspaper column.

-Tourism Coordinators -low interest loans -Business development. -Financial advice

-Water quality/ protection -National Parks -forest removal/replanting -Water replacement/ quality -Public/private land interface

-Clean-up/dump sites -tree removal -Road signage/bridges -Building assessment and replacement Fencing -Stock disposal -Stock feed -Agistment -Farm improvements

LGA DHHS Grampians Community Health Wimmera Uniting Care Centrelink VCC Salvation Army Lifeline Red Cross Relevant State Govt Dept’s Rural Health Services Rural Financial Counselling

LGA DHHS Public Health Utilities Relevant State Govt Dept’s VFF Vicroads

LGA Parks VIC Public Health Water /CM Authorities Relevant State Govt Dept’s Tourism & economic development groups

LGAs Business Groups Rural Finance Relevant State Govt Dept’s Tourism & economic development groups



The Ararat Rural City Council has a Memorandum of Understanding with Grampians Community Health as the primary agency to ensure the coordination and delivery of personal support services are conducted. During the recovery phase a request for funding to coordinate or deliver the service will be forwarded to the DHHS Regional Recovery Coordinator. The funding submission will contain the following:

• Estimated number of households affected • Nature of the impacts of the emergency on individuals, households

and the community • Details in relation to the capacity of local services to respond

Where there is potential for primary producers to be affected by an emergency, the Council will liaise with Department of Health & Human Services and Department of Economic Development, Jobs, Transport & Resources to determine the circumstances in which support may be delivered in a coordinated approach. 5.5.12 RECOVERY CONSIDERATIONS a. Engagement of Community in Recovery A vital component in empowering a community in its recovery process is the engagement and involvement of the affected community in planning and participating in the process of recovery. This may be undertaken in a variety of ways depending on the scale of the event and community interest and ability. The form of any community recovery structure may vary. The varieties for consideration may include:

• Community Recovery Committee constituted independently of Council; • A Community Reference Group or functional subcommittee as part of the

Municipal Incident Recovery Committee structure, or • Regular community meetings to derive input and feedback from

community members in an ad hoc informal manner.

At all times it will be important to ensure that all members of the affected community are provided the opportunity to give feedback and express their opinions in relation to the recovery process. This will enable Council to ensure that processes allow for broad and diverse community input, rather than from limited sections of the community.

b. Sharing Of Personal Information

Any personal information captured during the registration process must be in compliance with privacy legislation. However, in an emergency situation, the public interest in safety will override the privacy requirements of the Privacy and Data Protection Act Act 2014, even where the emergency response was not the primary reason for collection. However, if new personal information is collected in order to respond to an emergency, sharing that information where necessary with other organisations involved in the disaster response or recovery may be considered to be disclosure for the primary purpose of collection.”



c. Public Appeals

The Ararat Rural City Council cannot be registered as a charitable organisation and therefore, the MRM will request the assistance of Australian Red Cross (monetary donations) and Salvation Army (non-food item donations) to coordinate any fundraising or material aid appeals. Council does not have the capacity to establish or administer fundraising or collections to receive donations of goods or monies on behalf of people affected by a disaster. d. Supply Of Goods / Services The municipality and other recovery agencies shall obtain and pay for goods/services through their own supply systems. The Municipal Recovery Manager (MRM), with the assistance of Department of Health Human Services, will coordinate the acquisition and supply of funds/goods/services which cannot be provided by the municipality or participating agencies. When goods can only be obtained in such a manner, approval for payment from Department of Health & Human Services is required prior to the goods/services being obtained 5.5.13 AGENCIES ASSISTING IN RECOVERY Agencies involved in Recovery and available in the municipality are listed below:

• Local Government • Department of Health & Human Services • Grampians Community Health • Grampians Psychiatric Services • East Grampians Health Services • Victoria Police • Advisory and Assistance Centre • Victorian Council of Churches, Inter church Councils • Lifeline • Salvation Army • Red Cross • St Vincent de Paul • Centrelink • Vic Roads • Parks Victoria • Victorian Farmers Federation • Department Economic Development, Jobs, Transport & Resources • State Emergency Service • Grampians Wimmera Mallee Water • Utility Companies • Rural Finance

The role of local agencies is included in the Appendices to this plan.

Role of the Department Of Health & Human Services In Recovery

The Department of Health & Human Services (DHHS) is responsible for State and regional coordination of emergency relief and recovery.



