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DEPARTMENT OF PRIMARY INDUSTRIES

Emergency Response and Recovery Manual

Protocol for responding to biosecurity emergencies, food safety incidents and natural disasters that impact agricultural and animal services

December 2019

Published by the NSW Department of Primary Industries

dpi.nsw.gov.au

Title: Emergency Response and Recovery Manual

Subtitle: Protocol for responding to biosecurity, food and agricultural and animal emergencies

First published: December 2019

Department reference number: INT19/173290

More information

Emergency Management Unit, Engagement and Industry Assistance

Biosecurity and Food Safety

Acknowledgements


NSW Food Authority

Local Land Services

Review

Next review: November 2020. Please always refer to the Intranet for the most current version.

Amendments will be made on an as needed basis to ensure document is reflective of contemporary emergency management response and recovery operations.

© State of New South Wales through Department of Planning, Industry and Environment 2019. You may copy, distribute, display, download and otherwise freely deal with this publication for any purpose, provided that you attribute the Department of Planning, Industry and Environment as the owner. However, you must obtain permission if you wish to charge others for access to the publication (other than at cost); include the publication in advertising or a product for sale; modify the publication; or republish the publication on a website. You may freely link to the publication on a departmental website. Disclaimer: The information contained in this publication is based on knowledge and understanding at the time of writing (December, 2019]) and may not be accurate, current or complete. The State of New South Wales (including the NSW Department of Planning, Industry and Environment), the author and the publisher take no responsibility, and will accept no liability for the accuracy, currency, reliability or correctness of any information included in the document (including material provided by third parties). Readers should make their own inquiries and rely on their own advice when making decisions related to material contained in this publication.

http://www.dpi.nsw.gov.au/


NSW Department of Primary Industries | CM9 INT19/173290 | 2

Contents Background 4

Scope 4

Work Health, Safety and Well-Being 4

Governance 5

State Governance Arrangements - Biosecurity Emergencies 5 State Governance Arrangements - Natural Disaster & Food Safety Incidents 6 National Governance Arrangements 6

Biosecurity emergencies 6 Food safety incidents 7 Natural disasters 7

Legislation and plans 8

Roles and responsibilities 8

Substantive roles 9 Hazard Owners 10

Hazard Owners and responsibilities 10 Supporting hazard roles 12

Incident response phases 13

Phase 1 - Risk reported 13 Biosecurity emergencies 13 Food safety incidents 14 Natural disaster 14

Phase 2 - Investigation and alert phase 14 Biosecurity emergencies 14 Food Safety incidents 15 Natural disaster 15

Phase 3 – Response Operations 15 Biosecurity emergencies 15 Food Safety incidents 16 Natural disaster 16 Proof of freedom 17

Phase 4 – Response Stand-down 17 Debrief and after action review 17 Transition from response to recovery 17 Transition from response to management 18 Ongoing recovery 18 Response Structure 19



Incident levels and escalation 19

Emergency response roles 20

Hazard Owners and AASFA Coordinator Checklists 20

Supporting documentation 21

Related policies and procedures 21

Appendices 22

Appendix 1. State Legislation 22 Appendix 2. State Emergency Management Plans 23 Appendix 3. National response agreements 24 Appendix 4. Process for determining a response following suspect or confirmed detection and diagnosis 26 Appendix 5. Overview: Emergency Response Phases 28

The response to an emergency follows four phases: 28 The recovery of an emergency follows two phases: 30

Appendix 6. Response structure 31 Appendix 7. Incident levels checklist 32 Appendix 8. Role Statement: Hazard Owners 38 Appendix 9. Role Statement: State Coordinator 39 Appendix 10. Agriculture and Animal Services Functional Area (AASFA) Coordinator Checklist 40 Appendix 11. CEO Food Authority Checklist 43 Appendix 12. Chief Veterinary Officer Checklist 47 Appendix 13. Chief Plant Protection Officer Checklist 50 Appendix 14. Director, Invasive Plants and Animals Checklist 53 Appendix 15. Locust Commissioner Checklist 56 Appendix 16. Chief Animal Welfare Officer Checklist 60

Glossary and acronyms 63



Background NSW Department of Primary Industries (DPI) is the combat agency for the management of biosecurity emergencies and food safety incidents in NSW. It is also the support agency for natural disasters that impact agriculture and animals services. Local Land Services (LLS) is a key partner in participating in emergency responses and recovery.

Scope This manual:

● provides clear direction, considerations and actions required during the activation and deactivation of response and recovery activities

● outlines an all-hazards approach

● draws on relevant national and departmental policies and procedures such as AUSVETPLAN, AQUAVETPLAN, PLANTPLAN and the National Food Incident Response Protocol.

This manual is to be used during an emergency event including but not limited to;

● investigating and responding to biosecurity, food safety and chemical contamination threats

● support activities under the Agricultural and Animal Services Functional Area (AASFA)

● national natural disaster response and recovery activities ● animal welfare issues, including crisis caused by an intensive livestock business failure.

This Manual provides guidance on responding to an emergency event and does not distinguish between whether the response or recovery is cost shared or non-cost shared. The framework for managing a response and recovery activity will remain the same.

Work Health, Safety and Well-Being Work Health and Safety is everyone's responsibility. The Department of Planning, Industry and Environment’s goal is: "Everyone home, without harm, every time".

Everyone has a responsibility to maintain workforce safety. Incident hazards need to be identified, risks assessed and decisions made on appropriate controls required.

All staff are expected to undertake emergency management training to effectively and safely carry out their designated roles and responsibilities.

DPI is responsible for providing and maintaining, as far as reasonably practicable, a work environment that is safe and without risks to the health of all incident personnel, including responders, support agency personnel and contractors. This includes the mental health and wellbeing of personnel during and after the response.



Governance

State Governance Arrangements - Biosecurity Emergencies



State Governance Arrangements - Natural Disaster & Food Safety Incidents

National Governance Arrangements Biosecurity emergencies The national emergency response deeds and agreements outline the pre-agreed approach to the management and funding of responses, including the potential for owner reimbursement costs. They also formalise industry participation in decision making, confidentiality requirements, and industry contributions towards the costs related to approved responses.

Under the deeds and arrangements (including non-deed arrangements under National Environmental Biosecurity Response Agreement (NEBRA)), the Hazard Owner will brief relevant government, industry and technical stakeholders who have strategic responsibility or interest in directing the response and recovery activities, such as a National Biosecurity Management Consultative Committee (NBMCC). During the investigation and alert phase, the relevant NBMCC is responsible for recommending whether (or not) a response should proceed based on an assessment of the available intelligence and, subsequently, the development of a proposed response plan.

The National Management Group (NMG) is responsible for endorsing a response plan and budget; thereby activating the cost sharing arrangements that fund the response. The Hazard Owner maintains responsibility for ensuring agreed response outcomes are implemented on behalf of the NMG.

http://www.agriculture.gov.au/biosecurity/emergency/nebra




The specific actions taken by the relevant NBMCC and NMG during the investigation and alert phase are described in national response agreement/s and supporting documentation.

With respect to locust emergencies in NSW, the Plague Locust Management Group (PLMG) provides strategic direction for the NSW Plague Locust Program, including implementation triggers, investment thresholds and performance measures. This guides preparedness and response strategies, operational policies and procedures, risk management plans and an annual response plan.

With respect to animal welfare emergencies in NSW, the Chief Animal Welfare Officer will provide strategic direction. This may include activation of the Intensive Livestock Business Crisis Plan in circumstances caused by an intensive livestock business failure.

In the event that a biosecurity emergencies is impacted by or impacts human health and there is cross over with a food safety incident, the matter should be escalated immediately to the Deputy Director General Biosecurity & Food Safety to determine the appropriate incident lead.

Food safety incidents When there is a food incident, governments work together to coordinate their response through the Bi-National Food Safety Network. This network is made up of Food Standards Australia New Zealand (FSANZ), the Department of Health, the Department of Agriculture and Water Resources and the food enforcement agencies of all Australian states and territories and New Zealand, including NSW DPI.

The network provides a process for early communication and information sharing. When a national response is needed, the National Food Incident Response Protocol is triggered. This protocol provides an agreed process for a timely, consistent and coordinated response to national food incidents. FSANZ has several key coordination roles under this arrangement including National Food Incident Coordinator, Risk Assessment Coordinator and Communications Controller.

Whenever food products need to be removed from the supply chain, FSANZ coordinates recalls in consultation with the food business and state/territory governments.

With respect to animal welfare impacts arising in food safety incidents in NSW, the Chief Animal Welfare Officer will provide strategic direction. This may include activation of the Intensive Livestock Business Crisis Plan in circumstances caused by an intensive livestock business failure.

In the event that a food safety incident is impacted by or impacts biosecurity and there is cross over with a food safety incident, the matter should be escalated immediately to the Deputy Director General Biosecurity & Food Safety to determine the appropriate incident lead.

Natural disasters The State Emergency Management Plan (EMPLAN) provides a strategic overview of emergency management in NSW. EMPLAN is issued under the authority of the Minister for Emergency Services pursuant to the State Emergency and Rescue Management Act 1989 (the SEAM Act). EMPLAN formalises agency participation and responsibility through various Sub-Plans and Supporting Plans. NSW DPI is defined as the Hazard Owner (combat agency) for biosecurity emergencies (response and recovery) involving animals and plants, and is also a support agency to other combat agencies when agriculture or animals are impacted.

The State Emergency Management Committee (SEMC) is ultimately responsible for endorsing EMPLAN. The Hazard Owner and/or Supporting Functional Area maintain responsibility for ensuring agreed

http://www.foodstandards.gov.au/industry/foodrecalls/Pages/Food-Incidents.aspx

http://www.foodstandards.gov.au/industry/foodrecalls/Pages/Food-Incidents.aspx

https://foodregulation.gov.au/internet/fr/publishing.nsf/Content/incident-response

https://www.emergency.nsw.gov.au/Pages/publications/plans/EMPLAN.aspx

https://www.emergency.nsw.gov.au/Pages/about-us/semc/SEM-Committee.aspx



response outcomes are implemented on behalf of the SEMC. For NSW DPI this is outlined in the Biosecurity (Animal/Plant) Emergency Sub-Plan, the Food Industry Emergency Sub-Plan and the Agriculture & Animal Services Supporting Plan. SEMC meetings are held quarterly and NSW DPI is represented by the AASFA Coordinator (AASFAC).

