MUNICIPAL EMERGENCY MANAGEMENT PLAN · The Mansfield Shire Council understands and accepts its...

MANSFIELD SHIRE

MUNICIPAL EMERGENCY MANAGEMENT PLAN

2018 – 2021

Version 01

EMERGENCY MANAGEMENT ARRANGEMENTS FOR THE MUNICIPAL AREA OF MANSFIELD SHIRE COUNCIL

Mansfield Shire Municipal Emergency Management Plan 2018 – 2021 v01

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Disclaimer: Readers of this Municipal Emergency Management Plan should not act on the basis of any matter contained herein without acknowledging that it may be the subject of amendment or revocation from time to time without notice. The Councillors of Mansfield Shire Council expressly disclaim all and any liability (including liability in negligence) to any person or body in respect of anything and of the consequences of anything done or omitted to be done by any such person or body in reliance, whether total or partial, upon the whole or any part of this publication.


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1. INTRODUCTION 1-8

Municipal Endorsement 1-8

Certificate of Audit 1-9

Aim 1-10

Objectives 1-10

Emergencies and Privacy 1-10

Authority 1-11

2. AREA DESCRIPTION 2-12

Context and topography 2-12

Map of Mansfield Shire 2-13

Main roads 2-14

Airports and flight paths 2-14

Demography 2-14

Traditional owners 2-15

Vulnerable people 2-16

Table: Facilities where vulnerable people may gather 2-18 List of interpreters 2-19

Visitation and events 2-19

Industry 2-20

History of emergencies 2-20

3. MANAGEMENT ARRANGEMENTS 3-22

Planning structures and responsibilities 3-22

Municipal emergency management functions 3-22 Municipal Emergency Management Planning Committee 3-23

Frequency of meetings 3-24

Emergency management roles 3-24 Municipal Emergency Resource Officer (MERO) 3-25 Municipal Fire Prevention Officer (MFPO) 3-25 Municipal Recovery Manager (MRM) 3-26 Municipal Emergency Management Officer (MEMO) 3-26 Environmental Health Officer (EHO) 3-27 MEMP Executive Officer 3-27 Emergency Management Liaison Officer (EMLO) 3-28

Maintenance of MEMP 3-28

Testing 3-28

Audit 3-29

Partnerships, strategies and plans 3-29

Insurance 3-30


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4. PREVENTION ARRANGEMENTS 4-31

Hazard review 4-32 Community Emergency Risk Assessment (CERA) 4-32 Community Emergency Risk Assessment Crieria 4-34 Community Emergency Risk Assessment heat map 4-35 Community Emergency Risk Assessment risk ratings 4-36

Prevention or mitigation plans 4-37 Review schedule for emergency management plans 4-38

Victorian Fire Risk Register (VFRR) 4-38

Community Information Guides and Flood Guides 4-39

Community awareness 4-39

5. RESPONSE ARRANGEMENTS 5-41

Background 5-41 The functions of command, control and coordination 5-42 Emergency response management arrangements at an incident 5-43

Emergency management teams (incident and regional) 5-44

Role of Emergency Response Coordinators 5-45 Incident Emergency Response Coordinator 5-45 Municipal Emergency Response Coordinator 5-45 Regional Emergency Response Coordinator (RERC) 5-46

Emergency Management Team (Incident Control Level) 5-46

Council Emergency Management Leadership Team 5-46

Municipal Emergency and Incident Control Centres 5-46

Control and support agencies 5-47

Evacuation 5-47

Neighbourhood Safer Places – Places of Last Resort 5-48 Neighbourhood Safer Places in Mansfield Shire 5-49

Fire refuges 5-50

Informal community gathering places 5-50 Informal community gathering places 5-51

Staging areas in Mansfield Shire 5-55

Public health and medical arrangements 5-55 Public health 5-55 Medical 5-56

Transport and engineering 5-56

Keeping roads open 5-57

Resource supplementation 5-58

Public information, warnings and communications 5-59 Shire wide communications facilities 5-60 Communicating with non English speaking people or people with a disability 5-61

Financial considerations 5-62


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Payment for requested resources 5-62 Financial arrangements for response and recovery 5-63

Response to recovery handover 5-65 Termination of Response Activities and Handover of Goods/Facilities 5-66

Municipal debriefing arrangements 5-66

Impact assessments 5-66 Impact assessment procedures (Council) 5-67 Initial Impact Assessment (IIA) 5-68 Secondary Impact Assessment (SIA) 5-69 Post Emergency Needs Assessment (PENA) 5-71

Crisisworks 5-72

Non-major emergencies 5-72

6. RELIEF AND RECOVERY ARRANGEMENTS 6-75 Diagram: Emergency Relief and Recovery Planning Structure 6-76

Relief and recovery scope, objectives and principles 6-77

Activation of the Emergency Relief and Recovery Plan 6-80

Relief and recovery related plans 6-81

Roles and responsibilities 6-82 Operational governance 6-82 Regional relief and recovery responsibilities 6-83 Municipal Recovery Manager (MRM) 6-83 Relief and recovery responsibilities of the MEMPC 6-84

Maintenance of the Emergency Relief and Recovery Plan 6-84

Relief functions 6-85 Relief services providers 6-86

Emergency Relief Centre overview 6-89

List of ERC locations 6-89

Relief communications 6-89

Additional resources 6-90

Transitioning from relief to recovery 6-90

Impact assessments 6-91

Recovery committee 6-91

Engagement of community in recovery 6-92

Recovery plans 6-93

Recovery environments 6-94

Recovery services and providers 6-97

Recovery centres 6-103

Crisisworks 6-103

Withdrawal of recovery services 6-103

References – relief and recovery 6-104


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7. APPENDICES 7-105

Abbreviations and acronyms 7-105

Contact directory 7-107

Resources database 7-108

MEMPC and MEMP distribution 7-109

MFMPC/MEMPC Executive 7-111 MEMP distribution 7-113

References 7-114

Maps 7-115 LOCALITY PLAN - NORTH EAST VICTORIA 7-115 SCHOOL BUS ROUTES 7-115 RESIDENT POPULATION DENSITY MAP 7-117 VISITOR and RESIDENT PEAK POPULATION DENSITY MAP 7-118 MANSFIELD SHIRE MAP WITH INSERTS 7-119

Special plans and arrangements 7-120 Mutual aid arrangements 7-120 Vulnerable People in Emergencies Policy 7-120 Council’s community services 7-121 Mansfield Community Support Register 7-121 List of Facilities with Vulnerable People 7-121

Emergency management plans 7-123 Schools 7-123 Hospitals 7-123 School bus routes 7-123 Bus routes and contractors 7-124 Municipal Fire Prevention Plan 7-124 Municipal Flood Plan 7-124 Emergency Relief and Recovery Sub Plan 7-124 Mansfield Shire Pandemic Plan 7-124 Mansfield Shire Heatwave Plan 7-125 Mansfield Shire Emergency Animal Welfare Plan 7-125 Blue-green Algae Plans 7-125 Commercial accommodation 7-125 Lake Eildon Land and On Water Management Plan 7-125 Lake Nillahcootie Land and On Water Management Plan 7-125 Woods Point and Surrounding District Community Safety Plan 7-125

MEMPC – Terms of Reference 7-126

Emergency Relief Centres 7-132

Sourcing Supplementary Emergency Response Resources from Municipal Councils 7-135

Record of meetings, exercises and events 7-136 Register of meetings and exercises 7-136 Emergency events in Mansfield Shire 7-136 Details of exercises held 7-138

MEMP amendments 7-140

FOREWORD


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The Mansfield Shire Council Municipal Emergency Management Plan (MEMP) has been produced pursuant to Section 20(1) of the Emergency Management Act 1986. This MEMP addresses the prevention of, response to and recovery from emergencies within the Mansfield Shire and is the result of the co-operative efforts of the Municipal Emergency Management Planning Committee and assistance from Victoria State Emergency Service North East Regional Headquarters and recognises the previous planning activities of the municipal area. EMERGENCY DEFINITION Emergency means an emergency due to the actual or imminent occurrence of an event which in any way endangers or threatens to endanger the safety or health of any person in Victoria or which destroys or damages, or threatens to destroy or damage any property in Victoria, including, without limiting the generality of the foregoing;

• an earthquake, flood, windstorm or other natural event • a fire • an explosion • a road accident or any other accident • a plague or an epidemic • a warlike act, whether directed at Victoria or a part of Victoria or at any other State

or Territory of the Commonwealth • a hi-jack, siege or riot


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1. INTRODUCTION

Municipal Endorsement

This plan been produced by and with authority of Mansfield Shire Council pursuant to Section 20 (2) of the Emergency Management Act 1986 and 2013. The Mansfield Shire Council understands and accepts its roles and responsibilities as described in Part 4 of the Emergency Management Act 1986. This plan is a result of the co-operative efforts of the planning committee after consultation with those agencies and organisations identified therein. Due to its unique properties and particularly its isolation, a sub plan has been developed for the Woods Point area and was adopted by the Committee at its meeting on 15 October 2007. The Woods Point and District Community Safety Plan was revised and updated July 2012. Endorsed by the MEMPC 4 June 2018. Signed on behalf of Mansfield Shire Council Signed:……………………………………………. Date: 5 June 2018 Alex Green Chief Executive Officer Mansfield Shire Council Signed:……………………………………………… Date: 27 June 2018 Cr Marg Attley Chair Municipal Emergency Management Planning Committee Endorsed by Mansfield Shire Council 26 June 2018


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Certificate of Audit

Certificate of Audit signed by the Chief Officer Victorian SES, demonstrates that the Mansfield Shire MEMP was audited in accordance with the MEMP Audit Guidelines. The date on the certificate is to be used to ascertain the latest date (required every three years from certification) that the next Municipal Emergency Management Plan Audit is to take place, unless otherwise stated by the Director Operations – Victoria State Emergency Service.


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Information privacy law is not a barrier to appropriate information sharing in

emergencies. The PDPA includes provisions that permit personal information to

be shared where there is a countervailing public interest, such as where an

individual’s life or safety is at risk. A decision to share personal information must

be made carefully, but privacy laws do not stand in the way; life trumps privacy

and the laws are written to reflect that. For more guidance please refer to the

Victorian Commissioner for Privacy and Data Collection website, and

Emergencies and Privacy Information Sheet.

https://www.cpdp.vic.gov.au/images/content/pdf/CPDP_Information_Sheet_-

_Emergencies_and_Privacy_V1.0.pdf

Aim

The aim of this Municipal Emergency Management Plan (MEMP) is to detail the agreed arrangements and/or operational activities that will be managed or undertaken for the prevention of, the response to, and the recovery from, emergencies that could occur in Mansfield Shire.

Objectives

The broad objectives of this MEMP are to:

• Implement measures to prevent or reduce the causes or effects of emergencies.

• Manage arrangements for the utilisation and implementation of municipal resources

alone or in association/liaison with other nominated departments or agencies in response to emergencies.

• Support or manage support that may be provided to or from adjoining municipalities.

• Assist the affected community to recover following an emergency.

• Complement other local, regional and state planning arrangements.

Emergencies and Privacy

Local Government Authorities hold a wide variety of personal information relating to individuals and may collect information for a wide variety of purposes. Such information can be of significant use and benefit to organisations that must deal with emergency situations. The Victorian Privacy and Data Protection Act 2014 (PDPA) Section 3 recognises that in an emergency the public interest in safety will override the privacy requirements of the Act.


