MUNICIPAL EMERGENCY MANAGEMENT PLAN · Locked Bag 2 Nunawading Delivery Centre 3131 Telephone: 9262 6333 . ... APPENDIX C – PRESS RELEASE TEMPLATE ... bustling shopping centres

Emergency Relief Centre

MUNICIPAL

EMERGENCY MANAGEMENT

PLAN

“All Communities – All Emergencies”

This plan has been produced by the City of Whitehorse Municipal Emergency Management Planning Committee.

Address all enquiries to:

Municipal Emergency Resources Officer

City of Whitehorse

Locked Bag 2

Nunawading Delivery Centre 3131

Telephone: 9262 6333

City of Whitehorse – Municipal Emergency Management Plan

City of Whitehorse MEMP Page 2 Ver. Feb 2017

FOREWORD

The potential social and economic effects of emergencies on our communities are inevitable.

The City of Whitehorse Municipal Emergency Management Plan has been developed pursuant to Section 20(1) of the Emergency Management Act (1986). The plan considers potential risks and looks at the prevention of, response to and recovery from emergencies within the City of Whitehorse. The Plan also aims to increase community resilience to the impacts of emergencies.

The Plan is the result of the co-operative efforts of the Municipal Emergency Management Planning Committee with assistance from Victoria State Emergency Service, Victoria Police and recognises the previous planning activities within the municipality.

Privacy Notification

The information shown on this form is to be used for the purpose of administrating the City of Whitehorse Municipal Emergency Management Plan. The personal information will be used solely for this purpose or directly related purpose. Council may disclose this information to other organisations if required by legislation. The applicant understands that the Personal information provided is for the above purpose and that he or she may apply to Council for access to and/or amendment of the information. Requests for access or correction should be made to Council's Privacy Officer

Disclaimer

No reader should act on the basis of any matter contained in this publication without appreciating that it may be the subject of amendment or revocation from time to time without notice.

The Council of Whitehorse City Council expressly disclaim all and any liability (including liability in negligence) to any person or body in respect of anything and of the consequences of anything done or omitted to be done by any such person or body in reliance, whether total or partial, upon the whole or any part of this publication.



TABLE OF CONTENTS TABLE OF CONTENTS ............................................................................................................................ 3 1 INTRODUCTION................................................................................................................................. 6

1.1 AIM ............................................................................................................................................... 6 1.2 OBJECTIVES .............................................................................................................................. 6 1.3 THREATS / RISKS ...................................................................................................................... 6

2 AREA DESCRIPTION AND COMMUNITY ANALYSES ................................................................... 7 2.1 TOPOGRAPHY ........................................................................................................................... 7 2.2 MAPPING .................................................................................................................................... 7 2.3 CITY SERVICES AND FEATURES ............................................................................................ 9 2.4 CITY DEMOGRAPHICS ............................................................................................................. 9 2.5 HISTORY OF INCIDENTS ........................................................................................................ 10 2.6 INFRASTRUCTURE ................................................................................................................. 10

2.6.1 Transport Connections ................................................................................................... 10 2.6.2 Educational & Medical Facilities .................................................................................... 10

2.7 HEALTH ..................................................................................................................................... 11 2.8 ENGINEERING INFRASTRUCTURE ...................................................................................... 11 2.9 COMMUNITY EMERGENCY RELIEF ...................................................................................... 12 2.10 WHITEHORSE CITY COUNCIL ORGANISATION .................................................................. 13

3 MANAGEMENT ARRANGEMENTS ................................................................................................ 14 3.1 MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE (MEMPC) .............. 14 3.2 MEMPC SUB-COMMITTEES ................................................................................................... 14 3.3 MUNICIPAL EMERGENCY MANAGEMENT FUNCTIONS .................................................... 15 3.4 MUNICIPAL EMERGENCY RESOURCE OFFICER (MERO)................................................. 15 3.5 MUNICIPAL RECOVERY MANAGER ...................................................................................... 16 3.6 EMERGENCY RELIEF CENTRE MANAGER.......................................................................... 17 3.7 MUNICIPAL EMERGENCY RESPONSE COORDINATOR .................................................... 17 3.8 AGENCY INTERFACE WITH WHITEHORSE CITY COUNCIL DURING EMERGENCIES .. 18

3.8.1 Command ....................................................................................................................... 18 3.8.2 Control ............................................................................................................................ 18 3.8.3 Co-ordination (Emergency Response Plan) .................................................................. 18 3.8.4 Incident Emergency Response Coordinator .................................................................. 18

3.8.4.1 Responsibilities .................................................................................................................... 18 3.8.5 Regional Emergency Response Coordinator (RERC) ................................................... 19

3.9 MANAGEMENT FUNCTIONS .................................................................................................. 19 3.9.1 Municipal Emergency Co-ordination Centre .................................................................. 19 3.9.2 MECC Facilities Manager .............................................................................................. 19 3.9.3 Operations Centre .......................................................................................................... 19 3.9.4 Debriefing Arrangements ............................................................................................... 19 3.9.5 Financial Considerations ................................................................................................ 19 3.9.6 Termination of Response Activities and Handover of Goods/Facilities ......................... 20 3.9.7 Compensation ................................................................................................................ 20 3.9.8 Maintenance of the Plan ................................................................................................ 20

3.9.8.1 Frequency of MEMPC Meetings .......................................................................................... 20 3.9.8.2 Plan Review ......................................................................................................................... 20 3.9.8.3 Community and Stakeholder Consultation of the Plan ......................................................... 20 3.9.8.4 Testing/Exercising the Plan .................................................................................................. 22 3.9.8.5 Audit ..................................................................................................................................... 22 3.9.8.6 Plan Management ................................................................................................................ 22

3.10 LINKAGES TO OTHER PLANS AND STRATEGIES .............................................................. 22 3.11 PUBLIC HEALTH ...................................................................................................................... 25 3.12 MEDICAL ................................................................................................................................... 26 3.13 EVACUATION ........................................................................................................................... 26 3.14 COMMUNICATIONS ................................................................................................................. 26

3.14.1 Prevention/Community Education Phase ...................................................................... 28 3.14.2 Pre impact/Warning and Alert Phase (Before an Immanent Emergency) ..................... 28 3.14.3 Response Phase (During an emergency) ...................................................................... 29 3.14.4 Relief and Recovery Phase (After an emergency) ........................................................ 30 3.14.5 Communication Methods ............................................................................................... 30

3.14.5.1 Information to the General Public ......................................................................................... 30 3.14.5.2 Inter-Agency and Emergency Staff Communication ............................................................. 31

3.14.6 Disabled or Non-English Speaking Persons .................................................................. 31 4 PREVENTION ARRANGEMENTS (BEFORE) ................................................................................ 32



4.1 THE ROLE OF THE MUNICIPALITY ....................................................................................... 32 4.2 PREPAREDNESS ..................................................................................................................... 32 4.3 RISK ANALYSIS ........................................................................................................................ 32

4.3.1 Introduction..................................................................................................................... 32 4.3.2 The Community Risk Management Context .................................................................. 33

4.3.2.1 Objectives ............................................................................................................................ 33 4.3.2.2 Benefits ................................................................................................................................ 33 4.3.2.3 Scope and Key Participants ................................................................................................. 34 4.3.2.4 Risk Assessment Criteria ..................................................................................................... 34 4.3.2.5 CERA Municipal Context ...................................................................................................... 37

4.3.3 Identified Emergency Risks............................................................................................ 37 4.3.4 Emergency Risk Analysis ............................................................................................... 38 4.3.5 CERA Risk Treatments .................................................................................................. 40 4.3.6 Consultation and Communication .................................................................................. 45 4.3.7 Vulnerable Members of the Community ......................................................................... 45 4.3.8 Monitoring and Reviewing the Risks .............................................................................. 45

5 RESPONSE ARRANGEMENTS (DURING) .................................................................................... 46 5.1 INTRODUCTION ....................................................................................................................... 46 5.2 RESOURCE MANAGEMENT AT MUNICIPAL LEVEL ........................................................... 46 5.3 ACTIVATION ............................................................................................................................. 47 5.4 RESPONSIBILITIES OF RESPONSE CONTROL AND SUPPORT AGENCIES ................... 48 5.5 RESPONSE OPERATIONS ..................................................................................................... 48 5.6 ESCALATION ............................................................................................................................ 48

5.6.1 Eastern Municipal Councils’ Emergency Management Partnership (EMCEMP) ........... 49 5.6.2 MAV Protocol for Inter-Council Emergency Resource Sharing ..................................... 49

5.7 TRANSITION FROM RESPONSE TO RELIEF AND RECOVERY ......................................... 50 6 RELIEF AND RECOVERY ARRANGEMENTS ............................................................................... 51

6.1 INTRODUCTION ....................................................................................................................... 51 6.1.1 Agencies Assisting in Relief and Recovery.................................................................... 52

6.2 RELIEF ...................................................................................................................................... 53 6.2.1 Purpose .......................................................................................................................... 53 6.2.2 Relief Principles ............................................................................................................. 53 6.2.3 Municipal Responsibilities .............................................................................................. 53 6.2.4 Activation of Relief Services........................................................................................... 53 6.2.5 Emergency Relief Centre (ERC) Activation and Operations ......................................... 53 6.2.6 Municipal Emergency Relief Personnel ......................................................................... 54

6.2.6.1 Municipal Recovery Manager (MRM) & Deputy MRMs ........................................................ 55 6.2.6.2 Emergency Relief Centre Personnel .................................................................................... 55

6.2.7 Relief Assistance Provided ............................................................................................ 55 6.2.7.1 Emergency Accommodation (Shelter) .................................................................................. 55 6.2.7.2 Food and Water ................................................................................................................... 56 6.2.7.3 Material Aid (Non-Food Items) ............................................................................................. 56 6.2.7.4 Spontaneous Volunteers ...................................................................................................... 56 6.2.7.5 Drinking Water for Households / Maintaining Food Supplies ............................................... 56

6.2.8 Eastern Metropolitan Region Emergency Relief Centre Model ..................................... 56 6.2.9 Escalation and Regional Capacity Arrangements ......................................................... 57 6.2.10 Impact Assessment ........................................................................................................ 57 6.2.11 Communicating in Relief ................................................................................................ 57 6.2.12 Stand Down and Debriefing of Relief Operations .......................................................... 58 6.2.13 Relief Arrangements Evaluation, Exercising and Maintenance ..................................... 58 6.2.14 Transition from Response/Relief to Recovery ............................................................... 58

6.3 RECOVERY .............................................................................................................................. 58 6.3.1 Activation and Implementation ....................................................................................... 59 6.3.2 Community Recovery Committee .................................................................................. 59 6.3.3 Recovery Centre ............................................................................................................ 59 6.3.4 Escalation to Region/State Level ................................................................................... 59 6.3.5 Stand down and Debriefing Procedures ........................................................................ 59

APPENDIX A – ERC AND MECC LOCATION MAP ............................................................................. 61 APPENDIX B - SPECIAL PLANS AND ARRANGEMENTS .................................................................. 62 APPENDIX C – PRESS RELEASE TEMPLATE .................................................................................... 69 APPENDIX D – CONTACT LISTS .......................................................................................................... 70

Municipal Emergency Planning Committee (January 2017) ................... Error! Bookmark not defined. Municipal Resources (January 2017) ...................................................... Error! Bookmark not defined.



Surrounding Municipalities – Emergency Management Contact Information (January 2017) ........ Error! Bookmark not defined.

APPENDIX E – MEMPC TERMS OF REFERENCE .............................................................................. 71 APPENDIX F – DOCUMENT DISTRIBUTION LIST .............................................................................. 74 APPENDIX G - MUNICIPAL ENDORSEMENT ...................................................................................... 76 APPENDIX H – AUDIT CERTIFICATE ................................................................................................... 77 APPENDIX I – EMERGENCY MANAGEMENT EXERCISES AND ACTIVATIONS ............................. 78 APPENDIX J – GLOSSARY OF TERMS ............................................................................................... 89

Emergency Terms ................................................................................................................................... 89 Contractions and Abbreviations .............................................................................................................. 92

APPENDIX K - REFERENCES ............................................................................................................... 93 APPENDIX L - DOCUMENT REVIEW AND DEVELOPMENT .............................................................. 94



1 INTRODUCTION

1.1 AIM

The aim of this Plan is to detail the agreed arrangements for the prevention of, the response to and the recovery from emergencies that could occur in the City of Whitehorse as identified in Part 4 of the Emergency Management Act (1986) and Part 6 of the Emergency Management Manual of Victoria, 2011.

1.2 OBJECTIVES

The broad objectives of this Plan are to:

Implement measures to prevent or reduce the causes or effects of emergencies and thereby reduce the risk of emergencies occurring;

Manage arrangements for the utilisation and implementation of municipal resources in response to emergencies;

Manage support that may be provided to or from adjoining municipalities;

Assist the affected community to recover following an emergency;

Compliment other local, regional and state planning arrangements; and

Increase community resilience to the impacts of emergencies.

1.3 THREATS / RISKS

A hazard and risk analysis of potential major threats to the municipality has been conducted by the Municipal Emergency Management Committee (MEMPC). This process is not intended to exclude any form of emergency and to this end this document has adopted a flexible "all hazards approach".

A summary of the hazard and risk analysis and its findings is located in Part 4 of this plan.



2 AREA DESCRIPTION AND COMMUNITY ANALYSES

2.1 TOPOGRAPHY

The City of Whitehorse is located 15 kilometres east of Melbourne and covers an area of 64 square kilometres. The municipality is bounded by the City of Manningham to the north, the Cities of Maroondah and Knox to the east, the City of Monash to the south and the City of Boroondara to the west. Whitehorse’s suburbs include Blackburn, Blackburn North, Blackburn South, Box Hill, Box Hill North, Box Hill South, Burwood, Burwood East, Forest Hill, Mitcham, Mont Albert, Mont Albert North, Nunawading, Surrey Hills, Vermont and Vermont South.

Maps of the municipality are displayed in Figures 1, 2 and Appendix A. Appendix A shows the location of the Municipal Emergency Coordination Centre and Emergency Relief Centres. Additional GIS mapping is available from the Municipal Emergency Resource Officer (MERO).

Whitehorse is characterised by quiet tree-lined residential streets; an abundance of parks, gardens and natural bush land reserves; bustling shopping centres and sports and leisure facilities.

The Whitehorse community has access to an extensive public transport system with trains, trams and buses all widely serving the area. Whitehorse boasts some of the region's leading educational, medical and leisure facilities and is home to the largest high technology precinct in eastern Melbourne, placing it at the cutting edge of the telecommunications, multimedia and information technology industry.

Trees are an integral aspect of the urban character of Whitehorse. The municipality is dominated by an upper tree canopy which covers 26.6% of the municipality, with an additional 21.5% covered by other vegetation (Municipal-Wide Tree Study Part Two – Draft Options Report – Whitehorse City Council – April 2016) ranging from the exotic tree lined streets of Mont Albert to the native trees which dominate areas of Blackburn, Blackburn North, Vermont and Mitcham.

Parts of the City retain a bush land appearance uncommon in the metropolitan area. Significant areas of remnant vegetation can be found at Bellbird Dell, Cootamundra Walk, Wandinong Sanctuary, Wurundjeri Walk, Yarran Dheran, Antonio Park and the Blackburn Lake area. In these areas, the tree canopy cover is extensive and large mature trees dominate.

The waterways of Gardiners, Mullum Mullum, Dandenong and Koonung Creeks are significant environmental, landscape and recreation locations. These creeks form part of an advanced open space network that is highly valued by the community.

2.2 MAPPING

The City of Whitehorse has been electronically mapped, and these maps are accessible through Weave Mapping via Whitehorse City Council’s website at:

http://www.whitehorse.vic.gov.au/Whitehorse-Maps.html

The Weave system is also available internally to Council staff and has multiple layers available that display features relevant to emergency management including Emergency Relief Centre locations and aerial photography. Large scale printing of maps is available via the plotter printer in the Engineering and Environmental Services Department. Municipal overview maps are also stored in hard copy in the primary MECC location and attached as Figures 1 and 2.

http://www.whitehorse.vic.gov.au/Whitehorse-Maps.html



Figure 1 – City of Whitehorse Location Map

Figure 2 – City of Whitehorse Locality Map



2.3 CITY SERVICES AND FEATURES

The services and features of the City of Whitehorse are available from the Whitehorse City Council website at:

http://www.whitehorse.vic.gov.au/about-whitehorse.html

2.4 CITY DEMOGRAPHICS

At the June 2011 census the usual resident population of the City of Whitehorse in 2011 was 151,338, living in 61,597 dwellings with an average household size of 2.58. With 17.2% of the population aged over 65, Whitehorse is considered to have an aging population statistically greater than the Melbourne average of 12.3%. The most up-to-date estimate of the number of City of Whitehorse residents is for 2015 at 165,500 (http://profile.id.com.au/whitehorse/population-estimate?COIID=1000).

Whitehorse has a culturally diverse population, including:

Birthplace Number % Greater Melbourne %

Australia 94,359 62.3 63.3

China 11,048 7.3 2.3

United Kingdom 5,372 3.5 4.1

India 3,514 2.3 2.7

Malaysia 3,348 2.2 1.0

Vietnam 2,167 1.4 1.7

Hong Kong 2,040 1.3 0.4

Greece 1,916 1.3 1.2

New Zealand 1,909 1.3 1.7

Sri Lanka 1,790 1.2 1.1

Italy 1,691 1.1 1.7

Table 1 – Birthplace of Residents – City of Whitehorse - 2011 Census (http://profile.id.com.au/whitehorse/birthplace?COIID=1000)

At the time of the June 2011 census, 66.0% of Whitehorse residents spoke English only, and 5.5% spoke another language and English not well or not at all, compared with 66.3% and 5.0% respectively for Greater Melbourne (http://profile.id.com.au/whitehorse/speaks-english?COIID=1000)

Languages other than English spoken at home at the time of the 2011 census include:

Language Number % Greater Melbourne

Mandarin 4,610 33.6 13.3

English 1,963 14.3 23.5

Cantonese 1,308 9.5 3.4

Hindi 550 4.0 4.7

Punjabi 512 3.7 6.5

Chinese, nfd 510 3.7 1.3

Sinhalese 491 3.6 3.5

Korean 408 3.0 1.5

Vietnamese 274 2.0 3.1

Indonesian 258 1.9 1.6

Persian/Dari 240 1.7 1.7

http://www.whitehorse.vic.gov.au/about-whitehorse.html

http://profile.id.com.au/whitehorse/population-estimate?COIID=1000

http://profile.id.com.au/whitehorse/birthplace?COIID=1000

http://profile.id.com.au/whitehorse/speaks-english?COIID=1000



Language Number % Greater Melbourne

Gujarati 234 1.7 2.0

Tamil 153 1.1 1.9

Urdu 133 1.0 1.5

Thai 131 1.0 0.9

Table 2 – Languages Spoken at Home – City of Whitehorse – 2011 Census (http://profile.id.com.au/whitehorse/arrivals-by-language?COIID=1000)

Of the 71,000 employed City of Whitehorse residents at the time of the 2011 census, 75% work outside of the municipality.

Of the 57,200 City of Whitehorse households, 78% had an internet connection at the time of the 2011 census and 24.5% were occupied by a single person. 6,460 City of Whitehorse residents described themselves as requiring daily assistance.

Additional City of Whitehorse demographics are available from the Profile.ID website:

http://profile.id.com.au/whitehorse

2.5 HISTORY OF INCIDENTS

The Whitehorse City Council has no history of major emergencies causing significant damage or community displacement. However, Blackburn Lake Sanctuary had a series of fires in the 1990’s and a number of storm cells have caused flash flooding, fallen trees and power outages. Information and action to address the bushfire risk of the municipality is detailed in Council’s Bush Land Reserves Fire Management Strategy and information about storms and flooding is detailed in the Whitehorse Storm and Flood Emergency Plan.

The City or Whitehorse has also provided support in a number of emergency events including the Victorian Gas Crisis in 1999, the February 7, 2009 Victorian Bushfires, the 2015 Moe mine fire and the October 2016 Yarra Ranges storm event.

2.6 INFRASTRUCTURE

2.6.1 Transport Connections

With an extensive road network and major arterial road connections, Whitehorse is within easy access of the Principal Public Transport Network (Belgrave/Lilydale railway, tram 75 along Burwood Highway to Vermont South, tram 109 Box Hill to Port Melbourne, tram 70 Wattle Park to Bourke St Docklands and bus networks) and the Eastern Transport Corridor (Eastern Freeway, Whitehorse Road, Canterbury Road and Burwood Highway). Eastlink connects Melbourne’s eastern and south-eastern suburbs between the existing Eastern Freeway at Donvale and the Frankston Freeway on the Mornington Peninsula. The Whitehorse City Council also offers a variety of walking and cycling opportunities including 12 kilometres of off-road trails and 17 kilometres of on-road bike lanes.

2.6.2 Educational & Medical Facilities

The City has 37 childcare centres, 40 kindergartens and pre-schools, 22 Government and 15 Independent primary schools, 8 Government and 6 Independent secondary schools, 4 special schools and three major hospitals.