Regional Emergency Management Committee (REMC), 11 emergency management regions in NSW made up of local government councils. These regions are not aligned to LLS regions. REMC role is outlined in EMPLAN. REMC meetings are held quarterly and NSW DPI is represented by the Region AASFAC.

Local Emergency Management Committee (LEMC) based on the Local Government Authority areas (or combined areas). LEMC role is outlined in EMPLAN. LEMC meetings are held quarterly and NSW DPI is represented by LLS, NSW DPI and Department of Planning, Industry and Environment personnel. NSW DPI is only represented on a LEMC when there is a potential impact on AASFA stakeholders, such as primary producers.

Under the Commonwealth's Natural Disaster Relief & Recovery Arrangements and the NSW Disaster Assistance Guidelines certain response costs (fir events such as bush fire, storms and flood) are eligible for reimbursement. Recovery costs are not eligible for reimbursement.

Legislation and plans Legislation, stage emergency management plans and emergency response agreements detail NSW DPI’s role in responding to emergency events. All impose certain obligations and provide powers to enable certain response actions. The frameworks that apply vary with the nature of the incident (including the type of event, where it is found and the parties most affected).

A listing of the state legislation is available at Appendix 1.

A listing of the state emergency management plans is available at Appendix 2.

A listing of national response agreements is available at Appendix 3.

Roles and responsibilities Department of Planning, Industry and the Environment (DPIE) retains overall responsibility and accountability under the State Emergency and Rescue Management Act 1989 (the SERM Act) for the effective management of emergency events through the Energy and Utilities, Agricultural and Animal Services, Engineering and the Environment Functional Areas.

● Department of Primary Industries (DPI) is the functional area coordinator for agricultural and animal services supporting combat agencies when agricultural and animal service impacts occur. DPI is the combat agency for biosecurity emergencies, food safety related emergencies, animal, plant, aquatic pests and diseases. DPI

● Local Land Services (LLS) are responsible for supporting NSW DPI in delivering biosecurity and AASFA responses.

https://www.emergency.nsw.gov.au/Pages/publications/plans/sub-plans/biosecurity-animal-and-plant-emergency-sub-plan.aspx

https://www.emergency.nsw.gov.au/Pages/publications/plans/sub-plans/food-industry-emergency-sub-plan.aspx

https://www.emergency.nsw.gov.au/Pages/publications/plans/supporting-plans/agriculture-and-animal-services-supporting-plan.aspx

https://www.emergency.nsw.gov.au/Pages/about-us/emergency-management-regions/regions.aspx

https://www.legislation.nsw.gov.au/#/view/act/1989/165



Substantive roles Director General, DPI (DG DPI)

● Represents NSW on the National Management Group (NMG) and the national Agriculture Senior Officers Committee (AgSoC).

● Managing communications to the NSW Secretary of the Department of Planning, Industry and Environment and the Minister for Agriculture and Western New South Wales for emergency response and recovery.

● Accountability for the effective management of emergencies under the the SERM Act.

● Chairs the Executive Emergency Management Committee (EEMC).

● Ensures sufficient DPI staff is available in accordance with Schedule 5 - Emergency Management of the NSW DPI/LLS Memorandum of Understanding.

Chief Executive Officer, LLS (CEO LLS)

● Member of the Executive Emergency Management Committee.

● Ensures sufficient LLS staff is available in accordance with Schedule 5 – Emergency Management of the NSW DPI/LLS Memorandum of Understanding.

● Member of the Plague Locust Management Group.

Deputy Director General, Biosecurity & Food Safety (DDG BFS)

● Member of the Executive Emergency Management Committee.

● Branch executive responsibility for the effective management of biosecurity and food safety responses and recovery in NSW on behalf of the DG DPI.

● Expenditure and recoup of costs for cost-shared, non-cost shared and partially cost-shared responses and recovery activities for biosecurity and food safety emergencies.

● Represents DG DPI on the National Management Group when required. ● NSW DPI representative on the National Biosecurity Committee.

Deputy Director General, Engagement and Industry Assistance (DDG E&IA)

● Member of the Executive Emergency Management Committee

● Branch executive responsibility for the effective management of natural disasters in NSW on behalf of the DG DPI.

Director, Emergency Operations, Engagement and Industry Assistance

● Performs the role and function of the AASFA Coordinator.

● Represents NSW DPI on the State Emergency Management Committee (SEMC), or delegates the responsibility.

● Expenditure and recoup of costs for AASFA response and recovery operations.

● Member DPI Emergency Management Working Group.

Executive Emergency Management Committee (EEMC)

● Oversight of emergency management response and recovery activities and is responsible for policy, risk management and resource allocation at State level. The EEMC comprises senior representatives from across DPIE.

https://www.directory.gov.au/portfolios/agriculture/department-agriculture/agriculture-senior-officials-committee

https://www.directory.gov.au/portfolios/agriculture/department-agriculture/agriculture-senior-officials-committee

http://www.agriculture.gov.au/biosecurity/partnerships/nbc



Executive Director, Strategy and Engagement, LLS

● Key operational contact for LLS and responsible for delivering, on behalf of LLS, the outcomes in the MOU: Schedule 5 - Emergency Management.

Site/Cluster Manager, Department of Primary Industries Research Services

• Responsible as the local focal point in the event of an emergency incident on a DPI site. Plans and responds to emergencies and disasters in order to minimise risk to people and property

Hazard Owners Hazard Owners and responsibilities NSW DPI risk owner maintains accountability for the response and recovery operations in their area of responsibility, unless a ‘state of emergency’ is declared. Specifically they are required to:

● Establish the strategic outcomes or intent for the emergency.

● Undertake a risk assessment of the threat and determine the threat level (see Appendix 4).

● Appoint a State (Response) Coordinator. ● Appoint a State Recovery Coordinator, where relevant.

● Maintain effective communication with Senior Executives, the EEMC, national/state committees and agencies, and other key stakeholders.

● Ensure response and recovery outcomes are consistent with agreed outcomes from state/or national committees.

● Maintain budget oversight.

● Represent NSW DPI on relevant state and/or national committees.

Hazard Owner Hazard Responsibility

AASFA Coordinator Support combat agency for any emergency involving agriculture or animals.

Chief Animal Welfare Officer Animal welfare emergencies.

Chief Executive Officer, Food Authority Foodborne disease, chemical hazards in food and incidents or deliberate contamination of food.

Chief Plant Protection Officer Plant disease or plant pest emergencies.

Chief Veterinary Officer Animal (including aquatic) disease or pest emergencies.

Director, Invasive Plants & Animals Invasive plant and animal pest emergencies (including terrestrial and aquatic weeds).

Strategic management of locusts emergencies in NSW – performing the function of the Plague Locust Commissioner which includes specific statutory powers and responsibilities.



Supporting hazard roles AASFA Coordinator

● Plan for the coordinated use of AASFA resources to ensure the effective management of response activities including storm, flood and bushfire.

● Establishment of structures, systems and processes to meet the intent of the EOCON or combat agency State Coordinator.

● Represent AASFA on the State Emergency Management Committee (SEMC).

State (Response) Coordinator

● Operational management of response activities at a state level, across NSW DPI and LLS. ● Provides leadership to ensure effective management of response activities to achieve the

outcome or intent established by the Hazard Owner.

Rural Resilience Program

● Proactively supports farming communities and service providers to recover from adverse events including natural disasters.

● Development of strong networks and delivers relevant initiatives that build personal and business resilience skills and knowledge.

Rural Assistance Authority

● Statutory authority administering on financial assistance, grants and loan programs.

State Recovery Coordinator

● Operational management of recovery activities at a state level, across NSW DPI and LLS.



Incident response phases

Phase 1 - Risk reported Biosecurity emergencies Any reasonably suspected or confirmed detection of an emergency pest or disease must be notified immediately to the appropriate Hazard Owner.

Guidance for determining a response following the detection and diagnosis of an emergency pest or disease has been incorporated into Hazard Owners Checklists. See Appendices 8-14.

Biosecurity outbreaks are potentially of ‘national significance’ under the national emergency response deeds and agreements (see above). Under these arrangements, the relevant Hazard Owner is obliged to report any reasonably suspected or confirmed detection within 24 hours to the Commonwealth who chair the respective Consultative Committee and National Management Group and distribute reports to international agencies such as the World Organisation for Animal Health. The Hazard Owner should immediately contact their counterparts in other potentially impacted states and territories as part of this process. Consideration should also be given to potentially affected industries as well.

The CEO NSW Food Authority should be notified where there is a potential or confirmed food safety impact.

In all cases the DPI DG, DDG BFS and DDG EIA must be notified by the Hazard Owner .



Food safety incidents Any reasonably suspected or confirmed serious food incident or event must be immediately reported to the CEO NSW Food Authority.

Most outbreaks of foodborne illness will be reported via NSW Health and are likely to involve activation of joint NSW Health/NSW DPI incident response plans. Other significant events, such as deliberate contamination of food, will involve cooperation and investigation with NSW Police. NSW DPI has a formal MoU with NSW Police for this type of event. Chemical contamination may involve liaison with NSW Health or the NSW Environment Protection Authority.

Where there is a potential link with other jurisdictions, the Bi-National Food Safety Network (coordinated by FSANZ) should be alerted. The Deputy Director General Biosecurity and Food Safety should be notified where there is a potential or confirmed biosecurity or food safety incident.

In all cases the DPI DG, DDG BFS and DDG EIA must be notified by the Hazard Owner.

Natural disaster In a natural disaster NSW DPI’s role as Agricultural and Animal Services Functional Area (AASFA) Coordinator is to support combat agencies when agriculture and animal impacts occur. This could include coordinating support to primary producers, animal holding establishments and the community including rescue, evacuation, emergency care of animals and the assessment, humane destruction and disposal of affected animals, the supply of emergency fodder, water and aerial support as required.

The combat agency (RFS, SES, etc) will notify the AASFA Coordinator of the hazard and potential need for assistance.

In a small or localised event the initial hazard may be directly reported to either the Regional AASFA Coordinator or LLS who will immediately notify the AASFA Coordinator.

In all cases the DPI DG, DDG BFS and DDG EIA.

Phase 2 - Investigation and alert phase Initial investigation and related activities are usually managed under ‘normal business’ arrangements. However, the response may be initiated simultaneously. The goal of early activation is to contain and minimise impact. Depending on the threat level, staff are placed on standby in anticipation of initiating a response.