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Authority

This Plan is developed by the Municipal Emergency Management Planning Committee (MEMPC) pursuant to the requirements of the Emergency Management Act 1986 Part 4 s20. This Plan is administered by Mansfield Shire Council. Please address all enquiries, amendments or comments to: Municipal Emergency Management Officer Mansfield Shire Council Private Bag 1000 MANSFIELD VIC 3724 Ph: (03) 5775 8555 Email: [email protected]


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2. AREA DESCRIPTION

Context and topography

The Shire is located in the North East region of Victoria approximately 180 kilometres from Melbourne and shares its boundaries with the Municipalities of Benalla Rural City, Wangaratta, Murrindindi, Yarra Ranges and Baw Baw. The Shire is elongated in shape such that the distance from the northern extremities Sandy Creek at Barjarg/Nillahcootie to the southern end - Woods Point/Matlock is 100 kilometres compared to its average width of 50 kilometres and covers an area of approximately 4200 square kilometres. The central to northern part of the municipality generally follows the Broken River valley which transitions from hilly to undulating landform toward the north. The terrain in the southern areas is best described as generally hilly to mountainous particularly south and east of Mansfield and extending to the Woods Point area. Lake Eildon and the mountains of Mt Buller and Mt Stirling are nationally recognised icon locations that emphasise the variety of terrain. The alpine resort areas of Mt. Buller and Mt. Stirling are surrounded by (within) but not part of the Municipality following the formation of Alpine Resort Management Boards. Due to the variation in terrain, there are several microclimates within the Shire. The Municipality generally enjoys a warm climate (apart from the Alpine areas), with average mean annual temperatures during summer in the high 20’s to top temperature in winter of 13.7oC and mean annual rainfalls of 716mm.This rainfall also varies significantly. In the Alpine areas average mean summer temperatures vary from 15.5oC maximum to 6.6oC minimum with average mean winter temperatures varying from 1.6oC maximum to -2.8oC minimum. http://www.bom.gov.au/climate/averages/tables/cw_083020.shtml

https://www.mansfield.vic.gov.au/my-council/about-mansfield-shire The Shire’s key economic drivers are tourism, farming, building industry and lifestyle living. The area enjoys approximately 1.2 million visitors per annum, which generates approximately $134 million revenue. https://www.mansfield.vic.gov.au/business/economic-development-strategy


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Map of Mansfield Shire

Additional maps can be found in the Appendices – Part 7


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Main roads

The municipality is traversed by a number of significant road transport networks as follows: Midland Highway north of Swanpool traverses the Shire from Benalla to Mansfield and with Midland Link to Maindample. These roads essentially provide an east-west link for major traffic flows in addition to offering alternative routes for traffic east and west of Melbourne to link into the Hume Freeway. Mt Buller Road between Mansfield and Mt Buller / Mt Stirling provides access to the tourist attractions located in the Mt Buller and Mt Stirling regions including (snowfields in winter and bushwalking etc in summer). A link is also created by the secondary road to Woods Point and Licola via Jamieson. The Maroondah Highway links to the Mt Buller Road and the Midland Highway at Mansfield and Midland Link Road at Maindample. The Highway is the principal route for travel to Melbourne via Merton at the municipal boundary then via Alexandra or Yea. Travel time to Melbourne is approximately 2 ½ hrs. Heaviest traffic conditions occur during the weekends of the winter snow season, Easter and Christmas. https://www.mansfield.vic.gov.au/residents/house-and-property/roads-and-infrastructure

Airports and flight paths

The Municipality is traversed by commercial aircraft en-route between Melbourne and Sydney etc. A small private airstrip exists adjacent to the intersection of the Mt. Buller Tourist Road and the Mansfield Woods Point Road, three kilometres east of Mansfield. A helipad is located at this site – replacing facility adjacent to the Mansfield SES headquarters in the Mansfield Township. This facility also operates as a base for DELWP fire fighting aircraft. An additional permanent helipad exists at Pinnacle Valley Resort Merrijig. Numerous other private airstrips and helipads are located throughout the area.

Demography

Whilst the Shire has a residential population of 8,605 (2016) the estimated average population is higher with the presence of many non – residents and visitors in peak times. The Municipality’s main population centre is Mansfield (2,800). There are a number of smaller settlements including Bonnie Doon, Tolmie, Merton, Ancona, Merrijig, Jamieson, Goughs Bay, Howqua, Macs Cove, Maindample, Sawmill Settlement, Peppin Point, Kevington and Woods Point. Almost 50% of dwellings are holiday homes. The area population grows considerably every weekend with holiday home owners visiting their homes – see set of maps in the Appendices in Part 7.


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The Shire is growing at a rate of 1.4% (ABS 2016). It is estimated that by the year 2031, Mansfield Shire’s resident population will grow to over 10,000 people. https://www.mansfield.vic.gov.au/my-council/about-mansfield-shire The aged population (65+) is currently 23% (ABS 2016) and is growing with many holiday home owners settling in the area. There is a nursing home and retirement centre in Mansfield township operated by the Mansfield District Hospital. A supported residential facility (Beolite) is located opposite the Mansfield Golf Club on the eastern edge of the Mansfield township. The general community health is not dissimilar to the State. A hospital and two medical clinics and an autistic school and centre with off-site accommodation are located at Mansfield.

There are a number of pre-schools, childcare centres, primary and secondary schools within the Shire. Languages: over 80% of residents were born in Australia or the UK/Ireland (ABS 2016). The greatest proportion of the population is aged 50 – 60 years. The 2016 census indicates that 37 persons resident in the Shire “speaks other language and speaks English not well or not at all.” Increasing numbers of international visitors means that there may often be increased numbers of people with little English in the Shire at different times. Mandarin and Cantonese feature strongly in both people who have little English, but there are also more people who speak both the Chinese languages as well as English. To assist communicate, VicPol and other agency staff have an interpreter app on their phones. The MEMPC also created a list of residents who speak more than one language and are willing to assist with interpreting if required. The list can be found on Crisisworks. https://mansfield.crisisworks.com/public#https://mansfield.crisisworks.com/public# Personal transport: There is little public transport in the Shire and around one third of the residences have only one vehicle with two thirds of the population living outside Mansfield township. The 2016 census indicates that 12 residences outside of Mansfield township do not have any vehicles. To be able to access services and shopping, these residents would most likely have family or friends who assist them with transport. A daily postal service runs up to Woods Point and there is a public bus service once a week. The V-line bus runs to Melbourne twice daily. Horses: There are large numbers of horse owners in the Shire which can mean residents electing to stay and defend their properties rather than leaving when threatened by fire. Horse owners driving floats on narrow country roads in smoky conditions have been known to cause further issues. Council has been undertaking education programs in regard to dealing with horses.

Traditional owners

Mansfield Shire is located in the traditional territory of the Daung wurrung (Taungurung) language group, who occupied much of central Victoria. Pre-European settlement, the


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Daung wurrung group consists of nine clans, who occupied various lands, mountainous areas, flood plains and watercourses. Today, direct descendants of five of the nine clans remain on the traditional land of the Daung wurrung. The Taungurung Clans Aboriginal Corporation (TCAC) http://www.taungurung.net/ is the Registered Aboriginal Party (RAP) and has an office at 37 High Street, Broadford. The RAP covers an area that includes the shires of Strathbogie, Murrindindi, Mitchell and Mansfield. The RAP is responsible for management of Aboriginal Cultural Heritage under the Aboriginal Heritage Act, 2006. The Act recognises Aboriginal people as the primary guardians, keepers and knowledge holders of Aboriginal cultural heritage. At a local level, Registered Aboriginal Parties (RAPs) are the voice of Aboriginal people in the management and protection of Aboriginal cultural heritage and should be included in incident control and recovery planning. Responsibilities include:

• evaluating Cultural Heritage Management Plans • providing advice to applications for Cultural Heritage Permits • making decisions on Cultural Heritage Agreements • offering advice or applications for Protection Declarations

For further information about RAPs go to: http://www.dpc.vic.gov.au/index.php/aboriginal-affairs/registered-aboriginal-parties

Vulnerable people

People facing disadvantage, such as those in poverty, migrants, refugees, children, older people, people with disabilities, people who are homeless or transient, and people living in poor quality housing are more vulnerable at all stages of a disaster – before, during, and after it strikes. These people are considered ‘socially vulnerable’ in the face of a disaster. Whether it is their capacity to evacuate in time or to recover in the long term from trauma and financial devastation, socially vulnerable people are hit hardest and longest by disasters and emergencies. These people often have fewer resources and less social support, mobility and housing options at their disposal, and so are less able to prepare for, respond to and recover from a disaster or emergency. http://vcoss.org.au/documents/2014/06/VCOSS_Disadvantage-and-disaster_2014.pdf A range of community groups and individuals are considered to be vulnerable, this includes, but is not limited to: • Frail, aged, living alone

• People with physical and/or mental impairment through age, illness or disability

• Visitors and tourists to the municipality

• Socially and physically isolated people

• Residents living in areas prone to natural and/or other hazards. In Mansfield Shire engaging with and reaching the more vulnerable groups requires more targeted communication methods:


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Demographic Engagement approach

Elderly and frail

Home and Community Care service providers and doctors

Infants and young children

Maternal and Child Health Doctors Child Care Centres and kindergartens Schools

People who are sick or drug and alcohol dependency

Doctors and Hospital District Nurses

People with disabilities Mansfield Autism Statewide Services

Homeless people

Victoria Police

Non-english speaking people

MEMPC interpreters list Links to interpreter sites on website

Visitors Tourism & Events Mansfield Shire Council MEMP Communications Plan

The Vulnerable People in Emergencies (VPE) Policy was developed by DHHS in response to recommendations from the 2010 Royal Bushfire Commission. The purpose of the policy is to improve the safety of vulnerable people in emergencies, through supporting: • Emergency planning with and for vulnerable people;

• Developing local lists of facilities where vulnerable people may be located

• Developing local lists of vulnerable people (Vulnerable Persons Registers) who may need consideration (tailored advice of a recommendation to evacuate) in an emergency, and make these lists available to those with responsibility for helping vulnerable residents evacuate

The VPE defines a ‘vulnerable person’ as someone living in the community who is:

• frail, and/or physically or cognitively impaired; and

• unable to comprehend warnings and directions and/or respond in an emergency situation.