The City contains several large educational and health institutions that employ a significant number of people and generate a substantial amount of economic activity within the City. These institutions include the Box Hill Institute of TAFE, Deakin University, Box Hill Hospital and Epworth and Mitcham Private Hospitals (which are supported by a series of specialist practices), all of which have experienced considerable growth over recent years.

http://profile.id.com.au/whitehorse/arrivals-by-language?COIID=1000

http://profile.id.com.au/whitehorse



In light of the 2009 Victorian Bushfires Royal Commission’s Final Report, the Department of Education and Training Victoria have undertaken a review of all schools (government and non-government), kindergartens and child care facilities determined by the Department to be at high-risk of fire danger. These facilities have been placed on a Bushfire At-Risk Register and will be pre-emptively closed on days when a Code Red (catastrophic) fire danger warning is issued.

The Whitehorse City Council has six nominated sites including four primary schools, one kindergarten and one child care facility:

St Thomas the Apostle – Blackburn;

Blackburn Lake Primary School – Blackburn;

Laburnum Primary School – Laburnum;

Antonio Park Primary School – Mitcham;

Wattle Park Kindergarten – Burwood; and

Wattle Park Child Care Centre - Burwood.

2.7 HEALTH

Extensive health services are available. Box Hill, Epworth and Mitcham Hospitals provide a comprehensive range of services. There are numerous counselling support and self-help services aimed at particular illnesses and needs. The Council has an extensive range of Environmental Health Services such as food hygiene, immunisation, hygiene standards, education and promotion and pest control. The City provides an extensive range of aged care accommodation including 759 high care places and 907 low care places. A summary of these is given in the Table 3:

Type of Facility (City of Whitehorse) No. of Places No. of Facilities

High Care (only) Residential Facilities 221 3

Low Care (only) Residential Facilities 268 4

High Care (HC) & Low Care (LC) Residential

Facilities (offer both High and Low Care)

538 HC beds

639 LC beds

9

Supported Residential Services 253 9

Independent Living (includes serviced

apartments and independent living units)

1293 15

Table 3 – Aged Care Accommodation (January 2014)

Source: www.agedcareguide.com.au and information from Department of Health and Human Services (Eastern Metro Region)

2.8 ENGINEERING INFRASTRUCTURE

To support the community and the City and provide expected services, key engineering infrastructure has been provided throughout the municipality including water and sewerage pipelines, extensive drainage systems, gas, electricity and telecommunication services.

Transport linkages provide excellent accessibility to local, interstate, national and international markets. The major roads include the Eastern Freeway/Eastlink, Burwood Highway, Springvale Road, Canterbury Rd, Whitehorse Road and Middleborough Road. Good public transport services are available to the Central Activities District (Melbourne) via Lilydale/Belgrave rail line and the Box Hill and East Burwood Tram Route.

The City also provides a range of services to pick up and dispose of waste from households. There are no landfill disposal sites within the City but the City does operate a waste transfer station where the public can dispose of waste seven days a week.

http://www.agedcareguide.com.au/



2.9 COMMUNITY EMERGENCY RELIEF

At State Level Emergency Relief is the responsibility of Emergency Management Victoria while at Regional level it is the responsibility of the Victorian Department of Health and Human Services. At Municipal level, this responsibility rests with the Whitehorse City Council.

Many agencies have specific services and roles in emergencies and these are listed in Tables 12 and 13 of Section 6.1.1 and Part 7 of the Emergency Management Manual for Victoria.

http://files.em.vic.gov.au/EMV-web/EMMV-Part-7.pdf



2.10 WHITEHORSE CITY COUNCIL ORGANISATION

The Whitehorse City Council is responsible for providing a wide range of services to people within the Whitehorse City Council. It does this through a Corporate Structure headed by a Chief Executive Officer (CEO), supported by four General Managers (Refer Table 4).

Chief Executive Officer Civic Services

Communications

General Managers Responsibility

General Manager – City Development Engineering and Environmental Services.

Planning and Building

General Manager – Human Services Community Development;

Home and Community Care;

Health and Family Services; and

Arts and Recreation Development.

General Manager – Corporate Services Organisational Development;

Compliance;

Finance and Corporate Performance

Property and Rates; and

Business Technology

General Manager – Infrastructure Capital Works;

City Works and

Parkswide.

Table 4 – Whitehorse City Council CEO and General Management Responsibilities



3 MANAGEMENT ARRANGEMENTS

3.1 MUNICIPAL EMERGENCY MANAGEMENT PLANNING COMMITTEE (MEMPC)

The MEMPC is formed pursuant to Section 21(3) & (4) of the Emergency Management Act (1986) to formulate a plan for the Council’s consideration in relation to the prevention of, response to and the recovery from emergencies within the Whitehorse City Council. The operations of the MEMPC are detailed in the MEMPC Terms of Reference. – Refer Appendix E.

The Municipal Emergency Resource Officer (MERO) is responsible for the development and facilitation of Municipal Emergency Management Plan (MEMP) in consultation with the MEMPC. The MEMPC, during the development of the plan, received information and advice from representatives of the Whitehorse City Council, agencies and the community.

3.2 MEMPC SUB-COMMITTEES

The MEMPC Sub-Committees and Working Groups are listed in Table 5 below.

MEMPC Sub-Committee/Working Group

Purpose Convenor and Members

Whitehorse Relief and Recovery Planning Working Group

To plan and exercise Whitehorse City Council’s Emergency Relief Centre standard procedures

Municipal Recovery Manager (MRM) – Convenor

Deputy MRM

MERO

MERC

ERC Managers

Whitehorse CERA Working Group

To manage the 2013 Whitehorse CERA review

MERO – Convenor

MERC

MRM

MFB

VicSES

Emergency Management Officer

Box Hill Transport Security Sub-Committee

To plan for terrorist or shooter attacks at Box Hill Railway Station and Box Hill Centro

Department of Transport – Convenor

MERO

Vic Police

Centro

Yarra Trams

Metro

Transdev

Red Cross

Eastern Health

MFB



MEMPC Sub-Committee/Working Group

Purpose Convenor and Members

Eastern Municipal Council Emergency Management Partnership

To work cooperatively to establish regional emergency management plans and procedures to assist all the Eastern Metropolitan Region Municipal Councils.

Hosting Council - Convenor

Department of Health and Human Services

Vic SES

CFA

MFB

Red Cross

Council representatives from: o Boroondara City

Council o Manningham City

Council o Monash City Council o Maroondah City

Council o Whitehorse City

Council o City of Knox o Yarra Ranges Shire o Nillumbik Shire

Table 5 – Whitehorse Municipal Emergency Management Committee Sub-Committees and Working Groups

3.3 MUNICIPAL EMERGENCY MANAGEMENT FUNCTIONS

Whitehorse City Council accepts responsibility for the management of available municipal resources and the co-ordination of community support to counter the effects of an emergency during both the response to and recovery from emergencies. This includes:

(a) the provision of emergency relief to controlling authorities and affected persons during the response phase;

(b) the provision of supplementary supply (resources) to control and relief agencies during response and recovery;

(c) municipal assistance to agencies during the response to and recovery from emergencies; (d) the assessment of the impact of the emergency; and (e) coordination of recovery activities within the municipality, in consultation with Department of

Health and Human Services (DHHS).

In order to carry out these management functions, the Whitehorse City Council will form an Emergency Management Group (EMG). This group will consist of:

Municipal Emergency Resource Officer (MERO)

Municipal Recovery Manager (MRM)

Municipal Emergency Response Coordinator (MERC) and or their Representative.

Control agency/s Representative

Other Support Agency Representation

The emergency management group or part thereof will convene when the scale of the emergency dictates the requirement of significant provisions of any of the functions outlined above. Members of the emergency management group will liaise to determine what level of activation is required.

3.4 MUNICIPAL EMERGENCY RESOURCE OFFICER (MERO)

The MERO is responsible for the co-ordination of municipal resources in responding to emergencies, and, pursuant to Section 21(1) of the Emergency Management Act (1986), has full delegated powers to deploy and manage council’s resources during emergencies.



The MERO’s responsibilities are to:

Ensure the Municipal Emergency Management Plan (MEMP) is effective and current;

Ensure that municipal resources are utilised effectively in a community emergency, for response and recovery activities;

Ensure that a municipal emergency co-ordination centre (MECC) can be activated at short notice in event of an emergency;

Arrange meetings of the MEMPC or the EMG as appropriate during an emergency;

Maintain effective liaison with all regional, state or commonwealth emergency related agencies servicing the municipality;

Ensure that contractual arrangements with contractors to provide response or recovery support during an emergency are agreed to and documented in advance of such events;

Ensure that appropriate operating procedures and processes are developed, documented and tested by those required to use them during an emergency, and that suitable training takes place;

Co-ordinate municipal resources in emergency response;

Designate response staging areas as required;

Provide council resources when requested by emergency services during response activities;

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

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

Keep the municipal emergency co-ordination centre(s) prepared to ensure prompt activation if needed;

Liaise with the MRM on the best use of municipal resources;

Organise a response debrief if requested by the MERC, an appointee of VICPOL;

Ensure procedures and systems are in place to monitor and record expenditure by council in relation to emergencies.

Other emergency management tasks as required.

Refer to Appendix D for Whitehorse Emergency Management personnel contact details including the MERO and deputies.

Refer to Section 5.3 of this plan for the MERO activation process.

3.5 MUNICIPAL RECOVERY MANAGER

The MERO is responsible for ensuring the co-ordination of emergency-related recovery at the municipal level pursuant to Part 4 of the Emergency Management Manual Victoria (EMMV).

The responsibilities of MRM shall be;

The role of the MRM to:

Co-ordinate municipal and community resources within the municipality for recovery;

Establish priorities for the restoration of community services and needs in consultation with community;

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

Establish an information and coordination centre at the municipal offices or a location more appropriate to the affected area;

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

Liaise with the Regional Emergency Recovery Planning Committee and Department of Health and Human Services (DHHS) to undertake specific recovery activities as determined by the municipality;

Coordinate and plan the activation and operations of an Emergency Relief Centre if required;

Immediately following an emergency, assist with collation and evaluation of information gathered during the Initial Impact Assessment phase;

Activate follow-up impact assessment data collection and collation and compile Post Emergency Impact Assessment reports (Refer SOP Impact Assessment and PENA);

Establish a Recovery Centre if required, at the municipal offices or other location that is appropriate on behalf of the affected area with recovery agencies and the municipality;

Activate and chair a Community Recovery Committee;




Ensure reports to regional level are timely and accurate for both relief and recovery requirements (including impact assessment data, psycho-social data etc);

Undertake other specific recovery activities as determined.

Specific Tasks:

Ensure there are adequate staff resources for emergency relief and/or recovery centres during the recovery phase. This may require liaising with neighbouring municipalities and the Department of Health and Human Services (DHHS)

Convene, chair and conduct a recovery debrief to address recovery issues with all participating agencies;

Authorise purchase and payment and meet financial / accounting requirements of Whitehorse City Council for any relief and recovery expenses within the delegated budget parameters;

Undertake other specific recovery activities as determined by Whitehorse City Council.

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

Refer to Appendix D for Whitehorse Emergency Management personnel contact details including the MRM and deputies.

Refer to Section 5.3 of this plan for the MRM activation process.

3.6 EMERGENCY RELIEF CENTRE MANAGER

The responsibilities of the Relief Centre Manager shall be:

Overseeing the delivery of emergency relief functions within the centre

Escalating request for supplementary resources to MECC

Ensuring relief centre activity reports are completed at the times designated

Monitoring if people are adequately accessing services

Overseeing occupational health and safety at the centre including standards for set up, access and egress.

3.7 MUNICIPAL EMERGENCY RESPONSE COORDINATOR

The MERC is appointed under auspices of Section 56 of the Emergency Management Act (2013) through an instrument of delegation by the Chief Commissioner. The Officer in Charge at the Forest Hill Police Station, or their delegated representative, is the Municipal Emergency Response Co-ordinator (MERC) for the City of Whitehorse. The Senior Sergeant of the Box Hill Police Station, or their delegated representative, is the Deputy Municipal Emergency Response Co-ordinator.

The responsibilities of the MERC are to:

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 in accordance with the requirements of EMMV Part 7 – Emergency Management Agency Roles, 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.

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

Arrange for the provision of response resources requested by control and support agencies and escalate unfulfilled requests to the Regional Emergency Response Coordinator (RERC).

Ensure the incident controller has developed and issued an incident action plan (including objectives and strategies for managing the incident).

Ensure the MRM has been notified by the incident controller of the emergency, to ensure relief and recovery measures are in place.

http://www.austlii.edu.au/au/legis/vic/num_act/ema201373o2013236/




Consider the provision of relief to affected communities where necessary and advise the MRM of requirements.

Consider registration of persons affected by the emergency.

Ensure the MERO is advised of the emergency, is available to provide access to council owned or controlled resources if required and is receiving information as appropriate.

Consider the need for declaration of an emergency area.

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

Ensure the control agency for the emergency has organised an operational debrief with participating agencies as soon as practicable after cessation of response activities.

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

3.8 AGENCY INTERFACE WITH WHITEHORSE CITY COUNCIL DURING EMERGENCIES

3.8.1 Command

Command of operational personnel of the various authorities and organisations involved is vested in the command structure of that particular authority or organisation and will remain exclusively with that body.

3.8.2 Control

Control of emergency operations will at all times remain the responsibility of the Emergency Response Agency, or Organisation, directly responsible for control of an emergency. The Control Agency is to appoint an Incident Controller who will control the operation. A comprehensive list of Control Agencies and their roles can be found in part 5 of this plan.

3.8.3 Co-ordination (Emergency Response Plan)

The main function of the Emergency Response Coordinator is to Co-ordinate the provision of resources as requested by the Control and Support Agencies. Section 56 of The Emergency Management Act (2013) identifies that Emergency Response Coordinators at State, Regional, Municipal and Field level will always be a member of the Victoria Police. Their role wherever possible should be separate from operational Police activities.

3.8.4 Incident Emergency Response Coordinator

The Senior Police Member present at the scene of an emergency has the responsibility of Co-ordinating resources to provide the most effective support to the Control Agency and the functional service agencies. This person is known as the Incident Emergency Response Coordinator.

3.8.4.1 Responsibilities

Ensure that the necessary control and support agencies are in attendance or have been notified of the emergency and are responding;

Liaise with all agencies at scene. Ensure an incident controller has been identified;

Arrange for the satisfaction of requests for provision of resources to the control/support agencies by:

Ensuring provision of available resources from within municipal council area;

Utilising municipal emergency relief and supply arrangements; or

Requesting additional resources through the municipal/regional Emergency Response Coordinators;

Provide situation reports to the municipal/regional Emergency Response Coordinator;

Ensure that consideration has been given to:

Alerting the public to existing and potential dangers arising from a serious emergency;

Undertaking evacuation (consult Control Agency);

Providing public information;

Undertaking traffic isolation, ingress/egress of emergency vehicles, etc. (Consult Control Agency/Police Commander); and





Making necessary arrangements at the scene for media – i.e. containment, press releases, etc.

3.8.5 Regional Emergency Response Coordinator (RERC)

When all relevant resources have been fully committed and there is further requirement for additional resources, all requests must be forwarded to the MERC who will in turn pass on same to the Regional Emergency Response Coordinator for action. In the absence of the Regional Emergency Response Coordinator, their deputy will be contacted.

3.9 MANAGEMENT FUNCTIONS

3.9.1 Municipal Emergency Co-ordination Centre

The MECC will co-ordinate the provision of municipal resources within the municipality during emergencies. It will also maintain an overall view of the operational activities within this Plan's area of responsibility for record, planning, financial and debrief purposes. The MECC may also become operational during support operations to a neighbouring municipality. Administrative staff for the MECC will be drawn from municipal employees and the MOUs in place.

Refer to the MECC Standard Operating Procedures Sub-Plan.

3.9.2 MECC Facilities Manager

The MECC Facilities Manager is responsible for organising staff, catering, security, parking, registration and comfort.

3.9.3 Operations Centre

The Whitehorse City Council has established an operations centre and if necessary will activate it to control its own resources in an emergency.

3.9.4 Debriefing Arrangements

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

3.9.5 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 Whitehorse City Council as specified under the Whitehorse City Council Procurement Policy and the MAV Financial Management in Emergencies Protocol.

The Whitehorse City Council Procurement Policy states that the Procurement Levels and procedures may not be applied under the following circumstances, subject to written approval by a General Manager for purchases with a total value between $5,001 and $10,000 and the Chief Executive Officer for purchases with a total value exceeding $10,000 in an emergency where “emergency” is defined as:

any urgent circumstance which may present a risk to public health and/or safety;

the failure of a key service provider such as Council’s Waste Collection Service;

significant damage to a municipal building; or

major business disruptions such as an extensive IT failure resulting in a loss of services to the community.

All costs incurred in setting up the MECC will be met from Council funds. All purchases are to be authorised by the MERO. All expenditure is to be recorded and logged for cost recovery.

The cost centre to be used for Emergency Management is 1220 – Emergency Response. Expenditure authorisation delegations will be set up at the time of the emergency by contacting the Whitehorse City Council Management Accountant.

Municipal employees from other Councils who volunteer during a Whitehorse City event are to claim for overtime through their Councils which in turn may claim against Whitehorse City Council.



Control agencies are responsible for all costs involved in that agency responding to an emergency. Government agencies supporting the Control Agency are expected to defray all costs from their normal budgets.

Depending on the magnitude of the emergency some government financial assistance may be available for prevention, response and recovery activities through The Victorian Natural Disaster Financial Assistance Program (NDFA) and/or Federal Natural Disaster Relief and Recovery Arrangements

(NDRRA) both of which are accessed through the Victorian Department of Treasury and Finance by contacting The Natural Disaster Financial Assistance Team (9651 2327 – [email protected]). NDFA

should be contacted as soon as practicable after an event to register a potential application.

The Whitehorse City Council is accountable for any monies donated as a result of any emergency event and will implement systems to receive and account for all such donations.

3.9.6 Termination of Response Activities and Handover of Goods/Facilities

When response activities are nearing completion the MERC in conjunction with the Control Agency will call together relevant response, relief and recovery agencies including the MERO and the MRM, to consult and agree on the timing and process of the response stand down.

In some circumstances, it may be appropriate for certain facilities and goods obtained under Emergency Response arrangements during response to be utilised in recovery activities. In these situations there would be an actual hand over to the Recovery Manager of such facilities and goods. This hand over will occur only after agreement has been reached between response and recovery managers.

3.9.7 Compensation

Under Section 27 of the Emergency Management Act (1986), compensation is payable if a volunteer emergency worker suffers personal injury (including death) or loss or damage to property belonging to the worker or in the worker’s possession or control while engaged in emergency activity.

It is the responsibility of the Organisation utilising the Volunteer Emergency Workers to ensure that all of the Volunteer Emergency Workers are registered.

3.9.8 Maintenance of the Plan

3.9.8.1 Frequency of MEMPC Meetings

Meetings of the MEMPC will be convened on a quarterly basis or immediately after a major event or at the discretion of the chair of the MEMPC (Refer Appendix E for MEMPC Terms of Reference).

Minutes of all meetings must be taken and a copy sent to all members of the MEMPC within 30 days.

3.9.8.2 Plan Review

Content of the MEMP is to be reviewed at least annually by exercising sections of the plan or performing a post incident review after an incident which has utilised part of this plan. The feedback from these reviews and exercises inform the maintenance of the MEMP. A review of the MEMP will also occur after significant changes to the ACT or the Emergency Management Manual of Victoria.

Organisations delegated with responsibilities in this Plan are required to notify the MEMPC Executive Officer of any changes of detail (e.g. contact information), as they occur.

Review of the plan will specifically focus on the hazards and risks in the Whitehorse City Council and the Contact Directory of the plan.

Amendments are drafted and approved by the MEMPC. The final draft of the MEMP is adopted on behalf of Whitehorse City Council by the CEO under delegation from Council. The amended MEMPC documents are distributed by Whitehorse City Council as specified in Appendix F - Document Distribution List. Amendments are documented in Appendix L – Document Review and Development.

3.9.8.3 Community and Stakeholder Consultation of the Plan

The community and stakeholder consultation for the MEMP and sub-plans is detailed in Table 6.

mailto:[email protected]

http://www.austlii.edu.au/au/legis/vic/consol_act/ema1986190/



Stakeholder Group

Stakeholder Description Methods of Engagement Frequency of Engagement

Municipal Emergency Management Planning Committee

Response, relief and recovery agency and Council committee representatives

Distribute the plan by email after any changes seeking feedback

At least annually but after each change to the plan

Whitehorse City Council Emergency Management Staff

Staff who have volunteered to be seconded to response, relief and recovery roles during a local or regional emergency

An email with a link to the Council Emergency Management web page seeking feedback

At least annually but after each change to the plan

Regional Local Government Emergency Management Staff

Refer to the distribution list in Appendix F

An email with a link to the Council Emergency Management web page

At least annually but after a substantial change to the plan

City of Whitehorse Community

City of Whitehorse residents The Domestic Animal Management Planning Advisory Committee for the Animal Management in Emergencies Sub-Plan

Advertisement in the local paper with a link to the Council Emergency Management web page requesting feedback

After a substantial change to the plan

Table 6 – MEMP Community and Stakeholder Consultation



3.9.8.4 Testing/Exercising the Plan

This plan and relevant sub-plans will be tested on an annual basis as detailed in Table 7.