Biosecurity emergencies The investigation and alert phase begins when the Hazard Owner notifies that an outbreak exists or has the potential to exist. During the investigation and alert phase activities to contain and determine the likely extent of the pest or disease outbreak should be undertaken. Laboratories must inform the Hazard Owner immediately an emergency pest or disease is suspected or confirmed. A draft response plan is developed by the Hazard Owner.

Where the pest or disease concerned has been categorised within an existing national deed or agreement, or is covered by an existing NSW policy or procedure that recommends a response should be undertaken, a cost benefit analysis is not required to be undertaken at this stage.



Additionally, where the national deed or agreement or the NSW State policy or procedure has procedures to allow apportioning of costs immediately, a cost benefit analysis is not required.

A cost benefit analysis (CBA) should be undertaken where the above situations do not exist however, the undertaking of a CBA should not inhibit a response being undertaken while the CBA is being prepared. In these cases the CBA will be used along with other criteria to determine if a response is to continue.

Hazard Owner is to consider strategic outcomes to be achieved and immediately notify relevant stakeholders. State Coordinator identifies likely resourcing requirements based on the objectives to be achieved and activates the relevant standby protocol.

The CEO NSW Food Authority should be notified where is also a potential or confirmed food safety impact.

In all cases the DPI DG, DDG BFS and DDG EIA must be notified by the Hazard Owner.

Food Safety incidents The investigation and alert phase begins when the Hazard Owner notifies that an outbreak or issue has the potential to escalate into an incident or emergency. During the investigation and alert phase the likely extent of the issue or disease outbreak is scoped.

Hazard Owner is to notify relevant departmental, government and industry stakeholders.

Where an issue has the potential to impact on other jurisdictions, this should be notified through the Bi-National Food Safety Network (through FSANZ).

Consideration should also be given to notifying relevant industry contacts and peak bodies.

Depending on the scale of the issue or event, the Hazard Owner may decide to activate a formal emergency response, including activation of the Food Industry Emergency Sub-Plan.

The Deputy Director General Biosecurity and Food Safety should be notified where there is also a potential or confirmed biosecurity impact.

Natural disaster During the alert phase the State Coordinator will;

● Identify likely resourcing requirements

● Activate standby protocol; and

● Notify relevant departmental, government and industry stakeholders.

Phase 3 – Response Operations Biosecurity emergencies The operational phase commences when the presence of the pest or disease is confirmed. Typically, the aim of the operational phase is to contain and/or eradicate the pest or disease in a biosecurity response in order to minimise its impact on the economy, environment and community.

The Hazard Owner maintains a strategic role throughout the response and may also have a statutory role. The Hazard Owner is responsible for developing the outcomes and budget for the response and



communicating with Executives and other stakeholders external to the response. Upon confirmation of a positive diagnosis the Hazard Owner has a specific responsibility to immediately notify:

● DG DPI, DDG BFS, , DDG E&IA, NSW DPI Communications Platforms

● State Coordinator, where appointed

● Other EEMC, and

● relevant government and industry stakeholders.

Once approval for an emergency response is obtained, the State Coordinator is responsible for the operational delivery of objectives and specific activities outlined in the response plan determined by the Hazard Owner. The State Coordinator will take direction and guidance from the Hazard Owner on the appropriateness of operational arrangements taking into account technical matters. The State Coordinator has overall management of all operational activities and personnel deployed to resolve the incident. Specifically the State Coordinator will immediately;

● Establish a State Coordination Centre

● Activate the Coordination Management Team (CMT) ● Appoint an Incident Controller and Incident Management Team (IMT) (risk dependant).

Food Safety incidents The operational phase commences when the scale of the outbreak or event is deemed to require activation of a formal emergency response. Typically, the aim of the operational phase is to establish the source of an outbreak/contamination or deliberate contamination and remove this in order to minimise further impact on human health, consumer confidence, and the economy through loss of trade/market access.

The Hazard Owner is responsible for developing an action plan and the outcomes for the response and communicating with appropriate stakeholders. Upon escalation to a formal emergency response, an Incident Controller and Incident Management Team will be appointed.

For significant responses requiring resources external to BFS staff, a State Coordination Centre will be established.

Natural disaster Control of a natural disaster emergency is always vested with an Emergency Operations Controller (EOCON) or combat agency Incident Controller. NSW DPI is appointed AASFA under EMPLAN and may be requested to provide agriculture and animal support services for emergency operations.

In a natural disaster, the State Coordinator has both strategic and operational responsibilities and will;

● Notify DG DPI, DDG E&IA, DDG BFS, DDG E&IA, NSW DPI Communications Platforms

● Establish a State Coordination Centre ● Activate the Coordination Management Team (CMT)

● Appoint an Incident Controller and Incident Management Team (IMT) (risk dependant)

● Activate AASFA agencies; and

● Notify other EEMC Members (Level 2 and 3).



Proof of freedom Proof of freedom is required to reassure stakeholders including business, community and government agencies that eradication of a pest/pathogen/contaminant has been achieved. If it is determined that the specific hazard cannot be eradicated or removed, a transition to managing the hazard may take place.

The re-establishment of trade for affected industries is one of the highest priorities of a biosecurity or food safety response. Evidence of successful eradication and confirmation of pest or disease free status must occur to reinstate trade for NSW. Confirmation will require the collection and analysis of surveillance data and supporting technical data to demonstrate area free status over an agreed minimum period.

NSW DPI and industry partners develop surveillance plans for area freedom reinstatement that must be approved by the respective Consultative Committee prior to implementation. Once the surveillance activity has been successfully implemented the NMG, on advice from the Consultative Committee, will formally declare reinstatement of area freedom.

The Commonwealth DAWR will negotiate with international trading partners for re-accessing international markets. Discussions will also need to occur with domestic jurisdictions to allow domestic access.

Phase 4 – Response Stand-down The stand-down phase commences when:

● the investigation and alert phase fails to confirm the presence of a pest or disease, or ● the response strategy has been effective, or

● eradication of a pest or disease is not considered feasible, cost effective or beneficial, or

● the relevant NMG formally declares that the pest or disease outbreak is over.

The stand-down process must include an immediate debrief from personnel involved in the response before they are dismissed from their roles.

Debrief and after action review All personnel who have completed their assignment/deployment are to undertake a debrief prior to being dismissed from their roles.

Additionally, EMU is to facilitate a formal after action review session within 45 days of the stand-down date. This session is to focus on capturing and analysing lessons learnt to facilitate continuous improvement for the preparation of and response to future emergency events. Trends, risks and lessons will be assessed for action and escalated or referred where appropriate through governance arrangements and monitored for change and improvement.

Transition from response to recovery Relief and recovery activities should be integrated with response activities during Phase 3 - Response Operations. The Rural Assistance Authority, Rural Resilience Program, LLS and technical support from NSW DPI Agriculture form part of the response structure for level 2 and above responses.



Community services should be maintained during the transition as required, and a phased transition may be appropriate.

Considerations regarding the timing of the transition should include the extent to which;

● any emergency risks remain

● the powers available to response agency personnel (which may be available only during an emergency response) are still required

● the effect and consequences of the emergency are known

● the affected community continues to require relief services

● the organisations have assembled their recovery resources and are ready to manage their responsibilities.

Once the emergency response activities have concluded recovery activities are likely to continue. Response agencies may be required to continue working at the emergency following the transition to provide support resources for recovery managers and coordinators.

Transition from response to management In the event that investigations reveal a threat is unable to be eradicated, the objective may shift from response to management of the pest or disease.

Any transition to management is to be undertaken collaboratively between the hazard owner and incident controller. The hazard owner will maintain responsibility for developing a plan for transition to management with input from the incident controller on how/when the incident management team and control centres will be stood down.

Ongoing recovery NSW recovery arrangements are outlined in NSW Recovery Plan.

The NSW Recovery Plan supports the development and implementation of recovery operations following a natural disaster or other emergency and outlines the responsibilities, authorities and mechanisms for disaster recovery in NSW.

NSW DPI as the combat agency for biosecurity events; and leader of the Agriculture and Animal Services Functional Area (under the State Emergency Management Plan) that supports the combat agency and operates under the NSW Recovery Plan. The NSW Recovery Plan provides a framework for recovery operations tailored to support the affected community, taking into account the specific circumstances of each disaster or emergency.

For significant events a recovery committee may be established by the Department of Justice through the Office of Emergency Management (OEM) and NSW DPI will provide representation on the committee.

Depending on the emergency event, the CMT/IMT will collaborate and work with a recovery coordinator appointed by the Office of Emergency Management.

Key recovery activities include;

● Agricultural damage impact assessments

https://www.emergency.nsw.gov.au/Pages/publications/plans/supporting-plans/recovery-plan.aspx




● Agricultural Natural Disaster applications

● Recovery workshops ● Developing community and business resilience

● Attend recovery centres and recovery committees when activated

● Administer emergency transport subsidies to primary producers.

Appendix 5 outlines a high level overview of emergency response and recovery phases.

Response Structure A standard organisational structure (see Appendix 6) applies to the management of all emergency events (biosecurity, food safety, natural disaster) as the combat agency or support agency.

This structure can be applied to any size incident and provides the basis for a flexible and scalable response as an incident grows in size and complexity.

Incident levels and escalation Incidents occur on a continuum from the routine, every day events through to significant disasters. They vary in scale, complexity and duration.

To effectively support these incidents, NSW DPI is transitioning from the Biosecurity Incident Management System (BIMS) to the Australasian Inter-Service Incident Management System (AIIMS). Both systems provide an incident classification model to assist Hazard Owners, State and or Incident Controllers and agencies in preparedness planning, management of delegations, and skills development.



Appendix 7 sets out criteria to define emergencies under BIMS and AIIMS according to threat level. Escalation from one threat level to the next occurs when any criteria in the higher level is triggered.

Emergency response roles A separate resource is available to support Hazard Owners and the State Coordinator to determine necessary roles when establishing incident response management structures. This document, NSW DPI Emergency Response Roles, provides an additional checklist to help staff perform the following key roles:

● Incident Controller ● Planning Officer ● Intelligence Officer ● Public Information Officer ● Operations Officer ● Logistics Officer ● Finance Officer.

To provide clarity of the roles and responsibilities of Hazard Owners and the State Coordinator, role

statements can be found at Appendix 8 and 9, respectively.

Hazard Owners and AASFA Coordinator Checklists To further support Hazard Owners and the State Coordinator perform these critical roles in the management of emergency response and recovery activities, checklists have been developed and are available. These should be completed and kept as an auditable record to demonstrate the decision making process in each individual incident.

