MUNICIPAL

EMERGENCY

RELIEF AND RECOVERY

PLAN

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TABLE OF CONTENTS

FORWARD .............................................................................................................................................. 3 AIM ........................................................................................................................................................ 3 SCOPE ................................................................................................................................................... 3 MUNICIPAL EMERGENCY RECOVERY PLAN AMENDMENT RECORD............................................................. 4 AMENDMENT AUTHORISATIONS ................................................................................................................ 4 ENDORSEMENT OF THE PLAN .................................................................................................................. 4 ABBREVIATIONS ..................................................................................................................................... 5 1.1 DEFINITION ....................................................................................................................................... 7 1.2 INTRODUCTION AND AIM .................................................................................................................... 7 1.2 OVERSIGHT AND MANAGEMENT OF EMERGENCY RELIEF ..................................................................... 7 1.3 PRINCIPLES ...................................................................................................................................... 8

1. LOCAL GOVERNMENTS ROLE IN RELIEF .................................................................................. 8

2.1 EMERGENCY RELIEF PLANNING .......................................................................................................... 8 2.2 ACTIVATION OF RELIEF SERVICES ............................................................................... 10

2. COMMUNICATION IN RELIEF ..................................................................................................... 11

3. SUPPORT FOR INDIVIDUALS AND COMMUNITIES .................................................................. 11

4.1 NON-MAJOR EMERGENCIES ......................................................................................................... 11 4.2 COMMUNITY REASSURANCE FOR NON-MAJOR EMERGENCIES ............................................................. 12

4. ACCOMMODATION ...................................................................................................................... 12

5. EMERGENCY RELIEF CENTRES (ERC) ..................................................................................... 13

6.1 ACTIVATION OF EMERGENCY RELIEF CENTRES .................................................................................. 15 6.2 FOOD AND WATER ........................................................................................................................ 15 6.3 PSYCHOLOGICAL FIRST AID .............................................................................................................. 15 6.4 MATERIAL NEEDS ........................................................................................................................... 16 6.5 RECONNECTION OF FAMILY AND FRIENDS – REGISTER. FIND. REUNITE .............................................. 16 6.6 MEDICAL ASSISTANCE ..................................................................................................................... 16 6.7 MANAGEMENT OF HEALTH AND MEDICAL RESPONSE ........................................................................ 17 6.8 HEALTH ......................................................................................................................................... 17 6.9 EMERGENCY PERSONAL HARDSHIP ASSISTANCE PAYMENTS ............................................................ 17 6.10 ANIMAL WELFARE ........................................................................................................................ 18 6.11 LEGAL ASSISTANCE INFORMATION ................................................................................................. 19 6.12 VOLUNTEER MANAGEMENT .......................................................................................................... 19 6.13 DONATED GOODS ......................................................................................................................... 19

6. COMMUNITY ORGANISATIONS .................................................................................................. 20

6.1 REFERRAL AGENCIES ................................................................................................................. 21

7. INITIAL IMPACT ASSESSMENT .................................................................................................. 21

8. TRANSITION FROM RESPONSE/RELIEF TO RECOVERY ....................................................... 21

1. INTRODUCTION ............................................................................................................................ 23

1.1 RECOVERY MANAGEMENT PRINCIPLES & CONCEPTS ....................................................................... 23 1.2 RECOVERY PRINCIPLES .................................................................................................................. 23 1.3 RESILIENT RECOVERY .................................................................................................................... 24 1.4 STRATEGIC PRIORITIES OF RESILIENT RECOVERY ............................................................................ 24 1.5 RECOVERY CONCEPTS ................................................................................................................... 25 1.6 EMERGENCY RECOVERY OBJECTIVES ............................................................................................. 26

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2. EMERGENCY RECOVERY ENVIRONMENTS ............................................................................. 26

2.1 SOCIAL ENVIRONMENT .................................................................................................................... 29 2.2 ECONOMIC ENVIRONMENT .............................................................................................................. 29 2.3 NATURAL ENVIRONMENT ................................................................................................................. 30 2.4 BUILT ENVIRONMENT ...................................................................................................................... 31

3. HUME CITY COUNCIL RECOVERY ARRANGEMENTS ............................................................. 31

3.1 RECOVERY PLANNING – MUNICIPAL ................................................................................................ 31 3.2 RECOVERY ACTIVATION .................................................................................................................. 32 3.3 IMMINENT THREAT STANDBY PROTOCOL ......................................................................................... 34 3.4 ACTIVATION CRITERIA ..................................................................................................................... 34 3.5 TIERS OF ESCALATION .................................................................................................................... 34

4. EMERGENCY RECOVERY RESPONSIBILITIES ........................................................................ 36

4.1 INDIVIDUALS ................................................................................................................................... 36 4.2 COMMUNITY ................................................................................................................................... 36 4.3 MUNICIPAL ..................................................................................................................................... 37 4.4 REGIONAL AND STATE..................................................................................................................... 38

5. EMERGENCY RECOVERY MANAGEMENT STRUCTURE ........................................................ 40

5.1 COUNCIL ........................................................................................................................................ 40 5.2 COMMUNITY ................................................................................................................................... 41 5.3 REGIONAL AND STATE MANAGEMENT STRUCTURE .......................................................................... 43 5.4 COLLABORATION AND THE RECOVERY LANDSCAPE .......................................................................... 44

6. MUNICIPAL SECONDARY IMPACT ASSESSMENTS ................................................................ 44

7. REPORTING AND BRIEFING ....................................................................................................... 46

8. RECOVERY OPERATIONS .......................................................................................................... 46

9. PHASES/STEPS OF RECOVERY ................................................................................................ 47

9.1 DURING THE INCIDENT .................................................................................................................... 47 9.2 IMMEDIATELY AFTER THE INCIDENT .................................................................................................. 47 9.3 SHORT TERM (WEEKS 2 – 4) ............................................................................................................ 48 9.4 MEDIUM TERM (MONTHS 2 – 3) ........................................................................................................ 49 9.5 LONG TERM (MONTH 4 ONWARDS) ................................................................................................... 50 8.6 TRANSITION FROM RECOVERY TO NORMAL BUSINESS ...................................................................... 51 8.7 WITHDRAWAL FROM RECOVERY ...................................................................................................... 51

10. RECOVERY COMMUNICATIONS ............................................................................................. 51

10.1 COMMUNICATING WITH THE COMMUNITY ........................................................................................ 51

11. ENGAGING WITH THE COMMUNITY ...................................................................................... 53

11.1 COMMUNITY INFORMATION SESSIONS............................................................................................ 53 11.2 RECOVERY CENTRES ................................................................................................................... 54 11.3 COMMUNITY SERVICE HUBS ......................................................................................................... 54

12. POLICIES, PRACTISES AND PROCEDURES ......................................................................... 54

12.1 WELFARE OF WORKERS ............................................................................................................... 55

13. FINANCIAL ARRANGEMENTS ................................................................................................ 56

13.1 GENERAL ..................................................................................................................................... 56 13.2 HUME CITY COUNCIL .................................................................................................................... 56

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13.3 STATE GOVERNMENT ................................................................................................................... 56 13.4 COMMONWEALTH GOVERNMENT ................................................................................................... 57

14. STANDARD OPERATING PROCEDURES............................................................................... 57

14.1 CASE COORDINATION ................................................................................................................... 57 14.2 CASE MANAGEMENT ..................................................................................................................... 57 14.3 GENDER IN EMERGENCIES ............................................................................................................. 58 14.4 OUTREACH PROGRAMS ................................................................................................................ 58 14.5 VULNERABLE PEOPLE ................................................................................................................... 59 14.6 CHILDREN AND YOUNG PEOPLE .................................................................................................... 59 14.7 PLACES OF WORSHIP OR COMMUNITY GATHERING ........................................................................ 59 14.8 PUBLIC HEALTH ............................................................................................................................ 60 14.9 DISPLACED OR DISPERSED PEOPLE ................................................................................................ 61 14.10 VULNERABLE PERSONS REGISTER ................................................................................................ 61 14.11 VULNERABLE FACILITIES .............................................................................................................. 61