Stage Exercise Detail Frequency and Timing of Exercise

Planning, Coordinating and Reporting Agency

Stakeholders Involved

Preparation

Annual bushland fire patrols and private property inspections.

Annual in December prior to fire and storm season.

Whitehorse City Council

MFB

MECC contact list review.

As the membership changes


All

Response MECC activation and Crisisworks Testing

Annual outside fire and storm season


Eastern Region Councils

Relief and Recovery

Exercise East ERC Exercise

Annual outside fire and storm season

Hosting Council Eastern Region Councils and local relief and recovery agencies

Table 7 – MEMP Testing/Exercising Regime

Refer to Appendix I for details of exercises and activations undertaken and Appendix B for a complete list of plans and sub-plans.

3.9.8.5 Audit

Whitehorse City Council pursuant to Section 21A of the Emergency Management Act (1986) shall, at least once every three years or as required, submit to the Victoria State Emergency Service or the relevant authority for audit the current endorsed version of the MEMP. This audit will assess whether the plan complies with guidelines issued by the Coordinator in Chief.

MEMP sub-plans are not subject to the three yearly audit process.

3.9.8.6 Plan Management

Whitehorse City Council is the custodian of the MEMP and is signed off by the Whitehorse City Council CEO.

3.10 LINKAGES TO OTHER PLANS AND STRATEGIES

The City of Whitehorse MEMP is supported by a series of other related Plans including the Whitehorse City Council Bushland and Reserves Fire Management Strategy, Council’s Business Continuity Plan, and Storm and Flood Emergency Management Plan in addition to a number of other Corporate Plans including the Council Plan 2013-17 (refer Appendix B and Figures 3 and 4).

The Bushland Reserves Fire Management Strategy 2010 is available for viewing on Council’s website at www.whitehorse.vic.gov.au with copies available upon application to the Bushland Coordinator, MERO or Municipal Fire Prevention Officer (MFPO).

For information about MEMP sub-plans and other state and regional plans please refer to Appendix B.

NOTE: For copies of the most up to date plans, please contact:

[email protected]

+61 3 9262 7673

http://www.whitehorse.vic.gov.au/Policies-Parks.html

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


City of Whitehorse Emergency Management Plans

Council Plan

2013-17

Heatwave Plan

To be developed

Extreme

Temperatures

Municipal

Flood and Storm

Emergency

Plan

Municipal

Flood

Management

Plan

Storm

(incl Floods,

wind & hail

damage)

Municipal

Bushland Reserve

Fire Management

Strategy 2010

Bushfire

Box Hill

Transport Security

Plan

Transport

Accident

Whitehorse

Urban

Fire Risk

Profile (V-BERAP)

Fire

Structural

Public Health

Emergency

Sub-plan

Pandemic Plan

To be developed

Infectious

Disease/

Food

Poisoning

MEMPC

Utility Co

Members

Plans

Utility

Service

Disruption

Box Hill

Transport Security

Plan

Civil

Disturbance

Municipal

EmergencyManagement

Plan

Municipal Emergency

Management

Planning

Arrangements

Emergency

Management

Manual Victoria

Figure 3 – Municipal Emergency Management Plan and Sub-Plans related to CERA Risks

Figure 4 – Municipal Emergency Management Plan and Sub-Plans for Response, Relief and Recovery

(NOTE: EMR* = Eastern Metropolitan Region. EMR Emergency Response Plan is managed by Victoria Police)

Council also produces other plans and strategies to help guide decisions and to achieve outcomes and goals. They are available from http://www.whitehorse.vic.gov.au/Policies-Strategies-Plans.html

Key policies, plans and strategies are listed in Table 8.

Strategy Description

Council Plan 2016-2020 (834.24kB)

Whitehorse City Council is required under the Local Government Act 1989 to have in place a four-year annually reviewed Council Plan includes the strategic objectives of Council, strategies to achieve these objectives, strategic indicators and a Strategic Resource Plan that identifies the resources required to achieve these objectives.

Whitehorse Sustainability Strategy 2016-2022 (1.41MB)

Outlines approaches to help Council improve its own sustainability practices as well as encouraging the community to live more sustainably every day.

Road Safety Strategy 2013 (2.12MB)

The Community Road Safety Strategy guides Council’s actions to implement behavioral programs that aim to reduce the incidence and severity of road crashes within our municipality.

Planning Strategies Provides the strategic direction to support the growth in residential, commercial and industrial development within the municipality, including the preparation of structure plans and framework plans for activity centre development.

Whitehorse Industrial Strategy Strategy to maximise business and investment activities that contribute to providing employment opportunities within the City of Whitehorse.

Animal Welfare

Emergency Plan

Whitehorse

MECC

Facility Plan

MECC Regional

Standard

OperatingProcedures

Whitehorse

Business Continuity

ManagementPlan

Whitehorse

Centre

ERC Facility

Plan

Box Hill

Town Hall

ERC FacilityPlan

ERC Regional

Standard

OperatingProcedures

SOP

Emergency

Accommodation

SOP

Impact

Assessmentand PENA

SOP

Recovery

Centre

Whitehorse

Emergency Management

RecoverySub-Plan

Municipal

EmergencyManagement

Plan

Municipal Emergency

Management

Planning

Arrangements

Emergency

Management

Manual Victoria

(EMMV)

EMR*

Relief and

Recovery Plan

EMMV

State Emergency

Relief and

Recovery Plan

EMR*

Emergency

Response Plan

EMMV

State Emergency

Response

Plan

Victorian

Emergency

Animal Welfare

Plan

http://www.whitehorse.vic.gov.au/Policies-Strategies-Plans.html

http://www.whitehorse.vic.gov.au/DownloadDocument.ashx?DocumentID=9526






http://www.whitehorse.vic.gov.au/Planning-Strategies.html

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Attachment%201%20Item%209.1.3.%20Amendment%20C135%20Final%202011%20Industrial%20Strategy%2027%20June%202011.pdf



Strategy Description

Whitehorse Economic

Development Strategy 2014-2019 (1.63MB)

Council's guiding document for assisting in retaining and expanding local businesses, and attracting new businesses that contribute positively to the overall enhancement of the local economy, natural environment and quality of life for the community.

Melbourne East Regional

Sport and Recreational Strategy (2.01MB)

The Melbourne East Regional Sport and Recreation Strategy has been developed to support and guide Melbourne east councils and stakeholders in the planning and delivery of regional level sport and recreation facilities and shared recreation trails.

Box Hill Structure

Plan (5.57MB)

Box Hill is of significance in terms of the range of existing uses, access to public transport and its potential for major development, and is expected to be a focus for major change. In this context, Council has prepared a Structure Plan for Box Hill which will guide future development, improvement and investment.

Integrated Transport Strategy 2011 (2.20MB)

The Whitehorse Integrated Transport Strategy 2011 considers the different modes of transport available to the Whitehorse community and provides direction to facilitate travel options and networks that are sustainable, convenient, accessible and safe.

Domestic Animal Management Plan 2013-2017 (60.96kB)

A strategic framework that aims to assist in educating our community on responsible pet ownership issues, promotes the benefits of pet ownership, ensures appropriate levels of community compliance are in place and raises the profile and importance of effective domestic animal management.

Municipal Youth Plan 2014-2018.pdf (2.81MB)

Strategy that outlines Council's direction for children's services in the City of Whitehorse.

Whitehorse Positive Ageing Strategy 2012-2017.pdf (2.79MB)

Strategy that outlines Council's directions for service delivery to ensure the wellbeing of all older in the municipality.

Bushland Reserves Fire Management Strategy 2010 (7.02MB)

The strategy assesses the risk of bushfire to reserves and residents in surrounding homes.

Table 8 – Council Plans and Strategies

3.11 PUBLIC HEALTH

The Municipal Environmental Health Officer and Municipal Medical Officer of Health have been delegated the responsibility for public health matters.

An Environmental Public Health Plan (Public Health Emergency Management Sub Plan) has been prepared to outline the role and responsibilities of Environmental Health Officers once the Whitehorse MEMP has been activated.

The Public Health Emergency Management sub-plan describes local arrangements for public health emergency management and addresses the following risk areas:

Food safety (including donated food);

Safe and adequate water supply;

Infectious disease control;

Emergency shelter and accommodation;

Waste collection and disposal;

Wastewater management;

Emergency toilets and ablution facilities;

Vermin and vector control;

Disposal of dead stock and other animals;

Pollution of water, land or air; and

Other related matters.
























3.12 MEDICAL

Implementation of the medical arrangements where people are injured or/and require medical assistance will be by the Ambulance Victoria and hospitals within the municipality.

These Medical arrangements should be considered in conjunction with the State Emergency Response Plan (SHERP), Regional Medical Emergency Response Plan, the Municipal Hospital Emergency Plans and the hospital Code Brown Procedure (A Code Brown emergency is a hospital emergency response code used to manage any external incident that threatens to overwhelm or disrupt a hospital or health service capability).

Ambulance Victoria will be responsible for contacting additional first aid support when required (e.g. St John Ambulance, Red Cross and/or the Melbourne East General Practice Network).

Medical response management at an emergency scene will be carried out by the Health Commander who is the highest ranked Ambulance Officer present.

The role of the Health Commander at the scene of an emergency is to:

Arrange resources required;

Provide triage (prioritise patients for treatment; and transplant)

Co-ordinate transport of patients;

Determine destination of patients.

There may also be a need for activation of the Field Emergency Medical Officer (FEMO) or Victorian Medical Assistance Teams (VMAT) for complex or large emergencies (Refer State Health Emergency Response Plan Third Edition 2013).

3.13 EVACUATION

The decision to evacuate rests with the Control Agency in conjunction with Victoria Police Evacuation Commander, Health Commander and available expert advice (Refer Emergency Management Manual Victoria Part 8 Appendix). 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.

Once the decision to evacuate has been made, the Whitehorse City Council MERO and MRM should be contacted to assist in the implementation of the evacuation. The Whitehorse City 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.

The Eastern Metropolitan Region (EMR) Councils, which include Yarra Ranges Shire Council, Knox City Council, Manningham City Council, Maroondah City Council, Boroondara City Council, Monash City Council, Nillumbik Shire Council and Whitehorse City Council have established a formalised working relationship that outlines operational arrangements to respond to the Relief and Recovery aspects of an emergency and provides support resources to affected Councils in the region.

EMR Councils have developed a standard model of service delivery that takes into consideration staff recruitment, training, resource sharing, Emergency Relief Centre (ERC) plans, support agencies, and equipment. The development of the EMR model is intended to act as a best practice guide and is in no way a prescriptive process for participation in the EMR model but simply a recommended set of procedures and policies to activate ERCs and transition them into Community Recovery Centres.

3.14 COMMUNICATIONS

It is important to ensure that all communications are maintained at an optimum level. This provides Emergency Management personnel, the Council Executive, Councillors and the general 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.



Any information released by the Municipality must be approved by the responding agency during an emergency, or the MERO for general information, or the Chief Executive Officer or Executive Management for policy, financial or political matters. The Manager Communications should approve all media and public notifications prior to their release.

Organisations responsible for community communications in the City of Whitehorse are listed in Table 9.



Community Communications Responsibilities

Agency(s)

Fire – Bush and house MFB

Extreme temperatures – Heat-wave Department of Health – Federal

Department of Human Services – Federal

Department of Health and Human Services - State

Bureau of Meteorology

Utility companies affected by heat-wave conditions

Utility Disruption Utility/energy companies

Department of Economic Development, Jobs, Transport and Resources

EnergySafe Victoria

Infectious Disease/Pandemic Department of Health – Federal

Department of Health and Human Services - State

Storm (including hail, high winds and flooding)

VicSES

Melbourne Water

Transport Disruption VicRoads

Metro

VicTrack

Yarra Trams

Transdev Buses

Transport Victoria

Victoria Police

Food Poisoning Departments of Health and Human Services – State


Civil Disturbance Victoria Police

Table 9 Community Communications Responsibilities

3.14.1 Prevention/Community Education Phase

Whitehorse City Council works with other member agencies of the MEMPC to provide information to the public to educate and assist the community to prepare for, respond to and recover from identified emergency risks. The agencies that would work with Whitehorse City Council are listed in Table 9.

Prevention and community education initiatives in the City of Whitehorse include:

MEMP community consultation;

Annual fire awareness meetings with residents in fire-prone areas;

Information to Home and Community Care clients about measures to take during heat-waves and power blackouts;

Food handling education and awareness raising among food services businesses is undertaken by the Environmental Health Section of Whitehorse City Council;

Links on the Whitehorse City Council website to other sites providing best practice Emergency Management advice;

Participation in the SES Local Community Resilience Program with local Neighbourhood Watch;

Participation with the MFB in the Victorian Built Environment Risk Assessment Process (V-BERAP), a project aiming to introduce a risk-assessment methodology that can be consistently applied across Victoria for built environment risks, including both structural and hazardous materials;

Whitehorse City Council vaccination education program;

Youth engagement in Box Hill (Youth Connexions).

3.14.2 Pre impact/Warning and Alert Phase (Before an Immanent Emergency)

Whitehorse City Council works with other member agencies of MEMPC to provide information to the public to educate and assist the community to prepare for, respond to and recover from imminent emergencies. The agencies involved are listed in Table 9.



Warnings should be used under specific circumstances where community action is necessary primarily to protect lives, and also for the protection of property or the environment. The warning arrangements are set out in the Victorian Warning Protocol – referenced in Part 8 Appendix 10 of the EMMV.

Sections 42 and 43 of the Emergency Management Act 2013 provide for warnings and information in relation to fires in Victoria. The provision of these warnings and information must be consistent with any guidelines, procedures and protocols developed by the Emergency Management Commissioner. For all other emergencies the Control Agency should issue warnings and provide information to the community.

The method of alerting people to the need for evacuation depends on a number of factors:

The type of emergency;

The number of people affected;

The ethnic origins of the affected people;

The requirements of any special needs groups.

Warning systems vary and might include, but are not limited to:

Agency websites

Radio and television

Voice and SMS phone messaging through the use of Emergency Alert (EA)

Emails

Verbal messages

Sirens

Social media, notifications using TiqBiz (the Whitehorse City Council Emergency Management push notification system) and/or social networking web sites.

Agencies should, as far as possible, inform the community regarding warning systems and procedures likely to be used during an emergency. Warnings will be most effective, and reach the most people, when a combination of warning systems is used. This is critical as people often rely on one information medium.

Warning and alert phase communication initiatives in the City of Whitehorse include:

Information to Home and Community Care clients about measures to take during heat-waves and power blackouts;

Flood alerts for residents in the Laburnum area;

Closure of bushland reserves to group usage, the erection of warning signage and implementation of fire patrols;

Push notifications to Whitehorse Emergency Management staff using TiqBiz.

Communications between municipalities in the Eastern Region detailing a change of alert status is the responsibility of the municipality under threat.

3.14.3 Response Phase (During an emergency)

During an emergency, releasing information about the emergency is the responsibility of the Control Agency(s) in conjunction with the MERC.

If required, a Public and Media Information Centre will be established. All public and media releases shall be issued from this centre. The Whitehorse City Council shall appoint a Media Liaison Officer.

Regular, scheduled major briefings will be held at the MECC. These meetings will be open to all employees, community members and the media. The frequency of these meetings can be scaled down as recovery progresses.




Communications between response and relief agencies is covered under MECC and ERC Standard Operating Guidelines and Procedures.

Communications within Whitehorse City Council including staff and Councillors must be approved by MERO and is disseminated by the MRM and the MECC Media Liaison Officer.

The MERO will be responsible for the use of Crisisworks to record the progress of the emergency. Refer to Section 3.4.

3.14.4 Relief and Recovery Phase (After an emergency)

Community information and briefings are vital components that assist in the recovery of emergency affected individuals and communities. Community information sessions will be conducted as soon as is practicable after an emergency and during the relief and recovery phase.

Releasing information will be the responsibility of the Whitehorse City Council and the Department of Health and Human Services.

Only the Chief Executive Officer, their delegate or the Manager Communications are authorised to speak with the press. Council should release a statement to the press immediately facts are known. Appendix C is an example.

All relief and recovery communications will be coordinated through the MRM who will be responsible for:

The allocation of communication resources;

All news releases to the media;

All communications to employees;

All communications to insurance companies; and

All communications regarding recovery strategies.

Communication initiatives in the City of Whitehorse during the relief and recovery stage include:

MFB In-Flame initiative with warning letters sent to residents in the vicinity of a house that suffered fire damage;

Push notifications to Whitehorse Emergency Management staff using TiqBiz.

Regular, scheduled major briefings will be held at the MECC if it is still operational or at an emergency-specific Public and Media Information Centre. These meetings will be open to all employees, community members and the media. The frequency of these meetings can be scaled down as recovery progresses.

The MRM will be responsible for the use of Crisisworks to record the progress of the emergency. Refer to Section 3.5.

3.14.5 Communication Methods

3.14.5.1 Information to the General Public

The Control Agency is responsible for managing media during an event.

Immediate use of the media should be made to avoid phone congestion. The public should be advised to direct calls to appropriate agencies and centres with adequate facilities, staff and knowledge to answer questions or disseminate information. If an emergency requires concurrent media response through radio, television and newspaper outlets, the Police Media Liaison Section may be contacted through the MERC.

All methods of disseminating information should be considered including:

Radio Stations (including ABC 774AM and Community Radio 3ECB 98.1FM);

Television;

Emergency Services;

Local Telephone Information Lines;

Newspapers (particularly in extended response and recovery phases);



Literature/Brochure Information

Ethnic groups, radio stations, newspapers;

Community Newsletters;

Whitehorse’s and agency web page

Information Centres (“One Stop Shops”);

Manual door knock of each residence;

Public address system mounted on vehicle – if required; and

Social network, e.g. Facebook, Twitter, etc.

The following organisations have communications facilities and resources, which may be available in an emergency:

Wicen;

Telstra;

Optus;

Community radio; and

Media.

The ‘Standard Emergency Warning Signal’ may be used to alert the public to an actual or impending emergency or maintain the dissemination of public information. Authority to use the signal over electronic media must be given by the Regional Emergency Response Coordinator or their representative.

3.14.5.2 Inter-Agency and Emergency Staff Communication

The Telstra fixed line and mobile networks will be the initial and primary means of communication in the event of an emergency, when it is available, and should be utilised to capacity where possible.

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

During an emergency and during the relief and recovery stages, Crisisworks is to be used to record the following information:

A chronological diary of events;

Communications between agencies in the MECC and ERC;

Requests for assistance;

Observations;

Scheduled meeting minutes and outcomes;

A full account of tasks assigned given to Council employees and agencies

Telephone logs;

An up to date Emergency Management personnel contact list; and

Emergency Management documentation.

3.14.6 Disabled or Non-English Speaking Persons

Special considerations need to be given to warning vulnerable, disabled and non-English speaking groups. In the case where information or communication is required with persons unable to speak English an interpreter service such as the Commonwealth Government Telephone Interpreter Service (131 450) may be able to assist.

All agency representatives dealing with this situation should carry a language indicator card, which can be used to establish the language in question. Copies of this card are available from the Commonwealth Department of Immigration and Ethnic Affairs.



4 PREVENTION ARRANGEMENTS (BEFORE)

4.1 THE ROLE OF THE MUNICIPALITY

Whitehorse City Council recognises it has a key role in prevention and mitigation activities to reduce the risk or minimise the effects of emergencies that may occur in the area. Council's management and continued reviewing of existing policies in land use, building codes and regulations and urban planning, along with the various agencies responsible for prevention activities throughout the community, combine to ensure that all measures possible are addressed to reduce the likelihood of emergency. The MEMPC also plays a role in prevention by identifying potential risks and hazards.

4.2 PREPAREDNESS

Part 5 (Response Arrangements) of the MEMP identifies the roles and responsibilities of the various organisations and agencies that exist in the municipality.

A MECC can be established using the operating procedures that are in place. A mobile MECC is also possible and some MECC Members may report in remotely using Crisisworks. Likewise, ERCs have been determined for use during emergencies.

4.3 RISK ANALYSIS

4.3.1 Introduction

During the preparation of this Plan, a risk analysis was carried out to identify potential risks within the municipality. The history of their occurrence and the nature of each risk, especially community vulnerability, have been considered during the analysis process. Due to ongoing changes of seasonal conditions, community development and public attitudes, the rating of the identified threats may vary over a period of time. The MERO is tasked as a member of the Emergency Management Planning Committee with the maintenance of the Community Emergency Risk Assessment (CERA) program and has the following responsibilities:

Identify, analyse and assess potential risks to life and property within the Municipality;

Determine whether it is practical to eliminate the risks through the due processes of consultation or legislation;

Make known to the MEMPC those hazards which remain following the procedure referred to above;

Liaise with the Control Agencies; and

Undertake annual reviews of documented CERAs or more frequently as required.