Hazard Hazard Owner Appendix

Natural Disasters with Animal, Plant Disease, Rodent or Insect Plague impacts

Agricultural and Animal Services Functional Area Coordinator

10

Food Industry (Including foodborne disease, chemical hazards in food and incidents or deliberate contamination of food.

Chief Executive Officer, Food Authority 11

Animal (including Aquatic) disease or pest emergencies

Chief Veterinary Officer 12

Plant disease or plant pest emergencies

Chief Plant Protection Officer 13

https://www.dpi.nsw.gov.au/__data/assets/pdf_file/0018/708030/DPI-emergency-response-roles.pdf

https://www.dpi.nsw.gov.au/__data/assets/pdf_file/0018/708030/DPI-emergency-response-roles.pdf



Invasive plant and animal pest emergencies (including terrestrial and aquatic weeds)

Director Invasive Plants and Animals 14

Locust emergencies Locust Commissioner 15

Animal welfare emergencies Chief Animal Welfare Officer 16

Supporting documentation Records are to be maintained and housed with DPI in accordance with the Records Management Policy. A range of resources, templates and publications relating to emergency response/s can be found on the NSW Department of Primary Industries website. Some of the key documents are referenced and listed below.

Related policies and procedures Related policies and procedures supporting incident management of response and recovery activities can be found on the NSW Department of Primary Industries website.

http://www.industry.nsw.gov.au/__data/assets/pdf_file/0007/79198/IND-I-177-Records-Management-Policy.pdf

https://www.dpi.nsw.gov.au/climate-and-emergencies/emergency/management/resources-and-publications

https://www.dpi.nsw.gov.au/climate-and-emergencies/emergency/management/resources-and-publications



Appendices

Appendix 1. State Legislation Document Description

NSW State Emergency and Rescue Management Act 1989 (SERM Act)

Governs the response to and recovery from an emergency in NSW. NSW Legislation website

Biosecurity Act 2015 Provides a framework for the prevention, elimination and minimisation of biosecurity risks posed by biosecurity matter, dealing with biosecurity matter, carriers and potential carriers, and other activities that involve biosecurity matter, carriers or potential carriers. NSW legislation website

Local Land Services Act 2013

Contains provisions for preparedness, response and recovery for animal pest and disease and plant pest and disease emergencies and other emergencies impacting on primary production or animal health and safety, and for reporting and control of plague locusts by private and public land managers. NSW Legislation website

Fisheries Management Act 1994 and Fisheries Management Amendment Act 2015

Contains provisions for detection and reporting, emergency declaration, quarantine, containment and eradication or destruction of noxious fish and marine vegetation and declared diseases. Also includes Fisheries Management (General) Regulation 2005 and Fisheries Management (Aquaculture) Regulation 2002. NSW Legislation website

Food Act 2003 Contains provisions for ensuring that food for sale is both safe and suitable for human consumption. It also prohibits any misleading conduct surrounding food. The Act also gives effect to the Food Standards Code. NSW Legislation website

NSW Prevention of Cruelty to Animals Act 1979 (POCTA)

The objectives of the NSW Prevention of Cruelty to Animals Act 1979 (POCTA) are to prevent cruelty to animals and to promote the welfare of animals. POCTA includes offences for cruelty to animals and carrying out prohibited activities.

https://www.legislation.nsw.gov.au/#/view/act/1989/165/full




https://www.legislation.nsw.gov.au/#/view/act/2015/59/historical2015-11-24/full



http://www.legislation.nsw.gov.au/#/view/act/1979/200/full

http://www.legislation.nsw.gov.au/#/view/act/1979/200/full



Appendix 2. State Emergency Management Plans Document Description

NSW State Emergency Management Plan (EMPLAN)

The State Emergency Management Plan (EMPLAN) describes the New South Wales approach to emergency management, the governance and coordination arrangements and roles and responsibilities of agencies. The Plan is supported by hazard specific sub plans and functional area supporting plans. NSW Department of Justice website

Biosecurity (Animal and Plant) Emergency Sub Plan

Details control and coordination arrangements for response to, and initial recovery from, a biosecurity emergency in New South Wales relating to animals and plants (not humans). NSW Department of Justice website

Animal and Agricultural Services Functional Area Supporting Plan

Details the control and coordination arrangements for agricultural and animal resources available within the State in response to, and recovery from the impact and effects of an emergency. NSW Department of Justice website

Food Industry Emergency Sub Plan

The Food Industry Emergency Sub Plan details the emergency management arrangements to deal with a food related emergency in New South Wales, whether resulting from deliberate action, an accident, or natural causes.

NSW Recovery Plan Outlines the strategic intent, responsibilities, authorities and the mechanisms for disaster recovery in New South Wales. The Recovery Plan, which will be supported by guidelines, allows for the development and implementation of a planned recovery following a natural disaster or other emergency. The Plan is a NSW Government plan which informs the general community, business, government, emergency services, functional areas and those working in disaster recovery. NSW Department of Justice website


https://www.emergency.nsw.gov.au/Pages/publications/plans/sub-plans/biosecurity-animal-and-plant-emergency-sub-plan.aspx

https://www.emergency.nsw.gov.au/Pages/publications/plans/supporting-plans/agriculture-and-animal-services-supporting-plan.aspx

https://www.emergency.nsw.gov.au/Pages/publications/plans/supporting-plans/recovery-plan.aspx



Appendix 3. National response agreements Document Description

Emergency Animal Disease Response Agreement(EADRA)

A legal agreement between Animal Health Australia, the Commonwealth, all state and territory governments and national animal industry body signatories (22 in total). It covers the management and funding of responses to 66 separate emergency animal diseases (EAD), including the potential for owner reimbursement costs. It also formalises the role of animal industries’ participation in the decision making, as well as their contribution towards the costs related to approved responses. Animal Health Australia website

Emergency Plant Pest Response Deed (EPPRD)

A legal agreement between Plant Health Australia, the Commonwealth, all state and territory governments and national plant industry body (including bees) signatories (43 in total). It covers the management and funding of responses to emergency plant pest (EPP) incidents, including the potential for owner reimbursement costs for growers. It also formalises the role of plant industries’ participation in decision making, as well as their contribution towards the costs related to approved responses. Plant Health Australia website

National Environmental Biosecurity Response Agreement (NEBRA)

A legal agreement between the Commonwealth and all state and territory governments (nine in total). It covers emergency response arrangements, including cost-sharing arrangements, for responding to biosecurity incidents that primarily impact the environment and/or social amenity and where the response is for the public good. Department of Agriculture and Water Resources website

Inter-Governmental Agreement on Biosecurity (IGAB)

An agreement between the Commonwealth and all state and territory governments (except Tasmania) that aims to strengthen the working partnership between governments, improve the national biosecurity system, and minimise the impact of pests and disease on Australia’s economy, environment and the community. Department of Agriculture and Water Resources website

AQUAVETPLAN Australian Aquatic Veterinary Emergency Plan – the national contingency planning framework for the management of aquatic pest and disease emergencies in Australia. Department of Agriculture and Water Resources website

AUSVETPLAN Australian Veterinary Emergency Plan – the national contingency planning framework for the management of animal disease emergencies in Australia. Animal Health Australia website

PLANTPLAN Australian Emergency Plant Pest Emergency Plan – the national contingency planning framework for the management of plant pest emergencies in Australia. Plant Health Australia website

https://www.animalhealthaustralia.com.au/what-we-do/emergency-animal-disease/ead-response-agreement/

http://www.planthealthaustralia.com.au/biosecurity/emergency-%20%20%20%20%20%20%20%20%20%20%20%20%20plant-pest-response-deed/

http://www.planthealthaustralia.com.au/biosecurity/emergency-%20%20%20%20%20%20%20%20%20%20%20%20%20plant-pest-response-deed/



http://www.agriculture.gov.au/biosecurity/partnerships/nbc/intergovernmental-agreement-on-biosecurity

http://www.agriculture.gov.au/biosecurity/partnerships/nbc/intergovernmental-agreement-on-biosecurity

http://www.agriculture.gov.au/animal/aquatic/aquavetplan

http://www.agriculture.gov.au/animal/aquatic/aquavetplan

http://www.animalhealthaustralia.com.au/what-we-do/emergency-animal-disease/ausvetplan/

http://www.planthealthaustralia.com.au/biosecurity/incursion-%20%20%20%20%20%20%20%20%20%20%20management/plantplan/



MARINEPESTPLAN MarinePestPlan – the national strategic plan outlining national marine pest biosecurity priorities including a framework for improvements for marine pest preparedness and response capacity. Department of Agriculture and Water Resources website

National Food Incident Response Protocol (NFIRP)

Preparedness and response to food incidents (or food safety emergencies) in Australia is coordinated by FSANZ under the National Food Incident Response Protocol (the NFIRP). The NFIRP provides guidance to Australian food regulators for consistent and coordinated response to food incidents.

https://www.agriculture.gov.au/pests-diseases-weeds/marine-pests/empplan

https://www.agriculture.gov.au/pests-diseases-weeds/marine-pests/empplan



Appendix 4. Process for determining a response following suspect or confirmed detection and diagnosis Following the suspect detection and diagnosis of a potential threat, the Hazard Owner must determine if an incident response is required. To support Hazard Owners to make this initial determination the following checklist has been developed. This highlights all issues that should be considered when determining if a response is required following detection and diagnosis of a threat.

Key issues to be considered include the status of the risk, expected impact, capacity to manage, contain or eradicate. In some circumstances this may require a cost/benefit analysis of the management of the risk. Where the pest or disease concerned has been categorised within an existing national deed or agreement, or is covered by an existing NSW policy or procedure that recommends a response should be undertaken, a cost benefit analysis is not required to be undertaken at this stage.

Additionally, where the national deed or agreement or the NSW State policy or procedure has procedures to allow apportioning of costs immediately, a cost benefit analysis is not required.

A cost benefit analysis (CBA) should be undertaken where the above situations do not exist however, the undertaking of a CBA should not inhibit a response being undertaken while the CBA is being prepared. In these cases the CBA will be used along with other criteria to determine if a response is to continue.

Where evidence is required to make this determination or reports on feasibility of eradication the information must be saved in CM9 for audit purposes.

When completing the checklist please enter your determination in the smartsheet report here. This report captures the critical decision making steps and provides BFS with a summary of the issues considered and the reasoning behind why an incident response has occurred, or if not required why BFS did not undertake a response following detection.

https://app.smartsheet.com/sheets/9cj6M5HMFHwxHQG6rJ2GwwQQ7w8jfwpGMX8PfrM1?view=grid



Process for determining a response following detection and diagnosis

Step 1 - Legal Obligation Issues to consider

Is DPI legally obliged to respond under the Biosecurity Act or other legislation/deeds?

