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City of Monash

MUNICIPAL EMERGENCY MANAGEMENT PLAN

VERSION NO: 2017.3

MARCH 2017

City of Monash

Municipal Emergency Management Plan

1 Version: 2017.3

FOREWORD The economic and social effects of emergencies including loss of life, destruction of property, interruptions to services, reduced economic activity and dislocation of communities are inevitable.

Recognising, preparing for and coping with hazards gives are the reason and focus for emergency management planning. Hazards exist within all communities whether they are recognised or not.

The City of Monash Municipal Emergency Management Plan has been produced pursuant to Section 20(1) of the Emergency Management Act 1986. Where relevant the plan incorporates changes to the provision of emergency management in Victoria resulting from the Emergency Management Act 2013 which established new governance arrangements for emergency management in Victoria.

This plan addresses the prevention of, response to and recovery from emergencies within the City of Monash and is the result of the co-operative efforts of the emergency management planning committee and assistance from Victoria State Emergency Service Central Region Headquarters and recognises the previous planning activities of the municipal area. It has also been assisted by the active partnership between local governments in the Eastern Metropolitan Region.

It is noted that in 2017 it is expected further changes will be made to Emergency Management legislation in Victoria and to the EMMV. These changes will be reflected in future versions of the Monash MEMP as they take effect.

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Table of Contents

FOREWORD .................................................................................................... 1

TABLE OF AMENDMENTS ............................................................................... 7

1 INTRODUCTION ...................................................................................... 8

1.1 AIM .................................................................................................................... 8

1.2 ASSESSMENT OF RISK .......................................................................................... 8

1.3 OBJECTIVES......................................................................................................... 8

1.4 MUNICIPAL STATEMENT OF ENDORSEMENT ....................................................... 9

2 AREA DESCRIPTION .............................................................................. 11

2.1 TOPOGRAPHY .................................................................................................... 11

2.2 HISTORY ............................................................................................................ 11

2.3 INFRASTRUCTURE .............................................................................................. 11

2.4 DEMOGRAPHY ................................................................................................... 12

2.5 HEALTH SERVICES .............................................................................................. 13

2.6 TRANSPORT AND UTILITIES ................................................................................ 13

2.7 COMMUNITY LIFELINES ...................................................................................... 14

2.8 ORGANISATIONAL ............................................................................................. 14

2.9 MAPS ................................................................................................................ 14

2.10 HISTORY OF EMERGENCIES ................................................................................ 14

2.11 SURROUNDING MUNICIPALITIES ........................................................................ 15

3 MANAGEMENT ARRANGEMENTS ......................................................... 17

3.1 MUNICIPAL EMERGENCY PLANNING COMMITTEE .............................................. 17

3.2 MUNICIPAL EMERGENCY MANAGEMENT FUNCTIONS ........................................ 18

3.3 MUNICIPAL EMERGENCY MANAGEMENT GROUP ............................................... 18

3.4 MUNICIPAL EMERGENCY RESOURCE OFFICER ..................................................... 19

3.4.1 ROLE ........................................................................................................................... 19

3.4.2 MUNICIPAL AUTHORITY ............................................................................................... 19

3.5 MUNICIPAL RECOVERY MANAGER ..................................................................... 19

3.5.1 ROLE ........................................................................................................................... 19

3.5.2 MUNICIPAL AUTHORITY ............................................................................................... 20

3.6 MUNICIPAL FIRE PREVENTION OFFICER .............................................................. 20

3.6.1 RESPONSIBILITIES ........................................................................................................ 20

3.7 EMERGENCY RESPONSE COORDINATORS ........................................................... 20

3.7.1 PRINCIPAL ROLE OF EMERGENCY RESPONSE COORDINATORS (ALL LEVELS) ................... 20

3.8 MUNICIPAL EMERGENCY RESPONSE COORDINATOR .......................................... 21

3.9 INCIDENT Emergency Response CoOrdinator ...................................................... 22

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3.10 Regional Emergency Response CoOrdinator ....................................................... 22

3.11 INCIDENT EMERGENCY MANAGEMENT TEAM (IEMT) ......................................... 23

3.12 MUNICIPAL EMERGENCY COORDINATION CENTRES ........................................... 23

3.13 OPERATIONS CENTRE ......................................................................................... 24

3.14 DEBRIEFING ARRANGEMENTS ............................................................................ 24

3.15 FINANCIAL CONSIDERATIONS ............................................................................. 24

3.15.1 DONATIONS ................................................................................................................ 25

3.16 PUBLIC INFORMATION & WARNING ................................................................... 25

3.16.1 PREVENTION (BEFORE EMERGENCIES) .......................................................................... 25

3.16.2 RESPONSE PHASE ........................................................................................................ 25

3.16.3 RECOVERY PROCESS..................................................................................................... 26

3.16.4 PEOPLE WITH A DISABILITY OR FROM A CULTURALLY AND LINGUISTICALLY DIVERSE (CALD) BACKGROUND ............................................................................................................. 26

3.17 Information Resources ....................................................................................... 27

3.17.1 INFORMATION CENTRE ................................................................................................ 27

3.18 RESPONSE/RECOVERY HAND OVER .................................................................... 27

3.18.1 TERMINATION OF RESPONSE ACTIVITIES AND HAND OVER OF GOODS/FACILITIES ......... 27

3.19 COMPENSATION OF VOLUNTEER EMERGENCY WORKERS ................................... 28

3.20 MAINTENANCE OF MUNICIPAL EMERGENCY MANAGEMENT PLAN ..................... 28

3.20.1 FREQUENCY OF MEETINGS ........................................................................................... 28

3.20.2 PLAN REVIEW .............................................................................................................. 28

3.20.3 MEMP EXERCISES ........................................................................................................ 28

3.20.4 AUDIT ......................................................................................................................... 29

4 PREVENTION ARRANGEMENTS ............................................................. 30

4.1 THE ROLE OF THE MUNICIPALITY ........................................................................ 30

4.1.1 PREPAREDNESS ........................................................................................................... 30

4.1.2 RISK MANAGEMENT .................................................................................................... 30

4.1.3 COMMUNITY AWARENESS ........................................................................................... 31

5 RESPONSE ARRANGEMENTS ................................................................. 32

5.1 INTRODUCTION ................................................................................................. 32

5.2 COMMAND, CONTROL, CO-ORDINATION (EMERGENCY RESPONSE) .................... 32

5.2.1 COMMAND ................................................................................................................. 32

5.2.2 CONTROL .................................................................................................................... 32

5.2.3 CO-ORDINATION (EMERGENCY RESPONSE) .................................................................. 33

5.3 CONTROL AND SUPPORT AGENCIES ................................................................... 33

5.4 PHASES OF ACTIVATION ..................................................................................... 33

5.4.1 ALERT .......................................................................................................................... 33

5.4.2 STANDBY ..................................................................................................................... 33

5.4.3 ACTION ....................................................................................................................... 34

5.4.4 STAND DOWN ............................................................................................................. 34

5.5 Responsibilities of the MERO ............................................................................. 34

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5.6 MECC Liaison Officer .......................................................................................... 35

5.7 Council RESOURCES ........................................................................................... 35

5.8 WELFARE & SUPPORT ........................................................................................ 35

5.9 PUBLIC EDUCATION/INFORMATION ................................................................... 35

5.10 EVACUATION ..................................................................................................... 35

5.11 MEDICAL/PUBLIC HEALTH .................................................................................. 36

5.12 COMMUNICATION FACILITIES ............................................................................ 36

5.13 ASSISTANCE TO POLICE ...................................................................................... 37

5.14 EMERGENCY EVENTS – USE OF COUNCIL’S AFTER HOURS ARRANGEMENTS ........ 37

5.15 REGISTRATION OF VOLUNTEERS ........................................................................ 37

5.16 FINANCIAL ......................................................................................................... 37

5.17 STAND DOWN ........................................................... Error! Bookmark not defined.

6 RELIEF AND RECOVERY ARRANGEMENTS .............................................. 38

6.1 RELIEF ARRANGEMENTS ..................................................................................... 38

6.1.1 AIM ............................................................................................................................. 38

6.1.2 ROLE OF EMERGENCY RELIEF........................................................................................ 38

6.1.3 EMERGENCY RELIEF MANAGEMENT ............................................................................. 39

6.1.4 IMPLEMENTATION/ACTIVATION .................................................................................. 40

6.1.5 PROCEDURE ................................................................................................................ 40

6.1.6 COMMUNICATION/ENGAGEMENT WITH AFFECTED COMMUNITY ................................. 40

6.1.7 STAND DOWN ............................................................................................................. 40

6.2 RECOVERY ARRANGEMENTS .............................................................................. 41

6.2.1 PRINCIPLES .................................................................................................................. 41

6.2.2 IMPLEMENTATION/ACTIVATION .................................................................................. 42

6.2.3 COMMUNITY RECOVERY COMMITTEE .......................................................................... 43

6.2.4 COMMUNITY RECOVERY COMMITTEE MEMBERSHIP .................................................... 43

6.2.5 COMMUNITY RECOVERY COMMITTEE FUNCTIONS ....................................................... 43

6.2.6 RECOVERY CENTRE ...................................................................................................... 43

6.2.7 ROLE OF DHHS AND EMV IN RECOVERY ........................................................................ 43

6.3 IMPACT ASSESSMENT PROCESS .......................................................................... 44

6.4 SUPPLY OF GOODS/SERVICES ............................................................................. 45

6.5 FOOD AND WATER ............................................................................................. 45

6.6 TEMPORARY ACCOMMODATION ....................................................................... 45

6.7 FINANCIAL ASSISTANCE SERVICES ...................................................................... 46

6.8 MATERIAL AID ................................................................................................... 46

6.9 PERSONAL SERVICES AND COUNSELLING ............................................................ 46

7 SUPPORT ARRANGEMENTS .................................................................. 48

7.1 SUPPORT TASKS & FUNCTIONAL SERVICE AGENCIES ........................................... 48

7.2 RESOURCE SUPPLEMENTATION .......................................................................... 48

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7.3 SUPPLEMENTARY RESPONSE RESOURCE PROCESS FLOW CHART ........................ 50

7.4 COMMUNITY ORGANISATIONS .......................................................................... 51

7.5 OTHER FUNCTIONAL AREAS ............................................................................... 51

7.5.1 TELECOMMUNICATIONS SYSTEMS ............................................................................... 51

7.5.2 HEALTH AND MEDICAL ................................................................................................ 51

7.5.3 HEALTH ....................................................................................................................... 52

7.5.4 MEDICAL ..................................................................................................................... 52

7.6 REGISTRATION/TRACING OF PERSONS ............................................................... 52

8 CONTACT DIRECTORY ........................................................................... 54

9 REFERENCES ......................................................................................... 55

9.1 SUPPORTING DOCUMENTS ................................................................................ 55

9.1.1 MUNICIPAL CO-ORDINATION CENTRE .......................................................................... 55

9.1.2 EMERGENCY RELIEF CENTRES ....................................................................................... 55

9.1.3 OTHER DOCUMENTS .................................................................................................... 55

