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Eastern Metro
Emergency Management Recovery Version 7.0
July 2012 Emergency Relief Centre
Standard Operating
Guidelines
Eastern Region and Surrounds
Melbourne, Australia
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
2
Intellectual Property Statement
2010 Australian Safer
Communities Award
Yarra Ranges Shire Council won this award
for its project –Emergency Management
without Borders – the development of a
regional model for delivery of Emergency
Relief Centres (which included the
development of this document).
The Australian Safer Communities Awards
are sponsored by the Australian Government
Attorney-General’s Department in
conjunction with States and Territories.
They recognise innovative practices and
achievements across the nation that are
making our communities safer, stronger,
more resilient and better prepared to
manage any emergency situation.
The awards cover all aspects of community
safety and resilience with an emergency
management focus including risk
assessment, research, education and
training, information and knowledge
management, prevention, preparedness,
response and recovery.
Preface
This document was initially developed by Yarra
Ranges Council in response to the experience
gained from the Black Saturday Bushfires for the
benefit of Emergency Management Relief
delivery across the Eastern Metropolitan Region
and Surrounds.
We acknowledge the continuing input and
assistance from all councils involved in the
model, along with the support of the
Department of Human Services (DHS).
While all care has been taken to ensure this
document covers the major components of
operating an Emergency Relief Centre, it cannot
provide for every scenario.
©Eastern Metropolitan Region Relief and
Recovery Working Group
Councils in the Eastern Metropolitan Region of
Victoria, in consultation with emergency
management agencies, professionals and
subject matter experts exercise care in the
compilation and drafting of this publication,
however, the document and related appendices
could include technical inaccuracies or
typographical errors and the information may
not be appropriate to all situations.
In contributing to the development of this
manual, it is acknowledged that no ongoing
rights to the information are retained by
individual contributors. Any part of these
guidelines may be cited, copied, translated into
other languages or adapted to meet other local
council regional needs, without prior permission
from the Eastern Metropolitan Region Relief and
Recovery Working Group.
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
3
“By failing to prepare, you are preparing to fail…” Benjamin Franklin
The Victorian Emergency Management Act 1986 outlines the key framework
for the State’s Emergency Management arrangements and, within that, the
role for local government in the response and delivery of municipal emergency management
services. This role is integral to the community and its ability to relocate, seek emergency assistance
and ideally return to their homes once the emergency has passed.
Requests for emergency relief to support communities should, in the first instance, be directed to the
municipal Council via the Municipal Emergency Response Coordinator (MERC), whose position is
filled locally by the Police. The MERC liaises closely with the Council’s Municipal Emergency
Resources Officer (MERO) and Municipal Recovery Manager (MRM). Together, this team determines
the most appropriate action to provide for the community’s safety.
Councils must have internal arrangements in place to commit Council resources to support local
relief and recovery activities. Councils must respond to an emergency situation, whether it is a
natural disaster such as bushfire or landslip, or other type of disaster such as tanker explosion or
industrial fire, to assist residents affected from that moment on, until they can safely return home.
This can require the coordination of municipal and community resources and liaising with relevant
support agencies. During an emergency situation, it is sometimes necessary to open one or more
Emergency Relief Centres to provide registration facilities and immediate support for persons
affected by an emergency. These centres are coordinated and staffed by Council together with other
support agencies such as Red Cross, The Salvation Army, DHS and Police being in attendance, as the
situation scales up or down.
After an emergency occurs, Emergency Relief Centres may simply close or transition to Recovery
Centres, which are established to provide a one-stop shop offering information, advice, material
goods, and emergency financial aid to affected residents for as long as reasonably necessary.
Recovery Centres may not necessarily be at the same location as the Emergency Relief Centre.
Forward
Army tents, bedding and water supplies at Lilydale
Recreation Reserve, February 2009
Breakfast supplies at Emergency Relief Centre,
February 2009
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
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DOCUMENT INFORMATION
Document title: EMR ERC Standard Operating Guidelines
Document owner: Eastern Metropolitan Region Councils
Document Editor: EMR SOG Working Group
VERSION CONTROL
Version Section Page No.
(if applicable) Date Description
V1.0 All sections 21/10/2009 First version of SOG document disseminated for 2009/10 summer season
V2.0 All sections 18/06/2010 Updated version for MRM tabletop exercise
V3.0 All sections 21/08/2010 Updated version including findings from tabletop exercise
V4.0 All sections 10/09/10 Re-formatted and updated by Cube as directed by EMR steering group
V5.0 All sections 10/11/10 Updated following desktop exercises and as directed by EMR steering group
V6.0 All sections 10/11/11 Re-format and annual update as directed by the SOG Working Group (including preparing document for NOVEX 2011)
V6.1 Selected sections
14/11/11 Remove reference to CMLO (now Public Relations Officer)
V7.0 Selected sections
13/07/12 Incorporate updates as advised from EMR SOG working group
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
5
Activation Staff and resources are deployed to commence an allocated role and proceed
with required duties
ERC is opened and ready to receive affected persons
CALD Culturally and Linguistically Diverse
DHS Department of Human Services
De-activation Staff and resources stand-down and no longer required
ERC is closed and no longer required
EMMV Emergency Management Manual Victoria
EMR Eastern Metropolitan Region and Surrounds
ERC Emergency Relief Centre
ERCM Emergency Relief Centre Manager
Escalation Refer to a higher authority to make decisions, request assistance or resources
ESO Emergency Service Organisation
MECC Municipal Emergency Coordination Centre
MERC Municipal Emergency Response Coordinator, Victoria Police
MERO Municipal Emergency Resources Officer
MOU Memorandum of Understanding
MRM Municipal Recovery Manager
NRIS National Registration and Inquiry System
NSP Neighbourhood Safer Place
On Call Staff resources are placed on alert to be ready to respond if needed. Staff will
continue their normal duties and maintain core business while on call.
SIC State Inquiry Centre
SIT REP Briefing document prepared by the ERC Manager (Situation Report)
Acronyms and
Abbreviations
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
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SMEAC Standard briefing format (Situation, Mission, Execution, Administration,
Command and Communication)
Standby Staff are notified to be ready for Activation and are taken offline. (This may
include resting at home for after hours Activation.)
Stand-down Staff are notified that they are no longer required
TIS Telephone Interpreting Service
VicPol Victoria Police
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
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1. INTRODUCTION ....................................................................................................................................... 9
1.1 PURPOSE .................................................................................................................................................. 9
1.2 AUDIENCE................................................................................................................................................. 9
1.3 DOCUMENT STRUCTURE .............................................................................................................................. 9
1.4 FEEDBACK ................................................................................................................................................. 9
2. ROLES AND RESPONSIBILITIES ............................................................................................................... 11
2.1 IN THIS SECTION ...................................................................................................................................... 11
2.2 ERC TEAM STRUCTURE ............................................................................................................................. 11
2.3 ERC TEAM ROLES .................................................................................................................................... 12
2.4 SUPPORT AGENCIES AND CONTRACTORS ....................................................................................................... 14
3. STANDBY ARRANGEMENTS ................................................................................................................... 17
3.1 IN THIS SECTION ....................................................................................................................................... 17
3.2 ALL HAZARDS STANDBY ............................................................................................................................. 17
3.3 FIRE DANGER RATINGS .............................................................................................................................. 18
4. ACTIVATE AND SET-UP ERC .................................................................................................................... 19
4.1 IN THIS SECTION ....................................................................................................................................... 19
4.2 ACTIVATION PROTOCOL ............................................................................................................................. 19
4.3 ACTIVATION PROCESS ............................................................................................................................... 21
4.4 ACTIVATION TASKS ................................................................................................................................... 22
4.5 SET-UP ERC ............................................................................................................................................ 22
4.6 ORGANISE ROSTERS .................................................................................................................................. 23
5. OPERATE ERC......................................................................................................................................... 27
5.1 IN THIS SECTION ....................................................................................................................................... 27
5.2 REPORTING AND COMMUNICATION REQUIREMENTS ....................................................................................... 27
5.3 STAFF, AGENCY, CONTRACTOR SIGN-IN ........................................................................................................ 33
5.4 ATTENDEE CHECK-IN ................................................................................................................................ 34
5.5 ISSUING WRISTBANDS ............................................................................................................................... 35
5.6 REGISTRATION (NRIS) .............................................................................................................................. 35
5.7 CATERING ............................................................................................................................................... 35
5.8 CHALLENGING SITUATIONS/ATTENDEES ........................................................................................................ 37
5.9 UNACCOMPANIED CHILDREN ...................................................................................................................... 39
5.10 MATERIAL AID AND VOLUNTEER SUPPORT .................................................................................................... 40
5.11 MEDIA MANAGEMENT AND PUBLIC INFORMATION UPDATES ........................................................................... 41
5.12 ERC REPAIRS AND MAINTENANCE ............................................................................................................... 43
5.13 REVIEW CAPACITY/ESCALATION .................................................................................................................. 44
Contents
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
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5.14 DEACTIVATE ERC ..................................................................................................................................... 44
6. DUTY STATEMENTS ............................................................................................................................... 47
6.1 IN THIS SECTION ....................................................................................................................................... 47
6.2 ERC MANAGER ....................................................................................................................................... 47
6.3 ERC MANAGER ADMIN SUPPORT ............................................................................................................... 50
6.4 OPERATIONS OFFICER ............................................................................................................................... 51
6.5 LOGISTICS OFFICER ................................................................................................................................... 53
6.6 PUBLIC RELATIONS OFFICER ....................................................................................................................... 55
6.7 HEALTH AND SAFETY OFFICER ..................................................................................................................... 56
6.8 ERC SUPPORT TEAM LEADER ..................................................................................................................... 57
6.9 ANIMAL MANAGEMENT OFFICER ................................................................................................................ 58
6.10 ADMIN OFFICER ....................................................................................................................................... 59
6.11 SUPPORT OFFICER .................................................................................................................................... 60
6.12 CONTRACTORS ......................................................................................................................................... 62
APPENDICES................................................................................................................................................... 71
A. REGIONAL EMERGENCY RELIEF CENTRES ........................................................................................................... 72
B. SITREP TEMPLATE ....................................................................................................................................... 74
C. ATTENDEE CHECK IN / OUT BOOK ................................................................................................................... 75
D. OVERNIGHT ACCOMMODATION FORM ............................................................................................................. 76
E. DHS ERC REPORT ........................................................................................................................................ 77
F. STAFF DEBRIEFING TEMPLATE ......................................................................................................................... 81
G. STAFF AND SUPPORT AGENCY SIGN-IN SHEET (TEMPLATE) ................................................................................... 82
H. ERC STAFF PHOTO IDENTIFICATION ................................................................................................................. 84
I. CATERING ORDER FORM ................................................................................................................................ 85
J. MEDIA RELEASE TEMPLATE ............................................................................................................................ 86
K. OPERATIONS LOG ......................................................................................................................................... 87
L. ERC FACILITY PLANS ..................................................................................................................................... 88
M. MOUS .................................................................................................................................................. 89
QUICK INDEX ................................................................................................................................................. 90
1. I
ntr
od
uct
ion
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
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1. Introduction
1.1 Purpose
This document provides guidelines for the delivery of Emergency Relief Centres (ERC) by all
councils in the Eastern Metropolitan Region (EMR) and Surrounds. This approach has been
adopted in light of the experience of the Black Saturday Bushfires of 2009 to ensure that all
emergencies can be adequately resourced in the future to ensure the community’s safety
and welfare.
The development of a Memorandum of Understanding formalised the partnership between
each of the eight regional councils and is reviewed and agreed to on an annual basis.
1.2 Audience
This document has been developed to provide guidance to all parties involved in the arrangements for the set-up and management of an ERC during the relief phase.
1.3 Document Structure
This document is a sub-plan of the Municipal Emergency Management Plan (MEMP) or the
Municipal Emergency Recovery Plan for each Council. This document should be taken in
context and therefore should be read and applied in conjunction with the MEMP, Municipal
Emergency Sub-Plans relevant to Recovery, ERC Facility Plans and information that forms
part of the overall MEMP for response and recovery.
1.4 Feedback
The EMR ERC Standard Operating Guidelines document is a working document that is
regularly updated by a regional working group which spans across many agencies. If you
would like to provide feedback regarding the contact of this document, please contact
Yarra Ranges Council on 1300 368 333 or via email at
The following outlines the document structure in place and where this document fits within State, Regional and Municipal level.
State arrangements
Emergency
Management
Act 1986
Emergency
Management
Manual Victoria
EMR Council
MOU
Agency &
Contractor
MOU’s
ERC Standard
Operating
Guidelines
(this document)
Municipal
Emergency
Management
Plan (MEMP)
ERC Facility
PlansContact Lists
Regional Arrangements
Municipal Arrangements
Municipal Association of
Victoria (MAV)
Resource Sharing Protocol
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2. Roles and
Responsibilities 2.1 In This Section
This section provides an overview of the roles and responsibilities for the ERC Team, support agencies and contractors undertaking work within an ERC.
Refer to Section 6 – Duty Statements for more detailed information relating to specific responsibilities for each role.
Sub-Section Summary
ERC Team Structure Diagram of ERC Team structure
ERC Team Roles Summary of ERC Team roles
Support Agency and Contractor Roles
Summary of support agency and contractor roles
For the purpose of this document, the ERC Team referred to is made up of council personnel only.
2.2 ERC Team Structure
The staffing structure of the ERC Teams is outlined as follows:
*Agencies use the Operations Officer as point of contact, but are managed through their own reporting structures.
Please note: Position titles may vary across each municipality; however the functions remain the same.
Admin Support
Public Relations Officer
Health & Safety Officer
Animal Management
Agencies * Contractors
Admin Officer/s
Support Officer/s
ERC Manager
Operations Officer
Logistics Officer
ERC Support Team Leader
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12 Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
2.3 ERC Team Roles
The roles of the ERC team members are summarised below. Refer to Section 6 for detailed
information on responsibilities for each role.
The functions for each role are based on a large scale event.
Role Function/Responsibilities include but are not limited to:
Council staff Based at MECC
MRM Municipal Recovery
Manager – Strategic
(MRM from affected
Council)
Located in the Municipal Emergency Coordination Centre (MECC) during the emergency situation
Immediately following an emergency, assist with the establishment of priorities and needs for the restoration of services to our community
Establish and coordinate Community Recovery Committee
MRM Municipal Recovery
Manager –
Operational
(Deputy MRM from
the affected Council or
MRM from
neighbouring Council)
Located in the Municipal Emergency Coordination Centre (MECC) during the emergency situation
Provide support and guidance to the ERC Manager
Fully delegated powers to deploy and manage Council’s resources during recovery
Coordination of municipal and community resources
Liaison with relevant agencies
Establish and coordinate ERCs (during the incident) and establish and coordinate Recovery Centres (after the incident)
MRMSO MRM Support Officer To support the function of the Municipal Recovery Manager – Operational and liaise and provide support to the ERC Team through the MECC
LGA Staff Based at ERC
ERCM Emergency Relief
Centre Manager
(Incident Controller)
To oversee the daily operations of a designated Emergency Relief Centre (ERC) to ensure the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event of an emergency
The position works directly under the MRM
ERCOPS Operations Officer Attend to the daily operations of a designated Emergency
Relief Centre (ERC) to ensure the provision of support and
essential needs in a safe, appropriate environment for people
relocating and seeking shelter in the event of an emergency
The position works directly under the ERC Manager
ERCLOGISTICS Logistics Officer Attend to the logistical requirements of a designated
Emergency Relief Centre (ERC) to ensure the provision of
support and essential needs in a safe, appropriate
environment for people relocating and seeking shelter in the
event of an emergency.