15. SERVICES AND SUPPORT ...................................................................................................... 61

MUNICIPAL ........................................................................................................................................... 62 REGIONAL ............................................................................................................................................ 62 STATE ................................................................................................................................................. 62 COMMONWEALTH ................................................................................................................................. 62 ACCOMMODATION SERVICES ................................................................................................................ 62 ANIMAL CONTROL ................................................................................................................................ 63 BUILDING SAFETY ................................................................................................................................ 63 FOOD AND WATER................................................................................................................................ 64 COMMUNITY DEVELOPMENT OFFICER ................................................................................................... 64 COMMUNITY RECOVERY COMMITTEE..................................................................................................... 65 EVACUATION ........................................................................................................................................ 65 FINANCIAL ASSISTANCE ........................................................................................................................ 66 FIRST AID / MEDICAL ASSISTANCE......................................................................................................... 67 RECOVERY/INFORMATION CENTRES ....................................................................................................... 67 MATERIAL AID ...................................................................................................................................... 68 PERSONAL SUPPORT AGENCIES ........................................................................................................... 68 PUBLIC HEALTH AND SAFETY ................................................................................................................ 69

16. ROLES AND RESPONSIBILITIES ............................................................................................ 70

6.1 MUNICIPAL RECOVERY MANAGER (MRM) ....................................................................................... 70 RECOVERY MANAGER .......................................................................................................................... 70 RECOVERY TEAM LEADER ...................................................................................................................... 73 RECOVERY MANAGEMENT TEAM ........................................................................................................... 74 RECOVERY PLANNING TEAM ................................................................................................................. 75 RECOVERY COMMUNICATIONS TEAM ..................................................................................................... 75 RECOVERY ADMINISTRATION TEAM ....................................................................................................... 77 RECOVERY OPERATIONS TEAM ............................................................................................................. 78 MUNICIPAL SECONDARY IMPACT ASSESSMENT TEAMS: ROLES AND RESPONSIBILITIES ............................... 79

17. APPENDICES ............................................................................................................................ 84

A. CUSTOMER SERVICE INFORMATION TEMPLATE ............................................................. 85

B. AREAS OF RECOVERY AND RESPONSIBILITY................................................................................ 88 C. TRANSITION FROM RESPONSE TO RECOVERY CHECKLIST.............................................................. 95 D. NON MAJOR EMERGENCY RECORDS ........................................................................................... 97 E. LOCAL REFERRAL AGENCIES ..................................................................................................... 99

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F. COMMUNITY RECOVERY COMMITTEE TERMS OF REFERENCE .......................................................... 105 G. RECOVERY PLAN TEMPLATE ...................................................................................................... 107 CONTACT LISTS .................................................................................................................................. 117 REFERENCES ..................................................................................................................................... 117

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FORWARD

The Hume City Council Municipal Emergency Relief and Recovery Plan is a sub plan and supporting

document to the Hume City Council Municipal Emergency Management Plan. These plans address

the organisational responsibility of Hume City Council in the in planning, prevention, response, relief

and recovery from emergencies.

Hume City Council Municipal Emergency Management Planning Committee has endorsed this Relief

and Recovery Plan to specify agreed relief and recovery activities before, during and after

emergencies.

The Emergency Management Manual Victoria (EMMV) Part 4 defines relief and the responsibilities for

local and state governments. The responsibility for emergency relief and recovery at the state level

rests with Emergency Management Victoria (EMV), the regional level with the Department of Health

and Human Services and is coordinated at the local level by municipal councils.

AIM

The aim of this plan is to facilitate the relief and recovery of affected individuals, communities,

infrastructure and environment as quickly and efficiently as possible following an emergency event.

The purpose of the provision of emergency relief and recovery planning is to assist the affected

community towards managing its own recovery. This is to be done through:

▪ Outlining of relief and recovery management structures and processes at a municipal, regional

and state level.

▪ Identification of key tasks and responsibilities of key agencies.

▪ Ensuring community participation in the relief and recovery process.

▪ Identifying appropriate resourcing arrangements in the event of an emergency.

▪ Development of a consistent approach towards emergency relief and recovery within Hume City

Council and the North West Metropolitan Region.

SCOPE

The plan applies to all emergencies that have been defined by the Emergency Management Manual

Victoria 2013 and have an impact on the community.

Emergency means ‘an emergency due to the actual or imminent occurrence of an event in which any

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

threatens to endanger the environment or any element of the environment in Victoria, including but

without limiting the generality of the foregoing:

A flood, earthquake, flood, wind-storm or other natural event

▪ A fire

▪ An explosion

▪ A road accident or any other accident

▪ A plague or an epidemic or contamination

▪ A warlike act or act of terrorism, whether directed at Victoria or part of Victoria or at any other state

or Territory of the Commonwealth

▪ A hijack, siege or riot

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▪ A disruption to an essential service’1

MUNICIPAL EMERGENCY RECOVERY PLAN AMENDMENT RECORD

Issue No. Issue Date Nature of Amendment

1.0 October 2011 Initial draft developed by MRM Co-ordinator

2.0 August 2012 Redraft developed for MRM Planning Team

3.0 November 2013 Redraft for Recovery Management Exercise

4.0 August 2014 Redraft for finalisation

5.0

March 2015 Redraft with State Government Changes

6.0 July 2015 Final draft

7.0 January 2020 Plan rewrite to include relief planning and the Resilient

Recovery model as per State Government Guidelines

7.1 May 2020 Agency changes – VCC EM updates

AMENDMENT AUTHORISATIONS

Name Position Date

Martha Martin Emergency Recovery Coordinator and MRM 30/04/2020

Tina Georgiev Municipal Emergency Management Officer 30/04/2020

ENDORSEMENT OF THE PLAN

This document has been adopted by the members of the Hume City Council Municipal Emergency Management Planning Committee as representatives and with authority of their agencies on the: DATE: 02 June 2020

The signature below indicates that this document has been approved for release under their delegation as Municipal Recovery Manager on behalf of the Municipal Emergency Management Planning Committee.

Martha Martin Municipal Recovery Manager

1 Emergency Management Manual Victoria 2013

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ABBREVIATIONS

BOM Bureau of Meteorology

CFA Country Fire Authority

CRC Community Recovery Committee

DJPR Department of Jobs, Precincts and Regions

DELWP Department of Environment, Land, Water and Planning

DHHS Department of Health and Human Services

ECC Emergency Communication Centre

EHO Environmental Health Officer

EM&RMC Emergency Management & Recovery Management Committee (Hume Internal group)

EMA Emergency Management Australia

EPA Environmental Protection Authority

ERM Emergency Recovery Manager

ESLO Emergency Services Liaison Officer

ICC Incident Control Centre

MECC Municipal Emergency Co-ordination Centre

MEMO Municipal Emergency Management Officer

MEMP Municipal Emergency Management Plan

MEMPC Municipal Emergency Management Planning Committee

MERC Municipal Emergency Response Coordinator (Victoria Police)

MFB Metropolitan Fire Brigade

MFESB Metropolitan Fire Emergency Services Board

MRC Municipal Recovery Coordinator

MRM Municipal Recovery Manager

NDRA National Disaster Relief Arrangements

NRIS National Registration and Inquiry System

OIC Officer in Charge

RAP Recovery Action Plan

RDNS Royal District Nursing Services

RFCV Rural Finance Corporation Victoria

RIC Recovery Information Centres

RMT Recovery Management Team

RSPCA Royal Society for the Prevention of Cruelty to Animals

SITREP Situation Report

SOP Standard Operating Procedure

VAS Victorian Ambulance Service

VCC EM Victorian Council of Churches Emergencies Ministry

VICPOL Victoria Police

VICSES Victorian State Emergency Service

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EMERGENCY RELIEF

1.1 DEFINITION

In Victoria, Emergency Relief is defined as

‘the provision of assistance to meet essential needs to people affected by an emergency’.2

1.2 INTRODUCTION AND AIM

Emergency Relief begins at the same time as an emergency incident. It can provide reassurance to

those impacted by an emergency both directly and indirectly as well as provide comfort to others away

from the incident whilst the emergency response is being undertaken.