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APPENDICES

A. MAPS B. MUNICIPAL EMERGENCY CO-ORDINATION CENTRE(S) STANDARD OPERATING

PROCEDURES C. COMMUNITY EMERGENCY ASSESSMENT D. EVACUATION & EMERGENCY RELIEF PLAN E. GLOSSARY OF TERMS F. DISTRIBUTION LIST G. COUNCIL RESOURCES PLAN H. PRIMARY SUPPORT AGENCIES AND SECONDARY AGENCIES J. COMMUNICATIONS EQUIPMENT PLAN K. MONASH COMMUNITY RECOVERY COMMITTEE – TERMS OF REFERENCE (TEMPLATE) L. SUB PLANS AND OTHER PLANS

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TABLE OF AMENDMENTS Amendment

No Version Amendment Details Date Amended Approved By

1 CERM reviews updated September 2010 MEMPC

2 General Revision of Plan September 2010 CEO

3 Certificate of Audit added May 2011 SES

4 Contacts List updated June 2011 MERO

5 Reference to SHERP added.

June 2011 MERO

6 General Revision of Plan Dec 2012

7 General Revision of Plan August - December 2013

CEO

8 Audit certificate updated July 2014 MERO

9 Major revision - draft October 2016 MERO

10 Further Revision February 2017 MERO

11 2017.1 Final Revision for audit March 2017 MERO

12 2017.2 Post audit revisions June 2017 MERO

13 2017.3 Inclusion of Audit Certificate

June 2017 MERO

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1 INTRODUCTION

1.1 AIM

The aim of this Municipal Emergency Management Plan (MEMP) is to detail the arrangements for the mitigation of, response to, and recovery from, emergencies that could occur in the City of Monash in accordance with Part 4 of the Emergency Management Act, 1986. Where relevant the plan incorporates changes to the provision of emergency management in Victoria resulting from the Emergency Management Act 2013 which established new governance arrangements for emergency management in Victoria. These Acts will now be referred to as the “Emergency Management Act”.

Note that Council also has a business continuity plan which outlines the arrangements for Council’s operational arrangements in the event of a significant disruption to Council’s services.

1.2 ASSESSMENT OF RISK

A hazard analysis and risk assessment of perceived threats to the municipality has been conducted as part of Council’s community risk assessment process. Council worked with VicSES and other agencies, using the Community Emergency Risk Assessment (CERA) tool to identify and rate its hazards. The intended outcome of this process is the development of risk reduction strategies that enhance personal safety and security within the City of Monash.

The process is not intended to exclude any form of emergency and, this document has adopted a flexible "all hazards approach". A summary of the outcomes of the City of Monash Community Emergency Risk Assessments are located in Appendix C.

1.3 OBJECTIVES

The broad objectives of this Municipal Emergency Management Plan are to: - a) Implement measures to mitigate 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.

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1.4 MUNICIPAL STATEMENT OF ENDORSEMENT

This plan has been produced by and with the authority of the City of Monash pursuant to Section 20(1) of the Emergency Management Act 1986. The City of Monash understands and accepts its roles and responsibilities as described in Part 4 of the Emergency Management Act 1986. Approval and adoption of this plan:

………………………………………………. ANDI DIAMOND Chief Executive Officer 12 April 2017

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Certificate of Audit

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2 AREA DESCRIPTION

2.1 TOPOGRAPHY

The City of Monash is located 20 kilometres south east of Melbourne’s CBD. The municipality has a varied landscape, with many hilly areas and several natural waterways (Damper, Dandenong, Gardiners, and Scotchman’s creeks). Most areas have a clay-silty soil profile with the southern most areas tending to have a sandy soil profile.

The City’s leafy streetscapes are a feature of the area, as are the 600 hectares of parks, gardens and reserves. It has excellent sporting facilities catering especially for football, cricket, swimming, basketball, netball, softball and golf. Monash has some of Melbourne’s best known landmarks within its 82 square kilometres, including the Monash Medical Centre, Monash University, the Victoria Police Academy and Jells Park.

2.2 HISTORY

Thomas Napier ‘migrated’ from Tasmania to become the first European settler in the district. He set out in 1839 with some cattle to become a squatter in the vicinity of the Dandenong Creek. At this time the population of Victoria was around 3,600.

The first years of settlement in the Mulgrave district were in the 1840s, and by 1865 Oakleigh had developed into a village where the Cobb & Co. coaches stopped on their route to Sale.

The Oakleigh and Mulgrave Roads Board ceased to functions when the Roads District was proclaimed a Shire and took the title of Shire of Oakleigh/Mulgrave, on 1 December 1871. The first Council was subsequently elected. In March 1891 the Borough of Oakleigh (west of Huntingdale Road) was severed and in 1897 the Shire was renamed Mulgrave. Further excisions were made for enlargement of the Oakleigh municipality and the Mulgrave Shire became Waverley City on 11 April 1961.

There was considerable development in the area after World War 2 and much of the infrastructure across Monash was built in the 1950s, 1960s and 1970s.

The City of Monash was formed by the amalgamation of the former City of Waverley (previously Shire of Mulgrave) and most of the City of Oakleigh in December 1994.

2.3 INFRASTRUCTURE

The boundary of the municipality is defined by Highbury Road, Centre/Police Roads and Warrigal/Poath Roads. The Eastern border is defined by the Dandenong Creek.

The City is traversed by Monash Freeway, Eastlink motorway, major arterial roads including Princes Highway, Springvale Road, Wellington Road/North Road, Blackburn Road, Centre Road, Ferntree Gully Road, Huntingdale Road, Stephensons/Clayton Roads and Warrigal Road.

Monash has eight major shopping centres at Brandon Park, Glen Waverley, Huntingdale, Mount Waverley, Oakleigh, Pinewood, Waverley Gardens and Wheelers Hill. The Chadstone Shopping Centre is just west of the municipality boundary.

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Monash has developed a reputation as a ‘high tech’ centre for industry. The Monash Technology Precinct, one of the most important in Australia, contains some of the nation’s most prestigious research organisations. The Australian Synchrotron is located in Monash and is an important location for scientific research and innovation. Other key organisations in Monash include CSIRO Australia research laboratories, Monash University, Monash Science & Technology Park, Monash Medical Centre, the Melbourne Centre for Nanofabrication and a number of business parks. The Eastern Innovation Business Centre is a recent addition to the range of facilities in Monash that aims to be an incubator for science, technology and research based businesses. Telstra’s Global Operations centre is also located within Monash.

2.4 DEMOGRAPHY

In 2015 Monash had an estimated population of 185,037 residents. The median age of Monash residents is 38 years old, a little older than Greater Melbourne (36 years). It has a significantly higher proportion of residents aged older than 64 years (17.2%) compared with Greater Melbourne (13.1%). Forty five percent (45%) of its population were born overseas, making Monash one of the most cosmopolitan municipalities in Victoria. Monash is close to the demographic centre of Melbourne. The municipality has a highly skilled and well-educated workforce, with 13% having a degree or higher education. Monash residents also enjoy a high level of home ownership that is considerably higher than the Melbourne average. The municipality has experienced changes in its residential character with the development of the Waverley Park precinct and former school sites, an increasing number of multi-unit developments and the more recent (and pending) construction of residential towers in the Glen Waverley retail precinct. The population of Monash is forecast to increase to 207,700 by 2036. During this period the number of students residing on campus at Monash University is expected to increase as a result of an expansion in the capacity of on-campus accommodation. In 2016 there were 34,500 students enrolled at the Clayton campus of Monash University with 3,000 living in the residential halls.

The most significant non English languages spoken in homes in Monash in 2011 were:

LANGUAGE % (NUMBERS)

MANDARIN 9.3% (15,669)

GREEK 6.5% (10,981)

CANTONESE 4.9% (8,372)

ITALIAN 2.6% (4,421)

SINHALESE 2.2% (3,734)

VIETNAMESE 1.5% (2,589)

TAMIL 1.3% (2,248)

KOREAN 1.3% (2,196)

HINDI 1.2% (2,037) Source: Monash ID profile at http://www.id.com.au/profile/Default.aspx?id=102&pg=138&gid=10&type=enum

Interpreters and translation services are available for communication with the above communities are listed Council’s After Hours Manual (refer also to Appendix G). Consideration must also be given to other minority groups that may require effective communication for evacuation or other emergency processes.

http://www.id.com.au/profile/Default.aspx?id=102&pg=138&gid=10&type=enum

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Monash has a highly skilled and well-educated workforce with 30% (42,903 persons) having a degree or higher education.

In 2011, there were 61,041 occupied households in Monash (an increase of 3.6% since 2006). The average household size was 2.7 persons. The forecast number of households in Monash is 70,556 in 2021 and 77,436 in 2036.

While the population has only increased marginally in recent years, it has aged significantly. The higher proportion of mature persons indicates special consideration will be required when organising evacuation or other emergency procedures, especially for large numbers of persons (such as from Monash Gardens and Elizabeth Gardens nursing homes/hostels, or Cumberland View, Oaktree Hill, Weary Dunlop and Highvale Retirement Villages).

The ageing of our population has resulted in a rise in the proportion of population aged 75+ from 7.4% (12,056 persons) in 2006 to 8.1% in 2011. This is forecast to increase to 9.4% (18,498) by 2026.

The proportion of older persons (65+) in lone person households increased from 8.8% (5,191 persons) in 2006 to 9.1% (5,562 persons) in 2011.

In the period between 2006 and 2011, 34% (57,808 persons) of current residents moved house at least once. Residents who had moved within Monash over this period were 8.5% (13,728 persons). As well as the changes in its community profile Monash has also experienced significant changes in housing stock with a number of higher density developments, with more anticipated in coming years. This, along with the anticipated increase in on-campus residential accommodation at Monash University have the potential to present new hazards that will need to be considered in the development of emergency management plans. Businesses in Monash provide 118,000 jobs. This makes Monash the second largest employment destination in Melbourne, after the Central Business District.

2.5 HEALTH SERVICES

The following hospitals are located within the City of Monash: • Jessie McPherson Private Hospital (Clayton) • Sir John Monash Private (Clayton) • Valley Private (Dandenong North) • Waverley Private (Mount Waverley) • Monash Medical Centre (Clayton).

2.6 TRANSPORT AND UTILITIES

Two rail lines provide public transport facilities for varying areas of the municipality. The Glen Waverley line, which includes stations at Jordanville, Mount Waverley, Syndal and Glen Waverley, allows East - West travel and is situated at the North/Centre region of the municipality. The Dandenong line, which has stations at Hughesdale, Oakleigh, Huntingdale and Clayton, caters for passengers travelling from the lower Western boundary to the centre of the Southern boundary. The Dandenong line is also used by passenger and goods trains travelling to and from eastern Victoria.

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Electricity and gas within the municipality is managed by United Energy which has a key administrative centre in the municipality. The telecommunications network is supported by Telstra and Optus. Contact details are available in Section 8 in the MEMP. The Springvale Electricity Terminal Station and Telstra Supply Branch are just South East of the City of Monash border, near the intersection of Westall and Centre Roads and Princes Highway.