The position works directly under the ERC Manager
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Role Function/Responsibilities include but are not limited to:
LGA Staff Based at ERC
ERC Manager Admin Support To support the ERC Manager in the daily operations of a designated Emergency Relief Centre (ERC) ensuring the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event of an emergency
The position works directly under the ERC Manager
Public Relations Officer Attend to the information requirements and media communication requirements of a designated Emergency Relief Centre (ERC)
The position works directly under the ERC Manager
Health and Safety Officer Assess and advise on safety at the designated ERC including conducting risk assessments and reviewing environmental health issues
The position works directly under the ERC Manager
Animal Management Officer Provide assistance to the ERC with relation to Animal Control where attendees are arriving with their animals and/or pets The position works directly under the Logistics Officer
ERC Support Team Leader Support the Operations Manager with the daily operational requirements of the designated ERC, including the coordination of Admin Officer/s and Support Officer/s
The position works directly under the Operations Officer
Admin Officer/s Support in the daily administration requirements of a designated ERC ensuring the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event of an emergency
The position works directly under the ERC Support Team Leader
Support Officer/s Support the delivery of daily operations of a designated ERC so that the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event of an emergency occurs.
The position works directly under the ERC Support Team Leader
Refer to Section 6 of this document for detailed information on roles and
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14 Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
2.4 Support Agencies and Contractors
Support agencies will also be present at the ERC as it scales up or down. It is the
responsibility of the ERC Manager in consultation with the MRM to determine when they will
be needed and their Activation.
Role/Agency Function/Responsibilities Ref
Support Agencies
First Aid
St John Ambulance
Eastern Ranges GP Association
Red Cross
Basic first aid for attendees
Referral of high needs attendees to hospital through the Ambulance service
Ref
er t
o M
OU
– A
pp
end
ix M
Emergency Accommodation
Front Door Emergency Accommodation
DHS
Arranging emergency accommodation
Development of long term accommodation plan
The Salvation Army will provide emergency bedding for use in the ERC
Personal Support/ Psychosocial First Aid
DHS
Centrelink
Localised Community Health Providers
Personal Support for affected attendees
Financial Hardship Grants
DHS
Centrelink
The Salvation Army
Distribution of emergency hardship grants
Emergency Material Aid Items
The Salvation Army
Foodbank Australia
Distribution of basic clothing
Distribution of basic toiletries
Registration Catering and First Aid
Red Cross NRIS Registration
Catering
Refer to MOU – Appendix M
Victoria Police
NRIS Registration prior to Red Cross arrival
Maintenance of public order
Identify and locate parents, guardians or next of kin of unaccompanied children
Traffic Management (if required)
Refer to MOU – Appendix M
Vic SES Auditing the ERC
Contractors
Security
Under instruction from the Logistics Officer
Control exits and entrances
Manage disruptive visitors
Work with Traffic Management
Patrol site regularly and report to Operations Supervisor
Maintain a safe environment in and surrounding the ERC Refer to Duty
Statements for
Contractors Cleaning/rubbish
removal Cleaning of ERC
Waste removal from site
Traffic
Management
Directing traffic & parking
Directional signage
Controlling ingress & egress of site
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Event Equipment
Hire Provide necessary equipment such as partitions, chairs, tables
and fans to cater for total number of attendees
Catering Provide food and beverages for staff and registered community members in the ERC.
Under no circumstances should any non-approved agency be permitted to set up in an ERC
without preapproval prior to arrival in the ERC. Agencies not listed in the table below may
be refused entry, at the discretion of the ERC Manager. This is a crucial aspect to effectively
managing the ERC.
If an agency is not available to provide support (for any reason) or does not have enough resources to adequately provide support, the MECC must be contacted to determine alternative arrangements.
2. R
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16 Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
Notes:
3. S
tan
db
y
Arr
ange
men
ts
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
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3. Standby
Arrangements 3.1 In this Section
This section outlines the standby arrangements in place for the EMR.
Sub-Section Summary
All Hazards Standby arrangements to be implemented in the event of a possible emergency occurring
Fire Danger Ratings Standby arrangements to be implemented in the event of a possible bushfire event
For more information on Activation, refer to Section 4 – Activate and Set-up ERC
3.2 All Hazards Standby
The Eastern Metropolitan Region (EMR) recognises the inevitable nature of emergencies
and their social, economic and environmental consequences in all areas of the region.
Although some parts of the region have in recent years been devastated by bushfire (and
will continue to be at high risk of future fires), it is important that planning and preparation
for emergencies takes an ‘all hazards’ approach. The EMR has determined that standby
arrangements will be implemented (for all hazards) based on the identified risk stage
(below) of a possible emergency occurring.
RESPONSE
Emergency Stage
High Likelihood Council/s in Eastern Metro Region–likely to be affected immediately
Low Likelihood Council/s in Eastern Metro Region – unlikely to be affected
EXTREME RISK Municipal team alpha, bravo and charlie actively on standby, set-up equipment ready for deployment(see 4.6 Organise Rosters)
Municipal team on standby in readiness to support at risk councils in Eastern Metro Region
HIGH RISK Municipal team alpha on standby, set-up equipment ready for deployment
No action unless emergency
MODERATE RISK No action unless emergency No action unless emergency
LOW RISK No action unless emergency No action unless emergency
On days where there is an Extreme Emergency Risk declared by authorities or there is pre-
warning of a possible emergency, the MRM will initiate steps to notify and prepare ERC
teams for standby.
The MRM will determine the category/stage of the event based on the risks.
3. S
tan
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Arr
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men
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When standby arrangements are being implemented, the MRM will notify the following:
Other Regional MRMs; Emergency Service Organisations; Support Agencies; and ERC Facilities.
The MRM will keep all parties up-to-date as to the status of the standby situation. If the situation changes and teams on standby are activated, the guideline arrangements in this document will be followed.
If information or forecasts suggest that a serious emergency is imminent, the MERC, MERO or MRM will most likely activate the MECC to monitor the situation.
3.3 Fire Danger Ratings
The Fire Danger Rating predicts how a fire would behave if one started, including how
difficult it would be to put out. The higher the rating, the more dangerous the conditions and
the rating is Councils trigger to act.
During the fire season, the Fire Danger Rating will feature in weather forecasts and be
broadcast on radio and TV and appear in some newspapers.
The table below has been developed based on ‘bushfire’ related standby arrangements:
RESPONSE
Category/Stage (Fire Danger Index)
High Likelihood Councils in Eastern Metro Region (Knox, Manningham, Nillumbik, Yarra Ranges)
Low Likelihood Councils in Eastern Metro Region (Boroondara, Maroondah, Monash, Whitehorse)
CODE RED (100+)
Municipal team alpha, bravo and charlie actively on standby, set-up equipment ready for deployment(see 4.6 Organise Rosters)
Municipal team on standby in readiness to support at risk councils in Eastern Metro Region
EXTREME (75 – 99)
Municipal team alpha on standby, set-up equipment ready for deployment
No action unless emergency
SEVERE (50 – 74)
Municipal team alpha on standby, set-up equipment ready for deployment
No action unless emergency
VERY HIGH (33 – 49)
Municipal team alpha on standby, set-up equipment ready for deployment
No action unless emergency
HIGH (12 – 32)
No action unless emergency No action unless emergency
LOW – MODERATE (0 – 11)
No action unless emergency No action unless emergency
Refer to Section 4.2 for the process undertaken following standby arrangements being
implemented.
More details regarding Fire Danger Ratings can be found
on the Country Fire Authority (CFA) website
www.cfa.vic.gov.au, the Department of Sustainability
and Environment (DSE) website www.dse.vic.gov.au and
the Bureau of Meteorology website www.bom.gov.au
4. A
ctiv
ate
and
Set-
up
ER
C
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4. Activate and
Set-up ERC 4.1 In this Section
This section provides an overview of the process and associated tasks involved in activating and setting up an ERC.
Sub-Section
Activation Protocol
Activation Process
Activation Tasks
Set-up ERC
Organise Rosters
For the purpose of this document, the ERC Team referred to is made up of council personnel only.
4.2 Activation Protocol
In the Municipal Emergency Coordination Centre (MECC), the MERC, MERO and MRM will
discuss and determine the appropriate location for the Activation of an Emergency Relief
Centre (ERC), either within the municipality or within the Eastern Metropolitan Region
(EMR).
Activation
Opening of an ERC is a decision made by the Victoria Police, fulfilling the role of Municipal
Emergency Response Coordinator (MERC), in consultation with fire authorities and
Council’s Municipal Emergency Resources Officer (MERO) and Municipal Recovery Manager
(MRM) to accommodate residents relocating in response to a direct emergency.
Activation of an ERC can also be directed by another area’s MERC operating out of another
Municipal Emergency Coordination Centre (MECC).
Activation of an ERC is determined once the location of the emergency is known and is
typically located well away from any threat to ensure public safety.
Council may activate ERCs where a situation is of genuine emergency.
An activated ERC should only be established to provide basic support services such as food,
first aid and emergency shelter.
4. A
ctiv
ate
and
Set-
up
ER
C
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Location
Councils will work within a regional response model for the Eastern Metropolitan Region and
Surrounds (EMR). The MRM in the MECC will advise Regional MRMs of the determined ERC
location.
The MRM or nominee will liaise with the relevant facility and advise any occupiers of the
decision and the need for them to vacate the premises to allow the ERC to be established,
and expect imminent arrival of Team Alpha.
The MRM will activate Team Alpha and advise them to proceed immediately to the
nominated ERC.
NOTE: Individual Councils within the EMR will continue to retain a number of additional lower
tier venues for other minor localised emergencies at their own discretion.
Resources
Councils will work in active partnership within the EMR to ensure they can adequately
resource regional activation of ERCs. Councils are not in a position to resource self
determined relocation sites by the public including but not limited to: car parks; shopping
centres; sporting reserves; or other localised sites. ERCs are not to be confused with
Neighbourhood Safer Places (NSPs) or Community Fire Refuges.
Key Messaging
Council will clearly communicate to the community that it will only provide for an ERC in the
instance of an active emergency situation, but will make known where these centres may be
located across the region.
The following will form the basis of key messages that will be distributed in preparedness to
any emergency:
ERCs are not the most comfortable places to relocate to. Community members should
first consider relocating to family and friends’ homes or other individual options away
from fire-prone or other emergency affected areas.
An ERC should be considered only as a last resort relocation option when making a
decision to leave on severe, extreme or code red fire danger rating days.
An ERC provides only basic support services such as food, first aid and emergency
shelter.
Individuals who seek to relocate to an ERC need to ideally bring with them sturdy
footwear, change of clothes for hot and cool weather, and toiletries.
Individuals relocating in preparedness to a not yet active emergency are to consider
their own options in relocating to places such as family and friends’ homes or other
individual options away from fire-prone or other emergency affected areas. Similarly,
those seeking to relocate their animals must also consider a suitable place to house their
pets in these instances.
Council will distribute messages to the community about which Emergency Relief
Centres are open through 774AM ABC Radio and its emergency broadcast affiliates,
council(s) website and the Customer Service Line(s), the Victorian Bushfire Information
Line (1800 240 667), CFA and DSE websites.
4. A
ctiv
ate
and
Set-
up
ER
C
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4.3 Activation Process
The following diagram provides an overview of the process followed from ‘standby’ to
‘Activation’. In cases where standby arrangements have not been possible, the process
should be followed from ‘Cold Start’.
AC
TIV
ATE
MR
M
MO
NIT
OR
ME
RO
, ME
RC
& M
RM
STA
ND
BYM
ER
O &
MR
M
Activate MECC
Initiate Standby
Arrangements for ERC & Set-Up Teams
High Risk Councils Low Risk Councils
Initiate Standby
Arrangements for Municipal Teams
HOT STARTN
o
Warning Received of Possible Emergency
Notification of Code Red Day or Extreme Risk of Emergency Occurring
Notify EMR MRMs of MECC
Activation
Notify ERC Managers &
ERC Teams to Standby for Further Instruction
Activate ERC
Start
STA
ND
BYM
RM
Team Bravo & Charlie
Sent Home and on Standby.
Notify EMR MRMs of Standby Arrangements
Regional ERC
Managers & Other Appropriate EMR Teams on Standby
ERC, ERC Managers & Team Alpha Placed on Standby. Team Bravo
‘on-call’
COLD START
Incident Occurs?
Ye
s
De-Activate Standby
Arrangements(All Councils)
Yes
Incident Progresses?
No
Yes
Deploy Team Alpha
MECC is Activated
Notify EMR MRMs &
Regional ERC Managers of ERC
Activation.
Incident Occurs?
No
Continue to
Plan & Prepare for
Emergencies
No
Yes
De-Activate Standby Arrangements
Incident Subsides?
EMR
ERC
Arran
gem
en
ts (SOG
’s)
Ye
sNo
4. A
ctiv
ate
and
Set-
up
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C
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4.4 Activation Tasks
The following outlines the initial steps taken following the Activation of an ERC:
MRM
(with assistance from MRM Support Officer)
ERC Manager
(with assistance from ERC Manager Admin Support)
Notify MRMs in EMR about ERC Activation
Brief Operations Manager, Logistics Manager, Public Relations Officer, and Health and Safety Officer
Brief ERC Manager in the MECC
(SMEAC Briefing)
Place ERC Team Bravo on standby
Provide equipment/relief centre kits to ERC Manager and direct the testing of communications equipment where appropriate
Request the MERC for pre-emptive police presence at the ERC until permanent presence of Police or security is arranged
Work with ERC Team to commence set-up of nominated ERC
Notify relevant Support Agencies and Contractors to attend ERC
Direct Logistics to notify Contractors to attend ERC
Notify Media and Public Relations Officer in the MECC to initiate press release regarding ERC location and opening
Direct the Operations Manager to liaise with Support Agencies as to set-up at ERC
4.5 Set-up ERC
Once an ERC site has been activated, Team Alpha will be on site to assist with set-up. IT
specialist support and communications should also be on site to assist with ERC set-up and
provide any required IT equipment.
The Logistics Officer will direct set-up of the ERC according to maps and diagrams outlined in
the site’s facility plan. This should include:
Support agency desks for Red Cross, DHS, Centrelink, Victoria Police, Emergency
Accommodation and Personal Support agencies;
IT equipment to be set up and tested;
Administration desk (attendee check in/checkout, staff sign in/sign out, operations
log, volunteers register);
Emergency Relief Centre signs put in place as outlined in the Facility Plan;
Notice Boards established inside and out of the ERC; and
Liaise and oversee external contractors for event equipment, traffic
management and cleaning.
