MUNICIPAL
FIRE
MANAGEMENT
PLAN
2012 - 2015
Updated October 2012
ACRONYMS
Abbreviation
Definition
CFA
Country Fire Authority
DHS
Department of Human Services
DCPD
Department of Planning & Community Development
DPI
Department of Primary Industries
DSE
Department of Sustainability & Environment (Vic)
EMMV
Emergency Management Manual Victoria
FDI
Fire Danger Index
IAP2
International Association of Public Participation 2
IFMP
Integrated Fire Management Planning
MAV
Municipal Association of Victoria
MCC
Maroondah City Council
MEMP
Municipal Emergency Management Plan
MEMPC
Municipal Emergency Management Planning Committee
MFB
Metropolitan Fire Brigade
MFPP
Municipal Fire Prevention Plan
MFMP
Municipal Fire Management Plan
MFMPC
Municipal Fire Management Planning Committee
MFPO
Municipal Fire Prevention Officer
NSP
Neighbourhood Safer Places – Places of Last Resort
ParksVic
Parks Victoria
RSFMP
Regional Strategic Fire Management Plan
RSFMPC
Regional Strategic Fire Management Planning Committee
TPP
Township Protection Plan (now Community Information Guide)
VicPol
Victoria Police
VICSES
Victorian State Emergency Service
VFRR
Victorian Fire Risk Register
YVW
Yarra Valley Water
TABLE OF CONTENTS
1.
1.1
COMMITTEE ENDORSEMENT .............................................................................. 4
Authority Committee Membership ........................................................................... 5
2.
2.1
2.2
2.3
2.4
2.5
2.6
2.7
INTRODUCTION ...................................................................................................... 6
Introduction to Fire Management ............................................................................ 6
Authority for the Plan and Planning Process .......................................................... 6
Period of Plan .......................................................................................................... 6
Summary of Plan Preparation Process ................................................................... 7
Stakeholder Analysis ............................................................................................... 8
Planning Process .................................................................................................... 8
Community and Organisational Engagement Process ......................................... 10
3.
3.1
3.2
3.3
3.4
3.5
ENGAGEMENT AND COMMUNICATIONS .......................................................... 11
Integrated Fire Management Planning Engagement Process .............................. 11
Stakeholder Analysis ............................................................................................. 11
Community Engagement Principles ...................................................................... 12
Agency Engagement and Plan Approval .............................................................. 12
Outcomes .............................................................................................................. 12
4.
4.1
4.2
4.3
4.4
4.5
SUMMARY OF THE ENVIRONMENTAL SCAN ................................................... 13
Summary ............................................................................................................... 13
Resident Profile ..................................................................................................... 14
Demographics ....................................................................................................... 14
Cultural and language diversity ............................................................................. 14
Dwellings ............................................................................................................... 15
5.
5.1
5.2
5.3
5.4
MUNICIPAL FIRE MANAGEMENT OBJECTIVES ............................................... 16
Alignment with Eastern Metropolitan Regional Objectives ................................... 16
Strategic Objectives and Outcomes, Strategic Direction ...................................... 17
Required Links ....................................................................................................... 17
History of Emergencies ......................................................................................... 17
6.
6.1
6.2
6.3
6.4
6.5
6.6
6.7
6.8
6.9
FIRE MANAGEMENT RISKS STRATEGIES ........................................................ 18
Risk Assessment Methodologies .......................................................................... 18
Victoria Fire Risk Register - Bushfire .................................................................... 18
Timelines ............................................................................................................... 18
Responsible Agencies ........................................................................................... 18
Treatment of Risk .................................................................................................. 19
Hazard Trees ......................................................................................................... 20
Community Information Guide (formerly Township Protection Plans TPPs) ........ 20
Neighbourhood Safer Places (NSPs) ................................................................... 21
Individual Bushfire Risk Treatments ..................................................................... 21
7.
7.1
7.2
7.3
IMPROVEMENT AND PLAN REPORTING AND REVIEW PROCESS ............... 22
Audit ....................................................................................................................... 22
Plan Amendment and Review ............................................................................... 22
Reporting ............................................................................................................... 22
APPENDIX A:
EMERGENCY RISK MANAGEMENT ASSESSMENT MATRIX ................ 23
APPENDIX B
TERMINOLOGY .......................................................................................... 27
Maroondah Fire Management Plan
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1.
COMMITTEE ENDORSEMENT
The Municipal Fire Management Plan (MFMP) for Maroondah municipal area has been
prepared with, and is in agreement with, the advice and recommendations of the Municipal
Fire Management Planning Committee (MFMPC).
This Municipal Fire Management Plan (MFMP) has been endorsed by the Municipal Fire
Management Planning Committee, the Municipal Emergency Management Planning
Committee (MEMPC) and Maroondah City Council.
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1.1
Authority Committee Membership
Mark Milaszewicz (Chair)
Metropolitan Fire Brigade
Mark Kennedy (Deputy Chair)
Country Fire Authority
Katrina Lewis
Metro Trains
Paul Roadley
Metro Trains
Paul McBride
Victoria Police
Andrew Hives
Victoria Police
David Harden
SP Ausnet
Mark James
SP Ausnet
Tim Moulton
Yarra Valley Water
Hieu Dang
Yarra Valley Water
Russell Greenland
VicRoads
Cate Evenden
Country Fire Authority Bayswater
Alan Waters
Country Fire Authority Bayswater
Craig Bray
Parks Vic
Vicki Miller
Maroondah City Council
Debra Styles
Maroondah City Council
Lex Ritchie
Maroondah City Council
Deanne Keogh
Maroondah City Council
Neil Rattray
Maroondah City Council
Maroondah Fire Management Plan
5
2.
2.1
INTRODUCTION
Introduction to Fire Management
The Municipal Fire Management Plan (MFMP), as a sub plan of the Municipal Emergency
Management Plan (MEMP), is risk based and has been developed using the principles
outlined in the Integrated Fire Management Planning (IFMP) Framework and Guide, and the
Guidelines for Fire Management Planning Part 6A: Emergency Management Manual Victoria.
This plan will replace the Municipal Fire Prevention Plan (MFPP). Maroondah is on the urban
fringe and has a relatively low bushfire risk but shares its border with 3 high risk areas.
Maroondah is a shared Metropolitan Fire Brigade (MFB) and Country Fire Authority (CFA)
municipal area and has a predominately higher urban risk.
The IFMP framework sets out to provide structures and whole-of-government policies to
improve fire management planning in Victoria. This Plan has been written in accordance with
these guidelines. IFMP aims to achieve a consistent and effective means for fire
management planning within Victoria through a commitment to cooperation and building of
collective knowledge that will inform collaborative planning.
The purpose of the MFMP is to chart the planned and coordinated implementation of
measures designed to minimise the occurrence and mitigate the effect of bushfires and the
planned use of fire for a variety of purposes.
2.2
Authority for the Plan and Planning Process
The MFMP has been produced by and with the authority of Maroondah City Council pursuant
to Section 20 of the Emergency Management Act 1986, and will be deemed to fulfil Section
55A of the CFA Act 1958. This MFMP is a sub-plan of the MEMP.
The MEMPC approved the establishment of the MFMPC as a sub-committee of the MEMPC.
On 18th August 2011 the MFPC moved a motion that its functions under the CFA Act 1958,
Section 54 be transferred to the MFMPC. CFA Act Section 55A requires that the municipal
area must prepare and maintain a MFMP with the advice of the MFMPC.
The MFMP was adopted by the MFMPC on 7 May 2012 and endorsed by the Maroondah
City Council.
2.3
Period of Plan
In accordance with Section 55B CFA Act 1958, the MFMP’s are to be audited every three
years; however this plan is to be reviewed annually by the MFMPC and Municipal Fire
Prevention Officer (MFPO) so that this plan remains current and amended as required on a
regular basis.
Maroondah Fire Management Plan
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2.4
Summary of Plan Preparation Process
IFMP is a central component of the State Fire Management Planning Strategy 2009.
Essentially, IFMP involves communities, agencies and government working together in fire
management planning.
The two key documents relating to IFMP are:

The Integrated Fire Management Planning Framework which provides an overview of
how IFMP works and who is involved; and

The Integrated Fire Management Planning Guide which outlines the regional and
municipal fire management planning process, including the process for developing
this Municipal Fire Management Plan (MFMP).
IFMP builds on existing processes to support the integration, consistency and coordination of
fire management planning activities of government, the fire management sector and
communities. IFMP is designed to operate under existing fire and emergency management
legislation and therefore does not replace existing statutory roles and responsibilities.
Under IFMP, collaborative agency fire management planning will occur through Fire
Management Planning Committees at the State, regional and municipal levels. Agency plans
will be aggregated to form the basis of Fire Management Plans. Fire management planning
will be aligned with each organisation’s planning and business processes through:

The implementation of common planning models and methodologies;

Allocation of resources and accountabilities;

Participation in common decision making through the committee process;

Collaborative delivery of fire management activities; and

Cooperative engagement.
IFMP also links fire management planning across the State to a standard risk management
approach. The alignment of the IFMP planning cycle with the Australian Risk Management
Standard AS/NZ ISO 3100 2009 is outlined in Table 1 below.
TABLE 1. IFMP ALIGNMENT WITH AS/NZS ISO 31000:2009
Stage of the IFMP planning cycle
Relevant aspect of the AS/NZS ISO 31000:2009
Risk Management – Principles and Guidelines
Engagement Plan
Communicate and consult
Environmental Scan
Establish the context
Risk Assessment > Analyse
Identify the risk > Analyse the risk > Evaluate the risk
Decide > Publish
Determine and document treatment options
Deliver
Treatment of risk
Monitor and Improve
Monitor and review
Maroondah Fire Management Plan
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2.5
Stakeholder Analysis
The committee will use the following definitions to group stakeholders to identify their level of
involvement with the planning process.

Primary stakeholders – the organisations represented on the MEMPC and MFMP
committees.

Secondary stakeholders – involved in specific tasks, or to give advice, attend
meetings on a required basis.

Other stakeholders/interested groups that could benefit from an awareness of this
plan.
The following communication and engagement methods will be used in the development and
implementation of this plan:







2.6
Reports, minutes and agenda – normal MFMP committee documents;
Maroondah City Council website;
Email updates;
Special meetings – meeting called outside normal committee meetings;
MEMPC members;
Media releases; and
On site displays
Planning Process
This Plan has been prepared by the MFMPC in accordance with the IFMP Framework, the
IFMP Planning Guide and the Emergency Management Manual Victoria, Part 6A –
Guidelines for Municipal Fire Management Planning. Legislative arrangements for the
operation of the IFMP are detailed in the Emergency Management Manual (EMMV). This
plan has been developed consistent with the IFMP process, as shown in Figure 1.
Figure 1 - The IFMP planning process (IFMP Guidelines 2010 p.13)
Maroondah Fire Management Plan
8
Development of this plan has been undertaken by representatives of the various agencies
that comprise MFMPC. This plan is not intended to duplicate existing agency plans but to
consolidate and coordinate the significant range of plans that exist within Maroondah City
Council’s municipal area regarding fire.
An overview of the State’s emergency management and planning committee structure is
presented in Figure 2 with the relevant position of this plan within this framework highlighted.
The committee tier structure and the purpose of each group are shown in Figure 3 with the
role of the municipal committee highlighted.
Figure 2 - An overview of the State's emergency management and planning committee
structure (adapted from Emergency Management Manual Victoria, 2011)
Coordinator in Chief of
Emergency Management
[Minister of Police &
Emergency Services]
State
Emergency
Mitigation
Committee
State
Emergency
Response
Planning
Committee
Specialist Planning
Sub - Committees
Victoria Emergency
Management Council
State
Emergency
Recovery
Planning
Committee
State Fire
Management
Planning
Committee
Municipal E/M
Enhancement
Group
Functional Services
Sub - Committees
State E/M
Training
Steering
Committee
Victoria Emergency
Management Council
Co-ordination Group
E/M Training
& Exercising
Strategy
Committee
State Flood
Policy
Committee
Victorian
Flood
Warning
Consultative
Committee
State E/M
Exercising
Steering
Committee
State Level
Regional Emergency
Response Planning
Committee
Regional Emergency
Recovery Planning
Committee
Regional Strategic Fire
Management Planning
Committee
Regional Level
Municipal Emergency
Management Planning
Committee
Municipal Fire
Management Planning
Committee
Municipal Level
Community Emergency
Management
Committee
Community Level
Public & Private
Infrastructure Fire Plans
(Shopping Centres,
Businesses, etc)
Community Facilities
Fire Plans
(Sporting clubs, Schools,
Hospitals, Child care etc.)
Household & Individual
Fire Plans
Personal Level
Maroondah Fire Management Plan
9
Figure 3 - Committee structure (adapted from IFMP guidelines 2010. P7)
Victorian Emergency
Management Council
(VEMC)
State Fire Management
Planning Committee
(SFMPC)
Ensure a consistent, sustainable and integrated approach to fire
management planning across Victoria.
Regional Strategic Fire
Management Planning
Committees
(RSFMPC)
Provide a regional level forum to build and sustain organisational
partnerships, generate a common understanding and shared purpose
with regard to fire management and to ensure that the municipal area
and individual agency plans are linked to the regional strategic
direction and consistent across regional boundaries.
Municipal Fire
Management Planning
Committees
(MFMPC)
Provide a municipal level forum to build and sustain organisational
partnerships, generate a common understanding and shares purpose
with regard to fire management and ensure that plans of individual
agencies are linked and complement each other.
2.7
Community and Organisational Engagement Process
The ability of a community to respond to a fire situation and in turn recover from the effects of
a fire will depend on the attitude of the people affected. Obtaining the preferred response
from people during a bushfire will require community and organisational engagement,
education and awareness programs to be implemented for this purpose.
This MFMP aims to collate and integrate the fire agencies and Council prevention and
awareness programs within Maroondah.
This plan details the process to be undertaken in relation to stakeholder engagement and
communications, including the implementation of the MFMP.
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3.
3.1
ENGAGEMENT AND COMMUNICATIONS
Integrated Fire Management Planning Engagement Process
Community and organisational engagement is required throughout the IFMP process. The aim
is for communities and organisations to participate together in the collaborative development,
delivery and monitoring of MFMP.
Consistent with the IFMP Guidelines, the MFMPC is developing a Community and Stakeholder
Engagement Plan in conjunction with the Eastern Metropolitan Region Stakeholder and
Community Engagement Strategy.
The Community and Stakeholder Engagement Plan identifies key stakeholders and the level,
method and timing of stakeholder engagement for this Plan. This Plan will be developed using
International Association for Public Participation Australasia (IAP2) principles. These principles
are as follows:
Inform
Provide appropriate detailed and accurate information to assist stakeholders develop a
shared understanding of the complexity of issues, alternatives and possible solutions.
Consult
Utilise stakeholder expertise and diversity to obtain input into analysis, alternatives and
develop key decisions.
Involve
Work directly with the suite of key stakeholders throughout the various processes to
ensure key issues and intent are understood and considered.
Collaborate
Partner with key stakeholders in each aspect of decision making. This includes the
development of alternatives, and the identification of contributions and priority actions with
a clear understanding of the responsibilities of each stakeholder.
Empower
Foster and promote transparent and accountable processes that allow each stakeholder
organisation to empower themselves through key actions and the implementation of
responsibilities.
3.2
Stakeholder Analysis
Stakeholders for this Plan have been grouped into three categories according to their
chosen level of participation in integrated fire management planning and their information
requirements. The three engagement categories are:

Primary (permanent MFMPC members);

Secondary (attend MFMPC by request); and

Other stakeholders/interested groups that could benefit from an awareness of this
plan.
This stakeholder analysis helped inform the development of the Engagement Plan,
including determining the level and timing of stakeholder participation.
Maroondah Fire Management Plan
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3.3
Community Engagement Principles
The MFMPC recognises the value of local knowledge and the unique contribution the
community can make to local fire management planning.
Effective community engagement in fire management planning is required to:

Promote acceptance, understanding and joint problem solving;

Raise knowledge and skills of fire management through participation;

