operation of a municipal emergency coordination centre (Word

- PRACTICE NOTE -

OPERATION OF A

MUNICIPAL EMERGENCY

COORDINATION CENTRE

Version 2.1

August 2010

1

Practice Note – Operation of a Municipal Emergency Coordination Centre (Version 2.1)

Preface

The Operation of a Municipal Emergency Coordination Centre (MECC) Practice Note provides best practice advice and guidance to municipal councils and emergency management practitioners on establishing and operating a MECC.

The processes and templates contained in this Practice Note are not intended to be prescriptive, but aim to be adaptable, to meet the needs of individual councils, while also providing a uniform approach for performing this important function across municipal boundaries. This Practice Note aims to provide a level of consistency in MECC operations within Victoria, the benefit of which is to enable municipalities to assist each other in emergency events when required. The Practice

Note covers the functions required to operate a MECC facility and acknowledges that in many cases, multiple functions may be allocated to one person within this facility.

The Office of the Emergency Services Commissioner (OESC) has prepared this information in partnership with the Municipal Emergency Management Enhancement Group (MEMEG) and in consultation with councils, emergency services and agencies within Victoria, to identify the most appropriate procedures and templates to apply to the operations of a MECC. The information contained within this Practice Note is based on the collective experience of many councils that have experienced emergencies. The willingness of councils and agencies in sharing their knowledge and experience for the development of this Practice Note is appreciated.

This Practice Note will be regularly reviewed and updated by MEMEG to ensure currency, however, suggestions to promote continuous improvement are always welcome and should be addressed to MEMEG through the MEMEG Executive Officer at OESC ( oesc@justice.vic.gov.au

).

2


Key References and Acknowledgements

This document has been prepared with contributions from the following:

Operation of a Municipal Emergency Coordination Centre - Working Group:

Victoria Police

Victoria State Emergency Service

Department of Human Services

Office of the Emergency Services Commissioner

Knox City Council

Maribyrnong City Council

Maroondah City Council

Nillumbik Shire Council

Additional contributions:

City of Greater Geelong

Emergency Management Australia

Horsham Rural City Council

Mildura Rural City Council

Key reference materials include:

“A Guide to Establishing a Municipal Emergency Coordination Centre”, prepared by Municipal

Emergency Resource Officers, State, Divisional and Municipal Emergency Response Coordinators, fire and other emergency service representatives, 2006.

Emergency Management Act 1986

Emergency Management Manual Victoria

This document was updated by the Office of the Emergency Services Commissioner in August

2010 to clarify current emergency management practices.

3


Version Control

Version No

1.0

1.1

2.0

2.1

Date

June 2008

November 2008

April 2010

August 2010

Review Amendments

Original document

Minor amendment to refine MECC Layout

Diagram - Appendix 3

Reviewed and updated to address matters raised at the Advancing

Emergency Management in Local

Government Forum held in September

2009 and changes to legislation and policies.

Clarification of current emergency management arrangements relating to dissemination of warnings.

The current copy of this Practice Note can be accessed through the Office of the Emergency

Services Commissioner website at the following web address www.oesc.vic.gov.au

.

4


Table of Contents

1. Introduction..............................................................................................................7

2.

2.1

3.

3.1

3.2

3.3

3.4

3.5

3.6

3.7

Purpose of the Practice Note ......................................................................................8

Victorian Emergency Management Arrangements........................................................8

Function of a Municipal Emergency Coordination Centre ............................................. 10

Function and Facility............................................................................................... 10

Activation of a MECC .............................................................................................. 10

Municipal Resources ............................................................................................... 11

MECC and the Emergency Response and Recovery Transition .................................... 13

Rapid Impact Assessment ....................................................................................... 13

MECC in relation to Emergency Management ............................................................ 14

Multiple MECCs ...................................................................................................... 14

4.

4.1

4.2

4.3

4.4

4.5

5.

5.1

5.2

Municipal Emergency Coordination Centre Planning.................................................... 16

MECC Planning and Preparedness............................................................................ 16

MECC Location and Alternatives............................................................................... 16

MECC Layout ......................................................................................................... 16

MECC Equipment.................................................................................................... 17

MECC Training and Exercising ................................................................................. 18

MECC Staffing Structure........................................................................................... 19

MECC Structure...................................................................................................... 19

MECC Tabards ....................................................................................................... 21

6.

6.1

6.2

6.3

6.4

6.5

6.6

6.7

7.

Municipal Emergency Coordination Centre - Operation................................................ 22

Emergency Management Coordination ...................................................................... 22

Liaison .................................................................................................................. 22

Recording and Registry........................................................................................... 22

Community Information .......................................................................................... 23

Briefing ................................................................................................................. 23

Debriefing ............................................................................................................. 24

Workforce Management and Welfare ....................................................................... 24

Municipal Emergency Coordination Centre Operating Guidelines .................................. 25

Appendix 1 – Recovery Activities at the MECC ....................................................................... 26

Appendix 2 – Municipal Emergency Coordination Centre Venue Consideration and Checklist ...... 27

Appendix 3 – Municipal Emergency Coordination Centre Layout .............................................. 28

Appendix 4 – Municipal Emergency Coordination Centre Equipment Checklist........................... 30

Appendix 5 - Municipal Emergency Coordination Centre Roles and Responsibilities ................... 32

M

UNICIPAL

E

MERGENCY

R

ESPONSE

C

OORDINATOR

....................................................................... 32

M

UNICIPAL

E

MERGENCY

R

ESOURCE

O

FFICER

............................................................................... 33

M

UNICIPAL

R

ECOVERY

M

ANAGER

............................................................................................. 35

E

MERGENCY

M

ANAGEMENT

L

IAISON

O

FFICER

.............................................................................. 38

MECC L

IAISON

O

FFICER

....................................................................................................... 40

M

EDIA

L

IAISON

O

FFICER

....................................................................................................... 41

MECC F

ACILITY

M

ANAGER

.................................................................................................... 42

S

UPPORT

S

TAFF

.................................................................................................................. 45

EMCG Admin Support....................................................................................................... 46

Registry Officer ............................................................................................................... 46

Runners .......................................................................................................................... 46

Security / Registration Officer ........................................................................................... 46

Appendix 6 – Municipal Emergency Coordination Centre Message/Request Handling System ..... 47

Appendix 7 – Municipal Emergency Coordination Centre Briefing, Handover and Debriefing

Guidelines .......................................................................................................................... 55

Appendix 8 - List of Staff Welfare Issues & Considerations...................................................... 58

Appendix 9 – Municipal Emergency Coordination Centre Display Boards................................... 60

5


Electronic Display Boards.................................................................................................. 60

Whiteboards.................................................................................................................... 60

Examples of Display Board Layouts ................................................................................... 61

Request Board Layout ...................................................................................................... 61

Situation Board Layout ..................................................................................................... 61

Staff and Resource Allocation Board Layout ....................................................................... 62

Liaison Officer Contact Board ............................................................................................ 62

Appendix 10 Glossary and Acronyms .................................................................................... 63

6


1. Introduction

Victoria has well developed emergency management arrangements in place to deal with emergencies of all kinds, which are reviewed on a regular basis. While response and recovery agencies are actively involved during and after an emergency, councils have the permanent and on-going responsibility for the well-being of their communities. Communities see their councils as an important link to information and support in managing emergencies.

A community’s ability to handle emergencies can be strongly influenced by its council’s attitudes, preparedness and involvement in emergency management. Due to their proximity to local needs, councils have an essential role in emergency management, and can deliver or coordinate on-ground services that other levels of government may not be able to deliver as effectively.

A Municipal Emergency Coordination Centre (MECC) is a facility, which brings together key agencies, to coordinate the provision of council and community resources during an emergency for the response and recovery effort. The MECC facilitates activities of key personnel from local and state government agencies, emergency services and others as required to assist. It is the principal staffed facility that supports the function of municipal level emergency management coordination and is led by the Municipal Emergency Response

Coordinator (MERC), Municipal Emergency Resource Officer (MERO) and Municipal Recovery

Manager (MRM).

7


2. Purpose of the Practice Note

This Practice Note is aimed at promoting consistency and standards in the approach Victorian municipalities take to operating their MECCs. Councils should prepare MECC procedures based on their municipal needs and resources. This Practice Note should assist in that process.

It should be noted that MECCs have previously focused on providing resources in support of response activities, however that responsibility applies equally in recovery. For a significant emergency, representatives of response and recovery agencies should be included in the

MECC.

2.1 Victorian Emergency Management Arrangements

The Emergency Management Act 1986 (the Act) provides the legislative framework for

Victoria's emergency management arrangements. The Emergency Management Manual

Victoria (EMMV) is the comprehensive document supporting the Act, which contains Victoria’s principal emergency management policies, and planning arrangements

1

.

The EMMV notes that there is not a single organisation solely and totally responsible for dealing with all aspects of emergencies. In managing emergencies, the task is to bring together, in an integrated organisational network, the resources of many agencies and individuals who can take appropriate and timely action to prevent or mitigate, respond to and recover from emergencies.

The State Emergency Response Plan

2

(SERP) identifies the organisational arrangements for managing the response to emergencies within Victoria. The three-tiered level of response to an emergency is coordinated through Victoria Police. Victoria Police appoints Emergency

Response Coordinators (ERCs) who are are empowered by the Act and have specific responsibilities at each level of response – municipal, regional or State. To aid the effective management of the emergency response coordination, ERCs determine the need to establish facilities at local, regional and state levels from which functions can be carried out. The SERP identifies that any facility established for this purpose shall be named a coordination centre.

A coordination centre is a facility which may be utilised during a complex or protracted emergency, primarily to coordinate the provision of resources. The coordination centre at the state level is called the State Emergency Response Coordination Centre (SERCC); at the regional level the Regional Emergency Response Coordination Centre (RERCC); and at the municipal level the MECC.

A MECC is a facility, which brings together key agencies, to coordinate the provision of council and community resources during an emergency for BOTH the response and recovery effort.

The State emergency recovery arrangements operate at multiple levels within Victoria.