4. A
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and
Set-
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C
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The Logistics Officer will direct on the location for the ‘attendees check in/check out’
register and the Operations Officer will set it up.
The ERC Manager must notify the MECC once the ERC set-up is complete.
The Operations Officer will liaise with agencies to ensure their requirements are met and
ensure animal management arrangements are established.
4.6 Organise Rosters
The ERC Team Rosters are to be organised by the MRM Support Officer in the MECC and
approved by the MRM.
Once Team Alpha has been activated, it is crucial that the MRM Support Officer works with
regional MRMs to notify Teams Bravo and Charlie of the Activation and ensures that they
are sent home from their normal duties. This is to ensure staff are rested before attending
their first shift at the ERC.
Depending on the Activation time of the ERC, Team Alpha may be required to work a
shorter or longer shift to enable the rostering to be structured around common start times
as soon as possible.
SMS can be used as a suitable method for notifying team members of ERC Activation.
The ERC Manager works longer shifts as they are required to undertake briefings with the
MRM and incoming ERC Manager prior to and at completion of their shift in the ERC.
The position of Public Relations Officer (PR Officer), in addition to IT Support, is not
required to provide 24/7 cover at the ERC. After-hours support of these functions is to be
coordinated from the MECC.
The roster system is based on three teams to provide round the clock staffing of the ERC.
Each team member works 8.0–9.5 hours at the ERC (with the exception of the ERC
Manager) for five days on and five days off. A second group of three teams takes over on
the sixth day of the roster should the emergency necessitate this.
The municipality activating the ERC will provide Team Alpha and Beta, with subsequent
shifts resourced from the EMR.
The rosters in the following tables are to be used as a guide only. Resource requirements will
be based upon the location, size and scale of the incident.
4. A
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MECC Rosters
MRM (Strategic) Shift Times
Time Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
07:00 to 19:00
Team Alpha
Team Alpha
Team Alpha
Team Alpha
Team Alpha
Off Off Team Alpha
Team Alpha
Team Alpha
07:00 to 19:00
Off Off Off Off Off Team Bravo
Team Bravo
Off Off Off
MRM (Operational) and MRM Support Officer Shift Times
Time Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
07:00 to 16:00
Team Alpha
Team Alpha Team Alpha
Team Alpha Team Alpha Off Off Off Off Off
15:00 to 24:00
Team Bravo
Team Bravo Team Bravo
Team Bravo Team Bravo Off Off Off Off Off
23:00 to 08:00
Team Charlie
Team Charlie
Team Charlie
Team Charlie
Team Charlie
Off Off Off Off Off
07:00 to 16:00
Off Off Off Off Off Team Delta
Team Delta Team Delta Team Delta
Team Delta
15:00 to 24.00
Off Off Off Off Off Team Echo
Team Echo Team Echo Team Echo
Team Echo
23.00 to 08:00
Off Off Off Off Off Team
Foxtrot Team
Foxtrot Team
Foxtrot Team
Foxtrot Team
Foxtrot
ERC Rosters
ERC Manager Shift Times
Time Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
05:30to 15:00
Team Alpha
Team Alpha Team Alpha
Team Alpha Team Alpha Off Off Off Off Off
13:30 to 23:00
Team Bravo
Team Bravo Team Bravo
Team Bravo Team Bravo Off Off Off Off Off
21:30 to 07:00
Team Charlie
Team Charlie
Team Charlie
Team Charlie
Team Charlie
Off Off Off Off Off
05:30 to 15:00
Off Off Off Off Off Team Delta Team Delta
Team Delta Team Delta
Team Delta
13:30 to 23:00
Off Off Off Off Off Team Echo Team Echo Team Echo Team Echo Team Echo
21.30 to 07:00
Off Off Off Off Off Team Foxtrot
Team Foxtrot
Team Foxtrot
Team Foxtrot
Team Foxtrot
1 Hour Handover
1 Hour Handover
1 Hour Handover
1 Hour Handover
1 Hour Handover
1 Hour Handover
1 Hour Handover
1 Hour Handover
1 Hour Handover
4. A
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ERC Team Member Shift Times Time Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
06:00 to 15:00
Team Alpha
Team Alpha Team Alpha
Team Alpha Team Alpha
Off Off Off Off Off
14:00 to 23:00
Team Bravo
Team Bravo Team Bravo
Team Bravo Team Bravo
Off Off Off Off Off
22:00 to 07:00
Team Charlie
Team Charlie
Team Charlie
Team Charlie
Team Charlie
Off Off Off Off Off
06:00 to 15:00
Off Off Off Off Off Team Delta
Team Delta Team Delta Team Delta Team Delta
14:00 to 23:00
Off Off Off Off Off Team Echo
Team Echo Team Echo Team Echo Team Echo
22:00 to 07:00
Off Off Off Off Off Team
Foxtrot Team
Foxtrot Team
Foxtrot Team
Foxtrot Team Foxtrot
Public Relations/IT Support Shift Times
Time Day 1 Day 2 Day 3 Day 4 Day 5 Day 6 Day 7 Day 8 Day 9 Day 10
07:00 to
13:00
Team
Alpha
Shift A
Team
Alpha
Shift A
Team
Alpha
Shift A
Team
Alpha
Shift A
Team
Alpha
Shift A
Off Off Off Off Off
13:00 to
19:00
Team
Alpha Shift
B
Team
Alpha Shift
B
Team
Alpha Shift
B
Team
Alpha Shift
B
Team
Alpha Shift
B
Off Off Off Off Off
07:00 to
13:00 Off Off Off Off Off
Team
Delta Shift
A
Team
Delta Shift
A
Team
Delta Shift
A
Team
Delta Shift
A
Team Delta
Shift A
13:00 to
19:00 Off Off Off Off Off
Team
Delta Shift
B
Team
Delta Shift
A
Team
Delta Shift
A
Team
Delta Shift
A
Team Delta
Shift A
1 Hour Handover
1 Hour Handover
1 Hour Handover
1 Hour Handover
1 Hour Handover
4. A
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C
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Notes:
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5. Operate ERC
5.1 In this Section
This section outlines the arrangements and processes to be followed while operating an ERC.
Sub-Section
Reporting and Communication Requirements
Staff, Agency, Contractor Sign-in
Attendee Check in/out
Issuing Wrist Bands
Registration (NRIS)
Catering
Challenging Situations/Attendees
Unaccompanied Children
Material Aid and Volunteer Support
Media Management and Public Information Updates
ERC Repairs and Maintenance
Review Capacity/Escalation
Deactivate ERC
Refer to the site specific facility plan for more detailed information regarding the ERC site.
5.2 Reporting and Communication Requirements
Throughout the duration of each shift at the ERC, there are a variety of key tasks that need
to be completed.
An initial briefing by the MRM to Team Alpha (first team to commence at ERC) will take
place at the MECC. Once the team has been briefed they will then be deployed to the
nominated ERC.
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Reporting and Communication Requirements
Ongoing tasks for communication and reporting requirements are summarised below:
AsRequired 05:30 06:00 08:00 13:30 14:00 21:30 22:00
MRM
Prepare and
email SMEAC to
ERC Manager
Prepare and
email SMEAC to
ERC Manager
Prepare and
email SMEAC to
ERC Manager
ERC Manager
Update ERC
Manager if any
situation changes
Brief the MRM in
the MECC
(SITREP) at end of
shift
Team Shift
Handover
(SITREP) and
conduct Staff
Welfare Debrief
Email DHS ERC
Report to MECC
Brief the MRM in
the MECC
(SITREP) at end of
shift
Team Shift
Handover
(SITREP) and
conduct Staff
Welfare Debrief
Brief the MRM in
the MECC
(SITREP) at end of
shift
Team Shift
Handover
(SITREP) and
conduct Staff
Welfare Debrief
Email DHS ERC
Report to MECC
Email DHS ERC
Report to MECC
Logistics Manager
Brief Contractors
as they arrive
Shift Handover
(Logistics)
Shift Handover
(Logistics)
Shift Handover
(Logistics)
Operations Manager
Brief Agencies as
new shifts arrive
Shift Handover
(Operations)
Shift Handover
(Operations)
Shift Handover
(Operations)
Public Relations Officer
Update Message
Boards
Shift Handover
(Public Relations)
Shift Handover
(Public Relations)
Shift Handover
(Public Relations)
Health and Medical
Brief health and
medical staff as
new shifts arrive
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It is important that there is also consistent and accurate communication and exchange of
information between the ERC and the MECC.
The ERC Managers of the incoming and outgoing shifts are required to carry out a
briefing with the MRM. This includes reviewing the SITREP (Appendix B)prepared by
the ERC Manager completing their shift;
The incoming and outgoing ERC Managers are to call the MECC, using video
conferencing or telephone, and conduct a verbal briefing of the written reports;
At the same time of the shift handover or as close as possible to it, the MRM will
prepare and email a SMEAC report to the ERC Manager;
The ERC Manager must email the DHS ERC Report (Appendix E)at 08:00 and 14:00
hours to the MRM, Deputy MRM and MRM Support Officer in the MECC before the
briefing commences;
Using the SITREP Report, the ERC Manager must provide a briefing to the ERC Team
and support agencies present at the ERC;
The outgoing ERC Manager should conduct a team welfare debrief with outgoing staff
and raise any issues with the MECC for follow up with the municipality’s EAP provider
or counselling/debriefing service. This should happen at the MECC Briefing at 08:00
and 16:00 hours (either by phone or attending the MECC);
The Logistics Officer will provide a briefing to all Contractors undertaking work or
providing assistance at the ERC; and
The Logistics Officer will prepare a catering order based on the current requirements
at the ERC (refer to Section 5.7 - Catering).
The Communications and Media Unit will prepare statements on behalf of Council for
distribution through various media channels. They will also regularly review message boards
at the ERC to assist with communicating information (refer to Section 5.11 Media
Management).
Where possible, the MRM is encouraged to attend the ERC for face to face briefings.
5.2.1 Information Logs
Running the ERC will involve all types of different scenarios and requests from various
agencies and attendees – some will be of an urgent nature, others will not.
It is the role of the ERC Administration Support Officers to ensure that all identified requests
and actions of the ERC are documented. This includes:
Requests from Support Agencies;
Additional resources needed for the ERC;
Specific staffing issues;
Maintenance of the site;
Incoming and outgoing requests from the MECC;
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Record of actions from phone messages;
Statistics of the ERC, e.g. numbers sleeping overnight;
Requests and enquiries from media/politicians; and
Actions taken in relation to all requests and identified needs.
NOTE: Accuracy of recorded tasks is paramount as this information goes on public record.
The Operations Log (refer Operations Log – Appendix K) is to provide a record of all requests,
the action taken and the response time. A pad of the Operations Log forms is available in the
ERC kits. They are to be used by all staff as the prime working record of their activities in the
ERC.
A day book is also contained in the ERC Equipment Kits specifically for the positions of ERC
Manager/Logistics Officer/Operations Officer, PR Officer, Health and Medical. These books
are to be maintained by these positions for the duration of the ERC Activation. It is crucial
that times and dates of notes are entered.
NOTE: Tasks requiring action are to be escalated to the Operations Log.
Once completed, the handwritten forms are to be entered electronically by Administration
Officers in a summary table so that information can be sorted for the ERC Manager or other
staff member to monitor any actions readily, particularly those outstanding.
5.2.2 Communication with Support Agencies
Information flow is critical to the success of service delivery to those attending the Centre. It
also ensures the most appropriate response can be planned for by the MECC for future shifts.
It is the Operations Manager’s responsibility to ensure that each support agency is kept up to
date with all relevant operational information about the ERC and the incident that is being
responded to. A copy of each SITREP Report is to be distributed to each support agency.
It is recommended that each Support Agency familiarises themselves with the current
SMEAC, which is developed by the MECC and the SITREP prepared by the ERC Manager.
Day Book Operations Log
Admin Officers and other staff
ERC Manager
Public Relation Officer
Health &Medical
Logistics Manager
Operations Manager
Tasks requiring action to be escalated to the Operations Log
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A SITREP should be completed at the following stages of each shift:
At the handover of each shift; and
Following any major briefing from the MECC.
A short briefing is required at the commencement of each shift from the ERC Manager
including all key contacts from the Support Agencies, as outlined.
It is important that the ERC Manager is ensuring that Support Agencies are also managing
the welfare of their staff at the ERC.
5.2.3 ERC Shift Handover
As the end of each designated shift approaches, it is the responsibility of the ERC Manager
on duty to prepare several reports for the incoming ERC Manager and Team, including:
Complete the SITREP (refer SITREP Template – Appendix B);
Undertake DHS ERC Report; and
Conduct a Team Welfare debrief.
Using the SITREP (Appendix B), the ERC Manager will fill out the specifics to ensure the next
rostered shift ERC Manager and Team are provided with the most relevant information.
This report will also double as the briefing for the MRM in the MECC and Support Agencies
at the ERC.
The purpose of the SITREP is to provide more detail to the incoming team about operations
such as actions to date, required action during the next shift, and issues raised with the
MECC. It is a brief summary of the key elements that the incoming Team will need to know
to ensure continuity of the ERC.
The ERC Manager is to brief the incoming ERC Manager and Team, upon their arrival to the
ERC. All reports need to be prepared in readiness for the start of their shift. The briefing
should take no longer than five to 10 minutes.
Once the incoming Team has been briefed, the ERC is handed over to the new team.
Before the outgoing Team can leave the ERC, the outgoing ERC Manager must conduct a
Team Welfare debriefing after every shift. The purpose of this is to identify any new issues,
gauge the personal welfare of the team and to refer any team member who has difficulty
coping to seek Professional Counselling Support (each municipality should have either a
contracted Employee Assistance Program provider e.g. Resolutions or personal counselling
services).
Each report must be typed up and saved electronically on a drive to be determined by each
LGA.
5.2.4 ERC Team Welfare Debrief
The following information is a guideline on conducting the ERC team debriefing.
A debriefing is a semi-structured conversation with individuals who have just experienced a
stressful or traumatic event. In most cases, the purpose of debriefing is to reduce any
possibility of psychological harm by informing other people about their experience or
allowing them to talk about it.
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There should be somebody who leads the discussion (MRM or ERC Manager). This person
should use consistent questions at each debrief session. Some general guidelines are as
follows:
It is important for the facilitator to make sure there are no personal attacks on people.
It is useful for participants to be familiar with questions before the actual session.
Reserve enough time. The debriefing should last as long as people have important
things to say, but not go on for too long that people disengage.
During the session, form a circle. This helps to create an open minded, face-to-face
atmosphere.
The task of facilitator is not to present his/her own opinion but to create an
opportunity for all participants to contribute their ideas and feelings. The facilitator
has to ‘keep an eye open’ to make sure individuals are not sitting passively or getting
off the track.
From time to time, the facilitator should summarise the general sentiment or the main
point(s),to clarify an issue before moving on to another question.
The details on the following page are a guide on questions that should be considered when
conducting a debrief with staff.