Yes/No

If the threat is listed as Prohibited Matter, Prohibited Dealing or where a State Policy or Procedure indicates. NSW DPI must respond.

Step 2 - State Obligation Issues to consider

Is there an impact on the State? Yes/No

If a National or State Committee assesses the threat as having an impact, DPI must respond.

If the Hazard Owner assesses there is, or suspects it is an exotic pest or disease which could have a likely impact to the economy environment or community, NSW DPI must respond.

Step 3 - Technically feasible Issues to consider

Is the threat technically feasible to prevent, eliminate, minimise or manage? Is there a need to prevent, eliminate, minimise or manage the suspected threat until further intelligence is known to determine the appropriateness of a response?

Yes/No

National/State guidelines have been considered.

Step 4 - Cost Benefit Analysis Issues to consider

Has a National or State CBA been undertaken? Has the threat been categorised as an exotic pest or disease under the NEBRA, EADRA, EPPRD or other cost sharing agreement?

Yes/No

Existing CBA to be used. No need for a CBA to be undertaken.

If no, use rapid analysis to assess potential economic impact.

Yes/No

Use NSW DPI Performance Data and Insights Analysis to identify value of industry affected by threat and assess against expected cost of response. (Further detailed CBA may need to be undertaken during response).

Step 5 - Risk analysis Issues to consider

Has a risk analysis been completed Yes/No

Risk analysis required to understand other potential risks eg political, reputation. If no existing analysis NSW DPI risk assessment tool to be completed.

https://www.dpi.nsw.gov.au/about-us/publications/pdi



Appendix 5. Overview: Emergency Response Phases The response to an emergency follows four phases:

PHASE 1 – RISK REPORTED 1. Threat is identified

2. Executive is notified

3. Hazard Owner is identified/confirmed

4. Limited stakeholders are notified by the Hazard Owner as per checklist.

PHASE 2 - INVESTIGATION AND ALERT PHASE 1. Threat assessment: The extent of the threat is assessed through investigation (usually part of normal

business) and should consider: a. human health e.g. zoonotic, food contaminate b. primary production c. Natural environment d. animal welfare e. Indigenous culture f. heritage g. recreation and amenity h. likelihood of control i. potential extent of spread j. warnings/requests received from combat agencies k. organisation and political risk

2. The Hazard Owner manages the investigation, determines potential budget impacts and develops a response

plan which includes a feasibility assessment. Existing CBA’s developed for pests and diseases of national significance can be used.

3. The Hazard Owner will assess the risk and where appropriate will appoint a State Coordinator to manage any subsequent response

4. The State Coordinator initiates the Standby protocol, and where relevant:

a. Determining the response structure and identify key roles required b. Notifying BFS Systems Unit to initiate systems for the response c. Identifying personnel to fill key roles from list of available personnel in WebEOC d. Sending emails to identified personnel to inform them of potential emergency response, likely

timeframe and location.

5. The Hazard Owner resolves the threat or activates a response

PHASE 3 - OPERATIONAL PHASE 1. Response activation: Multi-agency response is activated when the threat is (or highly likely to be) confirmed.

2. The Hazard owner

a. Notifies the NSW DPI Executive (DDG BFS, DG DPI, DDG E&IA, NSW DPI media contacts, and other EEMC members.

b. notifies state/national committees c. activates cost sharing (where applicable) d. informs high level stakeholders



e. appoints a State Recovery Coordinator, where appropriate depending on circumstances.

3. The State Coordinator is responsible for operational delivery of objectives and specific activities outlined in the response plan determined by the Hazard Owner. . The State Coordinator has overall management of all operational activities and personnel deployed to resolve the emergency, however takes direction and guidance from the Hazard Owner on the appropriateness of arrangements taking into account technical matters. Specifically the State Coordinator will:

a. establish and manage the State Coordination Centre (SCC) b. activate a coordination management team (CMT) c. implement response plan d. appoint Incident Controller/s. If no LCC is required then the State Coordinator also assumes Incident

Control function.

4. The Incident Controller a. establishes and manages the Local Control Centre (LCC) b. establishes Forward Command Posts (if required) c. appoints FCP Officer in Charge (OIC/s) d. develops and implements an Incident Action Plan (IAP).

PHASE 4 - STAND DOWN PHASE 1. The Hazard Owner declares the response is over in consultation with the State Coordinator when any of these

occur: a. investigation/alert phase is negative b. response outcomes have been met c. response outcomes are no longer feasible, cost effective or beneficial d. declared over by national or state authority.

2. The Hazard Owner informs high level stakeholders.

3. The Hazard Owner completes response summary data.

4. The State Coordinator ensures conduct and report completion of after action reviews (AAR) within 45 days of

stand down.

5. The State Coordinator/Incident Controller/s develops and implements a demobilisation plan. A demobilisation plan/s (using the IAP template or similar) are required for SCC, LCC and FCPs that were activated for emergency response and recovery activities, to ensure:

a. Records are complete and archived b. Personnel are available for demobilisation and post response/recovery tasks are assigned c. Facilities are returned to pre-response conditions d. Resources (excluding personnel) are accounted for and returned/disposed of/stored e. Financial records are reconciled or assigned for on-going management f. Stakeholders are informed of response/recovery status and new contact details (if relevant) g. make sure AAR conducted within 45 days of concluding response.



The recovery of an emergency follows two phases:

PHASE 1 - OPERATIONAL PHASE 1. Hazard Owner appoints a State Recovery Coordinator, where appropriate.

2. Hazard Owner ensures high level stakeholders are informed.

3. State Recovery Coordinator develops and implements a recovery plan in line with the NSW Recovery Plan.

4. Recovery operations will be impacted by:

a. remaining emergency risks, b. powers required by response/recovery personnel, c. services required by the affected community, and d. combat agency decisions.

PHASE 2 -STAND DOWN PHASE 1. Recovery stand down commences when any of these occur:

a. recovery committees terminated b. recovery outcomes have been met c. declared over by hazard owner

2. Hazard Owner ensures stakeholders are informed

3. Hazard Owner embeds any ongoing management into normal business

4. State Recovery Coordinator develops and implements a demobilisation plan for recovery operations

5. State Recovery Coordinator assists in transitioning to ongoing normal business management



Appendix 6. Response structure



Appendix 7. Incident levels checklist LEVEL 1 Low threat –Generally able to be resolved through the use of local or initial response resources only. Criteria Response ● Local response resources only, with some state

coordination support ● Localised consequences ● Minor disruption affecting local industry ● Boundary within single LLS region ● Limited local/state media only ● Likely duration less than 2 weeks.

● State Coordinator responsible for all functions ● Resources limited to IMT and local resources only ● Normally dealt with as routine incidents ● Local control centre or forward command post only ● Takes priority over existing local work (short term) ● No response plan is required as the threat is dealt with

as routine incident.

Notifications - Who Notifications - When ● Initial notification or alert to Hazard Owner ● Hazard Owner to notify as applicable

- State Coordinator - Deputy Director General Biosecurity & Food

Safety - Deputy Director General Engagement &

Industry Assistance. ● State Coordinator to notify

- LLS State Operations - IMT.

● Initial threat or alert notification ● Response activated;

- Positive diagnosis - Multiple deliberate contamination/sabotage events - AASFA activated.

● Operational phase ● Escalation point

- e.g critical event or significant media ● Stand down.

Lessons Management Reporting process ● Incident debrief

- On completion of assignment/deployment.

NSW DPI and LLS must use the DPI policies, procedures, templates, systems and plans.

● Record keeping is to be maintained and housed with DPI through CM9 as per the Records Management Policy.

● Records of all emergency events are to be captured on the response activity template.

Response Structure



https://docs.google.com/spreadsheets/d/1-1he-u8BY1vbe2JUagGE3BQJY8IEF676Mqwp2QiBvmQ/edit#gid=0




LEVEL 2 Medium threat – More complex due to size, resources, risk or consequences. Criteria Response ● Consequence extends beyond area of operation ● Boundary within one or more LLS region/s ● Serious disruption affecting industry

sector/s, region/s or other state/territory jurisdictions

● Extensive negative local/state/national media ● Likely extended duration (beyond 2 weeks)

● Multiple functional sectors (eg. operations, planning, logistics, public information)

● Increased workforce required ● Takes priority over existing work (short term) ● State Coordination Centre and/or Local control

centre/s and/or forward command post

Notifications - Who Notifications- When ● Lab to inform Hazard Owner immediately of

diagnosis ● Hazard Owner to notify as applicable;

● State Coordinator ● NFIRP network - Relevant DPI Executives - EEMC (via sitrep) - ACVO, ACPPO & NMG (risk dependant).

● State Coordinator to notify; - LLS State Operations - IMT - Local/regional resources.

● Initial threat or alert notification ● Response activated

- Positive diagnosis - AASFA activated




- On completion of assignment/deployment.

● After action review - to be completed within 45 days of

stand down.

A Response Plan is to be developed by Hazard Owner. The plan is to include the technical feasibility of achieving the. Existing CBA’s developed for pests and diseases of national significance can be used. An Incident Action Plan is to be developed by the Incident Controller (or delegate) to detail how the objectives of the response will be achieved. A documented handover is to be completed at each change of shift. DPI and LLS must use the DPI policies, procedures, templates, systems and plans.


● Records of all emergency events are to be captured on the response activity template.

Operational data to be stored on BYTE, BCM or LHMS as required.







Response Structure



LEVEL 3 High threat – Generally characterised by degrees of complexity and consequence that may require the establishment of significant resources and structure for the effective management of the situation. Criteria Response ● Consequence extends across region/state ● Substantial disruptions e.g. shutdowns affecting

multiple industries ● State or sector wide impact ● Extended negative state/national media coverage ● Extended duration (likely beyond 4 weeks).

● Most functional sectors activated ● Regional and state resources required ● Staff to be made immediately available as a priority ● Activation of BFS Business Continuity Plan ● State coordination centre ● Multiple local control centres ● Forward command post onsite ● Response Plan to be developed by Hazard Owner.

Plan is to include technical feasibility of achieving objective. Existing CBA’s developed for pests and diseases of national significance can be used, or a rapid CBA can be conducted, where relevant.