Produce plans that support community and organisational expectations; and

Incorporate community and organisational needs into the development of fire
management plans.
3.4
Agency Engagement and Plan Approval
This plan was produced collaboratively by members of the MFMPC. The Committee is
made up of representatives from Maroondah City Council, CFA, MFB, Victoria Police,
VicRoads, YVW, Parks Vic, Metro Trains and SP Ausnet.
As a sub plan of the MEMP, the draft Plan was provided to the Council’s MEMPC for
review and comment. The MEMPC has a broader stakeholder representation that
includes representatives from Maroondah City Council, MFB, Victoria Police, CFA, YVW,
VicRoads, Department of Human Services, Department of Health, Ambulance Victoria,
Red Cross, Victorian Council of Churches, VICSES and Eastern Health.
3.5
Outcomes
The desired outcomes from the community and organisational engagement process are:

Relevant stakeholders are engaged at the appropriate stage of plan development
and actively participate in shaping and implementing this plan;

The roles and responsibilities of individuals, agencies and government in preparing
for fire and improving people’s safety are well understood;

Agency fire management activities are better integrated and coordinated with
Maroondah City Council activities;

IFMP – Community Engagement Strategy for Eastern Metropolitan Region
Municipal Fire Management Plans;

Community knowledge and understanding of fire risks and fire management in
Maroondah is significantly increased; and

This plan supports, or is revised to support, community and organisational needs.
Maroondah Fire Management Plan
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4.
4.1
SUMMARY OF THE ENVIRONMENTAL SCAN
Summary
Maroondah is located in Melbourne's eastern suburbs, about 25 kilometres from the
Melbourne CBD. Maroondah is bounded by the Manningham in the north, Yarra Ranges
in the east, Knox in the south, and Whitehorse in the west.
Maroondah includes the suburbs of Bayswater North, Croydon, Croydon Hills, Croydon
North, Croydon South, Heathmont, Kilsyth (part), Kilsyth South, Park Orchards (part),
Ringwood, Ringwood East, Ringwood North (part), Vermont (part), Warranwood and
Wonga Park (part).
Maroondah is a predominantly residential area, with some commercial, industrial and
semi-rural areas, and substantial parklands. The city encompasses a total land area of
about 61 square kilometres. Established residential areas are located along the major
transport routes and railway lines, while newer residential areas are located in the northern
and south-eastern peripheries.
Maroondah is an Aboriginal word meaning "leaf".
Source: 2011 Census of Population and Housing
Maroondah Fire Management Plan
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4.2
Resident Profile
People
Male
Female
Median age
Families
Average children per family
Land Area
Density (people per hectare)
Private dwellings
Average people per household
Single person households
Average vehicles per dwelling
107,309
52,045
55,264
38
28,297
1.8
61 kms2
17.5
41,480
2.6
9,492
1.8
Source: 2011 Census of Population and Housing
4.3
Demographics
The current population of the City of Maroondah is 107,309 (Estimated Residential
Population as of 30 June 2011). Of these 48.5% were male and 51.5% were female.
Aboriginal and Torres Strait Islander people make up 0.4% of the population.
Children aged 0 - 14 years make up 18.8% of the population and people aged 65 years
and over make up 14.8% of the population. The median age is 38 years.
Maroondah has a larger than average population of people aged 80 and over (4.6%
compared to the Victorian average of 3.9%).
There are approximately 5,000 residents aged 80 and over.
Nearly 10,000 people live alone.
4.4
Cultural and language diversity
People born in Australia make up 75.5% of population, with people from English-speaking
countries (UK, Ireland, New Zealand) making up a further 6%. The most common
countries of birth from non-English speaking countries are China 1.4%, India 1.3% and
Burma 0.8%.
English is spoken at home by 84.5% of people. Other languages spoken at home
included Mandarin 1.5%, Cantonese 1.0%, Italian 0.9%, Greek 0.6% and German 0.5%.
A recent development in the cultural make up of Maroondah is the settlement of a
significant number of refugees from Burma. These people are largely from two different
ethnic minorities, with different languages and cultural identities.
People who are recently arrived in Australia tend to reside in areas close to public
transport. The map below shows recently arrived people in 2006 were clustered around
Ringwood and Croydon railway stations.
Maroondah Fire Management Plan
14
Source: 2011 Census of Population and Housing
4.5
Dwellings
The 2011 Census shows that of occupied private dwellings in Maroondah, 77.3% were
separate houses, 17.8% were semi-detached, row or terrace houses, townhouses etc,
4.7% were flats, units or apartments and 0.1% were other dwellings.
In Maroondah, 93.6% of private dwellings were occupied and 6.4% were unoccupied.
Maroondah Fire Management Plan
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5.
MUNICIPAL FIRE MANAGEMENT OBJECTIVES
Approaches to emergency management are framed by the assessment of risk. This
includes an analysis of the risks and identification of options for positive change. It places
greater emphasis on addressing underlying causes and seeking long-term, sustainable
solutions that incorporate the four essential elements of emergency management:

Prevention focusing resources on the underlying causes of fires and treating
them;

Preparedness ensuring the fire management sector and the community have
plans and arrangements in place that are well practised, addressing all fire risks;

Response ensuring effective, appropriate
arrangements are in place and tested; and

Recovery helping to re-establish communities, businesses, infrastructure,
buildings, biodiversity and ecosystem functionality.
5.1
fire-fighting
equipment
and
Alignment with Eastern Metropolitan Regional Objectives
The development of the vision and mission for this municipal plan were guided by the
Eastern Metropolitan Regional vision and mission.
Eastern Metropolitan Regional Vision:
The Eastern Metropolitan RSFMPC endorses the State vision.
Fire Management in the Eastern Metropolitan Region that delivers:




Active participation of community, the sector and government working together in
fire management planning to reduce the destructive impact of fire on
communities and the environment;
Communities that are resilient to the effects of fire;
Greater understanding of the fire sector within the community; and
Healthy natural, social, built and economic environments.
Eastern Metropolitan SFMPC Mission:
The mission is the Eastern Metropolitan RSFMPC’s statement of intent:
“Agencies of the Eastern Metropolitan Region working together with communities to
reduce the impact of unplanned fire.”
The Eastern Metropolitan RSFMPC will work towards realising the vision and achieving
their mission through objectives that fall under the following seven key themes:
1.
Committee becomes the driver (lead body) for fire management planning across
the region.
2.
Building and using knowledge.
3.
Working with the community to manage fire.
4.
Delivering cross tenure outcomes that address fire risk at a landscape and regional
level.
5.
Effective communications and marketing.
6.
Continuous improvement.
7.
Identifying and treating significant natural, social, built and economic environments.
Maroondah Fire Management Plan
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5.2
Strategic Objectives and Outcomes, Strategic Direction
The primary objectives of the Municipal Fire Management Plan (MFMP) are:

To effectively manage and reduce the risk of fire, with a view to protecting life and
property with due regard to the built, economic and natural environments.

Alignment and integration of existing fire management planning and practices
across agencies and the community.
The MFMP is a strategic document that identifies communities and assets at risk through
an Environmental Risk Scan incorporating Maroondah City Council’s previous MFPP and
MEMP using the VFRR-Bushfire tool (VFRR-B) and the Urban Fire Risk Profile to identify
assets at risk from fire and treatments currently applied to mitigate risk.
The MFMPC is required to prepare and submit a draft MFMP to the MEMPC for their
endorsement prior to submission to Maroondah City Council for its endorsement.
The objective of this Plan is to minimize the occurrence and mitigate the impacts of
bushfire, grass fire, structural and chemical incidents in the community in accordance with
the IFMP framework.
5.3
Required Links
Our required links are the VFRR-B, Urban Fire Risk Profile, Maroondah Electric Line
Clearance Management Plan 2010-2012 and the Hazard Trees – Identification and
Notification Procedures 2012, Community Information Guide (formerly TTP), MEMP Risk
Matrix and Maroondah Recovery Plan.
5.4
History of Emergencies
Bushfires
Over the years there have been many threats from bushfire to the municipal area. Of
particular interest was a bushfire in January 1913 that burnt between Warrandyte and
Ringwood where several houses were damaged. In 1927 bushfires threatened properties in
the northern area and crossed Maroondah Highway and threatened homes on the southern
side of the highway down to the railway line in Croydon.
In 1962 there were massive fires, which circled around Croydon and Ringwood townships.
To our knowledge there was no reported damage to buildings during this fire. Again in
November 1967 to March 1968 there were major fires through the state. Croydon and
Ringwood were again encircled by the bushfires.
Bushfires in February 2009 impacted many areas of Victoria resulting in numerous lives lost.
Maroondah, though not affected directly by the fires did provide resources to Councils
affected.
Heatwave 2009
The Victorian Heatwave in January 2009 was a period during which the state experienced
the most extreme temperatures. Over the 5 days, 27 – 31 January 2009, maximum
temperatures were 12 – 15 ˚C above normal over much of Victoria with 374 deaths recorded
compared to the previous years. During this period it was necessary for Maroondah City
Council to activate their Business Continuity Plans across service delivery areas.
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17
6.
6.1
FIRE MANAGEMENT RISKS STRATEGIES
Risk Assessment Methodologies
To determine the bushfire risk within Maroondah municipal area, three main risk
assessment methods were used:

VFRR-B

Urban Fire Risk Profile

MEMP Risk Profile Matrix
6.2
Victoria Fire Risk Register - Bushfire
The VFRR-B application is a systematic process that identifies assets at risk of bushfire on a
consistent state wide basis using the Australian/New Zealand Risk Management Standard
ISO:31000 2009.
The aim of the VFRR-B is to minimise the risk of adverse impact of bushfires on assets and
values in human settlement, cultural heritage, economic and environmental contexts.
The objective of the VFRR-B is to:

Identify and rate bushfire risks to assets;

Identify current mitigation treatments to manage the risk;

Identify the agencies responsible for implementing mitigation treatments and strategies;

Produce an integrated document and risk register across responsible agencies; and