The role of DHHS as detailed in EMMV Page 7-36/7, DHHS will undertake the following tasks: • Prevention / Mitigation / Risk Reduction Activities o To enhance prevention, preparedness, response and recovery services for a

major mass casualty incident or major natural disaster in Victoria. o Conduct community training and awareness activities (including promoting

awareness of safe practices and emergency procedures and implementing safety and warning systems) for relevant clients of the Department of Health & Human Services.

• Response Activities o Support service delivery by the Department of Health & Human Services to

affected individuals, groups and/or communities. • Recovery Activities o Coordinate relief and recovery planning and management at State and regional

levels. o Coordinate all aspects of relief recovery, including State/Commonwealth

departments, local government, non-government organisations and agencies. • Coordinate the recovery activities in consideration of: o The people, social, health and community environment o The economic environment o The natural environment o The built environment. o 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 councils, Municipal Emergency Management Planning Committees and

community recovery committees in relief and recovery planning and managing relief and 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.

• Coordinate clean up, together with key support agencies and other organisations with capacity to assist.

5.5.14 VICTORIAN GOVERNMENT POST EMERGENCY ASSISTANCE MEASURES These are contained in the Emergency Management Manual Victoria - Appendix 7.



APPENDIX (E) TERMS OF REFERENCE

MEMPC - TERMS OF REFERENCE

Document No: TR001- 2014 Review Date: September 2017 Last Reviewed: July 2014 Next Review Due: July 2020 Revision No: 1

Responsible Officer: Manager Risk, Emergency Management and Local Laws Approved By: Council (adopted TBA) Related Documents: Municipal Emergency Management Plan

PURPOSE

The Municipal Emergency Management Planning Committee is a multi-agency committee for the municipal district. It is the intent of its emergency planning process to develop a coherent plan that is known and understood by all agencies, MEMPC members, senior council officers and all staff who have emergency management responsibilities. SUMMARY: This Committee is formed pursuant to Part 4 Section 21 of the Emergency Management Act 1986. OBJECTIVE: The Ararat Rural City Council forms the Municipal Emergency Management Planning Committee (MEMPC) being members and employees of council, response and recovery agencies and local groups involved in emergency management issues to make recommendations to Council for consideration in relation to emergency management matters within the municipality. This objective is supported by the following actions of the MEMPC:

• Identify, treat and evaluate potential risks that could impact on the community. • Implement measures to prevent or reduce the likelihood or consequences of

emergencies where appropriate. • Manage arrangements for the utilisation and implementation of municipal resources

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

• Promotion of educational programs that reduce the community’s vulnerability and increase its capacity for resilience and self-reliance.

• Manage support that may be provided to or from adjoining municipalities. • Assist the affected community to recover following an emergency. • Complement other local, regional and state government planning arrangements • To build relationships across member agencies and industries within the

municipality • Fulfil statutory obligations for the Ararat Rural City Council and member agencies

TERMS OF REFERENCE:



Expected/Definite life of the Committee

• On-going responsibilities Membership and Chairperson The following organisations and agencies shall make up the MEMPC attendance:-

• Ararat Rural City Councillor - Chairperson • Municipal Emergency Response Coordinator (MERC)/ or Deputy • Municipal Emergency Resource Officer (MERO)/ or Deputy • Municipal Recovery Manager (MRM)/ or Deputy • Municipal Fire Prevention Officer (MFPO) or Delegate • MEMPC EM Support Administration Officer Local Emergency Service Representatives • Victoria State Emergency Service (SES Ararat & Regional) • CFA Operations Officer District 16 • Department Environment Land, Water & Planning • Parks Victoria • Ambulance Victoria • VicRoads • Hopkins Corrections Facility • Australian Red Cross • Dept of Health and Human Services • East Grampians Health Services

In addition to this standing membership the Committee welcomes attendance of the following organisations and agencies at meetings. Their contribution and attendance is of particular relevance when each Emergency Risk relevant to the agency is reviewed. At other times it is recognised that Reports are submitted for each meeting.

• St Johns Ambulance • GWMWater • Glenelg Hopkins Catchment Management Authority • Wimmera Catchment Management Authority • PowerCor • Pacific Hydro • VicTrack • Others as required

Scope of the Committee The provisions of the Emergency Management Act 1986 (Part 4: Responsibilities of Municipal Councils) requires Council to undertake the following:

• Municipal Emergency Management Plan (Section 20 of the Act) o Prepare and maintain a municipal emergency management plan.