2.7 COMMUNITY LIFELINES

Several large businesses involved in food manufacturing or with distribution centres are located within the municipality. These include Tibaldi, Renaldi, Fonterra, Techniques Incorporated, Peters Ice Cream and the Safeway Distribution Centre.

The municipality is also home to some large retirement villages and aged residential care facilities. These include:

Monash Gardens (Mulgrave)

Elizabeth Gardens (Burwood)

Bluecross (Mount Waverley)

Bluecross (Mulgrave)

Cumberland View (Wheelers Hill)

Oaktree Hill Retirement Village (Glen Waverley)

Weary Dunlop Retirement Village, and

Highvale Retirement Villages There are also a number of smaller aged residential care facilities.

2.8 ORGANISATIONAL

Other significant organisations and sites within the municipality include Monash University, Holmesglen TAFE, Australian Synchotron, CSIRO Research Laboratories, the Telstra Global Operations Centre, the Victorian Police Academy, the head or regional offices of a number of organisations and government departments, Huntingdale and Metropolitan Golf Courses and Jells Park.

2.9 MAPS

A map detailing the area covered by this plan can be found in Appendix A. More detailed maps of the municipality can be found on the Council’s website. This includes various layers including community facilities, essential services, transport routes and planning controls. The maps can be accessed at http://www.monash.vic.gov.au/About-Us/Maps . Further information such as details of properties can be accessed via the Council’s GIS system which can be accessed by Council officers.

2.10 HISTORY OF EMERGENCIES

Various localised incidents - mostly associated with road traffic accidents, flooding or storm damage - have occurred in Monash. Some of the more significant events that have occurred include:

• Monash University shooting (by a student) in October 2002 that resulted in two death and five injuries.

Rain event: commencing on 20 December 2007 and continuing for three days, resulting in 549 property flooding reports and 84 dwellings being inundated.

http://www.monash.vic.gov.au/About-Us/Maps

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• Wind-storm: occurred in April 2008 with 1700 calls being received for tree and property damage. The Municipal Emergency Co-ordination Centre (MECC) was set up following the receipt of a severe weather warning in April 2008, but did not become operational

• Rain event: February 2011 resulting in 700 requests for assistance and 90 flood affected properties

Van explosion due to a leaking gas bottle in Mulgrave in December 2011 that resulted in one death and some minor property damage

Evacuation of Coorondo Home (a Supported Residential Service) in May 2013 due to a burst water main. Required 22 residents to be temporarily evacuated to a Council facility until each could be re-located to other temporary accommodation

Landslide on building site in Mount Waverley in July 2015 that resulted in the evacuation of 10 from the two townhouses on the adjoining property, damage to sewer lines and disruption to traffic movements on two major roads for a number of weeks. The residents of the two townhouses were assisted to find new permanent accommodation.

2.11 SURROUNDING MUNICIPALITIES

Boundary City

Northern Whitehorse

Southern Kingston

Southern Greater Dandenong

Eastern Knox

Western Boroondara

Western Stonnington

Western Glen Eira

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3 MANAGEMENT ARRANGEMENTS

3.1 MUNICIPAL EMERGENCY PLANNING COMMITTEE

This Committee is formed pursuant to Section 21(3) & (4) of the Emergency Management Act, to formulate a plan for the Councils' consideration in relation to the prevention of, response to and recovery from emergencies within the City of Monash.

The Committee will meet at least three times each year, usually in March, June and November.

The following persons currently make up the Municipal Emergency Management Planning Committee: • Municipal Emergency Resource Officer – (Director, Infrastructure, Chair) • Deputy Municipal Emergency Resource Officer – (Manager, Strategic Asset Management ) • Municipal Recovery Manager – (Manager, Aged & Community Care Services) • Deputy Municipal Recovery Manager – (Manager, Community Planning & Development) • MEMPC Executive Officer – (Project Officer Asset Management & Emergency

Management) • Municipal Emergency Response Co-Coordinator – (Victoria Police, Glen Waverley Station) • Municipal Fire Prevention Officer – (Senior Local Laws Officer) • Fire Service Representative – (MFB) • VIC SES Representative • VicRoads • Victoria Police Representatives • Parks Victoria • Community Health Services – (Link Health & Community) • Medical Representative – (Field Emergency Medical Officer) • Ambulance Victoria Representative • Department of Health and Human Services • Water Industry – (Melbourne Water, Yarra Valley Water) • Utilities – United Energy • Hospitals – (Monash Medical Centre) • Industry – (PPG Industries Australia) • Education – (Monash University) • Australian Red Cross Emergency Services • Salvation Army • St John Ambulance • Victorian Council of Churches Emergencies Ministry (VCCEM) • Major shopping centres – The Glen, Brandon Park, Waverley Gardens, Oakleigh Central • Others as required.

Council officers (or their representatives) responsible for the following areas: • Communications Equipment – (Information Technology) • Community information – (Communications) • Municipal Building Surveyor • Local Laws • Public Health • Transport & Engineering

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The Planning Committee is responsible for ensuring that the plan is up to date and available for all intended users. This is facilitated through the MEMPC Executive Officer who is responsible for: • Recording minutes of committee meetings

• Distribution of agendas and minutes

• Identifying and conducting updates of the plan on an ongoing basis

• Notifying users of the plan that updates have been made.

Minutes of the MEMPC meetings are to be distributed to the Committee. The Regional Emergency Management Planning Committee and EMV will be provided with a copy of the minutes of MEMPC meetings.

3.2 MUNICIPAL EMERGENCY MANAGEMENT FUNCTIONS

City of Monash accepts responsibility for the management of municipal resources and the co-ordination of community support to counter the effects of an emergency during both the response and recovery phases of emergencies.

This includes the coordination of:

a) the provision of emergency relief to affected persons during the response phase, including the setting up and operation of emergency relief centres

b) the provision of resources to control and relief agencies during response and recovery

c) municipal assistance to agencies during response and recovery

d) the assessment of the impact of the emergency on the local community

e) recovery activities within the municipality, in consultation with Department of Health and Human Services.

3.3 MUNICIPAL EMERGENCY MANAGEMENT GROUP

In order to carry out these management functions and determine what level of support is required, the City of Monash has a Municipal Emergency Management Group (MEMG). This group consists of:

• Municipal Emergency Resource Officer (MERO) – chair

• Municipal Recovery Manager (MRM)

• Municipal Emergency Response Coordinator (MERC)

Other Council staff may attend as required. This could include:

• Chief Executive Officer

• Manager Communications

• Other Members of Council’s Executive Leadership Team.

The MEMG or part thereof will convene when the scale of the emergency dictates the requirement for the provision of any of the functions outlined above.

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3.4 MUNICIPAL EMERGENCY RESOURCE OFFICER

The City of Monash has appointed the Director, Infrastructure to fulfil the function of Municipal Emergency Resource Officer (MERO) pursuant to Section 21(1) of the Emergency Management Act 1986. The Manager, Strategic Asset Management and Manager Waste Services have been selected as Deputy MEROs and one will perform the role of MERO as required. These roles may be taken on by additional Council staff in the future to ensure Council has sufficient resources to meet its responsibilities in relation to emergency management.

3.4.1 ROLE

1. Coordinate municipal resources in emergency response;

2. Provide Council resources when requested by emergency services or police during response activities;

3. Maintain effective liaison with emergency agencies within or servicing the municipal district;

4. Maintain an effective contact base so municipal resources can be accessed on a twenty-four hour basis;

5. Keep the Municipal Emergency Co-ordination Centre(s) prepared to ensure prompt activation if needed;

6. Liaise with the MRM and other Council staff on the best use of municipal resources;

7. Organise a response debrief if requested by the Municipal Emergency Response Coordinator (MERC);

8. Ensure procedures and systems are in place to monitor and record all expenditure by the Council in relation to emergencies; and

9. Perform other duties as determined.

3.4.2 MUNICIPAL AUTHORITY

The Municipal Emergency Resource Officer is responsible for the co-ordination of municipal resources in responding to emergencies, and has delegated powers to deploy and manage council's resources during emergencies, and procure other resources as required during the emergency to the limit of their delegation. Council resources may include service providers with whom Council already has a service contractor (eg. cleaners, security, traffic management, trades, equipment hire and tree loppers).

3.5 MUNICIPAL RECOVERY MANAGER

The City of Monash has appointed the Manager, Aged & Community Care Services, to fulfil the function of Municipal Recovery Manager (MRM). The Manager Community Planning & Development, Manager Children, Youth and Family Services and Manager Information and Arts have been selected Deputy MRMs and will perform the MRM role when required. Additional Council staff may be appointed to this role in the future to ensure Council has sufficient resources to meet its responsibilities in relation to emergency management.

3.5.1 ROLE

1. Coordinate municipal and community resources within the municipality for recovery; 2. Assist with collating and evaluation of information gathered in the post impact

assessment;

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3. Immediately following an emergency, assist with collation and evaluation of information gathered in the post impact assessment and establishment of priorities for the restoration of community services and needs;

4. Liaise with the MERO on the best use of municipal resources to enable the recovery by individuals, or the community, from the effects of an emergency;

5. Establish an Information and Coordination Centre to be located at the Municipal Offices or a location appropriate to the emergency that has occurred;

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

7. Liaise with the Regional Recovery Committee, and Department of Health & Human Services;

8. Undertake other specific recovery activities as determined.

3.5.2 MUNICIPAL AUTHORITY

The MRM may delegate duties to provide for effective management of the recovery functions.

3.6 MUNICIPAL FIRE PREVENTION OFFICER

The Senior Local Laws Officer has been appointed the Municipal Fire Prevention Officer.

3.6.1 RESPONSIBILITIES

1. Advise and assist the Municipal Emergency Management Planning Committee on fire prevention and related matters

2. Report to Council on fire prevention and related matters, 3. Carry out tasks relating to fire prevention notices and infringement notices, 4. Investigate and act on complaints regarding potential fire hazards, 5. Advise, assist and make recommendations to the general public on fire prevention and

related matters.

3.7 EMERGENCY RESPONSE COORDINATORS

3.7.1 PRINCIPAL ROLE OF EMERGENCY RESPONSE COORDINATORS (ALL LEVELS)

1. 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.

2. Ensure that effective control has been established by the control agency in responding to an emergency.

3. In consultation with the incident controller, ensure an emergency management team has been formed, or in absence of incident controller form an Emergency Management Team.

4. Ensure the effective coordination of resources and services having regard to the provision of section 13(2) of the Emergency Management Act 1986, which empowers coordinators to give directions to all relevant agencies concerning the allocation of resources in responding to an emergency.

5. Arrange for the provision of resources requested by control and support agencies. 6. Ensure allocation of resources on a priority basis.

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7. 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.

8. Ensure the recovery coordinator has been notified by the incident controller of the emergency.

9. Ensure timely information and warnings are provided to the community and support agencies by the control agency.

10. Consider registration of persons evacuated or otherwise affected. 11. Consider provision of relief needs to evacuees and agency personnel where necessary

and advise the recovery coordinator of requirements. 12. In consultation with the control agency, consider the need for the declaration of an

emergency area. 13. Cooperate with all participating agencies and authorities.

