MUNICIPAL
EMERGENCY
MANAGEMENT
PLAN
Disclaimer:
No reader should act on the basis of any matter contained in this publication without appreciating that it may be the subject
of amendment or revocation from time to time without notice.
The Councillors of Maroondah City Council expressly disclaim all and any liability (including liability in negligence) to any
person or body in respect of anything and of the consequences of anything done or omitted to be done by any such
person or body in reliance, whether total or partial, upon the whole or any part of this publication.
Updated April 2015
TABLE OF CONTENTS
FOREWORD ......................................................................................................................... iv
MINOR EMERGENCIES ........................................................................................................ v
PART 1.INTRODUCTION ........................................................................
1.
2.
3.
4.
5.
PART 2.AREA DESCRIPTION ................................................................
1.
2.
3.
4.
2-1
SUMMARY .................................................................................................................2-1
DEMOGRAPHIC PROFILE ........................................................................................2-3
VULNERABLE GROUPS ...........................................................................................2-3
HISTORY OF EMERGENCIES ..................................................................................2-5
PART 3.MANAGEMENT ARRANGEMENTS ..........................................
1.
2.
3.
4.
4.
5.
6.
6.a
6.b.
7.
8.
9.
10.a
10.b
11.
12.
12.1.
12.2
12.3
12.4
13.
14.
15.
16.
17.
18.
19.
20.
1-1
MUNICIPAL ENDORSEMENT ...................................................................................1-1
STATEMENT OF AUDIT ............................................................................................1-2
AIM ..........................................................................................................................1-3
OBJECTIVES .............................................................................................................1-3
THREATS ..................................................................................................................1-3
3-1
MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE ....................3-1
EMERGENCY MANAGEMENT TEAM .......................................................................3-2
MUNICIPAL EMERGENCY MANAGEMENT FUNCTIONS ........................................3-2
ORGANISATIONAL CHART ......................................................................................3-4
CHIEF EXECUTIVE OFFICER, MAYOR AND COUNCILLORS .................................3-5
MUNICIPAL EMERGENCY MANAGER (M.E.M.).......................................................3-5
MUNICIPAL EMERGENCY RESOURCE OFFICER (MERO).....................................3-6
MUNICIPAL AUTHORITY ..........................................................................................3-6
MUNICIPAL RESOURCES ........................................................................................3-6
MUNICIPAL RECOVERY MANAGER (MRM) ............................................................3-6
MUNICIPAL FIRE PREVENTION OFFICER (MFPO) .................................................3-7
EMERGENCY MANAGEMENT LIAISON OFFICER (EMLO) .....................................3-7
MECC FACILITY MANAGER (Depot) ........................................................................3-7
MECC FACILITY MANAGER (Braeside Offices) ........................................................3-8
MUNICIPAL EMERGENCY RESPONSE CO-ORDINATOR (MERC) .........................3-8
COMMAND, CONTROL, COORDINATION................................................................3-9
PRINCIPLE ROLE OF EMERGENCY RESPONSE CO-ORDINATORS ....................3-9
FIELD EMERGENCY RESPONSE CO-ORDINATOR ..............................................3-10
MUNICIPAL EMERGENCY RESPONSE CO-ORDINATOR .....................................3-10
REGIONAL EMERGENCY RESPONSE CO-ORDINATOR......................................3-10
MUNICIPAL EMERGENCY COORDINATION CENTRES (MECC) ..........................3-10
OPERATIONS CENTRE ..........................................................................................3-11
DEBRIEFING ARRANGEMENTS ............................................................................3-11
FINANCIAL CONSIDERATIONS..............................................................................3-11
PUBLIC INFORMATION AND WARNING ................................................................3-11
RESPONSE/RECOVERY HAND OVER ..................................................................3-13
COMPENSATION OF VOLUNTEER EMERGENCY WORKERS .............................3-14
MAINTENANCE OF PLAN .......................................................................................3-14
i
PART 4.PREVENTION (RISK MANAGEMENT) ARRANGEMENTS .....
1.
2.
3.
4.
5.
6.
7.
8.
9.
PART 5.RESPONSE ARRANGEMENTS ................................................
1.
2.
3.
4.
5.
6.
7.
8.
5-1
INTRODUCTION ........................................................................................................5-1
CONTROL AND SUPPORT AGENCIES ....................................................................5-1
COMMUNITY INFORMATION GUIDES .....................................................................5-4
NEIGHBOURHOOD SAFER PLACES (NSPs) ...........................................................5-4
ORGANISATIONS OUTSIDE OF THE MUNICIPALITY .............................................5-4
ORGANISATIONS WITHIN THE MUNICIPALITY ......................................................5-4
RELIEF ......................................................................................................................5-5
RESPONSE MANAGEMENT .....................................................................................5-5
PART 6.RELIEF AND RECOVERY ARRANGEMENTS .........................
1.
2.
3.
4.
5.
6.
7.
8.
9.
4-1
INTRODUCTION ........................................................................................................4-1
AIM ..........................................................................................................................4-1
BACKGROUND .........................................................................................................4-1
UNPREDICTABLE THREATS ....................................................................................4-6
PREVENTION ARRANGEMENTS .............................................................................4-6
MUNICIPAL FIRE MANAGEMENT PLAN ..................................................................4-7
BUSINESS CONTINUITY PLANNING .......................................................................4-7
AUSTRALIAN STANDARD 3959 ...............................................................................4-7
COMMUNITY EDUCATION .......................................................................................4-7
6-1
RECOVERY MANAGEMENT PRINCIPLES ...............................................................6-1
ACTIVATION..............................................................................................................6-1
MUNICIPAL RECOVERY SERVICES ........................................................................6-2
COMMUNITY RECOVERY COMMITTEE ..................................................................6-4
ROLE OF DEPARTMENT OF HEALTH & HUMAN SERVICES IN RECOVERY ........6-4
ESCALATION OF RELIEF AND RECOVERY SERVICES .........................................6-5
MEMORANDUM OF UNDERSTANDING ...................................................................6-6
AGENCIES ASSISTING IN RELIEF AND RECOVERY ..............................................6-7
MUNICIPAL RELIEF AND RECOVERY PLAN .........................................................6-13
PART 7.SUPPORT ARRANGEMENTS...................................................
7-1
1.
RESOURCE SUPPLEMENTATION ...........................................................................7-1
2.
SUPPORT TASKS & FUNCTIONAL SERVICE AGENCIES .......................................7-3
3.
EMERGENCY RELIEF AND RESOURCE .................................................................7-4
3.1 EMERGENCY RELIEF ...............................................................................................7-4
3.2 REGISTRATION ........................................................................................................7-5
4.
EVACUATION ............................................................................................................7-5
5.
OTHER FUNCTIONAL AREAS ..................................................................................7-6
5.1 COMMUNICATIONS ..................................................................................................7-6
5.2 HEALTH AND MEDICAL ............................................................................................7-6
5.3 COMMUNITY RESOURCES ......................................................................................7-7
5.4 VULNERABLE PERSONS .........................................................................................7-8
6.
IMPACT ASSESSMENTS ..........................................................................................7-9
6.1 CONTROL AGENCY RESPONSIBILITY....................................................................7-9
6.2 MULTI AGENCY RESPONSE ....................................................................................7-9
MUTUAL AID AGREEMENT .............................................................................................7-11
ii
PART 8.PLANS & SUB PLANS ......................................................... 8-1
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
BUILDING SUB PLAN ................................................................................................8-1
FINANCE SUB PLAN .................................................................................................8-2
OPERATIONS SUB PLAN .........................................................................................8-3
INFORMATION TECHNOLOGY SUB PLAN ..............................................................8-4
GOVERNANCE SUB PLAN .......................................................................................8-5
COMMUNICATIONS & MARKETING SUB PLAN ......................................................8-6
CUSTOMER SERVICE SUB PLAN ............................................................................8-7
HEALTH SUB PLAN ..................................................................................................8-9
MUNICIPAL FIRE MANAGEMENT PLAN ................................................................8-10
BUSINESS CONTINUITY MANAGEMENT PLAN ....................................................8-10
INFLUENZA PANDEMIC PLAN ...............................................................................8-10
MAROONDAH HEATWAVE PLAN ..........................................................................8-10
EMERGENCY RELIEF CENTRE FACILITY PLANS ................................................8-10
MUNICIPAL RECOVERY TEAM ROLES & RESPONSIBILITIES GUIDE ................8-10
FLOOD PLAN ..........................................................................................................8-10
HAZARDOUS MATERIALS PLAN ...........................................................................8-12
TRANSPORT ACCIDENT WITH MULTIPLE INJURIES PLAN.................................8-13
WINDSTORMS PLAN ..............................................................................................8-14
BIOLOGICAL HAZARDS IN WATERWAYS PLAN ...................................................8-15
MAROONDAH - EMERGENCY RELIEF CENTRES ................................................8-16
GLOSSARY OF TERMS ..........................................................................................8-17
ABBREVIATIONS ....................................................................................................8-21
iii
FOREWORD
The economic and social effects of emergencies including loss of life, destruction of property and
dislocation of communities are inevitable.
Coping with hazards gives our reason and focus for planning. Hazards exist within all
communities whether they are recognised or not. Experience shows, however, that good
planning for the use of resources in preventative (risk management) activities, in the response to
emergencies and towards the recovery of affected communities and environments, can
significantly lessen the harmful effects of those emergencies.
Maroondah City Council’s Municipal Emergency Management Plan has been produced pursuant
to Section 20(1) of the Emergency Management Act 1986. This plan addresses the prevention
of, response to and recovery from emergencies within the municipality of Maroondah and is the
result of the co-operative efforts of the emergency management planning committee and
assistance from Victoria State Emergency Service Central Regional Headquarters and
recognises the previous planning activities of the municipal area.
This Plan should be read in conjunction with the Emergency Management Manual Victoria at
http://www.emv.vic.gov.au/policies/emmv.
iv
MINOR EMERGENCIES
For any emergency of a minor nature, e.g. oil spill on road, trees fallen down, please phone
MAROONDAH CITY COUNCIL
AFTER HOURS EMERGENCY NUMBER
1300 88 22 33
ACTIVATION OF PLAN
In the event of an emergency within the City of Maroondah contact the Officer in Charge,
Ringwood Police Station, phone 9871 3000, who will activate the Municipal Emergency
Management Plan (MEMP).
The Municipal Emergency Resource Officer (MERO), or his deputies (D/MERO) can also
activate the MEMP.
v
PART 1.
1.
INTRODUCTION
MUNICIPAL ENDORSEMENT
This plan has been produced by and with the authority of Maroondah City Council
pursuant to Section 20(2) of the Emergency Management Act 1986.
Maroondah City Council understands and accepts its roles and responsibilities as
described in Part 4 of the Emergency Management Act 1986.
The plan is a result of the co-operative efforts of the Municipal Emergency
Management Planning Committee after consultation with those agencies and
organizations identified therein.
This plan was endorsed by the Maroondah City Council on the 17th February
2014
Page 1-1
2.
STATEMENT OF AUDIT
1-2
3.
AIM
The aim of this Plan is to detail the agreed arrangements for the prevention of, the response to
and the recovery from emergencies that could occur in the municipality of Maroondah as
identified in Part 4 of the Emergency Management Act, 1986 & 2013. This Municipal
Emergency Management Plan (MEMP) considers the guidance provided to municipalities by
the Emergency Management Manual Victoria (EMMV) and is therefore aligned with State and
Regional emergency arrangements.
4.
OBJECTIVES
The broad objectives of this plan are to: a.
Implement measures to prevent or reduce the causes or effects of emergencies.
b.
Manage arrangements for the utilisation and implementation of municipal resources in
response to emergencies.
c.
Manage support that may be provided to or from adjoining municipalities.
d.
Assist the affected community to recover following an emergency.
e.
Complement other local, regional and state planning arrangements.
5.
THREATS
A hazard analysis of all perceived threats to the municipality has been conducted by the
Municipal Emergency Management Planning Committee (MEMPC). This process is not
intended to exclude any form of emergency and, to this end; this document has adopted a
flexible "all hazards approach".
1-3
PART 2.
1.
AREA DESCRIPTION
SUMMARY
The City of Maroondah is located in Melbourne's eastern suburbs, about 25 kilometres from
the Melbourne CBD. The City of Maroondah is bounded by the City of Manningham in the
north, Yarra Ranges Shire in the east, the City of Knox in the south, and the City of
Whitehorse in the west.
The City of 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).
The City of 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".
Page 2-1
Major features of the City include Eastland Shopping Centre, Croydon Leisure & Aquatic
Centre, Ringwood Aquatic Centre, Karralyka Centre, Maroondah Art Gallery, Maroondah
Federation Estate, Maroondah Hospital, Dorset Public Golf Course, Eastwood Golf Club,
Ringwood Public Golf Course, Canterbury Gardens, Dorset Recreation Reserve, Eastfield
Park, Jubilee Park, Proclamation Park, Quambee Reserve, Ringwood Lake Park, Town Park
and Wombolano Park. The City is served by the Maroondah Highway and the Belgrave and
Lilydale railway lines.
There are two train lines and a large number of bus routes within the City. Some areas have
limited access to public transport and residents are reliant on private vehicles. Our
sustainable transport links continue to expand, with on-road cycling paths and shared paths
on major trails, including the Mullum Mullum Creek trail, the EastLink Trail, Taralla Creek trail
and the Dandenong Creek trail. Maroondah maintains 500km of roads and a further 32 km of
arterial roads which link with the State Government's network of arterial roads and state
highways. .
Maroondah has 64 bushland reserves that offer residents and visitors the enjoyment of
wildflowers, wildlife, bush walks and wetlands. There are more than 700,000 trees (mostly
native species) in parks and reserves within Maroondah providing shade and shelter, helping
to control water runoff, evaporation and erosion and providing a home for wildlife.
Hansen and Asset Registers
Maroondah City Council uses Hansen to record asset related information that Council
manages and or owns in a centralised asset register. Council currently records a wide
variety of assets inclusive of but not limited to Buildings, Roads, Footpaths, Stormwater
Drainage, Reserves, Parks and Road Inventory assets of which varying levels of information
is recorded such as Ownership, Maintenance and Management Responsibilities,
Dimensions, Material and Asset Descriptions for example.
In addition to the asset registers, Council has spatial representation of these assets as
points, lines or polygons depending on the type of asset. This information is available
through the corporate GIS viewer IntraMaps which has linkages to Hansen to display the
respective asset information within this system for the selected asset. Basic asset register
information is generally shown in IntraMaps however the user can open the asset in Hansen
to view additional details as to the Condition, Inspection records and historic Works
undertaken against that asset.
In an emergency situation IntraMaps and Hansen can be accessed remotely via a Citrix
connection and utilised on a variety of devices (PC, tablet or mobile). Contact should be
made with the Manager Assets to initiate discussion and access to this information as
required.
Drainage Information
In recent times, the City of Maroondah has experienced a number of intense major storm
events, which caused localised flooding in parts of Croydon and Bayswater North. These
storm events occurred in December 2010, January 2011 and February 2011.
As a result of these significant storms, Council initiated a flood modelling study of the entire
municipality. This has been recently completed and with this information, Council will now
identify where the critical areas of inundation are in Maroondah and where the development
of works is needed to address these issues.
Page 2-2
2.
DEMOGRAPHIC PROFILE
The Maroondah City population as at 30 June 2014 is 111,223.
Selected 2011 Census statistics (usual resident count)
People
Males
Females
Median Age
Aboriginal and Torres Strait Islander people
Couples with children
Older couples without children
One parent families
Other families
Group household
Lone person
Medium and high density housing
Households with a mortgage
Medium weekly rent
Households renting
Non English speaking backgrounds
University attendance
Bachelor or higher degree
Vocational
Public transport to work
Unemployment
SEIFA index of disadvantage 2011
Service age group (years)
Babies and pre-schoolers (0 to 4)
Primary schoolers (5 to 11)
Secondary schoolers (12 to 17)
Tertiary education & independence (18 to 24)
Young workforce (25 to 34)
Parents and homebuilders (35 to 49)
Older workers & pre-retirees (50 to 59)
Empty nesters and retirees (60 to 69)
Seniors (70 to 84)
Elderly aged (85 and over)
Total population
103,837
50,384
53,453
38
406
13,323
9,507
4,545
432
1,087
9,489
23%
41%
$290
22%
12%
4%
20%
19%
10%
4.4%
1044
Number
6,748
8,847
7,945
9,355
14,019
22,742
13,061
10,273
8,477
2,370
103,837
Source: Australian Bureau of Statistics, Census of Population and Housing 2011. (Usual residence
data)
3.
VULNERABLE GROUPS
People with non-English speaking ethnicity
The largest ethnic groups from non-English speaking countries are identified as China, India
and Burma.
Proficiency in English
Around 13,000 residents in the City of Maroondah come from countries where English is not
their first language. The most common languages other than English are Mandarin and
Cantonese. The number of people who speak who speak another language and report
difficulty with speaking English is 2,393.
Page 2-3
The top ten languages spoken in Maroondah are shown below.
Top 10 Languages (excludes English)
Mandarin
Cantonese
Italian
Greek
German
Vietnamese
Punjabi
Spanish
Hindi
Arabic
Number
1,568
991
934
584
515
438
431
425
411
345
%
1.5
1.0
0.9
0.6
0.5
0.4
0.4
0.4
0.4
0.3
Source: Australian Bureau of Statistics, Census of Population and Housing 2011. (Usual residence
data)
The table above does not reflect the number of humanitarian arrivals who speak a variety of
languages and dialects.
People who arrived on humanitarian visas
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. The estimated population of
people from Burma and others with refugee status is around 1,000.
(based on Census of Population and Housing 2011).
People with disability
In Maroondah there are 4,700 people with need for assistance with core activities. The age
breakdown of residents needing assistance is shown below.
Assistance needed by age group (years)
0 to 4
5 to 9
10 to 14
15 to 19
20 to 24
25 to 29
30 to 34
35 to 39
40 to 44
45 to 49
50 to 54
55 to 59
69 to 64
65 to 69
70 to 74
75 to 79
80 to 84
85 and over
Total persons needing assistance
Number
81
179
198
145
102
122
106
123
173
178
223
214
261
233
250
381
565
1,167
4,692
% of total age group
1.7
3.6
4.2
3.1
2.2
2.6
2.3
2.6
3.7
3.8
4.8
4.6
5.6
5.0
5.3
8.1
12.0
24.9
100.0
Source: Australian Bureau of Statistics, Census of Population and Housing 2006 and 2011. (Usual
residence data)
More information regarding Vulnerable Persons can be found under Part 7 Section 5.4 of this
plan.
Page 2-4
4.
HISTORY OF EMERGENCIES
BUSHFIRES
Over the years there have been many threats of bushfire to the municipality. Of particular
interest a bushfire in January 1913 burnt between Warrandyte and Ringwood and 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, 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 many lives lost.
Maroondah, though not affected directly by the fires did provide resources to Councils affected.
FLOODING
In 1972 Brushy Creek, North Croydon, flooded and it was recorded that during heavy rainfall,
water was nearly two feet deep. Council took steps to overcome this problem by effecting
major works on the culvert. In 1975 this area was again subject to flooding and Council
received a grant for a flood mitigation scheme, which included a nine-foot barrel culvert
beneath Maroondah Highway and a retarding basin upstream of the Highway. The problem
was alleviated after these works were completed.
On 1st December 2010, 4th February 2011 and 9th November 2011 Maroondah received
significant flash flooding in the Croydon Civic drainage catchment. Flood mitigation works
around Civic Square and Lusher Road in Croydon have been completed to alleviate flooding in
this area.
WIND STORMS
In 1982 an unusual weather pattern caused severe winds and a hailstorm to batter parts of
Ringwood, Croydon and Mooroolbark. Extensive damage was caused to property, including
damage to Council buildings; private homes, buildings and trees were uprooted.
In 1998 a mini cyclone/windstorm in the Liverpool Road area caused damage to street trees
and houses. Damage also included road closures and loss of power to households within the
area.
In November 2004 there was a severe storm with major flooding and tree damage to all areas
of Maroondah City Council.
February 2 & 3 2005 most of the Melbourne area sustained extensive damage to property and