Relief is the first stage of emergency recovery, (whether at the site of the emergency or elsewhere). In

this respect emergency relief functions should be integrated into early recovery activities. The delivery

of emergency relief is where needs are essential, immediate and urgent.

Figure 1: Emergency Relief and Recovery Activities Over Time3

1.2 OVERSIGHT AND MANAGEMENT OF EMERGENCY RELIEF

Within Hume City Council, the oversight and management of Emergency Relief and Recovery has

been delegated to the Municipal Recovery Coordinator, who also undertakes the role of Municipal

Recovery Manager (MRM). To assist in coordination, capability and capacity in emergency relief,

there are a further five nominated Deputy Municipal Recovery Managers from across HCC. The MRM

positions are allocated on the expertise and function of the substantive role that the individual holds

within the organisation.

2 Emergency Management Manual Victoria 2013

3 DHHS 2013, ‘Emergency Relief Handbook: A planning guide 2013’ p9

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The chart below shows the current municipal positions who have been allocated MRM responsibilities:

1.3 PRINCIPLES

The principles for the coordination and delivery of relief at a State, regional and local level include:

▪ Emergency-affected communities receive essential support to meet their basic and immediate

needs;

▪ Relief assistance is delivered in a timeline manner, in response to emergencies;

▪ Relief promotes community safety and minimises further physical and psychological harm;

▪ Relief and response agencies communicate clear, relevant, timely and tailored information and

advice to communities about relief services, through multiple appropriate channels;

▪ Relief services recognise diversity;

▪ Relief is adaptive, based on continuing assessment of needs;

▪ Relief supports community responsibility and resilience;

▪ Relief is well coordinated , with clearly defined roles and responsibilities;

▪ Relief services are integrated into emergency management arrangements.

1. LOCAL GOVERNMENTS ROLE IN RELIEF

Part 4 of the EMMV allocates the responsibility for coordination of relief at the local level to municipal

councils. Relief coordination responsibilities include:

▪ Coordination strategic information sharing to assist in arranging, managing and delivering relief

activities;

▪ Monitoring issues, risks, progress and capacity through working with responsible agencies and

managing issues as required;

▪ Reporting progress to the Regional and State Recovery coordinator as required.

2.1 EMERGENCY RELIEF PLANNING

The Hume City Council MEMP Committee and its internal Emergency Management and Recovery

Planning Committee (EMRPC) have identified the following functional services required for emergency

relief planning:

▪ Community Information (public meetings, newsletters, information sheets, advertising and media requests)

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▪ Emergency shelter ▪ Temporary accommodation and Emergency Relief Centres (ERC) ▪ Food and water ▪ Psychosocial support ▪ Information on grieving and family violence ▪ Material aid ▪ Reconnection of families and friends ▪ Health and medical assistance ▪ Emergency financial assistance ▪ Animal welfare including emergency fodder and water for animals (livestock) ▪ Rural and agricultural loss and damage ▪ Legal assistance information ▪ Coordination of good will and donation of goods and services ▪ Spontaneous volunteer management

These services are planned by the MRM at the local level in consultation with the relevant agencies

and services.

It is to be recognised emergencies are not confined to local government boarders and all relief

activities have been aligned with the North West Metropolitan Regional Relief Guidelines and Part 4 of

the EMMV. Relief activities which have exceeded the local context have lead agencies who are

responsible for carrying out pre-planning with government to ensure the coordination of activities.

Type of Service

Primary Coordinating Agency

Emergency Relief Centres Hume City Council - MRM

Temporary Accommodation Hume City Council - MRM

Recovery Centres Hume City Council - MRM

Food and Water – Relief Centres only Red Cross/Salvation Army

Material Aid Salvation Army

Psychological First Aid/Personal Support Victorian Council of Churches Emergencies Ministry/Red Cross

Counselling Department of Health & Human Services – via MRM

Emergency Grants Department of Health & Human Services – via MRM

Registration – Register, Find, Reunite Red Cross/Victoria Police

Communications All agencies – EMV – one source one message

Secondary Impact Assessments Hume City Council

Health & Medical services Ambulance Victoria

Drinking water (households) Local Water Authority

Primary producers and rural land DELWP

Animal Welfare (companion animals) HCC Council

Animal Welfare (livestock) DELWP

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2.2 ACTIVATION OF RELIEF SERVICES

The Municipal Recovery Manager (MRM) in consultation with the Municipal Emergency Management

Officer (MEMO) and the Municipal Emergency Response Coordinator (MERC) is responsible for the

Relief Plan and the associated relief services during an emergency incident.

As with emergency response, emergency relief is based on a scalable system that could see Hume

City Council (HCC) activation at small and large emergency events. In the event, any or all the

functional services of emergency relief are required, the request must be authorised by the Incident

Controller and the MERC through to the MEMO.

Council has internal arrangements in place to commit council resources to support local relief

activities. The MEMO will activate the MRM to coordinate the services required. All functional services

in recovery will operate and report to the MRM. The MRM will report on actions to the MEMT and

Council in relation to relief.

The following graph outlines the process of scaling of the emergency relief functions from a non-major

emergency through to a local, regional and state level incident.

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2. COMMUNICATION IN RELIEF

Hume City Council has developed an Emergency Communication Plan as a sub-plan to the MEMP.

This aims to create relief and recovery communications which are relevant, clear, targeted and timely.

Communication in relief is vital and assists the community to remain safe, understand support and

services available to them and inform family and friends away from the incident about the emergency.

Community Information currently, is the responsibility of the Incident Controller (IC) and the Control

Agency through the agency’s own arrangements. It must also include localised emergency relief

information.

Information should be discussed and agreed upon through the IMT and between the IC and MEMO or

Hume’s delegated communications EMLO. This ensures information can be released jointly by

agencies which has the demography of the area considered.

Information can include:

▪ Media release ▪ Community information bulletins ▪ Community meetings ▪ Social media ▪ Door knocks ▪ Variable message boards ▪ Phone enquiries and calls

3. SUPPORT FOR INDIVIDUALS AND COMMUNITIES

4.1 NON-MAJOR EMERGENCIES

A Non-Major Emergency can be defined as an incident that impacts significantly on the community

and/or a business.

Single incidents can include, but are not limited to:

▪ Vehicle accidents resulting in multiple deaths and/or deaths of young people. ▪ Sieges ▪ Shooting incidents ▪ House fires ▪ Industrial accidents

In response to single incidents Council needs to consider the following when making the decision to

escalate response or recovery. These include:

▪ Which communities have been impacted? ▪ Where are these communities? ▪ How wide is the impact? ▪ What is the history of events? ▪ Media interest ▪ Social Media impact ▪ History of events ▪ Short, medium and long-term events ▪ Ripple effects on the community and associated networks

The nature and extent of the event will determine which agencies are to be involved. An NME is to be

reported to the MERO All hours (24 hours) 9356 6180. Council will receive notification of these

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events through the Municipal Emergency Response Coordinator (MERC) from Victoria Police. Once

notification is received, the MERC, MEMO and MRM will determine the need for relief and recovery

activities.

In some cases, HCC will provide up to three days accommodation to those people where the

residence has been deemed uninhabitable and people are unable to stay with family and friends.

HCC has developed the Non-Major Emergency protocols which outlines agencies and actions which

need to be undertaken following an emergency. An information sheet has also been developed to

assist community members affected by an NME.