3.8 MUNICIPAL EMERGENCY RESPONSE COORDINATOR

The Officer-In-Charge of the Glen Waverley Police Station is known as the Municipal Emergency Response Co-ordinator (MERC) for the City of Monash. Deputy MERCs include Senior Sergeants from the four police stations in Monash – Glen Waverley, Oakleigh, Mt Waverley and Clayton.

In addition to the roles listed under Section 3.7 the MERC will take an active role in planning at a local level including representation on the MEMPC. During an emergency the role of the MERC will include:

• Ensure that the appropriate control and support agencies are in attendance, or have been notified by the controller and are responding to an emergency

• In the event of uncertainty, determine which agency is to perform its statutory response role, where more than one agency is empowered to perform that role

• Ensure the Incident Controller has formed and is chairing an Incident Emergency Management Team (IEMT) or, if the Incident Controller is unable to attend or there are several disparate emergencies within the municipality, form and chair an IEMT

• Arrange for the provision of resources requested by control and support agencies and escalate unfulfilled requests to the RERC

• Advise the RERC of emergencies that have the potential to require supplementary resources from outside the municipal district

• Ensure timely warnings and information are provided to the community and support agencies by the control agency

• Ensure the Incident Controller has developed and issued an incident action plan (including objectives and strategies for managing the incident)

• Ensure the Municipal Emergency Resource Officer is advised of the emergency, is available to provide access to municipal resources if required and is receiving information as appropriate

• Attend or arrange a delegate to attend the Municipal Emergency Coordination Centre, if activated

• Consider registration of persons evacuated or otherwise affected across the municipality

• Consider the provision of relief to evacuees and agency personnel where necessary and advise the Municipal Recovery Manager of requirements

• Consider the need for declaration of an emergency area

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• Ensure the Municipal Recovery Manager has been notified by the incident controller of the emergency

• Provide the RERC with information or advice on issues relating to the control, command and coordination of the emergency response, including issues relating to consequence management, the provision of relief and the transition to recovery.

Any control agency requiring municipal support will request that support through the MERC who will pass on all the requirements to the MERO.

3.9 INCIDENT EMERGENCY RESPONSE COORDINATOR

This is usually the senior member of the Victoria Police present at the initial scene of an emergency. The role of the IERC is to:

Maintain a presence at the place where control is being exercised and represent the MERC in their absence;

Ensure effective control is established and maintained;

Ensure that the appropriate control and support agencies are in attendance – or have been notified by the controller and are responding to an emergency;

In the event of uncertainty, determine which agency is to perform its statutory response role, where more than one agency is empowered to perform that role;

Ensure the Incident Controller has formed and is chairing an Incident Emergency Management Team (IEMT) ensuring effective information sharing;

Arrange for the provision and allocation of resources requested by control and support agencies and escalate unfulfilled requests to the MERC or RERC;

ensure timely warnings and information are provided to the community and support agencies by the control agency;

ensure the Incident Controller has developed and issued an incident action plan (including objectives and strategies for managing the incident);

consider the need for declaration of an emergency area;

provide the MERC or RERC with information or advice on issues relating to control, command and coordination of the emergency response, including issues relating to consequences management, the provision of relief and the transition to recovery.

3.10 REGIONAL EMERGENCY RESPONSE COORDINATOR

Victoria Police have appointed a Regional Emergency Management Inspector for the Eastern Metropolitan Region. This person will be the Regional Emergency Response Coordinator (RERC). The RERC may from time to time appoint deputies. The RERC or a representative may chair the Regional Emergency Response Planning Committee. The RERC will communicate with the Emergency Management Commissioner (EMC) through the Senior Police Liaison Officer.

In addition to the roles listed under Section 3.7, the response roles, responsibilities and duties of the Regional Emergency Response Coordinator are:

• Coordinate resources or services within the emergency response region, having regard to the provisions of section 56(2) of the Emergency Management Act 2013.

• Monitor control arrangements for emergencies across the region to ensure they are effective

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• Where necessary, ensure the Regional Controller has formed and is chairing the Regional Emergency Management Team (REMT) or, where there are multiple disparate emergencies in the Region, form and chair the REMT

• Source resources and services requested by the Municipal Emergency Response Coordinators and escalate requests unable to be fulfilled by the region to the EMC through the Senior Police Liaison Officer

• In the event of uncertainty, determine which agency is to perform its statutory response role within a region, where more than one agency is empowered to perform that role

Ensure the Regional Controller is developing a regional strategic plan for the management of the emergencies within the region

Ensure the Regional Recovery Coordinator has been notified of the emergency

Monitor the provision of warnings and information to affected communities

Consider registration of persons evacuated or otherwise affected across the region

Monitor the provision of relief across the region

Monitor the need to declare an emergency area

Provide the Senior Police Liaison Officer with information or advice on issues relating to the control, command and coordination of the emergency response, including issues relating to consequence management, the provision of relief and the transition to recovery (EMMV 3-22)

3.11 INCIDENT EMERGENCY MANAGEMENT TEAM (IEMT)

The function of the Incident 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 should form and chair an Incident Emergency Management Team. If the Incident Controller is unable to attend or there are several disparate emergencies within the municipality, the MERC (or representative) should form and chair the IEMT.

The Incident Emergency Management Team usually comprises:

• Incident Controller • Support Agency Commanders (or their representatives) • Health Commander (functional commander of supporting health agencies) • Recovery Manager • Emergency Response Coordinator (or representative). • Other specialist persons as required, and • Local Government.

For detailed information in relation to roles and responsibilities of the Emergency Management Team see EMMV Section 3 (see https://www.emv.vic.gov.au/policies/emmv/ )

3.12 MUNICIPAL EMERGENCY COORDINATION CENTRES

The Municipal Emergency Response Coordinator will request activation of a MECC if required.

The co-ordination of the municipal response and recovery within the municipality is undertaken in the Municipal Emergency Co-ordination Centre (MECC). The co-ordination activities are aimed to ensure effective municipal response to and recovery from emergencies. At the time

https://www.emv.vic.gov.au/policies/emmv/

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of writing this plan there is less need for MECCs when an emergency event occurs and reference to MECCs is being removed from key documentation. Notwithstanding this change the plan has been written to allow for the establishment of a MECC if required. Given recent developments in practice it is expected that Council will be more likely to set up a smaller scale coordination centre when an emergency event occurs.

The Municipal Emergency Co-ordination Centre (MECC) will be established at the request of the Municipal Emergency Response Co-ordinator.

The primary location of the MECC is on First Floor, Function Room at the Monash Civic Centre, 293 Springvale Road, Glen Waverley (Melway Ref. 71 C 3).

If the primary location is unsuitable, the MECC shall be established at the Monash Operations Centre, 390 Ferntree Gully Road, Notting Hill (Melway Ref. 70 H 8).

There may be occasions when the time, small scale or type of emergency will result in the MERC, MERO and MRM deciding to establish a basic or temporary MECC in another location such as a small local hall.

Details of facilities and arrangements for the MECC are contained in the MECC Standard Operating Procedures (see Appendix B).

The Manager responsible for co-ordination of the primary and secondary MECC is the Executive Manager, Corporate Administration and Customer Service.

The Eastern Metropolitan Councils Emergency Management Partnership is developing a document to provide guidance to emergency support teams to manage and coordinate council activities during and after emergencies so as to promote consistent practices by councils across the region as well as facilitate inter-council collaboration and resource sharing.

3.13 OPERATIONS CENTRE

An operations centre is established by an agency for the command/control functions within their own agency.

The City of Monash will establish an operations centre when it becomes necessary to control its own resources in an emergency. The primary location for the operations centre is the Monash Operations Centre, 390 Ferntree Gully Road, Notting Hill (Melways Ref. 70 H8).

3.14 DEBRIEFING ARRANGEMENTS

A debrief should take place as soon as practicable after an emergency. The Municipal Emergency Response Coordinator will convene the meeting and all agencies who participated should be represented with a view to assessing the adequacy of the Plan and to recommend any changes. Such meetings should be chaired by the Chairperson of the MEMPC.

It may also be appropriate to conduct a separate recovery debrief to address recovery issues. This should be convened and chaired by the Municipal Recovery Manager.

3.15 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 the City of Monash.

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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.

3.15.1 DONATIONS

The City of Monash is accountable for any monies donated to it as a result of any emergency event and will implement systems to receive and account for all such donations. Should other organisations or groups receive financial and non-financial donations Council, and the Recovery Committee, will liaise with these organisations and groups regarding how the donations will be allocated to the affected individuals and/or communities.

3.16 PUBLIC INFORMATION & WARNING

It is important to ensure that public information and warning is maintained at an optimum level. This provides 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. Council will work with the Incident Controller to support the coordination, accuracy and timeliness of public information and warnings.

3.16.1 PREVENTION (BEFORE EMERGENCIES)

Any information released to the public on behalf of the City of Monash will be to educate and assist the community to prepare for emergencies. This will include information placed on Council’s website including links to relevant information available on the websites of other organisations such as Vic SES and Australian Red Cross.

3.16.2 RESPONSE PHASE

Releasing information is the responsibility of the Control Agency and it should do so in conjunction with the Municipal Emergency Response Co-Coordinator. Any information released by the Municipality must be approved by the MERO (general information) or by the Chief Executive Officer or Senior Management where policy/financial/political matters are involved. The Manager Communication will assist with the preparation and distribution of information. Various forms of information dissemination, including social media will be used.

Information can be categorised under the following headings:

3.16.2.1 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.

3.16.2.2 During impact

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

3.16.2.3 Post impact

To maintain the crucial information flow to those in need of assistance and direction.

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3.16.3 RECOVERY PROCESS

Releasing information will be the responsibility of the City of Monash and/or the Department of Health and Human Services. Any information released must be approved by the MRM (general information) or by the Chief Executive Officer or Senior Management where policy, financial, or political matters are involved. The Manager Communication will assist with the preparation and distribution of information. Various forms of information dissemination, including social media will be used.

Liaison between Council and other key organisations must take place so that the release of contradictory information is avoided.

3.16.3.1 Dissemination

Early use of various forms of media should be made to ensure wide and timely distribution of critical information. The public should be advised of key websites and apps that will provide up to date information about the emergency (eg www.emergency.vic.gov.au) and to direct calls to appropriate agencies with adequate call centre facilities, staff and knowledge to answer questions or disseminate information.

3.16.3.2 Methods

All methods of distributing information should be considered including:

• Radio Stations

• Television

• Local Telephone Information Lines

• Newspapers (particularly in extended response and recovery phases)

• Community groups, radio stations, newspapers

• Community Newsletters

• Information Centres (“One Stop Shops”)

• Council’s website. www.monash.vic.gov.au.