A series of workshops were conducted to identify new and review existing community risks and develop treatment plans. To aid in this a working party of the MEMPC was established. The MEMPC review and adopt any recommended changes to the MEMP.

The MEMPC’s approach to the CERA process was guided by the International Standard ISO 31000:2009, that seeks to develop a systematic approach to:

Identify and prioritise risks;

Develop and implement responses to minimise risks;

Link risk assessment issues both to operational and strategic plans; and

Determine the level of resourcing required to respond to specific risk categories.

The framework provides an effective process for the identification, analysis and management of impacts, both negative and positive, on people, environment, economy, public administration, social setting and infrastructure, thereby supporting sustainability and safeguarding Councils assets - people, finances, property and reputation.



Figure 5 details the process undertaken:

Figure 5 – CERA Risk Process

The CERA process shown below has been adopted by MEMPC and approved by the Whitehorse City Council CEO to review and maintain the risk management program.

4.3.2 The Community Risk Management Context

4.3.2.1 Objectives

The following statement of objectives for the management of community emergency-related risks was established and adopted by the MEMPC and approved by the Whitehorse City Council CEO in 2013.

To create a safer community, the Whitehorse City Council will work in partnership with the community, agencies and other stakeholders in order to create a community emergency risk management plan that will address risks that may affect the community, property and the environment.

4.3.2.2 Benefits

Whitehorse City Council is required to undertake emergency risk assessments as detailed in the CERA document developed in October 2011 by the Victorian State Emergency Service which is based on the International Standard ISO 31000:2009. CERA supports Part 6 of the Emergency Management Manual of Victoria which specifies that a Council Risk Management Group must undertake a risk management assessment process.

Adoption of the CERA process will result in consistency of plans between Municipalities which would then lead to:

Being able to better collaborate across municipalities in assessing and treating common risks;

Being able to better collaborate with Victorian agencies and community organisations in assessing risks and evaluating and enhancing controls;

Receiving better targeted support from relevant state agencies and organisations based on municipal insights that will build safer communities.

1

Establish the Community Emergency Risk Assessment Context

2

Identify Emergency Risks

3

Analyse Emergency Risks

4

Evaluate Emergency Risks

5

Treat Emergency Risks

Com

mun

icate

and C

onsu

lt

Mon

itor

and R

evie

w



ISO 31000, the global risk management standard that was largely built upon and now supersedes the AS/NZ 4360:2004 standard, articulates a set of principles that are very relevant in framing the benefits of CERA, namely:

Creates and protects value – The process is explicitly designed to focus upon those emergency risks that have the most significant potential to impact the community and wherein the MEMPC and council can play a practical and impactful role in better mitigating the risk and/or monitoring the controls in place to address them.

Integral part of organisational processes – CERA is designed to align and integrate with existing planning processes of the council.

Supports informed decision making – The focus of CERA is to identify and assess risks in a way that helps MEMPCs and councils to prioritise and guide responsive action and inform development of the MEMP.

Based upon best available information – In order to drive appropriate focus, councils require accurate and relevant data, inputs and analyses. The CERA process helps ensure that the insights of primary resources from within the community and supporting agencies are complemented and informed by secondary sources that detail the history of loss events, injuries and deaths, etc. precipitated by emergency risks.

Tailored to the community – The diversity of Victoria’s municipalities, as well as the varied breadth and depth of available resources, is supported by the CERA approach and tools.

Considers human and cultural factors – Every community has different perceptions of risk and capabilities for identifying and assessing them. CERA helps empower all participants to play an informed and impactful role.

Dynamic and responsive to change – As communities, municipalities and the state continue to change and grow, so too do their risk profiles. Once performed, CERA can be readily updated with an incremental amount of effort relative to the initial assessment process.

Transparent and inclusive – The power of both the CERA process itself, and the outputs derived, are maximised when the process is transparent to members of the community, the council and the agencies and organisations that provide support.

4.3.2.3 Scope and Key Participants

The objective of forming a partnership with the community includes involvement and communication with members of the community through engaging with representatives from local emergency management agency personnel through the MEMPC and process to gather feedback to draft changes to the Plan from members of the community.

The terms of reference for the MEMPC are to identify and consider treatments for risks where emergency response agencies and municipal services are required to be co-ordinated to assist in the safety and welfare of the community (including private and publics assets) during and post emergency.

It is identified that it is the responsibility of the MEMPC to manage the CERA process, including identification and review through means of consultation with appropriate persons, with reviews planned annually.

The engagement with representatives from local emergency management agency personnel was undertaken through a series of meetings of a sub-committee of the MEMPC.

Specialists were called upon by the committee if their knowledge, experience and skills were required.

The engagement with members with members of the public involved the following methods of communication:

Public meetings;

Education programs;

Media releases; and

Web based information.

4.3.2.4 Risk Assessment Criteria

Under the CERA process, the following risk assessment criteria will be used:



Maximum Foreseeable Consequence – Defined as the maximum foreseeable loss or consequence of a risk event wherein some controls may have failed and/or did not fully contemplate an extreme but plausible scenario (Refer Table 10);

Control/Mitigation Effectiveness – The effectiveness of controls and mitigation activities in reducing the consequence and/or likelihood of a risk to a desired level (Refer Table 10);

Residual Consequence – The consequence of a risk event assuming current controls and mitigation activities have operated as intended (Refer Table 10);

Residual Likelihood - The probability of a risk being realised across a specific time horizon assuming current controls and mitigation activities have operated as intended (Refer Table 10).



Table 10 – CERA Consequence Rating Table

Adapted from: - Victoria State Emergency Risk Assessment Methodology (August 2011); and Australian Emergency Management Committee (2009), ‘National Emergency Risk Assessment Guidelines’, Tasmanian State Emergency Service, Hobart.



4.3.2.5 CERA Municipal Context

The municipal context was considered during the CERA process. Section 2 of this Plan has more information about the municipal context of the City of Whitehorse.

4.3.3 Identified Emergency Risks

The risks relevant to the City of Whitehorse that have been identified through the Municipal Context process above and listed in the CERA system are:

Extreme temperatures – Heat-wave

Storm – including flooding, wind and hail damage;

Bushfire – small isolated;

Transport accident disruption;

Fire – structural;

Infectious disease/Food poisoning outbreak;

Service disruption - Utilities;

Civil disturbance.

Refer to Table 11.



4.3.4 Emergency Risk Analysis





4.3.5 CERA Risk Treatments

CERA Action Risk Rating Responsibility Due Date Progress

STORM High

Investigate tighter rules re temporary structures erected on Council land e.g. Marquees and signs

WCC Completed No building regulation control;

Arts and Recreation staff have stated that the rules around use of marquees on Council land are not definitive and currently under review.

Review large trees in reserves and significant trees on boundary lines and do not place close to property boundary

WCC Completed COMPLETE

Bushland reserve strategy in place to remove trees close to fence lines when they have died to produce a fire break and tree fall buffer

Push notification to community for severe weather events - Investigate VINE

WCC 30/09/2016 Internally use TiqBiz to inform Council officers of potential emergency management events.

Will investigate the external use of TiqBiz.

Awaiting upgrade of Tiqbiz due Dec 2016

Community access to SES storm information SES/WCC Completed COMPLETE

SES Communications in place. The Emergency Management section of the Whitehorse web site now has a link to the SES web site




Add Storm Emergency Plan details to Flood Emergency Plan

SES/WCC Completed Planning has been undertaken with Melbourne Water with a draft plan generated. Waiting on a review of the state plan by Whitehorse Engineering before further progress.

VicSES draft April 2016 for consideration at May 2016 MEMPC

TRANSPORT ACCICENT DISRUPTION High

Level crossing replacement – Blackburn and Heatherdale Road

Due for completion in July 2018

COMPLETE

Work in progress. ETA expected to be March 2017

Extension of public transport Completed COMPLETE

Council continues to advocate for improved transport services.

All night train services on Friday and Saturday nights in place.

Bus lanes along Springvale Road are now in place.

Sustainable transport options Completed COMPLETE

Zone 2 removed and all metropolitan PT now Zone 1 price.




Review of road management plan strategy Completed COMPLETE

Reduction of speed limit on arterial roads such as the Whitehorse Road Mega Mile 70km/h section and Boronia Road.

Following road safety programs now in place:

1. Safe Travel by School and Pre-School Aged Children

2. Road Users Aged 16-25 Years 3. Vulnerable Road Users 4. Elderly Road Users and Road Users

with Limited Mobility 5. Safe Vehicles 6. Risk Contributors 7. Safe Roads and Paths 8. Leadership, Communications, and

Evaluation

Advocate to state agencies for improved public transport

Completed COMPLETE

See extension of public transport above.

Review of Parking plans Completed COMPLETE

Box Hill Central Activity Area Parking Strategy has been adopted by Council and received Ministerial endorsement on Dec 3 2015

HEATWAVE Extreme




Review Heatwave Arrangements and develop an approved strategy

VicPol December 2016 A consolidated Eastern Region Municipal Extreme Heat Plan and being led by Yarra Ranges and Whitehorse Councils.

INFECTIOUS DISEASE/FOOD POISONING OUTBREAK High

Revise and update the Pandemic Plan Maroondah CC

2018 Regional Pandemic Plan will be developed. City of Maroondah and Yarra Ranges Shire are taking the lead on behalf of the region.

BUSHFIRE Medium

Suspicious Fire Mitigation Program with VicPol - liaise Completed COMPLETE

The Whitehorse bushfire fire management strategies for the four large bushland areas have been adopted and fire reduction programs are in place.

Working with VicPol on the identification and location of suspicious fires.

Annual inspections of the four major bushland reserves and implementation of Bushland Reserve fire plans.

FIRE - STRUCTURAL High

MFB risk profiling and analysis of trends in an incident Completed COMPLETE

V-BERAP developed with an action plan in place.

Ongoing updates from Urban Fire Risk Profiling MFB Ongoing




Engage in the urban fire risk profile pilot group. Completed Provided training for local businesses on Business Continuity frameworks in emergencies

Investigate the author of the Fat Flue Fire Pamphlets Completed COMPLETE

Fat Flue Fire pamphlets in place.

MFB pamphlets on house fires- booklet.

UTILITY DISRUPTION Medium

Maintain and improve relationships with utility companies.

Completed COMPLETE

Good working relation with United Energy and Mutinet Gas. Preferential electrical supply negotiated for ERCs.

CIVIL DISTURBANCE Medium

Review of the Box Hill Transport Security Precinct Plan On hold DEDJTR are undertaking a review of the current Transport Security Plans and networks. Will advise future once determined.

No date has been set

Table 11 CERA Risk Treatment List

CERA risk treatments are a permanent agenda item on for the Whitehorse MEMPC agenda. Progress for treatment plan implementation is recorded in the committee minutes.



4.3.6 Consultation and Communication

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 resiliency of the affected people. Whitehorse City Council and the MEMPC will support and promote appropriate resiliency through prevention and awareness programs within the municipality. Community engagement and communication are addressed Section 3.14 under Communications. A full copy of the City of Whitehorse CERA is available from Whitehorse City Council on request.

4.3.7 Vulnerable Members of the Community

Vulnerable members of the community will need higher levels of assistance than the rest of the community in the event of an emergency. Vulnerability may be as a result of race, age, economic, social or disability that will impact on the person’s capacity to cope with the emergency. Refer to Section 2.4 – Demography for a breakdown of the resident characteristics of the municipality.

As detailed in Section 3.14 - Communication, the MEMPC will support and promote appropriate prevention and awareness programs within the municipality in conjunction with strategies identified in the Municipal Public Health Plan.

A detailed list of vulnerable locations within the City of Whitehorse is maintained by Whitehorse City Council and is available on request.

4.3.8 Monitoring and Reviewing the Risks

The risks will be monitored and sections reviewed on a quarterly basis at each MEMPC meeting with the MEMP reviewed annually by the MEMPC.



5 RESPONSE ARRANGEMENTS (DURING)

5.1 INTRODUCTION

The emergency response concept provides a mechanism for the establishment of appropriate resources to manage emergencies as defined in the Emergency Management Act 2013 and the State Emergency Response Plan. It also provides for requests for physical assistance from the Commonwealth when local and State resources have been exhausted.

Most incidents are of local concern and can be co-ordinated from local Municipal resources. However, when local resources are exhausted, the Regional Emergency Response Plan provides for further resources to be made available regionally and then on a State-wide basis.

5.2 RESOURCE MANAGEMENT AT MUNICIPAL LEVEL

Resource support by Municipalities occurs when services or control agencies exhaust their own avenues of supply and there is a requirement for continued supply.

Responding agencies requiring support or additional resources should make their request through the MERC, MERO or MRM. If the request cannot be achieved, the request will be passed to the Regional Emergency Response Controller.

Comprehensive information about Council resources, services and contacts is provided Council’s “Standby Officers Handbook”. This is available to all officers involved in after hours and emergency work.

Activation and operation of the Whitehorse MECC is detailed in the City of Whitehorse Municipal Emergency Coordination Centre Standard Operating Procedures.

http://www5.austlii.edu.au/au/legis/vic/consol_act/ema2013190/s3.html





5.3 ACTIVATION

Prior to the start of summer fire/heatwave and storm period, the Whitehorse Emergency Management Officer will contact Whitehorse City Council Emergency Management staff to determine their availability for call out during the season.

Figure 6 provides an overview of the process followed from ‘Standby’ to ‘Activation’ for ERCs and MECCs. In cases where standby arrangements have not been possible, the process should be followed from ‘Cold Start’.

MO

NIT

OR

(ME

RO

, M

ER

C a

nd M

RM

)

Warning received of possible emergency Notification of Code Red Day or Extreme risk of Emergency

Occurring

Incident Occurs?

Continue to plan and

prepare for emergencies

Cold Start Hot Start

AC

TIV

AT

E

(ME

RO

, M

ER

C a

nd

MR

M)

MECC is Activated (Team Alpha)

Activate ERC

EM

R E

RC

& M

EC

C A

rrangem

ents

(SO

Gs)

Yes

Notify EMR MRMs and MEROs of MECC

Activation

Incident in progress?

Notify EMR MRMs and Regional ERC Managers of ERC

Activation

Deploy ERC Team Alpha

No

ST

AN

DB

Y

(ME

RO

, M

ER

C a

nd

MR

M)

ERC, ERC Managers & Team Alpha Placed on Standby. Team Bravo

“on-call”

Notify ERC Managers

and Teams to Stand By for Further Instruction

Regional ERC Managers and

Other Appropriate EMR Teams on

Standby

ERC Teams Bravo and

Charlie Sent Home and on

Standby

No

Incident Subsides?

De-Activate Standby Arrangements

Figure 6 – ERC and MECC Activation Processes

Note: Both the MRM and MERO roles have generic 24 hour/7 day per week contact numbers.

MERO - +61 3 92627673

MRM – +61 3 92627672

Whitehorse Emergency Management staff will also be activated using push notifications through TiqBiz.

High Risk (CFA)

Councils

Low Risk (MFB) Councils City of Whitehorse

ST

AN

DB

Y

(ME

RO

and M

RM

)

Activate MECC (Team Alpha)

MECC teams Bravo and Charlie Sent

Home and on Standby

Initiate Standby Arrangements for Municipal Teams

Initiate Standby Arrangements for ERC and Set-Up

Teams

Notify EMR MRMs and MEROs of Standby Arrangements

Incident Occurs?

Deactivate Standby Arrangements (All

Councils)

No

No

Yes Yes

Start

No



5.4 RESPONSIBILITIES OF RESPONSE CONTROL AND SUPPORT AGENCIES

Detailed in Part 7 of the Emergency Management Manual Victoria is an agreed set of arrangements for the response to identified emergencies throughout Victoria including the City of Whitehorse. These arrangements have been tailored to meet local response capabilities based on the agencies available within the municipality.

It is the prerogative of the appropriate Control Agency to formulate action plans for a given emergency in consultation with support agencies.

5.5 RESPONSE OPERATIONS

Table 12 is generic response time continuum for a potential emergency.

Response Phase of the Incident Activity Responsibility

Activate MECC MERC

MERO

MECC Manager

Conduct an Initial Impact Assessment Planning Unit

Conduct a Building Impact Assessment if required. Refer to the MAV Buildings Response Plan for Emergencies.

Municipal Building Surveyor

Contact VicRoads if an emergency has closed or will potentially close any roads (VicRoads or Council roads) in the Municipality by phoning VicRoads Traffic Management Centre on 13 11 70.

MERC

MERO

Review the Initial Impact Assessment by reconciling requests for assistance against the ratepayer database to ensure personal details and impact locations have been accurately recorded.

Planning Unit

Assess the need, and plan for a Relief/Recovery Centre based upon data collected from the Initial Impact Assessment. Activate Emergency Relief Centres if required (refer to the Eastern Region ERC Standard Operating Procedures)

MRM

Planning Unit

Regularly communicate situation updates to the following:

Deputy MEROs and MRMs;

Whitehorse City Council Executive;

Councillors;

Communications Department;

Customer Service Section.

MRM

MERO

Monitor the situation and coordinate resources as required. MERO

MERC

MRM

Escalate issues to the Regional Coordination Centre if required or request outside resources from other Councils through the MAV Resource Sharing Protocol if required.

MERO

MERC

MRM

Close down MECC Operations at the end of the incident and document an incident debrief with the MECC Members.

MERO

Table 12 – Response Time Continuum for a Potential Emergency

5.6 ESCALATION

Initial response management is undertaken at a municipal level. An emergency may exceed the capacity of Local Government due to the:

Scale;

Complexity;

Geographic area;

Level of human impact; or

Dispersion of the affected population.




By endorsing the MEMP, agencies and organisations with responsibilities under the MEMP confirm their capability and commitment to meet their obligations as specified in the plan and any subsequent amendments.

A group or organisation may indicate that it will not or cannot meet its obligations as provided in the Plan. If this occurs, the matter should be brought to the attention of the Chair of the MEMPC

The organisation or group in question should be requested to provide an explanation for its non-compliance and consideration may be given to the notification of the matter to the MERC for consideration and any necessary action.

Should resources not meet demand, the MERC has the discretion to escalate the matter to the regional level if appropriate.

5.6.1 Eastern Municipal Councils’ Emergency Management Partnership (EMCEMP)

Whitehorse is a signatory to the EMCEMP Memorandum of Understanding which provides for the following support within the Eastern Region. The Partnership comprises the following municipalities:

Boroondara;

Knox

Manningham

Maroondah

Monash

Nillumbik

Whitehorse

Yarra Ranges

The members of the EMCEMP agree to collaborate in the following areas:

Developing, reviewing and be guided by a three year rolling Strategic Plan;

Effectively collaborating on Emergency Management matters amongst Councils, with existing partners and any new groups identified;

Advocating on relevant emergency management matters;

Seeking appropriate funding and resources as enablers to support the Partnership;

Developing and improving common ways of working for consistency of approach – planning for shared risks.

Strengthening communities;

Building capacity and capability through joint training, exercises and other forms of professional development; and

Developing processes to enable effective activation of the MAV Protocol for Inter-Council Emergency Resource Sharing.

In times of emergencies, requests for support will be made by the Chief Executive Officer (or officer with the delegated authority to make requests for support) of the requesting council to the Chief Executive Officer (or the officer with the delegated authority to action requests for support) of the assisting council.

5.6.2 MAV Protocol for Inter-Council Emergency Resource Sharing

Resources can be requested at any time during an emergency including the recovery stages. Requests for assistance may be initiated by the CEO (or person acting in this role) or by any person nominated by the CEO at the receiving council. Requests should be directed to the CEO, or any person nominated by the CEO, at the assisting Council.

Such requests may be oral or in writing, however oral requests must be confirmed in writing as soon as is practicable and in most cases will be logged at the MECC in Crisisworks.

Requests for assistance should include the following information:

A description of the emergency;

The number and type of personnel, equipment and/or facilities (resources) required;

An estimate of time as to how long the resources will be required; and



The location and time for the staging of the resources and a point of contact at that location.

The MERC or Regional Emergency Response Coordinator (RERC) should be contacted before the resources are moved.

Whitehorse City Council will initially seek assistance from surrounding councils so as to reduce travel times and expenses for assisting councils to respond and return.

It is expected that since, Whitehorse City Council has committed to this protocol, it should endeavour to provide the resources requested unless such resources are required for its own purposes or required in the near future. If they are required in the near future, Whitehorse City Council may request the resources to be returned as soon as possible.

5.7 TRANSITION FROM RESPONSE TO RELIEF AND RECOVERY

Transition requirements to effectively transfer control and coordination responsibilities from response agencies to relief/recovery agencies is required for all major incidents (Class 1 and 2) and may also be required for local level incidents that have resulted in significant impacts on the local community requiring continued provision of relief and/or recovery services.