“Recovery is managed at the level closest to that of the affected community, which may or may not be located within one municipal district. Recovery activities are commenced as soon as possible after the impact of an event, and operate concurrently with response activities.

Recovery is normally managed at municipal level by the council, possibly with involvement of one or more community recovery committees, which integrate the work of the government and non-government agencies taking account of the needs of the community during the recovery process. These committees are usually chaired by council personnel.”

3

Under current arrangements, the Department of Human Services (DHS) is the coordinating agency

1 Other Acts exist which deal with specific emergency arrangements that relate to a given incident or emergency

2 Part 3, Emergency Management Manual Victoria


8

Practice Note – Operation of a Municipal Emergency Coordination Centre (Version 2.1) for recovery. DHS supports councils in local management of recovery, and coordinates recovery operations at regional and state levels.

At the municipal level, the resources of relevant organisations are brought together for the response and recovery activities. If an emergency cannot be adequately responded to with locally available resources, the management will be supported by regional or state level personnel and resources. At all levels, response operations are coordinated by Victoria Police personnel in their role as emergency response co-ordinators, and recovery operations are coordinated by DHS personnel.

The following diagram demonstrates that emergency management activities do not take place in any particular sequence. It recognises that prevention, response and recovery do not follow each other in order and activities can be undertaken concurrently.

Prevention

max

Recovery

Effort applied

Response

min

Impact

(Figure 1-2: Emergency Management Acitivities in a Time Sequence Model, Part 1, Emergency Management Manual Victoria)

Time

Under sections 21(3) and (4) of the Act, each council is required to appoint a Municipal

Emergency Management Planning Committee (MEMPC) to formulate a draft plan for council’s consideration. The MEMPC provides oversight and guidance for the planning and establishment of a primary MECC and alternative/s as part of the Municipal Emergency

Management Plan (MEMP). The EMMV requires the MECC standard operating procedures to be attached to the MEMP as an appendix. This Practice Note aims to assist in the development of the MECC standard operating procedures.

9


3. Function of a Municipal Emergency Coordination Centre

3.1 Function and Facility

Emergency coordination is the function, which brings together organisations and resources to ensure effective response to and recovery from emergencies. The coordination function can be conducted by a person or a team.

An emergency coordination centre is a facility which may be utilise, primarily to coordinate the provision of resources.

The MECC is a facility where the function of coordination may be carried out in support of the response and recovery effort.

A MECC is a facility for:

 acquiring, deploying and coordinating resources to support response, community support and recovery activities



 the relief and recovery activities in which council’s roles require coordination providing accurate logging of information, communications and decisions (as they relate to activities associated with the coordination function) for recording, debriefing and planning purposes

 collating community information and where appropriate disseminating the information in consultation with the control or other relevant agencies.

The following tasks may also be undertaken at a MECC:

 registration of volunteer emergency workers

 contribution to the rapid impact assessment process, including maintaining and validating records relating to damage and loss assessment data.

During response, the MECC is not the centre that makes decisions concerning the operational roles of control or support agencies or in any way takes or duplicates the roles and functions of an incident control centre (ICC) or agency emergency operations centre (EOC). However, for recovery purposes, the MECC may act as the coordination point for the recovery effort within the municipality.

3.2 Activation of a MECC

In the event of an emergency, Victoria Police will respond and determine the extent of resources and support required for successfully managing the incident/s, including the need to activate a MECC. The Incident Controller for an emergency, upon his/her discretion, will request the support of the legislated position of a Municipal Emergency Response Coordinator

(MERC), to provide resources in support of emergency response. The MERC will in turn activate the legislated position of a council Municipal Emergency Resource Officer (MERO) to assist in the provision of the identified resources.

Should the response to the emergency require considerable resources or have a significant impact on the community, consideration should be given to the activation of the MECC. One or more of the following criteria should be satisfied prior to activation of a MECC:

 the emergency continues for an extended duration





 members of the community are displaced by the emergency there is a perceived threat to the community the volume of requests for resource support from the council cannot be easily managed by the on-call personnel

10


 there is a need to register volunteer emergency workers in case they ever need to claim volunteer compensation under the Act





 there is a need to coordinate the provision of emergency relief to either responders or the affected community there is a need to support the control agency in the provision, collation and dissemination of community information there is significant need for community support and/or recovery services.

In addition to the above, if information or forecasts suggest that a serious emergency is imminent, consideration should be given to activation of the MECC to monitor the potentially affected area.

The level of activation of the MECC ranges from a single workstation to a full MECC facility and is escalated according to the nature and level of the incident.

A MECC may be activated by any member of the municipal Emergency Management

Coordination Group (EMCG), which includes the:

 Municipal Emergency Response Coordinator (MERC)





Municipal Emergency Resource Officer (MERO)

Municipal Recovery Manager (MRM).

The MECC can be de-activated by the EMCG in consultation with the control agency.

Response and recovery arrangements and requirements should both be considered prior to de-activation of the MECC.

3.3 Municipal Resources

The council is responsible, through the MERO, for providing and coordinating municipal resources for response and recovery during emergencies. Control agencies can request these supplementary resources once they have exhausted their own available resources.

Municipal resources include those owned by the council and under its direct control.

Resources include, but are not limited to equipment, personnel and services. Council may also provide other resources to assist in the emergency response. Other resources are those located within the municipal district that are neither owned nor controlled by the municipal council.

The availability of other resources may be outlined within the MEMP. The extent to which each municipal council is prepared to source other resources from within its municipal district is also to be detailed in the Plan. It is recommended that arrangements for the acquisition of other resources during emergencies be negotiated beforehand and an appropriate clause be included in contracts with the relevant service or resource provider. Further information on resourcing is available through accessing the Municipal Association of Victoria (MAV) website www.mav.asn.au

and the following documents:

 MAV Protocol for Inter-Council Emergency Management Resource Sharing

 Practice Note - Sourcing Supplementary Response Resources.

Local and regional planning should ensure that agencies’ expectations of council services are based on a realistic assessment of council capability. In instances where councils are not able to address resource needs as the effects of the emergency increases, the request for resources can be escalated to the regional level through the MERC. A four-tiered approach to accessing supplementary resources exists within the current arrangements – municipal, regional, state and commonwealth/interstate/international.

11


The following diagram Flow Chart for Resource Supplementation

3 4

provides background on seeking supplementary resources.

Municipalities should exhaust all resources owned or directly within their control prior to requesting assistance from elsewhere.


12


3.4 MECC and the Emergency Response and Recovery Transition

Recovery operations should begin as soon as possible when an emergency occurs. It is therefore essential that constant communication and a high level of understanding and cooperation is maintained between the MERC, MERO and MRM.

As the response activities scale down and the operations of the MECC continue with the recovery functions, the MERC in consultation with the MERO and MRM will transfer the responsibility for coordination to the MRM through the MERO. From a “recovery” perspective the MECC’s continuing operation ensures a seamless transfer from response to recovery coordination. It is important that the “handover” of coordination responsibility from the MERC to MERO/MRM be appropriately negotiated and documented.

To assist emergency management agencies in achieving a seamless transition from response to recovery, the Department of Human Services (DHS), in consultation with Victoria Police, has developed a Transition of Coordination Arrangements From Emergency Response to

Recovery template. This transition agreement template identifies transition activities and tasks that need to be undertaken to ensure continuity of essential services for individuals and communities impacted by the emergency.

The transition agreement identifies:

 key transition activities and tasks that need to be undertaken





 who needs to sign the transition agreement issues to consider when determining when the transition agreement should be signed activities of a short-term nature that need to be addressed, as part of the transition from response to recovery.

The transition agreement is available from DHS. Further information on recovery activities are provided at Appendix 1.

3.5 Rapid Impact Assessment

The Rapid Impact Assessment (RIA) interim arrangements provides situational awareness on the consequence of all types of emergencies. It provides critical impact information for improved response to and recovery from emergencies as well as crucial information for government and the community. RIA captures identifiable impacts on four keys areas of social, health and community, economic, built environment and natural environment.

Municipalities play a critical part in supporting the RIA Framework through validating impact information as required.

13


3.6 MECC in relation to Emergency Management

The following diagram depicts the communication and information linkages between facilities involved in the tiered level of operational response and coordination of emergencies within

Victoria. The structure demonstrates the relationship between the MECC and the operational response (the ICC) and the respective response and recovery coordination arrangements.

3.7 Multiple MECCs

The following case study demonstrates the protocols and arrangements implemented during the 2006 Grampians fire which necessitated the need to activate multiple MECCs. This is an example that could be considered in the event of multiple MECC activations.

Case Study

During the 2005/2006 Grampians Fires, four MECCs were operating to support the response and recovery effort to this emergency. This included activation of the following MECCs:

Stawell MECC – Northern Grampians Shire Council

Ararat MECC – Ararat Rural City Council

Hamilton MECC – Southern Grampians Shire Council

Harsham MECC – Horsham Rural City Council.

During the initial response period, the Horsham Rural City Council MERO and MERC attended the ICC and provided a link to the activated MECCs (Northern Grampians and Ararat) and advised of ICC activities. Upon further impact of the fire, another two MECCs were activated

(Southern Grampians and Horsham).

14


To effect appropriate coordination of local government resources to the ICC, a Local

Government Liaison Officer (LGLO) was eventually appointed. The LGLO within the ICC undertook roles including:

- attending all Incident Management Team (IMT) meetings

- maintaining regular contact with the four operational MECCs and providing a communications link between the MECCs and the IMT

- vetting/validating public relations/media releases prepared in consultation with LGLO /

MECCs

- coordinating information between the ICC and MECCs on road closures and traffic control issues

- providing councils’ input for deliberations with the IMT, Incident Controller and Department of Human Services, especially with regard to the recovery arrangements.

The representation of a MECC Liaison Officer at the ICC is strongly supported to ensure a solid communications link between the two facilities, however the need for this additional human resource can be negated where a MECC and ICC are co-located (refer to section 4.2).

In the event of multiple MECCs, the appointment of a single contact point (LGLO) should only be undertaken after thorough consultation and agreement of the affected MECCs.

Establishing and maintaining effective networks and communication points with neighbouring councils is strongly recommended and is part of good practice.