• Vic Emergency website

• Social media – Facebook, Twitter, etc

• Variable message boards

• Letterbox drop to homes in the affected area

• Manual door knock of each residence in the affected area

• Public address system mounted on vehicle

3.16.4 PEOPLE WITH A DISABILITY OR FROM A CULTURALLY AND LINGUISTICALLY DIVERSE (CALD) BACKGROUND

Special considerations need to be given to warning those with a disability and from CALD communities. In the case where information or communication is required with persons unable to speak English an interpreter service may be able to assist (refer to Part 8 Contacts List).

All agency representatives dealing with this situation should carry a “indentifying languages” poster which can be used to establish the language required. Copies of this are available from the Victorian Multicultural Commission http://www.multicultural.vic.gov.au/index.php?option=com_content&view=article&id=35:inter

http://www.emergency.vic.gov.au/

http://www.monash.vic.gov.au/

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preter-card-and-symbol&catid=22&Itemid=63 (found under “identifying languages – multilingual poster”.

3.17 INFORMATION RESOURCES

The following systems are part of these arrangements and should be utilised if and when required:

• Electronic media, including the use of websites and social media • Media liaison units of Victoria Police, MFB, Vic SES, EMV, DHHS and other departments

and authorities • Literature/Brochure Information • Print Media.

If an emergency is of a scale that requires concurrent media responses through radio, television and newspaper outlets, the Police Media Liaison Section may be contacted through the Municipal Emergency Response Coordinator (MERC).

3.17.1 INFORMATION CENTRE

If required, a public and media information centre will be established. All Council public and media releases shall be issued from this centre. The Manager Communications shall manage any Council media releases. In preparing Council media releases every effort will be made to ensure that they contain information that is consistent with that released by the incident control agency, Vic Police and/or Emergency Management Victoria.

3.18 RESPONSE/RECOVERY HAND OVER

Relief and Recovery arrangements are detailed in Section 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 Municipal Emergency Response Coordinator 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.

3.18.1 TERMINATION OF RESPONSE ACTIVITIES AND HAND OVER OF GOODS/FACILITIES

When response activities are nearing completion the Municipal Emergency Response Coordinator 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 handover to the Recovery Manager of such facilities and goods. This handover will occur only after agreement has been reached between response and recovery managers.

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Payment for goods and services used in the recovery process is the responsibility of the Municipal Recovery Manager through the Municipal Emergency Management Plan arrangements.

3.19 COMPENSATION OF VOLUNTEER EMERGENCY WORKERS

Compensation for all Volunteer Emergency Workers will be as laid down in Section 6 of the Emergency Management Act, 1986. It is the responsibility of the organisation utilising the Volunteer Emergency Workers to ensure that all of the Volunteer Emergency Workers are registered.

3.20 MAINTENANCE OF MUNICIPAL EMERGENCY MANAGEMENT PLAN

3.20.1 FREQUENCY OF MEETINGS

The MEMPC will meet on at least three occasions each year. (Meetings will generally be held in March June and November of each year, unless otherwise as determined by the Chairperson of the Committee).

Extraordinary meetings outside the nominated timeframes may be called by the Chairperson of the Committee following a significant event or to consider particular matters.

3.20.2 PLAN REVIEW

If this Plan is not replaced by a new Municipal Emergency Management Plan in accordance with the provisions of the Emergency Management Legislation Amendment (Planning) Bill 2016 and associated guidelines it will be reviewed in 2019 or after an emergency which has utilised part of this plan. Notwithstanding this organisations delegated with responsibilities in this Plan are required to notify the MERO of any changes of detail (e.g. contact information), as soon as possible after they occur so that the contact details that form part of this plan can be kept current.

Review of the plan will specifically focus on the hazards in the City of Monash and the Contact Directory of the plan.

The MERO is the responsible officer for managing the updating of the plan.

Amendments are to be produced and distributed by the City of Monash as required. See Appendix F for distribution list. The MEMP (excluding the Contacts List) will be available on the Council’s website at http://www.monash.vic.gov.au/Contact/Emergency/Municipal-Emergency-Management-Plan . A full version of the MEMP will be accessible via Council’s website to representatives of organisations with emergency management roles in Monash via a secure login. A copy will also be accessible on Crisisworks to those set up as users of this software.

3.20.3 MEMP EXERCISES

Upon completion of development of this Plan, and thereafter arrangements pertaining to this plan should be tested on an annual basis. This will be done in a form determined by the MEMPC.

Since 2009 Monash Council and other agencies involved in emergency management have participated in an annual regional exercise with the other councils in the Eastern Metropolitan Region (known as “Exercise East”) that focuses on the provision of Emergency Relief Centre

http://www.monash.vic.gov.au/Contact/Emergency/Municipal-Emergency-Management-Plan

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services. It is anticipated that this will continue in the future. Any procedural anomalies or short falls encountered during these exercises, or ensuing operations, must be addressed and rectified at the earliest opportunity.

3.20.4 AUDIT

The City of Monash pursuant to section 21A of the Emergency Management Act 1986 shall submit the Municipal Emergency Management Plan to the Victoria State Emergency Service for audit. This audit will assess whether the plan complies with guidelines issued by the Minister for Emergency Services.

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4 PREVENTION ARRANGEMENTS

4.1 THE ROLE OF THE MUNICIPALITY

The City of Monash recognises it has a key role to mitigate the risk, or minimise the effects of emergencies that may occur in the municipality. Along with the various agencies responsible for prevention activities throughout the community, Council's enforcement and continued review of existing policies in land use, building regulations and codes, and urban planning combine to ensure that appropriate control measures are implemented to reduce the likelihood of emergencies. The Municipal Emergency Management Planning Committee plays a significant role in prevention by identifying potential hazards and developing risk control strategies.

4.1.1 PREPAREDNESS

Section 5 (Response Arrangements) identifies the roles and responsibilities of the various organisations and agencies that exist in the municipality. Each agency’s ability to cope with the identified threats has been considered.

Municipal Emergency Coordination Centres have been identified, along with an alternative in the event that the Primary MECC should become unserviceable. Likewise, Emergency Relief Centres and Assembly Areas have been determined for use during emergencies (refer Appendix D).

To assist in locating vulnerable persons or groups within the community a Vulnerable Persons/Site register has been developed. It identifies locations in Monash where more vulnerable members of the community may be located such as child care centres, schools and aged care facilities. The register was prepared by Council staff utilising service directories, consultation with departments such as Children’s Services and Aged and Community Care. It is accessible on the Council’s electronic document management system and the Monash Council Crisisworks site.

Since 2009 Monash City Council has been a participant, with other councils in the Eastern Metropolitan Region and other organisations, in the planning of regional practices and procedures that will facilitate improved cooperation between and support of councils in the region. The Eastern Municipal Councils Emergency Management Partnership (EMCEMP) meets regularly and conducts an annual regional exercise that focuses on the activation and operation of emergency relief centres.

4.1.2 RISK MANAGEMENT

To complement the emergency management process and as a means of minimising or eliminating risks within the municipality the Municipal Emergency Management Planning Committee (MEMPC) is tasked with carrying out an initial assessment and subsequent reviews to identify existing and potential risks.

The MEMP has used the Community Emergency Risk Assessment (CERA) tool to identify and prioritise those emergency risks that are likely to create the most disruption to the municipality. The assessment helps identify hazards and assess impacts and consequences based upon the vulnerability or exposure of the community.

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The results of the assessment process can be used to inform emergency management planning, develop risk action plans and help inform communities about hazards and the associated emergency risks that may affect them. The process is documented and the recommended treatment options presented to the MEMPC for consideration and action. The risks are subject to review with a review of the list of risks at least once every 3 years. The most recent review was in August 2016. The results of this review are shown in Appendix C.

The progress of implemented treatment options is monitored by the Municipal Emergency Management Planning Committee through reports provided by agencies listed as “owners” of the treatment options at MEMPC meetings.

4.1.3 COMMUNITY AWARENESS

The ability of a community to respond to an emergency situation and in turn recover from the effects of an emergency will depend on the attitude of the people affected. Obtaining the preferred response from people during emergencies will require community education and awareness programs to be implemented for this purpose.

The City of Monash will support and promote appropriate prevention and awareness programs within the municipality. Activities undertaken by Council previously and that will be continued include:

Articles in the Monash Bulletin (delivered to every home in Monash) regarding emergency management related topics such as staying safe in the heat and the Red Cross “Hey Neighbour” postcard

Information about heatwave provided to Aged Services clients

Items on Council’s web pages relating to fire safety and heatwave in the lead up to the summer period

Methods of warning the community of an impending emergency are addressed in Section 3.

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5 RESPONSE ARRANGEMENTS

5.1 INTRODUCTION

The Emergency Management arrangements in Victoria, as set out in the EMMV, provide 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, the Emergency Response provides for further resource to be made available, firstly from neighbouring municipalities (on a Regional basis) and then, secondly on a State-wide basis.

The EMMV includes a set of emergency management priorities to underpin and guide all decisions made during emergencies in Victoria. The priorities are:

Protection and preservation of life is paramount. This includes: o Safety of emergency response personnel and o Safety of community members including vulnerable community members and

visitors/tourists

Issuing of community information and community warnings detailing incident information that is timely, relevant and tailored to assist community members make informed decisions about their safety

Protection of critical infrastructure and community assets that support community resilience

Protection of residential property as a place of primary residence

Protection of assets supporting individual livelihoods and economic production that supports individual and community financial sustainability

Protection of environmental and conservation assets that considers the cultural, biodiversity and social values of the environment

These priorities provide a framework for identifying the priority roles and actions of agencies in an emergency response, especially where there are concurrent risks or competing priorities.

Further details about the State Emergency Response Plan are contained in Part 3 of the EMMV which was last updated in August 2016.

5.2 COMMAND, CONTROL, CO-ORDINATION (EMERGENCY RESPONSE)

5.2.1 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.

5.2.2 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.

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Control relates to situations and operates horizontally across agencies.

5.2.3 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.

Further information is contained in Section 3 of the Emergency Management Manual Victoria.

5.3 CONTROL AND SUPPORT AGENCIES

The agreed set of arrangements for control and support in the response to identified emergencies within Victoria are set out in Appendix H. (Refer also to Section 8 of the EMMV for details of the abbreviated organisation names). These arrangements have been specified within Section 7 of the Emergency Management Manual Victoria.

Support Agencies may be able to offer varying levels of support from “on ground” resources to information. It may be appropriate to consult with a number of identified Support Agencies for advice in relation to any given emergency. It is the prerogative of the control agency to formulate action plans for a given emergency in consultation with support agencies.

5.4 PHASES OF ACTIVATION

Response arrangements shall be implemented at the earliest possible opportunity if the effects of emergencies are to be minimised and for this reason several phases of activation have been established. These are: -

5.4.1 ALERT

Shall be activated by appropriate authority if it is considered that an emergency may occur.

Upon receipt of warning or information that an emergency may occur or affect the relevant area of responsibility, the organisation must be alerted to ensure its readiness to act if called upon. Some of the activities that will be performed in this phase are:

• Warning for key personnel.

• Testing of communications arrangements.

• Establish flow of information between the Municipality, Control Agency and Support Agencies.

5.4.2 STANDBY

Shall be activated by appropriate authority when an emergency is imminent.