Support and inform planning at a local level.
The primary outputs of the VFRR-B process are a series of satellite maps displaying assets at
risk, plus a municipal bushfire risk register, listing the risk rating for each asset and current risk
mitigation treatments.
6.3
Timelines
The planning cycle for municipal level treatment activities is 3 years, with an annual review
conducted by the MFMPC.
6.4
Responsible Agencies
This Plan brings together all agencies with legislative responsibility for fire management to
collectively work together with the community to effectively and efficiently prepare for,
respond to and recover from fire. Whilst the emphasis is currently on bushfire within the
Maroondah area, it is envisaged that chemical and structural fire elements will be added
as the risk assessment tools for these areas are developed.
Involved Agencies
Country Fire Authority (CFA): is one of the world’s largest volunteer- based emergency
management organisations. CFA brigades respond to a range of emergency incidents, as
well as conduct broader activities with communities such as community education and fire
investigation.
Department of Human Services (DHS): plan, fund and deliver community and housing
services, directly and with community sector partners. DHS is the principle agency for
State Recovery coordination.
Department of Primary Industries (DPI): is responsible for agriculture, fisheries, earth
resources, energy and forestry in Victoria.
Maroondah Fire Management Plan
18
Department of Planning and Community Development (DPCD): is responsible for
managing the state’s planning system and building stronger communities.
Department of Sustainability and Environment (DSE):) is Victoria's lead government
agency for sustainable management of water resources, climate change, bushfires, public
land, forests and ecosystems.
Department of Transport (DOT): is responsible for building a safe, fair and green
transport system for Victorians.
Metropolitan Fire Brigade (MFB): is responsible for fire management and response in
the metropolitan areas, as well as conduct broader activities with communities such as
community education and fire investigation.
Metro Trains: operates 150 six-carriage trains across 830 kilometres of track. The train
fleet covers more than 30 million kilometres per year servicing more than 200 million
customer journeys
Parks Victoria: is responsible for preserving the natural and heritage values of the parks,
bays, and waterways in Victoria.
Victoria State Emergency Services (VICSES): is a volunteer based organisation
responding to emergencies and working to ensure the safety of communities around
Victoria. VICSES is the lead agency when responding to floods, storms and earthquakes.
VicRoads: manage the Victorian arterial road network and its use as an integral part of
the overall transport system.
Victoria Police (VICPOL): provide 24 hour police service to the Victorian community. It
contributes to a high quality of like for individuals by ensuring a safe and secure society
and underpins the economic, social and cultural wellbeing of Victoria. Victoria Police is
the lead agency in emergency coordination.
Municipal Specific Agencies
Melbourne Water: Melbourne Water is owned by the Victorian Government. They
manage Melbourne’s water supply catchments, remove and treat most of Melbourne’s
sewage, and maintain river creeks and major drainage systems throughout the Port Phillip
and Westernport catchment.
Multinet Gas: Multinet Gas is the largest distributor of natural gas in Victoria and serves
connections in Melbourne’s inner and outer eastern and south eastern suburbs. Multinet’s
distribution network includes 172 kilometres if transmission pressure pipelines and 9,241
kilometres of mains.
SP AusNet: SP AusNet manages three Victorian energy networks – electricity
transmission, electricity distribution and gas distribution. In addition SP AusNet also
provides non-regulated business services including data measurement, technical services,
telecommunications and vegetation management.
VicTrack: VicTrack is a government rail agency whose role is first and foremost to
support public transport and secondly broader government priorities by acting
commercially.
Yarra Valley Water: Yarra Valley Water is the largest of Melbourne’s three retail water
businesses providing water supply and sewerage services over 1.6 million people and
over 50,000 businesses in the northern and eastern suburbs of Melbourne.
6.5
Treatment of Risk
The State fire management priorities are underpinned by the primacy of life and the protection
of property, the economy and the environment. These priorities inform and are integrated into
the primary fire risk management strategies used in this plan, which are:

Community education and engagement;

Hazard reduction;

Preparedness; and

Regulatory controls.
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In addition to these recommended municipal strategies, there are a number of state-wide and
municipal treatments that have been identified for each fire risk management strategy, which
can be used by agencies to reduce the risk and effect of fire on the community. The generic
state and municipal treatments include:

Community education and engagement activities such as community forums, festival,
website and other agency events and media releases;

Public awareness – multimedia communications;

Power line hazard tree identification, management and reporting;

Fire hazard inspection program and issue of fire prevention notices;

Legislative compliance and enforcement;

Bushfire management overlays;

Bushland assessments with CFA/MFB;

Bushland Management Plan;

Building code of Australia;

Permits to burn; and

Local laws.
To effectively reduce community vulnerability to fire will require more than inter-agency effort
alone. It will require more self-reliant and self-aware communities that have the knowledge,
motivation and capacity to manage risks to reduce the threat of fire and that work as active
partners with fire management agencies.
6.6
Hazard Trees
The Electrical Safety Act 1998 (Vic) provides that a municipal council must specify, within its
MFMP:
(a)
Procedures and criteria for the identification of hazard trees; and
(b)
Procedures for the notification of responsible persons of trees that are hazard trees in
relation to electric lines for which they are responsible.
Further information can be located at the Maroondah Electric Line Clearance Management
Plan and the Hazard Trees – Identification and Notification Plan.
6.7
Community Information Guide (formerly Township Protection Plans
TPPs)
Community Information Guides (formerly known as Township Protection Plans) are a key
source of information for the community and an important tool to emphasise the shared
responsibility between the community, fire services and local government. Guides have
been developed for a number of communities state-wide that are deemed to be at risk of
bushfire or grassfire (CFA, 2012). Maroondah has areas which fall into the Community
Information Guide covering the greater Warrandyte area (namely South Warrandyte and
Wonga Park Township Protection Plans). Maroondah City Council is one of the agencies
that work with CFA (lead agency) in the development of these plans.
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6.8
Neighbourhood Safer Places (NSPs)
Maroondah municipal area does not have any designated Neighbourhood Safer Places.
Following recommendation from the MFMPC, Maroondah municipal area has no nominated
Neighbourhood Safer Places. An assessment of likely need indicated the following:

Maroondah municipal area is at relatively low risk of bushfire.

No suitable sites were available in areas most likely to be impacted by fire (eg. on
Northern boundary).

Neighbourhood Safer Places located in the MFB Districts were not deemed as
appropriate.

More appropriate and accessible facilities such as shopping centres, libraries and
other community facilities would be available in preference to a Neighbourhood Safer
Place.