(Note: the VPE is under review in 2018 due to the introduction of the NDIS) Guidelines have been developed through the VPE including the Vulnerable People Register (VPR). The VPR identifies the most vulnerable in each community so they can be identified. A strict set of criteria determine whether a person should be registered on the VPR – refer VPR Guideline 1. The VPR is administered by the MEMO (refer VPR Guideline 2) and is updated twice a year by the Council Home and Community Care (HACC) assessment officers to ensure currency although people can be added to the register at any time. https://vpr.crisisworks.com/mecc/user/login The VPE and the two guidelines are filed in the Crisisworks library. The VPE policy requires that a register of locations that vulnerable people might be gathered is maintained in the MEMP – refer to the following table:


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Table: Facilities where vulnerable people may gather

• Mansfield Shire Council is the primary agency delivering Home and Community

Care services in Mansfield Shire. • Mansfield and District Hospital manages the aged care facilities. • Mansfield Autism Statewide Services and Yooralla provide residential and day

services for people with autism and other disabilities

FACILITY NAME TYPE OF FACILITY

ADDRESS/CONTACT PHONE

Mansfield Hospital Hospital 53 Highett Street Mansfield 5775 8800 Buckland House Aged Care 53 Highett Street Mansfield 5775 8863 Bindaree Retirement Centre

Aged Care 86 – 92 Highett Street Mansfield 5775 8875

Mansfield Pre School Kindergarten 64 Ailsa Street Mansfield 5775 2445 Mansfield Family and Children’s Centre

Child care Infants

40a High Street Mansfield 5775 8555

Mansfield Farm House

Child care 3494 Maroondah Hwy Mansfield 5779 1842

Mansfield Autism Statewide Services

Autistic School

81 Highett Street Mansfield 5775 2876


Residential facility

Malcolm Street Mansfield 5775 2876

Yooralla Mansfield Disability support

18a Early Street Mansfield 5775 3055

ACORN Adult autism campus

6 – 8 Highett Street 5775 1904

Mansfield Community Centre

Senior Citizens

Erril Street Mansfield 5775 8555

Bonnie Doon Community Centre

Senior Citizens

Arnot Street Bonnie Doon 5778 7722

Mansfield Primary School

School 4 Apollo Street Mansfield 5775 2325

St Mary’s Primary School

School 39 Malcolm Street Mansfield 5775 2670

Mansfield Steiner School

School 91 Highett Street Mansfield

5779 1445

Merrijig Primary School

School 1820 Mt Buller Road Merrijig 5777 5559

Jamieson Primary School

School 1 The Sideling Jamieson 5777 0535

Geelong Grammar Timbertop Campus

School 145 Geelong Grammar Road Merrijig

5733 6777

Lauriston Girls School Howqua Campus

School 450 Howqua River Road Howqua 5777 2222

Mansfield Secondary College

School 15 View Street Mansfield 5775 2022

Beolite Retirement Village

Residences Kidston Parade Mansfield 5775 1925


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Mansfield Community Support Register The Mansfield Community Support Register (MCSR) is a voluntary register managed by Mansfield Police. The MCSR is managed by the Officer in Charge Mansfield Police and an elected committee of management who have all undergone Police Checks. The MCSR registers an individual’s personal information (mainly contact and medical) and provides a support service for people who are socially isolated by calling them to check on their well-being and provide useful information. The MCSR may be used by approved authorities in cases of emergency. For more information, contact Mansfield Police 5775 2555

List of interpreters

Visitors to the region can also be considered vulnerable, especially if they do not speak English. To assist with communicating with non-English speaking visitors, the MEMPC has compiled a list of local, bi and multilingual residents who have indicated their willingness to assist with interpreting during an event. Sixteen languages are currently represented on the list which is filed in the Contacts Database and in Crisisworks https://mansfield.crisisworks.com/public#https://mansfield.crisisworks.com/public#

Visitation and events

Mansfield Shire is a renowned tourism destination with year round visitation. The Mt Buller and Mt Stirling resort areas, which are located within the Shire boundaries, are independently managed by the Mt Buller Mt Stirling Alpine Resort Board which performs most Municipal functions. At other times of the year significant numbers of visitors enjoy bushwalking, adventure activities and the scenic beauty of the high country. Lake Eildon, close to Mansfield is a mecca for water sports enthusiasts and fishermen. The high country also features Craig’s Hut used in the Man from Snowy River movies (no access in winter). Ned Kelly and his gang etched a place in history when they shot three policemen near Mansfield. The Kelly Tree and nearby bushranger hideout, Powers Lookout, are a short drive from Mansfield. Mansfield Shire has a busy festivals and events program and includes:

• Bush Markets are held in Highett Street on 4 Saturdays during the year on Australia Day weekend, Easter, the June long weekend and the Saturday preceding the Melbourne Cup.

• Tolmie Sports - second weekend in February; • Mansfield Tour – cycle event held during March • Merrijig Rodeo on the Labour Day weekend; • Food and Wine on High - gourmet food and wine in April; • The High Country Festival - a range of activities over a week before and during the

Melbourne Cup Day each year. Incorporates festival opening, torchlight & fireworks, fun runs open gardens, art show & horse races;


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• Targa High Country (road race on closed Public Roads - 16 stages, around 200 vehicle participants) from Mt Buller into Euroa, Whitfield and Eildon over a weekend early November and with a event in Mansfield main streets on the Saturday afternoon / evening.

• Mansfield Show - third Saturday in November • Jamieson Autumn Festival – April • High Country Rod Muster – September

Events are uploaded to Emergency Management Common Operating Picture platform (EM-COP) for local and regional planning and incident control purposes. https://cop.em.vic.gov.au/sadisplay/nicslogin.seam Registration is required. It should be noted that the alpine area attracts thousands of multicultural visitors, many with a limited understanding of the English language and the alpine environment. These visitors access the alpine area by travelling through Mansfield Shire. https://www.mansfield.vic.gov.au/visitors

Industry

Major industries in the area are as follows:

• Building and construction

• Tourism - skiing, horse riding, accommodation including many B&Bs, Alzburg Resort Pinnacle Valley Resort, Mansfield Country Resort and 7 caravan parks.

• Farming and agriculture - cattle, sheep, seed

• Light industry

• Timber industry

• Professional services

The largest industry is construction followed by tourism and agriculture.

History of emergencies

A summary of major emergencies in the Municipal area are as follows: 1975 Fords Creek Flood

1983 Pines Fires near Goughs Bay

1990 Merton/Ancona Fire (Strathbogie Fire)

1993 (Oct) Flood across Benalla Road & Mt Buller Road at Fords Creek

1996 Pines Fires near Goughs Bay

1998 Dec. Windstorm – SEC pylons, several homes

1998/99 Woods Point Flood

1999 Black Creek Motor Vehicle Accident (2 vehicle collision)


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3 fatalities, 5 severe casualties

2000 (June) Snow Storm – Numerous people trapped in bush

2000 Mount Samaria search – Autistic Boy

2000 Mount Skene – Helicopter crash & search

2003 Alpine Fires January – February. Heightened alert locally

2006/07 December 2006 – January 2007 Significant fires termed ‘Mansfield Fire Complex’ and later redescribed as the ‘Great Divide Complex’ then followed in Mid January by the separate Tatong / Tolmie Fire. MECC established for both. Note: Few injuries and no death despite prolonged and extensive incident. Loss of numerous dwellings particularly in Gaffney’s Creek and the A1 Area.

2009 Black Saturday Feb 7th – extreme weather forecast eventuated as predicted

with Fire Rating Index of 170 (normal scale ends at 100). Fires impacted significantly on many parts of Victoria including the devastating effect on many nearby townships with loss of life – 173. Royal Commission formed to receive evidence and propose methods to address with report released August 2009. All Recommendations adopted by Government. Formation of EMV and Emergency Services Commissioner

2014 9 Feb – MECC established for Code Red fire risk day – no incidents 2015 Sizable Fires in Barjarg and Ancona – minimal public impact 2016 Missing Person Search – Sawmill Settlement (Fatality) 2017 Nov Missing Person Search – Mt Stirling (Fatality,) Dec Flooding Mansfield – 11 Houses impacted, 34 calls to SES 160 mm rain


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3. MANAGEMENT ARRANGEMENTS

Planning structures and responsibilities

The Emergency Management Manual Victoria (EMMV) Part 6 Municipal Emergency Management Planning Arrangements – Guidelines for Committees https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-6.pdf details municipal emergency management planning and states: Emergency management planning at the municipal level is a multi-agency responsibility with councils playing an important role as direct participants as well as facilitating the planning process through the appointment of the planning committees. More detail about regional and state emergency management committees can be found in the EMMV Part 5 State and Regional Emergency Management Committees https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-5.pdf

Municipal emergency management functions

Local government holds the responsibility for a range of functions across the three emergency management stages:

• Prevention/mitigation/risk reduction • Response • Relief and recovery

The nature and extent of the delivery of these functions will depend on Council’s capability, capacity and the particular circumstances of an event. Most activities will be carried out in close conjunction with, or direct support by government departments and agencies. An indicative list of Council’s roles and responsibilities can be found in Part 7 of the EMMV, Emergency Management Agency Roles. https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-7.pdf The list includes:

• Identification, assessment and mitigation of identified risks • Provision of community awareness, information and warnings • The provision of emergency relief to affected persons during the response phase • The provision of supplementary supply (resources) to control and relief agencies

during response and recovery • Municipal assistance to agencies during the response to and recovery from

emergencies • The assessment of the impact of the emergency; and


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• Recovery activities within the municipality, in consultation with the Department of Health and Human Services (DHHS)

Municipal Councils also have a support role to the following agencies in delivery of relief and recovery activities:

• EMV – coordination of public information and communications • DEDJTR – economic recovery actions • DELWP and CFA – repair of damage to fencing through volunteer coordination • DELWP, Parks Vic and VicRoads – erosion control on public land

Council emergency management related delegations are as per S7 Instrument of Sub-Delegation by CEO page 42 and S11 Instrument of Appointment and Authorisation.

Municipal Emergency Management Planning Committee

This Committee is formed pursuant to Section 21(3) & (4) of the Emergency Management Act 1986 and 2013 (which is currently under review) to formulate a plan for the Council’s consideration in relation to the prevention of, response to and the recovery from emergencies within the Mansfield Shire Council. The following persons shall make up the Municipal Emergency Management Planning Committee: Chairperson – Councillor Municipal Emergency Response Coordinator (Police) - MERC Municipal Emergency Resource Officer - MERO Municipal Recovery Manager – MRM Municipal Emergency Management Officer - MEMO Community Representatives Agencies

- VicSES Representative/s - Fire Services Representatives – CFA, DELWP, Parks Vic - Department Health & Human Services (DHHS) - Other Police Representative

Persons responsible for functional areas within response or support roles;

- Agriculture Victoria - DEDJTR - Department of Education and Training - Medical / Ambulance Representative (AV & Mansfield Hospital) - Red Cross and welfare agencies, Victorian Council of Churches - Water Authorities (GVW & GMW) - VicRoads - Mt Buller Mt Stirling Alpine Resort Management Board representative - Others as required

During 2014 Council endorsed the establishment of, and the membership of an Executive Committee comprising officers, agencies and community representatives. The MEMPC and the Executive Committee has Terms of Reference, finalised September 2015. The Executive Committee will also constitute the Municipal Fire Management Planning Committee and is comprised of: ● MERC (or other Police rep)


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● CFA (Regional and Group) ● DELWP (District Manager Goulburn) ● DEDJTR Animal welfare ● SES (Regional and local unit controller) ● DHHS ● Ambulance Vic. (Station Officer) ● Community Reps from MEMPC (5) ● MERO/MFPO & MRM and/or deputies

Frequency of meetings

The frequency of MEMPC meetings will be determined by the Committee (Emergency Management Act 1986, Section 21 (6). Meetings to be held First Monday in October & April subject to confirmation and discussion. An Executive committee of the MEMPC and the MFMPC has been established and are scheduled to meet more frequently – a month prior to scheduled meetings and 2 months after the Committee Meeting. Sub committees, if formed, should meet at least once per year to review and amend their arrangements where necessary. The Terms of Reference can be found in the Appendices Part 7.

Emergency management roles

There are three key roles that each council must designate under state legislation: • Municipal Emergency Resource Officer (MERO), required under the EM Act 1986

• Municipal Fire Prevention Officer (MFPO), required under the CFA Act 1958

• Environmental Health Officer (EHO), required by the Public Health and Wellbeing Act 2008

The Emergency Management Manual Victoria also suggests Council designate a Municipal Recovery Manager (MRM). Council has appointed a Municipal Emergency Management Officer to carry out strategic, operational and administrative responsibilities. The delegation of emergency management roles can be found in S11 – Council’s Instrument of Appointment. Contact details for the roles listed below can be found in the Contacts Directory which is an appendix to the MEMP and kept separately in Crisisworks and in Council files. Contact details are also maintained by the Regional Emergency Management Team (REMT) and distributed regularly to those on the team.