infrastructure as a result of a severe storm with rain levels exceeding 130mm and strong
winds.
On 27 January 2006 Maroondah City Council experienced another severe storm, Gracedale
Park, South Croydon was the worst affected by a mini tornado.
On 17th October 2013, parts of Maroondah experienced a mini wind storm which created
extensive tree damage to the property.
Page 2-5
LARGE STORM EVENTS
Typically the City of Maroondah would expect to be impacted by 2 large storm events per year.
In the last 5 years the following larger storm events occurred on 21 August, 2009, 6-7 March
2010 (hailstorm), 5 February and 5 September 2012 and September 2013.
HEATWAVE
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 an additional 374 deaths recorded
compared to the previous years. During this period it was necessary for Council to activate the
Business Continuity Plans across service delivery areas.
In January 2014 there was 5 consecutive days above 40 degrees resulting in Council activating
its heatwave plan and emergency management staff placed on standby for severe fire danger.
Page 2-6
PART 3.
1.
MANAGEMENT ARRANGEMENTS
MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE
This Committee is formed pursuant to Emergency Management Act 1986 & 2013 , to formulate a
plan for the Council’s consideration in relation to the prevention of, response to and the recovery
from emergencies within the municipality of Maroondah.
Municipal Emergency Management Planning Committee (MEMPC) will include, but is not limited
to, the following representatives of Council and agencies:
Chairperson
Municipal Officers
Municipal Emergency Manager
Municipal Emergency Resource Officer
Municipal Recovery Manager
Deputy Municipal Recovery Manager
Deputy Municipal Emergency Response Officer
Municipal Fire Prevention Officer
Community Health Co-ordinator
Community Development Officer
Ambulance Victoria
Country Fire Authority
Dept of Health and Human Services
Eastern FM 98.1
Eastern Melbourne Medical Local
Metropolitan Fire Brigade
Red Cross Rep
Regional VICSES Rep
St John Ambulance
Telstra
VICSES Rep
Victorian Council of Churches
Victoria Police Rep
Yarra Valley Water
The planning for, and the management of, emergencies is a shared responsibility involving
many people and organisations in the community. Municipal emergency management
planning involved the identification and documentation of the overall multi-agency
arrangements in place for the prevention of, response to and recovery from emergencies that
affect the municipal district.
The planning process includes the identification of risks that are more likely to affect the assets
and people in the municipal district and the steps to be taken to address those risks. It also
allows organisations to be involved in dealing with emergencies and their impacts the
opportunity to discuss and better understand the capabilities of other organisations (including
councils) that have a role in dealing with emergencies and develop a comprehensive plan.
Page 3-1
2.
EMERGENCY MANAGEMENT TEAM
(Incident Control Level)
The function of the Emergency Management Team is to support the Incident Controller in
determining and implementing appropriate Incident Management strategies for the emergency.
If an emergency requires a response by more than one agency, the Incident Controller is
responsible for forming the Emergency Management Team.
The Emergency Management Team consists of:
Incident Controller.
Support and Recovery functional agency commanders (or their representatives).
The Emergency Response Coordinator (or representative)
Other specialist persons as required.
For detailed information in relation to roles and responsibilities of the Emergency Management
Team see EMMV Part 3, Page 12 and Practice Note Emergency Management Team
(available on Emergency Management Victoria website: www.emv.vic.gov.au/policies/emmv
3.
MUNICIPAL EMERGENCY MANAGEMENT FUNCTIONS
Maroondah City Council accepts responsibility for management of municipal resources and the
coordination of community support to counter the effects of an emergency during both the
response to and recovery from emergencies.
This includes the management of:
The provision of emergency relief to combatants and affected persons during the
response phase.
The provision of supplementary supply (resources) to control and support agencies during
response and recovery.
Municipal assistance to agencies during the response to and recovery from emergencies.
The assessment of the impact of the emergency; and
Recovery activities within the municipality, in consultation with Department of Health &
Human Services.
In order to carry out these management functions, Maroondah City Council will form an
Emergency Management Group during emergencies.
This group will consist of:
Municipal Emergency Manager (MEM)
Municipal Emergency Resource Officer (MERO)
Municipal Recovery Manager (MRM)
Municipal Emergency Centre Coordination Facility Manager
Chief Executive Officer (CEO)
Municipal Emergency Response Coordinator (MERC)
Control Agency Representative
Environmental Health Officer
Dept. of Health & Human Services (Recovery)
Others co-opted as required
The emergency management group or part thereof will convene when the scale of the
emergency dictates the requirement for the provision of any of the functions outlined above.
Page 3-2
Members of the emergency management group will liaise to determine what level of activation is
required.
Where appropriate, the functions of the emergency management group will be carried out in
consultation with:
The MERC, with respect to the coordination and provision of resources.
The relevant Control Agency.
Page 3-3
4.
ORGANISATIONAL CHART
Council
CEO
Municipal Emergency
Manager
Executive Assistant
Municipal Fire
Prevention Officer
Municipal
Emergency Resource
Officer
Deputy Municipal Fire
Prevention Officer
Deputy Municipal
Emergency Resource
Officer
Municipal Recovery
Manager
Deputy Municipal Recovery Managers
Page 3-4
4.
CHIEF EXECUTIVE OFFICER, MAYOR AND COUNCILLORS
The specific responsibilities for the CEO and Councillors during an emergency are detailed
below:
The CEO is the only contact with the Mayor and Councillors in the first instance.
The CEO will liaise with the Mayor and Councillors regarding level of involvement
depending on the crisis circumstances, timelines etc.
The CEO will communicate to the Mayor and Councillors any updated information.
Crisis issues are always to have a Maroondah focus and therefore led by the CEO and/or
Mayor.
The specific responsibilities of the MEM, MERO and the MRM are detailed below.
5.
MUNICIPAL EMERGENCY MANAGER (M.E.M.)
Maroondah City Council has one council officer to fulfil the function of MEM and one council
offer to as Deputy MEM.
Responsibilities:
Chair the Municipal Emergency Management Planning Committee and arrange meetings
of the committee as appropriate during an emergency.
Ensure an effective contact base is maintained so that municipal resources can be
accessed on a 24 hour basis.
Ensure that Municipal resources are utilised effectively in a community emergency for
response and recovery activities.
Co-ordinate the emergency management activities of and liaise closely with the MERO,
MFPO and MRM.
Ensure that a MECC can be activated at short notice in an event of an emergency.
Maintain effective liaison with all regional, state and commonwealth emergency related
agencies servicing the Municipality.
Ensure that arrangements with contractors to provide response or recovery support
during an emergency are agreed to and documented in advance of such events. Ensure
that appropriate operating procedures and processes are developed, documented and
tested by those required to use them during an emergency, and that suitable training
takes place. Ensure that appropriate procedures, processes and systems are in place to
record and monitor any council expenditure specifically applicable to an emergency.
Ensure that applications for expenditures eligible for assistance from State sources are
submitted to appropriate agencies.
Keep the Council and CEO informed on emergency management activities.
Ensure Municipal Emergency Management Plan is review annually with support from
Executive Officer.
Page 3-5
6.
MUNICIPAL EMERGENCY RESOURCE OFFICER (MERO).
Maroondah City Council has appointed the one Council Officer to fulfil the function of Municipal
Emergency Resource Officer pursuant to Section 21(1) of the Emergency Management Act
1986 and two (2) Council Officers to fulfil the function of Deputy Municipal Emergency Resource
Officer, with the overall responsibility for emergency management activities resting with the
Municipal Emergency Manager.
Responsibilities:
To be responsible for the coordination of Municipal resources in responding to
emergencies.
To establish and maintain an effective infrastructure of personnel whereby Municipal
resources can be accessed on a 24-hour basis.
To establish and maintain effective liaison with agencies within or servicing the Municipal
region and the MRM.
To maintain the Municipal Emergency Coordination Centre(s) (MECC) at a level of
preparedness to ensure prompt activation when necessary.
To facilitate the arrangement of a post emergency debrief as requested by the MERC.
To ensure procedures and systems are in place to monitor and record all expenditure by
the Municipality in relation to emergencies.
6.a MUNICIPAL AUTHORITY
The Municipal Emergency Resource Officer is responsible for the coordination of municipal
resources in responding to emergencies and has full-delegated powers to deploy and manage
Council’s resources during emergencies.
6.b. MUNICIPAL RESOURCES
A detailed list of municipal plant and equipment is kept by the Municipal Emergency Resource
Officer and is updated on an annual basis every January.
7.
MUNICIPAL RECOVERY MANAGER (MRM)
Maroondah City Council has appointed one Council Officer to fulfil the function of Municipal
Recovery Manager and has appointed two Council Officers as Deputy Municipal Recovery
Manager.
Responsibilities:
On request from the MERO activate municipal recovery personnel.
Brief municipal recovery personnel and allocate tasks.
Liaise with the MERO for the best use of municipal resources to enable recovery by
individuals or the community from the effects of an emergency.
Co-ordinate recovery response within the municipality during an emergency.
Establish an Information and Coordination Centre at the Municipal Offices or a location
appropriate to the emergency that has occurred.
Notify Department of Health & Human Services Recovery Manager and liaise with the
Regional Recovery Manager (Department of Health & Human Services) for the effective
coordination of the recovery response.
Liaise, consult and negotiate on behalf of the affected area with recovery agencies and the
municipality.
Undertake specific recovery activities as determined by the municipality.
Review Recovery Plan annually and after every activation of the Recovery Plan.
Page 3-6
-
Immediately following an emergency, assist with:
 The collation and evaluation of information gathered in the post impact assessment.
 The establishment of priorities for the restoration of community services and needs.
8.
MUNICIPAL FIRE PREVENTION OFFICER (MFPO)
Responsibilities:
-
-
Council Municipal Fire Management Plan (MFMP) is supported by one MFPO and one
Deputy MFPO’s whose primary responsibility is the implementation of the CFA Act as it
pertains to fire prevention.
These positions assist in fulfilling Councils obligations under the CFA Act 1958 and the
Emergency Management Act 1986.
Liaise with fire services, brigades and other authorities and councils regarding fire
prevention, planning and implementation.
Advise and assist the Municipal Emergency Management Planning Committee
(MEMPC) on fire prevention and related matters.
Ensure the MEMPlan contains reference to the Municipal Fire Management Plan.
Investigate and act on complaints regarding potential fire hazards.
Advise, assist and make recommendations to the general public on fire prevention and
related matters.
Undertake and review regularly council’s fire prevention planning and plans (together
with the Municipal Fire Management Planning Committee (MFMPC)
Report to Council on fire prevention and other matters.
9.
EMERGENCY MANAGEMENT LIAISON OFFICER (EMLO)
-
The primary role of the EMLO is to provide a communication link between key agencies and
the MECC. The EMLO will be notified by the MERO or MRM and attend the MECC for briefing
on the nature and location of the emergency and possible requirements. The EMLO will then:
Attend locations as requested (generally the ICC or forward operations point).
Make contact with and offer support to the Incident Controller and other agencies as
necessary.
Provide advice on Council resources and relay requests to MECC.
Relay requests from the MECC to appropriate persons or agencies.
Liaise at least every twenty minutes with the MECC.
10.a MECC FACILITY MANAGER (Depot)
Depot OH&S Officer and the Depot Administration Officer jointly undertake this position.
Responsibilities are shared with exceptions noted below.
Upon activation, the Depot
Administration Officer is the MECC (Depot) Facility Manager.
Responsibilities:
Oversee the establishment and activation and establishment of the procedures and systems
required to operate the MECC.
Welcoming persons entering the MECC, providing orientation, introductions and
familiarisation with area.
Ensure all attendees complete details in attendance sheet (entering and departing).
Page 3-7
-
Ensure all procedures and systems required to operate the MECC are activated. ie. IT and
communications are functioning and operating
Ensure that the primary MECC is adequately resourced with personnel and equipment to
operate for the duration of response and recovery operations.
Provide support staff within the MECC with information and advice to ensure that they can
perform operational functions as requested.
Manage catering arrangements for the MECC.
Ensure all attendees are advised of designated meal times and rest areas.
Ensure all attendees at the MECC operate in accordance with Occupational Health & Safety
and Workplace Agreement guidelines
Assume Support Facility Manager role if secondary MECC activated.
10.b MECC FACILITY MANAGER (Braeside Offices)
In the event Councils primary MECC is deemed unusable for whatever reason establishment of
secondary MECC shall result. The Team Leader Governance is the MECC (Braeside) Facility
Manager.
Responsibilities:
Oversee the establishment and activation and establishment of the procedures and systems
required to operate the MECC.
Welcoming persons entering the MECC, providing orientation, introductions and
familiarisation with area.
Ensure all attendees complete details in attendance sheet (entering and departing).
Ensure all procedures and systems required to operate the MECC are activated. ie. IT and
communications are functioning and operating
Ensure that the primary MECC is adequately resourced with personnel and equipment to
operate for the duration of response and recovery operations.
Provide support staff within the MECC with information and advice to ensure that they can
perform operational functions as requested.
Manage catering arrangements for the MECC.
Ensure all attendees are advised of designated meal times and rest areas.
Ensure all attendees at the MECC operate in accordance with Occupational Health & Safety
and Workplace Agreement guidelines
11.
MUNICIPAL EMERGENCY RESPONSE CO-ORDINATOR (MERC)
The Officer in Charge at the Ringwood Police Station or his deputy is MERC for Maroondah City
Council.
Responsibilities:
In consultation with the Incident Controller ensure an Emergency Management Team has
been formed or in the absence of incident controller form an Emergency Management Team
Take an active role in planning at a local level including representation on the Municipal
Emergency Management Planning Committee (MEMPC).
In times of emergencies that require activation of the MECC attend at the MECC as MERC.
Liaise with local control agencies and support agencies and ensure that an effective control
structure has been established by agencies in coping with an emergency at local level.
Obtain and forward regular advice to the RERC of the potential of an emergency, which is
not under substantial control of the control agency.
Page 3-8
-
-
Ensure the effective coordination of resources and services having regard to the provision of
section 13(2) of the Act which empowers coordinators to give directions to all relevant
agencies concerning the allocation of resources in responding to an emergency..
Convene post-emergency de-briefing conferences as soon as practicable after a local
emergency when required.
Ensure timely information and warnings are provided to the community and support agencies
by the control agency.
Any Control Agency requiring municipal support will request that support through the MERC,
who will pass on all requirements to the MERO.
12.
COMMAND, CONTROL, COORDINATION
(EMERGENCY RESPONSE PLAN)
COMMAND
Refers to the direction of personnel and resources of an agency in the performance of that
organisation’s role and tasks. Authority to command is established in legislation or by
agreement within an agency. Command relates to agencies and operates vertically within an
agency.
CONTROL
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.
CO-ORDINATION (EMERGENCY RESPONSE)
The bringing together of agencies and resources to ensure effective response to and recovery
from emergencies. In relation to response, coordination includes ensuring that effective
control has been established.
12.1. PRINCIPLE ROLE OF EMERGENCY RESPONSE CO-ORDINATORS
(All Levels)
Ensure that the appropriate control and support agencies are in attendance, or have
been notified by the incident controller and are responding to an emergency.
Ensure that effective control has been established by the control agency in responding to
an emergency.
In consultation with the incident controller, ensure an emergency management team has
been formed.
Ensure the effective co-ordination of resources and services having regard to the
provision of section 13(2) of the Emergency Management Act 1986.
Arrange for the provision of resources requested by control and support agencies.
Ensure allocation of resources on a priority basis.
In the event of uncertainty, determine which agency is to perform its statutory response
role within the region or specified area, where more than one agency is empowered to
perform that role.
Ensure recovery agencies are in attendance, or have been notified by the incident
controller of the emergency.
Consider registration of persons evacuated or otherwise affected.
Consider provision of relief needs to evacuees and agency personnel where necessary.
In consultation with the control agency, consider the need for the declaration of an
emergency area.
Cooperate with all participating agencies and authorities.
Page 3-9
12.2 FIELD EMERGENCY RESPONSE CO-ORDINATOR
This is usually the senior member of the Victoria Police present at the initial scene of an
emergency. Primary duties listed in 3.6 of EMMV.
12.3 MUNICIPAL EMERGENCY RESPONSE CO-ORDINATOR
The Officer In Charge of the Ringwood Police Station or his/her deputy is known as the
Municipal Emergency Response Co-ordinator (MERC) for Maroondah City Council.
In addition to the roles listed under Section 3.6 of EMMV undertake the following:
Take on active role in planning at a local level including representation on the MEMPC.
During an emergency:
Ensure that the MERO is advised of the emergency and available to provide access to
municipal resources as required.
Ensure the MERO is receiving information as appropriate.
Attend the MECC, if activated.
Advise the Regional Emergency Response Co-ordinator (RERC) regarding emergencies
which have the potential to require supplementary resources from outside the municipal
region.
Any Control Agency requiring municipal support will request that support through the
MERC who will pass on all the requirements to the MERO.
12.4 REGIONAL EMERGENCY RESPONSE CO-ORDINATOR
In addition to the roles listed under Section 3.6 of EMMV the response roles, responsibilities
and duties of the Regional Emergency Response Co-ordinator are:
Responsible to the State Emergency Response Co-ordinator for the effective coordination of resources or services within the emergency response region, having regard
to the provisions of section 13 (2) of the Emergency Management Act 1986.
In an emergency, arrange to provide regional resources requested by a MERC, to
response of recovery agencies.
In circumstances where requested resources are not available within the region, to
request the resource through the State Emergency Response Co-ordinator.
Monitor the provision of emergency relief and supply.
13.
MUNICIPAL EMERGENCY COORDINATION CENTRES (MECC)
The MECC can only be activated at the request of the MERC in consultation with the MERO
and/or the MRM.
The primary MECC for Maroondah City Council is: Maroondah Parks and Works, 24-28 Lincoln Road, Croydon
Melway Ref. Map 37 A12
The secondary MECC, in the event the primary MECC becomes unserviceable is: Maroondah Municipal Offices, Braeside Avenue, Ringwood
Melway Ref. Map 50 A6
The function of the MECC is to coordinate the provision of human and material resources
within the municipality during emergencies. It will also maintain an overall view of the
operational activities within this Plan's area of responsibility, for record, planning and debrief
purposes.
Page 3-10
The MECC may also become operational during support operations to a neighbouring
municipality. In the event that the scale of an emergency requires the MECC to be open for
a protracted period of time, staff from other municipalities will be utilised via the MAV’s Inter
Council Resource Sharing Protocols and MOUs with neighbouring municipalities
Provision of MECC functions may in the first instance be conducted from an appropriate
Police Station. It is the responsibility of Council's MERO to ensure that the MECC is set up
and adequately staffed to allow for the effective functioning of the MECC.
The MERC, MERO and/or MRM will request activation of an identified MECC if required.
Administrative staff to support the MECC will be drawn from Council employees from various
Council units.
14.
OPERATIONS CENTRE
The centre established by an agency for the coordination of emergency functions within their
own agency. Maroondah City Council may establish an operations centre, if necessary, to
control its own resources in an emergency, in the administration building at the depot.
15.
DEBRIEFING ARRANGEMENTS
A debrief should take place as soon as practicable after an emergency. The MERC will convene
the meeting and all agencies that participated should be represented with a view to assessing the
adequacy of the Plan and to recommend any changes. The Chairperson of the MEMPC should
chair such meetings.
It will also be appropriate to conduct a separate recovery debrief to address recovery issues.
This should be convened and chaired by the MRM.
16.
FINANCIAL CONSIDERATIONS
Financial accounting for Municipal resources utilised in emergencies must be authorised by the
MERO or the MRM and shall be in accordance with the normal financial arrangements of
Maroondah City Council.
Control agencies are responsible for all costs involved in that agency responding to an
emergency. Government agencies supporting the Control Agency are expected to defray all
costs from their normal budgets.
Depending on the magnitude of the emergency some government financial assistance may be
available for prevention, response and recovery activities.
Maroondah City Council is accountable for any monies donated as a result of any emergency
event and will implement systems to receive and account for all such donations.
17.
PUBLIC INFORMATION AND WARNING
Warnings should be used under specific circumstances where community action is necessary
primarily to protect lives, and also for the protection of property or the environment. The
warning arrangements are set out in the Victorian Warning Protocol – referenced in Part 8
Appendix 10 of the EMMV.
Page 3-11
Sections 42 and 43 of the EM Act 2013 provide for warnings and information in relation to fires
in Victoria. The provision of these warnings and information must be consistent with any
guidelines, procedures and protocols developed by the EMC. For all other emergencies the
control agency should issue warnings and provide information to the community.
Content and format of warnings
Warning systems vary and might include, but are not limited to:

agency websites

radio and television

voice and SMS phone messaging through the use of Emergency Alert (EA)

emails

verbal messages

sirens

social media and/or social networking web sites.
It is important to ensure that public information and warning is maintained at an optimum level.
This will provide the public with the necessary information to develop an understanding and
awareness of the issues associated with the prevention of, response to and recovery from
emergencies.
Prevention (Before Emergencies)
Any information released to the public on behalf of Maroondah City Council will be to educate
and assist the community to prepare for emergencies. This information must be approved by
the Municipal Emergency Management Planning Committee.
Response Phase
Releasing information is normally the responsibility of the Control Agency(s) in conjunction with
the MERC. Any information released by the Municipality must be approved by the MERO
(General information) or Chief Executive Officer / Senior Management - (Policy / Financial /
Political matters).
Information can be categorised under the following headings:
(Also see Communication Sub Plan)
Pre impact
To enable the public to take reasonable measures to prevent, or lessen the potential effects of
emergencies and to cope during the impact phase of an emergency.
During impact
To produce suitable news releases through the media concerning the effects of the emergency
and what action the public can take.
Post impact
To maintain the crucial information flow to those in need of assistance and direction.
Recovery Process
Where the emergency is localised to the Municipality and the Municipality has co-ordinated all
recovery activities, releasing information will be the responsibility of Maroondah City Council.
General information is to be released by the MRM in accordance with the communications and
marketing sub plan. Policy, financial or political matters are to be released by the CEO or senior
management.
If the emergency is of a large scale and Department of Health & Human Services is significantly
involved with the Municipality, both agencies should consult prior to the release of information.
Page 3-12
Disabled or Non English Speaking Persons
Special considerations need to be given to warning disabled and non English speaking
groups. In the case where information or communication is required with persons unable to
speak English an interpreter service such as the Translating and interpreting Service may be
able to assist.
Information Resources
The following systems are an essential part of these arrangements and should be utilised if and
when required:

Electronic Media

Police Media Liaison

Literature/Brochure Information

Print Media
Information Centre
If required, a public and media information centre will be established. All public and media
releases shall be issued from this centre. Maroondah City Council shall appoint a Media Liaison
Officer (Manager Communications and Marketing or Deputy).
18.
RESPONSE/RECOVERY HAND OVER
Emergency Relief functions are detailed in Part 7 and recovery functions are detailed in Part 6 of
this plan.
It is essential to ensure a smooth transition from the response phase to the recovery process, in
any emergency at municipal level. While it is recognised that recovery activities will have
commenced shortly after impact, there will be a cessation of response activities and a hand over
to recovery agencies. This will occur when the MERC in conjunction with the Control Agency and
MERO declares ‘Stand Down’ of response. The early notification of recovery agencies involved
in the emergency will ensure a smooth transition of ongoing activities from response to recovery.
Accounts and financial commitments made during the response phase are the responsibility of
the MERO through the Municipal Emergency Management Plan arrangements.
If the Emergency is of a significant size which has resulted in the Department of Health & Human
Services being actively involved then the MERC/RERC will consult with the MERO, the MRM and
Recovery Manager Dept of Health & Human Services to agree on the timing and process of
response stand down.
Termination of Response Activities and Hand over of Goods/Facilities
When response activities are nearing completion the MERC in conjunction with the Control
Agency will call together relevant relief and recovery agencies including the MERO and the
MRM, to consult and agree on the timing and process of the response stand down.
In some circumstances, it may be appropriate for certain facilities and goods obtained under
Emergency Response arrangements during response to be utilised in recovery activities. In
these situations there would be an actual hand over to the MRM of such response and recovery
resources.
Payment for goods and services used in the Recovery process is the responsibility of the MRM
through the Municipal Emergency Management Plan arrangements.
Page 3-13
19.
COMPENSATION OF VOLUNTEER EMERGENCY WORKERS
Compensation for all Volunteer Emergency Workers will be as laid down in Part 6 of the
Emergency Management Act, 1986 & 2013. It is the responsibility of the Organisation utilising
the Volunteer Emergency Workers to ensure that all of the Volunteer Emergency Workers are
registered.
20.
MAINTENANCE OF PLAN
Frequency of Meetings
The MEMPC is required under Emergency Management Act to meet on at least two occasions
each year. However this committee meets on a quarterly basis being February, May, August and
November. In the event of an organisational change, identification of a significant new risk in the
municipality and/or following an emergency the MEM shall convene a meeting of the MEMPC to
address.
The dates of the meetings for the forthcoming year will be set at the November meeting of each
year. Review checklist will be discussed at the November meeting for the following year.
Plan Review
Content of this Plan is reviewed annually or after an emergency on the direction of the MEM, The
MEM, with support from the Executive Officer, is responsible for the ongoing maintenance of the
plan, the updating of information and the distribution to MEMPC members.
Organisations delegated with responsibilities in this Plan are required to notify Council of any
changes of detail (eg. contact information), as they occur.
All members of the MEMPC shall be requested, by MEMPC executive officer, to provide changes
to contact details one week prior to MEMPC meetings, updated details shall be forwarded to all
members electronically approximately one week after the meeting.
The MEMPC Contact Directory shall be reviewed and verified on a quarterly basis. The listing
shall be forwarded the MEMPC meetings for checking. Any updated details shall be forwarded to
all members of the MEMPC electronically approximately one week after the meeting by executive
officer. The Contact Directory is updated via phone check each year.
Review of the plan will specifically focus on the hazards in Maroondah City Council and the
Contact Directory of the plan.
Copies of all Emergency Management plans are also available via MECC Central and sent out
to members on the distribution list hardcopy or via email when updated. A copy of also located
on the Maroondah Website.
Exercising the MEMPlan
The MEMPC will consider elements of the plan that require testing or exercising annually. This
includes conducting one exercise per year, participation in regional exercises and when invited
participation in other neighbouring councils or agency exercises. Planning, administration and
conduct of the exercises will be the responsibility of the Municipal Emergency Manager.
Exercises will be designed to test the stages of preparedness, response, relief and recovery or a
combination of these stages. Exercises will include relevant emergency management staff and
support agencies. All exercise planning and documentation will be recorded with participant
details and saved into relevant trim council files and as an appendix to this plan.
Page 3-14
Audit
Maroondah City Council pursuant to Part 4, Section 21(a) of the Emergency Management Act
1986 shall submit the MEMP to VICSES for audit. This audit will assess whether the plan
complies with guidelines issued by the Coordinator in Chief.
The plan will be submitted for audit at least once every three years.
Page 3-15
PART 4.
1.
PREVENTION (RISK MANAGEMENT)
ARRANGEMENTS
INTRODUCTION
The proactive process of risk management is integral to the successful achievement of the MEMP
objective to “Implement measurers to prevent or reduce the cause or effects of emergencies”. It
is in this context that the Community Emergency Risk Management Assessment (CERA) Tool has been
developed.
Application of risk management principles and procedures enables Council and all stakeholders in the
MEMP to understand the threats that impact community safety and develop control strategies to
mitigate or eliminate the risks. The methodology used in this plan is based on the Australian Risk
Management Standard AS/NZS ISO 31000 in conjunction with the Victorian State Emergency Service
Community Emergency Risk Assessment (CERA) Guidelines.
Maroondah City Council is committed to meeting its obligations under the Emergency Management Act
1986. In doing so Council acknowledges that the development and implementation of the preventative
actions require the allocation of resources (human and financial), multi- agency support and broad
consultation to ensure a co-ordinated and well planned approach and outcome.
2.
AIM
The Community Emergency Risk Assessment (CERA) process is designed to systematically identify
hazards, determine risks and prioritise actions to reduce the likelihood and affects of an emergency.
3.
BACKGROUND
Council’s MEMP has historically included a risk management prevention strategy. In keeping with the
fundamental elements of the risk management standard, annual review of the plan has endeavoured
to refine the process to bring it in alignment with Council’s current Risk Management Policy and
Strategic Risk Management Plan. Identification and analyses of the risks has been completed in
consultation with various stakeholders, whose knowledge and expertise have helped to improve
treatment plans for the CERA Risk Register.
Development of Maroondah City Council’s CERA Process
The CERA process comprises of five (5) step framework which includes Risk Assessment and Risk
Treatment. The CERA process will replace the Community Emergency Risk Management (CERM)
Plan. The CERA process underpins the MEMP by providing a mechanism for the identification of
hazards, the determination of risks associated with those hazards and how those risks are to be
managed. The CERA process aims to reduce the incidence and impact of risks within the community
by identifying the risks that face the community, assessing the vulnerability of those at risk and
providing options, treatments and/or elimination of the risks.
Page 4-1
Step 1 – Establish the Context

Establish the objectives of the CERA process.

Define how CERA will benefit and respond to the needs of community, regional and state level
stakeholders.

Define the approach and identify key participants.

Define the risk assessment criteria that will be used.

Develop a municipal profile.
Step 2 – Identify Emergency Risks

Through primary and secondary sources, identify and review the universe of potential
emergency risks.

Based upon historical data, loss events and other relevant analysis (VFRR, IFMP etc) select a
short list of risks for further assessment relative to the municipality.
Step 3 – Analyse Emergency Risks

Estimate ratings of consequence, likelihood and mitigation/preparedness for each risk.

For each risk – determine high-level changes required, if any, in collaborating with other
municipalities and state-level agencies.

For each relevant share attribute group, facility and/or location – estimate the level of action, if
any, relative to emergency risks.
Step 4 – Evaluate Emergency Risks

Review the preliminary analysis to determine the extent of actions to be taken relative to risks
and/or shared attribute groups.

Determine if further, in depth analysis is required for certain risks and/or shared attribute
groups.

Determine best approach, resources and participants required to develop specific actions
relative to each risk.
Step 5 – Treat Emergency Risks

Determine specific actions for improving controls and preparedness, generally.

Define specific actions to enhance collaboration with other communities and/or state level
agencies.

Determine specific actions to better control/mitigate the risk and related impacts, particularly
across shared attribute groups.