The MERO, MRM and MERC will start planning for the transition from response to relief / recovery, as soon as possible following the initial impact of an emergency. During this planning the relevant agencies will be consulted, based on indications provided by available impact assessment data.

Relief typically occurs at the same time as response activities, and therefore formalised transition from the response (during) phase to relief and recovery (after) is deemed to be at the point when the combating activities associated with the emergency have ceased and the provision for relief and/or early recovery services continue to be required by the affected community.

A number of considerations that informed the timing of transition of coordination from response (during) to relief and recovery (after) include:

The scale, complexity and capacity and the level recovery requires coordination;

The nature of the emergency and what specialist resources are required;

Whether a recurring threat is likely to occur compounding the impact on the community;

The extent of the impact on communities, as this may determine the length of the transition period;

The level of loss/damage and the extent to which this has been validated (the stage of impact assessment reached e.g. if phasing into secondary/post impact stages may indicate transition requirements);

The extent to which the community required emergency relief services; and

The resources required for the activation of recovery arrangements.

When requested, a transition agreement will be developed at the appropriate level between the response agency Incident Controller, MERC, MERO, MRM and the recovery agency coordinator (typically DHHS).

In some circumstances, it may be appropriate for certain facilities and goods obtained under MEMP arrangements during response to be utilised in recovery activities. In these situations there will be a hand over of facilities and goods to the MRM. The hand over will occur after agreement has been reached between response and recovery managers and following the handover of data and clean-up project status reports.

Emergency Relief and Recovery functions are detailed in Part 6, of this plan.



6 RELIEF AND RECOVERY ARRANGEMENTS

6.1 INTRODUCTION

Part 4 of the EMMV outlines Victoria’s State Emergency Relief and Recovery Plan, which specifies the arrangements for the delivery of emergency relief and recovery services at all levels of government in Victoria. Relief is defined as ‘the provision of essential need to individuals, families and communities during and in the immediate aftermath of an emergency’. Recovery is defined as the assisting of persons and communities affected by emergencies to achieve an effective level of functioning’.

Section 46 of the Emergency Management Act 2013 appoints the Emergency Management Commissioner the responsibility for the coordination of agencies in line with the State Relief and Recovery Plan. Municipal councils take the lead in delivering on-the-ground relief and recovery services, because they are closest to an affected community. The Victorian government supports municipalities to fulfil these local responsibilities.

Part 4 of the EMMV outlines municipal responsibilities for relief and recovery. The requirements include:

Development and implementation of the Municipal Emergency Management Plan (MEMP);

Forming and convening of the Municipal Emergency Management Planning Committee (MEMPC);

Appointment of a Municipal Recovery Manager (MRM);

The aligned responsibilities of the Municipal Emergency Resource Officer (MERO) for notification to the MRM for relief and recovery needs during emergencies;

Leading the provision of local public information to affected individuals in relief and recovery;

Participation in local relief and recovery impact assessments – sharing any information gathered with Victorian Government agencies, as requested; and

Development and maintenance of Relief and Recovery Plans that are aligned with the requirements specified in Appendix 7, Part 4 of the EMMV.

Both relief and recovery begin when an emergency occurs and many response, relief and recovery activities are undertaken concurrently. Typically, relief is provided during and in the immediate aftermath of an emergency. Recovery is generally a longer term process for affected individuals and communities.

Relief and recovery are responsibilities that require collaboration and coordination shared between individuals and communities, non-government organisations, businesses and government agencies Refer Section 6.1.1 and Tables 13 and 14 lists of agencies assisting in relief and recovery.

In the City of Whitehorse, planning and preparedness for relief and recovery is undertaken by the Municipal Emergency Management Planning Committee (MEMPC).

Whitehorse Emergency relief and recovery planning is based on the Regional Emergency Relief and Recovery Plan developed by the Eastern Metropolitan Regional Emergency Management Committee to outline the arrangements for Municipal relief and recovery planning and governance.

Relief and recovery services are provided and coordinated at the municipal level by the MRM during an emergency event. This plan details the roles and responsibilities of Council for relief and recovery during an emergency event. This plan should be read in conjunction with the Regional Emergency Relief and Recovery Plan and the Whitehorse Emergency Relief Centre Sub-Plan, an Eastern Regional document which detailed arrangements and associated standard operating procedures for the establishment and management of emergency relief centres and the Whitehorse Emergency Management Recovery Sub-Plan.

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


http://fire-com-live-wp.s3.amazonaws.com/wp-content/uploads/Part-4-EMMV.pdf



6.1.1 Agencies Assisting in Relief and Recovery

Agencies involved in Relief and Recovery and available in the City of Whitehorse and their responsibilities are listed below and in the Eastern Region ERC Standard Operating Procedures.

EMERGENCY / THREAT CONTROL AGENCY KEY SUPPORT AGENCIES

Exotic Animal disease / plant pest or disease Department of Environment, Land, Water and Planning (DELWP)

Radioactive Materials – Incidents Department of Health and Human Services

Search – Land and Water Victoria Police VicSES

Others as per VicPol Register

Rescue – Road, Rail, Aircraft & Industrial Accidents

VicSES, MFESB AMSA (aircraft only)

ASV

Storm VicSES Bureau of Meteorology

DELWP

Other threats against persons, property or environment

Victoria Police

Table 13 – Relief and Recovery Support Agencies

TYPE OF SERVICE CO-ORDINATED BY

Registration of Emergency affected persons

Victoria Police are responsible for the registration of emergency affected people but have delegated the physical task of the registration process to Red Cross. Council can assist in early registration and as an interim arrangement, Council Officers trained in registration may commence taking details of evacuees before the Red Cross arrives.

Information Services Whitehorse City Council

Emergency Food and Water At municipal level, the Australian Red Cross is the nominated provider of emergency food and water. Red Cross will only supply food and water to affected people. Agencies will need to make arrangements for their own staff. The Australian Red Cross is supported by the Salvation Army.

Additionally, Council has a Meals-on-Wheels function distributes cooked or chilled meals. There are numerous supermarkets and food outlets within the municipality that can be accessed in times of crisis.

Material Aid Salvation Army

Other Community Support Groups listed in Council’s Community Information Directory

Spontaneous Volunteers Volunteers Victoria

Financial Assistance Department of Health and Human Services Eastern Metropolitan Region through the Municipal Recovery Manager.

Temporary Accommodation Community Housing Ltd, and the Department of Health and Human Services Eastern Metropolitan Region through the Municipal Recovery Manager. A memorandum of understanding has been developed with Community Housing Ltd.

Language Services Telephone Interpreter Service - through the Municipal Recovery Manager.

Rebuilding & Utility Restoration Whitehorse City Council - Service Authorities

Community Development Department of Health and Human Services Eastern Metropolitan Region in conjunction with the Municipal Recovery Manager / Community Recovery Committee.

Personal Support Services Whitehorse City Council in conjunction with Department of Health and Human Services, Victorian Council of Churches, Red Cross and EACH.

Relief welfare is co-ordinated by the Department of Environment, Land, Water and Planning. They are supported by:

Whitehorse City Council (refer to the Community Information Directory);

Veterinary Services;

RSPCA;

Victoria Police; and

Victorian Farmers Federation.

Table 14 – Relief and Recovery Service Coordination



6.2 RELIEF

6.2.1 Purpose

Relief is the provision of essential needs to individuals, families and communities in the immediate aftermath of an emergency. This plan provides a strategic overview of the provision of relief services within the Whitehorse Municipality.

6.2.2 Relief Principles

The principles for the coordination and delivery of relief in Victoria are:

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

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

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

Relief and response agencies communicate clear, relevant, timely and tailored information and advice to communities about relief services, through multiple appropriate channels;

Relief services recognise community diversity;

Relief is adaptive, based on continuing assessment of needs;

Relief supports community responsibility and resilience;

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

Relief services are integrated into emergency management arrangements.

6.2.3 Municipal Responsibilities

Part 4 of the EMMV allocates the responsibility for coordination of relief at the local level to municipal councils. Relief coordination responsibilities include:

Coordinating strategic information sharing to help arrange, manage and deliver relief activities

Monitoring issues, risks, progress and capacity (by working with responsible agencies), and managing issues, as required

Reporting progress to the Regional and State Recovery Coordinator, as required.

The municipal arrangements for the provision of relief services are documented in the associated Eastern Region Standard Operating Procedures (SOP) that are in place for the activation, management and deactivation of Emergency Relief Centres (ERC) for municipal and regional scale events.

6.2.4 Activation of Relief Services

The Municipal Recovery Manager (MRM) in consultation with the Municipal Emergency Resource Officer (MERO) and the Municipal emergency Response Coordinator (MERC) is responsible for relief planning and the associated relief services during an emergency event.

6.2.5 Emergency Relief Centre (ERC) Activation and Operations

An Emergency Relief Centre (ERC) is a building or place established to provide (temporary) support and essential needs to persons affected by or involved in the management of an emergency. The Centre will provide for basic needs only including shelter, food and water. Emergency relief agencies may also set up at the centre to provide emergency affected people with grants, material aid, Register Find Reunite, first aid, accommodation, and psychosocial support. Further details on the roles and responsibilities of government and community organisations involved in the provision of relief services is detailed in Tables 12 and 13.

The ERC is established and managed by Council’s Emergency Support Staff to provide relief to the community. It can be activated by the Incident Controller or MRM/ MERO/ MERC when the community is affected by an emergency. The ERC is coordinated by the MRM and managed by an ERC Manager and staffed by the Operations/ Logistics Officer, Support/ Admin Team Leader, Admin and Support staff.




Council have two pre-determined locations where an ERC can be opened – Box Hill Town Hall and the Whitehorse Centre. The building selected for provision of relief services during an emergency will depend on the number of people displaced and the location of the event.

The ERC Standard Operating Procedures (EMR Emergency Relief Centre Standard Operating Guidelines and Whitehorse Centre and box Hill Town Hall ERC Facility Plans) have been produced by the Eastern Metropolitan Councils Emergency Management Partnership (EMCEMP). A summary of the functional areas of relief services covered by these SOP’s are:

ERC Management (SOP’s 1 – 6)

SOP 1: ERC Set up

SOP 2: Briefing, handover and reporting

SOP 3: Provision of first aid and medical support

SOP 4: Use of operations log and day book

SOP 5: Team welfare debrief

SOP 6: ERC decommissioning

ERC Operations (SOP’s 7 – 11)

SOP 7: Attendee check in and registration

SOP 8: Staff, agency and contractor sign in

SOP 9: Managing vulnerable attendees

SOP 10: CALD community management

SOP 11: Unaccompanied children

ERC Logistics (SOP’s 12 – 18)

SOP 12: Catering

SOP 13: Material aid and volunteer support

SOP 14: Managing traffic and traffic management contractors

SOP 15: Managing security and security contractors

SOP 16: Managing cleaning and waste removal contractors

SOP 17: Managing event equipment hire contractors

SOP 18: ERC repairs and maintenance

ERC Public Information (SOP 19)

ERC Role Statements

ERC Manager

ERC Operations Officer

ERC Administration and Support Team Leader

ERC Administration and Support Officer

ERC Logistics Officer

Animal Welfare Crew (Leader and Officers)

ERC Facility Plans

Whitehorse Centre

Box Hill Town Hall

6.2.6 Municipal Emergency Relief Personnel

Whitehorse City Council has an established Emergency Support Team consisting of Council staff to undertake roles required to manage and operate both a Municipal Emergency Coordination Centre (MECC) and an Emergency Relief Centre during an emergency event.

Skills maintenance, regular training and exercising is provided to ensure all team members are available and prepared to be activated into the appointed role(s) should an emergency event require their activation; in a MECC and/or ERC.



The following section details the emergency relief and recovery functions carried out by designated Whitehorse personnel for the provision of emergency relief to support emergency recovery arrangements. For detailed Role Statements see Section 3.3 of this Plan.

6.2.6.1 Municipal Recovery Manager (MRM) & Deputy MRMs

Whitehorse Council’s CEO has delegated the function of MRM (& Deputy MRM) to key Council personnel to ensure a responsive and coordinated approach to the delivery of recovery services and activities across the municipality.

The MRM has responsibility for the coordination of municipal resources to assist emergency recovery activities and is required to take an active role in on-going emergency planning as an emergency continues.

MRM responsibilities include providing:

Ageing and disability support;

Animal welfare coordination;

Catering;

Children’s services;

Communication;

Community development;

Counselling/personal support;

Donation coordination;

Emergency accommodation;

Financial assistance;

Material aid;

Recovery centre management;

Relief centre management; and

Volunteer coordination.

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

The MRM is assisted in the role by designated Deputy MRMs, who will assume the role of MRM in the absence of the MRM.

6.2.6.2 Emergency Relief Centre Personnel

Whitehorse Council will appoint staff and/or establish dedicated positions across the organisation to ensure the relief effort is timely, responsive to community needs, and continues as long as required.

The number and types of positions established will depend upon the scale of the emergency and the recovery requirements of impacted communities. Council will recruit personnel to dedicated positions and/or delegate responsibility for specific relief activities relevant to functional areas within Council. Emergency Relief Centre role descriptions are documented under the Eastern Region ERC Standard Operating Procedures.

6.2.7 Relief Assistance Provided

6.2.7.1 Emergency Accommodation (Shelter)

Affected individuals are primarily encouraged to make their own accommodation arrangements through their home insurance company, friends, family or established local community networks which may be able to assist with the provision of emergency shelter. Alternatively, where this is not available, affected residents may be provided emergency shelter at an ERC, if established.

In smaller scale incidents where an emergency relief centre is not activated and emergency accommodation is not provided by the resident’s home insurance company, emergency accommodation can be arranged by lodging a request with Red Cross or Salvation Army. The Department of Health and Human Services (DHHS) may also be advised and/or activated depending on the scale of accommodation requirements and residents may be temporarily housed in a local hotel or motel. Refer “SOP Emergency Accommodation”.



6.2.7.2 Food and Water

People and communities must have access to food and water to support their immediate and basic needs during an emergency. Food and water provisions are made available to affected residents at an ERC, when activated. SOP 12 of the Emergency Relief Centre Sub-Plan outlines the locally adopted procedure for the provision of food and water at a relief centre.

In circumstances where an ERC has not been activated and/or affected residents are sheltering in place or isolated, food and water provisions should be made available via the distribution of relief packs by the Australian Red Cross. The appropriate Red Cross contact is listed in Appendix D – Contact Lists.

6.2.7.3 Material Aid (Non-Food Items)

Community members affected by an emergency may require essential non-food items, such as clothing, bedding materials and other personal necessities to ensure their personal comfort, dignity, health and wellbeing.

Donations of all material aid goods will be coordinated by the Salvation Army. All donations offered to Council and/or at an operating ERC are to be referred to the Salvation Army. SOP 13 of the Emergency Relief Centre Sub-Plan outlines the locally adopted procedure for the management of material aid at a relief centre. The appropriate Salvation Army contact is listed in Appendix D – Contact Lists.

Local appeals (where deemed appropriate), may be set up under the direction of the MRM in consultation with the Salvation Army.

6.2.7.4 Spontaneous Volunteers

During and following an emergency, there will often be a surge of well-meaning people offering assistance and services. The EMMV Part 4 states that volunteers should develop associations with community organisations prior to deployment during an emergency event.

Arrangements for managing spontaneous volunteers in Whitehorse are currently being refined in partnership with DHHS and Volunteers Victoria as part of the Eastern Metropolitan Council Emergency Management Partnership (EMCEMP). All spontaneous volunteers must be managed in accordance with the directive provided in the EMMV; that is if they are not a member of a registered community organisation; their offers of help cannot be accepted. Further information for managing spontaneous volunteers is available from the Volunteering Victoria web site.. Additionally, SOP 13 of the Emergency Relief Centre Sub-Plan outlines the adopted procedure for the management of volunteers at a relief centre in the Eastern Region.

6.2.7.5 Drinking Water for Households / Maintaining Food Supplies

The provision of drinking water and food supplies for affected households during an emergency should initially be addressed utilising local arrangements that are available.

This may include the engagement of locally available services, such as:

Utilisation of pre-existing HACC service providers;

Utilisation of goods from local supermarkets;

Delivery of water via door knocking by Council staff;

Set up of food distribution points at a location near/ in the affected area.

Once local resources have been exhausted regional and state arrangements will be activated as detailed in the Part 4 of the EMMV, Appendix 1.

6.2.8 Eastern Metropolitan Region Emergency Relief Centre Model

The Eastern Metropolitan Councils Emergency Management Partnership (EMCEMP), which includes the Eastern Region councils of Boroondara, Knox, Manningham, Maroondah, Monash, Whitehorse, Yarra Ranges Councils as well as Nillumbik Shire, established a formalised working relationship and standard model that outlines operational arrangements to respond to the ‘Relief and Recovery’ aspects of emergencies within the Eastern Metropolitan Region (EMR). This relationship is outlined in a memorandum of understanding (MOU) that has been signed by all participating Councils (Refer Eastern Region ERC Standard Operating Guidelines).

http://www.volunteer.vic.gov.au/manage-your-volunteers/managing-spontaneous-volunteers




The standard model of service delivery takes into consideration staff recruitment, training, resource sharing, Emergency Relief Centre (ERC) Plans, support agencies and equipment. The development of the EMR model is intended to act as a best practice guide, and in no way represents a prescriptive process for participating in the EMR model but simply a recommended set of procedures and policies to activate ERCs and transition them into Recovery Centres if or when required.

6.2.9 Escalation and Regional Capacity Arrangements

If necessary, Whitehorse will activate EMCEMP Memorandum of Understanding regional arrangements which allows for resource escalation between municipalities when an emergency is affecting one or more of the eastern region municipalities.

Relief coordination is escalated from local to the EMCEMP level when:

Municipal capacity is or will be exceeded;

An emergency has affected multiple municipalities within the region;

Complex needs of the community e.g. cultural needs, vulnerable groups; exceed the capacity of local arrangements, infrastructure or utilities lost at a significant scale; and

Forward-planned shifts for ERC operations are not able to be filled by locally available resources.

The above triggers are monitored and considered by the MRM of the affected Council(s) in consultation with DHHS and other relief organisations. Escalation to regional capacity arrangements will be activated by the MRM via advice to both DHHS and the Regional Emergency Management Team representative for the Eastern Region Collaboration (Refer to the Eastern Region REMT SOP). The Regional Recovery Coordinator will consider the relevant components of the Regional Relief and Recovery Plan, in addition to this plan, during discussions with the MRM.

Whitehorse is also a signatory to the MAV resource sharing protocol. This protocol will be activated to ensure continued provision of relief services to the affected community should local and EMCEMP resources become exhausted.

6.2.10 Impact Assessment

Initial Impact Assessment (IIA) is the responsibility of the control agency and will be undertaken in line with the State Government’s adopted impact assessment guidelines during the response phase of an emergency event.

The information and data collected during IIA can help inform relief requirements. This information should be available from the control agencies during the initial impact phase of an emergency event. Contact with the MERO should provide access to this information and data.

Secondary Impact Assessment (SIA) and Post Emergency Needs Assessment (PENA) are functions that are undertaken later in the relief phase, typically during the recovery phase of an emergency. Council has responsibility for providing the local coordination of these two phases of impact assessment during the relief and recovery phases of an emergency.

Information on the arrangements and associated standard operating procedures for undertaking SIA and PENA within Whitehorse are detailed in the Recovery Sub-Plan and the Impact Assessment Guidelines (under development).

6.2.11 Communicating in Relief

The control agency is responsible for leading the provision of information to affected communities during an emergency.

Public information and advice issued by response, relief and recovery agencies must be consistent with each other. Municipalities, as the coordinating ‘agency’ for the provision of localised relief services, must aligned with this requirement for consistency when issuing all public information and advice relating to an emergency event.



The information needs of the community must be considered at all times. Communication on the details of the activation of relief services should always be a priority and delivered in alignment with Section 3.14 - Communications.

6.2.12 Stand Down and Debriefing of Relief Operations

For local level emergencies, the MRM in conjunction with DHHS is responsible for ensuring an operational debrief with participating agencies occurring as soon as practicable after the cessation of relief activities.

The aim of the debrief process is to assess the adequacy of the relief activities and recommend any changes to relevant agency plan(s) and future relief service provision activities.

DHHS holds these responsibilities for regional level events, which must include local relief agency participation and in coordination with the MRM.

Where an ERC has been activated, all emergency support staff that undertook their allocated ERC role will be debriefed by the MRM as soon as practicable following the cessation of ERC operations. This debrief will be delivered with an aim to assess the adequacy of the ERC operations and to identify and make recommendations for future planning and operations related to the ERC. Psychological debriefing will also be made available via an externally sourced counselling provider, as per the standard organisational HR arrangements.

6.2.13 Relief Arrangements Evaluation, Exercising and Maintenance

Relief exercises will be held annually both locally and regionally. Exercising may be done in various formats and may be run in conjunction with exercising of other parts of the MEMPlan.

Evaluation of an actual emergency event or an emergency exercise will inform required changes or additions to the MEMPlan. Evaluation may take the form of a formal debrief of an activation or an exercise. Other forms of evaluation include informal debriefs and/or workshops to identify strengths and weaknesses of the MEMPlan.