4.2 COMMUNITY REASSURANCE FOR NON-MAJOR EMERGENCIES

Community Reassurance is utilised to address community fears or perceptions where an incident has

occurred, or a crime has been committed. A community reassurance program is requested by the

MERC to the MRM to deploy staff and resources to the affected community to:

▪ Inform the community of what has happened ▪ Explain the current strategies being put in place to address the incident and alleviate community

fear/concern ▪ Provision of psychological support

HCC will utilise Victorian Council of Churches Emergencies Ministry(VCC EM) to assist in the

psychological support of the community. Following community reassurance, a report will be submitted

to Victoria Police from HCC and VCC EM outlining the community perception and recovery from the

incident.

Any actions or referrals to relief agencies will be undertaken by the Emergency Recovery Officer.

4. ACCOMMODATION

Individuals are encouraged to make their own accommodation arrangements if they are not able to

return to their homes. Members of the community should also ensure they have appropriate insurance

coverage for any incident that may affect them. This also includes those within the municipality that

may be residing in rental properties.

In some circumstances, HCC may be able to offer accommodation at relief centres or alternative

locations. It is advised for people to stay with relatives and friends if their home or residence is

impacted by an emergency. Staying with family and friends can have a positive effect on recovery

from an emergency incident.

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5. EMERGENCY RELIEF CENTRES (ERC)

An ERC is a building, or a place established locally by the municipality to provide immediate and basic

services to people affected by an emergency. Services found at an ERC include; food and water,

shelter, assistance to reconnect with family and friends, personal and psychological support,

information and material aid.

Council has local arrangements in place to effectively coordinate and manage a centre. An ERC

Team, who have undergone training, manage and operate the centre along with addressing the needs

of affected people.

To ensure a regional approach, HCC is a participant in the North West Metropolitan Region

Emergency Management Collaboration Group (NWMR EM) and has adopted the regional ‘Emergency

Relief Centre Standard Operating Guidelines. The guidelines assist with the coordination and

management of ERC’s and gives staff practical information.

Should an emergency exhaust locally available resources to provide emergency relief, HCC will

activate the NWMR EM to fulfil resource requirements. HCC is also a signatory to the MAV Resource

Sharing Protocols and will activate this, should local and immediate regional resources become

exhausted.

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The following chart provides the functions that may be provided within and ERC.4

4 Emergency Relief Centre Standard Operating Procedures, NWMR EM Collaboration V.6

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6.1 ACTIVATION OF EMERGENCY RELIEF CENTRES

The ERC may be opened once the nature, extent and location of the emergency event is known. A

discussion with the IC, MERC, MRM and MEMO will be undertaken to ensure the location of the ERC

is situated in the safest and most convenient location away from the incident.

The activation of a full-scale ERC is between 30 minutes - 2 hours from the request of opening.

Several sites have been identified throughout the municipality as ERC’s. A decision will be made on

the day of the incident on which is the best centre to be opened to ensure the community is not put in

harm’s way by going to the incorrect centre.

Notification of the location, facility and services will be provided by the MEMT via the IC to the

community as per the Emergency Communication Plan.

Hume will not activate ERC’s for the purpose of ‘cool spaces’ during high heat days (heatwave) due to

the risk to the community travelling in the heat, overcrowding or power outages.

Council’s ERC may, at the request of the Emergency Management Commissioner through the REMI

and/or the MERC be requested to be on standby or open under the Council’s emergency

management resource sharing protocol. This may be requested on ‘Code Red Days’ or ‘Extreme’ fire

risk days to support other municipalities within the region.

ERC Information is not contained in the public version of this plan.

ERC’s will be activated in consultation with the Incident Controller and locations

decided dependant on the incident and the safest option for the community.

6.2 FOOD AND WATER

HCC has engaged the Australian Red Cross as its provider for food and water in an ERC. The

Australian Red Cross will coordinate the provision of food and water services with the support from the

Salvation Army.

The Red Cross Regional Catering Coordinator in consultation with the local food and water providers

will ascertain the level of involvement by Red Cross ensuring local resources including those already

in operation, are fully utilised.

The Red Cross Regional State Duty Coordinator is to be alerted or activated when the nature of the

incident indicates any of the following;

▪ More than one substantial meal for personnel or other affected persons is required to be supplied ▪ Reimbursement for incurred costs will be claimed by local providers ▪ Goods are required to be purchased by people who been authorised by the Red Cross.

6.3 PSYCHOLOGICAL FIRST AID

Initial personal support and Psychological First Aid should be available at the ERC. Psychological First

Aid (PFA) is a support process that is designed to assist affected people to move from a highly

reactive emotional state to a quieter calmer state, thus enabling them to begin to take control of their

recovery journey, make decisions and access supports and resources. Not all who attend an ERC will

require PFA.

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Hume City Council engages the VCC EM EM and Red Cross to assist in the provision of psychological

first aid. If activation occurs, the MRM shall contact the relevant duty officers to assist in the provision

of this service at the earliest opportunity.

Psychological first aid services to affected persons should only be carried out by the agencies

identified in the MEMP (such as VCC EM EM / Red Cross).

6.4 MATERIAL NEEDS

Hume City Council is responsible for activating the provision of immediate material needs for those

impacted by the emergency and will coordinate material needs providers. The Salvation Army is the

lead agency in the provision of immediate material aid and will be contacted by the MRM if required.

Members of the community may wish to help those affected via donation of material good and whist

this is appreciated, these will not be accepted. Those wish to assist will be guided to donate

financially through the relevant donation points. This is to assist the affected community to decide and

have ownership of their own recovery at the local level.

6.5 RECONNECTION OF FAMILY AND FRIENDS – REGISTER. FIND.

REUNITE

The purpose of registration is to collect basic information on persons attending an ERC. All information

will be managed in a secure area and access and disclosure will be in accordance with the Privacy

Act.

The reconnection of family and friends is primarily facilitated through the Australian Red Cross

Register. Find. Reunite service. Victoria Police is responsible for the control and coordination of the

service and Red Cross for its management and operation.

6.6 MEDICAL ASSISTANCE

The municipal health and medical arrangements should be considered in conjunction with Regional

Emergency Response Plan, local hospital emergency plans and the State Health Emergency

Response Plan (SHERP).

If first aid is required at an Emergency Relief Centre, the duty officer at St John Ambulance will be

contacted to assist at the ERC.

Council has a small amount of Personal Information Forms (PIF),

which can be utilised prior to Red Cross attending the centre.

These forms are kept with the ERC Kits and further copies in the

MRM folder. The NWMR EM ERC Standard Operating Procedures

also have a hard copy of the form attached.

The PIF pad has 4 copies, the top copy is retained by Council and

the second copy is the Register.Find.Reunite (RFR) form. There is

a section of this form which can only be completed by Red Cross

or VicPol and must not be signed by carbon copy from the PIF.

The third and fourth copies are for the affected person and may be

used to provide information to DHHS or other agencies.

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In a larger response to an emergency will be facilitated by Ambulance Victoria and hospitals within the

area. This includes the implementation of the medical arrangements where people are injured, require

medical assistance or the establishment of field primary care clinics

6.7 MANAGEMENT OF HEALTH AND MEDICAL RESPONSE

Health and Medical response management at an emergency scene will be carried out

according to the scale and nature of the emergency.

Ambulance Victoria will appoint a senior ambulance manager as Health Commander where more

than one health agency is involved. During public health emergencies without a defined incident site,

the Department of Health and Human Service Health Team will appoint the Health Commander. The

Health Commander coordinates the health and medical activities and resources of an incident, (see

4.1.3 of the State Health Emergency Response Plan).

The Health Commander will activate a Field Emergency Medical Officer (FEMO) to provide: field

assistance, advanced medical assistance and assistance with determining appropriate hospital

distribution of casualties.