What went well?
This allows people to start off feeling acknowledged, safe and valid.
It is just as important to recognise the things that have been done
well as those that are weak. Deal with all the positives before
moving to the things that did not go so well.
Why did things
happen?
This elicits reflection and interpretation of the experience. It is, in
effect, looking for the contributing factor to why things went well.
What will we do
differently and
better next time?
This helps consider any changes that could provide for further
improvements. It is important to try to get all ideas regardless of
how general they may be.
What didn’t go
well? Or What could
we have done
better
Once the "What went well?" section is dealt with you need to
move onto those things that did not go as well as they could, or
should have. This does not mean things were done wrong,
although this may be the case, it means things that could have
been done differently. It is important in this section to avoid people
attacking other individuals. Any comments should be made in a
constructive and objective manner. This potentially will be the
facilitator’s greatest challenge.
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Why did things
happen?
This elicits reflection and interpretation of the experience. It is, in
effect, looking for the contributing factor to what didor did not go
well. Again, it is important not to allow things to degenerate into
a blame session. The facilitator must listen and, if need be, re-
word the comment to identify the contributing factor in a non-
personal way. Blaming people will not lead to anything
constructive.
What will we do
differently and
better next time?
This helps the team learn what improvements need to be made.
It is looking for ways to improve things. It is important to try to
get all ideas regardless of how general they may be. Even if
someone suggests something that may appear very odd, dramatic
or totally wild, still record it.
How can we use
this?
This helps people deliberately apply their learning to their work. It
may be something that can be applied at an organisational level
or something that would work at a team or individual level. It is
about recognising leverage and suggesting at a general level
where it can be applied.
The best way to present and record this is to use a whiteboard.
You know your debriefing has worked when people have a clear plan for improvement. If
they plan to do exactly the same thing again, they have not learned anything. This can be
quite tough when things are going well, but this is when you are most in danger of
becoming complacent. Debriefing is what makes the difference for excellent teams who
keep getting better.
5.3 Staff, Agency, Contractor Sign-In
All ERC staff, Support Agencies, Contractors and visitors are required to sign in at ERC at the
start of the shift and sign out upon departure.
An ongoing record of every shift must be kept detailing all personnel working at the ERC,
including the staff working with the Support Agencies.
Each ERC staff member should carry an official ID pass. This includes council staff and other
agencies (refer to ERC Staff Photo Identification – Appendix H).
It is a requirement of the Support Agency MOU to provide these details at all times at the
ERC.
The second component is to ensure there is a record of legitimate temporary visitors
attending the ERC. These include tradesmen, politicians, government departments, and
other such individuals.
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As each visitor signs in, the ERC staff are to allocate them a temporary visitor’s pass. As each
agency and its staff enter the ERC, they need to use the sign-in book.
As the sign-in book is filled out, the ERC Manager is to delegate the administration support
staff to type the information and file it electronically in a drive to be determined by each
council, for the nominated ERC.
5.4 Attendee Check-In
All attendees are required to check in at the ERC for health and safety purposes, utilising
carbon copy OHS check-in books. The check-in process ensures that ERC staff can monitor
the number of people within the facility in the event that an evacuation of the site is
required. Refer to Appendix D
1. ERC support officers assist attendees to complete the check-in form upon arrival at
the ERC;
2. Attendees to retain the tear-off check-in stub, which can be presented to all of the
agencies providing services in the ERC, minimising the need for attendees to retell
their stories; and
3. Upon departure from the ERC, attendees are to place stub in the box provided.
Key
Mess
ag
e Ensure all ERC staff and support agency staff sign in and out of the ERC.
Ensure ERC visitors sign in and out of the centre and receive a visitor’s pass. ERC administration support staff to type up written sign-in sheets once
complete. A complete record is available of all staff working at an ERC at any given
time.
Condition of Entry
Strictly no alcohol or drugs.
Police or private security will be onsite. If there are concerns regarding unruly or inappropriate behaviour, advise the police or security officer immediately.
Staff are on site to assist with your reasonable comfort during your time at the ERC. If you have any questions, please ask.
Patrons are to remove their wristband and deposit in one of the boxes located at the exit points when leaving to assist the ERC management to run the centre as effectively as possible.
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5.5 Issuing Wristbands
Wristbands are only for those sleeping overnight at an ERC.
For those sleeping overnight, there will be three areas for attendees to sleep at an ERC:
a. Male area; b. Female area; and c. Family area (only group requiring a wristband).
Under these arrangements, only males will be allowed in the male sleeping area, and only
females will be allowed in the female sleeping area.
If attendees wish to go into the family sleeping area, they will need to obtain a wristband
from the Emergency Accommodation agency present at the ERC.
5.6 Registration (NRIS)
Responsibility: Red Cross
Red Cross fulfils the role of National Registration and Inquiry Service (NRIS) at the ERC, on
behalf of Victoria Police. Red Cross will setup a registration area at the ERC and all
attendees should be advised to register their details once they have checked in to the ERC.
Registration will enable registered persons affected by the emergency to be accounted for,
traced, and reunited with families, and will assist to answer enquiries on their whereabouts.
If there are significant queues for registration, individuals can be advised that they can
register online at www.redcross.org.au or by phoning the State Enquiry Centre on
1800 727 077. Please note: this number is only activated in the instance of a significant
emergency, under the direction of Victoria Police.
5.7 Catering
Once an ERC has been activated, the procedure below is to be followed to ensure catering
requirements are met.
When activating an ERC, the MRM, in conjunction with the Logistics Officer, notifies the Red
Cross–or designated contractor –that catering may be required.
Upon opening the ERC, the Logistics Officer contacts the MECC to advise approximate
numbers of attendees at the centre and what levels of catering will be required over meal
times and in between for general re-hydration and snacks. For details on what is required
on the order, refer to Appendix I.
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The Logistics Officer also needs to consider any special dietary requirement of ERC attendees
when ordering (refer Section 5.8.2 – CALD Communities). This information can be checked
with the check-in desk. CALD groups that have particular dietary requirements are
documented below, but liaison should take place with attendees, translators and/or
community leaders present at the ERC to determine any further requirements.
CALD Group Dietary Requirements Where Applicable
African/ Muslim
Halal, no pork Always
No eating betweensunrise and sunset (daylight hours)
During festival of Ramadan
African Milk is a very popular drink Always
Bosnian No pork Always
Indian –Sikh No pork Always
Indian–Hindu No beef Always
Jewish Kosher, no pork Always
Vietnamese Vegetarian food Often, but particularly during religious festivals
Place the order to cater for each group through the catering agency or contractor. Refer to
specific facility plan for specific agency contact details.
For festivals such as Ramadan, food should be ordered and made available after sunset and
before sunrise. Monitor the arrival and distribution of food – liaise with community leaders
or translators to advise of specific foods for CALD groups.
Finally, it is important that the Logistics Officer monitor clean-up after meals to ensure the
venue remains clean and tidy, and risk of cross contamination from uneaten food stuffs is
avoided.
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Notify Agency/Contractor of need for catering at ERC. Confirm numbers for upcoming meals and any special dietary
considerations using catering order form. Ensure meal area is cleaned thoroughly after each meal.
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5.8 Challenging Situations/Attendees
The ERC is only able to provide a basic support service in terms of care and shelter for
persons who have been displaced – this must be made clear by all staff and support
agencies to ERC attendees. ERCs must, however, cater for basic accessible wheelchair
access (including toilet access).
Should a situation occur where a person presents at the ERC with a disability, medical
condition, or who is frail aged and requires assistance to a level that cannot be reasonably
catered for in a safe and reasonable manner, this must immediately be brought to the ERC
Manager’s attention. It is then the ERC Manager’s role to determine if individual needs can
be met.
The ERC Manager is to assess the support and assistance requirements of the person with a
disability, medical condition or who is frail aged and determine whether it is safe and
reasonable to provide ongoing support and assistance at the ERC.
If the ERC Manager establishes that a person’s support and assistance requirements cannot
be reasonably accommodated at the ERC, the ERC Manager must notify the MRM, who will
arrange for a suitable referral. In instances where appropriate transport may not be
immediately available to a hospital, respite care or other care agency, a temporary resource
may be activated to attend to an individual’s personal care needs.
It is important that this occurs as quickly as possible to cause as little stress and discomfort
as possible to the person requiring extra assistance and so as not to require any staff or
Support Agencies to provide services beyond their capacity. To ensure that the ERC has a
basic capacity to assist people with a disability, medical condition or frailty, a temporary
resource may be activated to attend to these personal care needs until such time as they
can be transported on to another facility such as a hospital, respite care or other agency.
Complex/challenging situation arises
yes
Notify ERC Manager
Provide assistance at ERC
ERC Manager to assess the situation
ERC has capacity to manage the situation?
ERC has capacity to manage the situation?
Victoria Police provide interim management
of situation
MRM to arrange specialist support
for ERC
RESPECTQuickly and effectively
manage the situation with
respect and care
no
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5.8.1 Vulnerable Populations
In instances where high numbers of the community are relocating to ERCs, it is highly
probable that some people may present who cannot be appropriately accommodated with
existing ERC team skills and facility arrangements.
Where people present with a severe disability, have a medical condition, or are frail aged, the
ERC is not expected to cater for these individuals. Where a referral has been requested
through the MRM and a prolonged delay has been identified before a suitable relocation of
an individual(s) can occur, the MRM must arrange for a home carer or equivalent who is
trained in Personal Care to Certificate III level. This person must attend the ERC until such
time as the identified person(s) has been transported from the site.
Where an individual who has been identified as having support and assistance requirements
beyond those available at the ERC refuses to relocate to the new arrangements, Victoria
Police assistance may be required.
5.8.2 CALD Community
Information from check-in should be reviewed and collated to identify CALD groups and
language needs. The ERC Manager will allocate one team member to be responsible for
liaising with the CALD community and interpreter services.
Where applicable, attendance by interpreters and community leaders should be arranged.
Advise interpreters and community leaders of:
Details of the emergency;
Languages and dialects required at the ERC;
Estimated length of interpreter participation;
Details of the ERC location and the ERC Manager to report to upon arrival;
Approximate number in the community group that have evacuated to the ERC.
Please note: it is preferable to use an accredited interpreter. A community leader or member
should only be used for interpreting at an ERC if an accredited interpreter is not available.
The Translating and Interpreting Service (TIS) provides a free telephone service to local
government. An interpreter can be deployed to an ERC for larger groups but this will incur a
fee.
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Contact Name Business Hours Code Availability
Translating and Interpreting Service (TIS)
FREE service to local government 13 1450 C465211 24 hours
Victorian Interpreting and Translating Service (VITS)
Fees apply (03) 9280 1955 14888 24 hours
Centrelink Multilingual Service
13 1202
5.9 Unaccompanied Children
The following provides guidelines on the policy for dealing with unaccompanied children at
an ERC.
The ERC is only able to provide a basic support service in terms of care and shelter for
persons who have been displaced– this must be made clear to all staff and support agencies
who liaise with centre attendees.
The ERC team is not adequately equipped to deal with the appropriate supervision of
unaccompanied children who present at an ERC. Should the situation occur where an
unaccompanied child presents at an ERC, the situation must be brought to the ERC
Manager’s attention immediately.
Each ERC Team must have a person in the team who has a current Working with Children
Check. Other support agencies that may assist in this regard include:
DHS;
Red Cross;
The Salvation Army;
Centrelink;
Victoria Police.
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The role of the ERC is to provide only basic care and shelter for displaced persons.
If a person presents with a disability, medical condition or is frail aged, ERC Manager determines whether ERC can provide basic needs.
If ERC cannot provide basic needs, ERC Manager to inform MRM of need for referral.
Identify CALD groups and language needs during the registration process.
Arrange forinterpreters or community leaders where required. An interpreter can be deployed to an ERC for larger groups.
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These agencies have suitable qualifications for working with children. The ERC Manager will
refer the issue to one of these agencies to ensure that any unaccompanied child is
appropriately supervised at the ERC at all times, for their safety.
The ERC Manager is to log the presentation of an unaccompanied child at the ERC in the
operations log.
The ERC Manage must immediately notify the MRM of the unaccompanied child. Victoria
Police are responsible to locate the parents, guardian or next of kin.
The MRM is to log the presentation of unaccompanied children at the relevant ERC in the
operations log. They will also notify Child Protection Intake via DHS (located in the MECC)of
the situation and request that they arrange for more appropriate care of the unaccompanied
child at the ERC. The MRM is to then advise the ERC Manager of the outcome.
5.10 Material Aid and Volunteer Support
In an emergency, community goodwill may result in a flood of material goods or volunteer
offers of help. Evidence from the 2009 Victorian bushfires demonstrated that unsolicited
material goods can hinder emergency response activity and the situation requires a clear and
consistent community message.
To ensure the management of offers of material aid and volunteer support during the
response phase is effective, it is important that those making offers:
Receive a professional and courteous response from ERC staff;
Understand the conditions where offers of support will or will not be accepted; and
Are made aware of ways to get involved in recovery activity (service clubs, volunteer
agencies etc).
Material goods can quickly hinder ERC procedures and further confuse the ERC
arrangements and should be referred to The Salvation Army agreed distribution points
(refer to MOU contained in Appendix M).
Volunteers are not required at the ERC (including council staff not rostered to be there) and
should be referred to local volunteer resource centres and appropriate volunteer agencies
and service groups.
Liaise with the MECC regarding any issues.
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When an unaccompanied child presents at an ERC, ERC Manager must be notified
immediately.
An ERC staff member with a ‘Working with Children Check’ becomes responsible
for the supervision of the child. This is not included in the instructions.
The child’s next of kin is notified to attend ERC.
If the child’s next of kin cannot be identified or contacted, ERC Manager mustnotify
MRM to escalate to the relevant authority.
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5.11 Media Management and Public Information Updates
A key role of the Public Relations Officer role is to ensure the ongoing management of any
media (print/radio/television) that arrive at an ERC.
It should be noted that media personnel are not permitted to enter the ERC unattended.
A separate area for media personnel is clearly defined in the facility plan.
The Public Relations Officer takes advice on site from the ERC Manager and the
Communications and Media Manager (in the MECC) who receives direct feeds of
information from the Incident Control Agency and VicPol about the emergency and will
then disseminate this information as directed. The Public Relations Officer will assist with
the dissemination of Council initiated actions in response to an emergency event. Actions
may include the provision of services and support, Business Continuity Plan actions, public
health messages, provision of feed for livestock etc. In the interests of public safety, the
Public Relations Officer will refrain from commenting on other agencies’ operational issues
such as fire fighting and fire behaviour.
To enable an appropriate and timely response to media inquiries, the Public Relations
Officer will need to have a number of pre-prepared Media Statements and key messages to
be delivered as required. These messages may be delivered directly by the role or through
the ERC Manager and should be approved first by the Public Relations
Officer/Communications and Media Manager in the MECC.
Media Release– Pre-prepared media releases can also be used as a tool to ensure the media
can be managed as professionally and promptly as possible about the activities happening
in the ERC on any given day. Refer to the Media Release Template - Appendix J.