Leverage the results of the CERA to inform your MEMPLAN and other related
documents/processes.
Below is a copy of the Dashboard and Heatmap for the CERA. The 10 risks identified in this process
were:

Bushfire – large, regional

Bushfire – small, isolated

Extreme Temperatures – Heatwave

Storm

Flash Flooding

Transport Accident

Fire – Industrial

Fire – Residential

Hazardous Materials Release

Human Epidemic/Pandemic
Supporting documents are attached as an Appendix to this plan.
Page 4-2
CERA Process / Roadmap
Establish Context
Establish CERA
Subcommittee
Identify Emergency Risks
Select Key Risks to be
Assessed via CERA
Consider prefill bowtie
diagrams by Stakeholder /
SMEs
Analyse Emergency Risk
Evaluate Emergency Risk
Endorsement by MEMPC
Treat Emergency Risks
Inclusion in MEMP (Heat map and
Dashboard)
Monitor and Review
Communicate and Consult
Undertake CERA
Options and Recommendations to
Council and Appropriate Stakeholders
See CERA Framework diagram for
steps in the process
Page 4-3
CERA Dashboard
Page 4-4
Page 4-5
4.
UNPREDICTABLE THREATS
It is not possible to speculate on the likelihood of unpredictable threats other than these.
Some possibilities would involve major buildings within the city with particular reference to
the Eastland Shopping Complex, other major shopping centres and to a lesser degree, the
Municipal Offices and Municipal Depot.
A comprehensive Business Continuity Management Plan has been prepared for the
Municipal Offices, Customer Service Outlets and Depot, which provides a readily usable
document to enable the Council and its officers to:
Identify those critical aspects of its office operations which may be exposed to risk
from fire or other possible hazards.
Define procedures and actions which can be taken to minimise loss or damage should
disaster occur.
Adopt strategies to maintain essential municipal services through periods of disruption
to office accommodation.
Recover lost spaces and facilities as soon as possible.
Minimise adverse effects on the public, the staff and the Council.
In the case of tanker and associated accidents, consideration must be given to
arrangements arising from a need to evacuate nearby residents as a precautionary
measure. This could also apply to a wide scale gas leak from local mains.
Depending on the circumstances of the threat or emergency, agencies may progress from
one stage to another or go straight to action. Similarly the reverse can occur as the threat or
emergency diminishes.
A Storm and Flood Plan and a Hazardous Materials in Part 8 – Sub Plans are designed to
function independently or in conjunction with other combating authorities that may be
involved.
5.
PREVENTION ARRANGEMENTS
Maroondah City Council recognises it has a key role in prevention and mitigation activities.
Council’s policies on land management and building codes ensure that all measures are
addressed to reduce the likelihood and impact of emergencies.
The Municipal Emergency Management Planning Committee plays a key role in prevention
by identifying potential hazards and threats and bringing them to the attention of Council.
The ability of a community to respond to an emergency situation and in turn recover from the
effects of an emergency will depend greatly on the attitude of the people affected. The
municipality, through its Municipal Fire Management Planning Committee (MFMPC) and
MEMPC, will promote and support appropriate prevention and awareness programs.
Page 4-6
6.
MUNICIPAL FIRE MANAGEMENT PLAN
Please refer to the Municipal Fire Management Plan (sub plan of this plan). Copies are
available via Councils Website.
7.
BUSINESS CONTINUITY PLANNING
Please refer to the Business Continuity Management Plan or contact the Risk Advisor for
further information.
8.
AUSTRALIAN STANDARD 3959
(Construction of Buildings in Bush Fire Prone Areas)
Please contact Councils Building Sub Plan Coordinator for details of standard.
9.
COMMUNITY EDUCATION
Maroondah City Council has a range of activities and publications that have been designed
and put in place to promote and support community awareness.
Maroondah City Council is a NO BURN area. Burning however can be conducted with a
permit, which is available from Resident Services.
Fire Danger Period Advisory Signs: These signs are placed generally on the boundaries of
the municipality and at other strategic locations. They are provided by Council to inform the
general community of the declared ‘Fire Danger Period’ and resultant restrictions on the use
of fire throughout the area. These signs are erected on the advice of the CFA.
Information Signs: These signs have been installed at the same locations as the fire danger
signs to assist residents in identifying which radio station to tune to for emergency
information.
Annually an emergency management communication plan is developed by Communications
and Marketing in consultation with relevant Council officers.
Emergency Management Communication Plan 2015
Subject
Topic
Media
Timing
Swimming
Pool Safety
Gates and
fences
Building Commission
Brochures (available at
service centres)
Media release
Ongoing
Web
Focus community
newsletter
Community Information
Bulletin (available at
service centres)
September/October/December
January/February
Incident generated (ie: prosecution for
fencing failure – message reinforced)
Ongoing
Move to front page during Summer
October
Ongoing
Page 4-7
Subject
Topic
Media
Timing
StormSafe
Storm
preparation
SES Brochures
(available at service
centres)
Media release
Councils Fire
Preparation brochure
available at service
centres
Web
Focus community
newsletter
Web (links to CFA)
Ongoing
Bushfires
Fire restrictions
Community Information
Bulletins (available at
service centres)
Media release
Fire season
preparation
Web (links to CFA)
Community Information
Bulletins
Focus community
newsletter
Media release
Bushfire (all
material exists
ready to
release as
needed)
Heatwave
General and
declared days
(all material
exists for
declared days
ready to
release as
needed)
Web (links to CFA and
other agencies as
needed)
July
February/March
Incident generated – message
reinforced
Ongoing
August or February (space dependent)
Ongoing – updated on advice from CFA
usually October and April
Ongoing – updated on advice from CFA
approximately October and April
October
April
Ongoing
Ongoing
October/November
October, December, April
Other as needed
Incident generated – message
reinforced
As needed
Community Information
Bulletins
Media release
Internal communication
Web
As needed
Community Information
Bulletins
Ongoing
As needed following notification of
declared days
October/November
As needed where timely following
notification of declared days
Ongoing
Media release
DHHS Brochure
(available at service
centres)
Focus community
newsletter
As needed
As needed
Ongoing
Updated on notification of declared
days
October/November
Page 4-8
PART 5.
1.
RESPONSE ARRANGEMENTS
INTRODUCTION
The Emergency Response concept provides the mechanism for the build up of appropriate
resources to cope with emergencies throughout the State. It also provides for requests for
physical assistance from the Commonwealth when State resources have been exhausted.
Most incidents are of a local concern and can be co-ordinated from local municipal
resources. However, when local resources are exhausted response provides for further
resources to be made available, firstly from neighbouring municipalities and then, secondly
on a State-wide basis.
2.
CONTROL AND SUPPORT AGENCIES
Detailed below is the agreed set of arrangements for the response to identified
emergencies within Maroondah City Council. These arrangements have been tailored to
meet local response capabilities based on: the agencies available within the municipality
and agencies identified as Control Agencies as specified within Part 7 of the Emergency
Management Manual Victoria.
Support Agencies may be able to offer varying levels of support from “on ground”
resources to information. Many support agencies and other government departments have
developed broad programs and strategies that may be implemented in Maroondah as part
of a coordinated program to prepare or respond to an emergency. These include, but are
not limited to Floodsafe and Stormsafe (SES), the Victorian Heatwave Strategy (DH), The
Victorian Human Influenza Pandemic Plan (DH) and the Regional Strategic Fire
Management Plan. Likewise, Maroondah City Council holds a number of plans that will
also activate to support the preparedness and response to an emergency. These include,
but are not limited to, the Maroondah Risk Management Plan, Maroondah Floodplan,
Maroondah Heatwave Plan and Pandemic Plan and the Municipal Fire Management Plan
It may be appropriate to consult with a number of identified Support Agencies for advice in
relation to any given emergency. It is the responsibilities of the control agency to
formulate action plans for a given emergency in consultation with support agencies.
EMERGENCY/THREAT
Aircraft
Biological Materials
Gas Leakage
Hazardous materials, high
consequence dangerous
goods or dangerous goods
Lifts, cranes or scaffolding
and amusement structures
Marine(not including marine
pollution)
Military aircraft and ships
Radioactive materials
Rail and tram
CONTROL AGENCY
KEY SUPPORT AGENCIES
(may vary by location)
ACCIDENT/INCIDENT
Victoria Police
AMSA, ARFF, ATSB
DHHS
CFA,MFB
CFA/MFB
Gas Distribution companies
CFA/MFB/ARFF
EPA, AV, Worksafe
(workplace, storage
facilities and transport)
CFA/MFB
Worksafe
Victoria Police
Defence Forces
DHHS
Victoria Police
Transport Safety Victoria,
ASMA
AMSA, VicPol, Airservices
Australia
CFA,MFB
PTV, DTPLI , V/Line,
ARTC, MTM, Yarra Trams,
CFA, MFB, VICSES,
Page 5-1
EMERGENCY/THREAT
Road
Chemical Contamination of
livestock or agricultural
produce (Agricultural or
Veterinary)
Exotic Animal Disease
(includes Bees & Aquaculture)
Plant Pest or Disease
Drought
CONTROL AGENCY
(may vary by location)
Victoria Police
AGRICULTURAL
DELWP
KEY SUPPORT
AGENCIES
CFA, MFB, VICSES,
VicRoads, Municipal
Councils, Citylink, Eastlink
DFSV, PrimeSafe
DELWP
DELWP
DELWP
ENVIRONMENTAL
DTPLI (Emergency Risk
and Resilience)/ Port
operator
DELWP
DELWP
DELWP
Marine pollution oil spills in
DELWP, EPA AMSA, PV,
Victorian coastal waters up to
BOM, VRCA, MFB, CFA
three nautical miles
Oiled Wildlife
PV,DTPLI, ASMA
Exotic marine incursion
PV
Cetacean (whale) stranding or
PV
entanglement
Vertebrate pest/plagues
DELWP
PV
Pollution into inland waters
CFA/MFB
EPA, PV
Pollution of inland waters
EPA
PV, Melbourne Water
ESSENTIAL SERVICE DISRUPTION
Food supply, critical
Victoria Police
DELWP
infrastructure damage or
disruption.
Electricity
DSDBI(Energy Sector
AEMO, Electricity
Development)
distributors, Energy Safe
Victoria, DELWP
Natural Gas
DSDBI (Energy Sector
AEMO, DSDBI (Earth
Development)
Resources Regulation Vic)
Energy Safe Victoria, Gas
distribution companies
Petroleum and liquid fuels
DSDBI (Energy Sector
DSDBI (Earth Resources
Development)
Regulation Vic) Worksafe,
Oil Companies
Public Transport
PTV
DTPLI (Emergency Risk
and Resilience)
Roads/Bridges/Tunnels
VicRoads
Municipal Councils, Citylink,
Eastlink, DTPLI
(Emergency Risk and
Resilience)
Water and Sewerage
DELWO
Water Authorities, DHHS,
Municipal Councils
FIRE AND/OR EXPLOSION
Aircraft
ARFF/CFA/MFB
Boilers and pressure vessels
CFA/MFB
Worksafe
Explosion
CFA/MFB
DELWP, Worksafe
Explosive device
Victoria Police
CFA, MFB
Fire
CFA/DELWP/MFB, Fire PV, AVCG, Worksafe, BOM
Services Commissioner
(Major Fire)
Page 5-2
EMERGENCY/THREAT
Retail food contamination
Food/drinking water
contamination
Human disease
CONTROL AGENCY
KEY SUPPORT
(may vary by location) AGENCIES
HUMAN DISEASE/ILLNESS
DHHS
DHHS
Municipal Councils, DELWP
Earthquake
Flood
DHHS
NATURAL EVENT
VICSES
VICSES
Heatwave
Victoria Police
Storm
VICSES
Tsunami
VICSES
RESCUE
CFA/MFB/ VICSES
Victoria Police
Victoria Police
CFA/MFB
Building, structure
Cave
Land
Lift, crane, scaffolding or
amusement structure
Mine/quarry
Victoria Police
Rail, aircraft and industrial
CFA/MFB/VICSES
Road
Trench or tunnel
Water
Land and Water
CFA/MFB/VICSES
CFA/MFB
Victoria Police
SEARCH
Victoria Police
Overdue aircraft
AMSA
Aircraft – in-flight emergency
Dam Safety
OTHER
Airservices Australia
DELWP
Marine casualty – non SAR(commercial ship) in port
waters.
Marine casualty – non SAR(commercial ship) in coastal
waters.
Other threats against persons,
property or environment
Port operator, VRCA
Transport Safety
Victoria
All
DELWP, CMA’s, Water
Authorities, Municipal
Councils, CFA, MFB, BOM,
PV
Municipal Councils, DHHS,
DELWP, DTPLI, DSDBI
BOM, DELWP, PV, CFA,
MFB, DSDBI
BOM, All
BC, AV, VicPol, Worksafe
VICSES
VICSES
VicPol, VICSES, Worksafe,
DSDBI
DSDBI, DELWP,
CFA,VICSES, Worksafe
AMSA (aircraft only),
WorkSafe (rail & industrial
only)
AV
VICSES, LSV
VICSES, others as per
VicPol register
VicPol, VICSES,
Airservices Australia
ADF
Water Authorities, VICSES,
Municipal Councils
TSV, AMSA, CFA/MFB,
VicPol, AV, DTPLI
VRCA/Local port operators,
CFA, ASMA, VicPol, AV
Victoria Police
Page 5-3
3.
COMMUNITY INFORMATION GUIDES
Maroondah has areas which fall into the Community Information Guides covering the
greater Warrandyte area (namely South Warrandyte and Wonga Park). Maroondah is one
of the agencies that work with the CFA (lead agency) in the development of these Guides.
Please refer to our Municipal Fire Management Plan (sub plan of the MEMP).
4.
NEIGHBOURHOOD SAFER PLACES (NSPs)
Following recommendation from the MEMPC, Maroondah has no nominated Neighbourhood
Safer Places.
An assessment of likely need indicated the following:

Maroondah is at relatively low risk of fire.

No suitable sites were available in areas most likely to be impacted by fire (e.g. on
Northern boundary).

Neighbourhood Safer Places located in the Metropolitan Fire Brigade 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 would likely activate relief centres.
5.
ORGANISATIONS OUTSIDE OF THE MUNICIPALITY
The involvement of external emergency control agencies will depend on the magnitude and
nature of the problem. The introduction of external agencies will be on a coordinated basis
at Municipal, State or Federal level, but not necessarily in that order.
External agencies that may be used to reinforce available Council resources include the
following:
Additional Police, Fire and Emergency Services.
Medical Services.
Welfare Services.
Communication and Transportation Services.
Specialist services available from Government Departments, e.g. DHHS, Civil
Aviation, DEPI, Parks Victoria and all Departments exercising control over public
utilities.
The Armed Forces.
6.
ORGANISATIONS WITHIN THE MUNICIPALITY
The principal emergency combating agencies located within the Municipality are:
Council
MFB
CFA
DELWP
SES
Victoria Police
Page 5-4
7.
RELIEF
Emergency Relief is the provision of immediate support and essential needs to persons
affected by, or involved in the management of an emergency. The primary functions of
emergency relief are:

Catering (food and water)

Material needs

Emergency Shelter (accommodation)

Provision of Emergency Relief Centres

Registration
Other functions of emergency relief typically include:

Personal Support including financial assistance

Sanitation and hygiene, and

Information provision
8.
RESPONSE MANAGEMENT
The functions of command, control and coordination are to be exercised as required by the
Emergency Management Manual Victoria where:
a.
Command of the operational personnel of various authorities and organizations
involved is vested in the command structure of that particular authority/organization
and will remain exclusively with that body.
b.
Control of emergency operations at all times remains the responsibility of the
Emergency Response agency or organization directly responsible for combating the
particular type of emergency. The combating authority is to appoint an incident
Controller who will control the operation.
c.
Coordination of resources requested by the Control and Support Agencies is the main
function of the MERC.
Page 5-5
PART 6.
1.
RELIEF AND RECOVERY
ARRANGEMENTS
RECOVERY MANAGEMENT PRINCIPLES
Management and service provision will be developed as much as possible to the Local level.
State and Regional recovery strategies, services and resources will supplement and
compliment the municipalities’ initiatives rather than replace local endeavours.
Emphasis will be given to supporting and maintaining the identity, dignity and autonomy of
affected individuals, families and the community.
Management of recovery will occur in the context of clear and agreed arrangements, and
involve processes of consultation and cooperation through established communication
channels.
Wherever possible, the normal municipal management and administrative structures and
practices will be used, ensuring that these structures and practices will be responsive to the
special needs and circumstances of the affected community. Recovery information and
recovery services need to be readily accessible to affected individuals, families and
communities and responsive to their needs and expectations.
2.
ACTIVATION
The Municipal Recovery Manager (MRM) is responsible for initiating recovery activities as
documented in the Relief and Recovery Plan when required. The MRM has responsibility
to manage the relief and recovery process on behalf of the municipality.
In order for the MRM to effectively carry out relief and recovery responsibilities, preexisting delegations should be in place to enable the rapid procurement of resources,
including purchasing and management support. This authority extends to those ‘acting’ in
this role or designated delegates
There are three stages leading to activation of the Municipal Relief and Recovery
Plan.
1.
2.
3.
Alert (advised of a likely occurrence)
Standby (relevant personnel & resources made available)
Call out (relevant resources are deployed)
Recovery activation will be dependent on the scale of the event and emergency response.
It is not necessarily dependant on whether the Municipal Emergency Co-ordination Centre
(MECC) has been activated. The MRM may delegate duties to provide for the effective
management of recovery functions.
Subject to the scale of the emergency, activation of the Relief and Recovery Plan may
require:

Authorising physical and human resources to be notified of potential activation;

Acquisition and application of equipment, material, human and financial resources
necessary to ensure an effective response;

Establishment of Emergency Relief Centres;