• Municipal Co-ordination and Planning (Section 21 of the Act) o Appoint a Municipal Emergency Management Planning Committee o Appoint a person or persons to be the Municipal Emergency Resource

Officer/s (MERO/s), who is responsible for ensuring coordination of municipal resources used in emergency response and recovery.



o The function of the Municipal Emergency Planning Management Committee is to prepare a draft municipal emergency management plan for consideration by the Ararat Rural City Council

o A municipal emergency management planning committee must give effect to any direction or guidelines issued by the Minister

o Subject to the regulations, a municipal emergency management planning committee may determine its own procedures.

o Audit of Municipal Emergency Management Plans (Section 21A of the Act) o Prepare and maintain a Municipal Emergency Management Plan, which

must be audited by the Director of Victoria State Emergency Service to assess its compliance with the Emergency Management Manual of Victoria every three years

o Respond to an audit report within 3 months.

Meeting Procedure The Municipal Emergency Management Planning Committee will meet four times a year and following emergencies involving the Municipality, or as required from time to time. All meetings will follow an agenda and be minuted. Quorum Quorums for meetings will require the attendance of at least 50% of members. Sub-Committees and Working Parties The Municipal Emergency Management Planning Committee will determine the need to establish sub-committees/working parties in order to investigate and report back on specific issues that will assist the Municipal Emergency Management Planning Committee in meeting its obligations under the Emergency Management Act 1986. Two standing sub-committees of the MEMPC include the Municipal Fire Management Planning Committee and the Municipal Recovery Planning Committee. The Municipal Emergency Management Planning Committee will determine the terms of reference and reporting timeframes for those committees and/or working parties. The membership of any sub-committee/working party will consist of Agencies and Organisations represented on the Municipal Emergency Management Planning Committee and other representatives deemed necessary by the Municipal Emergency Management Planning Committee. Reporting Requirements Member organisations and agencies of the MEMPC are to submit a written report 10 days prior to the scheduled MEMPC meeting. A report will be submitted to Council following each meeting. Minutes will be forwarded to all representatives on the Committee and the Regional Emergency Response Coordinator. Any other relevant information The administrative services of the Committee will be provided by the MEMPC Support Officer.



APPOINTMENT OF MEMBERS (Selection Criteria) Selection Process The Emergency Management Act 1986 requires Council to appoint a Municipal Emergency Resource Officer/s (MERO/s) and establish a Municipal Emergency Management Planning Committee. Council appoints a Councillor as its representative and to act as Chairperson. REFERENCES Emergency Management Act 1986 Emergency Management Manual of Victoria (EMMV)



APPENDIX (F) MECC OPERATING PROCEDURES

Municipal Emergency Management Co-ordination Centre (MECC) Operating Procedures.

Document No: OP001- 2014 Review Date: September2014 Last Reviewed: July 2014 Next Review Due: July 2020 Revision No: 1

Responsible Officer: Manager Risk, Emergency Management and Local Laws Approved By: Council (adopted TBA)

Related Documents: Municipal Emergency Management Plan

LOCATION Primary MECC(s): Ararat:- Ararat Rural City Municipal Offices, Vincent Street, Ararat 3377 Alternate MECC(s):

Council Depot Flately Street, Ararat 3377 ROLE OF MECC Under the supervision of the MERO/MERC the role of the MECC is to :-

• Administer the provision of resources from within the municipality (i) Coordinate municipal resources in emergency response. (ii) Maintain effective liaison with emergency agencies within or servicing the

municipality. (iii) Ensure procedures and systems are in place to monitor and record expenditure by

the council in relation to emergencies. • Administration of Emergency Relief and Recovery. • Disseminate current accurate information and Situation Reports as required.

CURRENT MECC OPERATIONS STAFF

For current staff contact details and designated MECC roles and responsibilities refer to the RED Emergency Management Folder Maintained and filed in the office of the Manager Risk, Emergency Services & Local Laws. This folder will be reviewed and distributed annually in October.

LOCATION The Municipal Emergency Coordination Centre (MECC) is located at the rear (northwest corner) of the first floor of the Ararat Municipal Offices, corner of High (Western Highway) and Vincent Streets Ararat. Municipal Offices: Customer Service (PABX) Telephone 03 5355 0200.