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Municipal Emergency Resource Officer (MERO)

The appointments made by Mansfield Shire Council to the position of Municipal Emergency Resource Officer (MERO) and Deputy (s) are detailed in Section 3.2 of this plan. Their role is to fulfil the function of Municipal Emergency Resource Officer pursuant to Section 21(1) of the Emergency Management Act 1986. The MERO role is embedded into the Infrastructure Manager position. Responsibilities: The Municipal Emergency Resource Officer is responsible for the co-ordination of municipal resources in responding to emergencies, and has full delegated powers to deploy and manage council's resources during emergencies.

1. To be responsible for the co-ordination of Municipal resources in response to an emergency.

2. To establish and maintain a database/list of municipal resources (including plant and equipment) and its availability together with those from contractors – where a municipal service is ‘outsourced’.

3. To establish and maintain an effective infrastructure of personnel whereby Municipal resources can be accessed on a 24 hour basis.

4. To establish and maintain effective liaison with agencies within or servicing the Municipal district including recovery and the MRM.

5. To facilitate the arrangement of a post emergency debrief as requested by the Municipal Emergency Response Coordinator.

6. To ensure procedures and systems are in place to monitor and record all expenditure by the Municipality in relation to emergencies

7. Perform other duties as determined. The MERO may delegate duties to provide for effective management of the above functions.

Municipal Fire Prevention Officer (MFPO)

The Country Fire Authority Act 1958 requires municipal councils to appoint a fire prevention officer and any number of assistants. With the introduction of the Integrated Fire Management Planning framework, a Municipal Fire Management Plan may be developed as a sub-plan to the MEMP or the risk may be dealt with by the MEMP. Councils current Infrastructure Manager and MERO also performs the role of MFPO. Deputies have been appointed to both positions. Responsibilities:

1 Undertake and regularly review council’s fire prevention planning and plans together with the Municipal Fire Prevention or Fire Management Planning Committee (MFPC or MFMPC)

2 Liaise with fire services, brigades, other authorities and councils regarding fire prevention planning and implementation


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3 Advise and assist the Municipal Emergency Management Planning Committee (and MFPC or MFMPC) on fire prevention and related matters:

4 Ensure the MEMP contains reference to the Municipal Fire Management Plan; 5 Report to council on fire prevention and related matters: 6 Carry out statutory tasks related to fire prevention notices and infringement notices: 7 Investigate and act on complaints regarding potential fire hazards: 8 Advise, assist and make recommendations to the general public on fire prevention

and related matters 9 Issue permits to burn (under s. 38 of the Country Fire Authority Act 1958) 10 Facilitate community fire safety education programs and support Community

Fireguard groups in fire-prone areas 11 Support CFA in the delivery of community fire safety education programs

Municipal Recovery Manager (MRM)

The appointments made by Mansfield Shire Council to the position of Municipal Recovery Officer and Deputy (s) / Assistants are shown in Section 3.2 of this plan. Their role is to fulfil the function of Municipal Recovery Manager pursuant to Section 21(1) of the Emergency Management Act 1986 and 2013. Responsibilities:

• Co-ordinate municipal and community resources within the Municipality during recovery.

• Immediately following an emergency, assist with: - The collation and evaluation of information gathered in the post impact

assessment. - The establishment of priorities for the restoration of community services and

needs • The MRM is to liaise with the appointed MERO for the best use of municipal

resources to enable the recovery by individuals or the community from the effects of an emergency.

• Liaise with the Regional Recovery Management Committee or Department of Health and Human Services.

• Undertake specific recovery activities as determined by the Municipality. The MRM role is embedded in the Community Services Manager position. The MRM may delegate duties to deputies to provide for effective management of relief and recovery functions.

Municipal Emergency Management Officer (MEMO)

The Municipal Emergency Management Officer (MEMO) is not a legislated role (although it is written into the Emergency Management Legislation Amendment Bill 2018). The MEMO has a broad range of responsibilities that include:

• coordinate a range of risk reduction activities to ensure maximum efficiency and synergy is obtained

• liaise with the community on all safety matters and support staff and groups designated to deal with specific risks

• track the progress of risk treatment programs. coordinate the emergency management activities of, and liaise closely with the MERO, MRM and MFPO


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• maintain effective liaison with all regional, state or Commonwealth emergency related agencies servicing the municipal district

• ensure that an effective contact database is maintained so that municipal resources can be accessed on a 24-hour basis ensure that appropriate operating procedures and processes are developed, documented and tested by those required to use them during an emergency, and that suitable training takes place

• ensure that appropriate procedures, processes and systems are in place to record and monitor any council expenditure specifically applicable to an emergency

• ensure that applications for expenditures eligible for assistance from State sources are submitted to appropriate agencies

• ensure that debriefing sessions are held for any response and recovery operation after an emergency to examine effectiveness of the MEMP, and upgrade it as necessary

• keep the Council and Chief Executive Officer informed on emergency management activities, including the presentation of an annual report on activities that includes expenditure incurred by the council during the previous 12 months.

Environmental Health Officer (EHO)

Section 29 of the Public Health and Wellbeing Act 2008 provides that each council must appoint one or more EHO. In relation to emergency management, the EHO has a role in: • Food surveillance • Inspection of food handlers and food distribution outlets • Food sabotage • Infectious disease surveillance and investigation • Disinfection (concurrent (immediate) or terminal (at end of isolation)) • Water (purity and quantities) in consultation with DELWP and DHHS • Waste collection and disposal (putrescible, dry, indestructible, sullage and toilet

waste) • Sanitation (toilets, showers, washing facilities) • Accommodation (adequate size, suitable) • Ensuring proper disposal of dead stock and animals in consultation with the Local

Laws unit • Zoonotic diseases (those transferred from animal to humans) • Water, land and/or air pollution • Collection and dissemination of information on public health issues • Development of Public Health Notices • Planning (development of a municipal public health emergency management plan if

resources allow) and participate in the MEMPC when required.

MEMP Executive Officer

The current Municipal Emergency Management Officer (MEMO) has also been appointed by the CEO to undertake the role of MEMP Executive Officer and the MEMP administrator. Responsibilities of the MEMP EO will include:

• timely review and updating of the Plan and preparation of the MEMP for audit


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• distribution of any amendments • scheduling and arrangements for MEMPC meetings • MEMPC minute taking • distribution of Agendas and Minutes of meetings • provision of a high standard of administrative support. • maintenance of contact lists in the MEMP and Crisisworks.

Emergency Management Liaison Officer (EMLO)

An EMLO may be appointed by Council or any agency or organisation and:

• represents the Council or organisation and the local community in the relevant control centre

• may represent the organisation at the IEMT or REMT (not the SEMT, where a senior representative is required to attend)

• should be empowered to commit, or to arrange to commit, the resources to respond to the emergency

• provides advice in relation to the role and activities of the organisation and the local community and region

• maintains a robust line of communication with the agency.

Maintenance of MEMP

A rolling review of the MEMP will occur and be scheduled by the Executive Officer (MEMO) so that all Parts are reviewed during scheduled Meetings over a 3 yearly cycle. Organisations delegated with responsibilities in this Plan are required to notify the Executive Officer (MEMO) of any changes of detail (e.g. contact information), as they occur. Review of the plan will specifically focus on the hazards in the Municipality, roles and responsibilities, legislative changes and directions and the Contact Directory. Amendments to this plan are recorded in the Appendices, Part 7. Access to the most recent version of the MEMP, all appendices and sub plans is through the Crisisworks platform. Contact Council for access. The MEMP is also available on the Council website http://www.mansfield.vic.gov.au/councilservices/emergencymanagement.aspx Where the MEMP is amended significantly, the updated version must be forwarded to the people and organisations on the MEMP distribution list. Electronic distribution of the MEMP is the preference but copies saved to a USB or printed may also be distributed.

Testing

On an annual basis, arrangements pertaining to this plan should be tested. This will be done in a form determined by the MEMPC.


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A number of options exist to enable testing of this MEMP, these include debriefs, training and a variety of exercises.

Exercises may be undertaken as ‘desktop’ in conjunction with individual agencies or as combined activities on a regular basis to ensure the MEMP remains effective. Consideration is also given to planned field exercises with leadership undertaken by a Control or support organisation. Debrief outcomes should be reflected in the MEMP. Refer the Appendices, Part 7 for a record of exercises held.

Audit

Mansfield Shire Council, pursuant to section 21A of the Emergency Management Act 1986 and 2013, shall submit the MEMP to the relevant authorities for audit every three years. Theaudit will assess whether the MEMP complies with statutory guidelines.

Partnerships, strategies and plans

Local Government’s role in preparing for risks is central, and partnerships, strategies and plans are implemented based on detailed knowledge of the local community, its characteristics, strengths, vulnerabilities and a detailed appreciation of the risks faced by the community. Mansfield Shire Council together with other State government authorities and agencies, as well as emergency response and recovery agencies have a key role and responsibility in preparedness and mitigation activities. Government authorities and agencies along with the community and emergency services have a key role in implementing strategies and plans which reduce the risk associated with emergency events.

When preparing the MEMP and associated sub plans, Council and the MEMPC build on,

and refer to, existing arrangements in state and regional plans through adding local

arrangements and knowledge. The arrangements in the MEMP and sub plans are

consistent with state and regional plans and through the MEMPC, departments and

agency representatives are able to collaborate in the development of the plans.

To complement the emergency management process, Council enforces and reviews existing policies in land use, building codes and regulations, urban planning, community safety and health. The MEMP links closely with:

• Emergency Management Manual Victoria • State Emergency Response Plan • State Relief and Recovery Plan • Victorian Emergency Animal Welfare Plan


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• State Bushfire Plan • State Extreme Heat Sub Plan • Heat Health Plan for Victoria • State Flood Sub Plan and State Storm Sub Plan

Regional plans, policies and networks that Council has a stake in include: • Hume Region Local Government Network • Hume Region Municipal Emergency Management Enhancement Group • Hume Region Emergency Management Planning Committee • Hume Region Strategic Fire Management Planning Committee • Municipal Association of Victoria’s Protocol for Inter-Council Emergency

Management Resource Sharing • Hume Region Relief and Recovery Plan Local plans, policies and strategies that may be referenced during or post an emergency include: • Mansfield Shire Council Plan and Strategic Statement • Municipal Public Health and Wellbeing Plan • Road Management Plan • Municipal Emergency Management Plan – sub plans • Community Information Guides • Planning Schemes • Building Codes • Building Use Regulations • Community Development Charter and community plans • Environment Strategy • Economic Development Strategy • Youth Charter

Insurance

Council’s Liability Mutual Insurance Policy will provide cover for Council staff and volunteers both on Council and Crown owned properties. The policy will also cover community members attending an ERC. Other organisations that are present eg Red Cross, Department of Health and Human Services would not be covered under Council’s LMI liability policy, where they should have their own relevant insurances.