“Health coordination is achieved by forming a Health Incident Management Team, which consists

of the Health Commander, FEMO and the health support agency commanders, of their

representatives. The HIMT provides an infield forum for inter-health agency decision making,

allowing the sharing of information and intelligence”.

6.8 HEALTH

The Environmental Health Officer (EHO) is responsible for all public health matters in the municipality

and on behalf of council. The responsibilities of the EHO 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 (immunization) ▪ Disposal of dead animals (in large scale events DJPR is the responsible agency for this)

6.9 EMERGENCY PERSONAL HARDSHIP ASSISTANCE PAYMENTS

Individuals and communities can strengthen their resilience through self-reliance which includes the

ability to fund their own relief and recovery needs, where possible.

All members of the community should not automatically expect or rely on an emergency payment to

be forth coming because of an incident. Individuals, communities, organisations, groups and

businesses should build their own resilience by ensuring adequate insurance coverage is taken out to

the level required to assist during an emergency.

However, through a state-based criterion managed by DHHS emergency hardship payments may be

available to assist individuals during an emergency incident for basic needs.

At all tiers of emergency management DHHS is the coordinating and management for the issuing of

hardship assistance payments.

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DJPR Liaison MERC

6.10 ANIMAL WELFARE

The Municipal Emergency Management Planning Committee has identified grass and Bushfire,

flooding and extreme weather events as having a high to extreme risk that could Impact upon the

welfare of companion animals and livestock within the municipality.

There are currently approximately 18,000 dogs and 5,500 cats registered in Hume City Council. There

are an unknown number of unregistered animals within the municipality.

Rural areas of Council such as Mickleham, Sunbury, Diggers Rest, Yuroke, Wildwood and Oaklands

Junction have many livestock and horses. There are also an unknown number of households which

have ‘pocket pets’ such as rabbits or guinea Pigs.

The Municipal Emergency Management Officer will activate the Plan following advice from the

Municipal Emergency Response Coordinator (Victoria Police) or the Department of Economic

Development, Jobs, Transport & Resources (DJPR). Triggers for plan activation may include:

• Opening of a Municipal Emergency Relief Centre;

• Carcass disposal need; and /or

• Donated fodder or stock water supply need.

In large scale emergencies, the Coordinator of City Laws will oversee the implementation of

the plan in consultation with the DJPR MECC Liaison or DJPR Animal Welfare Liaison Officer

assigned to the emergency.

ACTIVATION FLOW CHART

• Arrange for the provision of water and

• fodder if required

• Establish distribution points for donated materials if required

MEMO

Plan can be activated by

either MERC or DJPR

Contracted

Animal

Mgmt. Staff

• Transferring animals’ pound or to a contracted pound

City

Laws

Officers

ERC

Precinct Team Leader

Emergency

Transport

&

Resources • Maintain & Implement Plan

• Ensure all City laws Staff are familiar with Plan and

• Coordinate City Laws and contractor staff on the ground

• Overseeing the Mgmt. of Animals at an Emergency Relief

Centre

• Disposal of Carcasses

City Laws City Laws Team Leader

• Containing companion animals and livestock that are wandering at large

• Transporting animals

• Managing the identification & Containment of animal at an ERC

• Assisting with

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For a detailed copy of the Animal Welfare Plan click onto the link: Municipal Emergency Animal

Welfare Plan

6.11 LEGAL ASSISTANCE INFORMATION

Hume City Council through Relief and Recovery will encourage those that require legal assistance to

avail themselves of the Victorian Legal Assistance Forum (VLAF).

Victorian Legal Aid (https://legalaid.vic.gov.au/ ) is responsible for coordinating support from the legal

community to individuals and communities affected by emergencies through Disaster Legal Help

Victoria. (DLHV).

DLHV is a free service which provides information through a telephone help line, website

http://disasterlegalhelp.org.au/ , fact sheets and information kits. Depending on the scale and nature of

the emergency, DLHV also provides a legal presence at ERC’s and may facilitate pro bono legal

referrals. The emphasis of this being on resolving disputes between insurance.

6.12 VOLUNTEER MANAGEMENT

Emergencies may provoke a desire to assist the affected community amongst members of both the

affected and broader communities. The larger the event, the more likely that media attention will drive

many unsolicited offers of voluntary support.

Hume City Council understands and appreciates the goodwill and dedication to assist affected

communities by spontaneous volunteers and where possible encourages members of the

community to register before any emergency through Volunteering Victoria

www.volunteeringvictoria.org.au, visit Victoria’s Volunteering Portal www.volunteer.vic.gov.au or

consider becoming a member of one of the volunteer emergency services

The MRM will appoint an Emergency Volunteer Coordinator to manage volunteers, both registered

and spontaneous. Volunteers are required to be trained and have appropriate knowledge and/or

experience in the tasks they are required to carry out.

▪ Volunteers from outside the affected area may cause resentment amongst people living within

the affected area.

▪ Volunteers may not be appropriate for tasks.

▪ Volunteers may not be appropriately skilled.

▪ The motivation of volunteers may be questionable.

▪ Public liability insurance and duty of care needs to be clarified.

▪ The process for recording offers of voluntary support and allocating volunteers needs to be clear.

▪ The process for induction into Council’s systems may take some time.

▪ Unsolicited volunteers may call many different organisations with their offers of support, causing

more work for each organisation.

▪ Offers of voluntary support need to be acknowledged, both in the initial stages and after the

conclusion of recovery activities.

▪ Response and recovery agencies have access to a pool of volunteers who are already trained,

inducted and considered appropriate for volunteering in emergencies.

6.13 DONATED GOODS

https://www.hume.vic.gov.au/Services_For_You/Other_Services/Fires_amp_Emergency_Management/Our_Role_in_Emergencieshttps://www.hume.vic.gov.au/Services_For_You/Other_Services/Fires_amp_Emergency_Management/Our_Role_in_Emergencieshttps://legalaid.vic.gov.au/http://disasterlegalhelp.org.au/http://www.volunteeringvictoria.org.au/http://www.volunteer.vic.gov.au/

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There may be many unsolicited offers of material aid during and after the emergency event.

unsolicited goods are items that have been donated but have not been requested or do not meet

assessed needs of the affected community. Donated goods can include:

▪ Material items (new or second hand).

▪ Vouchers to purchase goods.

▪ Goods on tenure (e.g. hire cars).

▪ Tickets for entertainment or holidays.

It is important that the public is recognised for their generosity, however the quantity of goods and

services that may be received can:

▪ Stretch resources as services may need to be engaged to manage the influx of the donations.

▪ The amount and type of donations can often be inappropriate and not meet the needs of the

community.

▪ The quality of second hand goods varies and may not be able to be utilised.

▪ Receiving large amounts of goods and services can often depress the local economy and

reduces the need of people to use local businesses to purchase essential items and services.

Clear communication through agencies, municipalities and the media is imperative to manage

donations. It is important that those making offers of donations are:

▪ Acknowledged for their generosity.

▪ Understand the conditions when offers of support can or cannot be accepted.

▪ Given alternative ways that they can become involved in longer term recovery activities.

▪ Made aware that council does not accept material aid and this is managed by the Salvation Army

or identified agencies.

▪ That monetary donations are preferred as this can assist in the community being able to make

decisions on what they need and it puts money back into the local economy.

Key messages for donated goods and spontaneous volunteers can be found in Appendix B.

6. COMMUNITY ORGANISATIONS

Community organisations bring significant local knowledge, experience and connections to the

community. They offer a range of support and play an important role in supporting the affected

person/community and can utilise their pre-established connections to provide relief services.