Should the media request a statement from another Support Agency (Red Cross/The
Salvation Army etc) working at the ERC, where appropriate, the Public Relations Officer will
assist in preparing the selected agency on the types of questions they are likely to be asked
and in the development of any ‘key messages’ that the overall Emergency Response is
promoting.
The Public Relations Officer will work alongside media officers from other agencies, for
example, VicPol and Red Cross. The Public Relations Officer can also disseminate key
messages on behalf of these agencies if they do not have their own media officers at the
ERC.
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No material goods will be accepted at the ERC. The Salvation Army is responsible for material aid through nominated
distribution centres near the operational ERC. Volunteers who are not affiliated with formal ERC operations are not
required and will not be utilised in the ERC. Council will provide a means of registering interest forcommunity
members wanting to provide support.
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When media arrive at an ERC, they should be directed to the Public Relations Officer who will
coordinate their requests. In the absence of a Public Relations Officer, the ERC Manager
assumes responsibility for media management in consultation with the MRM at the MECC.
5.11.1 VIPs and Celebrities
A key role of the Public Relations Officer role is to ensure the ongoing management of any
VIPs or Celebrities (politicians/sports and television personalities) that arrive at an ERC.
The Public Relations Officer takes advice on site from the ERC Manager and from the Public
Relations Officer/Communications and Media Manager in the MECC who receives direct
feeds of information from the Incident Control Agency and VicPol.
When high profile personalities arrive at an ERC, they should be directed to the Public
Relations Officer who will coordinate their requests.
The Public Relations Officer should facilitate guided tours of the ERC for media, VIPs and
celebrities where appropriate.
The Public Relations Officer should provide opportunities for regular media interviews,
liaising with the MECC.
In the absence of the Public Relations Officer, the ERC Manager will identify if further
resources are necessary to effectively manage VIPs and celebrities.
5.11.2 Public Information Updates
A key function of the Public Relations Officer is to ensure that a variety of information is
made available to those attending the ERC in areas such as:
Updates on the Emergency Situation (with the approval of the MECC);
Updates on what services are available at the ERC;
Support Agencies;
Public Health;
Road Closures;
Emergency assistance grants;
Provision of material aid;
Closure of ERC;
Opening of a Community Recovery Centre.
The Public Relations Officer is to ensure that all public notices on display at the ERC have a
consistent presentation to the public and that they are up to date. Any information sheets
created as handouts or as posters should have a date and time of when they were created.
Where the facility has LCD screens located throughout the ERC, the Public Relations Officer
can update the ERC attendees using this technology. These screens may substitute as
information points for websites such as the CFA or the news feeds from relevant media
outlets.
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Where such technology is not available, updates will need to be posted at strategic points
throughout the ERC using written templates.
Where required, the Public Relations Officer should use the support of the ERC
Administration Support Officers to update information at the centre.
In the absence of Public Relations Officer, the ERC Manager assumes responsibility for ERC
public information updates in consultation with the MRM at the MECC.
5.12 ERC Repairs and Maintenance
It is the responsibility of the Logistics Officer to ensure that the facility is functioning
properly at all times. Should any part of the building require repair or maintenance, a
suitable tradesperson will need to be arranged immediately. There are a number of
different trade contacts that are registered as approved contractors with Council’s annual
supply. This ensures they have all the appropriate qualifications, insurances and safe
working procedures.
Note: the method may differ from council to council, i.e. request through Operations.
Any maintenance issue will need to be logged in the ERC Operations Log (refer to Appendix
J)and the time a tradesperson was called, arrived and what actions were taken.
Once the tradesperson arrives at the ERC, they will need to sign in and then report to the
Logistics Officer for further instructions and to receive a visitor’s pass.
The ERC Manager should advise the MECC if an issue of a significant nature occurs and once
again when it has been resolved.
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Log maintenance issue. Logistics Officer to engage appropriate contractor to attend ERC and liaise
with the MECC. Ensure contractor signs in to ERC upon arrival.
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The Public Relations Officer is responsible for the dissemination of information they receive from the MECC and the ERC Manager.
The Public Relations Officer will use pre-prepared media statements to manage any media requests.
If other Support Agencies do not have their own media officer, the Public Relations Officer can receive and disseminate information on their behalf.
Public Relations Officer to liaise with the Media and Communications Manager in the MECC.
Provide opportunities for guided tours of the ERC for high profile personalities.
Ensure all relevant information is made available to ERC attendees. Ensure all information displayed in the ERC is up to date.
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5.13 Review Capacity/Escalation
It is the responsibility of the ERC Manager to monitor the number of people within the ERC.
This can be done by:
Liaising with Red Cross and other agencies during the briefing with Support Agencies.
This will provide regular updates on the number of people registering and attending the
ERC; and
Keeping a tally of the number of attendees at the ERC through the check in/out process.
Each of the ERC sites has different capacity numbers. ERC Managers and support teams
should refer to the site’s facility plan for the capacity numbers for the nominated ERC.
If ERC teams identify that the ERC is approaching capacity(as outlined in the facility plan), the
ERC Manager will notify the MRM in the MECC.
Information regarding the number of people in attendance at the ERC must be documented
and reported in the SITREP (Appendix B) provided to the MECC, during the briefing with the
MRM at the end of each shift.
Situation Change/Escalation
If the emergency situation changes, requiring additional or replacement ERC sites, the MRM
will notify the ERC Manager and provide advice.
5.14 Deactivate ERC
The decision to close the ERC will be made collaboratively by the MRM, MERO and MERC and
agencies at the ERC with input from ERC Managers.
The ERC Manager will provide detailed information as part of scheduled MECC briefing on
reduced need for ERC, taking into consideration:
Progressive decline in patronage to ERC;
Guidance from the MECC about broader issues surrounding the emergency
situation; and
Political impact and sensitive nature of closing an ERC.
On receipt of advice to close the ERC, the ERC staff should be coordinated to:
Advise all contractors and agencies of deactivation;
Advise all attendees of the ERC closure;
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ERC Manager and Support Team monitor ERC attendance numbers and refer to the capacity numbers outlined in the ERC site facility plan.
If the ERC is approaching capacity, notify the MRM in the MECC.
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Liaise with agencies to ensure all attendees have appropriate accommodation
arrangements in place if unable to return to their homes;
Ensure all attendees vacate the site;
Remove all signage (internal and external) and pack up ready for transport;
Pack up furniture in readiness for return to store;
Collect and forward all ERC documentation including centre logs and forms to the
active MECC;
Undertake an inventory of onsite equipment and supplies;
Return all rented/borrowed equipment to the owners/contractors; and
Identify any lost and damaged items to the centre site and report to MECC.
The ERC Manager should also arrange for:
The cleaning of the centre to pre-occupancy condition in readiness for returning the
site to the tenants;
All documentation to be secured and delivered to the MRM at the MECC (information
may need to be used at a later date, e.g. royal commission); and
The complex grounds to be left in an orderly manner and arrange removal of
additional rubbish bins and refuse.
Finally, the MRM and Facility Manager will be advised of the completion of the ERC closure.
The facility will be locked and keys returned to supplier.
The MRM will develop an integrated communications plan with Public Relations Officer to
inform the public about the transition from Relief to Recovery.
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MRM, MERO, MERC and agencies at the MECC make decision to deactivate ERC.
ERC staff to inform all relevant individuals and organisations about the ERC deactivation.
ERC staff to ensure all attendees have found suitable accommodation. ERC staff to organise cleaning of the ERC. ERC Manager to close facility and return keys to supplier.
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Notes:
6. D
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6. Duty
Statements 6.1 In this Section
This section provides detailed information relating to the roles and responsibilities of allocated roles at an ERC, including Contractors.
Duty Statements in this Section
ERC Manager 1.1.1 ERC Support Team Leader
ERC Manager Admin Support 1.1.2 Animal Management Officer
Operations Officer 1.1.3 Admin Officer
Logistics Officer 1.1.4 Support Officer
Public Relations Officer Contractors
1.1.5 Health and Safety Officer
For detailed information on roles and responsibilities of Support Agencies, refer to the specific Memorandum of Understanding (MOU) with that Support Agency – Appendix M.
6.2 ERC Manager
The following outlines the roles and responsibilities of the ERC Manager.
View ERC Team Structure
Title ERC Manager
Overview Statement
To oversee the daily operations of a designated Emergency Relief Centre (ERC) to ensure the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event of an emergency.
Duties
Overall management and control of the ERC (working with Operations Officer)
Oversee the setup and opening of the ERC
Responsible for day to day operation of the ERC
Authority to approve attendance of agencies to operate at the ERC;
Authority to direct setup and placement of agencies throughout the ERC
Authority to deny access to the ERC to individuals
Oversee the deactivation and closure of the ERC
Maintenance and safety of the ERC (working with Logistics Officer)
Facilitate risk management assessment of the ERC
Ensure health and safety of staff, residents, other agencies is maximised through adherence to OH&S guidelines
Ensure the primary health needs of attendees are being monitored and liaise with MRM to ensure appropriate service response
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Manage information flow to/from and within ERC(working with Public Relations Officer)
Responsible for sign off of all external communication from ERC
Supervise the maintenance of up to date information boards for ERC
Liaise with MRM daily, or as required, to identify issues of concern and update on activities of ERC
Liaise with Communications and Media Liaison Officer in relation to media attendance and requests for information at ERC. In the absence of the Public Relations Officer, liaise with the MECC about appropriate media management options.
Conduct daily briefings for agencies within ERC Supply equipment and essential provisions (working with the Logistics Officer)
Oversee the equipment needs within the ERC to ensure adequate standard
Work with the Logistics Officer to ensure adequate supplies of essential items within ERC
Liaise with MECC regarding equipment and supplies and arrange purchase of supplies locally if required
Management and supervision of ERC staff
Supervise the activities of the Operations Officer, Logistics Officer, Public Relations Officer and Health and Safety Officer
Supervise the wellbeing of staff to ensure regular breaks, personal support and debriefing
Undertake briefing staff as they commence and complete shifts at the ERC
Oversee all staff to ensure all are dressed in appropriate clothing and identification tabards during shifts at ERC
Information/data collection
Oversee record keeping to ensure all communication and activity is captured and documented correctly
Liaise with Red Cross to facilitate registration of attendees
Facilitate completion by agencies and sign off on daily SITREP report from ERC daily
Liaise with MRM at MECC regularly and provide regular reports on the status and operations of the ERC
Responding to special needs groups within ERC
Oversee appropriate response to special needs within ERC – CALD, people with disabilities, children, frail aged
Qualifications, Accredited Competencies, Insurances
Participation in Induction, annual training and exercises for ERC teams
Participation in SES Introduction to Emergency Management
Skills, Knowledge & Experience
Judgement And Decision Making
This position requires skill in problem solving and particularly to be proactive and innovative in the approach used to develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Ability to provide information to the MRM, agencies attending the ERC, staff and affected persons attending the ERC in a timely and appropriate manner
Demonstrated ability to be flexible and responsive to meet the needs of the staff, agencies and affected residents at the ERC.
Ability to adapt to change, negotiate compromise and tolerate ambiguity
Specialist Skills And Knowledge
Well developed event management skills and a demonstrated ability to manage in a complex, highly stressful environment
High level skills in successful management and facilitation with a variety of groups and organisations including individual community members.
High level of resource management skills particularly with respect to managing and coordinating a staff team within a flexible and constantly changing work environment.
Competency in use of computer resources to support work team
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Management Skills
Ability to provide strong leadership, effective communications and appropriate resources to a team of professional service providers
High level of written and verbal communication skills and a high level of negotiation skills and the ability to resolve problems innovatively
Ability to perform a strategic management role and to ensure appropriate service delivery consistent with corporate objectives and the service expectation of customers as appropriate
Ability to organise work activities, delegate work and directly supervise a diverse work unit, including possible volunteers and employees
Ability to respond quickly and flexibly to unexpected issues and queries
Interpersonal Skills
Highly developed interpersonal skills evidenced by an ability to maintain effective relationships with other agencies, media, visiting politicians, the community, management and staff
Well developed skills in written and verbal communication
Effective listening skills
Ability to analyse and resolve problems relating to the operation of the ERC with internal and external stakeholders
Commitment to high levels of customer service
Commitment to working in a team environment
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people from a wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Observe safe working procedures
Attend to any OHS risk on site and, if required, report to the MECC for immediate follow-up
Line Relationships
Reports To: MRM Supervises:
Operations Officer
Logistics Officer
Public Relations Officer
Health and Safety Officer Internal Relationships:
MECC ERC Support team
MECC Resources Co-ordinator External Relationships:
Residents, visitors to area, workers attending ERC
Media representatives
Any politicians visiting venue
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6.3 ERC Manager Admin Support
The following outlines the roles and responsibilities of the ERC Manager Admin Support.
View ERC Team Structure
Title ERC Manager Admin Support
Location Nominated ERC
Overview Statement
To support the ERC Manager in the daily operations of a designated Emergency Relief Centre (ERC) ensuring the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event of an emergency. The position works directly under the ERC Manager.
Duties
Daily operations of the ERC
Undertake tasks as directed to support the ERC Manager
Assist in the information flow within ERC
Assist in the maintenance of up to date information boards for ERC
Assist the ERC Manager with communicating and reporting requirements
Information/data collection
Undertake record keeping as directed
Collect and collate data as required
Assist Red Cross to facilitate registration of attendees if required
Qualifications, Accredited Competencies, Insurances
Participation in induction, annual training and exercises for ERC teams
Skills, Knowledge and Experience
1. Judgement and Decision making
Skill in problem solving and, particularly, to be proactive and innovative in the approach used to assist develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Ability to provide information to the ERC Manager in a timely and appropriate manner
Demonstrated ability to be flexible and responsive
Ability to adapt to change, negotiate compromise and tolerate ambiguity 2. Specialist skills and knowledge
Demonstrated ability to manage in a complex, highly stressful environment
Skills interacting with a variety of groups and organisations, including individual community members
Competency in use of computer resources to support work team 3. Interpersonal Skills
Good interpersonal skills evidenced by an ability to maintain effective relationships with other team members, other agencies, visiting politicians, the community, management and staff
Well developed skills in written and verbal communication
Effective listening skills
Commitment to high levels of customer service
Commitment to working in a team environment
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people from a wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Observe safe working procedures
Attend to any OHS risk on site and, if required, report to the ERC Manager for immediate follow-up
Line Relationships Reports to: ERC Manager
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6.4 Operations Officer
The following outlines the roles and responsibilities of the Operations Officer.
View ERC Team Structure
Title Operations Officer
Location Nominated ERC
Overview Statement
Attend to the daily operations of a designated Emergency Relief Centre (ERC) to ensure the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event of an emergency.
The position works directly under the ERC Manager.