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4. PREVENTION ARRANGEMENTS Emergency Risk Management is a process that aims to reduce risks within a community. This can be done by identifying the risks that a community faces, assessing the vulnerability of the community to those risks and providing options to reduce or eliminate the risks. Emergencies of some kind or another occur every day within a municipality. The aim of emergency risk management is to promote public safety and reduce the impact of these emergencies. The Municipal Emergency Management Planning Committee (MEMPC) plays a key role in prevention via the identification of potential hazards and their associated risks and consequences. These identified risks and consequences are then considered and specifically planned for during the development and implementation of plans, policies and procedures. The ability of a community to respond to an emergency situation and in turn recover from the effects of an emergency will depend greatly on the level of resilience the people affected inherently have. The municipality, through its MEMPC, and its sub-committees, will promote and support appropriate prevention and awareness programs. Prevention is defined as the development and implementation of strategies and associated measures to reduce the occurrence of and mitigate the consequences of identified emergency risks on the community and environment. Preparedness focuses on ensuring the risks and management strategies identified in prevention planning are utilised to assist and facilitate the local community to be aware of their risks and the potential consequences of a resulting emergency event, to inform and equip them with tools to implement resilience strategies for their own homes and families.

The role of the Municipality

Mansfield Shire Council recognises it has a key role in prevention and mitigation activities to reduce the risk, or minimise the effects, of emergencies that may occur in the area. Council's enforcement and continued reviewing of existing policies in land use, building codes and regulations, and urban planning, along with the various agencies responsible for prevention activities throughout the community, combine to ensure that all measures possible are addressed to reduce the likelihood of an emergency. The MEMPC also plays a role in prevention by identifying potential hazard areas. Through the Community Emergency Risk Assessment process (CERA), the MEMPC has identified a number of strategies that exist or could be undertaken to eliminate or reduce the likelihood or consequences of an emergency. A summary of the CERA recommendations is included in the following pages. Council’s ongoing risk management practice and emergency related risk assessment methods are consistent with:

• Mansfield Shire Council Risk Management Policy and protocols


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• Australian Standard AS/NZS ISO 31000:2009 Risk management – principles and guidelines

• National Emergency Risk Assessment Guidelines (NERAG)

Hazard review

Community Emergency Risk Assessment (CERA)

The Community Emergency Risk Assessment (CERA) process developed by the SES is designed to systematically identify hazards, determine risks and prioritise actions to reduce the likelihood and effects of an emergency. CERA provides the MEMPC with a framework for considering and improving the safety and resilience of the community from hazards and emergencies. The outputs of the assessment process were used to inform the MEMP, introduce risk

action plans and ensure that communities are aware of and better informed about hazards and the associated emergency risks that may affect them.

A working group drawn from the MEMPC, including Council staff and key stakeholders from the major emergency service/support organisations met in late December 2014 to identify the top risks in the municipal area. Risks were assessed and rated according to consequence and likelihood scales and risk matrices in the CERA tool kit. The 5 highest risks in the municipality area were identified as being: • Bushfire • Flood • Extreme Temperature - Heatwave • Human Epidemic/Pandemic • Major Events – public safety The process has been designed as an “all hazards”, “all agencies” integrated risk assessment approach. The intended outcome of this process was the development of risk reduction strategies that enhance safety within the Municipality which predominantly involves an emergency focus on conventional incidents such as storm, fire and transport accident etc. and not on human behaviour based risks such as drug and alcohol abuse and assault and robbery incidents. Detailed sub-plans and protocols have been developed to address the 5 key risks as follows:

• Extreme Temperature / Heatwave – Heatwave Plan • Flood – Municipal Flood Emergency Plan • Fire – Wildfire / Bushfire – Municipal Fire Management Plan • Human Epidemic / Pandemic - Pandemic Plan • Major Events – Emergency Management Plan template for event managers


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All sub-plans, the CERA workbook and report are available on the Council website and in Crisisworks. The results of the CERA process were reported to the MEMPC meeting in April 2015. The CERA heat map and risk ratings are on the following pages:


Community Emergency Risk Assessment Crieria


Community Emergency Risk Assessment heat map


Community Emergency Risk Assessment risk ratings


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Prevention or mitigation plans

CERA Hazard Mitigation Strategies

Plans can be found at https://www.mansfield.vic.gov.au/residents/community/emergency-management/emergency-management-overview

Details

1 Fire Municipal Fire Management Plan

• Significant and recent fire history for Municipality. • Fire Danger for the Municipality is increased with north westerly winds • Significant bushland and forest – undulating countryside - municipality broken into 5 land

types • Unknown residents a grave concern – bush dwellings, often remoteness • Sawmill Settlement possibly community that could be most impacted but high number of

holiday homes – community engagement undertaken through Community Safety Plans. • Fire has a significant impact upon tourism and economy • Aircraft based in Mansfield Shire – pre-determined dispatch • Education and preparedness measures being implemented • Nillahcootie Gap – identified as greatest risk to Municipality

2 Flood Municipal Flood Emergency Plan

• Greatest risk to infrastructure in the Municipality is the township of Jamieson – approx. 34 vulnerable residences

• Flood trends – show Mansfield Shire as prone to fast moving floods which recede quickly.

3 Heatwave Heatwave Plan

• Education – mainly through social media, websites and local newspaper. • Face to face support and advice for HACC clients • Advice and warnings feed from DHHS • Warnings – potential need for VPR and HACC lists to be accessed to assist with active

monitoring and warnings

*Impact upon Critical Infrastructure – Major Power Lines = power outages

4 Pandemic Pandemic Plan

• DHHS control agency – advice and warnings disseminated to Municipalities. • One Health Public response • Education – mainly social media, websites and local newspaper • Concerns raised of impact upon Municipality around stigma held over a community

suffering a pandemic or in recovery stages • Re-active approach – more proactive work needs to be done. • Immunisation services

5 Major Event

• Event Management Plans and Permits in place for known events • Undisclosed events could cause greatest risk • Cooperation and completion of Event Management Plans by event organisers encouraged • Known events are shared with agencies and through regional EM notifications & EM-COP


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Review schedule for emergency management plans

PLAN VERSION LAST UPDATE COMMENT Municipal Fire Management Plan

2017 Changed from Fire Prevention Plan. Review scheduled 3 yearly. Further review expected in 2018 to bring into line with changes at State & Regional level

Woods Point Community Safety Plan

2016 Developed in partnership with CFA Version 2 Version 3 Not finalised 2014 Version 4 circulated Sept 2016 Adopted 2016

Emergency Relief and Recovery Plan

2017 Rewrite Update to come into line with regional plan Ongoing review and updates

Heatwave Plan Oct 2015 Seasonally review in April or October each year Action plan reviewed after declared heatwaves Due for review 2018

Pandemic Plan Aug 2015 Developed in line with DHHS Guidelines Review scheduled 3 yearly Due for review 2018

Mansfield Flood Emergency Plan

2017 Developed in line with and by SES Supported by Jamieson Flood Guide 2015

Emergency Animal Welfare Plan

Oct 2014 Nov 2017

Adopted (Developed with Strathbogie Council) Plan reviewed annually: Updated 2016

Neighbourhood Safer Places Plan

2010 current 2017

Developed in line with MAV Template NSP’s updated yearly

Municipal Public Health & Wellbeing Plan

2017 - 2020

Evacuation pre-plans

2015 Custodian Victoria Police

Plan will be reviewed:

• on an ongoing basis and if deficiencies are identified • after each operation or exercise where any concerns or variations are identified • after an significant emergency/disaster and • following significant legislative changes • As per review schedule

Victorian Fire Risk Register (VFRR)

The VFRR-B (bushfire) was used to identify and address bushfire risks within the Mansfield Shire municipal district. The VFRR-B is reviewed as required. Risk identification is ongoing as the municipality changes. The VFRR-B is a systematic process that helps to identify assets at risk from bushfire, assesses the level of risk to these assets and highlights the treatments currently in place along with the responsible agencies for implementing these strategies. Outputs from the VFRR-B inform and


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support this plan. The assets of the VFRR-B are divided into four classes; human settlement, economic, environmental, and cultural heritage. A number of locations in Mansfield Shire are determined to have an ‘extreme’ or ‘very high’ bushfire risk – refer the Municipal Fire Management Plan

Community Information Guides and Flood Guides

Community Information Guides (formerly Township Protection Plans), provide a planned response for both emergency services and the community to a bushfire within close proximity to a township previously identified as being at a higher risk to fire due to its natural bush surrounds, which has the potential to impact on the local community. These plans address the specific needs of the ‘town’s’ people, property, assets, environment and economy, and is typically divided into 3 parts:

a) Community information. b) Township fire response factors and priorities c) Fire Prevention actions.

Community Information Guides are available for the following towns in Mansfield Shire:

• Tolmie • Jamieson • Sawmill Settlement

Due to the isolation of Woods Point, the township has developed the more detailed Woods Point and Surrounding District Community Safety Plan. More information and copies of the Community Information Guides can be found on the CFA website at: http://www.cfa.vic.gov.au/plan-prepare/community-information-guides/ Through their FloodSafe initiative, the SES has worked with the Jamieson community to develop the Jamieson Local Flood Guide which details the flood risk the community faces and how to prepare. A copy of the flood guide can be found at: https://www.ses.vic.gov.au/documents/112015/1346699/Jamieson+Local+Flood+Guide.pdf/c66e4c54-243c-8402-34c1-387b2a8b0bf4

Community awareness

The ability of a community to respond to an emergency situation and in turn recover from the effects of an emergency is known as community resilience. The EMV Community Resilience Framework states that at the heart of the Framework are seven resilient community characteristics:

Connected, inclusive and empowered

• Sustainable built and natural environment • Reflective and aware


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• Culturally rich and vibrant • Safe and well • Dynamic and diverse local economy • Democratic and engaged.

Council’s community development approach recognises that resilient communities possess inherent characteristics such as the above and their programs aim to build these characteristics and the overall resilience of Mansfield’s small communities. One of the inherent characteristics that is targeted from an emergency resilience perspective is knowledge or knowing how to access information. Obtaining the preferred response from people during emergencies requires implementation of community education and awareness programs in the local area. The agencies on the MEMPC partner in delivering prevention and awareness programs to the community across a range of risks including fire, house fire, flood, storm and heatwave. A variety of initiatives are used to reach the community including:

• Targeted community meetings • Attending social gatherings and public events eg bush markets and casserole nights • Written communications in newspapers and social media posts • Distribution of educational materials eg Fire Ready • Community radio interviews • Innovative, local initiatives including the ‘red bucket’ project and Emergency Ready Trivia

The local initiatives build on the broader education campaigns undertaken by CFA, SES and EMV ie TV, social media and print media campaigns Methods of warning the community of an impending emergency are addressed in Part 5. Links to the EMV Community Resilience Framework and the SES Community Resilience Strategy are below: https://www.emv.vic.gov.au/how-we-help/resilience/community-resilience-framework-for-emergency-management https://www.ses.vic.gov.au/documents/112015/128034/VICSES+-+Community+Resilience+Strategy+2016-2019-pdf+-print+friendly+version+-+2MB-/689981bc-4125-4ed7-9f35-c25b8743e451 Add section on HAZARD TREES here


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5. RESPONSE ARRANGEMENTS

Background

The EMMV defines emergency response as: “Emergency response is the action taken immediately before, during and in the first period after an emergency to reduce the effect and consequences of emergencies on people, their livelihoods and wellbeing, property and the environment and to meet basic human needs.” The State Response Plan also states: The State has endorsed a set of emergency management priorities to underpin and guide all decisions made during emergencies in Victoria. The priorities focus on the primacy of life and the issuing of community warnings and information, in order to assist people to make informed decisions about their safety. “

The State Emergency Management Priorities are:

• Protection and preservation of life is paramount. This includes o Safety of emergency services personnel; and o Safety of community members including vulnerable community members and

visitors/tourists located within the incident area • Issuing of community information and community warnings detailing incident information

that is timely, relevant and tailored to assist community members make informed decisions about their safety

• Protection of critical infrastructure and community assets that supports community resilience

• Protection of residential property as a place of primary residence • Protection of assets supporting individual livelihoods and economic production that

supports individual and community financial sustainability • Protection of environmental and conservation assets that considers the

cultural, biodiversity and social values of the environment.