15


4. Municipal Emergency Coordination Centre Planning

4.1 MECC Planning and Preparedness

Effective planning is the key to ensuring for the proper functioning of the MECC.

Arrangements must be made for:

 identifying and establishing suitable locations and layouts for MECCs

 providing and storing suitable equipment





 preparation of MECC operating guidelines training all personnel to perform their designated roles (including deputies) and regular testing and exercising of equipment, systems, processes and personnel

MECC business continuity.

The council has an obligation to provide all the physical, material and staffing (excluding agency Liaison Officers) requirements of the MECC.

4.2 MECC Location and Alternatives

The MEMP should identify a “primary” MECC location and at least one alternative MECC or redundancy site should the primary MECC become unavailable.

The municipal offices may be the most appropriate location for the primary MECC, as they are the normal working location of key municipal staff, and provide access to essential information and facilities. An area which can be readily controlled, or to which access can only be gained from a staffed reception desk, will help secure the area from unauthorised personnel.

Local prior planning arrangements can also be undertaken with neighbouring municipalities for MECC locations.

Further points for consideration when choosing the venue for a MECC are at Appendix 2.

Consideration should also be given to Recommendation 18.12 of the 2003 Victorian Bushfire

Inquiry “Incident Control Centre and Municipal Coordination Centres be collocated, wherever practicable”. Councils should consider being co-located with the ICC/EOC, however, should this is not possible, a direct communications link to the ICC/EOC should be established and maintained. This can occur using a variety of measures, such as:

 appointment of a MECC Liaison Officer (MLO) to the ICC/EOC

 electronic – emails, teleconference and video conferencing



 regular briefings by Incident Controller or his/her representative to the MECC

4.3 control agency Liaison Officer at the MECC.

MECC Layout

Effective functioning within the MECC must be the objective of all design and layout considerations. In establishing a layout for the MECC, the following should be considered:

 the physical space and facilities available, and therefore the locations in which people have to operate



 the functions which MECC staff perform the interactions which are required

16


 information flow - message handling systems within the facility (i.e. copying message request, registry desks, etc)



 available equipment such as furniture and displays communications with the control and support agencies.

An example of a MECC layout is provided at Appendix 3. A standard layout of the MECC cannot be provided due to the physical variation between each facility. The above considerations, prior planning and testing will assist in establishing a functional and appropriate MECC that is suited to local needs.

4.4 MECC Equipment

As a minimum, the MECC should be equipped or have access to the following:





 communications equipment such as telephones, television, radios, facsimile machines, and computer links computers/laptops with access to email, internet and council network printers and copiers







 maps of the area or access to GIS systems which show access and egress routes, power, drainage, pipelines, flood levels and major infrastructure elements stationery, including message/request log books whiteboards / display boards a 24 hour clock data projector







 appropriate furniture access to auxiliary power

Key reference documents such as the MECC operating guidelines, the MEMP and relevant contact lists.

Appendix 4 provides a comprehensive list of MECC equipment considerations.

Emergency Management Liaison Officers (EMLOs) are required to be self sufficient with respect to resources. EMLOs should attend the MECC with independent communications equipment including mobile phone and laptop with mobile access if they wish to access their own IT systems.

Councils may also consider establishing a dedicated email address (e.g. mecc@utopia.vic.gov.au

) for the transmission of information to the MECC only.

17


4.5 MECC Training and Exercising

Municipal MECC staff (including understudies) should be regularly trained in MECC operations and their roles and responsibilities.

MECCs should be exercised at least annually to ensure functionality. Individual elements of the MECC could also be tested as part of the exercise e.g. IT/communications equipment.

Training and exercise outcomes are to be reviewed, assessed and addressed to ensure currency and improvements, where required. MECCs should seek to involve a range of agencies over time in their choice of exercise scenario to cover known risks.

Training and exercising information can be accessed through the OESC website on www.oesc.vic.gov.au

and the Training and Exercising tab. Contact can also be made to the

OESC Capability Enhancement Unit on (03) 8684 7900 or via email on em.nominations@justice.vic.gov.au

.

18


5. MECC Staffing Structure

Dependent on the scale of the emergency the MECC may be staffed with the following:

At a minimum:

 Municipal Emergency Response Co-ordinator (MERC)





Municipal Emergency Resource Officer (MERO)

Municipal Recovery Manager (MRM)

 Emergency Management Liaison Officers (agencies, emergency services, government, non-government, council, media) as required by their involvement in the emergency.

Roles and responsibilities for identified positions are provided at Appendix 5.

Additional personnel required for major activations might include:

 EMCG Admin Support





MECC Facility Manager

General support staff: o registry officer/s o runners o security / registration officer

Planning Unit staff 

 Rapid Impact Assessment Coordinator.

Roles and responsibilities for identified positions are provided at Appendix 5.

If necessary, a MECC Liaison Officer (MLO) should also be dispatched to the nominated

ICC/EOC to provide a direct link between the MECC and the ICC/EOC, in the absence of control agency representation within the MECC.

Note: The communication link between the MECC and ICC is critical to the successful operation of a MECC.

Note:

5.1

Some council staff might undertake multiple roles within a MECC.

MECC Structure

Responsibilities of key personnel involved in the provision and management of resources have been divided into the following groups to assist in the information processes and workflow, as follows:

Emergency Management Coordination Group (EMCG):

A key municipal decision making group which includes the MERC, MERO and MRM. There should be constant/regular consultation between these positions. Refer to Appendix 5 for further information on the roles and responsibilities of individual positions.

EMCG Planning Unit (established dependent on emergency)

The EMCG may also consider the establishment of an EMCG Planning Unit to support strategic planning considerations for resource procurement. The EMCG Planning Unit, if established, would primarily consist of council staff (and others co-opted as required) and would report to the EMCG.

19


ICC/EOC

MECC LO

MECC Management and Administration Group:

The council staffed MECC Management and Administration Group consists of the MECC

Facility Manager and support staff which include administrative officers, registry officers, runners, and security/registration.

The role of the MECC Facility Manager is to ensure that all the procedures and systems required to operate the MECC are activated and function well. This includes ensuring that the

MECC is adequately resourced with personnel and equipment to operate for the duration of response and recovery operations.

Support staff, registry officers, security/registration and runners constitute the remainder of this group and provide administrative support to the MECC.

The registry officers undertake an information recording and management role within the

MECC and form the Registry Unit, which supports the EMCG.

Dependent on the scale of the emergency, the EMCG may also need additional support of dedicated administrative staff. The EMCG may establish an EMCG Admin Unit if required.

Emergency Management Liaison Officers (EMLOs) Group:

The EMLOs are a group of representatives from each relevant agency or department, including council representatives. They are responsible for seeking assistance, resources and support from their agencies or others as appropriate. Agency EMLOs should provide a communications link between their organisation and the MECC and should be represented at the MECC as soon as practicable.

MECC LO

In the absence of an ICC representative at the MECC, a MECC LO can be dispatched to the

ICC/EOC to provide a solid communications link back to the MECC. The MECC LO will keep in frequent contact with the EMCG and keep the MECC informed on situation and status of response operations.

MECC O

RGANISATIONAL

S

TRUCTURE

EMCG

(MERC, MERO, MRM)

EMCG Admin

MECC Facility

Manager

Planning Unit

(as required)

Registry Officer/Unit Support Staff Security/Registration

EMLOs

Runners

20


5.2 MECC Tabards

All persons within the MECC should wear a tabard identifying their position. This ensures that staff are easily identifiable and that information and workflow processes are better facilitated.

The colours of the tabards are in line with the Australasian Inter-service Incident

Management System (AIIMS) used within an ICC. The following coloured tabards have been provided for use within the MECC:

 White tabards for the MERC, MERO and MRM









Blue tabard for the MECC Facility Manager

Blue tabards for Admin Support

Red tabards for the Emergency Management Liaison Officers

Yellow tabards for any Planning Officers.

21


6. Municipal Emergency Coordination Centre - Operation

6.1 Emergency Management Coordination

The responsibility for the provision of support to emergency management response and recovery rests with the EMCG. The EMCG will be guided by the requests of the Incident

Controller and the ICC/EOC.

The EMCG is responsible for considering all requests and making decisions on appropriately managing those requests. Along with request resolution, the EMCG should also be collecting data and information and undertaking forward planning for resourcing.

The EMCG may consider establishing a Planning Unit to support its strategic resource planning activities.

The EMCG should maintain a good knowledge of the emergency incident and maintain effective contact with the ICC/EOC. Regular briefings between the ICC/EOC and the MECC are important.

6.2 Liaison

Effective representation of the relevant agencies is crucial for the operations of a MECC.

EMLOs should actively seek information from their agencies to keep the MECC informed of all activities relating to response/recovery.

EMLOs should understand their roles and responsibilities and be able to make relevant decisions on behalf of their organisation. Should key agencies not be able to provide representation at the MECC alternative communication modes (phone or email) should be considered and implemented to ensure effective liaison.

EMLOs should be in attendance at the MECC from the early stages of activation.

6.3 Recording and Registry

The activities of the centre may be subject to intense public scrutiny both during and after the event. This underlines the importance of record-keeping and the keeping of a ‘paper-trail’ to document all messages, requests and key decisions. Well established and accurate information handling processes are therefore crucial.

All MECC staff are required to maintain appropriate records, including key discussions, decision-making, messages, requests and anything of importance directly related to the emergency. All EMLOs will be required to make copies of their agency logs and provide a copy to the Registry Unit before leaving the MECC. This will ensure that accurate records are maintained within the MECC.

The Registry Unit is responsible for maintaining up-to-date records and undertaking record management activities within the MECC. They will record and closely monitor on-going requests and work closely with the EMCG.

Message/Request Handling System

There is a need to record and monitor the progress of all requests and messages within the

MECC. A message/request system is therefore required.

An approach for the message/request handling system has been developed to underpin the information flow in the MECC and to allow for standardisation across MECCs within Victoria.

The recommended message/request handling system together with examples of the

22

Practice Note – Operation of a Municipal Emergency Coordination Centre (Version 2.1) workflow, message/request forms and details on the use of these forms are provided at

Appendix 6.