Services offered by community organisations include:

▪ Local community health services ▪ Mental health support ▪ Housing support ▪ Child and family services ▪ Youth services ▪ Family violence services ▪ Legal services ▪ Financial counselling services ▪ Aged and disability support ▪ Migrant and refugee support and services ▪ Service groups such as Rotary, Lions Club etc. ▪ Volunteer organisations such as Blazeaid, Walking Forward Disaster Relief

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Dependent on the emergency, the Hume City Council will contact local groups to be included in the

Community Recovery Committees or utilise their connections and expertise to assist in relief and

recovery provisions.

6.1 REFERRAL AGENCIES

To assist communities, receive the best expert advice Hume City Council with are using the NWMR

EM Collaboration Group Emergency Assistance Fact Sheet which are used and located in the MSIA

Emergency Assistance Fact Sheet 1 which forms a vital part of ensuring the right support can be

available for those affected.

Information contained on these sheets provides details of a number of ‘Referral Agencies’ and contact

information. There may be situations where further expert advice is needed to assist the community

and the Recovery Planning Committee will seek the best suitable assistance and make this

information available through the MRM.

Emergency Assistance Fact Sheet is stored in Crisisworks, TRIM and in the NWMR EM

Collaborations Municipal Secondary Impact Assessment Guidelines.

Localised agencies for services are in Appendix D.

7. INITIAL IMPACT ASSESSMENT

Initial Impact Assessment (IIA) is an appraisal of the extent of damage, disruption and breakdown of

the community and its infrastructure as a result of the emergency.

The Incident Controller is responsible for the coordination and gathering of IIA and ensuring all IIA

information is shared at the local level through the MERC, MERO and the MRM. This allows the Hume

City Council to facilitate, plan and activate the Municipal Secondary Impact Assessment and being

Emergency Recovery Planning: IIA should include:

▪ Survey the extent of damage indicating evaluation of financial and material aid needed; ▪ Provide a priority listing for restoration of community needs to assist agencies in the

performance of their functions; and ▪ Monitor the acquisition and application of financial and material aid needed or made available in

the restoration period. ▪ IIA form from EMV to be used

The Emergency Management Group may co-opt persons within the community with the appropriate

expertise to assist with the above tasks.

Should the emergency extend beyond the boundaries of the Hume City Council the initial impact

assessment may be merged with that of the other affected municipality(s)

8. TRANSITION FROM RESPONSE/RELIEF TO

RECOVERY

It is essential to ensure a smooth coordinated transition from the response phase (including Relief) to

the recovery phase of an emergency at the municipal level. While it is recognised that recovery

activities should have commenced shortly after impact, there will be a cessation of response activities

and a hand over to the municipality to coordinate local recovery programs.

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There are several key considerations in reaching an agreement on the timing of the transition of

response to recovery including:

▪ The nature of the hazard/threat and risk of continuing/recurring threat.

▪ The extent of impact on communities: this may determine if a prolonged transition period is

required.

▪ The extent of loss and damage as well as the extent of emergency relief required.

▪ Anticipated resource needs for an effective recovery operation.

Early notification of the need for recovery is the responsibility of the Incident Controller through

discussions with the MRM, MEMO, MERC and DHHS. These discussions should begin early in the

emergency response activities to provide recovery planning and activation to begin before it is

required.

A standard approach is required to assist with the transition of emergency management coordination

arrangements between the control agency, Victoria Police (the response coordination agency), the

Department of Health and Human Services (the recovery coordination agency) and the affected

municipalities.

Transition will be determined following an agreement to move from emergency response management

to emergency recovery management. The control agency, (depending on the type of

incident/emergency), Municipal Emergency Response Coordinator (Victoria Police), and MEMO will

consult with the MRM to reach agreement on the timing and process of the transitional requirements.

The transition period will be determined to allow enough time for briefing, resource planning and

implementation of recovery services.

Transition activities and tasks to be undertaken in collaboration with agencies are as follows:

▪ Notification of the Transition Plan to relevant response and recovery agencies and local

government.

▪ A briefing report for the MRM from the Incident Controller.

▪ Handover of the immediate media coordination arrangements from the Control Agency to the

Recovery Coordination Agency (DHHS).

▪ Identification of resources for transfer from response to recovery for continuity or services,

including logistics and supply contracts.

▪ Provision of initial loss and damage data/information and the status of clean-up projects by the

control agency. E.g. fencing rehabilitation works, water replenishment.

▪ Identification/notification of the hazard/threat and OH&S issues for staff undertaking recovery

activities.

▪ Development of a communication strategy and media briefing, notifying key

stakeholders of the coordination changes for the ongoing management of the incident, including

community interests. This is authorised by the Incident Controller, Emergency Response

Coordinator, and the Recovery Coordinator (DHHS) in consultation with the MRM.

▪ Ongoing management of relief centres and establish recovery coordination centres, with key

contact information through Local Government.5

5 Transition Agreements October 2013, Department of Health and Human Services

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EMERGENCY RECOVERY 1. INTRODUCTION

Emergency Recovery is defined in the Emergency Management Act 2013 as: ‘The assisting of

persons and communities affected by emergencies to achieve a proper and effective level of

functioning.’

This plan outlines the functions, roles and responsibilities of individuals, community, government

agencies, community support services and agencies and council. It details the escalating

arrangements from local, regional, state and federal levels and where known the capacity and

capability of personnel and resources to assist in local recovery arrangements.

1.1 RECOVERY MANAGEMENT PRINCIPLES & CONCEPTS

Recovery from emergencies is a developmental process of assisting individuals, families, communities

and industry to manage the re-establishment of those elements of society that contribute to the social-

cohesion of their communities. Emergency Recovery Principles include:

a supporting and enabling process that allows individuals, families, communities and industry to attain

a proper level of functioning through the provision of information, specialist services and resources

best achieved when the recovery process commences from the moment of emergency impact

is managed and approached from a community development perspective and most effective when led

and conducted in partnership by the affected community and using local capacities and expertise

is most effective where recovery management arrangements provide a comprehensive and integrated

framework, where assistance measures are provided in a timely, fair, equitable manner and are

sufficiently flexible to respond to the diversity and changing needs of the community

is effective by the establishment of local planning and management arrangements by the community

that are accepted and understood by recovery, control and support agencies

planning and management arrangements are trained and exercised to ensure agenises and personnel

are properly prepared for their roles.

1.2 RECOVERY PRINCIPLES

▪ Victoria’s recovery system is based on the principles management locally, closely linked with the

community and with the ability to scale up to manage with more widespread and complex issues

to support needs. This recognises the role of non-government organisations, community groups,

businesses and others. This is underpinned by the National Principles of Disaster Recovery.

▪ Understanding the context

▪ Each community has its own history, values and concepts.

▪ Recognising the complexity

▪ Responsive to the complex and dynamic nature of emergencies and the community.

▪ Use community-led approaches

▪ Community centred, responsive and flexible – engagement with the community and supporting

them to move forward.

▪ Coordinate all activities

▪ Planned, coordinated and adaptive approach between community and partner agencies, based on

continued assessment and needs and impacts.

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▪ Communicate Effectively

▪ Ensuring effective and timely communication between the community, agencies and other

partners.

▪ Recognise and build capacity

▪ Ensuring recovery supports and builds on individual, community and organisational capacity and

resilience.

These principles may require regional or state activation at the time of an incident to assist local level

planning of the context, consequences and complexity of an incident without the request or

escalation from the local level as detailed under Municipality section of The Plan.

1.3 RESILIENT RECOVERY

The Resilient Recovery Outcomes Framework has set an agreed direction to guide the Victorian

Government’s recovery programs and services. The outcomes include:

▪ Victorians are safe, resilient and healthy.

▪ Victorians are connected to people, places and culture.

▪ Government responses and services are people-centred and sustainable.

▪ Victoria has thriving regions and a healthy environment.

1.4 STRATEGIC PRIORITIES OF RESILIENT RECOVERY

There have been four priorities outlined in the Victorian Government’s Resilient Recovery Framework.

Deliver people and community-centred recovery.

▪ Establish clear and available points for individuals to connect with recovery services in a tailored, accessible and integrated way.