Duties
Operational management of the ERC
Undertake and direct the set-up and opening of the ERC
Assist with the day to day operational duties of the ERC
Assist with the deactivation and closure of the ERC Manage information flow to/from and within ERC
Responsible for sign off of all external communication from ERC
Supervise the maintenance of up to date information boards for ERC
Liaise with ERC Manager ongoing as required, to identify issues of concern Management and supervision of ERC staff
Supervise the activities of staff
Supervise the wellbeing of staff to ensure regular breaks, personal support, debriefing
Undertake briefings of staff as they commence shifts at the ERC and debrief at the end of shift
Oversee all staff to ensure all are dressed in appropriate clothing and identification tabards during shifts at ERC
Qualifications, Accredited Competencies, Insurances
Participation in induction, annual training and exercises for ERC teams
Skills, Knowledge & Experience
Judgement And Decision Making
This position requires skill in problem solving and particularly to be proactive and innovative in the approach used to develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Ability to provide information to the ERC Manager, agencies attending the ERC, staff and affected persons attending the ERC in a timely and appropriate manner
Demonstrated ability to be flexible and responsive to meet the needs of the staff, agencies and affected residents at the ERC.
Ability to adapt to change, negotiate compromise and tolerate ambiguity
Specialist Skills And Knowledge
Well developed event management skills and a demonstrated ability to manage in a complex, highly stressful environment
High level skills in successful management and facilitation with a variety of groups and organisations including individual community members.
High level of resource management skills particularly with respect to managing and coordinating a staff team within a flexible and constantly changing work environment.
Competency in use of computer resources to support work team
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Management Skills
Ability to provide strong leadership, effective communications and appropriate resources to a team of professional service providers
High level of written and verbal communication skills, a high level of negotiation skills, and the ability to resolve problems innovatively.
Ability to perform a strategic management role and to ensure appropriate service delivery consistent with corporate objectives and the service expectation of customers as appropriate.
Ability to organise work activities, delegate work and directly supervise a diverse work unit, including possible volunteers and and employees
Ability to respond quickly and flexibly to unexpected issues and queries
Interpersonal Skills
Highly developed interpersonal skills evidenced by an ability to maintain effective relationships with other agencies, media, visiting politicians, the community, management and staff
Well developed skills in written and verbal communication
Effective listening skills
Ability to analyse and resolve problems relating to the operation of the ERC with internal and external stakeholders.
Commitment to high levels of customer service.
Commitment to working in a team environment
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people from a wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Observe safe working procedures
Attend to any OHS risk on site and if required, report to the ERC Manager for immediate follow-up
Line Relationships
Reports To: ERC Manager
Supervises:
Animal Management Team Leader
ERC Support Team Leader
First Aid and Medical
Liaises with :
Staff from support agencies located within the ERC, including:
Centrelink
Department of Human Services
Personal Support& Counselling agencies
Red Cross
The Salvation Army
SES
Victoria Police
St John’s Ambulance Internal Relationships:
ERC team External Relationships:
Residents, visitors to area, workers attending ERC
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6.5 Logistics Officer
The following outlines the roles and responsibilities of the Logistics Officer.
View ERC Team Structure
Title Logistics Officer
Location Nominated ERC
Overview Statement
Attend to the logistical requirements of a designated Emergency Relief Centre (ERC) to ensure the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event of an emergency.
The position works directly under the ERC Manager.
Duties
Under the direction of the ERC Manager facilitate the set-up and opening of the ERC
Supply equipment and essential provisions
Oversee the equipment needs within the ERC to ensure adequate standard
Work with the ERC Manager to ensure adequate supplies of essential items within ERC and any required purchases
IT and Communication equipment requirements
Determine appropriate requirements for IT and work with IT Support to ensure all communication and electronic equipment is operational at the ERC
Traffic Management
Direct the requirements for traffic management Management and supervision of staff/contractors
Supervise the activities of staff/contractors undertaking the following actions: o Security, traffic management, catering, cleaning and rubbish removal and
IT Services
Supervise the wellbeing of staff to ensure regular breaks, personal support, debriefing
Undertake briefing staff as they commence and complete shifts at the ERC
Ensure all staff/contractors are dressed appropriately and identification or tabards are worn during all shifts at ERC
Qualifications, Accredited Competencies, Insurances
Participation in induction, annual training and exercises for ERC teams
Skills, Knowledge & Experience
Judgement And Decision Making
This position requires skill in problem solving and particularly to be proactive and innovative in the approach used to develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Ability to provide information to the ERC Manager in a timely and appropriate manner
Demonstrated ability to be flexible and responsive to meet the needs of the staff, agencies and affected residents at the ERC.
Ability to adapt to change, negotiate compromise and tolerate ambiguity
Specialist Skills And Knowledge
Well developed event management skills and a demonstrated ability to manage in a complex, highly stressful environment
High level skills in successful management and facilitation with a variety of groups and organisations including individual community members.
High level of resource management skills particularly with respect to managing and coordinating a staff team within a flexible and constantly changing work environment.
Competency in use of computer resources to support work team
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Management Skills
Ability to provide strong leadership, effective communications and appropriate resources to a team of professional service providers
High level of written and verbal communication skills, a high level of negotiation skills, and the ability to resolve problems innovatively.
Ability to perform a strategic management role and to ensure appropriate service delivery consistent with corporate objectives and the service expectation of customers as appropriate
Ability to organise work activities, delegate work and directly supervise a diverse work unit, including possible volunteers and employees
Ability to respond quickly and flexibly to unexpected issues and queries Interpersonal Skills
Highly developed interpersonal skills evidenced by an ability to maintain effective relationships with other agencies, media, visiting politicians, the community, management and staff
Well developed skills in written and verbal communication
Effective listening skills
Ability to analyse and resolve problems relating to the operation of the ERC with internal and external stakeholders
Commitment to high levels of customer service
Commitment to working in a team environment
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people from a wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Observe safe working procedures
Attend to any OHS risk on site and if required, report to the ERC Manager for immediate follow-up
Line Relationships
Reports To: ERC Manager
Supervises:
Security
Traffic management
Catering
Cleaning and rubbish removal
IT Services Internal Relationships:
ERC team External Relationships:
Residents, visitors to area, workers attending ERC
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6.6 Public Relations Officer
The following outlines the roles and responsibilities of the Public Relations Officer.
View ERC Team Structure
Title Public Relations Officer
Location Nominated ERC
Overview Statement
Attend to the information requirements and media communication requirements of a designated Emergency Relief Centre (ERC).
The position works directly under the ERC Manager.
Duties
Information/Communication
Development of all external communication from ERC (approved by the ERC Manager)
Control the maintenance of up to date information boards for ERC
Liaise with ERC Manager regularly or as required, to identify issues of concern and update on activities of ERC and from MECC
Coordinate media attendance and requests for information.
Liaise with the MECC about appropriate media management options.
Assist to conduct daily briefings for agencies within ERC
Qualifications, Accredited Competencies, Insurances
Participation in induction, annual training and exercises for ERC teams
Skills, Knowledge & Experience
Judgement and Decision making
Skill in problem solving and, particularly, to be proactive and innovative in the approach used to assist develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Ability to provide information to the ERC Manager in a timely and appropriate manner
Demonstrated ability to be flexible and responsive
Ability to adapt to change, negotiate compromise and tolerate ambiguity Specialist skills and knowledge
Demonstrated ability to manage in a complex, highly stressful environment
Skills interacting with a variety of groups and organisations, including individual community members
Competency in use of computer resources Interpersonal Skills
Good interpersonal skills evidenced by an ability to maintain effective relationships with other team members, other agencies, visiting politicians, the community, management and staff
Well developed skills in written and verbal communication
Effective listening skills
Commitment to high levels of customer service
Commitment to working in a team environment
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people from a wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Observe safe working procedures
Attend to any OHS risk on site and if required, report to the ERC Manager for immediate follow-up
Line Relationships
Reports To: ERC Manager
Internal Relationships: Council Media & Communications (in the MECC) External Relationships: Media
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6.7 Health and Safety Officer
The following outlines the roles and responsibilities of the Health & Safety Officer.
View ERC Team Structure
Title Health & Safety Officer
Location Nominated ERC
Overview
Statement To monitor and maintain a safe ERC environment at all times.
Duties
Identify, document and report hazards to the ERC Manager for action. To lead safe work practice for staff and ERC patrons.
Qualifications, Accredited Competencies, Insurances
Participation in induction, annual training and exercises for ERC teams
Skills, Knowledge & Experience
Judgement and Decision making
Skill in problem solving and particularly to be proactive and innovative in the approach used to assist develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Ability to provide information to the ERC Manager in a timely and appropriate manner
Demonstrated ability to be flexible and responsive
Ability to adapt to change, negotiate compromise and tolerate ambiguity Specialist skills and knowledge
Demonstrated ability to manage in a complex, highly stressful environment
Skills interacting with a variety of groups and organisations, including individual community members.
Competency in use of computer resources Interpersonal Skills
Good interpersonal skills evidenced by an ability to maintain effective relationships
Well developed skills in written and verbal communication
Effective listening skills
Commitment to high levels of customer service.
Commitment to working in a team environment.
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people from a wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Observe safe working procedures
Attend to any OHS risk on site and if required, report to the ERC Manager for immediate follow-up
Line Relationships Reports To: ERC Manager
Internal Relationships: ERC team
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6.8 ERC Support Team Leader
The following outlines the roles and responsibilities of the ERC Support Team Leader.
View ERC Team Structure
Title ERC Support Team Leader
Location Nominated ERC
Overview
Statement To provide leadership and guidance to the ERC Administration Team.
Duties
Maintain regular communication with the ERC Manager
Manage administrative priorities in the ERC
Support the ERC Manager and the Team to fulfil scheduled reporting requirements
Undertake document management and regular communication with the MECC
Qualifications, Accredited Competencies, Insurances
Participation in induction, annual training and exercises for ERC teams
Skills, Knowledge and Experience
Judgement and Decision making
Skill in problem solving and particularly to be proactive and innovative in the approach used to assist develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Ability to provide information to the ERC Manager in a timely and appropriate manner
Demonstrated ability to be flexible and responsive
Ability to adapt to change, negotiate compromise and tolerate ambiguity Specialist skills and knowledge
Demonstrated ability to manage in a complex, highly stressful environment
Skills interacting with a variety of groups and organisations, including individual community members
Competency in use of computer resources Interpersonal Skills
Good interpersonal skills evidenced by an ability to maintain effective relationships
Well developed skills in written and verbal communication
Effective listening skills
Commitment to high levels of customer service
Commitment to working in a team environment
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people from a wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Observe safe working procedures
Attend to any OH&S risk on site and if required, report to the Operations Officer for immediate follow-up
Line Relationships Reports To: Operations Officer
Internal Relationships: ERC team
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6.9 Animal Management Officer
The following outlines the roles and responsibilities of the Animal Management
Officer.
View ERC Team Structure
Title Animal Management Officer
Location Nominated ERC
Overview Statement
Provide assistance to the ERC with relation to Animal Control where attendees are arriving with their animals and/or pets.
Duties To make arrangements for the care and welfare of animals being brought into an ERC
Qualifications, Accredited Competencies, Insurances
Participation in induction, annual training and exercises for ERC teams.
Skills, Knowledge and Experience
Judgement and Decision making
Skill in problem solving and, particularly, to be proactive and innovative in the approach used to assist develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Ability to provide information to the ERC Manager in a timely and appropriate manner
Demonstrated ability to be flexible and responsive
Ability to adapt to change, negotiate compromise and tolerate ambiguity Specialist skills and knowledge
Demonstrated ability to manage in a complex, highly stressful environment
Skills interacting with a variety of groups and organisations, including individual community members
Competency in use of computer resources Interpersonal Skills
Good interpersonal skills evidenced by an ability to maintain effective relationships
Well developed skills in written and verbal communication
Effective listening skills
Commitment to high levels of customer service
Commitment to working in a team environment
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people from a wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Observe safe working procedures
Attend to any OHS risk on site and if required, report to the ERC Manager for immediate follow-up
Line Relationships
Reports To: Operations Officer
Internal Relationships: ERC team
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6.10 Admin Officer
The following outlines the roles and responsibilities of the Admin Officer.
View ERC Team Structure
Title Admin Officer
Location Nominated ERC
Overview Statement
To support the ERC Manager in the daily operations of a designated Emergency Relief Centre (ERC) ensuring the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event of an emergency.
The position works directly under the ERC Support Team Leader.
Duties
Qualifications, Accredited Competencies, Insurances
Participation in induction, annual training and exercises for ERC teams
Skills, Knowledge and Experience
Judgement and Decision making
Skill in problem solving and, particularly, to be proactive and innovative in the approach used to assist develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Ability to provide information to the ERC Manager in a timely and appropriate manner
Demonstrated ability to be flexible and responsive
Ability to adapt to change, negotiate compromise and tolerate ambiguity Specialist skills and knowledge
Demonstrated ability to manage in a complex, highly stressful environment
Skills interacting with a variety of groups and organisations, including individual community members
Competency in use of computer resources Interpersonal Skills
Good interpersonal skills evidenced by an ability to maintain effective relationships
Well developed skills in written and verbal communication
Effective listening skills
Commitment to high levels of customer service
Commitment to working in a team environment
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people froma wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Observe safe working procedures
Attend to any OHS risk on site and if required, report to the ERC Manager for immediate follow-up
Line Relationships
Reports To:
ERC Support Team Leader
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6.11 Support Officer
The following outlines the roles and responsibilities of the Support Officer.
View ERC Team Structure
Title Support Officer
Location Nominated ERC
Overview Statement
To support the delivery of operations of a designated ERC for the provision of support and essential needs in a safe, appropriate environment for people relocating and seeking shelter in the event an emergency occurs.
Duties
1. Daily operations of the ERC
Undertake tasks as directed to support the operation of the ERC. These will include, but not be limited to:
o Meet and greet attendees
o Marshalling and directing attendees within ERC
o Assisting with care of particular groups – children, older people, people with special needs
2. Interaction and information provision to attendees of the ERC
Meet and greet attendees as they arrive at the ERC
Provide information to attendees at the ERC, as directed by the ERC Manager
3. Maintain safety of the ERC
Assist to maintain the orderly set-up of the ERC
Report risks and hazards to the ERC Manager
Communicate with attendees to identify their primary health and report any needs to the ERC Manager for appropriate service response
4. Assist in the information flow within ERC
Assist in the maintenance of up to date information boards for ERC
Liaise with ERC Manager frequently to identify issues of concern and update on activities of ERC
5. Information/data collection
Undertake record keeping as directed
Assist Red Cross to facilitate registration of attendees if required
6. Responding to special needs groups within ERC
Facilitate appropriate response to special needs within ERC – CALD, people with disabilities, children, and frail aged
Qualifications, Accredited Competencies, Insurances
Participation in induction, annual training and exercises for ERC teams
Skills, Knowledge & Experience
Judgement and Decision making
This position requires skill in problem solving and particularly to be proactive and innovative in the approach used to develop solutions to issues as they arise at the ERC
Ability to manage multiple priorities and tasks simultaneously
Demonstrated ability to be flexible and responsive
Ability to adapt to change, negotiate compromise and tolerate ambiguity Specialist skills and knowledge
Demonstrated ability to manage in a complex, highly stressful environment
Skills in successful management and facilitation with a variety of groups and organisations, including individual community members.