Notifications - Who Notifications - When ● Lab to inform Hazard Owner immediately

of diagnosis ● Hazard Owner to notify as applicable;

- State Coordinator - Relevant DPI Executives - NFIRP network - EEMC (via sitrep) - ACVO, ACPPO & NMG (risk dependant).

● State Coordinator to notify; - LLS State Operations - IMT - Local/regional resources.

● Initial threat or alert notification ● Response activated

- Positive diagnosis - AASFA activated




- On completion of assignment/deployment

● After action review - to be completed within 45 days of

stand down.

A Response Plan is to be developed by Hazard Owner. The plan is to include the technical feasibility of achieving the objective and a cost benefit analysis (CBA). Existing CBA’s developed for pests and diseases of national significance can be used. An Incident Action Plan is to be developed by the Incident Controller (or delegate) to detail how the objectives of the response will be achieved. A documented handover is to be completed at each change of shift. DPI and LLS must use the DPI policies, procedures, templates, systems and plans.






● Records of all emergency events is to be captured on the response activity template

Operational data to be stored on BYTE, BCM or LHMS as required.

Response Structure





Level 4 National response A level four incident is where one or more jurisdictions are involved in managing the response to a biosecurity incident or natural disaster. One or more of the involved jurisdiction’s resources or established arrangements are insufficient for the response and the National Coordination Centre is required to coordinate nationally available support to the affected jurisdictions/s.

Level 5 National response - international support required A level five incident is where one or more jurisdictions are involved in managing the response to a biosecurity incident. The national resources are insufficient for the response and the National Coordination Centre is required to coordinate international support to the affected jurisdictions/s. NOTE: Irrespective of the level of incident response within a jurisdiction the National Coordination Centre may be operating to deal with national issues, such as quarantine and/or international trade issues, which have little or no immediate impact on the level of response applied by a state/territory.



Appendix 8. Role Statement: Hazard Owners HAZARD OWNER Reporting Line: DDG Biosecurity & Food Safety

ROLE & RESPONSIBILITIES Maintains strategic accountability of the incident, develops outcomes, manages upward stakeholder communications, and represents DPI on national/state committees and implements outcomes from the committees.

● Develop strategic outcomes to effectively direct the response ● Undertake risk assessment of threat and determine threat level ● Maintain effective communication with Senior Executives, National/State Committees, State and

Commonwealth Government agencies and key stakeholders ● Represent DPI and act on behalf of the National/State Committees when cost sharing agreements are in

place. Depending on the threat level and risk the Hazard Owner has a specific responsibility to appoint a State Coordinator and notify: EEMC, NMG and Consultative Committee (risk dependant), and Industry representative (risk dependent). Notification is required at key points including but not limited to: risk reported, confirmation of threat (commencement of operational phase), escalation points (eg critical event, risk increase/WHS, significant media attention), and stand down.

INVESTIGATION AND ALERT PHASE Obtain a briefing from the first responder on the suspected threat ❑

Undertake risk assessment ❑

Assess the situation and determine likely threat level ❑

Notify stakeholders according to suspected threat level ❑ Appoints State Coordinator who then activates standby protocol ❑

Determine incident response level using the criteria documentation ❑

Consider likely outcomes and commence pre planning should the threat eventuate ❑

OPERATIONAL PHASE Notify State Coordinator and stakeholders of confirmed threat ❑ Develop an incident specific response plan ❑ Communicate impact, risk and progress to Senior Executives ❑ Convene out of session EEMC meeting via DDG BFS if required ❑ Regularly reassess threat level and develop appropriate outcomes ❑ Monitor and review implementation of response plan ❑ Maintain regular briefings with State Coordinator ❑ Represent NSW DPI on State and National Committees ❑ Implement agreed outcomes of the State and National Committees ❑ Implement, monitor and report on the progress of the response plan to relevant stakeholders ❑

STAND DOWN PHASE Notify EEMC, Executives and key stakeholders that the incident has been stood down ❑ Conduct post incident debrief session with relevant stakeholders ❑ Provide a report to stakeholders (risk dependent) ❑

https://drive.google.com/drive/folders/1r97hyF1LZtbid5hyzNTDoWmn_uUFJzd7?ogsrc=32



Appendix 9. Role Statement: State Coordinator STATE COORDINATOR Reporting Line: Hazard Owner

ROLES & RESPONSIBILITIES Responsible for the state-wide coordination and oversight of emergency management activities.

State Coordinator is specifically responsible for: ● appointing an Incident Controller ● activating the State Coordination Management Team ● establishing and managing a State Coordination Centre ● providing overall leadership and direction to the CMT ● oversee activities performed by the CMT ● through delegation, manages all people in the state who are involved in a response ● ensures that response activities are conducted in accordance with jurisdictional legislation and national

agreed response arrangements, taking into account the economic, commercial and social implications of the actions taken

● reports to executives and other relevant stakeholders on the implementation and progress of planned response activities

INVESTIGATION AND ALERT PHASE Obtain a briefing from the Hazard Owner ❑ Assess the response and likely impacts to concurrent responses ❑ Initiate contact with stakeholders according to standby protocol ❑

OPERATIONAL PHASE Establish a State Coordination Centre, activate CMT and appoint Incident Controller ❑ Schedule briefing for State CMT and Incident Controller ❑ ensures that a safe work environment is established and maintained if necessary, a person(s) may be appointed to perform the Safety function to work across all functional areas of the SCC

❑

liaise with support agencies, industry and other organisations directly or through their designated liaison personnel

❑

Coordinate CMT outputs to align with response objectives ❑

Recognise triggers and action the structure requirements as the scale of responses increase/decrease ❑ Lead CMT meetings ❑ Establish ongoing consultative and reporting arrangements between the SCC and LCC ❑ Responsible for the quality of management of the response, through the CMT, of the SCC’s activities in responses.

❑

Endorse response plans ❑ Provide handover to incoming State Coordinator ❑

STAND DOWN PHASE Notify the Hazard Owner and stakeholders that the incident/emergency is under control and stand-down of the IMT is appropriate Organises storage of records Ensures and after action review is conducted within 45 days

❑

https://drive.google.com/open?id=1TqNdxfF7GWoS_MbzVItlkOGvfeWdgb-D



Appendix 10. Agriculture and Animal Services Functional Area (AASFA) Coordinator Checklist

Phase 1: Risk reported Completed

1. Natural disaster event reported by combat agency ❏

2. AASFAC notified by LEMC rep, RAASFAC or by combat agency ❏

3. AASFAC notifies: DDG EIA ❏

DDG BFS ❏

DG DPI ❏

NSW DPI media contacts ❏

EEMC (Remaining Members) ❏

Business Partner LLS ❏

RAASFACs ❏

LLS EM Coordinator ❏

Phase 2: Investigation and alert Completed

4. Threat assessment: Are agriculture and animals impacted? ❏

5. AASFAC determines extent of response required. Is the response cost recoverable? Does it meet DAGS? If no, does an impact assessment need to be completed?

❏

6. AASFAC appoints State Coordinator ❏

7. State Coordinator initiates the standby protocol

Determine the response structure and identify key roles required

❏

Notify BFS Systems Unit to initiate systems for the response

❏



Identify personnel to fill key roles from list of available personnel in WebEOC

❏

Notify identified IC of potential emergency response, likely timeframe and location.

❏

8. AASFAC resolves threat, moves to recovery or activates response ❏

Phase 3: Operational Completed

9. AASFAC notifies: DDG EIA ❏

DDG BFS ❏

DG DPI ❏


EEMC (Remaining Contacts) ❏


RAASFACs ❏

LLS EM Coordinator ❏

10. AASFAC appoints a State Recovery Coordinator ❏

11. State Coordinator will establish and manage the State Coordination Centre (SCC)

❏

activate a coordination management team (CMT) ❏

implement response plan ❏

appoint Incident Controller/s. If no LCC is required then the State Coordinator also assumes Incident Control function.

❏

12. The Incident Controller will

establish and manage the Local Control Centre (LCC) ❏

establish Forward Command Posts (if required) ❏



appoint FCP Officer in Charge (OIC/s) ❏

develop and implement an Incident Action Plan (IAP) ❏

Phase 4: Stand down Completed

13. AASFAC declares the response is over in consultation with the State Coordinator ❏

14. The AASFAC informs DDG EIA ❏

15. The AASFAC completes response summary data ❏

16. The AASFAC ensures AAR undertaken and reported ❏

17. The State Coordinator/Incident Controller/s develop and implement a demobilisation plan

Records are complete and archived ❏

Personnel are available for demobilisation and post response/recovery tasks are assigned

❏

Facilities are returned to pre-response conditions ❏

Resources (excluding personnel) are accounted for and returned/disposed of/stored

❏

Financial records are reconciled or assigned for on-going management

❏

Stakeholders are informed of response/recovery status and new contact details (if relevant)

❏



Appendix 11. CEO Food Authority Checklist


1. Food safety issue is identified - link to process?? ❏

2. CEO Food Authority (CEO FA) is notified ❏

3. CEO FA notifies: DDG Biosecurity & Food Safety ❏

DG Department of Primary Industry ❏

DDG Engagement and Industry Assistance ❏


DPI Director Emergency Operations ❏



Director, Compliance and Integrity Systems ● Food Incident Response ● Regulatory Operations ● Compliance Investigations

❏

BFS Food Safety Unit ● Food Science ● Food Policy and Partnerships ● Local Government ● Shellfish

❏

NSW Department of Health ❏

Other key relevant stakeholder (Please list)

❏




4. Threat assessment: Using the checklist for determining a response following detection and diagnosis

❏

5. CEO FA undertakes Response plan ❏

6. CEO FA appoints State Coordinator ❏



❏


❏


❏

Notify identified personnel of potential emergency response, likely timeframe and location.

❏

8. CEO FA resolves threat, moves to recovery activates response ❏


9. CEO FA activates response when the threat is (or highly likely to be) confirmed ❏

10. The CEO FA

notifies state/national committees ❏

activates cost sharing (where applicable) ❏

informs high level stakeholders ❏

appoints a State Recovery Coordinator ❏

11. State Coordinator establishes and manages the State Coordination Centre (SCC)

❏

activates a coordination management team (CMT) ❏

implements response plan ❏

appoints Incident Controller/s. If no LCC is required then the State Coordinator also

❏



assumes Incident Control function.