▪ Formal opportunities for community roles in recovery governance and planning – tailored the context of the community and the event.

▪ Design and deliver recovery programs that are place-based and reflective of the community characteristics whist mobilizing and supporting local leaders. Strengthen recovery through better emergency management planning.

▪ Establish planning processes for all stages of emergencies across state, regional and municipal scales through the implementation of Emergency Management Legislation Amendments Act 2018.

▪ Clear processes and guidance for scalable post-disaster recovery planning based on impact and consequence assessment and community input.

▪ Clear roles, responsibilities and processes for community input into the planning process.

Streamlined and flexible recovery system. ▪ Impact Assessment to provide more timely and accurate intelligence to inform recovery needs. ▪ Funding arrangements to provide a streamlined, sustainable and responsive recovery for

individuals, environments and places in need. ▪ Include lessons management which supports best practice outcomes.

Support the recovery workforce.

▪ Support for those working in recovery environment. ▪ Formal networks for recovery leaders and practitioners to share knowledge, experiences and

learnings. ▪ Enhance approaches for resource sharing to support longer term recovery.

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The following figure shows Victoria’s current recovery model. The framework outlines the Local

Coordination, Regional Coordination and State Coordination.

Emergency Management Victoria: Resilient recovery strategy 2020

1.5 RECOVERY CONCEPTS

Underpinning emergency recovery management principles are several concepts to assist in effective

community recovery management. These include:

▪ empower individuals, families, communities and industry

▪ encourage community involvement in all aspects of the recovery process

▪ encourage affected communities and areas to actively participate in their own recovery

▪ recognise different effects/needs for the diverse individuals/communities impacted to ensure

services are provided in a timely, fair and equitable manner

▪ recognise resourcefulness and maximise the use of local resources, groups and individuals.

▪ coordination and support at the local level

▪ work with minimum intervention

▪ accountability, flexibility, adaptability and responsiveness to meet the changing needs of the

community over time

▪ integration of services to maximise the use of existing administrative and management structures

e.g. local formal and informal networks of care and support arrangements

▪ coordination to ensure state and regional strategies complement local recovery initiatives rather

than replacing them

▪ planned/timely and communicated withdrawal to transition back to normal services.

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1.6 EMERGENCY RECOVERY OBJECTIVES

The following recovery objectives are broad and changeable depending on the needs of the

community throughout the recovery process.

▪ effectively communicate with the community and stakeholders on community recovery activities in

a timely manner ▪ listen to, work and plan with the local community and Regional and State stakeholders to

understand and assist the community recover across the four recovery environments of Social, Built, Economics, Natural

▪ coordinate, promote and/or assist services that support the community to build resilience during recovery after a major emergency incident

▪ coordinate via the gathering of Municipal Secondary Impact Assessment data from the community and other stakeholders to provide an adequate assessment, response and potential cost to levels of government resulting from an emergency incident

2. EMERGENCY RECOVERY ENVIRONMENTS

There are four (4) key functional areas within the community recovery process for Hume City Council:

1. Social Environment

2. Built Environment

3. Economic Environment

4. Natural Environment

Although there are four environments for recovery actions and functions, the community must always

remain at the centre of recovery planning.

Figure: The four environments—integral aspects of community recovery, AIDR Community Recovery

Handbook, 2011

Recovery activities may address specific elements of one recovery environment or operate across multiple environments.

In addressing these four recovery environments, cooperation is required between the community and

all levels of government, non-government organisations, community agencies and the private sector.

Recovery initiatives may address specific elements of one recovery environment or may work across

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multiple environments. The process of community recovery and the recovery of individuals should be

based around the three key elements:

▪ Individualised support - for people and families – information, support, access to generic

services and facilitating provision of specialist services.

▪ Focus on communities – support for existing community agencies to identify and respond to the

needs of their members in ways that promote recovery and social cohesion.

▪ Vulnerable groups – strengthening the networks of vulnerable people and groups ensuring they

are linked to the most appropriate support services – through local activities, care providers and

support groups to ensure they will be supported and remain connected with their local community.

Each of these environments are discussed in the EMMV Part 4 – State Emergency Relief and

Recovery Plan 2018

The following image provides specific elements considered by the Emergency Recovery and Community

Recovery Committees within each of the four key recovery environments. These specific elements are not

exhaustive and further areas will be considered by all stakeholders through the development and process

of emergency recovery planning.

28

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2.1 SOCIAL ENVIRONMENT

The social recovery environment addresses the impact of an emergency on the health and wellbeing

of individuals, families and communities. The social recovery enviroment is closely inter-related to the

other four recovery environments and considers:

▪ Safety and wellbeing.

▪ Health and medical.

▪ Psychosocial support.

▪ Targeted programs for specific sectors including children, youth, men, women, vulnerable

community members, people with disabilities and the CALD community.

▪ Community support programs.

▪ Individual support programs.

Municipal Councils and the Department of Health and Human Services (Regional and State level) are

responsible for coordinating activities in the social recovery environment, ensuring people have

access to support, services and resources they require to address the impacts of the disaster.

prevent the escalation of needs and long term impact on health and wellbeing. Municipal Councils

also have the responsibility of promoting one point of contact in relation to the services and support

available to the community.

2.2 ECONOMIC ENVIRONMENT

The economic environment addresses the economic impact of an emergency, including impacts on

individuals and households, small and large businesses, industries, tourism and the broader

economy. The impacts range from immediate and intense, such as loss of personal income or

damage to business premises, to long term and chronic, such as loss of workforce or a reluctance of

tourists to travel to hazard prone areas.

It is the responsibility of individuals and businesses to maintain adequate insurance and establish

business continuity plans to assist in the reduction of the impact of emergencies.

SUPPORT FOR INDIVIDUALS AND HOUSEHOLDS

The economic impacts on individuals and households following an emergency are:

▪ Employment security (whether the availability of work or ability of people to undertake work).

▪ Payment of salary or wages.

▪ Ability to service debts.

▪ Access to bank accounts, liquefiable assets and insurance payouts.

Municipal Councils are responsible for the provision of information regarding access to services

which focus on supporting individuals and households to return to their pre-existing livelihoods or

establish alternative livelihoods.

SUPPORT FOR BUSINESSES

Emergency events can have broader economic impacts on a business including:

▪ Unavailability of workers.

▪ Damage to physical premises and/or stock.

▪ Reduction in trade for individual businesses.

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▪ Impact on cash flow and ability to pay bills.

Municipal Councils are responsible for the local management and delivery of economic recovery

activities for businesses. Recovery activities should focus on the provision of information and advice

to businesses to support decision making and encourage a return to business including:

▪ Use of local businesses in recovery activities.

▪ Promotion of local employment opportunities.

▪ Promotion of local tourism.

▪ Support of locally affected businesses.

BROAD ECONOMIC IMPACTS

Broad economic recovery activities will aim to restore the confidence of stakeholders in the

sustainability of affected businesses and local economies. The Department of Jobs, Precincts and

Regions (DJPR) is responsible for monitoring broader economic impacts of emergencies and

coordinating appropriate responses in consultation with the private sector.

2.3 NATURAL ENVIRONMENT

Emergencies can have serious effects on the natural environment, which can cause further

community hardship. These effects can have multiple consequences, which can be considered

across the three themes of:

▪ Societal – natural environments that provide a sense of place and have some form of

recreational, cultural, social and/or spiritual importance to the community.

▪ Commerce – nature based tourism (eco-tourism) and animal welfare including livestock,

companion animals and wildlife.

▪ Biodiversity and ecosystems – wildlife and ecosystems that may be impacted by the emergency.

These effects include but are not limited to impacts on:

▪ Air quality.

▪ Water quality and quantity (including catchment management).

▪ Land degradation and contamination.

▪ Agriculture.

▪ Nature-based tourism.

▪ Cultural heritage.