Establishment of a Recovery Centre;
Page 6-1



3.
Enlisting specialist staff and agencies for assistance and expert advice and
support;
Activation of a Community Recovery Committee and a Municipal Recovery
Planning Group; and
Representation and involvement on behalf of the municipality with external entities
MUNICIPAL RECOVERY SERVICES
The following organisations have agreed to manage the particular recovery functions listed
below. The MRM is responsible for the overall coordination of the recovery process at a
municipal level.
TYPE OF SERVICE
CO-ORDINATED BY
Accommodation – Emergency
Maroondah City Council – single incidents
Accommodation - Temporary
Department of Health & Human Services
Wesley Mission Melbourne
Accommodation - Restored
Insurance Council of Australia
Catering
Australian Red Cross
(In the case of a large scale incident contact private companies - details
listed in separate equipment contact list held in MECC or available via
MERO)
Community Development
Department of Health & Human Services (Eastern
Region) in conjunction with Municipal Recovery Manager /
Community Recovery Committee
Counselling Programs
Victorian Council of Churches
Connections Eastern
Evacuation
Victoria Police
Emergency Relief Centres
Maroondah City Council
Financial Assistance
Department of Health & Human Services (Eastern
Region) through the Municipal Recovery Manager
Information Services
Maroondah City Council
Language Services
Centrelink Multilingual Services
Via the Municipal Recovery Manager
(Private firms also listed in separate contact listing for equipment – list held
in MECC or available via MERO)
Material Aid
Salvation Army
Personal Support Services
Department of Health & Human Services
Public Health
Maroondah City Council (Environmental Health
Officers)
Rebuilding and Utility
Restoration
Maroondah City Council
Restoration of Public Assets
Department of Treasury & Finance – Victoria Grants
Commission
Roads & Bridges
Vic Roads
Page 6-2
Page 6-3
4.
COMMUNITY RECOVERY COMMITTEE
Where the scope, impact or magnitude of the event requires community input into the
recovery process, one or more Community Recovery Committees may be established within
the affected area.
Community Recovery Committee Membership
The composition of the committee will vary depending on the affected area. The membership
of the committee should include community leaders and representatives of:
Municipal Recovery Manager
Government Agencies
Community Groups
Affected Persons
Non-Government Agencies
Department of Health & Human Services
Terms of Reference
Terms of Reference will be developed and adopted as and when a Community Recovery
Committee is convened.
Event focused on the life of recovery phase
Dependent on the needs of the community and could be short or long term
Convened and resourced by Council
Relevant groups must participate willingly
Council will activate and deactivate the Committee as required in consultation with the
community.
Community Recovery Committee Functions
Monitor the overall progress of the recovery process in the effected community.
Identify community needs and resource requirements and make recommendations to
appropriate recovery agencies, municipal Councils and the State’s Recovery
Management structure.
Liaise, consult and negotiate, on behalf of the affected communities, with recovery
agencies, government departments and municipal Councils.
Liaise with Department of Health & Human Services as Co-ordinator through the
designated Department of Health & Human Services Regional Director or delegate.
Undertake specific recovery activities as determined by the circumstances and the
Committee.
5.
ROLE OF DEPARTMENT OF HEALTH & HUMAN SERVICES IN RECOVERY
The Department of Health & Human Services is responsible for the regional and state
coordination of emergency recovery on behalf of the Victorian Government.
This whole-of-government responsibility involves:
Coordinating recovery planning and management at regional and state levels.
Coordinating all aspects of recovery, including state/federal departments, local
government, non-government organisation and agencies.
Coordinating recovery activities on consideration of the :
 Social environment
 Economic environment
Page 6-4
-
 Built environment
 Natural environment
Chairing state and regional emergency recovery planning committees and postincident recovery committees.
Liaison, coordination and planning with local and state recovery coordinators.
At the State level, the State Recovery Coordinator will coordinate recovery. In some cases
where an emergency occurs that has a significant community-wide impact, the Victorian
Premier or Minister for Police and Emergency Services may decide to establish a ministerial
taskforce (or other additional high-level recovery coordination structure) to oversee a wholeof-government response to the recovery needs of affected communities. This governance
structure must be considered early in the development of post-incident recovery coordination
and planning.
Any additional recovery structure will be established to support and augment the existing
recovery arrangements, rather than replace them.
6.
ESCALATION OF RELIEF AND RECOVERY SERVICES
The Municipality and other recovery agencies shall obtain and pay for goods/services
through their own supply systems.
When the Municipality or participating agencies, cannot provide goods/services, the
Department of Health & Human Services via the Recovery Coordinator will obtain the
goods/services necessary.
The Department of Health & Human Services emergency management has a tiered
approach to emergency relief and recovery coordination. It indicates the level at which
coordination for emergency relief and recovery is likely to be escalated at any particular
point in time according to a number of considerations. The tier is designated by the
Regional Recovery Coordinator (or delegate) or State Recovery Coordinator (or delegate)
for Tier 2, 3 or 3+ and can shift over time as emergencies unfold.
If it becomes apparent that an emergency will exceed the capacity of a municipal council
to perform emergency relief or recovery functions, the municipal council may request the
relevant Regional Recovery Coordinator (Department of Health & Human Services) to
coordinate emergency relief or recovery at the regional level. This does not replace the
requirement for the Regional Recovery Coordinator (Department of Health & Human
Services) to monitor the emergency relief and recovery situation and activate the Regional
Emergency Relief and Recovery Plan.
Further escalation to the state level of management may be necessary in respect of
certain service needs in very large or complex events. The Australian Government may
also provide Commonwealth resources to deliver particular services.
The diagram below (Figure 7) shows the interactions between the levels of government,
both with regard to requests for assistance and formal escalation of coordination
responsibility.
Importantly, escalation of coordination builds upon the layers of
responsibility to contribute and coordinate, so additional levels are provided but none are
replaced or relieved of their own responsibility. Further information is also available in Part
4 of the EMMV – State Emergency Relief and Recovery Plan.
Page 6-5
7.
MEMORANDUM OF UNDERSTANDING
A Memorandum of Understanding (MOU) is in place between the following councils: Boroondara City Council
 Knox City Council
 Manningham City Council
 Maroondah City Council
 Monash City Council
 Nillumbik Shire Council
 Whitehorse City Council
 Yarra Ranges Council
Page 6-6
The purpose of this MOU is to formalise a working relationship for operational
arrangements in the delivery of emergency relief services within the municipalities. The
MOU aims to enhance the capability of the parties by enabling Councils to request extra
resources for the provision of relief services, mindful of differing Council capacities to
respond.
The parties to this MOU are either signatories to, or principal stakeholders in the Municipal
Emergency Plan for their respective Municipalities, made in accordance with Councils’
obligations under the Emergency Management Act 1986 (the Act). Each party desires to
promote the objectives of the Act and in so doing to minimize the risk to the respective
municipalities. The parties to this MOU are also signatories to the MAV Protocol for InterCouncil Emergency Management Resource Sharing.
8.
AGENCIES ASSISTING IN RELIEF AND RECOVERY
Support Tasks & Functional Service Agencies
Relief and recovery activities should acknowledge the inherent resilient capabilities of
individuals, households, neighbourhoods and communities affected by emergencies.
Resilience is also promoted through programs that encourage, create and develop resources
and connections that can be drawn on in times of crisis.
The following list of support tasks indicates the primary support agency and additional
support agencies. The list is neither exhaustive nor exclusive as many agencies, including
control agencies may have both a primary or coordinating role and a functional service
role, dependent upon the nature of the emergency. In the event that local resources
cannot be provided to meet support tasks needed, the request should be passed onto the
Divisional Emergency Response Coordinator via the Municipal Emergency Response
Coordinator.
Function
Description
Provider
Support
Documents
SOCIAL ENVIRONMENT
Provision of emergency / temporary
accommodation
To source emergency/temporary
accommodation after an emergency.
To co-ordinate counselling and
personal support services after an
emergency
Primary
Agency- DHHS Office of
Housing
Animal (Domestic)
Welfare –
Companion
Animal Recovery
Assist/destroy injured animals.
Co-ordinate the disposal of dead
animals
Co-ordinate emergency feed
supplies
Identify holding areas and provide
cages etc
Co-ordinate disposal of dead stock.
Provide cages/leads etc. for animals
at evacuation centres
Round up escaped stock
Primary
AgencyCouncil
Food and Water
To co-ordinate food provision and
catering for the community in the
event of an emergency, which may
Primary
Agency- Red
Accommodation
Support Agency Council
Eastern
Regional MOU
with DHHS
Section 20
Municipal Relief
& Recovery
Plan
Appendix 7 &
11
Support Agency
– DELWP
RSPCA
Australian
Veterinary
Association
Eastern
Regional MOU
Page 6-7
Function
Food Supply,
manufacturing and
logistics
Provider
Support
Documents
include: emergency food and water
supplies, catering at an ERC, and
catering for emergency services
Cross
with Red Cross
To oversee and coordinate access
to and the ongoing supply of food
sources
Primary
AgencyDELWP
Description
Support Agency Salvation Army
Foodbank
Victoria
EMMV
Support AgencyDTPLI
Water Supply
Provide the ongoing provision of
potable drinking water
Undertake recovery works to ensure
ongoing mains water supply
Communications
and Media Liaison
Co-ordinate and provide accurate
information to the public and media
after an emergency
Primary
Agency- Local
Water Authority
EMMV
Support AgencyDELWP
Primary
AgencyCouncil
MEMP
Communications
Sub Plan
Support AgencyRelevant
Agencies
Community
Development
Co-ordinate community consultation
and activities that will assist
communities recover from the
impacts of an emergency
Community
Recovery
Committee
To develop strategies and
recommendations, in conjunction
with local people and appropriate
Council officers to facilitate recovery
of the community to an acceptable
level
Donation
Coordination
Coordinate the collection and
distribution of donated goods,
services and money
Primary
AgencyCouncil
Support AgencyDHHS
Red Cross
Service clubs
and community
groups
Primary
AgencyCouncil
Support AgencyDHHS
Red Cross
Service clubs
and community
groups
Primary
AgencyCouncil
Municipal Relief
and Recovery
Plan
Municipal Relief
and Recovery
Plan
Regional
Recovery
support
documents
Support AgencyCharity Groups
ERC Management
Coordinate and staff ERCs. Maintain
centre register and support
resources
Primary
AgencyCouncil
Eastern
Regional ERC
SOP
Council ERC
Facility Plans
Evacuation
Evacuation is a risk management
activity which may be used as a
means of mitigating he effects if an
emergency or disaster on a
Control Agency
VicPol
Coordination
EMMV
Page 6-8
Function
Description
Provider
Support
Documents
community. Involves the movement
of people to a safer location.
Financial
Assistance
Coordinate the distribution of
financial aid to individuals and
communities
Primary
Agency- DHHS
Support AgencyCentrelink
Personal
Hardship
Assistance
Program
Financial Aid
Section 20
Municipal Relief
& Recovery
Plan
First Aid/Medical
Assistance
Material Aid
To assist DHHS in the provision of a
Case Management Service in large
scale events
Primary
Agency- ASV
Co-ordinate distribution of material
aid to affected members of the
community
Primary
AgencySalvation Army
Support AgencyCouncil
Victorian Relief
Committee
St Vincent de
Paul
Support AgencySt John
Ambulance, LSV,
Red
Cross,Hospitals
Health Services
Listing Section
20 Municipal
Relief &
Recovery Plan
Eastern
Regional MOU
with Salvation
Army
Material Aid
Section 20
Municipal Relief
& Recovery
Plan
See Appendix 3
Personal Support
& Psychological
First Aid
Co-ordinate the provision of
personal support, chaplaincy and
counseling services
Primary
Agency- VCC
Support AgencyDHHS, Red
Cross, Council
Personal
Support Section
20 Municipal
Relief &
Recovery Plan
Public Health
Oversee public health issues in an
emergency and provide public
health advice.
Primary AgencyCouncil
Councils Public
Health Sub Plan
Support AgencyDHHS
Public Health
and Wellbeing
Act
(eg. safe water, food
safety/disposal, septic systems, safe
disposal of waste, provision of
temporary toilets/facilities, the
spread of infectious disease and
impacts of heat related illness)
See Appendix 2
Community
Health &
Wellbeing Plan
To identify the health and medical
facilities available within Maroondah
City Council and identify the
arrangements for activation.
Volunteer Coordination
Support and co-ordinate the
registration and work of volunteers
and assist other recovery service
areas through the provision of
volunteers
To recruit, support and co-ordinate
Primary
AgencyCouncil
Support AgencyCommunity
Groups
Page 6-9
Function
Description
Provider
Support
Documents
the work of volunteers after an
emergency and to assist other Sub
Committees through provision of
volunteer assistance as required.
Victoria Police is responsible for the
control and coordination of
Register.Find.Reunite. Service and
Red Cross manage and operate it.
This service is re uniting displaced
friends and family during and after
an emergency event
Primary
Agency- VicPol
It is recognised that not all specific
requirements can be met when
delivering emergency relief services,
and certain needs may have to be
addressed on a ‘best endeavours’
basis
Primary
Agency-
Aged and
Disability Support
/ High Risk
Customers
Plan and co-ordinate the recovery
process for aged and disabled as
well as other high risk customers To
plan for and co-ordinate the
recovery process for aged and
disabled people in the municipality
Primary
Agency-Council
Children’s’
Services
Plan and co-ordinate the recovery
process for children under 12 years
of age and provide child care to
ERCs
Primary
AgencyCouncil
Register. Find.
Reunite
Special
Considerations
Council
Support AgencyRed Cross
Appendix 12
Support Agency-
Support AgencyDHHS
Councils Youth
Plan, Early
Childhood Plan
Support Agency-
To plan for and co-ordinate the
recovery process for children and
young people.
BUILT ENVIRONMENT
Building Safety
Clean-up and
Reconstruction /
Equipment
Provision
To assess, advise on and repair
damage after an event, including
tree safety/assessment;
replanting/revegetation; erosion
prevention etc from Rapid Impact
Assessment and Post Impact
Assessment
Primary
AgencyCouncil
(Building
Services)
Plan and co-ordinate the clean-up
process including the provision of
temporary resources as required
(e.g. toilets, generators,
earthmoving equipment etc)
Primary
AgencyCouncil
To facilitate the resources required
to clear and clean property and
infrastructure
Infrastructure
Rebuild and restore community
infrastructure / utilities after an
emergency
Councils
Building Sub
Plan
Support AgencyBuilding
Commission
Victoria
Support Agency VicRoads,
DELPW
Trade
Associations
Primary
AgencyCouncil
Councils Capital
Works Program
Support Agency
Page 6-10
Function
Transport
Description
Provider
Assist in transport provision after an
incident so that those affected can
access relief centre
Primary
AgencyCouncil
To assist in transport provision after
an event so that those affected can
access services, shopping
etc.recovery services, shopping etc.
Support Agency
Support
Documents
NATURAL ENVIRONMENT
Animal and Stock
Welfare –
Environmental
Damage and
Disposal
Work with the Department of
Primary Industries to assist/destroy
injured stock/wildlife
Co-ordinate disposal of dead stock.
Co-ordinate emergency feed/fodder
supplies
Identify holding areas for stock/pets
etc.
Provide cages/leads etc. for animals
at evacuation centres
Round up escaped stock
Air, Land, Water –
Monitor Assess &
Control
Physical ReInstatement of
Environment
Fencing
Primary
AgencyDELWP
Support AgencyRSPCA
Primary
Agency- EPA
Support AgencyCouncil
Assess, advise and repair damage
after an event including tree safety,
replanting / re-vegetation; erosion
prevention & control
Primary
AgencyDELWP
Co-ordinate the reconstruction of
boundary fencing immediately after
an incident in cases where animals
need to be contained
Primary
Agency-DELWP
Environment
Protection Act
Water Act
Public Health
and Wellbeing
Act
Support AgencyCouncil
Support Agency-
ECONOMIC ENVIRONMENT
Economic
Development
Coordinate and initiate economic
development activities to assist local
businesses to recover
To co-ordinate the economic
recovery of the affected community
To support existing networks.
To liaise with local business, traders
associations, and chambers of
commerce to inform the Municipal
Recovery Planning Group regarding
issues and impacts
Local Government
Economic
management
To support local government
through the relief and recovery from
a natural disaster through funding
support, personal advice and
additional equipment
Primary
AgencyCouncil
Support AgencyDHHS
Red Cross
Service clubs and
community groups
Maroondah CC
Council Plan
Primary Agency
DHHS, DTF
NDFA
NDRRA
Page 6-11
Page 6-12
9.
MUNICIPAL RELIEF AND RECOVERY PLAN
The Municipal Relief and Recovery Plan is developed to support Council’s Municipal
Emergency Management Plan (MEMP), which has been developed and maintained by
the Municipal Emergency Management Planning Committee (MEMPC).
The Municipal Relief and Recovery Plan has been developed in consultation with key
agencies including DHHS and the Australian Red Cross. Furthermore the Municipal
Relief and Recovery Plan is developed using guidance materials of key State and
Regional planning documents, key agency support tools and Council’s strategic
corporate and community plans.
The Municipal Relief and Recovery Plan has been prepared by Council’s MRM and will
be tested annually through regional and internal desk top exercises. The Municipal Relief
and Recovery Plan will be reviewed following an exercise and any emergency activation.
The maintenance and updating of the Municipal Relief and Recovery Plan is the
responsibility of the MRM.
The Municipal Relief and Recovery Plan includes key relief and recovery preparedness
arrangements, providing governance and leadership arrangements for relief and
recovery planning and activation across the four recovery environments of social,
economic, built and natural.
Furthermore the Municipal Relief and Recovery Plan
provides a guide and resource to those persons and organisations involved in, or
responsible, for planning and/or managing the recovery process.
The Municipal Relief and Recovery Plan outlines in further detail:
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
19.
20.
21.
22.
23.
24.
25.
26.
The functions of emergency relief and recovery
Authority to activate the Municipal Relief & Recovery Plan
Relief Activation
Emergency Relief Centre Activation
Emergency Relief Centre Locations
Emergency Relief Centre Operations
The Relief and Recovery Interface
Recovery Activation
Escalation and interaction arrangements with Regional, State & Commonwealth
levels
Gathering and processing information
Transition from Response to Recovery
Relief and Recovery Communications
Engaging with Communities
Establishment of a Community Recovery Committee
Community Development
Establishment of Relief & Recovery Centres
Roles and Responsibilities
Recovery Team Personnel
Support Tasks & Functional Service Areas
Major recovery services & support agencies
Memorandums of Understanding
Financial arrangement for mitigation, response and recovery
Municipal Emergency Coordination Centre
State Emergency Recovery Arrangements
Supporting organisations within municipality
Vulnerable groups and facility listings
Page 6-13
PART 7.
1.
SUPPORT ARRANGEMENTS
RESOURCE SUPPLEMENTATION
The meaning of resources under these arrangements includes but is not limited to:
Equipment - (eg. plant, vehicles)
Personnel – (eg. agency support & industry technicians)
Services – (eg. phone lines, expert technical advice)
A resource is essentially any function or item which a responding agency requires to
perform its response roles.
An agency may have arrangements in place to access a wide range of resources
through:
Its own agency arrangements.
Support agencies.
Mutual Aid agreements (including memoranda of understanding).
Contract or supply arrangements with private industry.
A four tiered framework (Municipal, Regional, State and Commonwealth) exists for
implementing response to emergencies. Response arrangements are designed to
assess an emergency, and to provide for the graduated marshalling and utilisation of
the resources required to respond to an emergency in accordance with the
emergency response plan and the plans of participating agencies. At the municipal
level, resources owned or under the control of the Maroondah City Council are used
to supplement those of the control and support agencies. As the effects of the
emergency escalate, or the resource requirements outstrip what is available locally,
Regional, State and Commonwealth resources may be activated.
At Regional level, the interagency response management structure involves the coordination of resources to support operations which cannot be resourced locally, or
which extend over more than one municipal region. The highest level of operational
co-ordination and support takes place at State level. It is at this level that resource
support from other States and/or the Commonwealth is assessed and requested.
Where an agency requires resources beyond its own capacity to satisfactorily
complete a task, it should request assistance as appropriate:
If at local level, from the MERC.
If the request cannot be satisfied at the local level, then via the MERC to the
Regional Emergency Response Co-ordinator.
If the request cannot be satisfied at the Regional level, then to the State
Emergency Response Co-ordinator or delegate, who will advise the requesting
agency of possible suppliers.
If the request cannot be satisfied from resources within Victoria, it will be
referred to the State Emergency Response Co-ordinator or delegate to seek
Interstate of Commonwealth assistance.
In all instances, the requesting agency should make appropriate arrangements for
delivery, and whichever agency request the resource will be responsible for all costs
incurred. Requests for resources should be provided in hard copy and include the
name and position of the person requesting the resources and comprehensive details
of the tasks to undertaken.
Page 7-1
For detailed information in relation to resource supplementation see practice note –
Sourcing Supplementary Emergency Response Resources from Municipal Councils
SUPPLEMENTARY RESPONSE RESOURCE PROCESS FLOWCHART
Control Agency
requires a resource
Resource supplied to
requesting Agency
Available from:

Within own agency or

Resource directly controlled by the agency or

Support agency within municipal area
YES
NO
Request made to Municipal Emergency Response Coordinator
Available from:

Resources owned or directly controlled by the Council or

Other agencies within the municipal area, or

Private provider within the municipal area
YES
NO
Request made to Regional Emergency Response Coordinator
Available from:

Other agencies within the region, or

Other municipal areas within the region, or

Private provider within the region, or

Category 1 request for Defence Assistance to Civil Community
YES
NO
Request made to State Emergency Response Officer
Available from:

Other agencies within State, or

Private provider within Victoria
YES
NO
Request to Emergency Management Australia for resource to be supplied from:

Federal resources, or

Interstate resources, or

International resources
Page 7-2
2.
SUPPORT TASKS & FUNCTIONAL SERVICE AGENCIES
The below list of support tasks indicates the primary support agency or managing
agency and other support agencies. This list is neither exhaustive nor exclusive as
many agencies, including response agencies may have a support role, depending on
the effects of the emergency. In the event that local resources cannot be provided to
meet support tasks needed, the request should be passed onto the Regional
Emergency Response Co-ordinator via the MERC.
SUPPORT TASK
Animal Welfare
Food and Water
Commonwealth resources
Communications
Deceased persons:
identification
Detection of Emergency
Locator Transmitters
Emergency call taking and
dispatch
Emergency medical care and/or
transport
Emergency Relief Centres or
shelters
Environmental impact
assessment
Evacuation
First Aid
Mapping services/information
including:
 Digital and hardcopy maps
 Aerial photography and
acquisition
 Satellite imagery
acquisition
 GPS positioning and
location
Media relations
Produce (food) contamination
by chemicals of security
concern
Public warnings
Registration and inquiries
Relocation
Rural loss and damage
assessment
Transport, engineering and
services support
PRIMARY
AGENCY
SECONDARY AGENCY
DELWP
Red Cross
Victoria Police
Victoria Police
Victoria Police
RSPCA, PV
Salvation Army
ADF, EMA
ESTA, Telstra, WICEN
CCoV
AMSA
Airservices Australia
ESTA
Telstra
AV
MFB, ARFF, ESTA, Others
as per SHERP (DHHS),
VICSES
DHHS
DELWP, PV
Municipal Councils
EPA
Control Agency,
Victoria Police
AV
VICSES, Municipal Councils
DELWP
Geoscience Australia
Control Agency
DELWP
Victoria Police
Control Agency,
Victoria Police
Victoria Police
Control Agency
BOM, Municipal Councils,
Telstra (Emergency Alert)
Red Cross
Victoria Police, VICSES,
Municipal Councils
St. John Ambulance, LSV,
Red Cross, Others as per
SHERP
DELWP
VicRoads
Others as per TESS Plan
Page 7-3
SUPPORT TASK
Weather information and
forecasting
Work place / work related
investigations and technical
support
3.
PRIMARY
AGENCY
SECONDARY AGENCY
BOM
Worksafe
EMERGENCY RELIEF AND RESOURCE
At State and Regional level, Emergency Relief and Resource Supplementation is the
responsibility of VICSES. At Municipal level, this responsibility rests with the City of
Maroondah.
3.1
EMERGENCY RELIEF
Emergency Relief is the provision of support and essential needs to persons affected
by, or involved in the management of, an emergency. Coordination of Emergency
Relief at the Municipal level is the responsibility of Maroondah City Council, at State
and Regional level, this coordination function rests with the DHHS.
For more detailed information in relation to roles, responsibilities and functions of
Emergency Relief refer to the EMMV Part 8, Appendix 2 Page 8-10 and the Human
Services Emergency Relief Centre Handbook.
Aim
To coordinate the provision of Emergency Relief to an affected community and when
required, to Control and Support Agencies.
Role
To establish a system for the provision of any or all of the functional services under
Emergency Relief.
Emergency Relief Management
In the event of requirement for any or all of the functional services of Emergency Relief,
the request must be channelled through the MERC to the MERO. The MERO will
activate the required functional services. All functional services will operate and report
back to the MERO.
Emergency Relief catering, material needs, (clothing/bedding), shelter, counselling,
financial assistance, emergency grants, community organisations and registrations.
Coordination
Emergency relief is a component of the Municipal Relief and Recovery Plan overseen
by the MRM.
Page 7-4
3.2
REGISTRATION
Victoria Police is responsible for the registration of emergency affected people but has
delegated this task to Red Cross. Following the 2009 Victorian Bush Fires it was
identified the availability of electronic registration would benefit the community and the
emergency services.
Resource Supplement
Supplementary supply at municipal level occurs when functional services, or combat
authorities, exhaust their own avenues of supply and there is a requirement for
continued supply. Functional Service agencies supplying a service and requiring
additional resources will put their request to the MERO. The combat and support
agencies will make their request through the MERC. The MERO will endeavour to
obtain those resources through existing municipal arrangements. If unsuccessful, the
request will be passed through the MERC to the RERC. The VICSES Regional
Headquarters will action the request on behalf of the RERC.
4.
EVACUATION
Evacuation is a risk management strategy which may be used as a means of
mitigating the effects of an emergency or disaster on a community. It involves the
movement of people to a safer location. However, to be effective it must be correctly
planned and executed. The process of evacuation is usually considered to include
the return of the affected community.
As with all emergency response activities, the main priority when deciding to
undertake an evacuation is protection of life.
Evacuation is a scalable activity in that it may be applied to individuals, a house, a
street, a large facility (i.e. school or hospital), a suburb, a town or a large area of the
State.
Primary responsibilities for evacuation are held by the control agency and Victoria
Police. In Victoria, evacuation is largely voluntary. The incident controller makes a
recommendation to evacuate and it is the choice of individuals as to how they
respond to this recommendation.
Further information in relation to evacuation is contained in the Emergency
Management Manual Victoria Part 8 – Appendix 9.
Warning Systems
The method of alerting people to the need for evacuation will depend on a number of
factors. Consideration should be given to:
The type of emergency.
Time of day.
The number of people affected.
The ethnic origins of the affected people.
The requirements of any Special Needs Groups.
Page 7-5
5.
OTHER FUNCTIONAL AREAS
5.1
COMMUNICATIONS
The Victoria Police is delegated the responsibility for communications.
Aim
To ensure essential communications when requested.
General
All agencies having a role in these arrangements are responsible for the provision of
their own communications systems during emergencies. Any agency requiring
communications will put their request to the MERC.
Telephone Communications
The Telstra line network will be the initial and primary means of communication in the
event of an emergency, when it is available, and should be utilised to capacity where
possible. When identifying locations for use as MECCs,. Assembly areas and
Emergency Relief Centres, consideration should be given to the communications
facilities already in place at that location.
Telstra can provide additional telephones upon request to the MERC, who will, in turn,
submit such requests to the RERC for action. All costs, related to such installations, are
the responsibility of the requesting organisation.
Communications Resources
The following organisations have communications facilities and resources, which may
be available in an emergency:
W.I.C.E.N.
5.2
HEALTH AND MEDICAL
Health
The Municipal Environmental Health Coordinator has been delegated the responsibility
for public health matters. These arrangements should be considered in conjunction with
the Regional Relief and Recovery Plan.
Aim
The aim of these arrangements is to identify facilities available within the municipality of
Maroondah and identify the arrangements for activation for possible usage (quarantine,
mass immunisation).
The Environmental Health Officer (EHO) is responsible for all public health matters in
the municipality.
The responsibilities of the EHO in emergencies include:
Advice on water supply
Ensuring hygienic food handling - safe production, storage and distribution
Supply of sanitary and hygienic accommodation when required
Refuse removal
Pest control
Control of infectious diseases (immunisation)
Coordinate the disposal of dead animals
Coordinate site inspections and removal of dangerous materials
Page 7-6
Medical
Implementation of the medical arrangements will be automatic where people are injured
or require medical assistance. This automatic response will be by the Ambulance
Service Victoria and hospitals within the municipality.
The Ambulance Service will be responsible for contacting additional first aid support
when required (eg. St. John Ambulance and Red Cross).
Management of Medical Response
The most senior medical officer present will carry out medical response management at
an emergency scene. This could be any of the following:
The highest ranked Ambulance Officer present
A member of a Medical Team
The Area Medical Coordinator
The role of the Medical Commander at the scene of an emergency is to:
Arrange resources required
Provide triage, (prioritize patients for treatment)
Co-ordinate transport of patients
Determine destination of patients
5.3
COMMUNITY RESOURCES
Aim
The purpose of these arrangements is to identify available transport and engineering
resources within the municipality. This will include specialist and technical advice and
deployment of those resources.
Requesting Procedure
All requests for transport and engineering resources should be directed to the MERC,
who directs the request to the MERO.
Municipal resources should be used in the first instance, prior to engaging private
contractors.
Management of Resources
Responsibility for the management of resources shall rest with the MERO.
The MERO is responsible for maintaining a resource database and contact details.
Page 7-7
5.4
VULNERABLE PERSONS
During an emergency or imminent threat of an emergency, special consideration
must be given to evacuation of vulnerable people in the community.
Vulnerable people and those who may care for them, including facilities such as
hospitals, aged care facilities, educational facilities and prisons, are likely to need
more time, resources support and assistance to evacuate safely. These facilities
should have existing evacuation plans in place to approximately plan for and
undertake an evacuation when this is recommended. However such plans cannot
rely on the availability of emergency service personnel to undertake the evacuation.
Some people living in the community may be unable to activate their own evacuation
plan without support and a small number who do not have a personal support
network will require assistance to safely evacuate. In the contact of bushfires a
vulnerable person is an individual who lives in a high bushfire risk area and is socially
isolated and without any other supports. Other factors that may be considered when
assessing an individual’s vulnerability include:




Lives alone and has additional needs and/or lives with an individual with
similar or greater level of additional needs, and/or
Physical dependence, and/or
Inability to make an independent decision due to cognitive or other impairment
and/or
Geographic isolation
For bushfires, the Departments of Health and Human Services in conjunction with
Council and other support agencies will provide tailored advice to vulnerable people.
This advice will include the need to develop personal safety plans with an emphasis
on leaving early and identification of appropriate support to do so.
Victoria Police as the agency responsible for managing evacuations will be required
to identify vulnerable persons in the community and in addition facilities that house
vulnerable people.
Maroondah City Council continues to administer the Vulnerable Persons Register as
per the DHHS guidelines. Under these guidelines, agencies that provide services to
those who meet the criteria above are responsible to enter their clients onto the
register and maintain this information. Council maintains the list of “facilities where
vulnerable. A copy of these lists can be found in Council’s Relief and Recovery Plan
(a sub plan of this plan).
The Vulnerable Persons List is available to the Municipal Emergency Response
Coordinator at Ringwood Police Station and via the MECC Central cloud based
system. Refer to the Vulnerable Persons Register page on the DHHS website for
more details of the VPR policy.
Community Organisations providing services to vulnerable people
Aged Care Assessment Team – Outer East
Aged Care Community Providers ie. Villa Maria, Annecto, Care Connect
Access and Support Program – EACH or Migrant Information Centre
Eastern Health Mental Health Program
Eastern Volunteers Resource Centre
EACH (Eastern Access Community Health)
Heathmont – Interchurch Help
Home at last
Hope City Missions
Page 7-8
Hospital Admissions Risk Program (HARP)
Legacy – Yarra Valley Group
Mullum Mullum Indigenous Gathering Place
Partners in Recovery – Eastern Metro – Eastern Medicare Local
Red Cross
Royal District Nursing Service
RSL Welfare - Ringwood
Seniors Register – Victoria Police
Salvation Army Eastcare – Community Connections Program
Personal Alert Victoria (PAV)
War Widows Association - Ringwood
Wesley Do Care
Wesley Eastern Homeless Crisis Centre
6.
IMPACT ASSESSMENTS
The terminology “Rapid Impact Assessment” will no longer be used due to the
confusion arising from past misunderstandings.
In general terms, “Initial Impact Assessment” is conducted by first responders.
“Secondary Impact Assessment” is the transition from responders to a higher level of
expertise and detail and “Post Impact Assessment” is a far more detailed report
involving analysis and input by experts. Secondary and post reports are co-ordinated
by the Response Co-ordinator
6.1
CONTROL AGENCY RESPONSIBILITY
The EMMV clearly outlines that the Control Agency is responsible for impact
assessment. In these guidelines that responsibility is not and cannot be construed as
being abrogated.
The Control Agency at state level requests support in order to carry out the impact
assessment function. This is co-ordinated in the first instance by Victoria Police and
through later stages by the Recovery Co-ordinator.
In a local or regional event where a State Controller is not appointed, the Control
Agency remains responsible and accountable for impact assessment. In these
circumstances, the Control Agency may utilise the Victoria Police to co-ordinate and
should seek the advice of the Municipal Recover Manager (MRM), Municipal
Emergency Resource Officer (MERO) and the Municipal Emergency Response Coordinator (MERC). In addition to this, the incident controller should ensure that
impact assessment is raised at the Emergency Management Team meetings.
6.2
MULTI AGENCY RESPONSE
Impact assessment does not sit solely with the skill sets of one agency, it crosses
over a number of agencies, departments and government sectors. Whilst the initial
assessment phase is essentially a visual by response personnel, the following
phases utilise skill sets from Health, Local Government, Education Sector, DEPI,
VicRoads and a number of subject matter experts dependant on the nature of the
event.
The Impact Assessment Co-ordinator needs to ensure that multiple agencies are
informed of the initial scope in order for them to begin activation of their respective
assessment capabilities and early relief efforts.
Page 7-9
6.3
THREE PHASES OF IMPACT ASSESSMENT
In general terms there are three phases of impact assessment. Each phase is not
exclusive to the next and dependant on the nature and scale of the event, the phases
can merge. It is an accepted principle that the primary phase (and sometimes a
partial merge with the secondary phase) belongs to responders who are not technical
experts, whilst the secondary and post Impact phases belong to those who have an
ability to provide detail, such as cost, damage evaluation etc.
Phase 1: Initial Impact Assessment
Initial Impact assessments conducted by emergency response agencies often
comprise visual inspections, and/or the compilation of early available data (e.g. the
number of injuries or indication of dwellings impacted).
Timeframe
This will be dependant wholly on the safety of the area affected but will usually be as
immediate as safely permitted.
Phase 2: Secondary Assessment
Secondary assessment builds on the Initial Impact Assessment baseline information,
to describe the scale and characteristics of the impact on the four key measurable
environments that have been most affected (i.e. the social, built, economic and
natural environments).
A secondary assessment’s more detailed information supports understanding of the
type, amount and priorities of assistance needed by affected communities, their
population and organisations. It considers resources available within an affected
community, and identifies those needs that can only be met with outside assistance.
Timeframe
Finalisation within four weeks of disaster onset - ideally deploy teams to replace
responders as soon as is safe after the disaster onset (note progressive reports will
be provided as data is collected).
Phase 3: Post Impact (Loss) Assessment
Post Impact Assessments estimate the cost of destroyed assets across the
following spectrums:
•
Social health and community
•
Built environment
•
Natural environment
•
Economic environment
This phase of assessment aims at estimating the cost of destroyed assets, the
changes in the ‘flows’ of an affected economy caused by the destruction of
assets, and any changes in the performance of an affected economy.
These assessments provide the State Government with a foundation for
determining whether Federal Government assistance may be required.
Timeframe
This will be dependant on the nature and scale of the event and may result in a
number of update reports until final loss and damage assessments can be
accomplished.
.
Page 7-10
MUTUAL AID AGREEMENT
AIM
The aim of the Mutual Aid Agreement is to ensure that adjoining municipalities, in an
emergency, will supply available resources where practicable to the affected
municipality following the principles outlined in the Mutual Aid Agreement.
PRINCIPLES
That timely support in the way of physical and human resources will be made
available to the affected municipality.
That the affected municipality undertakes to pay all costs associated with the
support municipality’s response. This includes the cost of contractors that may be
used by the support municipality.
Accounts presented to the affected municipality from the support municipality are
to be detailed enough for audit purposes, and be signed off by an authorised
officer.
That the support municipality’s staff remain under the control of the support
municipality’s MERO.
That the support municipality’s MEMP, under the direction of the affected
municipality’s MERO, is used to deal with the response and recovery phases of
the emergency.
That the support municipality will only commit resources that are excess to the
required resources to protect its own community during the emergency.
ACTIVATION
The mutual aid agreement will be activated by the MERO of the affected municipality
requesting assistance from the MERO of the support municipality.
INTER-COUNCIL EMERGENCY MANAGEMENT RESOURCE SHARING
Council is part of a number of Councils Victoria wide, which has entered into an Intercouncil Emergency Management Resource Sharing agreement. A register of
participating Councils is maintained by the Municipal Association of Victoria (MAV) and
can be viewed on the MAV website.
Page 7-11
PART 8.
1.
PLANS & SUB PLANS
BUILDING SUB PLAN
Overview:
Building Services provide expert advice on the structural stability of buildings and whether or not
buildings are suitable or fit for use and/or habitation. Building Services have the ability to call
specialist engineers to assist where and when required.
Function:
What the sub-plan will do.
Responsible Person:
Team Leader Building Services, Municipal Building Surveyor (MBS)
References:
Building Act 1993, Building Regulations 2006, Building Code of Australia.
Of particular relevance is the “power of entry” for the MBS. In an emergency the MBS may enter a
building or land without a search warrant at any time. An emergency may be where:

There is a current risk to the safety of the public;

There is a current risk to the safety of the occupants;

An emergency order applies to the building or land.
Responsibilities:
The responsibilities of the MBS are derived from the building legislation listed under “References”.
Response:

Inspection of buildings to advise about their structural adequacy and whether or not they are
suitable to use or occupy.

Initiation of reports and actions to deal with unsafe buildings and buildings not suitable to
occupy.
- This may involve engaging structural engineers to provide specialist advice;
- This may involve issuing an appropriate notice/order to require evacuation of a building
and/or require building work to make the building safe and/or building work to secure the
building from access. The sense of urgency will determine the most appropriate
notice/order;
- If the owner fails to carry out building work required by an order the MBS may cause that
work to be carried out. This should be undertaken as a last resort with support from
senior management.

Links with other response agencies, etc.
MBS may require Police assistance to fulfil responsibilities.
Recovery:

Provision of technical advice on renovation and reconstruction following and emergency.

Assistance with speeding-up the processing and approval of building permit applications for
the reconstruction and replacement of residences and other buildings.

Links with other recovery agencies, etc.
Review Date:
January 2017 or following regulatory changes that affects this plan.
Page 8-1
2.
FINANCE SUB PLAN
Overview:
To provide financial information and assistance to Emergency Management staff.
Function:
Financial systems for support of Emergency Management staff generally should be in place as part
of the planning or review of the Management Plan. Finance has available different options to help
facilitate emergency spending requirements.
Responsible Person:
Finance Officer
Review Date:
January 2017
Responsibilities:
Response:
During the response phase, responsibilities are to assist Emergency Management staff with
access to emergency spending that maybe required.
Recovery:
During the recovery phase, responsibilities are to assist Emergency Management staff with
ongoing financial advice and assistance.
Page 8-2
3.
OPERATIONS SUB PLAN
Function
The Manager Operations of Maroondah City Council has been delegated the responsibility for
transport and engineering matters at municipal level in the response and recovery phase of an
emergency within the municipality of Maroondah.
Responsibility
1.
The provision of plant and equipment.
2.
The provision of labour.
3.
The provision of materials.
4.
The provision of transport.
5.
The provision of engineering, building and plant management advice.
Activation
The plan can only be activated with the approval of the MERO or the D/MERO.
Emergency Power
Council has eight generators of different capacities, which can be used in case of emergencies.
Review Date
January 2017
Page 8-3
4.
INFORMATION TECHNOLOGY SUB PLAN
Overview:
The purpose of IT involvement in the MEMP is to provide technical expertise and IT resources to
help internal and external co-ordinators in the response and recovery process.
Function:
To provide IT infrastructure and services for internal and external co-ordinators of MECC during
the response and recovery phases.
Responsible Person:
Manager IT Group Leader
Review Date:
January 2017
Responsibility:
Nominated IT staff will provide initial setup of IT equipment used in MECC. We will also provide
ongoing technical support to internal and external co-ordinators of MECC during the response and
recovery phases.
Response:
During the response phase, responsibilities are really to assist other departments in the technical
requirements of establishing their sub-plans. This will be mainly setting up communications to
MCC systems so the departments involved have the access to the data that they require. There
are limited resources listed above and other equipment that IT can make available in an
emergency. Also IT is there to provide technical advice and support when required.
Recovery:
During the recovery phase, responsibilities are again to assist the internal departments that are
involved in the recovery phase with the technical requirements of running their sub-plans. Also
providing ongoing technical advice and support when required.
Page 8-4
5.
GOVERNANCE SUB PLAN
Overview:
To provide a range of administrative services support to the Municipal Emergency Response
Organisation (MERO) at the municipal level in the response and recovery phases of an emergency
within the municipality of Maroondah.
Function:
To liaise with MERO staff and provide the following administrative services support, as required:
Responsible Person:
Manager Finance & Governance
Responsibilities:
Response:
During the response phase, responsibilities are to assist MERO staff, as required, with the
provision administrative services support as referred to under ‘Functions’ (refer above).
Recovery:
During the recovery phase, responsibilities are to continue providing MERO staff with
administrative services support, as required.
Review Date:
April 2017
Page 8-5
6.
COMMUNICATIONS & MARKETING SUB PLAN
Responsibility
Manager Communications and Marketing
Function
The media will play a major role in an emergency situation. It is essential that the media be kept
reliably informed of the events to ensure accurate reporting.
It is important to remember that in an emergency situation Victoria Police is responsible for coordinating the dissemination of information to the public.
In an emergency situation the Communications and Marketing Sub Plan Co-ordinator or their Deputy
will remain in close contact with the media, prepare and distribute media releases and arrange press
conferences with the Chief Executive Officer.
In addition, Communications and Marketing will provide information through a range of Council
communication channels to alert the community and Council employees to the emergency situation.
Responsibility
1.
Obtain accurate details of the situation.
2.
Alert external PR support services if required.
3.
Coordinate all Council communications with media and public relations organisations.
4.
Regularly keep in touch with the MERO to receive updates on the emergency situation and
provide media status reports.
5.
Regularly keep in touch with the external communications coordinator (ie. VicPol, SES, CFA,
MFB) to receive updates on the emergency situation and provide media status reports.
6.
To provide emergency situation messaging on:
 Council’s 1300 phone line recorded message
 Council’s website front page
 Council’s other websites (ie: Major Leisure, Karralyka, etc)
 Council’s social media sites
 Council’s intranet front page to alert employees
 SmartEmail messaging to Council employees as required
 Assess need to amend response message to Maroondah@maroondah email address
and provide if needed
Review Date
April 2017
Page 8-6
7.
CUSTOMER SERVICE SUB PLAN
Customer Service also includes Depot Customer Service
Responsibility
Manager, Revenue Property and Customer Service
Function
To ensure communications by phone and/or customer service desk to the public are established
and maintained during emergency situations.
Responsibility
1.
To provide a call centre.
IT to arrange the telephone network or telephone network diversions where
appropriate;
Manager Communications & Marketing to arrange recorded message advising of
emergency situation, in conjunction with the IT Manager
Activate After Hours contractor to receive calls and respond to calls within defined
scripts. Scripts to be supplied by the Manager of Communications and Marketing.
2.
Maintain and establish customer service desks.
3.
Depot Customer Service to establish appropriate practice in transmitting of customer
requests as per Depot Customer Service Sub Plan.
4.
To liaise with the Communications and Marketing Sub Plan to ensure consistency of
communications being given to public.
Coordination
The coordination and resourcing of phone and customer service desk communication requirements
will rest with the Team Leader Customer Service in conjunction with the Manager of Revenue &
Customer Service.
General
During times of emergency, telecommunications systems become overloaded, in particular the
telephone network. Attempts should be made to keep all communications brief and where possible
use other facilities including facsimile, sms and mobile telephones to pass on requests and
information.
Process





Manager of Revenue & Customer Service should be based at MERO headquarters and be
responsible for the relaying and coordination of appropriate information for both the
Customer Service team and Manager of Communications and Marketing.
The Team Leader of Customer Service is responsible for the coordination of Customer
Service staff and response operational matters.
Customer Service officers capabilities must be deployed as soon as possible to avoid delays
in receiving call centre and service desk requests for assistance.
Requests for assistance are to be inputted via our customer request system or manual
handling of the request to be relayed to the MERO promptly using telephone, Fax or mobile
phone as appropriate.
Contact and brief operators.
In the event of the call centre for Maroondah City Council being inoperative, IT to request through
Telstra a diversion to another suitable number or to Councils After Hours provider.. Advise the
Manager of Communications & Marketing for the release of Public Information and Warning to
enable a publication of new contact details.
Page 8-7
Council Intranet
The Council has an Intranet system, linked through the computer network, so the MERO can
advise staff of a situation and provide updates throughout the duration of the situation.
Review Date
April 2017
Page 8-8
8.
HEALTH SUB PLAN
Overview:
The role of the Community Health Unit during and following an emergency will be to respond and
provide advice on issues that will impact the health of the community and emergency management
personnel. This includes preventing or minimising the spread of illness/disease which may be
caused by impacts to potable water, sewage systems, waste disposal and food storage. Key
advice will also be given around hygiene, pest control, hazardous materials and pollution control.
The Community Health Unit will also provide advice at established relief centres and be a key
support agency to the Department of Health & Human Services on issues such as
biological/radiation spills and epidemics.
Function:
The Community Health sub-Plan will outline roles and responsibilities of the Community Health
Unit and Department of Health & Human services, available resources, plan activation and
standard operating procedures for post-impact assessments and managing public health risks.
Responsibility
Team Leader Community Health
Review Date:
The plan will be reviewed annually following the MEMP review, an emergency or an exercise.
Key legislation:
Public Health & Wellbeing Act 2008
Public Health & Wellbeing Regulations
2009
Food Act 1984
Safe Drinking Water Act 2003
Environment Protection Act 1970
Responsibilities:

Food safety (donated food & registered food premises)

Emergency water supplies and monitoring of potable water

Infectious disease control (food poisoning/communicable disease/ disinfection)

Emergency shelter and accommodation

Temporary accommodation design

Waste collection and disposal

Wastewater management (septic and grey water)