MECC ADMINISTRATION An administration officer at Ararat Rural City Council is the MECC Administration Officer and is responsible for all administrative support to the MECC. ACTIVATION OF MECC The MECC can only be activated at the request of the Municipal Emergency Response Coordinator. This may be on the advice of: • The Regional Emergency Response Coordinator. • Control Agency. • Municipal Emergency Resource Officer. A MECC Activation process and plan of the Layout is in this Appendix. RESOURCES Seating: Nine large tables are provided for use by MECC staff. Emergency Management Liaison Officer (EMLO) seating positions have been allocated in the MECC layout. Additional seating is available from the Municipal Offices if required. Whiteboards: The MECC contains one wall mounted whiteboard and two pin boards. Additional boards and supplies can be obtained from the MECC Administration Officer. Information that may be of use to MECC duty staff should be displayed on whiteboards or pin boards. If unsure whether information should be displayed consult the Coordination Officer. Maps: Maps of all areas within the Municipality are available from the MECC Administration Officer. Specific, additional maps may be requested through the Coordination Officer. Software The ‘MECC Central’ software has been adopted by Council to provide access to council records and databases linked to a GIS system to produce information relevant to the emergency management planning process. This is to be used in conjunction with other Council databases that currently exist. Ancillary Items: Message forms and stationary are stored in the black suitcase located in the MECC. Photocopying facilities are available in the adjoining area. ELECTRICAL POWER Upon activation of the MECC facility the Council generator will be positioned at a central point as close as practicable to the South wall of the municipal offices where auxiliary power sockets are located. Connection to the building will be via the two (2) special cables that are stored in the basement adjacent to the office PABX system.



Standard Office Power Electrical power to the MECC is supplied through standard 3 phase municipal office power. Auxiliary Power In the event of power failure the generator will be operated in accordance with the Municipal Office Auxiliary Power Instruction Manual. COMMUNICATION Telephones: The MECC has 12 Direct Dial analogue telephone lines with intrastate and interstate capability. There are also 2 internal digital extension points operating through the office PABX. Telephones and Handsets 1 internal digital handset is permanently positioned in the MECC room. 2 cordless handsets and 6 standard handsets are stored in a plastic container situated in the basement adjacent to the office PABX system. MECC Co-ordinator ????????? 1 cordless handset. Council MERO ????????? 1 cordless handset. Police ????????? 1 standard handset C.F.A ????????? 1 standard handset S.E.S. ????????? 1 standard handset MECC Admin. ????????? 1 digital handset (office PABX ext.) Spare ?????????) 1 digital point (office PABX ext.) There are 4 miscellaneous lines for extra personnel (Ambulance, Red Cross, DPI, HACC etc.) ????????? ????????? ????????? ????????? Modem Lines: 2 Direct Dial Modem lines are available, 1 Police modem line number - ????????? 1 C.F.A. modem line number - ????????? Facsimiles: One Direct Dial facsimile machine will be provided for incoming and outgoing faxes. The facsimile machine will be sourced from within the municipal offices. Fax number - ????????? To transmit a fax dial the number of the destination machine then press "start". Note: Private mobile telephones and audible paging devices are not to be used in the MECC. Mobile phones used by EMLO's should be "call forwarded" to the MECC telephone allocated to the EMLO. Computer: A desktop computer is available for the MECC Admin officer to access Council networks,



the internet, printers and databases and for the recording of information. A laptop computer may also be made available for use in the MECC. Radios: One hand held UHF radio is available to monitor UHF frequencies. Other Agencies: To minimise noise levels in the MECC, use and monitoring of agency radios is discouraged. Liaison Officers who believe they need to monitor their agency radio should first consult with MECC Coordination Officer.. Media Monitoring: The MECC has one television monitor available to monitor media. A separate video unit is also available. Media Comment: MECC staff should not make any comment to the media. Any media inquiries should be directed to the MECC Coordination Officer. Unless otherwise directed, media statements will be made by the Incident Controller. A Media Briefing Plan is on Page 9 of this Appendix. Meals and Refreshments: Tea/coffee making facilities are available in the room adjacent to the MECC. The MECC Administration Officer will arrange for the provisioning of this facility. During a prolonged emergency the MECC Administration Officer will make appropriate arrangements for the provision of meals and refreshments through the Red Cross. People attending the MECC may provide their own meals. A refrigerator, microwave oven and a toaster oven are available in the adjacent room. Air Conditioning: During normal operating hours, the air conditioning throughout the Municipal Office is automatically controlled. If an emergency extends beyond "normal hours", an activation switch is located down stairs in the main front switch. Sleeping Accommodation: No sleeping accommodation is available. Toilets: Male and female toilets are located along the centre corridor on the first floor. Additional toilets are located in the Council suite on the ground floor. Smoking: A no smoking policy exists for the Municipal Offices. Anyone wishing to smoke may do so outside the building. Access: The MECC is accessed via the Municipal Office front door or rear stairs on the south side of the building. During an emergency, the MECC Officer will secure the MECC to prevent any unauthorised entry. This Officer will maintain a log of all persons entering and leaving