▪ Flora and fauna.

▪ Terrestrial and freshwater habitats (including public/crown lands and National Parks).

The Department of Environment, Land, Water and Planning (DELWP) and the Department of Jobs,

Precincts and Regions (DEDJR) are the lead agencies in coordinating natural environment recovery

activities at the local, regional and state level.

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2.4 BUILT ENVIRONMENT

Infrastructure assists individuals and communities in the management of their daily lives and

underpins the ability of private and public community services to function. It may also form an

important part of community identity.

Built environment impacts include but are not limited to:

▪ Essential utilities and services.

▪ Water, electricity, gas, telecommunications, roads and transport.

▪ Residential buildings.

▪ Water and waste-water management.

▪ Waste and pollution management.

▪ Fencing.

▪ Community and public buildings and assets including historical buildings or public icons.

Restoration of critical infrastructure must be undertaken with an awareness of the needs of vulnerable

individuals and communities. In rebuilding infrastructure, responsible agencies should:

▪ Understand the community’s restoration priorities through consultation with the Community

Recovery Committee or the relevant taskforce.

▪ Keep the community informed of recovery progress.

▪ Wherever possible, build back better.

3. HUME CITY COUNCIL RECOVERY ARRANGEMENTS

3.1 RECOVERY PLANNING – MUNICIPAL

Hume City Council understands the complexities of emergency recovery and as such will engage

any and all internal teams to assist in the facilitation of Community Recovery. Where there may be a

gap in expertise the Hume City will work with partner agencies to source appropriate resources

required to assist the community.

The Hume City Council MEMPC, has delegated the development, maintenance and testing of Hume

City Council Emergency Recovery Manual to the internal Recovery Sub-Group. The following

outlines the delegation, the obligation of stakeholders that may sit or are consulted by Emergency

Management and Recovery Planning Group.

Membership

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The Sub-Group meets to discuss Emergency Recovery preparedness and planning, subject matter

experts are consulted to ensure a robust community focussed Municipal Recovery Plan. Operational

templates are developed, maintained, reviewed and tested in partnership with all stakeholders with

support from council emergency management team through the MRMs with the delegated MRM

responsible as Chair of the Sub-Group.

The Chair of the Sub-Group shall provide a report on MEMPC on the group’s activities including

questions and required decisions from the MEMPC to each of the MEMPC meetings.

During activation of Recovery, the Recovery Sub-Group and the Community Recovery Planning

Committee shall work together in developing an incident specific community recovery plan. For

consistency with Regional and State arrangements the Hume City Council MEMPC has adopted the

same timeline phases adopted by Southern Metro Region Relief & Recovery Planning Sub-Committee

for emergency recovery, these phases and time periods are:

▪ Immediate Recovery within and up to 7 days of an incident, this may sometimes be referred to

as Emergency Relief

▪ Short Term Recovery within two to four weeks of an incident

▪ Medium Term Recovery within 5 weeks to six months of an incident

▪ Long Term Recovery from six months up to years after an incident.

3.2 RECOVERY ACTIVATION

Emergency Recovery should be considered for activation at the first available opportunity at the time

of the incident. This should be through discussions between the IC and the MEMT of the MERC,

MEMO and MRM, where appropriate include a DHHS representative.

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If the emergency continues to be a threat to the community, the control agency and response

coordinator will maintain control over the coordination of all activities, however this should not affect

the delivery of recovery services.

The chart below outlines emergency recovery at the local level.

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3.3 IMMINENT THREAT STANDBY PROTOCOL

Where there is a potential of an imminent threat (e.g. high fire danger index, severe weather warning),

some emergency recovery resources may be put on standby for activation. The MRM along with the

MEMO can authorise both resources and personal to be put on notice for potential activation. Other

emergency agencies and services can be notified if appropriate.

Standby arrangements may include contacting the North West Metro Region Collaboration Councils

and advising them of potential relief and recovery activation. The Municipal Association of Victoria

(MAV) provides support for municipalities under the Resource Sharing Protocols.

3.4 ACTIVATION CRITERIA

The Municipal Recovery Manager (MRM) will determine the need to activate the Emergency Recovery

Plan. This should be done in consultation with:

▪ Leading agency of the emergency. E.g. CFA, SES, Victoria Police.

▪ Department of Health and Human Services.

▪ Chief Executive Officer of Hume City Council.

▪ Municipal Emergency Management Officer (MEMO).

▪ Hume City Council’s Municipal Emergency Management and Recovery Committee.

The MRM along with the MEMO should determine the key personal to implement the individual

emergency management plans, e.g. Pandemic Plan, Heatwave Plan and Business Continuity Plans.

Activating the relevant plans ensures that the emergency is adequately resourced and assists in the

deployment of personal across the organisation.

The decision to activate the plan and relevant staff is dependent on:

▪ The extent and the predicted duration of the incident’s impact.

▪ Whether or not the impact can be managed in part or fully through normal council operations.

3.5 TIERS OF ESCALATION

Relief and recovery coordination will commence at the local level. If an incident or emergency exceeds

the capacity of Hume City Council to perform relief and recovery operations/functions, Council may

request assistance through the Regional Recovery Co-ordinator (Department of Health and Human

Services) to co-ordinate relief or recovery at the regional level.

Escalation will be determined in the following:

▪ When requested as capacity is exceeded, or

▪ Where an emergency has affected multiple municipalities in one region, or multiple regions.

The escalation of an event will build on existing local arrangements rather than replacing them. The

relevant local, regional and State Recovery Coordinators will monitor the situation and if escalation

appears likely, the responsible Recovery Coordinator must prepare an incident-specific relief and

coordination plan.

While Hume City Council will engage across the sectors in supporting community within recovery, due

to capacity and capability, may request under regional arrangements for the North West Metropolitan

Region Collaboration assistance and support from neighbouring municipalities. This will be done

through the Chief Executive Officer and MEMO to MEMO. If further assistance is required, escalation

35

will occur at a regional level to the Department of Health and Human Services, North West

Metropolitan Regional Recovery Coordinator.

The MRM or Duty MRM will monitor and escalate to region as soon as it is recognised that local

capacity and capability maybe exhausted. This may be hours, days or weeks before the either is

reached. The MRM or duty MRM will contact the Duty Regional Relief & Recovery Manager at

Department of Health and Human Services (DHHS) to notify them of the assistance requirement

as well as formally notify them via Crisisworks or via email.

It should be noted that the duty MRM and the duty Regional Relief & Recovery Manager at DHH

should already be engaged in discussion on the incident consequence requirements and

considerations.

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4. EMERGENCY RECOVERY RESPONSIBILITIES

4.1 INDIVIDUALS

While the role of local government and government agencies is to assist and support communities

during emergency recovery, individuals can play a much bigger role in their overall wellness and

preparedness to minimise the impact of and to be able to recover from any emergencies through

their own planning and actions.

Individuals, where possible should meet their own recovery needs, develop emergency plans

suited to their personal situation that builds resilience to incidents and emergencies. This should

include appropriate insurance to assist in the recovery process. Hume City Council encourages its

residents and business owners to visit http://www.insureit.vic.gov.au/ and undertake their own

review to understand to what level of resilience to emergencies they have.

Affected Individuals should consider the following activities to support their own recovery:

▪ Ensure they remain safe and minimise any risk to themselves, family and neighbours

▪ Contact their insurance company; this includes renters who should have their own content

insurance. Renters impacted should also make contact with their estate agent/property

manager after an incident for any assistance they may be able to assist with.

▪ Ensure they have detailed records, including photos, of damage or issues on their property and belongings affected by the emergency

▪ Where possible, have important documents or copies of important documents to assist

recovery agencies to provide timely assistance.

▪ Keep updated on services available to assist via the council’s website and social media, or

through the State recovery website www.emergency.vic.gov.au or

1800 266 266

▪ Speak to your GP abou