While the process is recommended for standardisation purposes, it is acknowledged that some councils may already have specific request handling systems in place within their MECC.

Each position within the MECC should be provided with a triplicate-copy message/request log book in which personnel are required to log all calls/requests received/initiated and any important discussions/decisions that they have been involved with. If EMLOs are using their agency logs, they are to photocopy their notes and provide a copy to the MECC for accurate recording purposes.

It is important that the 24-hour clock is used within the MECC for documenting all timings in the message/request forms. This will ensure consistency in timings recorded.

The use of an electronic display (laptop, data projector and screen, or smartboard) as the main log in the MECC is preferred to whiteboards.

Some councils utilise electronic incident management systems for recording, monitoring, updating and displaying actions and information on emergencies. While an electronic system can make information management activities easier within the MECC, it is essential that a paper-based redundancy backup also be maintained.

6.4 Community Information

The EMCG, in consultation with the control agency and Victoria Police, can provide support in ensuring the dissemination of media releases and community information. This is a support role to the control agency, when requested.

There is a variety of existing methods and networks available to council for dissemination of community information. These may include, but are not limited to:

 council customer service area









 after-hours emergency contact service council website newsletters/letter-drops media releases

 community meetings/forums local community radio / ABC Radio Victoria / other broadcasters including electronic and print media.

A separate area away from the MECC should be identified as a media liaison area for briefings along with handling requests for information and advice from the public. The MECC should have strict access control measures in place and generally would not be open to the public and media.

6.5 Briefing

The EMCG will conduct regular briefings to ensure all MECC staff have up-to-date information.

The EMCG will decide on the timing, content, staff involved and the recording of the briefings.

A situation report obtained from the ICC could also be assistance at these briefings. MECC briefings should update staff on both response and recovery activities.

Handover briefings should be given by all staff to their counterparts upon change of shifts.

Guidance on conducting briefings and handover briefings are provided at Appendix 7.

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6.6 Debriefing

At the conclusion of the emergency and de-activation of the MECC, a debrief should be held to identify good practices and areas for future improvement within the MECC.

At the completion of the Response and/or Recovery, a “Hot” (informal) de-brief should be held by the EMCG with comments noted. All staff involved in the operation of the MECC will be required to participate.

Individual agencies should also consider conducting in-house debriefs of their staff involved in

MECC operations prior to any formal debriefs.

At a later stage, when sufficient time has elapsed for records and findings to be collated and analysed, a formal debrief coordinated by the MERC should be held involving all agency managers involved in the operation of the MECC.

Care should be taken to ‘set the stage’ for the debrief. Good preparation will produce better debrief results. The level of formality should be decided upon by the respective MERC in consideration of the emergency and the outcomes of the MECC operations.

Appendix 7 contains debrief guidelines provided by Emergency Management Australia to assist in tailoring MECC debriefs to relevant needs.

6.7 Workforce Management and Welfare

The following should be considered when maintaining an effective workforce within the

MECC:

 staffing numbers and understudies

 rotations



 volunteers mutual aid from neighbouring municipalities.

Note: Staff may be undertaking multiple roles and functions.

While it is important that staffing within the MECC is appropriate for its needs, continued monitoring of staff welfare is essential. It should be recognised that MECC staff may be emotionally affected by the emergency (for example, family home affected, friends, number of casualties, media images, etc).

The importance of maintaining staff welfare, both physical and emotional, can at times be overlooked due to the priority given to supporting the management of the emergency.

The MECC cannot operate without the relevant individuals to source resources and provide support to the emergency. As such, the workforce management issues and welfare of MECC staff, including personnel from other agencies, should be paramount.

Appendix 8 explores the causes and subsequent action that may be undertaken to minimise the level of distress to staff. Its also provides considerations for the development of an appropriate staff roster.

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7. Municipal Emergency Coordination Centre Operating Guidelines

The MECC Operating Guidelines should be created by each council (or MEMPC) for the establishment and operation of a MECC. The MECC Operating Guidelines are normally detailed in the MEMP. The Guidelines should detail the tasks required of MECC staff upon the activation of the MECC.

The suggested information that should be contained within the Guidelines is provided below:

Table of Contents:

1

2

3

4

5

6

Appendices

Appendix 1:

Appendix 2:

Appendix 3:

Appendix 4:

Appendix 5:

Appendix 6:

Appendix 7:

Introduction

Overview of Municipal Emergency Coordination Centre (MECC)

Background

MECC

4.1 Location, Role and Function of MECC

4.2 MECC Activation

4.3 MECC Structure, function and roles of key personnel

4.4 MECC Facility and associated areas layout

4.5 Transitional relocation / relocation due to evacuation

Information Management

5.1 Message/request handling system

5.2 Attendance Record and Movement Sheets

5.3 Maps/GIS

5.4 Agency representation at MECC

MECC Equipment

6.1 MECC Telephones and communications (e.g. fax, mobiles)

6.2 MECC Equipment

Key Personnel

Role Statements

Situation Report Template (if required)

Incident Management Log

Staff Record Sheets

Equipment List

Backup Power Provision

Contact details of all key stakeholders and staff should also form part of this kit, which should be updated regularly. This may form Part 8 of the Municipal Emergency Management Plan.

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Appendix 1 – Recovery Activities at the MECC

The range of recovery activities that can be managed within the MECC include:

Coordinating and managing:

 the provision of material needs to affected persons





 environmental health such as food, water, sanitation, and vector control volunteer helpers public appeals.

Providing:

 an outreach program in consultation with relevant service coordinators





 initiate a case management process for affected people and ensure they have access to personal support, accommodation and material aid community development services emergency and/or temporary accommodation.

Gathering and processing information:

 for post-impact assessments; through survey and determination of occupancy of damaged buildings; and by monitoring the progress of recovery.

Providing information and advice:

 through provision and staffing of recovery/information centre(s); information services to the affected community such as public meetings, newsletters, and advertising; and to recovery agencies and the State Government.

Coordinating clean-up and repair activities:

 removing debris, clearing blocks (hazard removal); removing public health hazards such as dead animals from waterways







 disposing of dead, maimed or diseased animals (domestic [including livestock], native and feral) repairing/restoring infrastructure such as roads, bridges, sporting facilities, and public amenities supervising and inspecting rebuilding and redevelopment providing heavy equipment for earth moving; clearing large material or debris; transporting large and/or heavy materials, water or personnel; and lifting materials or personnel.

Sponsorship and advocacy:

 of community recovery committees

 of the interests of the affected community.

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Appendix 2 – Municipal Emergency Coordination Centre Venue Consideration and Checklist

It is suggested that the following be considered when selecting a primary and alternative MECC.

Co-location with the ICC where practicable

Main work area - space, lighting, low sound level

24 hour, year round accessibility

Adequate communication systems available ie, landlines, faxes, access to internet and other IT related needs

Room for all personnel and room for expansion

Relevant furniture and equipment available

An entry/reception area that can be physically secured from unauthorised access

Appropriate kitchen, toilet and bathroom facilities

Adequate storage capacity

Rest area/room

Multi-purpose area (conference, briefing, breakout)

Tea and coffee making facilities

TV / Radio

Air-conditioning

Parking area

Back-up power

A tailored checklist could be created by each municipality to assess their MECC requirements and venue options. Contingency arrangements should be considered for all over the above.

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Appendix 3 – Municipal Emergency Coordination Centre Layout

The following is a suggested layout for a MECC.

Key features include:

 the MERC, MERC & MRM being located in close proximity to each other to form the

EMCG





Provision for an EMCG Planning Unit (if needed) – can be located in another room

Registry Unit and EMCG Admin Support Team located in close proximity to the EMCG







EMLOs being located centrally in the MECC and able to see each other whiteboards or information boards need to be readily visible by the EMCG and EMLOs. a reception or registration desk at the entrance to the MECC.

In addition to the above, the MECC should have appropriate facilities for breakout areas and media briefing rooms. These are not usually included in the MECC itself however are located in close proximity.

28

29

Practice Note – Operation of a Municipal Emergency Coordination Centre

Appendix 4 – Municipal Emergency Coordination Centre Equipment

Checklist

Below is a suggested list of equipment for the MECC. Items can be added and/or deleted to suit the needs of each MECC. It should also be recognised that EMLOs may wish to bring specialised equipment with them to the centre. In any case, the need for any particular item should be judged against the need to make the centre as efficient and as effective as possible.

Not all equipment has to be located within the same room, and can be located in an adjoining room/area.

Contingency arrangements should be considered for all key equipment.

Telephones – with appropriate line capacity

Facsimile machines - with appropriate line capacity

Computers – networked (either with each other or on council network)

Printers - networked

Mapping capabilities

Maps electronic or hardcopy that may include area, routes, power, drain, pipelines, Melway

Tabards

MECC Practice Note, MECC Operating Guidelines and

MEMP Contact List

Municipal Emergency Management Plan

Tables and chairs

In/Out Trays (for EMLOs/EMCG)

In/Pending/Filing Trays (for Registry Unit)

Clock (24 hour type)

Whiteboards

Public radio receivers (with backup battery)

Stationery - refer below for further detail

Data projector and screen

Television

Photocopiers

Auxiliary power (if not already installed in the building)

Auxiliary communications (two-way radios, mobiles)

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Quantity

First aid equipment

Microwave oven

Stationery Checklist:

Item

Boxes Pen (various colours)

Boxes Pencil

Message/Request Books

Post-It Notes Pads

Whiteboard Markers (various colours)

Whiteboard Cleaner/Eraser

Council Road Directories

Telephone Books

A4 Log In/Out Book

Desk Plates

Calculator

Plastic Name Tags

Label Maker

Boxes A4 Paper

A4 Notepads

Powerboards

BluTak

Adhesive Tape

Erasers

String

Drawing Pins

Bull Dog Clips (various sizes)

Glide-on Clips

Staplers/Staples

Manilla Folders

Overhead Transparencies

Scissors

Rulers

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Appendix 5 - Municipal Emergency Coordination Centre Roles and

Responsibilities

The following are examples of MECC staffing positions and their roles and responsibilities.