the facility whilst it is activated. Entry to Building: Representatives of agencies attending the MECC are to report to Council's reception desk to gain admittance to the MECC. This desk is staffed from 0800 hours to 1715 hours weekdays. Representatives attending the MECC outside of these times are to access the Municipal Office and report to the MECC via the stairs situated on the south side of the building. Parking: Emergency Services Vehicles are to park in the car park on the south (Barkly Street) side

of the Municipal Offices.

MECC COORDINATION OFFICERS DUTIES The role of the MECC Coordination Officer is to ensure the smooth running of the centre in the event of its activation. • Ensure that the Centre is appropriately set-up in accordance with plans as per Page

7 & 8 of this Appendix. • Brief staff on their arrival at the Centre. • Roster staff appropriately for the MECC as necessary. • Ensure that there is effective liaison between all emergency services. • Hold regular staff briefings as required. • Provide adequate security measures to guarantee that unauthorised personnel are

excluded from the MECC. • Monitor all outgoing and incoming information so that there is appropriate

dissemination of information. Ensure appropriate supply of refreshment for duration of the Centre's operation MECC ADMINISTRATION OFFICERS DUTIES

• To ensure that the Centre's administrative functions are carried out efficiently and

effectively. To respond to all requests for stationery and administrative resources as deemed appropriate.

• To create and maintain an information log. • To enter all incoming correspondence, messages onto this log. • To monitor message flow to and from the Centre. • To ensure all messages are numbered, date and time recorded and date and time of

action are recorded. • Ensure timely delivery of messages to relevant Emergency Management Liaison

Officers. To file all hard copies • Ensure appropriate catering on advice from MECC Coordination Officer. • Ensure that there is adequate provision of refreshment. • Accurate typing of all media releases as requested.



MECC ACTIVATION PLAN The MECC can only be activated on the request of the Municipal Emergency Response Coordinator, who then becomes the MECC Coordination Officer. 1. Municipal Emergency Resource Officer (MERO) upon notification MERO will contact

MECC Officer or his/her deputy. 2. The MECC Officer will ensure controlled access to the MECC, arrange parking and

security for MECC. 3. Training room is to be set up as the MECC operations centre (as per plan attached).

(MECC Kit is a large black suitcase.) 4. Auxiliary generator will be positioned adjacent to the municipal office South wall and

plugged into the building using the supplied cables from storage adjacent to the office PABX in the basement.

5. The MERO or his/her deputy will call in appropriate staff. 6. Council radio is to be relocated into the training room. 7. All MECC communications are to be established and tested. 8. Reception desk to be set up in downstairs foyer with appropriate stationery and

telephone. 9. The MERO (in consultation with the MECC Coordination Officer) will coordinate

catering facilities to cover 24 hour span of operations. 10. Suitable Meeting room to be set up for Media Briefings as per media plan.

MECC Room Plan Next Page



APPENDIX (G) MEMPC SUB PLANS Sub Plans Review Date Ararat Municipal Fire Management Plan July 2018 Ararat Flood Response Plan June 2019 Emergency Animal Welfare Plan 2017-2020 June 2020 Municipal Heatwave Plan July 2020 Influenza Pandemic Plan July 2020 Ararat Aerodrome Plan 2017-2020 July 2020 Children and Young Persons in Emergencies May 2020 Other specific plans have been developed to address the risks identified by the MEMPC. Detail of the responsible authority and holder of the plans are as follows:- Additional Emergency Plans Ararat Hopkins Correctional Centre Ararat Prison Wind Turbine Rescue Plan Vic Pol Blue Green Algae Plan GWMWater Ararat Hospital Plan East Grampians Health Service Western Highway Diversion Plan Vic Roads School Bus Route Plan Education Dept & Bus Coord. School Evacuation Plans Education Dept & Schools



APPENDIX (H) ACRONYMS/ABREVIATIONS

AA Airservices Australia ADF Australian Defence Force AEMI Australian Emergency Management Institute AEMO Australian Energy Market Operator AFAC Australasian Fire and Emergency Services Authorities Council AGCDTF Australian Government Counter Disaster Task Force AGD Attorney-General�s Department AIIMS Australian Inter-Service Incident Management System AMSA Australian Maritime Safety Authority ANZEMC Australia-New Zealand Emergency Management Committee ARCV Australian Red Cross Victoria ARFF Aviation Rescue and Firefighting (part of Airservices