Competency in use of computer resources to support work team
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Management Skills
Ability to effectively communicate and identify appropriate resources required within a team of professional service providers
Good written and verbal communication skills and ability to verbally negotiate and resolve problems innovatively
Ability to provide appropriate service delivery consistent with corporate objectives and the service expectation of customers, as appropriate
Ability to organise work activities, and work efficiently in a diverse work unit including possible volunteers and employees
Ability to respond quickly and flexibly to unexpected issues and queries Interpersonal Skills
Good interpersonal skills evidenced by an ability to maintain effective relationships with other team members, other agencies, the community, management and staff
Well developed skills in written and verbal communication
Effective listening skills
Commitment to high levels of customer service
Commitment to working in a team environment
Proven ability to successfully collaborate cross-organisationally
Proven ability to deal with people from a wide range of cultural backgrounds
Occupational Health and Safety
Ability to work in a dynamic and robust work environment, necessitating shift work and out of hours and overnight shifts
Line Relationships
Reports To:
ERC Support Team Leader
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6.12 Contractors
Various Contractors will also be present at the ERC as it scales up or down. It will be the
responsibility of the ERC Manager, in consultation with the MRM, to determine when they will
be needed and their Activation. Under no circumstances should any non-approved contractor
be permitted to set up in an ERC without prior approval before arrival.
6.12.1 Security Contractors
The following outlines the role of Security Contractors from the Service
Agreement – Security
TERMS OF ENGAGEMENT
1. The nominated Security Contractor must have personnel available to be deployed to the site of an ERC within 1 to 2 hours.
2. The following table outlines the specific position requirements of security personnel engaged at the ERC:
Title Security Personnel
Location Nominated ERC
Overview Statement
To provide security management at the nominated ERC, to ensure attendees are protected from other attendees, particularly vulnerable groups at the centre, such as children and the elderly, and any unauthorised visitors to the site have their access restricted.
Duties
Patrol indoors and outdoors of the ERC
Seek guidance from Logistics Officer regarding entry of media and other non-authorised personnel and manage accordingly
Restrict entry of site to bona fide persons and Support Agencies (seek advice from Logistics Officer)
Qualifications and Accredited Competencies
Personal identification security card of all staff
Unarmed Security Guard or Crowd Controller of all staff
Victorian Police Check of all staff
Working with Children Check of all staff
Current Security Plastic Card Licence of contractor
Private Security Business Licence of contractor
Public Liability Insurance of contractor
Skills, Knowledge and Experience
Crowd control
Experience working with diverse community backgrounds
An understanding of the emotional state of people displaced from their home.
Health and Safety Considerations
Observe safe working procedures
Report any OHS risk on site to the Logistics Officer or the ERC Manager for immediate follow-up
Uniform
Must be clearly identifiable as security personnel and offer a visual presence, with the name of the contracting security company clearly labelled on shirt
High visibility vests clearly marked ‘security’
Black pants and a white shirt are not acceptable
Line Relationships
Reports on site to:
Logistics Officer
Liaises on-site with: Other ERC Staff from Local Government, Victoria Police, other on-site contractors
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6.12.2 Cleaning and Waste Removal Contractors
The following outlines the role of Cleaning and Waste Removal Contractors from the
Service Agreement – Cleaning and Waste removal.
TERMS OF ENGAGEMENT
1. The nominated cleaning and waste removal contractors must have personnel available to be deployed to the site of an ERC within 2 hours. Each LGA should make its own standby arrangements in this regard.
2. The following table outlines the specific position requirements of cleaning personnel engaged at the ERC:
Title Cleaning Personnel
Location Nominated ERC
Overview Statement
To provide cleaning services at an ERC, to ensure the health and safety of people working in and attending the centre.
Duties
The ERC requires continual cleaning and waste removal throughout its Activation. Details are outlined as follows:
Provision of all bins, liners and the emptying thereof at regular intervals, particularly after meal times
Waste removal from site through a suitable bulk receptacle or skip
Toilets (floors, tiles, bowls, seats, urinals, basins, dispensers, hand driers, fittings and taps) and showers cleaned with hospital grade disinfectant three times a day or more if required and mirrors to be cleaned
Replenish toilet paper, hand towel and soap
Walls and doors to be spot cleaned
Any carpets to be vacuumed daily or more if required
Any floors hot mopped daily, including toilets, kitchen, showers, change rooms–any spills to be cleaned in a timely fashion
Cleaning down tables and chairs after each meal period with ‘spray and wipe cleaner’ (three times daily)
Surfaces wiped down daily
Clean all telephone handsets with disinfectant and deodorise
Sanitary bin replacement
Ad hoc cleaning as directed by Logistics Officer
Cleaning Chemicals
As a commercial cleaner, all chemicals used must have material safety data sheets. These are the broad areas of chemicals to be used:
Hand soap
Floor cleaner
Glass cleaner
Toilet cleaner
Surface cleaner
General disinfectant
Qualifications, Accredited Competencies, Insurances
Police Checks of all personnel working in the ERC
Public Liability Insurance to the value of $20 million
Skills, Knowledge and Experience
Experience working and cleaning in an active environment with high numbers of people
Occupational Health and Safety
Observe safe working procedures and report any OHS risk on site to the Logistics Officer or the ERC Manager for immediate follow-up
Uniform Must be clearly identifiable as cleaning personnel and offer a visual
presence. High visibility vests clearly marked ‘CLEANER’ to be worn
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6.12.3 Traffic Management
Once it has been decided in the MECC to activate an ERC, the MRM Support Officer is to
request the Activation of the Traffic Management Plan.
Depending on the activating municipality’s resources, it may use its own operations staff
to outsource this function to a Traffic Management Company.
The following duty statement outlines the Service Agreement for Traffic Management:
TERMS OF ENGAGEMENT
1. The nominated traffic management officers/contractor must have personnel available to be deployed to the site of an ERC within 2 hours.
2. The following table outlines the specific position requirements of traffic personnel engaged at the ERC:
Title Traffic Management (Contractor)
Location Nominated ERC
Overview Statement
To meet the needs of the nominated ERCs traffic management plan, through the set-up of signage and resourcing traffic control points.
Duties
Each nominated ERC has a pre-developed Traffic Management Plan, which is to be implemented to ensure the safe arrival of attendees at the ERC.
Set-up of all signage outlined in the Traffic Management Plan in the Facility Plan for the nominated ERC
Implementation of any reduced speed zones in the Traffic Management Plan
Resourcing nominated traffic control points with traffic controller(s)
Pack up Traffic Management Plan signage when the ERC is deactivated
Qualifications, Accredited Competencies, Insurances
Public Liability Insurance to the value of $20 million (if a contractor)
Statement of Attainment in Traffic Control
Skills, Knowledge and Experience
Experience working in an event based scenario where vehicles are likely to be unsure of where they are going or need to be, where the site will experience high numbers of people in a confused or disorientated state
Occupational Health and Safety
Observe safe working procedures.
Report any OHS risk on site to the Logistics Officer or the ERC Manager for immediate follow-up
Uniform
Must wear appropriate high visibility safety clothing in accordance with working on roadways and road reserve
Line Relationships
Reports on site to :Logistics Officer
Liaises with :Other ERC Staff from Local Government Authority, Victoria Police, On-site security contractor.
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6.12.4 Event Equipment Hire Contractors
The following outlines the role of Event Equipment Hire Contractors from the Service
Agreement – Event Equipment Hire.
TERMS OF ENGAGEMENT
1. The nominated event equipment hire organisation must have personnel available to be deployed to the site of an ERC within 2 hours. Council staff should make their own standby arrangements in this regard.
2. The following table outlines the specific position requirements of event equipment hire personnel engaged at the ERC:
Title Event Equipment Hire Personnel
Location Nominated ERC
Overview Statement
The Event Equipment Contractor is required to set-up the ERC to the requirements of the Logistics Officer and the site set-up plan.
Duties
Each nominated ERC has a pre-developed Facility Set-Up Plan that is to be implemented to ensure the safe arrival of attendees at the ERC.
Setup of all equipment as outlined in the Facility Plan for the nominated ERC
Work with the Logistics Officer to identify the most appropriate temporary equipment to help accommodate for attendees at an ERC, which may differ from the recommendations outlined in the Facility Plan
Resourcing of appropriate staff to ensure set-up is carried out safely in a expeditious time frame
Pack up all temporary event equipment once the ERC is deactivated
Qualifications, Accredited Competencies, Insurances
Public Liability Insurance to the value of $20 million (if a contractor)
Skills, Knowledge and Experience
Experience working in an event based scenario where timely set-up is required, and contingency scenarios may be required to accommodate high numbers of people overnight and for several days
Occupational Health and Safety
Observe safe working procedures
Report any OHS risk on site to the Logistics Officer or the ERC Manager for immediate follow-up
Uniform
Must wear appropriate high visibility safety clothing in accordance with working on roadways and road reserve
Line Relationships
Reports on site to :Logistics Officer
Liaises with :Other ERC Staff from Local Government Authority, support agencies using temporary equipment, on-site security contractor.
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6.12.5 Catering Contractors
The following outlines the role of Catering Contractors from the Service Agreement –
Catering.
TERMS OF ENGAGEMENT
1. The nominated catering organisation must have personnel available to be deployed to the site of an ERC within 2 hours. Each LGA should make its own standby arrangements in this regard, and can be a service agency or professional contractor.
2. It is advisable that the Logistics Officer obtains support from Council’s Environmental Health Officer to ensure that correct food handling procedures are being met.
3. The following table outlines the specific position requirements of catering personnel engaged at the ERC:
Title Catering Personnel
Location Nominated ERC
Overview Statement
To provide catering services at the nominated ERC, to supervise volunteers/employees in the provision of food and refreshments.
Duties
Preparation of food for displaced persons
Liaise with ERC Manager regarding resourcing required for catering
Supervising food handling practices, skills and knowledge of food handlers
Qualifications, Accredited Competencies, Insurances
Nominated Food Safety Supervisor
Basic food handling for catering staff (Level 1 or internal company training)
Public Liability Insurance of contractor
Skills, Knowledge and Experience
Food hygiene and safety
Ability to work in high stress environment
Occupational Health and Safety
Observe safe working procedures
Report any OHS risk on site to Logistics Officer for immediate follow-up
Uniform
Must be clearly identifiable as catering personnel (Personal Identification)
Appropriate attire for kitchen (non-slip enclosed footwear, apron or other protective outer-clothing)
Line Relationships
Reports on site to Logistics Officer
Liaises with other ERC staff, Local Government representatives and other on-site contractors/support agencies
6. D
uty
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6.12.6 First Aid Coordinator
The following outlines the role of the First Aid Coordinator:
Title First Aid Coordinator
Location Nominated ERC
Overview Statement
To ensure the coordination of first aiders/medical personnel, resources and supplies at Emergency Relief Centres. This position is to be filled by either: Senior St John Ambulance Officer or Medical Practitioner.
Duties
Coordinate first aid response and operations.
Ensure that persons requiring first aid presenting at the ERC are attended to in a timely manner
Arrange for appropriate triaging persons presenting for first aid
Call 000 as required
Supervise all personnel involved in the provision of first aid and medical assistance
Monitor resource and medical supply needs
Requests for resources and supplies are to be arranged through the ERC manager using the ‘supply order form’
Ensure tasks and activities are accurately recorded in the ‘client assessment and treatment log’
Liaise with Venue and Operations Logistics Supervisor for receipt of ordered medical related supplies
Liaise with Venue and Operations Logistics Supervisor for the proper storage and security of medical supplies, medicines and drugs
Prepare and deliver a first aid/medical report to the ERC Manager at 07:00and 15:00hours
Liaise with Ambulance Officers should they be in attendance at the ERC
Qualifications, Accredited Competencies, Insurances
As a minimum–a current practising Level 2 first aid qualification
Qualified medical practitioner
Skills, Knowledge and Experience
Experience working in emergency situations
Experience in supervising, coordinating and directing staff in emergency situations
Ability to effectively communicate with people at all levels
Ability to think logically and make rational decisions under pressure
Ability to think strategically, develop and activate well thought out plans
Ability to be agile and adaptable when confronted with spontaneous or confronting situations
Ability to be sensitive and empathetic to the impacts on those involved in emergency response and recovery as well as the general public, and able to invoke an appropriate response
Occupational Health and Safety
Observe safe working procedures
Report any OHS risk on site to Logistics Officer for immediate follow-up
Uniform Must be clearly identifiable as first aid personnel (Personal Identification)
Line Relationships
Reports To: ERC Manager
Liaises with : o Operations and Logistics Officers o First aiders o Red Cross Unit Manager o Medical Practitioners o Eastern Ranges General Practitioners Association – administration
staff/management o Medical supply companies
6. D
uty
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6.12.7 First Aider
The following outlines the role of the First Aider:
Title First Aider
Location Nominated ERC
Overview Statement
To administer first aid.
Duties
Ensure that persons requiring first aid presenting at the ERC are attended to in a timely manner
Arrange for appropriate triaging of persons presenting for first aid as directed by the first aid coordinator
Call 000 as required
Ensure tasks and activities are accurately recorded in the ‘client assessment and treatment log’
Assist with the proper storage and security of medical supplies, medicines and drugs
Liaise with Ambulance Officers should they be in attendance at the ERC
Qualifications, Accredited Competencies, Insurances
As a minimum –a current practising Level 2 first aid qualification
Qualified medical practitioner
Skills, Knowledge and Experience
Experience working in emergency situations
Ability to effectively communicate with people at all levels
Ability to think logically and make rational decisions under pressure
Ability to be agile and adaptable when presented with spontaneous or confronting situations
Ability to be sensitive and empathetic to the impacts on those involved in emergency response and recovery as well as the general public, and able to invoke an appropriate response
Occupational Health and Safety
Observe safe working procedures
Report any OHS risk on site to Logistics Officer for immediate follow-up
Uniform Must be clearly identifiable as first aid personnel (Personal Identification)
Line Relationships
Reports To: First Aid Coordinator
Liaises with :
o Other first aiders
o Medical Practitioners
o Ambulance Officers
6. D
uty
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6.12.8 Medical Practitioner
The following outlines the role of the Medical Practitioner:
Title Medical Practitioner
Location Nominated ERC
Overview Statement
To administer first aid.
To order and administer prescription medicines and drugs.
To assume the role of First Aid Coordinator in the absence of St John
Ambulance (see Duty Statement –First Aid Coordinator).