As the threat or the effects of the emergency becomes imminent, members of the relevant organisation or sections will be placed on standby, thus being ready to move immediately they are required. Some of the activities that will be performed in this phase are:

• Staff the respective Emergency Co-ordination Centre.

• Prepare equipment and personnel for immediate action.

• Identify assembly areas.

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5.4.3 ACTION

Shall be activated by appropriate authority when all or section of the plan is required to be implemented.

This is the operational phase of the emergency when combating and support agencies are committed to contain or control the emergency. Some operations may necessitate moving to the "Action phase" immediately without the "Alert" and "Standby" phases being implemented. For this reason, it is mandatory that all organisations having a role in this plan be in a state of preparedness at all times. Some of the activities that will be performed in this phase are:

• Mobilise personnel/equipment as requested.

• Produce situation reports on regular basis to each of the responsible authorities.

• Deploy additional resources as required.

• Ensure volunteer emergency workers are registered.

Authority for activation of this plan in total or in part rests exclusively with:

• Municipal Emergency Response Coordinator or his/her Deputy, or

• Regional Emergency Response Coordinator or his/her Deputy.

Liaison with Municipal Emergency Response Co-ordinator is to be established immediately on activation of any part of this plan.

Requests for activation at all times should be directed to the MERO or his/her deputy (Refer Section 8).

Standard Operating Procedures for activation of a MECC are outlined in Appendix B.

5.4.4 STAND DOWN

Will be activated by the appropriate authority when the functions provided in this plan are no longer required. Refer to 5.18 for more details.

5.5 RESPONSIBILITIES OF THE MERO

In addition to the responsibilities of the MERO listed in Section 3.4 the MERO will ensure that:

• During periods of absence, deputies are appointed and fully briefed on action to be taken on receipt of a request for activation of this plan.

• Contact telephone numbers for deputies are communicated to the authorities as listed in Section 8.

On receiving an authorised request for activation of this plan, the MERO or deputy is to:

• Communicate the requirement to respond to the emergency to relevant resource coordinators (contacts and telephone numbers are listed in Section 8.

• Inform the Municipal Emergency Management Group (MEMG) members as listed in Section 3.3.

• Inform others as required.

• Monitor progress of activation procedures and report to MEMG when state of readiness/operation has been achieved.

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The MERO will endeavour to obtain requested resources through existing municipal arrangements. If this is unsuccessful, the request will be passed through the Municipal Emergency Response Co-ordinator to the Regional Emergency Response Co-ordinator.

5.6 MECC LIAISON OFFICER

The MERO may appoint a Liaison Officer to be responsible for updating communications between resource coordinators and the MEMG, who will attend the MECC.

5.7 COUNCIL RESOURCES

Key resources available from Council are listed in Appendix G. Contractors that provide a range of services for and on behalf of Council are listed in the Council’s After Hours Manual.

The person who will generally be responsible for directing the allocation of Council resources during the response to an emergency event will be the Coordinator Infrastructure Maintenance.

5.8 WELFARE & SUPPORT

Welfare and support services for individuals and communities affected by emergencies are available at State Government level as wells as through local and regional community agencies. These are referred to in Section 6 and listed in Section 8 . Some of the agencies have entered into Memorandums of Understanding with Local Governments in the Eastern Metropolitan Region through the Eastern Municipal Councils Emergency Management Partnership (EMCEMP).

5.9 PUBLIC EDUCATION/INFORMATION

During the development and passive phases of this plan, information is to be distributed throughout the municipality to create and maintain an awareness of the Municipal Emergency Management Plan (MEMP).

In the emergency and post emergency phases, an Information Centre will be established at the Civic Centre and if warranted, in other locations in the municipality. The purpose of these centres is to provide a channel of communication from the MEMG to residents of affected areas. The centres will also be a focal point for residents seeking information.

General information related to the emergency or regulatory instructions to residents will be released only from the MEMG via the Manager, Communications after consultation with the Police and/or Control Agency.

5.10 EVACUATION

Evacuation is 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 Victoria Police and available expert advice. Consideration must be given to the area which is to be evacuated, the route to be followed, the means of transport and the location to which evacuees will be asked to attend. The Incident Controller/Control Agency delivers the warning or recommendation to those affected of impending evacuation. The Victoria Police Evacuation Manager is responsible for managing the withdrawal from the affected area. The Victoria Police Evacuation Manager is

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also responsible for coordinating the return of evacuated people upon advice of the Control Agency that it is safe to return.

Once the decision to evacuate has been made Monash Council’s MERO and MRM should be contacted to assist in the implementation of the evacuation. Monash Council will provide advice regarding the most suitable Emergency Relief Centre and other resources that may be required (e.g. public health, emergency relief considerations or requirements and special needs groups).

Assistance in an evacuation may be provided by the Victorian State Emergency Service. Buses may be sourced through private transport operators. The Evacuation and Emergency Relief Plan (Appendix D) sets out procedures to be followed when evacuation needs to be implemented .

5.11 MEDICAL/PUBLIC HEALTH

If the normal medical services within the municipality are unable to cope in an emergency, the Ambulance Service will activate State Health Emergency Response Plan (SHERP) which has been prepared by the Department of Health and Human Services and provides procedures to enable total medical response to an emergency.

Council's Public Health Services will monitor all aspects of public health and effect control/remedial measures as necessary. This may involve frequent assessment inspections of the site of the emergency and may necessitate the recruitment of assistance from the Department of Health and Human Services and/or neighbouring municipalities.

Council has prepared the Public Health Emergency Management Plan, refer to Appendix L, as a Sub-plan to the MEMP, to assist with the management, mitigation and abatement of public health risks in an emergency event. This Sub-plan outlines the municipality’s arrangements for the operational management of public health duties.

5.12 COMMUNICATION FACILITIES

The following communication facilities may be utilised:

• Three telephone points connected to the Telstra emergency line system are installed in the primary MECC. These are activated in accordance with the standard operating procedure for activating the MECC (Appendix B).

• Four telephone points connected to the Telstra emergency line system are located in the secondary MECC. This location may be used as an Operations Centre if it is not used as a MECC.

• Any technical problems should be referred to Telstra (Section 8).

• Mobile phones – subject to the mobile network being operational. Council currently uses the Optus network for its mobile phones

• Municipal radio network, refer to Appendix J.

If additional communications facilities are required, Wireless Institute Civil Emergency Network (WICEN) will provide mobile and static radios. (Refer Section 8).

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A detailed Communications Equipment Sub-Plan has been prepared, and is attached as Appendix J.

The Communications Equipment Co-ordinator is the Manager, Information Technology. Should it become necessary to use the municipal radio network assistance will be provided by the Coordinator Fleet Management.

5.13 ASSISTANCE TO POLICE

All municipal local laws officers are to remain in readiness to provide assistance to police in traffic control, evacuation etc. Contact details for the Coordinator Community Laws can be found in Section 8.

5.14 EMERGENCY EVENTS – USE OF COUNCIL’S AFTER HOURS ARRANGEMENTS

Council has after hours arrangements for the municipality that are available continuously. This will often be sufficient for minor events and may be part of the initial response for a larger scale event. After hours call out procedures and rosters have been prepared and the normal contact number for the After Hours Duty Officer is listed in Section 8. The maintenance of the after hours roster and the After Hours Manual is overseen by the Coordinator Infrastructure Maintenance.

5.15 REGISTRATION OF VOLUNTEERS

Leaders of resource groups are to maintain registers of volunteers engaged specifically in relation to the emergency. The register is to include the following detail and is to be retained to support any claim for compensation in the event of injury/death of the individual:

Name

Contact details – address, phone, e-mail

Specialised skills

Existing certificates (eg Working With Children Check)

Next of kin

Period/s engaged

Nature of duties allocated.

Official identification name tags will be prepared and maintained for use by personnel when required.

5.16 FINANCIAL

Expenditure incurred during the response, relief and recovery phases are to be subject to Council's normal procedures.

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6 RELIEF AND RECOVERY ARRANGEMENTS

The primary purpose of this section is to outline the relief and recovery arrangements that will be put in place as a result of an emergency event in the Monash municipality. However it should be noted that where an event impacts on more than one municipality or requires relief and recovery resources that are beyond the capacity of the municipality coordination of relief and recovery may be undertaken by the Department of Health and Human Services (DHHS) at the regional level or Emergency Management Victoria (EMV) at a State level.

Arrangements for relief and recovery in the Eastern Metropolitan Region are set out in the Eastern Metropolitan Region Emergency Relief and Recovery Plan. D17-133490 The circumstances under which the plan will be activated are set out in the Regional Plan. They include:

Emergency expected to run beyond known Local Government capacity

The response agencies have advised through the EMT that they intend drawing on regional or State tier resources for the foreseeable future in relation to the emergency

Council or relief agencies reporting that they have a lack of staffing resources and cannot fill future shifts

The number of people presenting at an Emergency Relief Centre exceeding its designated capacity

The Eastern Metropolitan Councils Emergency Management Partnership (EMCEMP) has also facilitated the development of common procedures in relation to relief and recovery by local governments in the Eastern Metropolitan Region. Agreed arrangements with agencies/services are documented in MOUs between the partnership (on behalf of the 7 councils) and the agencies.

6.1 RELIEF ARRANGEMENTS

6.1.1 AIM

To co-ordinate the provision of Emergency Relief to an affected community, and when required, to Control and Support Agencies.

6.1.2 ROLE OF EMERGENCY RELIEF

To establish a system for the provision of any or all of the functional services under emergency relief and to assist the effected community.

The services of Emergency Relief include:

• Emergency shelter (Emergency Relief Centres, refer to Appendix D). • Material aid, such as bedding, clothing. • Food and water. • Counselling, personal support • Temporary accommodation. • Access to community support organisations. • Registration of evacuated persons.

trim://D17-133490/?db=PR&view

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Through the Eastern Metropolitan Councils Emergency Management Partnership, Monash Council has memorandums of understanding (MOUs) with a number of agencies to provide emergency relief services. These are set out below.

TYPE OF RELIEF SERVICE AGENCIES (including lead agency *)

Emergency Shelter/Emergency Relief Centre Monash Council

Registration of evacuated persons Vic Police * & Australian Red Cross

Food and water Australian Red Cross *

Material Aid The Salvation Army*

Counselling/Personal Support Monash Youth & Family Services* Australian Red Cross Victorian Council of Churches Emergency Ministries Inspiro The Salvation Army Doncare Anglicare Connections

Temporary Accommodation Uniting Care Harrison * Anchor Inc Wesley Mission Victoria Salvo Care Eastern Community Housing Ltd

Financial Assistance Department of Health & Human Services * Department of Human Services (Commonwealth)

6.1.3 EMERGENCY RELIEF MANAGEMENT

Emergency Relief is the provision of life support and immediate essential needs to persons affected by an emergency. Coordination of Emergency Relief at the Municipal level is the responsibility of the City of Monash. At State and Regional level, this coordination function rests with EMV and DHHS respectively.