M

UNICIPAL

E

MERGENCY

R

ESPONSE

C

OORDINATOR

The Municipal Emergency Response Coordinator (MERC) is appointed by Victoria

Police. The MERC is to:

 ensure the MERO is advised of the emergency, and available to provide access to municipal resources if required ensure that the MERO is receiving information as appropriate attend the MECC if activated









 advise the Regional Emergency Response Coordinator (RERC) regarding emergencies which have the potential to require supplementary resources from outside the municipal district maintain overall responsibility to co-ordinate the provision of resources as requested by the control and support agencies during the initial response, by:

 ensuring provision of available resources from within the municipal district; or

 requesting additional resources through the RERC make determinations on resource taskings and ensue that action is taken through the appropriate liaison officer under the authorisation of the MERC provide briefings to the RERC ensure that community information coming into the MECC is collated and, in support of the control agencies, disseminated where appropriate ensure that any MECC Liaison Officer located at ICC or EOC keeps the EMCG informed of all significant information ensure that all relevant agencies, including the control agency, are represented at the MECC and that liaison officers are of appropriate level establish rapport and maintain communications with liaison officers







 in conjunction with MERO, set ground rules by referencing MECC Operating

Procedures and ensure that all staff receive a briefing upon arrival at the MECC ensure that the MECC is set up appropriately, that the layout facilitates the information flow and is adjusted where necessary as part of the EMCG, establish liaison with Media Liaison Officer located at the

MECC, and ensure media arrangements are in place as part of EMCG, regularly brief all MECC staff present on the current situation and particularly when critical changes occur plan for relief staff and handover brief.

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M

UNICIPAL

E

MERGENCY

R

ESOURCE

O

FFICER

The person appointed as Municipal Emergency Resource Officer (MERO) should be a senior representative of the council, as their involvement in response and recovery can involve many aspects of council’s activities over a considerable period.

If the MERO is also appointed as the MRM, special planning is required to minimise a clash of priorities in the early stages of dealing with major emergencies, as response and recovery activities may be operating in parallel.









The MERO is a council appointed officer whose role includes:

 providing municipal resources when requested by emergency services or police for response activities and MRM or the Department of Human Services for recovery activities





 coordinating the provision of municipal resources in emergency response and recovery maintaining effective liaison with emergency services and other agencies within the MECC or servicing the municipal district maintaining an effective contact base so municipal resources can be accessed on a twenty-four hour basis

 liaising with the MERC and MRM, as part of EMCG, on the best use of municipal resources as part of the EMCG, organising appropriate briefs and debriefs as required

 ensuring procedures and systems are in place to monitor and record expenditure by the council and other information in relation to emergencies keeping the MECC/s prepared to ensure prompt activation if needed on a 24/7 basis briefing council senior management on council involvement performing other duties as required.

MERO Operational Procedures

The Municipal Emergency Resource Officer (MERO) may be activated by the Municipal

Emergency Response Coordinator (MERC), response agencies, or by simply becoming aware of an emergency event. The level of response will depend on the nature and extent of the incident.

The MERO will then: determine nature and extent of the emergency contact the MERC and ensure they are aware of the situation receive, record and respond to requests from response, recovery and support agencies.

33


If the emergency is likely to result in multiple requests and/or significant council involvement: contact MECC Facility Manager/council emergency management staff and request them to set up the MECC. Advise of which MECC to be set up – primary or alternative. contact appropriate MECC staff, advise of activation of the MECC and request that they attend MECC for a briefing advise the control agency and council senior management of MECC activation upon consultation and agreement of EMCG, activate MECC Liaison Officer to be positioned at the ICC/EOC if necessary. Liaise with MERC to set up arrangement with ICC/EOC. Request the MLO to attend the MECC for appropriate briefing and deployment in consultation with EMCG decide on the EMLOs to be represented within the

MECC. Contact EMLOs advising them of the incident and requesting their attendance at the MECC. Confirm MECC address and advise of any access/security control arrangements. Ensure appropriate EMLOs are represented in the MECC from an early stage ensure that requests for assistance are being received, recorded, actioned and updated support the rapid impact assessment process for the collation and validation of information ensure that all emergency expenditure is authorised and recorded appropriately update senior management of council’s involvement. Provide information to all staff on incident in support of the control agency and in conjunction with EMCG and the Media

Liaison Officer, support the dissemination of information to the community. Council customer service area/after hours emergency contact service or website may be used for this purpose, along with other medias ensure that regular contact (a minimum of hourly) is made with field staff





 ensure that:

 appropriate staff are allocated to tasks

 staff catering and rest breaks are planned (10mins/2 hr) change over staff are organised on-coming staff are briefed at handover staff going off duty are debriefed and defused about the operation and their experience facilitate the arrangement of the post-emergency debrief in consultation with the

EMCG after discussion and agreement with EMCG and Incident Controller, de-activate

MECC.

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M

UNICIPAL

R

ECOVERY

M

ANAGER

The person appointed as a Municipal Recovery Manager (MRM) should be a senior representative of the council, as the recovery process can involve many aspects of council’s activities over a considerable period.

If the MERO is also appointed as the MRM, special planning is needed to minimise a clash of priorities in the early stages of dealing with major emergencies, as response and recovery activities may be operating in parallel.













The responsibilities and activities of the MRM may continue beyond the MECC role.

The MRM is a council appointed officer whose role within the MECC may include:

 managing municipal and community resources for community support and recovery

 as part of EMCG, liaising with MERC and MERO on the best use of municipal resources liaising with the regional recovery committee and Department of Human Services establishing Emergency Relief and Recovery Centres as required







 liaising, consulting and negotiating with recovery agencies and council on behalf of the affected area and community recovery committees establishing a public information and coordination centre at the municipal offices or a location more appropriate to the affected area(s) coordinating the accurate dissemination of recovery information to council’s senior management and the public support the rapid impact assessment process for the validation of impact information ensuring the effective management of the MECC for recovery ensuring the monitoring and recording of Council’s expenditure managing the timely and planned withdrawal of recovery services undertaking other specific recovery activities as determined.





In effectively carrying out their duties, MRMs should also consider:

 keeping families/households together in any evacuation, temporary accommodation, or resettlement process. This may also be important for isolated cultural groups maximising the flow of information throughout the affected community

 making provision for programs that enable those affected to actively participate in their own and their communities recovery maximising the use of local resources, groups and individuals. Local suppliers should be used wherever possible in the provision of material and physical resources

 ensuring effective liaison between recovery teams, volunteer resources, and existing community organisations



 encouraging practices that allow for self-determination and maximise community involvement in recovery planning making use of existing structures, resources, and local formal and informal networks of care and support wherever possible

35


 ensuring that all recovery workers are given support, debriefing/defusing relief and rest

 planning for the withdrawal of external and internal recovery resources whilst ensuring continuity of the recovery process.

MRM Operational Procedures the MRM may be activated by the MERO, Regional Recovery Coordinator, or by simply becoming aware of an emergency event. The level of response will depend on the nature and extent of the incident it is essential that the MRM become involved in the emergency as soon as possible the MRM will then:

Determine the nature and extent of the emergency through discussions within the

EMCG. Determine the potential recovery needs: human needs, infrastructure and environment restoration, and management requirements;

Advise Regional Recovery Manager of event and personal contact details

Contact council staff members as required and request that they attend the MECC for briefing and tasking.

As the event progresses and it becomes clear that there will be a need for extended recovery services: contact other recovery support agencies if required and advise them of event and possible requirements. Confirm their contact arrangements and provide MRM and

MECC contacts details coordinate a detailed assessment of likely short term needs (social, natural, built and economic environments) and initiate the assessment process manage offers of assistance from the community

 Financial donations





Volunteers

Material aid advise council senior management of activities and likely developments. Provide information to all staff on developments ensure that requests for assistance are being received, recorded and actioned in support of the control agency and in conjunction with EMCG and the Media

Liaison Officer, support the dissemination of information to the community. Council customer service area/after hours emergency contact service or website may be used for this purpose, along with other medias in conjunction with MERO and Media Liaison Officer, if necessary, establish a

Community Call Centre with appropriate staff and provide information for dissemination to the community ensure that regular contact is made with field staff (minimum of hourly)

36








 ensure that:

 appropriate staff are allocated to tasks staff catering and rest breaks are planned (10mins/2 hr) change over staff are organised on-coming staff are briefed at handover staff going off duty are debriefed and defused about the operation and their experience

Ensure that all emergency expenditure is authorised and recorded appropriately.

37


E

MERGENCY

M

ANAGEMENT

L

IAISON

O

FFICER

An Emergency Management Liaison Officer (EMLO) represents an agency, and should be empowered to commit, or to arrange the commitment of, resources of the agency in the response to or recovery from emergencies, and to provide a communication link with the agency.

It is important that EMLOs are proactive in seeking information from their agencies.

This role provides a conduit to “real time” information to and from the MECC. EMLOs should be represented at the MECC from the early stages of activation.

























Consideration should be given to the following organisations being invited to the

MECC to ensure appropriate representation (dependent on the emergency):

 Victoria Police

Ambulance Victoria


Fire Services

Council/s


Telecommunications providers

Water companies

Power providers

VicRoads

Catchment Management Authority

Department of Primary Industries others as needed, example Red Cross.









The role of an EMLO includes:

 providing appropriate representation and expertise, based on authority to speak on behalf of agency reporting to EMCG to establish immediate requirements establishing a suitable line of communication between the MECC and their agency including the ability to ascertain the availability and location of resources, both for and from their agency

 notifying agency of MECC contact details, advise of any immediate requirements by EMCG and be aware of the current availability of agency resources ensuring regular Sitreps are provided to and from their agency operations centre



 providing specialist advice to the EMCG on the roles and capabilities and any limitations of their agency resources being familiar with the current situation, maintaining on-going awareness and ensuring that liaison position is occupied at all times maintaining a running log of all actions taken and requests or information received by the EMLO

 ensuring that appropriate documentation is maintained, utilised and updated, for example: message/request books, resources lists/requests, maps and so on

38


 ensuring that adequate handover briefing is provided to incoming EMLOs

 planning for relief staff and handover briefing.