6.2.14 Transition from Response/Relief to Recovery

In most cases, recovery commences alongside relief activities. Where this is not possible, recovery should commence as soon as practicable after the threat to human life has subsided and the threat is not likely to reoccur.

A number of key considerations need to be taken into account when transitioning from response/relief to recovery. These include:

The nature of the hazard/threat and whether there is a risk of a reoccurrence;

The extent of impact on communities, as this may determine if a prolonged transition period needs to be implemented;

The extent of and known level of loss and damage associated with the emergency; and

Consideration of the resources required to be activated for effective recovery arrangements.

6.3 RECOVERY

The Municipal Recovery Manager is responsible for the overall coordination of council and community resources to ensure appropriate relief and recovery services are provided to address the requirements of the emergency affected people.

A range of government and community organisations have responsibilities and provide services during the recovery phase of an emergency event. Refer Section 7 – Recovery Coordination of the Whitehorse Emergency Management Recovery Sub-Plan.

The lead for impact assessment and coordination of recovery efforts at the municipal level associated with the four recovery environments are defined in the Whitehorse Emergency Management Recovery Sub-Plan and the SOP Impact Assessment and PENA.



Post emergency needs assessment (PENA) data provides valuable information for the effective delivery of recovery. Post impact assessment will be undertaken at the municipal level as detailed in SOP Impact Assessment and PENA.

The details for the adopted municipal recovery arrangements are outlined in the Whitehorse Emergency Management Recovery Sub-Plan.

6.3.1 Activation and Implementation

The MERO and/or MERC are responsible for advising the MRM to activate the Recovery Plan and the associated recovery services.

The MERO, MERC and MRM will consider the recovery needs of the community and activate the appropriate service providers and Council service units based on the four functional environments; social, built, economic and natural.

Part 4 of the EMMV states that recovery should begin at the first available opportunity, and continue beyond when relief ceases. Recovery must be delivered based on continual assessment of community impacts and needs. This requires recovery to be delivered in a collaborative and cooperative approach at all tiers of government.

The Regional Recovery Manager (Department of Health and Human Services) may advise the MRM of the need for recovery activities when escalation to the regional level is required. In this circumstance, the MRM will implement the appropriate actions.

6.3.2 Community Recovery Committee

When determined by the MRM, a Community Recovery Committee will be established to coordinate the planning and delivery of recovery activities. This will be activated and implemented as defined in Whitehorse Emergency Management Recovery Sub-Plan.

Details on the overall responsibilities and associated activities undertaken by the Community Recovery Committee is outlined in the Whitehorse Emergency Management Recovery Sub-Plan.

6.3.3 Recovery Centre

A recovery centre may be required to be established if the need is identified by the MRM and/or the Community Recovery Committee to facilitate the delivery of recovery services for the affected community. This will be activated and implemented as defined in “SOP Recovery Centre”.

Details on the overall operations and associated services provided by a Recovery Centre(s) is outlined in the Whitehorse Emergency Management Recovery Sub-Plan.

6.3.4 Escalation to Region/State Level

Depending on the extent and nature of the emergency, external recovery support may be requested. The Department of Health and Human Services (DHHS) will support Council in the recovery stage according to the Eastern Metropolitan Emergency Relief and Recovery Plan.

Where recovery requirements out-stretch regional resources the State Recovery Plan will be enacted and coordination responsibility will transfer from Council to DHHS.

6.3.5 Stand down and Debriefing Procedures

Careful consideration and planning must be undertaken to transition the community in the post recovery phase. Community recovery programs will be transitioned into mainstream services, activities, services and/or programs, with a clear emphasis on recovery having ceased and community renewal is moving to normal every day processes.




Deactivation of a Recovery Centre (where implemented) will be undertaken in consultation between the MRM, members of the Community Recovery Committee, case managers, members of the affected community and services/agencies involved in the recovery process.

The recovery exit strategy plan, which will be developed by the Community Recovery Committee, will be developed and will include:

A community communication strategy including goals and objectives with clear timeframes;

Establishing that the affected community has the ability to self-manage; and

Establishing that local services have the capacity to support the needs of the community as part of normal business.

Debriefing for all personnel involved in the delivery of recovery services will be delivered as soon as practicable following the standing down of recovery service provision.

The MRM in partnership with DHHS is responsible for ensuring the delivery of debriefing and availability of counselling and other required services for staff (paid and voluntary), when required.



APPENDIX A – ERC AND MECC LOCATION MAP

Emergency Relief Centre

Municipal Emergency Co-Ordination Centre (MECC)

The following emergency relief centres have been assessed found to be potentially suitable for use in times of emergency. Careful consideration must be given to the prevailing circumstances and number of people needing assistance when selecting a site or sites.

NA

ME

LO

CA

TIO

N

CA

PA

CIT

Y

MA

P R

EF

CA

R P

AR

K

DIS

AB

LE

D

AC

CE

SS

TO

ILE

TS

KIT

CH

EN

SH

OW

ER

S

PL

AY

GR

OU

ND

TE

LE

PH

ON

E

Whitehorse Centre

379 Whitehorse Rd Nunawading

500

(200 sleeping)

48 G8 100+ Y Y Y Y Y 9262 6590

Box Hill Town Hall

1022 Whitehorse Rd Box Hill

1200

(200 sleeping)

47 E9 40 Y Y Y Y N 9262 6251

Note: Keys are available from the Whitehorse City Council Standby Officer - telephone 9262 6333

MECC Locations:

Primary MECC - Nunawading Meeting Room 2, Whitehorse Civic Centre, 379 Whitehorse Road, Nunawading 3131.

Secondary MECC – Maroondah City Council Depot, 24-28 Lincoln Road, Croydon 3136



APPENDIX B - SPECIAL PLANS AND ARRANGEMENTS

The following Plans support emergency management arrangements in the Whitehorse City Council. All documents can be accessed on Council’s electronic document management system unless otherwise stated.

Local, Regional and State Emergency Management Plans

Emergency Type

Plans Plan Date

Legislation Review Frequency

Plan Status Plan Owners/

Approvers

Plan Authors Responsible Planning

Committee*

Committee Meeting

Frequency

TOR? (Y/N or

date)

Test Frequency and Last Test Date

Lead/ Control Agency

Auditors Audit Frequency

General Emergency

Emergency Management Manual Victoria

Dec 2016 Emergency Management Act (2013)

Constantly Published Victorian Government

Emergency Management Victoria

State Crisis and Resilience Council

State Emergency Response Plan





State Emergency Relief and Recovery Plan





Eastern Metropolitan Region Emergency Relief and Recovery Plan

Jun 2015 Emergency Management Act (2013)

Twice annually Published Eastern Metropolitan Region Emergency Management Planning Committee

WCC MEMP Feb 2017 Emergency Management Act (1986) S 20(1)

Quarterly Municipal Emergency Management Planning Committee



Quarterly Y Annual Whitehorse City Council

VicSES Three yearly

Whitehorse Evacuation Plans

Held at Forest Hill & Box Hill Police Station

Victoria Police

WCC Business Continuity Management Plan

2016 Quarterly Published Risk Committee

Emergency Management Officer

Business Continuity Management Steering Committee

Quarterly Y Annual Whitehorse City Council

Internal Auditors

Three yearly

Standby Officers’ Handbook

2015 Annual Annual Whitehorse City Council

Eastern Region ERC Standard Operating Procedures

Version 7 - 2013

Annual Eastern Relief and Recovery Partnership

Eastern Relief and Recovery Partnership

Eastern Relief and Recovery Partnership

Quarterly Y Annual Eastern Metropolitan Councils Emergency Management Partnership





http://www5.austlii.edu.au/au/legis/vic/consol_act/ema2013190/




















http://www.legislation.vic.gov.au/domino/Web_notes/LDMS/LTObject_Store/LTObjSt2.nsf/d1a8d8a9bed958efca25761600042ef5/c9a12e4a8326f2f3ca257761001fc47c/$FILE/86-30a042.pdf





Box Hill Town Hall ERC Facility Plan

Version 2013V1

Annual Version 8 in progress

MRM MRM Eastern Relief and Recovery Partnership


Whitehorse Centre ERC Facility Plan

Version 2013V1

Annual MRM MRM Eastern Relief and Recovery Partnership


Eastern Region MECC Standard Operating Procedures

In Progress

Annual Eastern Region MERO Committee

Eastern Region MERO Committee

Eastern Region MERO Committee


Whitehorse MECC Facility Plan

In Progress

Annual MERO MERO Eastern Region MERO Committee


Victorian Emergency Animal Welfare Plan

Revision 1 - Undated

Emergency Management Act, 1986, Emergency Management Act, 2013; Prevention of Cruelty to Animals Act ,1986 (POCTA Act); Domestic Animals Act, 1994; Livestock Management Act, 2010; Impounding of Livestock Act, 1994; Wildlife Act, 1975; Flora and Fauna Guarantee Act, 1988; Occupational Health and Safety (OH&S) Act, 2004

Annual Published Department of Economic Development, Jobs, Transport and Resources and Department of Environment, Land, Water and Planning

Department of Economic Development, Jobs, Transport and Resources

Whitehorse Emergency Animal Welfare Plan

Ver 1- 2013

Annual – Version 2 in progress

MEMPC MERO MEMPC Quarterly Y Annual Whitehorse City Council



Fire Urban Fire Risk Profile - Whitehorse Urban Area & Surrounds

Oct 2010 Unknown Complete Unknown Geotech Information Services

Unknown

Bushland Reserves Fire Management Strategy 2010

Oct 2010 N/A Should be annual

Complete Unknown Rod A Incoll AFSM Bushfire Risk Consultant

Unknown Not sure

Bellbird Dell Fire Management Plan

May 2013 N/A Area inspected annually. Plan reviewed at discretion of Council

Up to date MFPO Rod Incoll - Consultant

MEMPC Quarterly Annual MFB

Antonio Park Fire Management Plan

June 2006

N/A Area inspected annually. Plan reviewed at discretion of Council



Yarran Dheran Fire Management Plan

Dec 2005 N/A Area inspected annually. Plan reviewed at discretion of Council



Blackburn Lake Fire Management Plan

Jan 2012 N/A Area inspected annually. Plan reviewed at discretion of Council



Eastern Metropolitan Region - Strategic Fire Management Plan

Nov 2011 Country Fire Authority Act (Vic) 1958

Emergency Management Act (Vic) 1986

Fire and Emergency Services Acts (Amendment) Act (Vic) 1998

Three years but a 10 year planning cycle.

Published State Regional Fire Management Planning Committee

Eastern Metropolitan Regional Fire Management Planning Committee

Eastern Metropolitan Regional Fire Management Planning Committee

Determined by Committee

CFA Country Fire Authority

During the period commencing 1 January 1998 and ending 31 December 1998 and thereafter at least once every 3 years

State Fire Management Strategy

2009 Published State Fire Management Planning Committee

N/A N/A N/A

State Bushfire Plan

Aug 2012 Unknown Published Fire Services Commissioner Victoria

N/A N/A N/A Fire Services Commissioner Victoria

Not specified

Not specified

MAV Response plan for broad scale disasters involving buildings

2010 MAV

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Bushland%20Reserves%20Fire%20Management%20Strategy%202010%5b2%5d.pdf




http://www.ifmp.vic.gov.au/index.php/regional-committee/eastern-metro-region






http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/LTObject_Store/LTObjSt5.nsf/DDE300B846EED9C7CA257616000A3571/F9CA8C808552C17DCA257808000449EA/$FILE/58-6228AA134%20authorised.pdf






http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/PubStatbook.nsf/f932b66241ecf1b7ca256e92000e23be/8ecd6d19c71b1b98ca256e5b00213c58/$FILE/98-011a.pdf





http://www.ifmp.vic.gov.au/images/uploads/ifmp-state-strategy-2009.pdf



http://www.firecommissioner.vic.gov.au/policies/state-bushfire-plan/

http://www.firecommissioner.vic.gov.au/policies/state-bushfire-plan/

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








Flood Draft WCC Storm and Flood Emergency Plan

2016 Every 3 years or response to new study, change in flood measures or after flood or storm event or exercise.

Draft MEMPC VICSES and WCC

Municipal Flood Planning Committee

At least once per year

No Preferably annually but at discretion of MEMPC

VICSES Not specified

Not specified

WCC Flood Management Plan

Oct 2010 Annually in body of text but 5 yearly on Document Control page

Endorsed Melbourne Water and WCC

Melbourne Water and WCC

Part of Melbourne Water work program for all Municipal Councils

N/A N/A N/A Melbourne Water and WCC

Not specified

Not specified

Central Region Flood Response Plan

July 2014 Not stated Published VICSES Not specified N/A N/A N/A VICSES Not specified

Not specified

Flood Management Strategy Port Phillip and Westernport

2015 5 Years Published Melbourne Water

Not specified Melbourne Water

Not specified

Not specified

Victorian Flood Emergency Plan

Feb 2012 Emergency Management Act (Vic) 1986

Victoria State Emergency Service Act 2005

Water Act (Vic) 1989

Catchment and Land Protection Act (Vic) 1994

Meteorological Act (Comm) 1955

3 years Published State Emergency Response Planning Committee

VICSES Not specified N/A N/A N/A VICSES Not specified

Not specified

Victoria Flood Management Strategy

2016 Emergency Management Act (Vic) 2013

Unknown Published DELWP DELWP Unknown N/A N/A N/A DELWP Unknown Unknown

Storm Victorian Storm Emergency Plan

2011 Emergency Management Act (Vic) 1986

Victoria State Emergency Service Act 2005

Meteorological Act (Comm) 1955

Published VICSES VICSES

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



http://www.melbournewater.com.au/









http://www.ses.vic.gov.au/em-sector/em-planning/em-partners-resources/central-region-flood-plan-version






http://www.melbournewater.com.au/aboutus/reportsandpublications/key-strategies/Documents/Flood_Management_Strategy.pdf






http://www.ses.vic.gov.au/em-sector/em-planning/em-partners-resources/state-flood-emergency-plan







http://www.austlii.edu.au/au/legis/vic/consol_act/vsesa2005330/




http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/LTObject_Store/LTObjSt5.nsf/DDE300B846EED9C7CA257616000A3571/F8DBB7E6417A03EDCA2577CB00024075/$FILE/89-80a099B.pdf

http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/LTObject_Store/LTObjSt5.nsf/DDE300B846EED9C7CA257616000A3571/F8DBB7E6417A03EDCA2577CB00024075/$FILE/89-80a099B.pdf

http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/PubLawToday.nsf/a12f6f60fbd56800ca256de500201e54/57cbd8a2fdc227ccca257353000483ed!OpenDocument




http://www.comlaw.gov.au/Details/C2008C00066





http://delwp.vic.gov.au/water/new-victorian-floodplain-management-strategy



http://www.ses.vic.gov.au/prepare/em-planning/em-partners-resources/state-storm-emergency-plan


















Public Health WCC Municipal Public Health and Wellbeing Plan 2013-2017

2013-17 Public Health and Wellbeing Act 2008

Every 3 years Published Council WCC Council N/A N/A N/A WCC

Heatwave State Heat Plan

Nov 2014 Emergency Management Act 1986

Planning and Environment Act 1987

Local Government Act 1989

Public Health and Wellbeing Act 2008

Emergency Management Act 2013

Unknown Published Emergency Management Victoria


Heatwave Plan for Victoria

2011 Not specified Unknown Published Victorian Department of Health and Human Services

Victorian Department of Health and Human Services

Victorian Heatwave Planning Guide: Development of Heatwave Plans in Local Councils in Victoria

2009 Public Health and Wellbeing Act 2008

Unknown Published Victorian Department of Health and Human Services

Victorian Department of Health and Human Services

Eastern Region Municipal Extreme Heat Plan

Draft Public Health and Wellbeing Act 2008

Unknown Draft MEMPC MRM MEMPC Quarterly Y Whitehorse City Council

Pandemic Australian Health Management Plan for Pandemic Influenza

April 2014 Unknown Published Australian Department of Health

Australian Department of Health

Victorian Action Plan for Human Influenza Pandemic

2015 Unknown Published Emergency Management Victoria


Whitehorse Pandemic Plan

To be developed

Unknown MEMPC MRM MEMPC Quarterly Y Victorian Department of Health and Human Services

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Municipal%20Public%20Health%20and%20Wellbeing%20Plan%202013-2017.pdf






http://fire-com-live-wp.s3.amazonaws.com/wp-content/uploads/State-Heat-Plan.pdf

http://fire-com-live-wp.s3.amazonaws.com/wp-content/uploads/State-Heat-Plan.pdf

http://docs2.health.vic.gov.au/docs/doc/45C7A59BDE5B1E95CA257A360015AAB5/$FILE/Heatwave%20plan%20for%20Victoria.pdf



http://www.health.vic.gov.au/environment/heatwaves-planning.htm









http://www.health.gov.au/internet/main/publishing.nsf/Content/519F9392797E2DDCCA257D47001B9948/$File/AHMPPI.pdf






http://fire-com-live-wp.s3.amazonaws.com/wp-content/uploads/Victorian-action-plan-for-pandemic-influenza_EMV.pdf







Terrorism and Public Disturbance

National Counter-Terrorism Plan

3rd

Edition 2012

Criminal Code Act 1995

Unknown Published National Counter-Terrorism Committee

National Counter-Terrorism Committee

National Counter-Terrorism Committee

National Counter-Terrorism Strategy

2015 Criminal Code Act 1995

Unknown Published

- Box Hill Transport Security Precinct Communications and Response Plan

17 Nov 2011

Terrorism (Community Protection) Act (Vic) 2003

On hold On hold DEDJTR

http://www.nationalsecurity.gov.au/agd/WWW/rwpattach.nsf/VAP/(339383A93E59A076831A75961C22D2A2)~2012NationalCounter-TerrorismPlan.PDF/$file/2012NationalCounter-TerrorismPlan.PDF



https://www.nationalsecurity.gov.au/Media-and-publications/Publications/Documents/Australias-Counter-Terrorism-Strategy-2015.pdf




http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/PubStatbook.nsf/f932b66241ecf1b7ca256e92000e23be/68d24d15c7b0e774ca256e5b00214050/$FILE/03-007a.pdf




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



City of Whitehorse Strategic Plan References to the Whitehorse MEMP

Environment Council Plan Date

General Council Plan 2016-20

Health and Wellbeing in Whitehorse Plan 2013-17

Business Continuity Plan 2011

Social Whitehorse Disability Policy and Action Plan 2012-16

Whitehorse Municipal Youth Plan 2014-18

Whitehorse Municipal Early Years Plan 2014-18

Recreation Strategy 2015-24

Whitehorse road safety strategy 2013

Domestic animal management plan 2013-17

Positive Aging Strategy 2012-17

Community Local Law 2014

Whitehorse Reconciliation action plan 2016-18

Built Affordable housing policy 2010

Cycling strategy 2016

Whitehorse integrated transport strategy 2011

Community Road Safety Strategy 2013

Natural Open space strategy 2007

Whitehorse climate change adaption plan 2011

Whitehorse energy action plan 2009-14

Whitehorse sustainability strategy 2016-22

Whitehorse water action plan 2008-13

Whitehorse peak oil action plan 2011

Whitehorse energy action plan 2014

Whitehorse waste management plan 2011

Economic Whitehorse Economic development strategy 2014-19

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Council%20Plan%202016-2020%5b2%5d.pdf


http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Disability%20Policy%20and%20Action%20Plan%202012-2016%5b2%5d.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Municipal%20Youth%20Plan%202014-2018%5b1%5d.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Municipal%20Early%20Years%20Plan%202014-2018%5b1%5d.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Recreation%20Strategy%202015-2024%5b1%5d.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/WHI_RoadSafetyStrategy2013.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Domestic%20Animal%20Management%20Plan%202013-2017%5b1%5d.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Positive%20Ageing%20Strategy%202012-2017.pdf

http://www.whitehorse.vic.gov.au/Community-Local-Law-2014.html

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Reconciliation%20Action%20Plan%202016-2018.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Attachment%204%20Affordable%20Housing%20Policy%2022%20November%202010.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Cycling%20Strategy%202016.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Integrated%20Transport%20Strategy%202011%5b2%5d.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Community%20Road%20Safety%20Strategy%202013.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Open%20Space%20Strategy%20Part%201.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Climate%20Change%20Adapation%20Plan%202011.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Energy%20Action%20Plan%202009-2014%5b1%5d.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Sustainability%20Strategy%202016-2022.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/WaterActionPlan_WebVersion.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Peak%20Oil%20Action%20Plan%202011.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Energy%20Action%20Plan%202009-2014%5b1%5d.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Waste%20Management%20Plan%202011.pdf

http://www.whitehorse.vic.gov.au/IgnitionSuite/uploads/docs/Whitehorse%20Economic%20Development%20Strategy%202014-2019.pdf



APPENDIX C – PRESS RELEASE TEMPLATE

PRESS RELEASE LOGO

On (INSERT DAY AND DATE) at approximately (INSERT TIME) a (INSERT TYPE OF DISASTER) (INSERT EXTENT OF DAMAGE) City of Whitehorse’s XXX AND BUILDING).