More on the State Emergency Management Priorities can be found at: https://www.emv.vic.gov.au/StateStrategicControlPriorities The Victorian emergency response arrangements can be found in the Emergency Management Manual Victoria: https://www.emv.vic.gov.au/policies/emmv Part 1 - Emergency Management in Victoria Part 3 – State Emergency Response Plan The EMMV details the systems approach to emergency response which is managed through three operational tiers –

• State - state tier teams activate in response to major emergencies, where major emergencies are anticipated or to ensure readiness for major emergencies, regional and incident.

• Regional - regional tier teams activate in response to a major emergency, where one is anticipated or to ensure readiness for major emergencies


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• Incident – the incident controller will activate incident tier teams as required in anticipation of or in response to a specific incident. Incident tier arrangements apply for both non-major and major emergencies, although enhanced arrangements apply to the management of major emergencies

The scale of the emergency will determine how many tiers are active. Many non-major emergencies are managed through the normal or business continuity arrangements of industry, agencies or government and more formal arrangements are not necessary. Where a formal response to a non-major emergency is required, the incident controller manages the incident in accordance with agency practice. Where several agencies respond to the incident, the incident controller, Incident Emergency response Coordinator (IERC) and support agency commanders should form an Incident Emergency Management Team (IEMT).

The functions of command, control and coordination

The EMMV Part 3 - State Emergency Response Plan details the principles, functions and role of agencies and organisations planning for and responding to emergencies in the State of Victoria. Control Control refers to the overall direction of response activities in an emergency. Authority for control is established in legislation or in an emergency response plan, and carries with it the responsibility for tasking other agencies in accordance with the needs of the situation. Control relates to situations and operates horizontally across agencies. Control of emergency operations will at all times remain the responsibility of the control authority responsible for controlling the particular type of emergency. The controlling authority is to appoint an Incident Controller (IC) who will control the operation. A comprehensive list of agencies and their roles can be found in the EMMV Part 7 - Emergency Management Agency Roles. Command Command refers to the direction of personnel and resources of an agency in the performance of that organisation’s role and tasks. Authority to command is established in legislation or by agreement within an agency. The term ‘chain of command’ refers to the organisational hierarchy of an agency and identifies people or positions with accountability. Coordination Coordination is the bringing together of agencies and resources to ensure effective response to and recovery from emergencies. In relation to response, coordination includes ensuring that effective control has been established. The main function of the Emergency Response Coordinator is to coordinate the provision of resources as requested by the control and support agencies. The Emergency Management Act 1986 identifies that Emergency Response Coordinators at regional, municipal and field level will be Victoria Police Members. Their role wherever possible should be separate from operational Police activities.


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The following diagram has been sourced from the State Emergency Response Plan and gives an overview of the relations ship between command, control and coordination. More recently EMV has recognised a further 3 components in responding to an emergency: consequences, communication and community connection and will usually refer to the ‘Six C’s’ https://www.emv.vic.gov.au/news/the-six-cs

Emergency response management arrangements at an incident

The following diagrams depict Victoria’s emergency management arrangements:

EMERGENCY

Emergency Management Team

CONTROL

Incident Controller

Response Co-ordinator

Other agencies and

resources

CO-ORDINATION

Agency

Commander

Supervising

Personnel

C

O

M

M

A

N

D

Operational

Personnel

Agency

Commander

Supervising

Personnel

C

O

M

M

A

N

D

Operational

Personnel

Agency

Commander

Supervising

Personnel

C

O

M

M

A

N

D

Operational

Personnel


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The Municipal Emergency Response Coordinator (MERC) is the primary emergency coordinator at the municipal level. Refer to the EMMV Part 3 - State Emergency Response Plan, for details of the role and responsibilities of Emergency Response Coordinators. https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-3.pdf

Consequence management and communications are also key functions which are detailed in EMMV Part 3 - State Emergency Response Plan and ‘community’ is central to all of the functions.

Emergency management teams (incident and regional)

The function of the Emergency Management Team (EMT) at both incident and regional level is to support the Incident Controller in determining and implementing appropriate Incident Management strategies for the emergency. If an emergency requires a response by more than one agency, the Incident Controller is responsible for forming the EMT. The EMT consists of: • Incident Controller

• Support and recovery functional agency commanders (or their representatives)

• Emergency Response Coordinator (or representative)

• Other specialist persons as required


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The EMMV Part 3 State Emergency Response Plan also provides details on the role and function of EMT’s.

Role of Emergency Response Coordinators

• Ensure that the appropriate control and support agencies are in attendance, or have

been notified by the incident controller and are responding to an emergency. • Ensure that effective control has been established by the control agency in responding to

an emergency. • In consultation with the incident controller, ensure an emergency management team has

been formed. • Ensure the effective co-ordination of resources and services having regard to the

provision of section 13(2) of the Emergency Management Act 1986 and 2013. • Arrange for the provision of resources requested by control and support agencies. • Ensure allocation of resources on a priority basis. • In the event of uncertainty, determine which agency is to perform its statutory response

role, where more than one agency is empowered to perform that role. • Ensure recovery agencies are in attendance, or have been notified by the incident

controller of the emergency. • Consider registration of persons evacuated or otherwise affected. • Consider provision of relief needs to evacuees and agency personnel where necessary. • In consultation with the control agency, consider the need for the declaration of an

emergency area and • Cooperate with all participating agencies and authorities and ensure community

awareness or alerting is considered.

Incident Emergency Response Coordinator

This is usually the senior member of the Victoria Police present at the initial scene of an emergency.

Municipal Emergency Response Coordinator

The Officer in Charge of the Mansfield Police Station or the deputy is known as the Municipal Emergency Response Co-ordinator (MERC) for the Mansfield Shire Council (and Mt Buller Mt Stirling Alpine Resort Management Board) The MERC takes an active role in planning at a local level including representation on the MEMPC. During an emergency the MERC will:

• Ensure that the MERO and/or MRM are advised of the emergency and available to provide access to municipal resources as required and activate the MEMP.

• Ensure the MERO and the MRM (or Deputy) is receiving information as appropriate. • Advise the Regional Emergency Response Co-ordinator regarding emergencies which

have the potential to require supplementary resources from outside the municipal district.


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Any Control Agency requiring municipal support will request that support through the MERC who will pass on all the requirements to the MERO, MRM or Deputy / delegate.

Regional Emergency Response Coordinator (RERC)

In addition to the response roles and responsibilities listed above, the duties of the Regional Emergency Response Co-ordinator may include:

• Being responsible through the chain of command to the Emergency Management Commissioner for the effective co-ordination of resources or services within the emergency response region, having regard to the provisions of the Emergency Management Acts of 1986 and 2013.

• In an emergency, arrange to provide regional resources requested by a MERC, to response and recovery agencies.

• Seek resources through the State Emergency Response Co-ordinator in circumstances where requested resources are not available within the region.

• Monitor the provision of emergency relief and supply.

Emergency Management Team (Incident Control Level)

The function of the Emergency Management Team is to support the Incident Controller in determining and implementing appropriate Incident Management strategies for the emergency. If an emergency requires a response by more than one agency, the Incident Controller is responsible for forming the Emergency Management Team. The Emergency Management Team consists of;

� Incident Controller. � Support and Recovery functional agency commanders (or their representatives). � The Emergency Response Coordinator (or representative) MERC, RERC) � Municipal Council representation / liaison Officer & Other specialist persons.

For detailed information in relation to roles and responsibilities of the Emergency Management Team see EMMV https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-3.pdf

Council Emergency Management Leadership Team

Council has formed an emergency management leadership team which meets periodically to share information in regard to emergency management planning and preparation. During an emergency, members of this group will meet regularly to brief each other on their activity and receive updates from the incident control. The MERO and MRM sit on this group along with managers and team leaders that will have an active role in resource supplementation, relief and recovery.

Municipal Emergency and Incident Control Centres

During late 2016, in acknowledgement of the creation of the role of Incident Controller, the requirement for Councils to establish a Municipal Emergency Coordination Centre (MECC) was


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removed from the State Emergency Response Plan (SERP) and the Emergency Management Manual of Victoria. In an emergency, Council’s functions remain the same (support to response, manage local relief and recovery) with the coordination of the emergency response as a whole being delivered from an Incident Control Centre (ICC) with a Council Emergency Management Liaison Officer (EMLO) required to attend the ICC. The EMLO will communicate directly with other members of the municipal emergency management group (MERC, MERO, MRM etc) and key staff. Provision of ICC functions may in the first instance be conducted at the incident or from an appropriate agency office, Police station or similar facility. The Emergency Response Coordinator may request activation of an identified ICC. The ICC will likely be in Mansfield but is dependent on the location of the emergency and its scale / capacity. Level 3 Incident Control Centres for fire are located at the Mansfield and Alexandra DELWP offices. Flood and storm Incident Control Centres are located at Benalla, Shepparton and Seymour. Depending on the size and complexity of an emergency event, Council may still decide to open and operate a Council coordination facility. Smaller events may be managed remotely through the Crisisworks on-line platform and occasional face-to-face meetings. Responding to larger events may benefit from a space being designated as the Councils coordination centre and used for meetings, administration and communications.

Control and support agencies

From the EMMV Part 7 EMMV Emergency Management Agency Roles: A control agency is the primary agency responsible for responding to a specified type of emergency. The control agency may change as the emergency progresses or is clarified. There are complex emergencies where a shared accountability across a number of agencies occurs. In these cases there is a need for a single agency to be responsible for the collaborative response of all the agencies. For the purposes of consistency, the term control agency will be used to describe this lead agency role. A support agency is an agency that provides essential services, personnel or material to support or assist a control agency or affected persons. Any agency may be requested to assist in any emergency if it has skills, expertise or resources that may contribute to the management of the emergency. Control and support agencies for response are detailed in Part 7 of the EMMV Emergency Management Agency Roles: https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-7.pdf

Evacuation

The decision to evacuate a locality rests with the Incident Controller in consultation with the Victoria Police. Victoria Police are responsible for the coordination of the evacuations.


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Consideration must be given to the area which is to be evacuated/involved persons relocating, the route to be followed, the means of transport and the location to which evacuees will be asked to attend.

Council has the following roles and responsibilities in the evacuation process:

• Coordinate the provision of council resources as required • Establish and manage relief centres as required • Assist Victoria Police with management of traffic flow including provision of information

regarding road availability, capacity and safety • Assist VicRoads to maintain list of road closures (public information).

Once the decision to relocate has been made, the MERO or MRM should be contacted to assist in the implementation of the evacuation/relocation. The MRM will provide advice regarding the most suitable Emergency Relief Centre location and other resources that may be required (e.g. public health, emergency relief considerations or requirements and special needs groups). Refer to the Appendices Part 7 for a brief listing of Emergency Relief Centre locations. Details of their features, access and contact arrangements including a site photo are contained within appendices of the Emergency Relief & Recovery Sub Plan. Whilst relocations are generally expected to be self-managed, assistance in an evacuation may be provided by the following agencies:

• Vic Police • Vic SES • Vic Roads • Local bus companies • Other groups as determined relevant to the emergency.