Australia) ATSB Australian Transport Safety Bureau AusSAR Australian Search and Rescue (part of AMSA) AV Ambulance Victoria AVCG Australian Volunteer CoastGuard BOM Bureau of Meteorology CBR Chemical, Biological, Radiological CBRIE Chemical, Biological, Radiological, Incendiary Explosive CCP Chief Commissioner of Police CCoV Coroners Court of Victoria CERA Community Emergency Risk Assessment CERM Community Emergency Risk Management CFA Country Fire Authority CI Critical Infrastructure CMA Catchment Management Authority COAG Council of Australian Governments COMDISPLAN Commonwealth Government Disaster Response Plan CWA Country Women�s Association DACC Defence Assistance to the Civil Community DEECD Department of Education and Early Childhood Development DELWP Department of Environment and Primary Industries DFACA Defence Force Aid to the Civil Authorities DFSV Dairy Food Safety Victoria DGEMA Director-General Emergency Management Australia DHHS Department of Health & Human Services DOJ Department of Justice DPC Department of Premier and Cabinet DSDBI Department of State Development, Business and Innovation DTF Department of Treasury and Finance DTPLI Department of Transport, Planning and Local Infrastructure DVI Disaster Victim Identification EA Emergency Alert System EMA Emergency Management Australia EMAI Emergency Management Australia Institute EMLO Emergency Management Liaison Officer EMMV Emergency Management Manual Victoria EmRePSS Emergency Resource Providers Support Scheme EMS Emergency medical service EMT Emergency Management Team



EOC Emergency Operations Centre EPA Environment Protection Authority ERC Emergency Response Coordinator ERCC Emergency response coordination centre ERDO Emergency response development officer ESTA Emergency Services Telecommunications Authority FERC Field Emergency Response Coordinator GIS Geospatial information system ICA Insurance Council of Australia ICC Incident Control Centre IDRO Insurance Disaster Response Organisation IFMP Integrated Fire Management Planning IMS Incident Management System IMT Incident Management Team LSV Life Saving Victoria Marine EMT Marine Emergency Management Team MAV Municipal Association of Victoria MECC Municipal Emergency Coordination Centre MEMEG Municipal Emergency Management Enhancement Group MEMP Municipal Emergency Management Plan (also MEMPlan) MEMPC Municipal Emergency Management Planning Committee MERC Municipal Emergency Response Coordinator MERO Municipal Emergency Resources Officer MFB Metropolitan Fire Brigade MFESB Metropolitan Fire & Emergency Services Board MFPO Municipal fire prevention officer MRM Municipal recovery manager NCTP National Counter Terrorist Plan NDFA Natural Disaster Financial Assistance NDRRA Natural Disaster Relief and Recovery Arrangements NERAG National Emergency Risk Assessment Guidelines NOPSEMA National Offshore Petroleum Safety and Environmental

Management Authority NPW Nuclear powered warship NRIS National Registration & Inquiry System OESC Office of the Emergency Services Commissioner POC Police Operations Centre (D24) PV Parks Victoria Red Cross Australian Red Cross Victoria RERC Regional Emergency Response Coordinator RERCC Regional Emergency Response Coordination Centre RFCV Rural Finance Corporation of Victoria RR Road rescue RSPCA Royal Society for Prevention of Cruelty to Animals SBCS Small Business Counselling Service SCC State Control Centre / State Crisis Centre SCC State Crisis Centre SCN Security and Continuity Network SCPEM Standing Council on Police and Emergency Management SCRC State Crisis and Resilience Council SEAWC State Emergency Animal Welfare Coordinator SECC Security and Emergencies Committee of Cabinet SEMC State Emergency Mitigation Committee SEMT State Emergency Management Team



SESC State Emergency Support Centre SEWS Standard Emergency Warning Signal SHERP State Health Emergency Response Plan TAC Transport Accident Commission TESS Transport, Engineering and Services Support TSV Transport Safety Victoria USAR Urban Search and Rescue VBA Victorian Building Authority VCC Victorian Council of Churches VEMC Victoria Emergency Management Council VGC Victoria Grants Commission VicPol Victoria Police VICSES Victoria State Emergency Service VRCA Victorian Regional Channels Authority VWA Victorian WorkCover Authority (WorkSafe) WICEN Wireless Institute Civil Emergency Network