12. Incident Controller establishes and manages the Local Control Centre (LCC) ❏

establishes Forward Command Posts (if required) ❏

appoints FCP Officer in Charge (OIC/s) ❏

develops and implements an Incident Action Plan (IAP) ❏


13. CEO FA declares the response is over in consultation with the State Coordinator when any of these occur

investigation/alert phase is negative ❏

response outcomes have been met ❏

response outcomes are no longer feasible, cost effective or beneficial

❏

declared over by national or state authority ❏

14. The CEO FA informs DG & DDG BFS & DDG E&IA & NSW DPI media contacts ❏

State Industry representatives ❏


❏

15. The CEO FA completes response summary data ❏

16. The CEO FA ensures AAR undertaken and reported ❏




❏



❏




❏


❏



Appendix 12. Chief Veterinary Officer Checklist


1. Disease or pest is identified ❏

2. CVO is notified ❏

3. CVO notifies: DDG Biosecurity & Food Safety ❏

DG Department of Primary Industries ❏






Australian CVO ❏


❏



❏

5. CVO Response Plan ❏

6. CVO appoints State Coordinator ❏



❏


❏




❏


❏

8. CVO resolves threat, moves to recovery or activates response ❏


9. Upon activation: The CVO




appoints a State Recovery Coordinator, where appropriate ie level of risk

❏


❏



appoints Incident Controller/s. If no LCC is required then the State Coordinator also assumes Incident Control function.

❏






12. CVO declares the investigation/alert phase is negative ❏



response is over in consultation with the State Coordinator when any of these occur



❏


13. The CVO informs DG & DDG BFS & DDG E&IA & NSW DPI media contacts ❏


Other key stakeholders (Please list)

❏

14. The CVO completes response summary data ❏

15. The CVO ensures AAR undertaken and reported ❏




❏



❏


❏


❏



Appendix 13. Chief Plant Protection Officer Checklist


1. Disease or pest is tentatively identified ❏

2. CPPO is notified ❏

3. CPPO notifies: DDG Biosecurity & Food Safety ❏

Dg Department of Primary Industries ❏




EEMC (Remaining Members ❏


Australian CPPO ❏


❏



❏

5. CPPO undertakes Response plan ❏

6. CPPO appoints State Coordinator, where appropriate ❏



❏


❏




❏


❏

8. CPPO resolves threat, moves to recovery or activates response ❏


9. Upon activation: The CPPO






❏




❏








12. CPPO declares the response is over in consultation with the State Coordinator when any of these occur




❏


13. The CPPO informs DG & DDG BFS & DDG E&IA & NSW DPI media contacts ❏



❏

14. The CPPO completes response summary data ❏

15. The CPPO ensures AAR undertaken and reported ❏




❏



❏


❏


❏



Appendix 14. Director, Invasive Plants and Animals Checklist


1. Disease or pest is identified ❏

2. DIPA is notified ❏

3. DIPA notifies: DDG Biosecurity & Food Safety ❏








❏



❏

5. DIPA undertakes Response plan ❏

6. DIPA appoints State Coordinator, where appropriate ❏



❏


❏


❏




❏

8. DIPA resolves threat, moves to recovery or activates response ❏


9. Upon activation: The DIPA






❏




❏






12. DIPA declares the response is over in consultation with the State Coordinator when





any of these occur response outcomes are no longer feasible, cost effective or beneficial

❏


13. The DIPA informs DG & DDG BFS & DDG E&IA & NSW DPI media contacts ❏



❏

14. The DIPA completes response summary data ❏

15. The DIPA ensures AAR undertaken and reported ❏




❏



❏


❏


❏



Appendix 15. Locust Commissioner Checklist


1. Locusts reported by landholders, LLS or APLC to EM Unit ❏

2. Locust Commissioner notified by EM Unit ❏

3. Locust Commissioner notifies:

DDG Biosecurity & Food Safety ❏



PLMG ❏

APLC ❏




RAASFACs ❏

LLS EM Coordinators ❏


4. Threat assessment: The extent of the incursion is assessed through investigation and report analysis

❏

Is control beyond an LLS region? Yes or No ❏

If no, LLS local arrangements to manage control ❏

If yes, use the checklist for determining a response following detection and diagnosis ❏



5. Locust Commissioner determines

Response plan ❏

6. Locust Commissioner recommends activation of PLCC (Plague Locust Consultative Committee) - consists of land managers from Crown Lands, National Parks, State Rail, Roads & Maritime Services, etc

7. Locust Commissioner appoints State Coordinator, where appropriate ❏



❏


❏


❏

Notify identified IC of potential emergency response, likely timeframe and location.

❏

9. Locust Commissioner either: a. resolves threat (i.e. notifies State Coordinator to reverse standby) or b. activates response (i.e. go to operational)

❏


10. Locust Commissioner

notifies state/national committees PLCC, PLMG, SEMC, APLC

❏

Notifies DDG BFS & DG DPI & DDG E&IA & NSW DPI media contacts

❏


11. State Coordinator will establish and manage the State Coordination Centre (SCC)

❏

activate a coordination management team (CMT) ❏

implement response plan ❏

appoint Incident Controller/s. If no LCC is required then the State Coordinator also assumes Incident Control function.

❏



12. Incident Controller will establish and manage the Local Control Centre (LCC) ❏

establish Forward Command Posts (if required) ❏

appoint FCP Officer in Charge (OIC/s) ❏

develop and implement an Incident Action Plan (IAP) ❏


13. Locust Commissioner declares the response is over in consultation with the State Coordinator when any of these occur

investigation phase threat is below threshold ❏



❏

14. Locust Commissioner informs

DDG BFS & DG DPI & DDG E&IA & NSW DPI media contacts

❏

PLMG ❏

SEMC ❏

APLC ❏

PLCC ❏

15. Locust Commissioner completes response summary data ❏

16. Locust Commissioner ensures AAR undertaken and reported ❏




❏





❏


❏


❏



Appendix 16. Chief Animal Welfare Officer Checklist


1. Risk to animal welfare is identified ❏

2. CAWO is notified ❏

3. CAWO notifies: DDG Biosecurity & Food Safety ❏







Other key relevant stakeholders (RSPCA, AWL, NSW Police, GWIC)

❏



❏

5. CAWO undertakes Response plan (May include the Intensive

Livestock Business Crisis Plan)

❏

6. CAWO appoints State Coordinator ❏



❏


❏




❏


❏

8. CAWO resolves threat, moves to recovery or activates response ❏


9. CAWO activates response when the threat is (or highly likely to be) confirmed ❏

10. The CAWO

DDG BFS & DG DPI & DDG E&IA & NSw DPI media contacts

❏

notifies state committees ❏




❏




❏








13. CAWO declares the response is over in consultation with the State Coordinator when any of these occur

investigation/alert phase is resolved ❏



❏

declared over by state authority ❏

14. The CAWO informs DG & DDG BFS & DDG E&IA & NSW DPI media contacts ❏

State Industry representatives (NSW Farmers) ❏

Other key stakeholders (AWL, RSPCA, Police, GWIC)

❏

15. The CAWO completes response summary data ❏

16. The CAWO ensures AAR undertaken and reported ❏




❏



❏


❏


❏



Glossary and acronyms Term Description

After action review (AAR)

Formal debriefs conducted after the emergency response to assess the conduct or results of the operation. Can be conducted at crew/work group, agency and interagency levels. Refer to the guide Briefing, debriefing and handovers in emergencies. Hazard Owners are responsible for conducting AARs within 45 days of stand down.

Agriculture/

Aquaculture

Agriculture and aquaculture is production and primary processing of foods, fibres and by-products from plants and animals. Agriculture and aquaculture involves cultivation of crops including horticultural products, raising of livestock or aquatic species and planting of trees for wood products. For the purposes of emergency management is also include aquatic/marine systems, like aquaculture and fisheries.

Aquatic consultative Committee on Emergency Animal Disease (AqCCEAD)

AqCCEAD shares information and makes decisions on the management of an emergency aquatic animal disease emergency incident until it decides the disease or threat no longer exists, or a national response is no longer required.

Australiasian Inter-service Incident Management System (AIIMS)

AIIMS is a system that enables Australian agencies to come together to resolve incidents through an integrated and effective response. It is flexible, adaptable and scalable, and forms the basis for establishing a common operating picture within an all-hazards–all agencies environment. When referring to AIIMS it is also considered to incorporate BIMS.

Agriculture and Animal Services Functional Area (AASFA)

Responsible for the control and coordination arrangements for the use of all agricultural resources available within the State in response to, and initial recovery from, the impact and effects of any emergency.

Agriculture and Animal Services Functional Area Coordinator (AASFAC)

AASFA Coordinator, is the AASFA Hazard Owner, and according to EMPLAN, is responsible for the coordination of Functional Area support and resources for emergency response and recovery operations.

Area of Operation Defined geographic location that encompasses the active incident response area.

Animal All animals including livestock (sheep, cattle, goats, pigs, horses etc.), companion animals (dogs, cats, aviary birds etc) and wildlife (terrestrial, aquatic and marine).

Aquatic Animal Includes fish, molluscs, invertebrates, crustaceans and ornamental fish that may be found in the NSW aquatic environment or aquaculture facilities, aquarium facilities, whole and retail and seafood outlets.

https://www.dpi.nsw.gov.au/__data/assets/pdf_file/0006/355695/guide-briefing-debriefing-and-handovers-in-emergencies.pdf

https://www.dpi.nsw.gov.au/__data/assets/pdf_file/0006/355695/guide-briefing-debriefing-and-handovers-in-emergencies.pdf



Australian Plague Locust Commission (APLC)

Commonwealth department funded by eastern states and Commonwealth. Assists with research, forecasting and control in large plague locust outbreaks that may impact on a number of states.

Biosecurity Incident Management System (BIMS)

The agreed national incident management system for biosecurity incidents. It is based on established incident management systems such as the Australasian Inter Agency Incident Management System (AIIMS).

Biosecurity The protection of the economy, environment and human health from the negative impacts associated with entry, establishment or spread of exotic pests (including weeds) and diseases.


A branch within the Department of Primary Industries.

Consultative Committee Emergency Animal Disease (CCEAD)

CCEAD is a coordinating body providing the technical link between industry, the Australian Government, and state and territory governments for decision making during animal health emergencies.

Consultative Committee Emergency Plant Pests (CCEPP)

CCEPP is Australia's key technical body for coordinating national responses to emergency plant pest (EPP) incursions, and assessing the technical feasibility for their eradication.

Consultative Committee Introduced Marine Pest Emergencies (CCIMPE)

CCIMPE is responsible for providing technical advice to the National Management Group (NMG) and has a role in coordinating the national response, while the affected state/territory is responsible for implementing response actions.