Duties
Ensure that persons requiring first aid presenting at the ERC are attended to in a timely manner
Arrange for appropriate triaging of persons presenting for first aid as directed by the first aid coordinator
Call 000 as required
Ensure tasks and activities are accurately recorded in the ‘client assessment and treatment log’
Ensure the proper storage and security of medical supplies, medicines and drugs
Liaise with Ambulance Officers should they be in attendance at the ERC
Qualifications, Accredited Competencies, Insurances
Qualified medical practitioner
Skills, Knowledge and Experience
Experience working in emergency situations
Ability to effectively communicate with people at all levels
Ability to think logically and make rational decisions under pressure
Ability to be agile and adaptable when presented with spontaneous or confronting situations
Ability to be sensitive and empathetic to the impacts on those involved in emergency response and recovery as well as the general public, and able to invoke an appropriate response
Occupational Health and Safety
Observe safe working procedures
Report any OHS risk on site to Logistics Officer for immediate follow-up
Uniform Must be clearly identifiable as first aid personnel (Personal Identification)
Line Relationships
Reports To: Emergency Relief Centre Manager / First Aid Coordinator
Liaises with :
o Venue Operations and Logistics Officer
o Other first aiders
o Medical Practitioners
o Ambulance Officers
o Medical supply companies
o Pharmacies
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Notes:
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This section contains all appendices referenced throughout the content of these guidelines.
Appendix
A Regional Emergency Relief Centre’s
B SITREP Template
C Attendee Check In/Out Book
D Overnight Accommodation Form
E DHS ERC Report
F Staff Debriefing Template
G Staff and Support Agency Sign-In Sheet (Template)
H ERC Staff Photo Identification
I Catering Order Form
J Media Release Template
K Operations Log
L ERC Facility Plans
M MOUs
Appendices
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A. Regional Emergency Relief Centres
Municipality Emergency Relief Centre Location Melway Ref
Yarra Ranges Shire
Council
Lilydale – Lilydale High School
6.12.9 25 Melba Ave, Lilydale
Enter off Hutchinson St opposite the Stockland Shopping
Centre
Map 38 D5
Kilsyth –Kilsyth Sports Centre
115 Liverpool Rd, Kilsyth
Map 51 G8
Manningham City
Council
Donvale –Donvale Indoor Sports Centre (DISC)
360 Springvale Rd, Donvale
Map 48 F4
Maroondah City
Council
Ringwood –Maroondah Indoor Sports Centre (MISC)
262 Canterbury Rd, Ringwood
Map 63 F1
Knox City Council Ferntree Gully – Knox Regional Netball Complex
9 Dempster St, Ferntree Gully
Map 73 J4/J5
Rowville – Rowville Community Centre
Fulham Rd, Rowville
Map 81 K1
Whitehorse City
Council
Nunawading – Whitehorse Centre
397 Maroondah Hwy, Nunawading
Map 48 G8
Cardinia Shire
Council
Pakenham –Cardinia Cultural Centre
Lakeside Blvd, Pakenham
Map 215 H5
Casey City Council Berwick Leisure Centre Map 111 H7
Nillumbik Shire
Council
6.12.10 Diamond Valley Sports and Fitness Centre
Civic Drive, Greensborough
Map 11 A10
Boroondara City
Council
Balwyn North –Boroondara Sports Complex
271C Belmore Rd, Balwyn North
Map 46 E5
Monash City
Council
Wheelers Hill – Waverley Women’s Sports Complex
Jells Park Waverley Rd, Wheelers Hill
Map 71 K6
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B. SITREP Template
SITREP Prepared for
(please tick)
Location Contact Details
Emergency Relief Centre Location Phone: Fax: Email:
Municipal Emergency
Coordination Centre
Location Phone: Fax: Email:
SITREP no. (version no.)
Date of issue:
Time period covered by the SITREP(issued daily or as required)
1.0 Situation to date (what has happened)
Brief summary of ‘start up details’ – date, place, time, who
Summary of overall situation to date
Ensure old information is deleted, and do not just add new/additional info
2.0 Actions to date (what has been done)
Brief reporting of actions completed to date
Table format may be used for repeat actions and/or progressive totals or similar given e.g. destructions statistics, number of properties visited
3.0 Actions to be completed (what will be done)
Brief reporting of scheduled/planned actions – typically for the period covered by the SITREP
As above, table may be used for repeat actions
Where the operation expects to be by the next SITREP
4.0 Issue(s)
Present brief description of issue(s) that are known/reasonably expected to arise before the next SITREP is issued e.g. a shortage of a given resource, a significant OHS issue
Acknowledgment of significant achievements, failures etc can be given here
GUIDANCE NOTE:
Information in the SITREP should be factual and largely with interpretation and conjecture.
The information in a SITREP should cover the period between the last SITREP and the next SITREP.
SITREPs should be brief and not a narrative (read in <3-5 mins). A report should be used for the provision of more detailed information.
SITREPs should be specific for a given functional area, and not present information that is outside the specific functional area.
It is acceptable for a SITREP to be issued that states – no change since last SITREP (see last SITREP for information)
A map and other graphic can be part of a SITREP – ensure date/time of the graphic is shown on it, and there is a reference between the graphic and the SITREP.
Each electronically produced SITREP should be saved as a new file, and all saved to the same folder.
Prepared by: role/name Approved by: role/name
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C. Attendee Check In / Out Book
The attendee check in / out book is currently under development.
An example will be inserted here once it is completed.
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D. Overnight Accommodation Form
No Family Name No of
Children
Registered
Red Cross
Y/N
Wrist
Bands
Provided
Y/N 1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
14.
15.
16.
17.
18.
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E. DHS ERC Report
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F. Staff Debriefing Template
ERC Team: Date: Time: AM / PM
Debrief facilitated by: Debrief participants:
ITEM CONTRIBUTING FACTOR IMPROVEMENT LEVERAGE
What went well? Why did this happen? What will be different next time? How can we use this?
What didn’t go well? Why did this happen? What will be different next time? How can we use this?
*Note: remind team that further personal support is available through Council’s Employee Assistance Program. Please contact Resolutions on
(03) 9529 6600 (After Hours Pager 9883 5005).
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G. Staff and Support Agency Sign-in Sheet (Template)
EMERGENCY RELIEF CENTRE SIGN-IN SHEET
To be filled in by all ERC staff, Support Agencies, Contractors and visitors.
ERC Name: Responsible Officer:
Name Organisation Date Time In Time Out Role
(e.g. ERC,home)
Office use only: Entered electronically signed name: Page ______ of _______
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REGISTRATION SHEET – FORM A
Purpose: To register all ERC staff, Support Agencies, Contractors and visitors who enter the ERC during an emergency situation.
To provide knowledge of whereabouts of all personnel participating in an emergency situation.
To provide documentation for salary purposes.
Location: Responsible officer to be located at the ERC.
Procedure: 1. Personnel to complete form on arrival.
2. Personnel to complete form upon completing their shift.
3. ERC Administration Support Staff to enter each completed sheet electronically and save under file for the ERC for the specific incident.
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H. ERC Staff Photo Identification
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I. Catering Order Form
EMERGENCY RELIEF CENTRE – Catering Requirements Order Form
The purpose of this form is to provide a request to the catering supplier of the ERC requirements for upcoming meals. Location: Catering request to (tick): Red Cross The Salvation Army
Contractor Order placed by:
Venue Operations and Logistics Supervisor Order revision Yes No
Date
Time AM / PM
Emergency Relief Centre Location
Address Melway ref:
Total number of attendees at relief centre
Evacuees LGA Support Agencies
Upcoming Meals Required
Breakfast Date Time of service:
Lunch Date Time of service:
Dinner Date Time of service:
Special Dietary Requirements
Halal Food(no pork) Number of Meals
Vegetarian Number of Meals
Lactose Intolerant Number of Meals
Gluten Free Number of Meals
Wheat Free Number of Meals
Kosher (no pork) Number of Meals
Nut Free Number of Meals
Soft Diet Number of Meals
Refreshments Water Hot Drinks Juice
Meals Require Distribution Yes No
Site has Commercial Kitchen available and servery (circle)
Yes No
Sent by(tick): Email
Fax
Person
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J. Media Release Template
Add Logo
(if Applicable) M E D I A R E L E A S E
Add Council details (name, address, phone number etc)
Media Release
<insert day, date, month, year>
<INSERT TITLE>
INSERT RELEASE INFORMATION WITH QUOTES FROM RELEVANT OFFICERS
ENDS
Media enquiries:
(insert name)
Communications and Media Liaison
Emergency Relief Centre
<insert contact number>
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K. Operations Log
EMERGENCY RELIEF CENTRE OPERATIONS LOG
This form is to be utilised at the ERC to provide a record of all requests, the action taken and the response
time. It must be used by all staff (ERC Manager/Operations Officer/ Public Relations Officer and ERC
Administration Support Officers) as the prime working record of requests and their activities in the ERC.
Emergency Relief Centre Location: __________________________________________________
Priority Urgent Non-Urgent Info Only
Request Taken By
Name Date Time
Request/Information Details
Name of Caller/Individual
Agency
Contact Number
Action Required
Action Taken
Name Date Time
Details
Entered Electronically Time
Completion Details
Noted by ERC Manager or Deputy ERC
Manager
Time
Emergency Relief Centre Operations in the MECC ph: (insert local contact numbers)
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L. ERC Facility Plans
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M. MOUs
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Accommodation ....................................................................................................................................... 4, 19 Activation ..................................................................................................................... 6, 4, 1, 2, 4, 5, 4, 17, 18 Additional resources ...................................................................................................................................... 3 African ......................................................................................................................................................... 10 Aged ....................................................................................................................................... 11, 12, 1, 5, 7, 14 Animals .......................................................................................................................................................... 2 Bosnian ........................................................................................................................................................ 10 Briefing ...................................................................................................................... 6, 5, 1, 3, 5, 18, 2, 5, 7, 9 CALD ......................................................................................................................................... 5, 10, 12, 2, 14 Capacity ..................................................................................................................................................11, 18 Catering .................................................................................................................................. 5, 3, 7, 8, 20, 12 Centrelink ............................................................................................................................................. 4, 13, 6 Children ............................................................................................................................... 4, 13, 14, 2, 14, 16 Circumstances .......................................................................................................................................... 5, 16 Cleaning ................................................................................................................................. 4, 19, 7, 8, 16, 17 Code Red .................................................................................................................................................... 1, 2 Contractor ......................................................................................................................................... 16, 19, 12 Damage ........................................................................................................................................................ 19 Day Book ........................................................................................................................................................ 4 Debrief ........................................................................................................................................................... 8 Dietary Requirements .................................................................................................................................. 10 Directional signage ......................................................................................................................................... 4 Disability ...................................................................................................................................................... 11 Disorientated ............................................................................................................................................... 18 Displaced .................................................................................................................................... 11, 13, 16, 20 Emergency Accommodation ........................................................................................................................... 4 Emergency Management Act ......................................................................................................................... 3 Emotional ..................................................................................................................................................... 16 Enquiries .................................................................................................................................................. 4, 13 Environment .......................................... 2, 3, 4, 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 17, 20, 21, 22, 23 Equipment Hire ........................................................................................................................................ 5, 19 ERC kits .......................................................................................................................................................... 4 Escalation ................................................................................................................................................. 5, 18 Facility Plan ......................................................................................................................................... 4, 18, 19 Family ............................................................................................................................................................ 2 First Aid .......................................................................................................................................................... 4 Food .................................................................................................................................................. 10, 20, 12 Frail ............................................................................................................................................... 11, 12, 2, 14 Government Department ............................................................................................................................... 7 Grants ............................................................................................................................................................ 4 Halal ........................................................................................................................................................10, 12 handover .................................................................................................................................................... 3, 5 Hardship......................................................................................................................................................... 4 Hindu ........................................................................................................................................................... 10 Indian ........................................................................................................................................................... 10 Interpreting ......................................................................................................................................... 6, 12, 13 Jewish .......................................................................................................................................................... 10 Logistics ....................................................................................................................................................... 12 Maintenance ........................................................................................................................................... 4, 3, 2 Management........................................................................................................... 2, 3, 5, 1, 4, 3, 8, 2, 5, 7, 15 Material Aid ................................................................................................................................................... 4 Media ................................................................................................................................. 4, 3, 15, 16, 2, 3, 13 Media Release .........................................................................................................................................15, 13
Quick Index
Emergency Relief Centre Standard Operating Guidelines – Version 7.0 – July 2012 ©Eastern Metropolitan Region – Emergency Management without Borders
Medical Condition ........................................................................................................................................ 11 MOU .............................................................................................................................................................. 7 Multilingual .................................................................................................................................................. 13 NRIS ........................................................................................................................................................ 5, 4, 8 Overnight .................................................................................................. 4, 3, 4, 6, 8, 9, 10, 11, 12, 13, 15, 19 Pack Up ........................................................................................................................................................ 19 Parking ........................................................................................................................................................... 4 Personal Support ........................................................................................................................................ 4, 6 Pets ................................................................................................................................................................ 2 phone messages ............................................................................................................................................. 4 Photo Identification ....................................................................................................................................... 7 Police .............................................................................................................. 3, 5, 6, 4, 1, 4, 8, 9, 6, 16, 17, 18 politician ................................................................................................................................ 4, 16, 3, 4, 6, 8, 9 Politician .................................................................................................................................................... 7, 3 Press Release ................................................................................................................................................. 4 Public Information ....................................................................................................................................... 17 Public Liability Insurance ....................................................................................................... 16, 17, 18, 19, 20 Ramadan ...................................................................................................................................................... 10 Red Cross .................................................................................................... 3, 4, 9, 13, 15, 18, 2, 4, 6, 14, 3, 12 Registration................................................................................................................................................ 5, 4 Reporting ....................................................................................................................................................... 1 Requests ............................................................................................................................................. 3, 4, 2, 9 Requests ........................................................................................................................................................ 3 Requests ........................................................................................................................................................ 4 Requests ...................................................................................................................................................... 16 Requests ...................................................................................................................................................... 14 Roster ............................................................................................................................................................ 5 Security ..................................................................................................................................... 4, 8, 1, 7, 8, 16 Setup .............................................................................................................................. 4, 5, 12, 1, 5, 7, 14, 18 Shower ......................................................................................................................................................... 17 Sign-In ............................................................................................................................................................ 8 SITREP ............................................................................................................................................... 4, 5, 18, 1 Sleeping ......................................................................................................................................................... 4 SMEAC ....................................................................................................................................................... 6, 5 Staffing Issues ................................................................................................................................................ 3 Statistics ......................................................................................................................................................... 4 Support Agency ..................................................................................................................................... 4, 7, 15 Tenants ........................................................................................................................................................ 19 Tents .............................................................................................................................................................. 3 The Salvation Army ............................................................................................................................... 4, 13, 6 Toilet .......................................................................................................................................................11, 17 Traffic Management .......................................................................................................................... 4, 7, 8, 18 Transport ................................................................................................................................................11, 19 Vegetarian ..............................................................................................................................................10, 12 Vietnamese .................................................................................................................................................. 10 VIP ............................................................................................................................................................... 16 Visitors ............................................................................................................................. 4, 7, 3, 6, 8, 16, 9, 10 Volunteer .................................................................................................................................. 14, 3, 8, 15, 20 Waste Removal ............................................................................................................................................ 17 Water ........................................................................................................................................................... 12 Welfare .......................................................................................................................................................... 5 Wheelchair ................................................................................................................................................... 11 Working with Children Check ..................................................................................................................13, 16 Wrist Band ..................................................................................................................................................... 3