In the event that fire impacted significantly on Maroondah or neighbouring
municipalities, Maroondah City Council would likely activate relief centres.
6.9
Individual Bushfire Risk Treatments
Vegetation Management Rights
Native vegetation is important to many Victorians and its removal is carefully regulated by
both State Planning controls and Local Planning Schemes. Local schemes include
Significant Landscape Overlays (SLO) and Vegetation Protection Overlays (VPO).
Local Laws and Permit to Burn
Under Maroondah City Council’s Local Laws, a fire may not be lit or remain alight in the
open air without a permit, and the requirements of the Fire Danger Period and Total Fire
Bans must be complied with.
During the declared Fire Danger Period, limited permits may be obtained by individuals to
conduct a fuel reduction or stubble burn within the municipal area. These permits are
issued by Maroondah City Council under authority of the CFA Act. These permits contain
stringent conditions that must be complied with.
Further information about local laws and permits may be obtained from the Maroondah
City Council website www.maroondah.vic.gov.au.
Inspection of Private Properties and Issue of Notices
Maroondah City Council will conduct fire hazard inspections within the municipality,
concentrating on high risk areas. Fire prevention notices will be issued on land
considered to be a fire risk as soon as practicable upon declaration of Fire Danger Period.
Planning Permits
When applications are lodged with Maroondah City Council for permits under the Planning
and Environment Act for the subdivision of land or the construction of buildings in areas of
fire risk, the Council may give consideration to the Planning Guidelines for Subdivisions in
bushfire-prone areas in determining any such application, and also refer the application to
the relevant fire agencies for comment.
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7.
IMPROVEMENT AND PLAN REPORTING AND REVIEW PROCESS
Maroondah City Council has a legislative responsibility under the Emergency Management
Act (1986) to develop a MEMP, and under the Country Fire Authority Act 1958, to develop
and implement a MFMP prepared by the MFMPC and is also required to meet the same
legislative requirements as the MFPP. The MFMP endorsed and adopted on 7 May 2012
has replaced the MFPP.
7.1
Audit
For Councils wholly or partly within the country area of Victoria, the MFMP will also be
audited under S55B of the Country Fire Authority Act 1958.
In the country area of Victoria, the MFMP must incorporate the provisions of S55A(2) of
the Country Fire Authority Act 1958 relating to fire risks and their treatment and will be
deemed to meet the requirement for a MFPP under S55A(1) of the Country Fire Authority
Act 1958.
7.2
Plan Amendment and Review
This MFMP has a three year lifespan based on current audit requirements contained
within Section 55B of the Country Fire Authority Act 1958. It is acknowledged that the
audit process for this plan and planning cycles may change as the IFMP framework and
planning processes evolve in the future .
This MFMP will be reviewed and amended:

Annually in association with the MEMP;

Following significant incidents if required;

As directed by the State or Regional Fire Management Planning Committees;