EMLOs should attend the MECC with independent communications equipment including mobile phone and laptop with mobile access if they wish to access their own IT systems except if data access lines are quarantined.

EMLOs are required to provide copies of all file notes taken while operating in the MECC.

These notes are to be provided to the Registry Unit for appropriate record keeping and reference.

39


MECC L

IAISON

O

FFICER

In the absence of a control agency liaison officer at the MECC, a MECC LOs (MLO) may be required to attend the Incident Control Centre/s (ICC) or controlling agency emergency operations centre (EOC), to ensure effective communication between the facilities.





The role of an MLO includes:

 providing a communications link between the MECC and the control agency and keeping both parties informed on situation and status

 relaying requests and information to the MECC on behalf of the Incident

Controller, the Incident Management Team or the Emergency Management Team advising on available municipal resources, for example: trucks, water tankers providing technical advice on the council’s capabilities, such as mapping

 assisting in the development of the incident action plan.

MECC Liaison Officer Operational Procedures

MECC Liaison Officer will be notified of activation by the MERO and requested to attend the MECC for a briefing on the nature and location of the emergency and possible requirements

The MECC Liaison Officer will then: attend locations as requested (generally the ICC or EOC) make contact with and offer support to the Incident Controller, the Incident

Management Team or the Emergency Management Team and other agencies as necessary provide advice on council resources and relay requests to the MECC relay requests from the MECC to appropriate persons or agencies in most circumstances not control council resources liaise with the MECC as required to ensure an effective communication link is maintained.

Equipment: mobile phone, spare battery/charger, portable council radio (optional) red LIAISON OFFICER tabard note book and pen (NB - formal recording of requests and situation reports should be done by staff at the MECC).

40






M

EDIA

L

IAISON

O

FFICER

The Media Liaison Officer is a council staff member who supports the control agency and Victoria Police in gathering and collating community information for public release during emergencies. The role of the Media LO may include:

 in support of and in consultation with the control agency, preparing community information related to the emergency preparing information in relation to council’s response to the incident drafting media briefings for approval by EMCG/senior council management and assist at these briefings as requested



 drafting briefings to council staff / councillors / personnel manning any assembly areas, emergency relief / evacuation centres drafting information bulletins to inform council staff on the current status of the emergency.

41








MECC F

ACILITY

M

ANAGER

The role of a MECC Facility Manager includes:

 ensuring that all procedures and systems required to operate the MECC are activated. These include:

 setting up MECC facility and equipment





 registration of personnel arriving / departing the MECC

 registration of all incoming/outgoing calls

 recording and updating of message/request handling system, whiteboard information

 operation of information technology and communications ensuring that the MECC is adequately resourced with personnel and equipment to operate for the duration of response and recovery operations providing support staff within the MECC with information and advice to ensure that they can perform their functions as requested ensuring that catering arrangement are in place ensuring all attendees are provided with adequate breaks, including meals

 ensuring all council staff at the MECC operate in accordance with Occupational

Health and Safety and Workplace Agreement guidelines in relation to shift times welcoming persons entering the MECC, providing orientation, introductions and familiarisation with procedures. This may include the provision of appropriate identification to personnel located within the MECC (that is, tabards or nametags).

MECC Facility Manager Operational Procedures

MECC Facility Manager will be notified of activation by MERO or MRM to attend MECC for briefing on the nature and location of the emergency and possible requirements.

MECC Facility Manager will then: activate and brief Deputy MECC Facility Manager (if relevant) and support staff as necessary obtain MECC equipment for setup

Primary MECC: <insert equipment sources and locations>

Alternative MECC: <insert equipment sources and locations> set up MECC in conjunction with Support Team and EMCG as per MECC

Operating Guidelines arrange for provision of IT, telecommunications and GIS support as appropriate acquire supplies and equipment to support MECC operations as required, including assessing need for more tables, chairs or other equipment provide support to MECC teams as necessary

42

Practice Note – Operation of a Municipal Emergency Coordination Centre (Version 2.1) source and establish additional accommodation for MECC operations as required provide a point of contact for EMLOs. Provide MECC orientation to EMLOs including:

 introduction to EMCG members

 work place and telephone details



 admin procedures – message/request report forms, information flowchart, log book

MECC arrangements and procedures establish a MECC staff register. Ensure that all staff on duty in the MECC are recorded monitor well being of MECC staff and liaise with EMCG on any issues identified including catering, increased stress levels, staff working hours ensure that the MECC is stocked with food and water and that catering arrangements are in place.

43


E

MERGENCY

R

ELIEF

C

ENTRE

L

IAISON

O

FFICER

A dedicated position of an Emergency Relief Centre (ERC) Liaison Officer may be established within the MECC to support the MRM and consider emergency relief throughout the event, in consultation with the EMCG.

The ERC will liaise with the MECC to:

 provide reporting to activities at the ERC

 request support or additional services for the ERC.

In the absence of an ERC LO, communications with the relief centre/s could be undertaken by the MRM.

44


S

UPPORT

S

TAFF

Support Staff

















The role of the support staff includes:

 assisting in the effective functioning of the MECC under the direction of the MECC

Facility Manager/EMCG providing administrative assistance to the EMCG and MECC staff assisting in the initial set-up of the MECC ensuring that MECC stationery and supplies are maintained and replenished arranging catering registering personnel arriving and departing the MECC providing equipment as identified by the MECC Facility Manager maintaining information on the whiteboards/electronic register undertaking additional duties under the direction of the MECC Facility Manager.

Support staff should be allocated specific roles and have a clear understanding of their roles and responsibilities during the shift.

Support Staff Operational Procedures

Support staff will be notified by MERO or MRM and attend MECC for briefing on the nature and location of the emergency and administration requirements.

Support staff will then: support MECC Facility Manager in setting up MECC as per the MECC

Operating Guidelines allocate administration support staff to the following areas:

EMCG Admin Support (as appropriate)

REQUEST whiteboard operator (as appropriate)

SITUATION whiteboard operator (as appropriate)

Admin Runner

MECC Facility Manager support

Registry Unit.

45


EMCG Admin Support

Due to their oversight and management responsibilities, the EMCG may require administrative support as the emergency escalates. The role of the EMCG Admin

Support officers is to undertake admin duties as directed by the EMCG. This may include taking notes, maintaining a list of which tasks have been allocated to whom for progression, delivering messages, chasing up on specific matters, etc. The Admin

Support Officers should be aware that the EMCG will be under increasing pressure and should be able to operate in high stress environments.

Registry Officer

The role of a Registry Officer includes:

 accurately recording all information coming in and out of the MECC, including all information documented in the message/request forms, in a master log (Incident

Management Log or System) and on the whiteboards and/or electronic displays as appropriate

 monitoring the message flow

 ensuring multi-address messages have been copied and delivered

 recording important decisions made, as directed by the EMCG

 maintaining status of resource queries and allocations

 chasing-up outstanding resource requests

 ensuring messages go to EMLOs for action

 matching and filing copies with completed messages/requests

 undertaking additional tasks under the direction of the EMCG, as required.





Runners

The role of a Runner includes:

 run information and messages within the MECC copy and print information undertake additional duties as required.

Security / Registration Officer

The MECC must be secured to prevent unauthorised people from gaining access. This can be achieved by use of a reception area or to have someone dedicated to monitoring the flow of people through the MECC particularly after normal business hours.

Persons should be registered upon entering and leaving. This will also assist in maintaining accurate records of those individuals working in the MECC.

46

If EMLO cannot action request – send request

(white copy) back to

EMCG for escalation to DERC


Appendix 6 – Municipal Emergency Coordination Centre Message/Request Handling

System

The following diagram reflects the recommended message request handling system.

It is essential that ALL staff use the 24-hour clock located within the MECC, rather than personal watches, to note the timings on the message/request forms. This will ensure consistency in the timings for recording purposes.

ICC/EOC request for resources to MECC, via telephone, email, fax or in person, to the MERC/MERO/MRM/Requesting EMLO/MECC Staff

Message recorded in triplicate.

White copy forwarded to EMCG, Yellow copy to Registry, Pink copy retained in book

EMCG to note request (white copy) and pass on to appropriate EMLO for action.

Actioning EMLO receives request and actions as appropriate

If required,

MERC to escalate request to

RERC, advise requesting agency of escalation and forward request

(white copy) to registry for noting

EMLO to verbally advise requesting agency of status / action completed

Request (white copy) finalised and provided to Registry for filing

Registry Unit

Registry Unit to ensure all requests for resources and actioned requests are documented on whiteboard or electronic display board for view by MECC staff and that upon completion the white and yellow request copies are stapled together and filed appropriately.

Initial Message/Request

A message or request may be received by the MERC, MERO, MRM or EMLO in the form of a telephone call, fax, email, in person or information obtained from media. The triplicate-copy message/request log books is to be used to record messages and requests according to the following recommended workflow.

47


The following section of the MECC message/request form (the log book) needs to be completed.

CALL TAKEN BY

Name:_______________________________ ( full name

) Date: _____/_____/_____

Time Received:

(24 hour clock)

Organisation:

(CIRCLE)

POWER

COUNCIL

WATER

POLICE

TELCO

SES

GAS

FIRE

OTHER

AMBULANCE

______

MESSAGE TYPE:

Request Offer Situation Report

Name of Caller: _________________________________________________________

Contact Number: ________________________________ Tel/Radio Call Sign_________

From: (CIRCLE) COUNCIL POLICE SES FIRE AMBULANCE DHS

POWER WATER

Time Required

(if applicable)

_________

TELCO GAS OTHER ______

Message:_________________________________________________________________

________________________________________________________________________

DHS

Call takers should obtain as much detail on the request as possible to assist in the provision of appropriate resources.

Once completed the top two copies of the forms will be provided to the Registry Unit (yellow copy) and the EMCG (white copy). The pink copy is retained in the log book in case original is misplaced.

ICC/EOC request for resources to MECC, via telephone, email, fax or in person, to the MERC/MERO/MRM/EMLO/MECC Staff

Message recorded in triplicate.