Combat agency The agency identified in EMPLAN as the agency primarily responsible for controlling response to a particular emergency.

Command Direction of an agency/organisation in performance of roles and tasks. Authority to command is established by legislation or by agreement with the agency/organisation. Command relates to agencies/organisations only, and operates vertically within the agency/organisation. People are commanded.

Control Overall direction of activities, agencies or individuals concerned. Control operates horizontally across all agencies/organisations, functions and individuals. Situations are controlled. (As per SERM Act and EMPLAN)

Control Area A legally declared area around the Restricted Area in which the conditions applying are of lesser intensity than those in the Restricted Area (the limits of a Control Area and the conditions applying to it can be varied according to need).

Control Measures The collective term used to describe the eradication, containment or suppression of a pest or disease.

http://www.agriculture.gov.au/animal/health/committees/ccead

http://www.agriculture.gov.au/plant/health/committees/ccepp



Containment Application of quarantine measures in and around an infested / infected area to prevent the further spread of a pest or disease.

Coordination Bringing together of agencies and individuals to ensure effective emergency or rescue management, but does not include control of agencies and individuals by direction. (As per SERM Act and EMPLAN)

Cost Sharing The process of government and industry jointly funding the costs arising from the implementation of a Response Plan. Described in the emergency response deeds.

Chief Animal Welfare Officer

Hazard owner for animal welfare emergencies.

Chief Veterinary Officer Hazard Owner for animal (including aquatic) disease or pest emergencies.

Chief Plant Protection Officer

Hazard Owner for plant disease or plant pest emergencies

Director, Invasive Plants and Animals

Hazard Owner for invasive plant and animal pest emergencies (including terrestrial and aquatic weeds). Is also the Plague Locust Commissioner.

Department of Primary Industries

A department within the Department of Planning, Industry and Planning. According to NSW State EMPLAN, is the combat agency for biosecurity emergencies (animal, plant and fish disease emergencies) and provides functional area support to combat agencies when agriculture and animal impacts occur.

Department of Planning, Industry and Environment

A NSW government department responsible for four functional areas and two combat agencies, as described in NSW State EMPLAN.



Emergency Emergency means, according to the State Emergency and Rescue Management Act 1989, an emergency due to an actual or imminent occurrence (such as fire, flood, storm, earthquake, explosion, terrorist act, accident, epidemic or warlike action) which:

(a) endangers, or threatens to endanger, the safety or health of persons or animals in the State, or

(b) destroys or damages, or threatens to destroy or damage, property in the State, or

(c) causes a failure of, or a significant disruption to, an essential service or infrastructure,

being an emergency which requires a significant and co-ordinated response.

For the purposes of the definition of emergency, property in the State includes any part of the environment of the State. Accordingly, a reference in this Act to:

(a) threats or danger to property includes a reference to threats or danger to the environment, and

(b) the protection of property includes a reference to the protection of the environment.

Emergency animal disease (EAD)

An infectious disease of animals (including mammals, birds, aquatic animals and bees) which does not normally occur in Australia. Examples include foot and mouth disease, Whitespot disease of crustaceans, rabies, equine and avian influenza.

Emergency Animal Disease Response Agreements (EADRP)

EADRP is a strategic response plan, required under EADRA, which is initially prepared by the CVO. It is required to invoke national cost-sharing, is recommended by the CCEAD and approved by the NMG. It is the plan from which the Incident Action Plans (IAPs) are developed for control centre/s.

Emergency Operations Controller (EOCON)

Police Officer appointed by the Commissioner of Police, as the Emergency Operations Controller for State, region or local emergency management area.





Emergency Pests and Diseases

Pests and diseases that are:

(a) exotic to Australia and it is considered to be in the national interest to be free of the pest/ disease

b) a variant of an established pest or disease (that can be distinguished by investigative and diagnostic methods) which if established in Australia, would have a regional or national impact or

(c) a serious pest or disease of unknown or uncertain origin or

(d) a severe outbreak of a known established pest or disease, and is considered to be of regional or national significance with serious social or trade implications.

Emergency plant pest (EPP)

A foreign or exotic emergency plant pest which meets definition as outlined in the Emergency Plant Pest Response Deed.

NSW State Emergency Management Plan (EMPLAN)

EMPLAN provides a strategic overview of emergency management in New South Wales and is supported by Sub Plans and Supporting Plans which detail the response to specific hazards and roles and responsibilities of specific NSW government agencies.

Engagement and Industry Assistance

A branch within the NSW government’s Department of Primary Industries.

Established Pests and

Diseases

Pests and diseases affecting plants or animals, including humans that are known to occur in a particular country or region.

Eradication The elimination of a pest or disease from a geographic area (or production system) that is sufficiently isolated to prevent re-establishment.

Exotic Pests and

Diseases

Premises (or locality) at which an emergency pest or disease is confirmed or believed to exist; or in the case of animals an infective agent of that emergency disease. Infected premises are subject to quarantine served by notice and to control measures.

Food Standards Australian and New Zealand (FSANZ)

FSANZ is a statutory authority in the Australian Government Health portfolio which develops food standards for Australia and New Zealand.

Forward Command Post Centre for managing field activities, gathering intelligence and providing links to the local community in emergencies for a designated area.

Responsibility of Officer-in-Charge (OIC).


http://www.foodstandards.gov.au/Pages/default.aspx



Functional Area Coordinator

Is, according to EMPLAN, the nominated coordinator of a Functional Area, tasked to coordinate the provision of Functional Area support and resources for emergency response and recovery operations, which, by agreement of Participating and Supporting Organisations within the Functional Area, has the authority to commit the resources of those organisations.

Host A plant or animal species that, under certain conditions, is capable of sustaining a pest, disease or infectious agent.

Infected Premises (IP) Premises (or locality) at which an emergency pest or disease is confirmed or believed to exist; or in the case of animals an infective agent of that emergency disease. Infected premises are subject to quarantine served by notice and to control measures.

Incident According to EMPLAN means a localised event, either accidental or deliberate, which may result in death or injury, or damage to property, which requires a normal response from an agency, or agencies.

Incident Action Plan (IAP)

IAP is a plan which specifies the incident objectives, states the activities to be completed and covers a specified timeframe, called an operational period.

Incident Management Team (IMT)

IMT is the group of incident management personnel comprising of the Incident Controller and other personnel appointed to be responsible for the functions as detailed in AIIMS, including operations, planning, intelligence, logistics, finance, public information and investigations.

Incident Controller IC has responsibility for the management of activities and personnel deployed to resolve the incident in the designated area. Provides leadership to achieve agreed, planned and documented objectives. Responsible for the Local Control Centre (LCC).

Incursion An isolated occurrence of a pest or disease recently detected in an area, not known to be established, but expected to survive for the immediate future.

Invertebrate An animal lacking a backbone, such as an arthropod, mollusc, annelid, coelenterate, etc.

Local Control Centre (LCC)

Control centre from which all field operations aimed at controlling the particular emergency are run.

Local Land Services LLS is a NSW government Executive Agency within the DPIE. LLS are the principal participating organisation in AASFA and deliver the agricultural and animal services function on behalf of DPI. LLS are also responsible for supporting DPI in delivering biosecurity and food safety responses and recovery.

https://www.emergency.nsw.gov.au/Documents/publications/20181207-NSW-state-emergency-management-plan.pdf



Monitoring and

Surveillance

Activities to investigate the presence or prevalence of a pest or disease in a given plant or animal population and its environment.

Movement control Restrictions placed on movement of animals, animal products, plants, plant products, fodder, fittings, vehicles, machinery or people to prevent spread of pest or disease.

National Environmental Biosecurity Response Agreement (NEBRA)

NEBRA was delivered under the Intergovernmental Agreement on Biosecurity. It sets out emergency response arrangements, including cost-sharing arrangements, for responding to biosecurity incidents that primarily impact on the environment and/or social amenity and where the response is for the public good.

National Management

Group (NMG)

A group chaired by the Secretary of the Commonwealth Department of Agriculture and Water Resources (DAWR). Membership comprises senior officials from the Australian, state and territory governments and industry. The group is responsible in biosecurity emergencies for endorsing the response plan and budget (up to 1% of Australia’s GDP).

Outbreak A recently detected pest or disease, including an incursion or a sudden significant increase of an established pest population in an area (for example, Australian plague locusts).

Pest Free Area An area in which a specific pest or disease does not occur as demonstrated by scientific evidence, and in which, where appropriate, this condition is being officially maintained.

Pest Insect Destruction Fund (PIDF)

A fund established for use in plague locust responses raised by a levy imposed on NSW primary producer ratepayers and collected by Local Land Services.

Plague Locust Management Group (PLMG)

Strategic senior management group that oversees all aspects of plague locust responses.

Plague Locust Commissioner (PLC)

Represent NSW on Australian Plague Locust Commission.

Plague Locust Consultative Committee (PLCC)

Senior operational group that oversees all aspects of plague locust responses.

Plague locusts Refers to Migratory locust, Australian plague locust and Spur throated locusts notifiable pest insects under the Biosecurity Act 2015.



Quarantine 1) The system of measures which are used to manage risks of the entry and establishment of pests and diseases which threaten animal, plant or human health.

2) The act of issuing a legally enforceable quarantine notice to restrict the exit or removal of things that could spread pests or diseases from premises specified in the notice.

Response Plan An integrated plan, developed by the Hazard Owner of one or more states or territories that: outlines the strategic response to a specific emergency pest, disease outbreak

Restricted Area A relatively small declared area (compared to a Control Area) around infected premises that is subject to intense surveillance and movement controls.

State Control Centre (SCC)

Operations centre from which State-wide emergency pest or disease coordination actions are coordinated, and in which all policy decisions are taken or confirmed.

State of Emergency A state of emergency declared by the Premier under Section 33(1) of the State Emergency and Rescue Management Act 1989.

Supporting plan A plan detailing role, type and extent of resources committed, and internal procedures for a supporting functional area or agency.

Surveillance A program of investigation, designed to establish presence, extent of, or absence of a specified pest or disease, or presence, abundance and distribution of specified species of interest.

Tracing The process of locating animals, animal products, plants, plant products, vehicles, people or things which may be implicated in the spread of an emergency pest or disease.

Web Based Emergency Operations Centre

WebEOC is a web based resource management system deployed during emergency responses. WebEOC is used for requesting resources and approvals, personnel information, and rostering staff.

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