In the event of requirement for any or all of the functional services of Emergency Relief, the request must be channelled through the Municipal Emergency Response Co-ordinator to the MERO. The MERO will activate the required functional services. All functional services will operate and report back to the MERO.

Resources to assist in the relief activities are available at the local level through agencies/individuals within the municipality, through agencies with MOUs arranged by the Eastern Metropolitan Councils Emergency Management Partnership or through State Government departments. Agencies capable of providing appropriate services are listed in Section 8.

The Municipal Emergency Management Group (refer section 3.3) will oversee the provision of emergency relief in consultation with the control agency.

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A decision to activate relief services will be triggered by an assessment by the control agency, MERC, MERO and/or MRM that some or all of the services provided by an external agency listed in 6.1.2 will be required. Responding to events such as the effects of severe weather (localised flooding, fallen trees, disruption to traffic) are part of normal business for local government and are generally managed using Council resources. However where the impact of an event is such that Council is unable to respond adequately through normal business arrangements assistance will be requested from other regional local governments and/or the Regional Recovery Coordinator. Relief and recovery will be escalated to a regional or State level when:

The capability of local providers is exceeded

An emergency has affected multiple municipalities in one region or multiple regions, and/or

An emergency has a significant community-wide impact. The following procedures are to be followed for the providing relief for individuals and/or communities affected by an emergency or disaster event.

6.1.4 IMPLEMENTATION/ACTIVATION

The relief arrangements are activated on the authority of the Municipal Recovery Manager .

These relief arrangements may be administered from the Municipal Emergency Co-ordination Centre (MECC), the Municipal Operations Centre, or from an “off-site” location where the scale if the event is small.

6.1.5 PROCEDURE

The MRM or delegate is to contact agencies/services as necessary and request that the relevant services be provided at an Emergency Relief Centre, at the MECC or another agreed site. Where there is advance notice of a possible emergency event agencies/services may be advised of the possibility of the need to activate relief and recovery activities. Contact details for agencies/services are contained in Section 8.

Operating procedures for an Emergency Relief Centre are contained in the Eastern Region Emergency Relief Centre Sub-Plan – parts 1, 2 and 3. These can be accessed at D16-1515588, D16-1515587, and D16-1515586.

6.1.6 COMMUNICATION/ENGAGEMENT WITH AFFECTED COMMUNITY

The methods used to communicate with and/or engage with the affected community will vary according to the nature and scale of the event. They will include methods listed in 3.16.3.2 and be selected by Municipal Emergency Management Group in consultation with the Manager Communication, the control agency (if still involved) and other agencies.

6.1.7 STAND DOWN

These services are completed when all requirements are met as much as possible. The leader will then complete a report outlining services contacted, personnel attending, any injuries sustained, the nature of the services provided and comments/recommendations in relation to procedures.




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6.2 RECOVERY ARRANGEMENTS

6.2.1 PRINCIPLES

Management and service provision should be restricted where possible to the local level, however, State and Regional recovery strategies, services and resources are available to supplement and complement the City of Monash initiatives when necessary.

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 be responsive to their needs and expectations.

Assistance measures should be made available, and seen to be available, in a timely, fair and equitable way.

The recovery principles are:

To establishing arrangements that are accepted and understood by organisations involved and the community.

Recognising that recovery can be complex and protracted and that community needs change over time.

Recovery management can commence immediately after the impact of an emergency.

Recovery management requires recognition that there is a diverse range of assistance measures that a community may require.

Involvement by Community members in the recovery processes and their management often leads to a higher level of ownership and acceptance of decisions.

The community recovery planning arrangements cover four environments with each having a Monash Council officer as a Coordinator:

People, social, community & health environment – the emotional, social, spiritual, financial and physical wellbeing of individuals and communities

Economic environment – the revitalisation of the economy of the community to ensure as far as possible that the wellbeing of a community is increased

• Built environment – the restoration of essential and community infrastructure

• Natural environment – the rehabilitation of the environment. (Source: EMMV)

Further details are set out in the Monash Emergency Recovery Plan. The following table sets out team leader arrangements for services under each of these environments.

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TYPE OF RECOVERY SERVICE COORDINATED BY

Social, Health & Community Environment

Temporary Accommodation Single incident events – Red Cross Larger events – Uniting Care Harrison (on behalf of Emergency Accommodation agencies)

Ageing and Disability Support Manager Aged and Community Care, Monash Council

Animal Welfare Coordinator Local Laws, Monash Council

Food and water Australian Red Cross

Children’s Services Coordinator Children’s Services Support and Planning, Monash Council

Communications/Public Relations Manager Communications, Monash Council

Community Development Manager Community Development and Planning, Monash Council

Counselling/Personal Support Manager Children’s and Family Services, Monash City Council

Material Aid Salvation Army

Financial Assistance Chief Financial Officer, Monash Council/Department of Health and Human Services

Economic Environment

Economic Development Manager Strategic Planning and Economic Development

Built Environment

Clean Up/Equipment Provision Manager Waste Services, Monash Council

Infrastructure Senior Coordinator Asset Maintenance

Transport Infrastructure Manager Engineering, Monash Council

Natural Environment

Environmental Management Manager Horticulture, Monash Council

Environmental Health Coordinator Public Health

Further details are contained in the Monash Emergency Recovery Plan.

6.2.2 IMPLEMENTATION/ACTIVATION

The Municipal Recovery Manager, or a person delegated, is to initiate recovery activities as documented in this section and in the Monash Emergency Recovery Plan (a sub-plan of the MEMP) as soon as possible, when required, when an emergency occurs.

6.2.2.1 Response/Recovery Transition

During the response phase of an emergency, activities will reach a stage where a formal handover of the control of activities and resources from the MERO to the MRM will be required. To ensure an efficient transition at this stage the process will be conducted in accordance with Section 3 of this plan.

Recovery services are likely to be required beyond the response phase to an emergency and if needed a Municipal Recovery Committee may be formed to manage the recovery of the affected communities. Refer to 6.2.3 for further information.

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6.2.3 COMMUNITY RECOVERY COMMITTEE

Where the magnitude of the event requires community input into the recovery process a Community Recovery Committee, and sub-committees, may be established. The Municipal Recovery Manager shall convene a meeting of the Community Recovery Committee as soon as is practical . A template for the terms of reference is in Appendix K.

6.2.4 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 • Councillor • Government agencies • Community groups • Representative(s) of the affected community • Non-government agencies.

Terms of reference for the committee are in Appendix K.

6.2.5 COMMUNITY RECOVERY COMMITTEE FUNCTIONS

• Plan and monitor the overall progress of the recovery process in the affected community • Identify community needs and resource requirements and make recommendations to

appropriate recovery agencies, and relevant State and Commonwealth Government departments and agencies

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

• Undertake specific recovery activities as determined by the circumstances and the Committee

Report to the Municipal Emergency Management Planning Committee to facilitate future improvements to the Municipal Emergency Management Plan.

6.2.6 RECOVERY CENTRE

The Recovery Manager will arrange an appropriate facility for a Recovery Centre. This may initially be the Relief Centre however, as the recovery process becomes protracted, the Recovery Manager shall identify a long term centre taking into account the nature, location and expected timeframe of the recovery process.

6.2.7 ROLE OF DHHS AND EMV IN RECOVERY

In the Recovery Processes of an emergency:

• Emergency Management Victoria (EMV) coordinates recovery at the State level

The Department of Health and Human Services (DHHS) coordinates recovery at the regional level

• DHHS facilitates a coordinated response as appropriate to the circumstances e.g. when the event is of a magnitude which is beyond the resources of the municipality or the incident affects only a few people but the affected population is dispersed

EMV will take on this role when the event is beyond the resources of the region

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6.3 IMPACT ASSESSMENT PROCESS

Impact assessment needs to be undertaken following an emergency to inform the relief and recovery needs of the affected community. It should commence during the response phase of an emergency if practicable. Data gathered through impact assessments will be made available to the municipality, response, relief and recovery agencies to help them plan and implement the provision of assistance to those affected by the emergency event. There are three forms of impact assessment that occur at different stages after an event. They are:

Initial Impact Assessment (IIA)– preliminary assessment conducted within the first 48 hours (visual inspection and quantifiable early data) led by response agencies supported by councils to gather data on the loss and damage resulting from the emergency. It will be broad in nature but will provide some initial data regarding the magnitudes of an event which will inform the planning for relief and recovery.

Secondary Impact Assessment (SIA) – a subsequent progressive and more holistic assessment of the impact of the event on the community that takes into account built and natural environments, social and economic impacts and resulting community needs which is coordinated by the nominated recovery manager/coordinator. This will generally occur between 48 hours and 4 weeks after the emergency during the relief and early recovery period.

Post Emergency Needs Assessment (PENA) – estimates the longer term psychological impacts of a community, displacement of people, cost of destroyed assets, the changes in the “flows” of an affected economy caused by the destruction of assets and interruption of business. Coordinated by the nominated recovery manager/coordinator. Typically PENAs occur a month after the emergency and may be ongoing during the recovery period. The data collected during initial and secondary impact assessment is utilised to inform priority areas for PENAs.

To facilitate the IIA the City of Monash shall as early as practicable Survey the extent of damage, to determine:

- The extent of damage to buildings and community infrastructure

- The number of buildings that are inhabitable.

Information that the control agency and council gathers through the initial impact assessment process during the response to the emergency will be shared . The data gathered will provide input information for a more detailed analysis of loss and damage and the impact on the effected community - the SIA.

Assessment teams with expertise as appropriate to the nature of the disaster will be drawn from Council staff, relevant supporting agencies and persons within the community with the appropriate expertise. Further to this assessment information may also be accessed via the Councils property database.

Coordination of the SIA will be the responsibility of the Municipal Recovery Manager (local event or the Regional Recovery Coordinator where SIAs are being undertaken across multiple LGAs.

The PENA will be completed over a longer timeframe and be coordinated by the Municipal Recovery Manager (local event) or Regional Recovery Coordinator (multiple LGAs).

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Further details can be found at: http://files.em.vic.gov.au/IMT-Toolbox/Inc/IIA-Guidelines-Class-1.htm#

6.4 SUPPLY OF GOODS/SERVICES

The municipality and other recovery agencies shall obtain and pay for goods/services through their own supply systems.

The Municipal Recovery Manager with the Department of Health and Human Services will coordinate the acquisition and supply of goods/services which cannot be provided by the municipalities or participating agencies. When goods can only be obtained in such a manner, approval for payment from the Department of Health and Human Services is required prior to the goods being obtained.

6.5 FOOD AND WATER

The Australian Red Cross is the lead agency and responsible for food and water arrangements in an emergency to the City of Monash and will co-ordinate the provision of food and water to ensure that individuals and communities affected by emergencies have access to food and water to support their immediate basic needs. During an emergency Red Cross seeks to quickly move to ensure that basic and immediate needs are met as well as looking at ways of using existing networks, including local businesses, providers and restaurants. The type of meal provided in the first 24 hours of an emergency may vary according to time of notification, where the meals are being sourced from, where they are to be provided, agency response and the facilities available. The first meal can be a fast food style or take away meal but subsequent meals should aim to be as nutritional as possible.