White copy forwarded to EMCG, Yellow copy to Registry, Pink copy retained in book

EMCG Registry Unit

NOTE: EMLOs should utilise MECC log books for recording all messages/requests within the MECC and not their agency log/recording book. ALL MECC log books remain the property of the council. In the event this is not feasible, request EMLOs to photocopy all notes that relates to MECC operations and provide to Registry Unit for accurate record keeping.

Registry Unit

The Registry Unit is the central recording and filing unit for the MECC and is staffed using Council staff.

The Unit is co-located and led by the EMCG.

The Registry Unit will record all the information provided on the yellow copy placed in the ‘In’ tray into a central Incident Management Log or System (can be as simple as an excel sheet). The yellow copy will

48

Practice Note – Operation of a Municipal Emergency Coordination Centre (Version 2.1) then be placed in a ‘Pending’ tray and be stapled with the white copy once the message/request has been actioned as appropriate. The stapled documents will then be placed in the ‘Filing’ tray.

Pink form remains in book

Yellow

Form goes to Registry

– In Tray

White Form goes to

EMCG and after actioning of request to Registry for filing

In Tray Pending Tray Filing Tray

Yellow Form and White Form are stapled together and placed in

Filing Tray to be filed appropriately

Registry to log data and place Yellow

Form in the Pending Tray

Registry to log data and place White

Form in Pending Tray

The following box needs to be completed by Registry staff upon registering message details in the incident log and before placing in Pending Tray.

MESSAGE TYPE:

Request Offer Situation Report

Name of Caller: _________________________________________________________

Contact Number: ________________________________ Tel/Radio Call Sign_________

From:

(CIRCLE) COUNCIL

POWER

POLICE

WATER

Time Required

(if applicable)

_________

SES

TELCO

FIRE

GAS

AMBULANCE

OTHER

DHS

______

Message:__________________________________________________________________________

________________________________________________________________________

_________

__________________

Registry Unit Recorded

(Time/Initial)

The Registry Unit will need to be proactive in asking the EMLOs as to the status of requests where

Registry have not received BOTH the white and yellow matching copies of any request.

The Registry Unit will also maintain and update the incident/information displays - either through an electronic display or on the whiteboards.

Emergency Management Coordination Group (EMCG - MERC/MERO/MRM)


The EMCG will receive all initiating message/request forms (white copies) in its In-Tray. Each form will be assessed by the EMCG before being passed to the appropriate EMLO for action.

49


The EMCG will complete the following section of the white copy identifying appropriate EMLO to action and any relevant comments. It is important that the MERC is advised of any requests/taskings for response activities. Arrangements should be made to advise the MERC should they not be present within the MECC.

MERC/MERO/MRM ASSESSMENT & DIRECTIONS:

Despatch To: (CIRCLE)

POLICE SES FIRE AMBULANCE DHS

POWER TELCO GAS OTHER ______

WATER

Comment/Direction: _________________________________________________________

Signature: _______________________________ Time:_________________________ (

24 hour clock

)

The EMCG, or where available the EMCG Admin Support Team, should keep records of who and when the request for resource was passed to. For example, request number 22703 passed to CFA Liaison John

Smith at 1600hrs, 5 April 2010 - EMCG. This is information should also be forwarded to the Registry Unit for recording.

Actioning Agency Message/Request


(white copy) back to EMCG for escalation to DERC


EMLO to verbally advise requesting agency of status / action completed

Request (white copy) finalised and provided to Registry for filing

All EMLOs receiving a white copy of the message/request Form from the EMCG will assess and action requests on behalf of their agency. EMLOs are required to advise the requesting agency that their request for resources has been actioned, provide relevant details, including tasking number and record details in the following section before placing in Out Tray to be directed back to the Registry Unit for recording.

AGENCY ACTIONS:

Agency:

(Full Name

)_____________________________________________________

Time Received:___________

(24 hour clock

) Actioned by:_______________

(Full Name)

Action Taken:___________________________________________________________

______________________________________________________________________

______________________________________________________________________

Tick:

Requesting Agency notified of actions taken

Time Completed/ETA:

(24 hour clock)

Agency Reference No:_________

(If Applicable)

50


NOTE:

If action CAN be performed by EMLOs agency, details should be recorded of when the matter is likely to be completed or actioned and the requesting agency advised of such. The form should NOT be retained by the EMLO awaiting the request to be physically completed before placing in Out Tray.

Should the EMLOs agency NOT be able to action the request, the white copy of the message/request form should be noted as such and returned to the EMCG for further consideration.

Resource requirements – Escalation

Requesting Agency


(white copy) back to EMCG for escalation to DERC



If required,

MERC to escalate request to

RERC, advise requesting agency of escalation and forward request

(white copy) to registry

Registry Unit

Should the EMLO not be able to action the request, the request form is noted and returned to the EMCG.

The EMCG, via the MERC, will then escalate any requests unable to be actioned by the EMLOs at the local level to the Regional Emergency Resource Coordinator (RERC) for further action.

EMCG will record details of escalation on white message/request form and direct to Registry Unit for recording and filing. The EMCG will also advise the requesting agency that the request has been escalated to the RERC for action.

MECC Facility Manager

During all these processes, the MECC Facility Manager will monitor document movement within MECC and organise logistic support for MECC operations to ensure effective and efficient workflows.

51


MECC Message/Request Forms (Log Books)

Examples of a completed MECC message/request forms are detailed below:

White form (Action copy):

52


Yellow for (Registry copy):

53


Pink form (Book copy):

54


Appendix 7 – Municipal Emergency Coordination Centre Briefing, Handover and

Debriefing Guidelines

Briefings

Briefings are integral to MECC operations to ensure staff have an appropriate understanding of the situation and have the knowledge to carry out their tasks in a collaborative and informed manner.





Good briefing practices should be maintained within the MECC to ensure staff are aware of:

 the current emergency situation - response, relief and recovery

 forecasted situation and consequential impact/s to MECC operations areas of concern and arising issues

MECC staffing and resource issues

Generally, briefings within the emergency management environment are conducted utilising the SMEACS format – refer to table below:

Situation

Mission

Execution

Administration

Overview of incident

Summary of response/relief/recovery measures being undertaken

MECC objectives until next [briefing]

Planning Unit may be called upon to provide update on strategic planning at the municipal level

Address outstanding resourcing issues

Discuss any constraints or challenges and ways to overcome them

Propose and discuss changes in operations as appropriate

Logistics of operations, staffing issues, catering, etc

Ascertain any issues and address as appropriate Communications

Safety

Questions

Welfare issues including stress levels, staff deployments to impact area and PPE, etc

Invite questions to clarify briefing information or other matters as appropriate

Briefings should be well prepared, succinct and relevant. It is up to the EMCG to determine the frequency and conduct of the briefings based on the emergency and related briefing requirements. It is good practice to obtain information on the current situation from the ICC prior to passing this information on in the MECC briefings.

Briefings should include all MECC staff, pending the requirements of the emergency, and include EMLOs, relief and recovery personnel.

Handover

To ensure the timely and efficient transfer of information and responsibility, a handover needs to be undertaken at the end of the shift by MECC staff. The handover is the means by which the out-going staff are able to transfer information and responsibility to their on-coming counterparts. The handover will assist with and allow for seamless continuity and consistency in MECC operations.

55


The way in which a handover is achieved can differ and should be planned for in advance. Methods utilised will depend on the situation and shift cycles. Generally, however, the following should be considered as part of the MECC operations and planning process:

 an overlap in shift cycles, if possible



 centred around MECC briefing times on-going issues documented on paper

The handover should provide an accurate description of the current situation and include any key issues that have arisen or relevant information that may affect the on-coming shift’s operations.

In instances where there is a lapse of time between shifts, the handover notes can be drafted and left for the on-coming shift. Arrangements should also be in place to ensure that the on-coming shift is aware of the handover notes.

Debrief

A debrief should not be seen as an opportunity to blame or criticise the performance of others. It should be conducted to improve MECC operations.

Debriefs are to be conducted involving all MECC staff (including EMLOs where possible) to identify what went well, what needs to be improved and any recommendations for improvement.

Main issues to be considered in a MECC debrief may include evaluating:

 the adequacy of planning - responsibilities, suitability of documentation, training, equipment







 the coordination arrangements - involvement of relevant agencies, assigning of tasks to organisations, decision-making and priority-setting, forward planning, adequate facilities municipal strategic planning considerations including consequences of impact and provisions to address relief and recovery – was the MECC setup effective? were extra resources required? information management - media, information systems, records, dissemination of decisions and information, managing community expectations resource management - activation and mobilisation, safety, return of and accounting for resources.

Care should be taken to ensure that debrief findings are acted upon. Reports should be distributed widely, with action officers clearly identified. If debrief recommendations are not treated seriously or followed up properly then knowledge of good practices will not be captured and mistakes could be repeated in future emergencies.

Actions resulting from a MECC debrief may include:

 amending or revising plans or standing operating procedures









 changing MECC structure revising training changing equipment or buying new equipment changing policy analysing problems.

Debrief considerations: has a suitable chairperson been selected who will control the meeting without stifling discussion?

56

Practice Note – Operation of a Municipal Emergency Coordination Centre (Version 2.1) does the chairperson have specific questions on both positive and negative aspects, to avoid discussions about blame? have written invitations gone to all those who should attend? does everyone know what the intention of the meeting is? is the intended venue big enough - will everyone have a seat? does the venue have enough lighting, is it free from distractions? are relevant maps, models or photographs needed and are they available? are visual aids such as whiteboards and overhead projectors needed and available? is a written report to be distributed? are written reports required from those attending? is an agenda prepared, with copies for distribution ready? have the tasks of recording the proceedings and producing a report been allocated?

Appropriate planning should be undertaken to ensure that debriefs are conducted successfully. The above considerations form part of the debrief planning process. To be successful, debrief outcomes need to be recorded and tasks allocated as appropriate. A simple template can assist in achieving this, for example:

PROBLEMS/SUGGESTIONS CORRECTIVE ACTION ACTION BY

A review of the outcomes and consequent actions should be undertaken after an identified period to ensure that the corrective actions have been implemented.