Access to the Vulnerable Persons Register is through the link located in Crisisworks: https://vpr.crisisworks.com

Neighbourhood Safer Places – Places of Last Resort

Neighbourhood Safer Places (NSP's) are places of last resort, to provide shelter during the passage of a fire, when all other plans have failed (or have been abandoned) or do not exist. Council has reviewed potential sites to determine suitability (buildings and open space) for use and formal designation as Neighbourhood Safer Places – Places of Last Resort and has designated thirteen (13) sites as at Jan 2015. This process is detailed within the Municipal Neighbourhood Safer Places Plan. These are ‘places of last resort’ and are designed to provide some sanctuary for people from the immediate life threatening effects of a bushfire. It is acknowledged that other places may be safer than designated NSPs. NSPs are places or buildings that have met vegetation guidelines issued by the CFA and have been certified by CFA to be compliant. The locations are signposted by Council. Signs are checked as part of the regular NSP inspections. Once sites are designated, details of their location are included in the MEMP and on the CFA and Council web page.


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The most-up-to date information on NSPs is available for Mansfield and the whole State via the link to the CFA web page: www.saferplaces.cfa.vic.gov.au/cfa/search/default.htm

Neighbourhood Safer Places in Mansfield Shire

Current November 2017

TOWNSHIP LOCATION ADDRESS

BONNIE DOON

BONNIE DOON RECREATION RESERVE (OPEN SPACE)

2 DAVON STREET (CNR WILSON ST) BONNIE DOON

BONNIE DOON

PEPPIN POINT HOLIDAY PARK (open space near swimming pool)

75 PEPPIN DRIVE BONNIE DOON

GOUGHS BAY

GOUGHS BAY FIRE STATION 6 WALSHS ROAD GOUGHS BAY

HOWQUA CAMP HOWQUA LODGE BUILDING 127 HOWQUA RIVER ROAD HOWQUA

JAMIESON PARADISE POINT HOLIDAY Amenities block

1 THE AVENUE JAMIESON

JAMIESON

JAMIESON MEMORIAL HALL CNR PERKINS STREET & GREY ST JAMIESON

MANSFIELD RECREATION RESERVE SPORTING COMPLEX

HIGHETT STREET between. VICTORIA St & CURIA St. MANSFIELD

MAINDAMPLE MAINDAMPLE FIRE STATION 41 MAIN STREET MAINDAMPLE

MERRIJIG

MERRIJIG PUBLIC HALL

CNR ALPHA STREET & MT BULLER ROAD MERRIJIG

MERRIJIG

PINNACLE VALLEY RESORT

MIMOSA DRIVE OFF MT BULLER ROAD, MERRIJIG

MERTON MERTON RECREATION RESERVE Open space

3138 MERTON EUROA ROAD MERTON

TOLMIE

TOLMIE FIRE STATION

11 MAHAIKAH RD TOLMIE

WOODS POINT

CHERRY ADIT near the rear of Police Station

KENNYS TRACK NEAR SCOTT STREET WOODS POINT

Ongoing management of the Woods Point Adit is dealt with by the local Community and the WP&SDCSP Committee established under the ‘Woods Point & Surrounding District Community Safety Plan’ and Council.


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DELWP have undertaken to maintain the vegetation around and above this site – located on Crown Land.

Fire refuges

There are no designated community fire refuges located within the Municipality. Visit https://www.cfa.vic.gov.au/plan-prepare/community-fire-refuges for more information about the difference between fire refuges and Neighbourhood Safer Places. There are purpose built structures provided within the residential school sites at Timbertop and Lauriston School campus sites.

In Victoria there are design, siting and construction regulations for private bushfire shelters, including:

• They must comply with Victorian Building Regulations 2006 and National Construction Code performance requirements

• A building permit must be obtained prior to construction • A planning permit may be required.

Visit https://www.cfa.vic.gov.au/plan-prepare/private-bushfire-shelters-or-bunkers for more information.

Informal community gathering places

Refer to section 5.6.6 – there are no designated Fire Refuges in Mansfield Shire. However, in times of emergency, people have been known to make their own decisions about where to go for safety once they have decided to evacuate. The destinations are often not appropriate or safe. To expedite identification of the likely locations of people who have not attended an Emergency Relief Centre or an NSP, a database has been created – refer below. These locations are NOT endorsed by Council as safe place in times of emergency.


Informal community gathering places

Places that the community may gather in times of emergency

Ancona Ancona Hall 383 Ancona Road Ancona 145° 48' 2.23" -36° 59' 18.82"

Barjarg

Barjarg/Nillahcootie

Barjarg commercial area 4555 Midland Hwy Barjarg 146° 0' 0.42" -36° 56' 1.55"

Barjarg CFA Station 4840 Midland Hwy Barjarg 146° 0' 6.71" -36° 57' 32.29"

Lake Nillahcootie park Midland Hwy Nillahcootie 146° 0' 14.65" -36° 51' 26.53"

Barwite Gonzaga Reserve 551 Old Tolmie Road Barwite 146° 10' 40.59" -36° 59' 48.33"

Bonnie Doon


Arnot St Bonnie Doon 145° 51' 9.89" -37° 1' 32.03"

Oasis General Store Bon Crescent Bonnie Doon 145° 51' 14.73" -37° 1' 34.25"

Bonnie Doon Hotel 1905 Maroondah Hwy Bonnie

Doon 145° 52' 42.11" -37° 1' 34.84"

Bonnie Doon Lakeside Leisure Resort

240 Hutchinsons Road Bonnie Doon

145° 53' 20.29" -37° 2' 29.43"

Boorolite CFA shed at Piries 1310 Mansfield Woods Point

Road Piries 146° 7' 52.90" -37° 8' 55.65"

Gaffney’s Creek Community Hall 7477 Mansfield Woods Point

Road Mansfield 146° 11' 14.53" -37° 28' 5.20"


Goughs Bay

Goughs Bay General Store 4 Main St Goughs Bay 146° 4' 15.56" -37° 10' 40.87"

Goughs Bay Boat Club 35 Bayside Boulevard Goughs

Bay 146° 4' 5.40"

-37° 11' 25.60"

Howes Creek

Mansfield Lakeside Ski Village

540 Howes Creek Road Mansfield

146° 0' 16.32" -37° 4' 10.92"

Mansfield Country Resort 50 Banumum Road Mansfield 145° 58' 55.44" -37° 5' 24.17"

Howqua/Macs Cove

Camp Howqua Lodge Building

127 Howqua River Road Howqua

146° 10' 54.36"

Howqua Valley Resort 2740 Mansfield-Woods Point

Road Howqua Inlet 146° 7' 4.09"

Lake Reserve/Willow Lake – Macs Cove

Willowlake Drive Macs Cove 146° 8' 21.30" -37° 12' 46.80"

Lauriston Girls School Campus

450 Howqua River Road Howqua

146° 12' 35.66" -37° 14' 23.17"

Jamieson

Lakeside Hotel 5953 Eildon-Jamieson Road

Jamieson 146° 7' 56.16"

-37° 16' 49.46"

Kevington Kevington Hotel 4695 Mansfield Woods Point

Road Kevington 146° 9' 41.71"

-37° 21' 28.39"

Mansfield (see also entry for Howes Creek area)

Community Centre 10 Bank Place Mansfield 146° 5' 21.48" -37° 3' 13.17"

Mansfield Showgrounds Mt Battery Road Mansfield 146° 6' 10.03" -37° 3' 21.68"

Mansfield Racecourse 6165 Midland Hwy Mansfield 146° 5' 35.04" -37° 2' 21.74"


Merrijig

(see also entry for Sawmill Settlement &

Alpine Ridge)

Hunt Club Hotel 1870 Mt Buller Road Merrijig 146° 15' 45.38" -37° 6' 12.14"

McCormack Park 45 McCormacks Road Merrijig 146° 16' 13.10" -37° 6' 7.029"

Timbertop GGS Campus 145 Grammar School Road

Merrijig 146° 18' 13.44" -37° 7' 32.82"

Merton

Merton Memorial Hall 17 Shaws Road Merton 45° 42' 35.89" -36° 58' 36.56"

Sawmill Settlement & Alpine Ridge

Princes Hill School Camp 16 Warrambat Road Sawmill

Settlement 146° 21' 56.39" -37° 6' 27.17"

Mirimbah Park Mt Buller Road Mirimbah 146° 24' 1.00" -37° 6' 37.40"

Tolmie

Tolmie Tavern 2798 Tolmie Whitfield Road

Mansfield 146° 15' 52.56" -36° 55' 6.46"

Tolmie Sports Grounds 13 Tolmie Mahaika Road Tolmie 146° 14' 14.00" -36° 56' 4.97"

Woods Point

Woods Point Hotel 1 Bridge St Woods Point 146° 15' 14.48" -37° 34' 11.08"

Woods Point Community Hall

18 Scott Street Woods Point 146° 15' 1.49" -37° 34' 0.40"

NSPs

Bonnie Doon Peppin Point Holiday Park 75 Peppin Drive Bonnie Doon 145° 51' 45.92" -37° 4' 39.92" NSP

Bonnie Doon Bonnie Doon Recreation

Reserve 2 Davon St Bonnie Doon 145° 51' 35.14" -37° 1' 26.34" NSP


Goughs Bay Goughs Bay CFA Station Walsh’s Road Goughs Bay 146° 3' 46.63" -37° 10' 35.99"

NSP

Tolmie Tolmie CFA Station Cnr Old Tolmie Road and Spring

Creek Road Tolmie 146° 14' 17.15" -36° 56' 8.71" NSP

Sawmill Settlement/Alpine Ridge

Pinnacle Valley Resort 1 Mimosa Drive Merrijig 146° 20' 14.31" -37° 6' 30.65" NSP

Woods Point Cherry Adit Kenny’s Track near Scott St

Woods Point 146° 15' 2.64" -37° 34' 5.64" NSP

Mansfield

Recreation Reserve/Sporting

Complex

35 Highett St Mansfield 146° 5' 10.28" -37° 3' 15.43" NSP

Merton Merton Recreation Reserve 3138 Merton-Euroa Rd Merton 45° 42' 27.63" -36° 58' 24.33"

NSP

Jamieson Jamieson Memorial Hall Cnr Perkins Street and Grey St

Jamieson 146° 8' 16.18" -37° 18' 6.98" NSP

Maindample

Maindample CFA Station

41 Main St Maindample 145° 56' 25.31" -37° 1' 39.70" NSP

Merrijig Merrijig Hall (opposite CFA) Cnr Mt Buller Road and Alpha St

Merrijig 146° 15' 28.14" -37° 6' 10.03" NSP

Jamieson Paradise Point Holiday Park 11 The Avenue Jamieson 146° 7' 48.63" -37° 16' 9.26" NSP


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Staging areas in Mansfield Shire

CFA/DELWP staging areas in Mansfield Shire are usually established on properties that are not managed by Council. The key staging area is the Mansfield Showgrounds situated on Mt Battery Road, Mansfield. A DELWP developed map of the Showgrounds base camp/staging area footprint has been shared with CFA and Council. Consideration has been given to multi-use of the facility so animal owners who have evacuated at short notice may also use the facility for a short term agistment. Other facilities for smaller staging areas could include:

• Merton Recreation Reserve • McCormack Park, Merrijig • Tolmie Sportsgrounds

Once the site of a staging area has been determined, Council will support the agencies to establish the site where possible.

Public health and medical arrangements

The Municipal Environmental Health Officer (EHO) has delegated responsibilities regarding the responsibility for public health and the Field Emergency Medical Officer (FEMO) or deputy under the State Health Emergency Response Plan (SHERP) for medical matters. Medical arrangements shall be consistent with the State Health Emergency Response Plan (SHERP) & the Mansfield Hospital Emergency Plan. Environmental Health arrangements cover a broad range of municipal public health planning and delivery services and may be detailed in a separate Public Health sub plan maintained by the EHO.