Emergency toilets and washing facilities

Vermin and vector control

Disposal of dead stock and other animals

Water, land and air pollution prevention/minimisation

Property assessment (asbestos, dangerous goods, treated pine), Impact Assessment

Advice on disposal of toxic and hazardous materials

Advice on emergency storage of human bodies
Review Date
April 2017
Page 8-9
9.
MUNICIPAL FIRE MANAGEMENT PLAN
Please refer to Municipal Fire Management Plan for detailed information – located in the MECC
Council Website or from Council’s Emergency Management Team.
10.
BUSINESS CONTINUITY MANAGEMENT PLAN
Please refer to Business Continuity Management Plan for detailed information – located in the
MECC or available Councils Risk Department.
11.
INFLUENZA PANDEMIC PLAN
Please refer to Municipal Influenza Pandemic Plan for detailed information – located in the MECC,
or from Council’s Emergency Management Team.
12.
MAROONDAH HEATWAVE PLAN
Please refer to Municipal Maroondah Heatwave Plan for detailed information – located in the
MECC or from Council’s Emergency Management Team.
13.
EMERGENCY RELIEF CENTRE FACILITY PLANS
Please refer to Emergency Relief Centre Facility Plans for detailed information – located in the
MECC or from Council’s Emergency Management Team.
14.
MUNICIPAL RECOVERY TEAM ROLES & RESPONSIBILITIES GUIDE
Please refer to Municipal Recovery Team Roles & Responsibilities Guide for detailed information –
located in the MECC or from Council’s Emergency Management Team.
15.
FLOOD and STORM PLAN
A copy of the Flood and Storm Plan is located in the MECC or via Council Website or from Council’s
Emergency Management Team.
INITIAL PROCEDURE
Upon notification that a possibility of serious flooding exists the following procedure shall be
implemented:
(a)
The VICSES shall open their Operations Centre and prepare for flood operations as control
agency.
(b)
The MERO shall attend the MECC and provide all relevant information to enable the maps to
be plotted, etc.
THREAT SURVEY
The Maroondah Operations office shall be responsible for providing reports on all waterways within
the city. Where possible, Council vehicles with radios shall be used to enable reports through the
Council radio system to the Depot and hence to the MECC.
The Maroondah City Council may also obtain further information from Yarra Valley/Melbourne Water
Flood Warning System operated from the office of Melbourne Water/Yarra Valley Water.
Page 8-10
VICSES shall provide additional survey teams, as required.
All survey reports shall be transmitted direct to the MECC when this is opened and operational.
COMMUNICATIONS
The Croydon VICSES as per the Municipal Emergency Management Plan shall provide all
communications support required to supplement the normal available communications of any
organisation involved, including Police and Council.
Additional telephone lines will only be connected as per the Municipal Emergency Management Plan.
SUPPORT
VICSES as the control agency will call upon identified support agencies as required.
All offers of support or assistance by any person or organisation shall be referred to the MECC to
ensure no duplication of resources occurs.
ROAD REPORTS - PUBLIC INFORMATION
All road damage or closure report will be notified to the MECC for collation/coordination.
All relevant information will then be passed to the MERC at MECC for release to the public.
PROPERTY DAMAGE REPORTS AND/OR REQUESTS FOR ASSISTANCE
All property damage reports and/or requests for assistance must be referred to the MECC to enable
collation and provision of assistance.
In the recovery phase, all community requests for assistance will be referred to the MRM.
COMMUNITY WARNING
The Bureau of Meteorology is responsible for the instigation of warnings to residents as it is
considered necessary.
NO WARNING IS TO BE RELAYED TO RESIDENTS WITHOUT PRIOR APPROVAL OF VICSES
unless it is considered necessary due to immediate threat to property or personal safety.
VICSES in conjunction with the MERC and MERO will disseminate the information to threatened
residents by pre-determined lines of communication.
EVACUATION
If an evacuation is to be implemented, this shall be done in accordance with the Evacuation Plan, as
detailed in EMMV Part 3, Section 3.8 Community Safety (page 3:25).
No evacuation shall be ordered by any Agency without the approval of the MERC.
Provided adequate warning is available, property protection may be achievable by sandbagging. In
addition, most vulnerable dwellings are only likely to be subject to relatively shallow depths of
inundation.
SANDBAGS
A small reserve of sandbags will be held in the Municipal Depot and shall be made available upon
request by VICSES Controller for property protection.
SANDBAG ORDERING
VICSES Controller shall be responsible for ordering sandbags through the MERC.
SAND SUPPLIES
Supplies of sand for sandbags will be supplied through the Council.
Page 8-11
FEEDING OF EMERGENCY WORKERS
Provision of food and drink to all emergency workers shall be co-ordinated as per the State
Emergency Relief Plan - feeding, bedding, community organization.
FLOOD MAPS
Maps showing all relevant information known from previous floods will be compiled by Maroondah
City Council’s Planning / Engineering Office and copies distributed to the MERC and VICSES.
Other information is available via Council’s GIS application.
INFORMATION
All relevant information likely to be required for provision of assistance to victims after the floods
recede shall be kept by each organisation involved and forwarded to Council to coordinate the
information immediately the flood response ceases.
Council shall establish a Recovery Centre to provide information and assistance to the victims.
16.
HAZARDOUS MATERIALS PLAN
ACTIVATION
This plan shall be activated by a decision of the MERC who shall be kept fully informed by the
relevant control agency. The MERC will also decide on the use of the Municipal Emergency Control
Centre (MECC) as selected whereupon liaison officers from combating and support organisations
shall immediately proceed to the MECC.
CONTROL AGENCY
MFB- Fire protection - Containment
SUPPORTING SERVICE
Police ........................... ....................... ................... Isolation of scene and/or evacuation
VICSES ....................... ....................... ...................... Assistance as requested by Police
WorkSafe ..................... ....................... ..................................................Technical Advice
Environment Protection Authority ........ ..................................................Technical Advice
Department of Agriculture .................... ..................................................Technical Advice
Dept. of Health & Human Services ...... ..................................................Technical Advice
Bureau of Meteorology ....................... ..................................................Technical Advice
Melbourne Water (Emergency Response Team) ..................................Technical Advice
CALL OUT
Upon notification of a hazardous materials situation the Local Coordinator shall notify:
MFB Relevant Group Unit
Metropolitan Ambulance Service
Croydon SES if assistance required
Community Health Coordinator (if incident involves chemical spill)
POLICE ROLE
(i)
Coordination of assistance to combating authority in attendance.
(ii) Isolation of scene for a safe distance and traffic diversion.
(iii) Evacuation, if considered necessary, after consultation with MFB or CFA (depending where the
incident occurs). Croydon VICSES would provide assistance to Victoria Police with
evacuation.
Page 8-12
ASSISTANCE
The Police shall, in liaison with MFB / CFA be responsible for organising assistance as required.
Such assistance available includes:
(a) Chemical manufacturer, distributor or carrier.
(b) Hazardous Material Division
(c) Environment Protection Authority.
(d) Health/Welfare Co-ordinator - where drains/streams are affected by spillage.
(e) Any other relevant authority e.g. Melbourne Water.
(f)
Form of material (liquid, solid, powder, gas).
(g) Maroondah’s Community Health Team eg. provide information to the community, follow
up/assist where required, coordinate samples for analysis (water etc).
INFORMATION TO BE PROVIDED
It is important that the following details are given:
(a) United Nations substance number.
(b) HAZCHEM code.
(c) Name and phone number of manufacturer and/or carrier displayed.
(d) Type of incident (fire or spillage).
(e) Quantity of material involved.
(f)
Form of material (liquid, power, gas).
(g) Location of incident and any exposures (houses, highways and water catchments).
RADIOACTIVE SUBSTANCE
Where a radioactive substance is being carried in or on any vehicle involved in a road accident, or
where any accident including a fire occurs where a radioactive substance is stored, or where any
radioactive material is found by the public and brought to the notice of the Police:
a)
The police member first attending the scene shall immediately deem the area to be isolated by
preventing people approaching any nearer than 7 metres from the capsule or substance.
b)
If the capsule is already in the possession of some person the member first attending shall
ensure that it is immediately discarded in a yard or open area and a guard established.
c)
In the meantime this member shall cause the Police to be notified who shall contact DH who
are the control agency for such incidents and
d)
The names and addresses of any persons who handled the substances or any other
information regarding its loss shall be obtained.
e)
The above instructions also provide for white powder incidents.
17.
TRANSPORT ACCIDENT WITH MULTIPLE INJURIES PLAN
CONTROL AGENCY
The Control Agency is the Victoria Police.
ACTIVATION
This plan shall be activated by a decision of the MERC and/or his representative who shall be kept
fully informed by the relevant Control Agency. The MERC will also decide on the use of the MECC
as required, whereupon liaison officers from Control Agency and support organisations shall
immediately proceed to the MECC.
CONTROL POINT ESTABLISHMENT
The first Police vehicle arriving at the scene shall be established as the initial scene on the major
access route.
Page 8-13
AMBULANCE POINT (CASUALTY CLEARING POST)
Victoria Police shall confer with the ambulance officer in the selection and establishment of the
Casualty clearing post, the control of which shall be taken over by the ambulance service upon
arrival of the relative Ambulance Control Officer.
CASUALTY CARE (WALKING WOUNDED)
All survivors who do not require immediate medical treatment shall be assembled by the Police at a
suitable site and their names recorded.
The Medical Co-ordinator may request the MERC to request establishment of an ERC closest to the
casualty clearing post, for victims triaged as not requiring transfer to hospital or further treatment. It
may be necessary to request transportation assistance.
TEMPORARY MORTUARY
It may be necessary to arrange a temporary mortuary near the scene to enable identification, etc.
The MERC shall be responsible for its establishment in consultation with the Area Medical Coordinator.
18.
WINDSTORMS PLAN
CONTROL AGENCY
VICSES
(Croydon Unit)
ACTIVATION
This plan shall be activated by a decision of the MERC and/or his representative who shall be kept
fully informed by the relevant Control Agency. The MERC will also decide on the use of the MECC
as required whereupon liaison officers from Control Agency and support organisations shall
immediately proceed to the MECC.
THREAT
History has shown that the municipality is affected by windstorm in varying degrees each year with
damage ranging from "minor" to significant damage to buildings.
WARNING
The Melbourne Bureau of Meteorology provides storm warnings via the media to the public.
DAMAGE REPORTS
All damage reports received by Council are to be referred to the Croydon VICSES for action.
Road blockage reports should also be referred to VICSES for collation and action. All relevant
information will then be notified to the MERC by VICSES for release to the public. If the reports
escalate then the MECC is to be established.
FALLEN TREES
Where necessary, VICSES shall refer reports of fallen trees across public roads to the Maroondah
City Council.
COLLATION OF INFORMATION AND REPORTS
At the completion of the emergency, VICSES shall supply all relevant information on damage to
municipal assets and/or homeless persons to the MERC and the Maroondah City Council.
CARE OF HOMELESS PERSONS
Care of any displaced or homeless persons due to storm damage will be referred to the MRM for
action as per the Recovery Sub Plan.
Page 8-14
19.
BIOLOGICAL HAZARDS IN WATERWAYS PLAN
CONTROL AGENCY
The control agency is the MFB for pollution and DH for Biological in conjunction with Maroondah City
Council for all Waterways under its control or Melbourne Water for designated main drains.
ACTIVATION
This plan shall be activated by a decision of the MERC who shall be kept fully informed by the
relevant lead authority. The MERC will also decide on the use of the MECC as selected whereupon
liaison officers from Control Agencies shall immediately proceed to the MECC.
THREAT
The major threat to Waterways in the Municipality of Maroondah is from blue green algae and
botulism outbreaks. Maroondah has experienced a blue green algal bloom at Croydon Lake during
an extended period of dry weather in January 1997. A botulism outbreak has occurred in Ringwood
Lake over a number of years becoming serious in February 1997.
WARNING
On becoming aware of a Waterway risk the Municipality will take appropriate action to warn the
public and separate the public from the hazard.
PROCESS
1.
Identify potential biological hazard, i.e. Blue/Green Algae or Botulism.
2.
Identify the toxicity level in the water body.
3.
Implement appropriate monitoring system.
4.
Identify risk level to the community.
5.
Carry out risk reduction actions, i.e. separate community from the risk.
6.
Establish treatment method.
7.
Implement treatment.
During this process the Municipality will advise the appropriate authorities.
Page 8-15
20.
MAROONDAH - EMERGENCY RELIEF CENTRES
No
Location
Melways
1
The Rings
63 F1
2
Karralyka Centre
50 A6
For further information refer Maroondah City Council Facility Manuals.
Page 8-16
21.
GLOSSARY OF TERMS
TERM
ACTION
AFFECTED AREA
AGENCY
ALERT
ASSEMBLY AREA
COMMUNITY
EMERGENCY RISK
ASSESSMENT
COMMAND
CONTROL
CONTROL AGENCY
COORDINATION
EMERGENCY
RESPONSE COORDINATOR
COUNSELLING
EMERGENCY
MANAGEMENT
PLANNING
COMMITTEE
DEFINITION
The executive command to mount an operation whereby all
required personnel are called to their posts.
An affected area for the purposes of managing response and
recovery is the entire geographic area affected in any significant
way by an emergency.
Means a Government agency or a non-Government agency.
That period when the Regional Emergency Response Coordinator (RERC) or Municipal Emergency Management Coordinator (MERC), or the Chief Officer of a control agency,
believes an emergency may occur and requires all, or
designated, Functional Services specified in Emergency
Management Plan to increase their level of preparedness to
cope with the emergency.
A designated location used for the assembly of emergencyaffected persons. The area may also incorporate an emergency
relief centre.
A risk assessment process to identify hazards, determine risks
and prioritise actions to minimise likelihood of risks.
The direction of members and resources of an agency in the
performance of the organisation's role and tasks. Authority to
command is established in legislation or by agreement within an
agency. Command relates to agencies and operates vertically
within an agency.
The overall direction of response activities in an emergency
situation. Authority for control is established in legislation or in
an emergency response plan, and causes with it the
responsibility for tasking and co-ordinating 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 to a
specified type of emergency.
The bringing together of agencies and elements to ensure
effective response to emergencies and is primarily concerned
with the systematic acquisition and application of resources.
At Regional level, a Police Officer appointed by the State
Emergency Management Plan Coordinator as Regional
Emergency Response Coordinator (RERC). At Regional level, it
shall be the Officer in Charge of the Police Station or the senior
member of the Police Force at the scene of the emergency who
shall act as the Municipal Emergency Resource Co-ordinator
(MERC).
The provision of psychological support and advice to persons
affected by an emergency.
The emergency response planning committee ensuring the Coordinated response to emergencies by all agencies having roles
and responsibilities under Emergency Management Plan.
Page 8-17
TERM
DEFINITION
EMERGENCY
Emergency means an emergency due to the actual or imminent
occurrence of an event which in any way endangers or threatens
to endanger the safety or health of any person in Victoria or
which destroys or damages, or threatens to destroy or damage
any property in Victoria, including, without limiting the generality
of the foregoing:
An earthquake, flood, windstorm or other natural even.
A fire.
An explosion.
A road accident or any other accident.
A plague or an epidemic.
A warlike act, whether directed at Victoria or a part of
Victoria or at any other State or Territory of the
Commonwealth and
A hi-jack, siege or riot.
People, other than emergency management personnel who
experience losses or injury or are affected by an emergency.
EMERGENCY
AFFECTED
PERSONS
EMERGENCY
GRANT
EMG
EMERGENCY
MANAGEMENT
TEAM
EMERGENCY
RELIEF
EMERGENCY
RELIEF CENTRES
EVACUATION
FINANCIAL
ASSISTANCE
GOVERNMENT
AGENCY
INCIDENT
CONTROL CENTRE
INCIDENT
CONTROLLER
The provision of financial assistance during emergency relief to
affected persons as determined by government policy.
Emergency Management Group consists of functional unit
leaders responsible for the coordination and delivery of
municipal responsibility.
The team which enables an incident controller’s response
strategy to be carried out by support agencies through their own
commanders, and assists the Emergency Response Coordinator in determining resource acquisition needs and in
ensuring a co-ordinated response to the emergency.
The provision of immediate shelter, life support and human
needs of persons affected by, or responding to, an emergency.
It includes the establishment, management and provision of
services to emergency relief centres.
Centres established to provide groups of persons with any or all
of the services, of the functional areas of emergency relief.
The planned relocation of persons from dangerous or potentially
dangerous areas to safer areas and eventual return. The
decision to evacuate rests with the control agency in conjunction
with police and available expert advice.
Payments made to people affected by emergencies by various
agencies.
Means:
Any body corporate or unincorporated constituted by or
under any Act for a public purpose; and
Any member or officer of such a body.
Any person in the service of the Crown in the right of the
State of Victoria upon whom any function, power, duty or
responsibility is conferred by or under the Act.
The location where the Incident Controller and various members
of the Incident Management Team provide overall direction of
response activities.
The Officer with overall responsibility for emergency response
operations. A controller is a member of the control agency
appointed to have overall responsibility for emergency response
operations
Page 8-18
TERM
DEFINITION
MATERIAL NEEDS
The provision of clothing, bedding and personal requisites,
during "Emergency Relief".
A area/facility where resources are deployed who are
conducting emergency response activities.
A centre operating at municipal level to co-ordinate or organise
emergency provision of municipal and community resources.
MARSHALLING
POINT
MUNICIPAL
EMERGENCY
COORDINATION
CENTRE
MUNICIPAL
EMERGENCY
RESPONSE COORDINATOR
(MERC)
MUNICIPAL
EMERGENCY
MANAGEMENT
PLANNING
COMMITTEE
MUNICIPAL
EMERGENCY
RESOURCE
OFFICER (MERO)
MUNICIPAL
RECOVERY
MANAGER (MRM)
MECC FACILITY
MANAGER
MUNICIPALITY
NON GOVERNMENT
AGENCY
PRIMARY SUPPORT
AGENCY
RECOVERY
RECOVERY
AGENCY
REGION
REGIONAL
EMERGENCY
RESPONSE PLAN
REGIONAL
EMERGENCY
RESPONSE PLAN
COMMITTEE
The Officer in Charge of the local Police Station or the senior
police officer at the scene of the emergency.
The Committee, which, at municipal level, is responsible for the
formation and maintenance of a Municipal Emergency
Management Plan.
The person appointed by the Municipality responsible to council
for the coordination of municipal owned or controlled resources
in emergencies.
The person appointed by the Municipality responsible to council
for the coordination of municipal recovery activities after
emergencies.
The person responsible for the operation of the MECC.
The area contained within the defined boundaries for local
Government responsibility of a Shire, Town or City.
Means a voluntary organisation or any person or body other
than a government agency.
The agency to be first considered by an Emergency
Management Coordinator for support in an emergency role.
The assisting of persons and communities affected by
emergencies to achieve a proper and effective level of
functioning.
Means an agency having a role or responsibility under the State
Emergency Relief and Recovery Plan or in the recovery
arrangements.
A geographic area comprising a number of municipal districts
and specific Victorian waters.
The Emergency Response Plan prepared and maintained for
each emergency response division.
The committee which at regional level is responsible for the
formation and maintenance of a regional Emergency Response
Plan for response to emergencies, the chairman being the
Regional Emergency Response Coordinator or, in his absence,
his Deputy Regional Emergency Response Coordinator.
RESOURCE
The provision of resources in emergencies to response agencies
SUPPLEMENTATION by other than their internal resource acquisition systems.
RESPONSE
The combating of emergencies and the provision of rescue and
immediate relief services.
SOP
Standard Operating Procedure – step by step instructions on
how to implement and complete tasks that are integral to
emergency response and recovery.
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TERM
DEFINITION
STAGING AREA
A location designated and used during emergency response for
the assembly of control or support agency personnel prior to
deployment.
The order given by the Regional or Municipal Emergency
Management Coordinator that allows personnel to cease
operations reflecting the termination of the emergency.
That period normally following alert when the Regional
Emergency Response Coordinator or Municipal Emergency
Management Coordinator, or the Chief Officer of a combat
agency, believes that the occurrence or the effects of the
emergency, are imminent. Members of the relevant agencies
are placed on "Standby", thus being ready to respond
immediately.
Those resources requested under emergency supply unable to
be obtained by Emergency Management Plan Support
Agencies.
An agency, which provides essential services, personnel, or
material to support or assist a control agency or affected
persons.
Accommodation provided over an extended period of days,
weeks or months, for individuals or families affected by an
emergency. It is different from emergency shelter.
A volunteer worker who engages in emergency activity at the
request (whether directly or indirectly) or with the express or
implied consent of the chief executive (however designated), or
of a person acting with the authority of the chief executive, of an
agency to which either the state emergency response or relief
and recovery plan applies.
STAND-DOWN
STANDBY
SUPPLEMENTARY
SUPPLY
SUPPORT AGENCY
TEMPORARY
ACCOMMODATION
VOLUNTEER
EMERGENCY
WORKER
Page 8-20
22.
ABBREVIATIONS
AIIMS
AV
BOM
CERA
CFA
DEDJTR
DELWP
DHHS
DIIRD
DPCD
DSDBI
DTF
DTPLI
EHO
EMV
EMMV
EPA
GIS
ICC
IFMP
LSV
MAV
MECC
MEM
MEMPC
MEMP
MERC
MERO
MFB
MFPO
MRM
NDRRA
NSP
PTV
PV
RERC
RSPCA
SCC
SERCC
SEWS
SHERP
TAC
VCC
VICPOL
VICSES
WICEN
Australasian Inter-service incident Management System
Ambulance Victoria
Bureau of Meteorology
Community Emergency Risk Assessment
Country Fire Authority
Department of Economic Development, Jobs, Transport and
Resources
Department of Environment, Land, Water and Planning
Department of Health & Human Services
Department of Innovation, Industry and Regional Development
Department of Planning and Community Development
Department of State Development, Business and Innovation
Department of Treasury and Finance
Department of Transport Planning and Local Infrastructure
Environmental Health Officer
Emergency Management Victoria
Emergency Management Manual Victoria
Environment Protection Authority
Geospatial Information System
Incident Control Centre
Integrated Fire Management Planning
Life Saving Victoria
Municipal Association of Victoria
Municipal Emergency Coordination Centre
Municipal Emergency Manager
Municipal Emergency Management Planning Committee
Municipal Emergency Management Plan
Municipal Emergency Response Co-ordinator
Municipal Emergency Resource Officer
Metropolitan Fire Brigade
Municipal Fire Prevention Officer
Municipal Recovery Manager
Natural Disaster Relief and Recovery Arrangements
Neighbourhood Safer Places
Public Transport Victoria
Parks Victoria
Regional Emergency Response Coordinator
Royal Society for the Prevention of Cruelty to Animals
State Control Centre / State Crisis Centre
State Emergency Response Coordination Centre
Standard Emergency Warning Signal
State Health Emergency Response Plan
Transport Accident Commission
Victorian Council of Churches
Victoria Police
Victoria State Emergency Service
Wireless Institute Civil Emergency Network
Page 8-21