57


Appendix 8 - List of Staff Welfare Issues & Considerations

Issues that may affect staff welfare include:







 people in the MECC may be attempting to work with their own or other agencies which are also severely affected by the effects of the emergency people in the MECC may be working long shifts far outside their normal day-to-day practice and may be working at times of the day when they would normally be resting or sleeping

MECC staff may not have access to their homes or other facilities for the purposes of preparing food, washing and changes of clothes.

MECC staff may have concerns about their own families, friends and property, and may not be able to obtain information or reassurance about these matters.

Consequently, there is a potential for stress and discomfort to reach substantial proportions. Managers should take steps to provide welfare support to ensure that comfort levels are as high as possible and that the operation of the MECC can be maintained at optimum levels. Care should be also taken when dealing with staff welfare, as most MECC staff are not full-time emergency personnel.

Key welfare considerations include:

 provision of a suitable working environment



 provision of rest and recreation areas ensure for regular breaks





 supply of hot and cold drinks supply of snacks and meals maintenance of a supportive atmosphere









 availability of psychological support and counselling provision of information and assistance regarding staff families and related issues management of workloads provision of after-hours accommodation for staff unable to return home recognition of post-event personnel needs.

It is the responsibility of the MECC Facility Manager to ensure that staff stress levels are monitored and have adequate breaks. Stress related issues should be reported to the MERC.

Roster Considerations

The MECC Facility Manager should allow some flexible in developing the shift roster configuration to ensure that MECC requirements are matched to the demands, ability and availability of resources.

The following should be considered in developing the MECC roster:

 likelihood that event or emergency will become protracted





 the number of available personnel required resource constraints fatigue management issues



 multi-agency requirements industrial relations requirements

58


Shift cycles are likely to be dependent on the protracted nature of the emergency. The availability of staff will also affect the rostering arrangements. The following are some considerations:

Initial or short-term MECC activations:

 Single day shift – for an event that is anticipated to be managed within 12 hours or less, does not require a shift handover and can be flexible with the shift start times. (Note: consider industrial relation issues before agreeing on timing of shift – extended day shift may be required)

 Extended day shift – can be utilised for MECC operations that can be managed during the day and into the evening, but have no requirement for overnight operations. Handover times will be required. This roster typically consists of two shifts which can be maintained in the short-term

For protracted MECC requirements, consider:

 Continuous day/night shift – for MECC operations that require continuous or high levels of resourcing. Handover times will be required. If shifts are to be maintained for a prolonged period, rostered days off for staff also needs to be considered.

59


Appendix 9 – Municipal Emergency Coordination Centre Display Boards

Electronic Display Boards

Electronic display boards include smart boards, white boards and data projectors.

Whiteboards

Generally, an ample supply of white boards would be required within a MECC. They should normally be left blank to enable flexibility of use to display the information pertinent to the particular incident or emergency.

The following whiteboard layouts are recommended:

Request Board A board used to show resources requested and committed and provides information on timings and the request.

Situation Board A board which can be used to summarise the current situation for the various locations affected by the incident/emergency. This board is to be constantly updated and forms the basis of information may be released to the public and the media.

Contact Board One or two boards can be used to record important contact numbers being used during the particular incident/emergency. Contact numbers in regular use can be permanently displayed, e.g. ICC/EOC. A Contact Board may also be used for displaying staff details including contact details for staff on field.

Staff and Resource Allocation Board A board which can be used to show staff and personnel deployed to assist in the response/recovery effort.

Liaison Officer Contact Board A board that provides contact details of all personnel within the MECC.

The display board layouts should be considered and agreed to in the MECC operational planning stages and support staff should be made aware of their responsibilities in seeking current up-to-date information and updating the display boards as appropriate.

For information management purposes, information on the white board should be appropriately recorded. A suggestion for information recording is to photograph the whiteboards regularly, or when information is updated. This may meet the information recording requirements of your MECC.

Alternatively, manual recording could be undertaken by a nominated MECC support staff.

60


Examples of Display Board Layouts

Request Board Layout

Correct as at:

REQUEST

NUMBER

TIME/DATE

RECEIVED

REQUESTED

BY

(AGENCY)

DETAILS

TIME/DATE

RECEIVED:

ALLOCATED TO:

(AGENCY)

TIME/DATE

COMPLETED:

Situation Board Layout

Correct as at:

TIME/

DATE

INCIDENT

LOCATION:

REPORT FROM: SITUATION REPORT:

REMARKS

61


Staff and Resource Allocation Board Layout

Correct as at:

JOB No DETAILS NAME OF STAFF/RESOURCE

DEPLOYED:

Liaison Officer Contact Board

Correct as at:

NAME AGENCY

LOCATION CONTACT

NUMBER

TIME

DEPLOYED

TIME WELFARE

(last break)

TIME RETURNED

CONTACT NO.s

62


Appendix 10 Glossary and Acronyms

Acronyms

AIIMS

AV

CFA

DHS

DOI

DPI

DSE

EMA

EMCG

EMLO

EMMV

EMT

EOC

ESLO

FERC

GIS

ICC

IMT

LGLO

MAS

MECC

MEMEG

MERC

MERO

MEMP

MFB

MLO

MRM

OESC

RAV

RERC

RIAC

SERC

SERCC

SitRep

SOP

VICPOL

VICSES

Australasian Inter-service Incident Management System

Ambulance Victoria (formerly MAS and RAV)

Country Fire Authority


Department of Infrastructure

Department of Primary Industry

Department of Sustainability and Environment

Emergency Management Australia

Emergency Management Coordination Group

Emergency Management Liaison Officer

Emergency Management Manual Victoria

Emergency Management Team

Emergency Operations Centre

Emergency Services Liaison Officer

Field Emergency Response Coordinator

Geographic Information System

Incident Control Centre

Incident Management Team

Local Government Liaison Officer

Metropolitan Ambulance Service (now AV)

Municipal Emergency Coordination Centre

Municipal Emergency Management Enhancement Group

Municipal Emergency Response Coordinator

Municipal Emergency Resource Officer

Municipal Emergency Management Plan

Metropolitan Fire Brigade

MECC Liaison Officer

Municipal Recovery Manager

Office of the Emergency Services Commissioner

Rural Ambulance Victoria (now AV)

Regional Emergency Response Coordinator

Rapid Impact Assessment Coordinator

State Emergency Response Coordinator

State Emergency Response Coordination Centre

Situation Report

Standard Operating Procedure

Victoria Police


63


Glossary

Control

Control

Agency

Coordination

Emergency

Relief

EMCG

EMT

EMLO

Incident

Controller

Incident

Control Centre

Incident

Management

Team

Liaison Officer

MECC

MECC Facility

Manager

MERC

MERO

MRM

Recovery

Response

The overall direction of response activities in an emergency. Authority for control is established in legislation or in an emergency response plan, and carries with it the responsibility for tasking other agencies in accordance with the needs of the situation. Control relates to situations and operates horizontally across agencies.

An agency nominated to control the response activities for a specified type of emergency.

The bringing together of agencies and resources to ensure effective response to and recovery from emergencies, primarily concerned with the systematic acquisition and application of required resources.

The provision of life support and essential needs to persons affected by, or involved in the management of, an emergency.

Consists of MERC, MERO, MRM – a municipal decision making group within the MECC.

The EMT consists of the incident controller, the support agency commanders (or their representatives) and the emergency response coordinator (or representative). The EMT should be formed when two or more agencies combine or work in co-operation to respond to an emergency.

An emergency management liaison officer is a person appointed by an agency, who represents his/her agency in another agency’s facility utilised to manage an emergency response; or a coordination centre; or an emergency management team; and is empowered to commit, or to arrange the commitment, of resources of the agency to the response to an emergency; and represents the interests of the agency and provides advice in relation to impacts and consequence management.

The officer with overall responsibility for emergency response operations.

The location where the Incident Controller and various members of the

Incident Management Team provide overall direction of response activities.

The IMT under AIIMS comprises the group of personnel including the

Incident Controller and personnel responsible for the functions of operations, planning and logistics.

Refer to EMLO.

A facility operating at the municipal level to coordinate and organise emergency provisions of municipal and community resources in support of response and recovery.

The function which coordinates the procedural and system requirements to ensure the smooth running of the facility.

A member of Victoria Police appointed at the municipal level to coordinate the response to an emergency.

A municipal appointee responsible to the municipal council for ensuring the coordination of municipal resources to be used in emergency response.

A municipal appointee responsible to the municipal council for ensuring the coordination of municipal resources to be used in recovery.

The assisting of persons and communities affected by emergencies to achieve a proper and effective level of functioning.

The combating of emergencies and the provision of rescue and immediate relief services

64

operation of a municipal emergency coordination centre (Word

- PRACTICE NOTE -

OPERATION OF A

MUNICIPAL EMERGENCY

COORDINATION CENTRE

1. Introduction

2. Purpose of the Practice Note

Prevention

Recovery

Effort applied

Response

Impact

Time

3. Function of a Municipal Emergency Coordination Centre

4. Municipal Emergency Coordination Centre Planning

5. MECC Staffing Structure

MECC O

S

6. Municipal Emergency Coordination Centre - Operation

7. Municipal Emergency Coordination Centre Operating Guidelines

Appendix 1 – Recovery Activities at the MECC

Appendix 2 – Municipal Emergency Coordination Centre Venue Consideration and Checklist

Appendix 3 – Municipal Emergency Coordination Centre Layout

Appendix 4 – Municipal Emergency Coordination Centre Equipment

Checklist

Appendix 5 - Municipal Emergency Coordination Centre Roles and

Responsibilities

Appendix 6 – Municipal Emergency Coordination Centre Message/Request Handling

System

CALL TAKEN BY

MESSAGE TYPE:

MESSAGE TYPE:

_________

MERC/MERO/MRM ASSESSMENT & DIRECTIONS:

AGENCY ACTIONS:

Appendix 7 – Municipal Emergency Coordination Centre Briefing, Handover and

Debriefing Guidelines

Appendix 8 - List of Staff Welfare Issues & Considerations

Appendix 9 – Municipal Emergency Coordination Centre Display Boards

Appendix 10 Glossary and Acronyms

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