The cause of the disaster is unknown and is currently being investigated by the authorities

Council will be open for business with reduced services on (INSERT TIME, DAY AND DATE) at (INSERT NAME AND ADDRESS OF NEW LOCATION).

The contact number for Council will remain as (INSERT TELEPHONE NUMBER).

Further information will be released concerning the emergency situation as it becomes available.

Council thanks the community for their understanding and patience during this difficult time.

By Authority

CHIEF EXECUTIVE OFFICER



APPENDIX D – CONTACT LISTS

NOTE: For copies of the most up to date contact lists, please contact:

[email protected]

+61 3 9262 7673




APPENDIX E – MEMPC TERMS OF REFERENCE

CITY OF WHITEHORSE MUNICIPAL EMERGENCY

MANAGEMENT PLANNING COMMITTEE (MEMPC)

TERMS OF REFERENCE

PURPOSE The purpose of City of Whitehorse MEMPC is to:

Contribute to community safety and resiliency by reducing the impact of emergency events;

Identify and document the overall multi-agency arrangements in place for the prevention of, response to and recovery from emergencies that affect Whitehorse; and

Identify risks that are likely to affect the Whitehorse community and assets and the steps to be taken to address those risks.

COMMITTEE ROLE The planning for, and the management of, emergencies is a shared responsibility involving many people

and organisations in the community. It is not something done by one organisation or sector of the

community although some organisations have specialist roles in dealing with emergencies.

To achieve this, the MEMPC will:

Develop and document the Municipal Emergency Management Plan (MEMP) in line with line with the Emergency Management Manual Victoria (EMMV) guidelines ensuring compatibility between the main plan and any sub-plans;

Implement any actions, strategies or plans identified in the MEMP and sub-plans;

Monitor and review and update the MEMP including the conduct of exercises to test the MEMP and post incident reviews to ensure the currency of the MEMP; and

Communicate and consult with key stakeholders including emergency service agencies and the Whitehorse community on the MEMP content.

MEMPC members will provide advice on mechanisms to effectively engage and work with the community on emergency management issues and be able to make decisions and commitments on behalf of their organisation.

MEMBERSHIP The following persons are Members of the MEMC:

Whitehorse City Council - Municipal Emergency Resource Officer (MERO) or delegate

Whitehorse City Council - Municipal Emergency Management Officer (MEMO)

Whitehorse City Council - Municipal Recovery Manager (MRM)

Victoria Police - Municipal Emergency Response Coordinator (MERC)

MFB Representative

VICSES Regional Representative

Ambulance Representative

Health / Hospital Representative – Eastern Health


Red Cross Representative; or

their delegates

Community representative(s).

Optional Members

VICSES Volunteer Unit Representative (Community Representative);

Police Representatives;

Victorian Council of Churches Emergency Ministry;

Public Transport Representative; and



United Energy/Multinet Gas Representative.

The Committee is managed by Whitehorse City Council and is supported by an Executive Officer.

COMMUNITY REPRESENTATIVE MEMBERSHIP CRITERIA The Community Representative(s):

Must represent a community group including diverse and disadvantaged groups;

Available for a minimum four meeting annually during the working day;

Good English and language skills;

Ability to work with people from a range of backgrounds and access needs.

QUORUM, ELECTION AND VOTING For the purpose of quorum, elections and voting, each of the above listed agencies will be considered as being one representative member of the MEMPC. Quorum will require more than 50% of the Members being present for the meeting and must include the MERC, MERO and MRM.

There will be only one main contact from each organisation for a meeting quorum. (Deputies are welcome to attend but will not be counted as part of a quorum unless they are nominated as a Member by the Member agency).

The MEMPC may appoint new Members as required and may co-opt optional members as required.

The MEMPC may convene working groups as required.

CHAIR AND DEPUTY CHAIR The Committee will be chaired by a Member of the committee elected subject to guidelines contained in Part 6 of the Emergency Management Manual Victoria.

In the event of a casual absence of the elected chair, the Committee will elect an interim Chair who will fulfil the role of the Chair.

SCHEDULE OF MEETINGS The MEMPC will meet four times annually on the second Tuesday of every February, May, August and November unless one of the following occurs:

When requested by any one of the MERC, MERO or MRM;

After any significant emergency or incident that requires the activation of the MEMP.

After any significant organisational change;

The identification of a new risk.

Working groups of the MEMPC may meet as required.

COMMITTEE ADMINISTRATION Administrative support requirements will be provided by Whitehorse City Council staff with correspondence distributed electronically.

REPORTING The Executive Officer will minute all MEMPC meetings and distribute the minutes to MEMPC members within 30 days of that MEMPC meeting.

The MERO will provide bi-monthly reports to the Risk Management Committee on the MEMPC’s activities.

AUTHORITY Be established and undertake planning in line with the Emergency Management Act (1986) and the Emergency Management Act (2013).

REVIEW OF THE TERMS OF REFERENCE AND EVALUATION OF PERFORMANCE This Terms of Reference is valid for 3 years and will be reviewed by the Committee with recommendations to the Whitehorse City Council Risk Committee for approval.



DOCUMENT REVIEW AND DEVELOPMENT

Part of Terms of Reference Reviewed

Update Performed by

Reviewed by MERO & MEMPC

Additional Review

following comments

Review adopted by MEMPC

Creation Steven Morison Unknown

Entire document Steven Morison February 2013 9-11-2012

Entire document Garth Stewart February 2013 12-02-2013

Membership list of the MEMPC and situations where an MEMPC meeting may be called outside of regular sessions.

Garth Stewart 30 December 2013 February 2014

Updated the list of quorum members

Garth Stewart 9 Feb 2016 9 Feb 2016

Reviewed and updated for the 2017 MEMP audit:

Removed term of chair;

The MERO reports to the WCC Risk Management Committee bi-monthly;

Minutes distributed within 30 days of the meeting;

Garth Stewart October 2016



APPENDIX F – DOCUMENT DISTRIBUTION LIST

The most up to date amended versions of this plan will be distributed by the Executive Officer by:

Loading on to the Whitehorse City Council web site;

Distributing electronically by email with link to the web site;

Storing in the Council document management system and providing access;

Sending by Australia Post; or

Loading into Crisisworks.

Organisation Officer Distribution Method

Whitehorse City Council Chief Executive Officer Electronic document management system

Whitehorse City Council Municipal Emergency Resource Officer Electronic document management system

Whitehorse City Council Municipal Recovery Manager Electronic document management system

Whitehorse City Council Municipal Fire Prevention Officer Electronic document management system

Whitehorse City Council Deputy Municipal Resource Officer Electronic document management system

Whitehorse City Council 2nd

Deputy Municipal Resource Officer Electronic document management system

Whitehorse City Council Deputy Municipal Recovery Manager Electronic document management system

Whitehorse City Council Municipal Environmental Health Officer Electronic document management system

Whitehorse City Council MEMP Executive Officer Electronic document management system

Whitehorse City Council Municipal Call-out Coordinator Electronic document management system

Victoria Police MERC, Forest Hill Police Station Officer in charge

Electronically by email with link to web site

Victoria Police Divisional Emergency Response Coordinator, Eastern Region Division 1


Victoria Police Deputy MERC, Box Hill Police Station Officer in charge


Victoria Police Whitehorse District Inspector Electronically by email with link to web site

Victoria State Emergency Service

Regional Officer – Emergency Management, Central Region Headquarters


Victoria State Emergency Service

Unit Controller Electronically by email with link to web site

United Energy/Multinet Gas

MEMPC Representative Electronically by email with link to web site

Ambulance Victoria MEMPC Representative Electronically by email with link to web site

St John Ambulance Whitehorse Branch - MEMPC rep Electronically by email with link to web site

Melbourne East GPs Network

MEMPC Representative Electronically by email with link to web site

Metro Trains MEMPC Representative Electronically by email with link to web site


Regional Recovery Manager Electronically by email with link to web site


Emergency Management Coordinator Electronically by email with link to web site

Metropolitan Fire Brigade MEMPC representative Electronically by email with link to web site

Red Cross Emergency Services Coordinator - Metropolitan


Red Cross Emergency Services Liaison Officer, Nunawading


Telstra MEMPC Representative Electronically by email with link to web site

Yarra Valley Water MEMPC Representative Electronically by email with link to web site

Box Hill Hospital MEMPC Representative Electronically by email with link to web site

VicRoads MEMPC Representative Electronically by email with link to web site

City of Boroondara Municipal Emergency Resource Officer Electronically by email with link to web site

City of Knox Municipal Emergency Resource Officer Electronically by email with link to web site

City of Manningham Municipal Emergency Resource Officer Electronically by email with link to web site



Organisation Officer Distribution Method

City of Maroondah Municipal Emergency Resource Officer Electronically by email with link to web site

City of Monash Municipal Emergency Resource Officer Electronically by email with link to web site

Shire of Yarra Ranges Municipal Emergency Resource Officer Electronically by email with link to web site

Nillumbik Shire Municipal Emergency Resource Officer Electronically by email with link to web site



APPENDIX G - MUNICIPAL ENDORSEMENT



APPENDIX H – AUDIT CERTIFICATE

TBA



APPENDIX I – EMERGENCY MANAGEMENT EXERCISES AND ACTIVATIONS

DATE EVENT TYPE SCENARIO AIM LOCATION COMMENTS

08/10/2010 Exercise Recovery BoM have notified authorities that a Catastrophic (Code Red) Day is anticipated for tomorrow with a Fire Danger Index of 100 across the Eastern Metropolitan Region and other outlying non-metropolitan regions.

It is anticipated that at the height of the bushfires there could be multiple concurrent bushfire fronts across the municipalities of Manningham, Yarra Ranges and Knox.

To test Relief Centre staff’s understanding of the SOG document, and provide feedback on possible improvements to the document prior to the Regional exercise in November

Whitehorse Centre The exercise provided a good deal of discussion and highlighted a number of areas for consideration and further planning

26/10/2010 Exercise Response Issued at 9am by senior police member to MERC. SES are responding to a flood in Laburnum. 59 people evacuated and a series of road blocks in place. 41 people require temporary accommodation

Test MECC arrangements Whitehorse MECC A number of issues identified with planning enhanced

19/11/2010 Exercise Recovery Novex 2010 featured simultaneous ERC activation training exercises at two sites, both identified as ERC sites within the regional arrangements. The day ran from 0900hrs to 1530hrs at both sites utilising a plausible bushfire scenario across more than one municipal area. The day demonstrated the setup, management, shift handover, and pack down of the facilities over a 24 hour period.

To test the Regional Model of Emergency Relief Centre Management

Kilsyth ERC staff from the region involved

05/02/2011 Activation Response Flood event of February 4 and 5 resulted in a number of creeks breaking their banks with Burwood Hwy inundated and blocked at Vermont South and Blackburn Lake 2.5 metres above normal level

To provide support to Control Agency, assist police with road barriers and to plan evacuation of residents if Blackburn lake breached its retaining wall.

WCC Road barriers in place and evacuation plan developed

MERC and MERO in attendance.




20/06/2011 Exercise Recovery A Day in the Life of an ERC Manager” provides a step by step walkthrough including the types of activity that will be exposed to, as well as some of the more formal parts of your role.

Raise awareness of the issues and functions an ERC manager will face in an activation

Willis Room, Nunawading Civic Centre

MRM and MERO from the region in attendance

06/07/2011 Exercise Response A bomb threat has been made at Box Hill Railway station threatening commuters on rail and bus as well retailers and customers operating in Centro Shopping Centre

The Department of Transport hosted an exercise at its Exhibition St offices for the Box Hill Transport Security Precinct Committee to evaluate stakeholder response to an event and to accurately populate the response flowchart

DOT Exhibition St Melbourne

DOT staff, VicPol, Centro, Metro MERO involved in exercise.

18/11/2011 Exercise Recovery Novex – testing of recovery arrangements by the 7 eastern metropolitan regional Councils.

To further test and exercise the ERC arrangements in a large scale simulated environment; to assistance and support to Council and Agency ERC staff on the arrangements in place and to improve the model

1) Waverley Women’s Sport Complex, Jells Park Wheelers Hill

2) Diamond Valley Sports Complex, Civic Drive Greensborough

Emergency Relief Centre Staff, Red Cross, Department of Health and Human Services, Salvation Army, VicPol, OESC, local government, emergency accommodation providers and personal support agencies

24/01/2012 Desk top exercise

Response Red Eastern 2 – Vulnerable People and evacuation Issues.

To identify issues associated with evacuation vulnerable people from an emergency event and to identify roles of various agencies

Lilydale CFA, Maroondah Hwy Lilydale

CFA, VicPol, local government, Department of Health and Human Services, SP Ausnet, Ambulance Vitoria, DELWP

05/02/2012 Activation Response MFB request for MERO assistance 1000 litre chemical container dumped on nature strip. Does not appear hazardous but requires removal

Harrison St Mitcham

Container collected and removed

MFB, MERO and Council staff

17/05/2012 Activation Response Vic Police requested MERO assistance

House fire in Forest Hill identified exposed asbestos, Police requested save removal

Leanne Crescent, Forest Hill

MERO, Vic Police, Environmental Health




13 February 2013

Exercise Relief and recovery

Major hail storm in the region with many damaged homes.

test the Eastern Region Relief and Recovery Standard Operating Guidelines for operating an Emergency Relief Centre and local ERC Facility Plans,

testing the suitability and functioning of the Boroondara Sports Complex in operating as a Relief Centre, and

providing an opportunity for Council Relief and Recovery staff and support agencies to network, learn and discuss relief and recovery issues.

Boroondara Sports Complex

City of Whitehorse Emergency Relief and Recovery staff participated in a training exercise (Exercise East) at Boroondara Sports Complex on Wednesday 13 February 2013. The purpose of the exercise was to:

(a) test the Eastern Region Relief and Recovery Standard Operating Guidelines and ERC Facility Plans for operating an Emergency Relief Centre,

(b) testing the suitability and functioning of the Boroondara Sports Complex in operating as a Relief Centre, and

(c) providing an opportunity for Council Relief and Recovery staff and support agencies to network, learn and discuss relief and recovery issues. Exercise East was conducted concurrently in two venues (Boroondara and Knox) and involved staff from the 7 Eastern Region Councils and staff from support agencies involved in relief and recovery (Red Cross, Police, Department of Health and Human Services).




10 April 2013 Exercise Response Lone gunman shooting shoppers at Box Hill Centro

test the preparedness of the Municipal Emergency Management personnel in a MECC environment

test the MECC standard operating procedures

test the knowledge and use of Crisisworks as the exercise control database

Whitehorse MECC – Civic Centre Nunawading

The test was largely successful but identified the following issues:

The dependence on Crisisworks meant that participants needed to be trained in the system and have access to the internet. Not everyone was trained and internet connectivity was problematic for those who brought a laptop. Not everyone had a laptop.

The MECC sign-in and sign-out process needs to be refined.

The layout of the MECC table may be better as a lecture hall arrangement rather than a round table.

Two data projectors are required – one for Crisisworks and another for other feeds.

More power boards are required.

Need additional admin people to provide support for agency staff and interact with Crisisworks.

More tabards are required.

Include the Investment and Economic Development staff in the recovery process for businesses.

Did not get enough experience with Crisisworks.




13 June 2013 Activation Relief and Recovery

Siege at Marilyn Court, Blackburn North where a gunman was holding his estranged wife hostage from 9am on a cold and wet day. Police had cordoned off the area and were not allowing residents to return to their homes in the cordoned area.

Set up the Emergency Relief Centre from 1530hrs so that residents who were trapped in their cars outside the cordoned area or returning home from work or school had a warm and dry place to rest and recover. Residents without any other place to stay for the night were to be offered accommodation vouchers from Department of Health and Human Services.

Whitehorse Centre The gunman released his hostage early in the day and then surrendered to police around 1500hrs – about 30 minutes prior to the ERC setup deadline.

The MECC was unofficially activated with the MRM, MERO, Deputy MRM and MERC in constant communication from around noon until the surrender. The activation went well with everyone undertaking their appointed role.

The lessons from the day were:

Use Crisisworks from the outset to record events;

Set up the MECC unofficially from the outset;

Make sure only one MERC is on duty;

Follow a detailed communication protocol to ensure the appropriate people are informed of progress.

19 July 2013 Exercise Relief and Recovery

The ERC at the Whitehorse Centre was set up to check and update if necessary the set-up plans.

To test and update the ERC set-up documents for the Whitehorse Centre ERC.

Whitehorse Centre The Centre was successfully set up (except for the sleeping areas), photographs were taken and three actions were identified:

Refine the Facility Plan;

Populate Facility Management Plan with local processes and procedures; and

Recruit for ERC roles.

24 Oct 2013 Workshop Relief and Recovery

Attend an Evacuation Management Training Workshop convened by VicPol.

To exercise evacuation strategies and understand Whitehorse role in evacuation.

Box Hill Police Station White Vic Pol would be the lead agency in any evacuation, Whitehorse would need to assist by providing shelter and potentially activate one of more ERCs.

5 March 2014 Door knocking

Relief and Recovery

MRM and EMO attended Morwell mine fire door knocking on behalf of Latrobe City Council

Provide outreach to all Morwell residents.

Morwell Worked under adverse conditions in poor quality air to inform Morwell residents of relief initiatives and entitlements.




22 May 2014 Exercise Relief Major hail storm in the region with many damaged homes.

Test the Eastern Region Relief and Recovery Standard Operating Guidelines for operating an Emergency Relief Centre and local ERC Facility Plans,

Test the suitability and functionality of the Whitehorse Centre operating as a Relief Centre; and

Provide an opportunity for Council Relief and Recovery staff and support agencies to network, learn and discuss relief and recovery issues.

Whitehorse Centre ERC

City of Whitehorse Emergency Relief and Recovery staff participated in a training exercise (Exercise East) at Whitehorse Centre. The purpose of the exercise was to:

Test the Eastern Region Relief and Recovery Standard Operating Guidelines for operating an Emergency Relief Centre and local ERC Facility Plans,

Test the suitability and functionality of the Whitehorse Centre operating as a Relief Centre; and

Provide an opportunity for Council Relief and Recovery staff and support agencies to network, learn and discuss relief and recovery issues.

Exercise East was conducted concurrently in two venues (Whitehorse and Maroondah) and involved staff from the 7 Eastern Region Councils and staff from support agencies involved in relief and recovery (Red Cross, Salvation Army, VCC EM, Police, Department of Health and Human Services).

3 June 2014 Activation Response Discovery of pipe bombs in Fulton Road wetlands

Request to provide 20 sand-bags to police

Fulton Road wetlands Bags were provided however, SES were able to get there first and delivered sufficient for the Police needs.

15 July 2014 Activation Relief Fire in a unit in Terrara Road resulting in evacuation of eight families.

Request to provide emergency accommodation

Terrara Road At approximately 1600hs on Tuesday 15 July, the MFB comms centre contacted the MERO to advise that there was a potential requirement for emergency accommodation for up to eight families due to a fire in a unit in Terrara Rd Vermont. One unit was impacted by fire however, the remaining seven units had no power. Department of Health and




Human Services was contacted as was the Commander on scene. Council’s MRM provided three options being a) to seek emergency accommodation through their insurance company, b) request family or friends to assist and c) if a and b were not available to contact Red Cross. No further action was required by WCC

31 July 2014 Incident Relief Siege in flats Provide emergency accommodation for residents

Eastridge Court Mitcham

Man barricaded himself in a flat at 1330hrs and was still there at 2200hrs. 2 couples and 3 individuals needed to emergency accommodation.

4 September 2014

Exercise Relief Review Box Hill Town Hall Relief Centre Facility Plan by setting up the facility

Test and improve the Box Hill Town Hall Relief Centre Facility Plan

Box Hill Town Hall All Relief centre Staff and the MERC were involved in the setup which was led by an ERC Manager. Photos were taken and the results were added to the plan.

27 November 2014

Incident Relief Gas pipe breach near Ruby St and Bellevue St, Burwood East following the maintenance of storm water drains by Council’s maintenance team. An illegal gas connection had been threaded through the stormwater drain and was damaged in the maintenance operation.

The police advised of the possibility of an evacuation of residents in nearby streets (by foot as cars cannot be used due to be a possible ignition source). The Whitehorse centre was placed on standby if an evacuation was The Burwood East Reserve Basketball Stadium was considered to be used as a rally point for residents who can be walked to the stadium and then determine if Council provide support from that point or assist with

Provide a place of safety for affected residents

Whitehorse Centre The relief centre did not need to be activated since the situation was quickly resolved.




transport to the Whitehorse centre.

20 resident properties self-evacuated to the nearby shopping centre

7 January 2015

Storm and strong winds

Response, Relief and Recovery

A severe wind storm and heavy rainfall event impacted a band that ranged generally from the Cootamundra Walk area in Blackburn through Nunawading and Mitcham to the Campbells Croft area in Vermont.