Red Cross Emergency Services is to be alerted or activated by an authorised source (ie MRM or MERO) when one or more substantial meals for affected persons will be required. Refer to Section 8 for contact details.

It is important that adequate information is requested and available for Red Cross to provide food and water including estimated length of activation, people needing food and water, equipment required, dietary requirements etc. The request for food and water may be managed by outsourcing, Red Cross personnel, or other options.

While Red Cross may initially make purchases, this cost will be recovered from the requesting agency. Red Cross has purchasing officers who are authorised to purchase goods on behalf of Red Cross. Red Cross Local Divisions develop local arrangements for the purchasing of food and water, or the outsourcing of food and water provision with local food outlets or suppliers. If municipal arrangements, through Red Cross teams, are unable to meet the demand for food and water, coordination of food and water is escalated to Red Cross State Operations via Red Cross personnel.

6.6 TEMPORARY ACCOMMODATION

The City of Monash will co-ordinate temporary accommodation at each emergency relief centre site listed in Appendix D. Police officers may be necessary at each site to assist with the management of that site until security management personnel are in attendance. The responsibilities of the officers will include control of media and public access.

Short-term single incident accommodation may be referred to the Red Cross for coordination by the Municipal Recovery Manager.

http://files.em.vic.gov.au/IMT-Toolbox/Inc/IIA-Guidelines-Class-1.htm

http://files.em.vic.gov.au/IMT-Toolbox/Inc/IIA-Guidelines-Class-1.htm

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Longer-term accommodation may be coordinated by Department of Health and Human Services. This could take the form of caravans, mobile homes, hotels, etc. Contact details are listed in Section 8.

6.7 FINANCIAL ASSISTANCE SERVICES

Financial assistance to individuals, families and communities following a disaster is potentially available from several sources including the State Government (Natural Disaster Relief Arrangements), non-government agency funds, the Australian Government and funds donated to a public appeal. Except in circumstances of widespread disasters when public appeal funds may be available, the usual means of financial assistance to disaster affected persons is through the Natural Disaster Relief Arrangements negotiated by the State and Australian Governments.

The duties in the provision of financial assistance services include:

• assessing the need for and provision of adequate financial assistance to persons affected by emergencies requiring such financial support

• coordination of the direct disbursement of financial resources from all levels of government and other sources providing cash assistance to persons affected by emergencies.

The responsible contacts are:

Department of Health and Human Services (Refer Section 8).

6.8 MATERIAL AID

Material aid comprises the distribution of basic toiletries, clothes, bedding, household items and furniture to disaster affected people. Persons affected by emergencies are helped most effectively by receiving new or unused items of material aid.

Should material aid be required the MRM or delegate will contact the Salvation Army to ask that it coordinate the provision of material aid to affected persons. (Refer Section 8).

6.9 PERSONAL SERVICES AND COUNSELLING

The City of Monash will coordinate the provision of these services at a municipal level. If the coordination of the required services are outside the capabilities of the municipal resources, the responsible agency is the Department of Health and Human Services. Contact details are listed in Section 8.

Personal services to emergency affected individuals and families include individual/family counselling, family support services (e.g. financial counselling, insurance advice, legal aid) and specialised counselling services.

Personal Services and Counselling include:

• provision of an appropriate range of personal services to meet the unique needs of individuals and families at each stage of his/her experience during the emergency.

• ensure that the structure of personal services maintains its flexibility and acceptability to the local emergency situation

When personal services and counselling are required this will be coordinated by the Municipal Recovery Manager (MRM) or another officer selected by the MRM. Details of relevant agencies are contained in Section 8. Services may also be sourced from agencies that have signed a

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memorandum of understanding with the Eastern Metropolitan Councils Emergency Management Partnership.

Personal support services are also available from the Department of Health and Human Services and should these be required contact should be made by the Municipal Recovery Manager.

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7 SUPPORT ARRANGEMENTS

7.1 SUPPORT TASKS & FUNCTIONAL SERVICE AGENCIES

Appendix H includes a list of support services and agencies for response detailing the primary and secondary support agencies . Also included in Appendix H are lists of lead and support agencies for relief and recovery activities. Agencies are often listed by acronyms, full organisational names can be found in Appendix E. The lists are 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 activities needed, the request should be passed onto the Regional Emergency Response Co-Coordinator via the MERC.

7.2 RESOURCE SUPPLEMENTATION

The meaning of resources under these arrangements includes but is not limited to: • Equipment - (e.g. Plant, vehicles). • Personnel – (e.g. Agency support & industry technicians). • Services – (e.g. 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 Monash 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 co-ordination of resources to support operations which cannot be resourced locally, or which extend over more than one municipal district. 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.

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• 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.

Where the MERC determines that Council has the capacity to provide the required resources (directly or indirectly) the request will be forwarded to the MERO or MRM for actioning. 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. For detailed information in relation to resource supplementation see practice note – Sourcing Supplementary Emergency Response Resources from Municipal Councils (available on the OESC website – www.igem.vic.gov.au under publications).

http://www.igem.vic.gov.au/

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7.3 SUPPLEMENTARY RESPONSE RESOURCE PROCESS FLOW CHART

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?

No

Request made to Municipal Emergency Response Coordinator.

Available from Resources owned or directly controlled by the Council/ Shire?; or Other agencies within the municipal area?; or Private provider within the municipal area?

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?

No

Request made to State Emergency Response Officer

Available from Other agencies within state?; or Private provider within Victoria?

No

Request to Emergency Management Australia for resource to be supplied from Federal resources; or Interstate resources; or International resources.

Yes

Yes

Yes

Yes

Source: EMMV

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7.4 COMMUNITY ORGANISATIONS

Many community organisations will have resources that could be of use in the response, relief and recovery phases of an emergency. The City of Monash will put in place a system to co-ordinate offers of assistance from these organisations.

7.5 OTHER FUNCTIONAL AREAS

7.5.1 TELECOMMUNICATIONS SYSTEMS

DEDJTR is the lead agency for the telecommunications function (EMMV Part 7). The supporting agencies are the telecommunication carriers.

7.5.1.1 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 Municipal Emergency Response Co-ordinator.

7.5.1.2 TELEPHONE COMMUNICATIONS

While mobile telephones may be popular for voice and e-mail communication during an emergency there is a possibility that the mobile network could fail. Therefore the landline network should be planned as the 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 MECC’s, Assembly Areas and Emergency Relief Centres, consideration should be given to the communications facilities already in place at that location.

Additional telephones can be provided by Telstra, upon request to the Municipal Emergency Response Co-ordinator, who will in turn, submit such requests to the Regional Emergency Response Co-ordinator for action. All costs related to such installations are the responsibility of the requesting organisation.

7.5.1.3 E-MAILS AND OTHER ON-LINE COMMUNICATION

Access to the internet during an emergency will be of great benefit through the response, relief and recovery phases of an emergency. This may be achieved through landline/Wi-Fi connections (eg through Councils computer network) and through access to the 3G or 4G mobile network. Internet access will allow the sending and receipt of e-mails, access to Crisisworks software, access to the Council’s GIS system and general access to the internet for gathering information.

7.5.1.4 COMMUNICATIONS RESOURCES

Organisations that have communications facilities and resources that may be available in an emergency are listed in Appendix J – Communication Equipment Plan.

7.5.2 HEALTH AND MEDICAL

The Coordinator Public Health Unit has been delegated the responsibility for medical and health matters.

These arrangements should be considered in conjunction with the Regional Medical Emergency Response and the Municipal Hospital Emergency Plans.

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7.5.2.1 AIM

The aim of these arrangements is to identify the arrangements for activation.

Due to the dual nature of this arrangement, it is divided into two components – health and medical.

7.5.3 HEALTH

The Coordinator Public Health (CPH) is responsible for all public health matters in the municipality.

The responsibilities of the CPH 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

• Disposal of dead animals.

7.5.4 MEDICAL

Implementation of the health response arrangements, where people are injured or require medical assistance, will be by Ambulance Victoria. This will be automatic, following a 000 call, or notification from other emergency services. Ambulance Victoria will be responsible for contacting additional first aid support when required (e.g. St. John Ambulance). Ambulance Victoria is responsible for notifying local hospitals, and other appropriate escalation, which may include a Field Emergency Medical Officer (FEMO) or hospital based medical teams.

7.5.4.1 Management of Health Response

Health response management at an emergency scene will be carried out by the Health Commander, usually the most senior ambulance officer present.

The role of the Health Commander at the scene of an emergency includes:

• arranging health resources required,

• providing triage, (prioritise patients for treatment)

• coordinating transport of patients,

• determining destination of patients,

• representing the health response in the Emergency Management Team.

7.6 REGISTRATION/TRACING OF PERSONS

Victoria Police are responsible for the registration of emergency affected people but have delegated the physical task of the registration process to the Australian Red Cross using the Register.Find.Reunite system (RFR).

Under the Eastern Metropolitan Councils Emergency Management Partnership’s Emergency Relief Centre Sub-Plan there will be an initial check-in/registration process for affected persons that attend an emergency relief centre. A Personal Information Form (PIF) is to be used for this

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purpose. Red Cross will also be in attendance at the ERC and affected persons will be encouraged to register with RFR while at the ERC.

Immediate and effective registration of all persons affected by emergencies, whether they are evacuated or remain in the emergency area, is essential if responsible authorities are to keep track of who has been affected and of their circumstances. Such registration is necessary to both inform persons affected by emergencies of what has happened to other members of their families and help responsible authorities meet the needs of such persons. These range from the immediate basic needs for shelter and food to the longer-term needs of the recovery and reconstruction phase.

RFR encompasses inquiry services to interested persons seeking information on persons affected by emergencies. The characteristics of inquiries in this context are that they take place in the immediate post impact period, are voluminous, demand an instant response and require relatively simple answers.

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8 CONTACT DIRECTORY

This information is contained in a controlled document that is not for public use.

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9 REFERENCES

The following references were used during the preparation of this plan:

Emergency Management Manual Victoria

Emergency Management Act 1986 (No.30), Victoria

Emergency Management Act 2013 (No 73), Victoria

9.1 SUPPORTING DOCUMENTS

9.1.1 MUNICIPAL CO-ORDINATION CENTRE

Office of the Emergency Services Commissioner (OESC) – Practice Note – Guide to the Operation of a Municipal Emergency Co-ordination Centre, also located at D16-1516326.

9.1.2 EMERGENCY RELIEF CENTRES

City of Monash Emergency Relief Centre Plans – Waverley Women’s Sports Centre and Oakleigh Recreation Centre

Oakleigh Recreation Centre ERC Facility Management Plan D16-1515583 & D16-1515700

Waverley Netball Centre ERC Facility Management Plan D16-1515671 & D16-1515691

Eastern Region Emergency Relief Centre Sub-Plan

Part One – ERC Arrangements D16-1515588

Part Two – ERC SOP D16-1515587

Part Three – ERC Role Statements D16-1515586

9.1.3 OTHER DOCUMENTS

Nil











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