As required by legislation; and/or

As further works are completed by the MFMPC.
7.3
Reporting
Objectives, actions and measures included in this plan will be reported to the MFMPC at each
quarterly meeting and will be minuted. Reports will be provided to relevant agencies and the
Eastern Metropolitan Regional Committee as required.
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APPENDIX A:
1.
No
.
EMERGENCY RISK MANAGEMENT ASSESSMENT MATRIX
Prevention – focusing resources on the underlying causes of fires and treating them.
Objective
Actions
When
Who
Measures
1.1
Regulate fire use and other ignition
sources.
Regulate burning off during
Fire Danger Period using
Schedule 12, 13 &14 MCC
permits as required.
As
Required
MCC
CFA
Report received including details of permits
issued, compliance/infringement notices and
burning offs attended.
1.2
Coordinate fuel modification
activities around power lines in line
with current legislation and
guidelines.
Manage vegetation in proximity
to electricity and distribution
lines including hazard trees in
accordance with MCC Electric
Line Clearance Plan.
Ongoing
SP Ausnet
MCC
Report received from power companies and
MCC (Nov-Feb).
1.3
Ensure vacant land is maintained to
minimise fire risk.
Undertake vacant land
inspections and provide
educational advice.
Dec-Mar
MCC
Report received regarding vacant land
inspections completed.
Compliance/infringement notices issued and
contractors engaged. (Jul).
1.4
Development and maintenance of
operation pre-plans for high life risk
accommodation buildings.
Inspection program for high life
risk accommodation buildings
to ensure relevant fire safety
regulations are complied.
Ongoing
MCC
(MBS)
MFB
DHS
DFA
Pre-plans established and number of inspections
completed.
1.5
Support initiatives and actions that
prevent deliberate and accidental
ignition of fires.
Suspicious Fire Program
Juvenile Fire Awareness
Intervention Program (JFAIP)
Ongoing
MFB
VicPol
CFA
MCC
Problem areas identified
Offenders identified
Community information delivered
1.6
Support regional initiatives to better
improve fire management.
Engage with and contribute to
regional emergency
management committees.
Quarterly
MFPO &
MFMPC
RSFMPC and regional response and recovery
attendance recorded in minutes and reported to
MFMPC.
1.7
Communication and enforcement of
ESV rules with regards to
maintenance on private overhead
electric lines.
Manage vegetation in proximity
to electricity transmission and
distribution lines including
hazard trees, in accordance
with the MCC’s Electric Line
Clearance Management Plan.
As
required
SP AusNet
MCC
Report received from power companies and
MCC (Nov-Feb).
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2.
No.
Preparedness – ensuring the fire management sector and the community have plans and arrangements in place that we are well
practiced, addressing all fire risks.
Objective
Actions
When
Who
Measures
2.1
Publicise the introduction and
meaning of the Fire Danger Period
CFA/MFB Media Campaigns.
Annually
CFA
MFB
MCC
Articles and activities published.
Calendar for fire season ie. Focus, website,
local papers, street meetings, letter drops in high
risk areas.
2.2
Publicise Total Fire Ban Days
Signs at fire stations
As
Declared
CFA
MFB
Signs displayed as required.
2.3
Community education regarding fire
preparedness
Ensure properties in high risk
areas have adequate
information on preparing their
property and personal
evacuation plans and identify
gaps in community education
needs.
Annually
CFA
MFB
MCC
Public meetings, property inspections, direct mail
outs, media.
2.4
Community engagement to
contribute to the MFMP
Seek community input into the
MFMP.
Annually
MCC
Plan available at Community Events (eg.
Maroondah Festival, Fire Safety Forums) for
comment/feedback
Available at customer service centres, MCC
website
Seek direct feedback from special interest
groups.
Media releases to publicise plan/review
2.5
Monitor and ensure adequate water
supply
Hydrant inspections and
reporting of faults.
Ongoing
YVW, CFA,
MFB, MCC
Reporting of faults.
Blocked hydrants notification to Yarra Valley
Water.
2.6
Identify potential control lines and
undertake appropriate fuel
management.
Link to VFRR and Urban Fire
Risk profile. Engage with
neighbouring councils.
Ongoing
CFA
MFB
MCC
DSE
Fuel reduction activities
Maintenance of control lines conducted
Engagement with neighbouring councils.
2.7
Identify potential hazardous trees
and undertake appropriate
management.
Line Management Plan.
Hazardous trees identification
Ongoing
SP Ausnet
MCC
Line clearance works conducted as required and
per maintenance schedules.
2.8
Encourage and promote the
development of emergency
management plans for high risk
premises.
Provide information and
guidance to management
about fire safety and fire safety
training
Ongoing
MFB
CFA
DHS
MCC
CFA/MFB educational programs
Maroondah Focus
Local newspapers
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No.
Objective
Actions
When
Who
Measures
2.9
Gain endorsement of this plan (and
its actions) at the regional level from
each key agency.
Chair to write to each agency
seeking endorsement of this
plan.
Ongoing
MFMPC
Chair has written to all agencies
2.10
Monitor, review and report on
management plan outcomes back
to the regional committee and key
stakeholders
Identify key stakeholders
Quarterly
MFMPC
Reports prepared for agency partners quarterly
and as part of the MFMPC minutes.
2.11
Establish processes to ensure
committee and agency staff
volunteers at the local level stay
abreast of changes in policy,
legislation and industry sector
direction.
Quarterly meetings of MFMPC
Quarterly
MFMPC
Engagement of local representatives on
committee.
Committee functional (minutes, attendance,
feedback).
2.12
Promote and market the work of the
Committee agencies and the
community
Communicate to regional and
local agency heads.
Ongoing
MCC
IFMP/MCC coordinate communications strategy.
2.13
Share mapping tools and data to
assist in planning within and across
agencies
Provide committee with
relevant data on common
accessible platform.
Ongoing
MFMPC,
Agencies
Data is shared through a common database.
2.14
Ensure current research is being
made available to the committee to
inform decisions and planning
Research is presented at
meetings.
MFMPC
Ongoing
Research presentations are conducted at the
MFMPC twice yearly.
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3.
No.
3.1
4.
Response – ensuring effective, appropriate fire-fighting equipment and arrangements are in place and tested
Objective
Committee provides support and
engages in regional and local
exercises to ensure response
systems are tested
Actions
Support and engagement is
provided by committee on a
regional and local basis.
When
Ongoing
Who
MFMPC
Measures
Exercises conducted and evaluated.
Recovery – helping to re-establish social, health and community environment, along with the economic, natural and built environment.
Maroondah Council has a comprehensive Recovery Plan which is a sub plan to this plan.
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APPENDIX B
Agencies
Bushfire
Fire Management
Integrated Fire
Management
Planning (IFMP)
MEMPC
MFMP
MFMPC
Preparedness
Prevention
Recovery
Response
Risk Assessment
Risk Environments
Risk Identification
Victorian Fire Risk
Register (VFRR)
Vulnerability
TERMINOLOGY
Refers to the agencies of the Municipal Fire Management Planning
Committee.
A general term used to describe fire in vegetation, including grass
fire.
All activities associated with the management of fire (bushfire,
structural, chemical) including the use of fire to meet land
management goals and objectives.
In simple terms, ‘fire
management’ is Prevention, Preparedness, Response and
Recovery as well as use of fire for ecological, agricultural and
cultural purposes.
Integrated Fire Management Planning is a holistic and integrated
risk based planning framework for fire management across all land
tenures and boundaries including Prevention, Preparedness,
Response and Recovery activities.
Municipal Emergency Management Planning Committee.
Municipal Fire Management Plan.
Municipal Fire Management Planning Committee.
All activities undertaken in advance of the occurrence of the
incident to decrease the impact, extend and severity of the incident
and to ensure more effective response activities.
All activities concerned with minimizing the occurrence of incidents,
particularly those of human origin.
The coordinated process of supporting emergency affected
communities in reconstruction of the physical infrastructure and
restoration of emotional, social, economic and physical wellbeing.
Actions taken in anticipation of, during and immediately after an
incident to ensure that its effects are minimized and that people
affected are given immediate relief and support.
The overall process of risk identification, risk analysis and risk
evaluation.
There are four types of risk environments based on the VFRRs risk
tool which are human settlement, economic, environment and
cultural heritage.
The process of determining what, when, why and how something
could happen.
The Victorian Fire Risk Register is a systematic map based
process that identifies assets, assesses assets and provides a
range of treatments which contribute to the wellbeing of
communities and the environment, which suffer the adverse effects
of bushfire.
The susceptibility of an asset or community to the impacts of fire.
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