In addition to damage to private properties there has been a significant impact due to fallen private and Council trees and branches in streets, parks and private properties. Stormwater drainage blockages have also been an issue as drains were unable to cope with the sudden influx of stormwater drainage runoff and material washed into Council’s stormwater drainage pits and pipes.

Power outages from around 1430hrs to 1630hrs occurred across the municipality including Box Hill, Balwyn North, Blackburn, Blackburn North and Box Hill North. Many Council buildings were without power and three suffered minor damage.

The MECC was opened at 1600hrs and closed by 1800hrs.

One residence was evacuated after extensive damage and the residents were offered a welfare grant. Council also located counselling services for two very young children who were scared to return to their home.

Respond to blocked drains and fallen trees and provide relief and recovery services to an evacuate family.

Vermont Insurance claims have been raised for Council properties where required. Residents contacted Council for compensation due to fallen trees.

No additional recovery requests have been received from the evacuated residents.

28 February 2015

Storm and strong winds

Response, Relief and Recovery

At 2009hrs 28 Feb 2015 BoM issued a Melbourne Area Severe Thunderstorm Warning for damaging winds.

Respond to blocked drains and fallen trees.

Whitehorse generally No recovery requests had been received.




Most significantly, the BoM upgraded the Melbourne Area Severe Thunderstorm Warning at 2029hrs – the highest level of warnings.

VICSES alerted emergency broadcasters to the warning and commenced activation of the SCC and an ICC at Mulgrave.

As at 1200hrs, VICSES Central Region had received 1095 Requests For Assistance (RFA).

The busiest areas in the Metropolitan Region included Whitehorse with 194 RFAs.

Whitehorse was declared a sector at 1000hrs.

Whitehorse and Hastings were the most affected areas within the Central region and MFB and CFA crews as well as units from within SES Central region were deployed to assist.

12 March 2015

Restaurant Fire

Response Fire at Fu Long Restaurant at 946 Whitehorse Road BOX HILL

9 MFB Appliances in attendance.

Traffic closed North and South Bound in Station Street Box Hill.

All major media services are in attendance ( Chanel 7 chopper etc)

Clinton Johnston and Jeff Fletcher from Building Services attended.

Determine structural damage to the building

Fu Long Restaurant at 946 Whitehorse Road BOX HILL

MERO and MRM not activated

21 April 2015 Gas Leak Activation MERO was activated on May 20 to facilitate attendance at the site of a gas leak caused by a motor vehicle accident in Valonia Ave Surrey Hills. A Council Building Surveyor attended the scene assessed the damage. Reinstatement of the leaking gas pipe was undertaken at the scene by the gas authority

Resolve gas leak Valonia Ave Surrey Hills




5 September 2015

Rooming House Fire

Activation 0025hrs - deliberately lit fire at the Buttonwood Rooming House, 692 Whitehorse Road, Mont Albert resulting in the evacuation of 15 long term special needs residents and 16 short term, crisis accommodation residents.

Residents were accommodated for several nights at local motels and their needs were followed up by Uniting Care Harrison.

Ensure residents find equivalent stable accommodation.

Buttonwood Rooming House, 692 Whitehorse Road, Mont Albert

The situation was exacerbated by property owners wanting vacant possession of the property so they could sell the property and a legal dispute between the property owners and rooming house operators.

21 December 2015

MECC Exercise

Exercise Debrief of the 7 January 2015 storm event

Provide Crisisworks overview for Whitehorse MECC staff;

Familiarise new Whitehorse Emergency Management staff with the purpose and workings of a MECC;

Acquaint MECC staff with their MECC roles;

Assess the MECC set up plan for Whitehorse and assess the Whitehorse MECC venue as fit for purpose; and

Discuss the Whitehorse 7 January 2015 storm incident and how an incident like that in the future could involve MECC staff.

Willis Room

Whitehorse Civic Centre, 379 Whitehorse Road, Nunawading

Exercise complete and feedback received.

1 September 2016

ERC Set-Up Exercise Set-up the ERC at the Whitehorse Centre

Provide refresher training for ERC staff in setting up the Whitehorse centre as an ERC

Whitehorse Centre The Whitehorse Centre ERC plan has been updated with suggested changes including information on the WiFi. The internal ERC signage has been numbered in the Box Hill Town Hall and Whitehorse Centre.

12 and 15 September

Exercise East

Exercise Scenario training for ERC staff at Monash and Nillumbik respectively.

The Monash exercise was designed for new ERC recruits to become

Monash Oakley Recreation Centre




2016 familiar with an ERC environment. Six Whitehorse staff attended.

The Nillumbik exercise was for more experienced ERC staff to understand the interaction between the ICC, MECC and ERC. Seven Whitehorse staff attended.

Basketball Courts

Diamond Valley Sport and Fitness Centre

9 October 2016

Storm Event Activation Victoria-wide storm event Activate an ERC at Box Hill Town Hall to provide shelter to an evacuated multi-story apartment building due to damage from flying debris

Elland Ave Box Hill and Well Street Forest Hill

ERC activated for several hours until the MBS provided the all clear for the Elland Street residents to return to their homes.



APPENDIX J – GLOSSARY OF TERMS

Emergency Terms

TERM EXPLANATION

ACT Either the Emergency Management Act (1986) or Emergency Management Act (2013) or both.

ACTION The executive command to mount an operation whereby all required personnel are called to their posts.

AFFECTED AREA An affected area for the purposes of managing response and recovery is the entire geographic area affected in any significant way by an emergency.

AGENCY Means a Government agency or a non-Government agency.

ALERT That period when the Divisional or Local Emergency Response Coordinator, or the Chief Officer of a Control Agency, believes an emergency may occur and requires all, or designated, Functional Services to increase their level of preparedness to cope with the emergency.

ASSEMBLY AREA A designated location used for the assembly of control or support personnel.

COMMAND The direction of members and resources of an agency in the performance of the organisation's role and tasks. Authority to command is established in legislation or by agreement within an agency. Command relates to agencies and operates vertically within an agency.

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

CONTROL AGENCY The agency identified in State Emergency Response Plan which is primarily responsible for responding to a specified emergency.

CO-ORDINATION The bringing together of agencies and elements to ensure effective response to emergencies and is primarily concerned with the systematic acquisition and application of resources (agency, manpower and equipment) in accordance with the requirements imposed by the emergency or emergencies.

COORDINATOR At Regional level, a Police Officer appointed by the State Emergency Response Coordinator as Regional/Deputy Emergency Response Coordinator. At local level, it shall be the Officer in Charge of the Police Station or the senior member of the Police Force at the scene of the emergency who shall act as the Emergency Response Coordinator.

COUNSELLING The provision of psychological support and advice to persons affected by an emergency.

EMERGENCY Emergency means an emergency due to the actual or imminent occurrence of an event which in any way endangers or threatens to endanger the safety or health of any person in Victoria or which destroys or damages, or threatens to destroy or damage any property in Victoria, including, without limiting the generality of the foregoing:

an earthquake, flood, windstorm or other natural event; and

a fire; and

an explosion; and

a road accident or any other accident; and

a plague or an epidemic; and

a warlike act, whether directed at Victoria or a part of Victoria or at any other State or Territory of the Commonwealth; and

a hijack, siege or riot.

EMERGENCY AREA Means an emergency area declared under Section 36A of the Emergency Management Act (1986).

EMERGENCY CO-ORDINATION CENTRE (ECC)

The Centre established at Regional or Municipal level to co-ordinate resources and conduct operations ancillary to the Control Agency, during the response phase.

EMERGENCY MANAGEMENT GROUP

The EMG is formed to assist the municipality in the performance of its Municipal Emergency Management functions.

EMERGENCY MANAGEMENT TEAM (EMT)

The (EMT) is formed when two or more agencies combine or work in cooperation to respond to an emergency. It consists of the Incident Controller, the Support Agency commanders and the Emergency Response Coordinator.



TERM EXPLANATION

EMERGENCY OPERATIONS CENTRE (EOC)

The centre established by each agency for the command/control function within their own agency. E.g. Police Operations Centre (POC), Fire Control Centre (FCC).

EMERGENCY RELIEF Relief is the provision of immediate life support and human needs of persons affected by, or responding to, an emergency.

EMERGENCY RELIEF CENTRES

Centres established to provide groups of persons with any or all of the services, of the functional areas of emergency relief.

EMERGENCY RESPONSE COORDINATOR

Senior member of the Police Force at the scene of an emergency.

EMERGENCY RESPONSE PLANNING COMMITTEE

The emergency response planning committee ensuring the co-ordinated response to emergencies by all agencies.

EMERGENCY RESPONSE PLAN

The Emergency Response Plan prepared by the Regional Emergency Response Planning (ERP) Committee.

EMERGENCY MANAGEMENT LIAISON OFFICER (EMLO)

An Officer designated by his agency to represent it and who is empowered to commit or to arrange the commitment of resources of the agency to the countering of emergencies, and to provide a communication link with his agency.

EMERGENCY SHELTER Group shelter provided for affected persons in a community hall or suchlike, including "relief centres". It is provided during the emergency relief stage and is separate to temporary accommodation.

EMERGENCY SUPPLY The provision of resources to a Control Agency when that agency is unable to procure same through its normal resource system.

EVACUATION The planned relocation of persons from dangerous or potentially dangerous areas to safer areas and eventual return. The decision to evacuate rests with the Control Agency in conjunction with police and available expert advice.

EVACUATION CENTRE See Assembly Area and/or Emergency Relief Centre.

FINANCIAL ASSISTANCE Payments made to people affected by emergencies by various agencies.

FUNCTIONAL AREAS The categorisation of services required for Emergency Relief for the purposes of allocating responsibility to nominated agencies. These are:

Catering

Community Organisations

Emergency Accommodation

Emergency Grants, Counselling & Temporary Accommodation

Material Needs

Registration (Register, Find, Reunite –(RFR))

GOVERNMENT AGENCY Anybody corporate or unincorporated constituted by or under any Act for a public purpose and any member or officer of such a body.

Any person in the service of the Crown in the right of the State of Victoria upon whom any function, power, duty or responsibility is conferred by or under the Act

INCIDENT CONTROL POINT

The control point established by the Control Agency in proximity to the emergency and used by the incident controller for forward command/control functions.

INCIDENT CONTROLLER An officer appointed by the control authority responsible for the resolution of an emergency. This title shall also extend to the person appointed under the provisions of Section 16 of the Emergency Management Act (1986).

INCIDENT CONTROL CENTRE (ICC)

For agencies using AIIMS terminology, an ICC is the centre from which the Incident Control and the Incident Management Team function. In fire operations in Victoria, an ICC may be a multi-agency centre for combined DELWP and CFA operations with LOs from other agencies present.

MATERIAL NEEDS The provision of clothing, bedding and personal requisites, during "Emergency Relief".

MUNICIPAL EMERGENCY RESPONSE COORDINATOR (MERC)

The Officer in Charge of the local Police Station or the senior police officer at the scene of the emergency.

MEMPC(MEMPC) The Committee, at municipal level, is responsible for the formation and maintenance of a MEMP.

MUNICIPAL EMERGENCY RESOURCE OFFICER (MERO)

The person appointed by the Municipality responsible to council for the co-ordination of municipal owned or controlled resources in emergencies.

MUNICIPAL RECOVERY MANAGER (MRM)

The person appointed by the Municipality responsible to council for the co-ordination of municipal recovery activities after emergencies.



TERM EXPLANATION

MUNICIPALITY The area contained within the defined boundaries for local Government responsibility of a Shire, Borough, Town or City.

REGISTER, FIND, REUNITE (RFR)

The Commonwealth/State's arrangements for the recording of emergency victims and for satisfying inquiries regarding the whereabouts of persons so affected.

NON-GOVERNMENT AGENCY

Means a voluntary organisation or any person or body other than a government agency.

PERSONAL HARDSHIP GRANTS

A term given to a series of payments comprising emergency grants. Temporary Living Expense Grant and Re-establishment Grants. Emergency grants are payable for natural emergencies, fires, floods etc. The other grants are only payable after large scale emergencies when approved by the Minister for Police and Emergency Services.

PRIMARY SUPPORT AGENCY

The agency to be first considered by an MERC for support in a MECC role.

OPERATIONS LOG An Operations Log records a serial number, date/time, event and action taken and they should be kept by all operational personnel.

RECOVERY The process by which affected persons and communities are helped to recover to a proper level of functioning. It commences as soon as practicable after the impact of an emergency, and usually continues long after cessation of response activities. Refer also to the State Disaster Recovery Plan.

RECOVERY AGENCY A recovery agency is an agency or person which assists individuals, families and communities to attain a proper level of functioning, by providing information, specialist services and resources, and may include Commonwealth, State and local government and non-government agencies.

REGION A geographic area comprising a number of municipal districts and specific Victorian waters.

REGIONAL ERP COMMITTEE

The committee which at divisional level is responsible for the formation and maintenance of the Regional Emergency Response Plan for response to emergencies, the chairman being the Regional Emergency Response Coordinator.

REGISTERED EMERGENCY WORKER

Means a person registered under Section 26 of the Emergency Management Act (1986).

RELIEF CENTRES Centres established to provide groups of persons with any or all of the services, of the functional areas of Emergency Relief.

RELIEF STAGE The immediate post impact stage of an emergency, preceding handover to recovery. For the purposes of this Plan, the end of relief will be when "stand down" is advised by the Emergency Response Coordinator.

RESPONSE The control of an emergency and the provision of emergency relief, including rescue and the needs of affected persons.

STAGING AREA A location designated and used during emergencies for the assembly of control or support personnel prior to deployment.

STAND-DOWN The order given by the Regional or Municipal Emergency Response Coordinator that allows personnel to cease operations reflecting the termination of the emergency.

STANDBY That period normally following alert when the Regional or Municipal Emergency Response Coordinator, or the Chief Officer of a Control Agency, believes that the occurrence or the effects of the emergency, are imminent. Members of the relevant agencies are placed on "Standby", thus being ready to respond immediately.

RESOURCE SUPPLEMENTATION

Those resources requested under emergency supply unable to be obtained by Support Agencies.

SUPPORT AGENCY A government or non-government agency which provides essential services, personnel, or material to support or assist a Control Agency or affected persons.

TEMPORARY ACCOMMODATION

Accommodation provided for individuals or families affected by an emergency. It is separate to emergency shelter. This accommodation includes caravans and suchlike, and will normally be arranged by the recovery agency. In some cases this will occur during the Response Phase.

VOLUNTEER EMERGENCY WORKER

Means a volunteer worker who engages in emergency activity at the request (whether directly or indirectly) or with the express or implied consent of the chief executive (however designated), or of a person acting with the authority of the chief executive, of an agency to which the state emergency recovery plan applies.



Contractions and Abbreviations

AV Ambulance Victoria

BASI Bureau of Air Safety Investigation

BOM Bureau of Meteorology

CFA Country Fire Authority

DHHS Department of Health and Human Services

DELWP Department of Environment, Land, Water and Planning

EHO Environmental Health Officer

EMA Emergency Management Australia

EMLO Emergency Municipal Liaison Officer

EPA Environmental Protection Authority

ERC Emergency Response Coordinator

H&CS Health & Community Services Victoria

HSO Health and Safety Officer

MECC Municipal Emergency Co-ordination Centre

MEMPC Municipal Emergency Management Planning Committee

MEMP Municipal Emergency Management Plan

MERC Municipal Emergency Response Coordinator

MERO Municipal Emergency Resource Officer

MFB Metropolitan Fire Brigade

MRM Municipal Recovery Manager

OIC Officer in Charge

PTC Public Transport Corporation

PV Parks Victoria

RERC Regional Emergency Response Coordinator

RFR Register, Find, Reunite

RSPCA Royal Society for the Prevention of Cruelty to Animals

SERC State Emergency Response Coordinator

SITREP Situation Report

SOP Standard Operating Procedure

VICSES Victoria State Emergency Service

VICPOL Victoria Police

WICEN Wireless Institute Civil Emergency Network



APPENDIX K - REFERENCES

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

Emergency Management Manual Victoria 2013

Emergency Management Act (1986)

Emergency Management Act (2013)

State Emergency Service Act (2005)

Metropolitan Fire Brigade Act (1958)

Regional Emergency Recovery Plan - Eastern Metropolitan Region, Department of Health and Human Services, 2013

Municipal Association of Victoria Resource Sharing Protocol

Municipal Association of Victoria Financial Management in Emergencies Protocol

Whitehorse City Council – Community Directory

Australian Bureau of Statistics

Whitehorse City Council Municipal Emergency Management Planning Committee

ISO 31000.2009

Whitehorse City Council GIS

Victorian Local Government Association



APPENDIX L - DOCUMENT REVIEW AND DEVELOPMENT

Version Author Updates Municipal Emergency Management Planning Committee Approval

17/8/2004 Section 2 10/5/2005

9/11/2004 Section 3 9/8/2005

9/8/2005 Section 4 14/2/2006

14/12/2005 Whole of document NA

14/2/2006 Section 5 14/11/2006

31/12/2007 Whole of document 12/02/2008

01/09/08 Section 4 NA

8/10/09 Whole of document

09/11/2010 Sections 2,3 and 4 08/02/2011

08/02/2011 Sections 6 and 7 10/05/2011

10/05/2011 Contact List 10/05/2011

09/08/2011 Various Sections as per audit recommendations 09/08/2011

14/10/2011 Contact List

08/11/2011 Section 3.7.1 and 3.7.2 08/11/2011

08/11/2011 Contact List 08/11/2011

14/01/2012 Appendix O N/A

14/01/2012 Contact List 14/02/2012



14/08/2012 Resources List


9/11/2012 Contact List 13/11/2012

Garth Stewart – Emergency Management Officer

Reformatting

Update of Risk Section from CERM to CERA

Inclusion of complete list of Emergency Plans

Removed MECC procedures and created MECC SOPs

Inclusion of MEMP TOR as an Appendix.

Update to include information required for the three yearly audit.

December 2013 – January 2014


Financial Considerations - Added Cost centre for emergencies and procedures for setting up authorisations.

Emergency Accommodation – Developed an SOP to follow for requests for emergency accommodation - Appendix

10 Feb 2015 Garth Stewart – Emergency Management Officer

Added gas pipeline incident of 27 Nov 2014 10 Feb 2015

10 Feb 2015 Garth Stewart – Emergency Management Officer

Updated Management Arrangements:

DHHS changed to DHHS;

Ventura Buses changed to Transdev buses;

EMCEMP changed to EMPEMP

Updated incidents with details on the 7 January storm.

10 Feb 2015

12 May 2015 Garth Stewart – Emergency Management Officer

Updated incidents with 27 February 2015 storm details 12 May 2015





Updated with 21 April 2015 MERO activation for a gas leak.

12 May 2015


Updated with 12 March 2015 restaurant fire in Box Hill. 12 May 2015


Section 4 – Prevention Arrangements has been reviewed and minor changes were made to section 4.3.8. - Monitoring and Reviewing the Risks

“The risks will be monitored and reviewed along with the entire MEMP on at least quarterly basis” rather than annually.

12 May 2015

7 August 2015 Garth Stewart – Emergency Management Officer

Section 3.11.2 - Pre impact/Warning and Alert Phase (Prior to an Imminent Emergency) with new EMMV Warnings Guidelines.

Replaced all incidents of DEPI with DEWLP.

Replaced DoH and DHS with DHHS.

MEMPC TOR updated to say the MEMPC is “managed” by WCC.

Section 3.6.9.2 - Council formally adopts and implements MEMP. The MEMP is update after annual exercising and any incidents where it is activated.

Section 5.6 – Agencies to reindorse all updates to the MEMP.

Section 3.6.9.6 – WCC is the custodian of the MEMP

Section 5.2 Clarifying the resources to be provided by Council and escalation of resource requests.

Response Arrangements:

Inclusion of TiqBiz;

Canvassing EM staff availability during high fire danger period.

11 September 2015


Section 6 – Relief and Recovery Arrangements:

o Reference was made to the new Eastern Region Relief and Recovery Plan developed by DHHS with assistance from Eastern Region Municipal Council representatives.

o Made mention of the five key areas of recovery including Agricultural – which is not relevant for the City of Whitehorse.

o Specify that EMV is now responsible for the coordination of Relief and Recovery at State level.

o Clarify that Red Cross will only supply food and water to people affected by an emergency and not to agency staff.

Included the Buttonwood Rooming House Fire incident of 5 Sep 2015

10 November 2015


Section 1: Management Arrangements o MEMPC Sub-Committees - Removed reference to

the regional MERO group and updated the Eastern Region Council’s Emergency Management Partnership to include a list of all the regional agency representatives.

o Include references to TiqBiz for internal Council Emergency Management communications.

9 February 2016

9 February 2016


Appendix E: Committee Terms of Reference – better defining the Committee ship and who will constitute a quorum for meeting and voting purposes.

9 February 2016




10 August 2016


Entire document updated to reflect updates to EMMV October 2016

February 2017 Garth Stewart – Emergency Management Officer

Relief and recovery sections. Creation of separate Recovery Plan

14 February 2017