Public health

The Environmental Health Officer is responsible for coordinating all Municipal public health matters. The responsibilities of the Environmental Health Officer in emergencies include:

• Water supplies: portability, supply and contamination. • Food: hygienic production, storage, distribution, • Assessment of damaged food and donated foods, • Ensuring that an adequate supply is maintained. • Sanitation: providing for emergency sanitation and assessment of damaged systems, • Promoting personal hygiene practices. • Infectious diseases: control measures including immunisation. See also Pandemic Plan

for specific actions. • Pest Control: vermin and vector pest control. • Refuse removal: supervision and advice, particularly with regard to emergency

arrangements (including dead animals).


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• Accommodation: advice on suitability of temporary accommodation and assessment of damaged accommodation.

• Public Health: impacts on public health, environmental complaints and incidents investigation.

Council Officers will work in partnership with DHHS officers.

Medical

On a day to day basis Ambulance Victoria, the two medical clinics and the Mansfield and District Hospital provide medical support and assistance when people are injured or require medical assistance.

Where incidents such as mass casualty events or complex emergencies occur the State Health Emergency Response Plan (SHERP) provides a coordinated whole-of-health approach to managing the emergency. As incidents increase in size or complexity and management becomes more demanding a Health Commander is appointed by Ambulance Victoria. The Health Commander is a senior ambulance manager who directs the operational health response to the emergency at incident level. The Health Commander in consultation with the Incident Controller and the Ambulance Emergency Operations Centre will determine the level of response required under SHERP. The Health Commander establishes and coordinates a Health Incident Management Team (HIMT) to direct the emergency health response. The HIMT comprises senior members of supporting health agencies such as first aid, field emergency medical officers and medical teams. The Health Commander represents the responding health agencies (HIMT) on the Emergency Management Team (EMT) and contributes to the Incident Strategy and Incident Action Plan, via the Incident Controller. Other responsibilities of the Health Commander include:

• Activation of field emergency medical officers, medical teams and first aid organisations • Activation of specialist assistance or resources beyond the capacity of Victoria’s health

and medical agencies (such as field emergency relief, SES deployment of mass casualty tent, lighting or additional communications)

• Activating ambulance communications and equipment resources • Activating additional patient, personnel and equipment transport vehicles • In consultation with the Ambulance Emergency Operations Centre, determining patient

destination • Notifying casualty receiving hospitals • Notifying the State Health Incident Coordinator

For further information on the pre-hospital response to emergencies please refer to https://www2.health.vic.gov.au/emergencies/shera

Transport and engineering

Council’s Infrastructure Manager and the Works Coordinator of Mansfield Shire Council have delegated responsibility for transport and engineering matters including Council roads, their management and maintenance and works following emergencies. Council resources can also be


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utilised to assist with the restoration works associated with roads under the control of Vic Roads - refer requests to MERC. Current listings of Council plant and equipment together with contractors’ are maintained by Council. All requests for transport and engineering resources should be directed to the MERC, who will request them through the MERO. Municipal resources should be considered for use in the first instance, prior to engaging private contractors for works on Council roads. The post impact assessment and a rapid impact assessment should scope the extent of damage / disruption and seek Council involvement. Council can assist with the establishment of road blocks, their planned implementation and the identification of alternate routes and potential limitations. Victoria Police holds the responsibility for road management, in consultation with the control agency. Council and VicRoads will play a support role in establishment and management of traffic control points and diversions. The same procedure will also apply to infrastructure including bridges and culverts and related drainage works, clearing, restoration and rehabilitation of roads bridges and other public assets, trees within Council road reserves and the like. Road closures will be reported to Vic Roads to enable the dissemination of this information to the public.

Keeping roads open

Victoria Police is responsible for traffic management in an emergency, in consultation with the control agency and “other expert advice”. Generally the MERO must be consulted before municipal roads are closed in an emergency. If this is not possible due to a threatening situation where lives are potentially at risk, the Incident Controller must notify the MERO as soon as practicable that a Council road has been closed. It is likely that Council will assist with road closures through placing signage and assisting at traffic management points. On roads managed by Mansfield Shire Council, Council road crews (including contractors) are able to clear blocked road drains or remove fallen trees from roads as required. In an emergency, the MERO directs all road crew activities. In Mansfield Shire, road and drain maintenance is detailed in the Mansfield Shire Road Management Plan https://www.mansfield.vic.gov.au/residents/house-and-property/roads-and-infrastructure/road-management . Council will undertake established practices in regard to conducting road and drain clearing activities. As a road manager, Council must make certain roads it manages are safe before being reopened after an emergency. Consultation with the MERO is required before re-opening any Council managed roads. The MERO is also responsible for determining alternative routes on Council roads when and if required in an emergency. The MERO will work with the responsible unit and under the direction of the Incident Controller in the determination of these routes.


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Resource supplementation

Part 7 of the EMMV extensively details the agencies and support services for response, relief and recovery https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-7.pdf Council has a legislated role in supporting the activities of control agencies through the co-ordination of municipal resources. Municipal resources are resources that are owned or under the direct control of the municipal council. Resources include, but are not limited to:

• Equipment (eg plant, vehicles) • Personnel (eg agency support & industry technicians) • Services (eg information, expert technical advice)

A resource is essentially any function or item which a responding agency requires to perform its response roles. An agency may have arrangements in place to access a wide range of resources through:

• Its own agency arrangements. • Support agencies. • Mutual aid agreements (including memoranda of understanding) • Contract or supply arrangements with private industry.

Key arrangements for resource supplementation are detailed below:

• Agencies should exhaust all resources owned or directly within their control, prior to requesting assistance from elsewhere. This includes resources from support agencies, from agencies with which an agreement is held (eg. MOU) or where contract or supply arrangements are in place with private industry.

• All resources requests should be lodged via the MERC • Details of the resource required the tasks to be undertaken and name, position and

contacts of the person requesting should be provided with the request. • Resource requests should be promptly entered into Crisisworks • In situations where a municipal resource cannot be provided the MERO must notify the

MERC as soon as possible to escalate the request • Private organisations that provide resources for emergency response (or recovery)

activities would expect to be paid by the agency using the resources. • Owners of resources are responsible for providing adequate insurance for resources

used for supplementary emergency response. • Private owners of equipment used for emergency response operations on a non-

contracted (adhoc) basis may be insured for a range of risks under the Emergency Resource Providers Support Scheme (EmRePSS) provided by the Victorian Managed Insurance Scheme https://www.vmia.vic.gov.au/insure/policies/emrepss/about-emrepss

EMV has developed a comprehensive Practice Note – Sourcing Supplementary Emergency Response Resources from Municipal Councils to guide both agencies and Council. The practice


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note is attached to the MEMP as an appendix and can be found at http://www.mav.asn.au/what-we-do/policy-advocacy/emergency-management/municipal-emergency-enhancement-group As the effects of the emergency escalate, or the resource requirements outstrip what is available locally, regional, state and Commonwealth resources may be activated. At the regional level, the interagency response management structure involves the co-ordination of resources to support operations which cannot be resourced locally, or which extend over more than one municipal district. The highest level of operational co-ordination and support takes place at State level. It is at this level that resource support from other States and/or the Commonwealth is assessed and requested.

In all instances, the requesting agency should make appropriate arrangements for delivery, and whichever agency requests the resource will be responsible for all costs incurred. An exception applies to government and agency resources (including local government subject to financial and other constraints) which are expected to be made available. Agencies may also establish a contractor list before (or during) an event to satisfy their potential needs. All Council relief and recovery resource requests should be placed (through Crisisworks) with the MERO who will advise the MERC and seek to satisfy the request. If the resource is not available locally, the request should be escalated through the Incident Controller.

Public information, warnings and communications

The role of the MEMPC and Council during an emergency is to disseminate warnings and information released by the Incident Controller. Council does not have a role in developing or issuing warnings. Public Information Officers, if appointed, will manage the provision of public information and warnings on behalf of the controller and all responding agencies. However, where the timeframe is short and an extreme and an imminent threat to life exists, any response agency personnel can issue warnings to a community likely to be affected, providing they notify the relevant controller as soon as possible following the issuing of the warning. The EMV Joint Operating Procedure JSOPJ04.01 is a detailed guideline for developing and distributing public information and warnings and is available at https://files-em.em.vic.gov.au/public/JSOP/SOP-J04.01.pdf , in Crisisworks and as an appendix to this MEMP. From the State Emergency Response Plan https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-3.pdf Emergency warnings and information assist the community to make informed decisions about their safety. Emergency warnings should comply with the Victorian Warning Protocol, which can be found at www.emv.vic.gov.au/our-work/victorias-warning-system/victorian-warning-protocol/ Warnings for actual or potential major emergencies should be issued using several mediums, which could include but are not limited to:

• VicEmergency website www.emergency.vic.gov.au


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• VicEmergency or relevant agency social media feeds • the FireReady smartphone application • voice and SMS phone messaging through the use of the Emergency Alert tool • relevant emergency information phone lines • emergency broadcasters, using the standard emergency warning signal (SEWS) where

relevant • community alert sirens

The Vic emergency website http://emergency.vic.gov.au/respond/ carries extensive, incident specific information as well as being a conduit for emergency warnings. Warnings and public information issued by the Incident Controller should be forwarded through local established communications channels which include:

• Websites • Social media pages and channels • Networks and email groups • Community radio • Local newspaper and newsletters • Community meetings • Flyers on noticeboards • Community groups and community leaders

As lead agency for relief and recovery, Council has a role in developing and disseminating relief and recovery information and a detailed Relief and Recovery Communications Plan has been developed and is available as an appendix to the Emergency Relief and Recovery Sub Plan. At the municipal level, Councils and MEMPCs are responsible for assisting to disseminate the warnings and information being issued by the incident controller. Councils are responsible for (in partnership with the incident controller and DHHS) issuing and disseminating information in regard to relief and recovery. In addition to the mediums listed above, Council and support agencies should use their own established communication channels to disseminate warnings and information which may include:

• Web pages • Social media platforms • Email networks • Newsletters and flyers • Community meetings • Community groups and leaders

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

Shire wide communications facilities

• W.I.C.E.N.

• GOVERNMENT SYSTEMS:


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MT. BULLER STIRLING RMB Mt Buller 3 X UHF Repeaters and portables ASV Wangaratta HQ VHF Mansfield & Benalla ASV Alexandra HQ VHF (Mt Eildon, Mt Terrible) CFA Mansfield & Benalla Groups, Vic Fire DELWP / Parks Vic SMR VHF Trunked System (State Wide) OPTUS Digital Cellular (Highways only) PUBLIC TRANSPORT CORPORATION

UHF Repeater Benalla

Aus Net (Power Net) SMR VHF Trunked System(State Wide) MANSFIELD SHIRE COUNCIL Mansfield UHF/Benalla VHF Repeaters TELSTRA Digital Cellular (Highways) TELSTRA Satellite and HF Radio Systems TELSTRA UHF Repeaters Paps, Mt Wombat, Mt Taminick VIC POLICE UHF Voting Radio System P2 District COMMUNICATIONS RESOURCES CONT: VIC POLICE

UHF Voting Radio System P1/P2 District

VIC POLICE HF Long Range Vic. wide VIC ROADS UHF Repeater Mt Taminick, Mt Wombat VICSES UHF Repeater Mt Eildon, Mt Major, Mt Big Ben, The

Paps VICSES (NE RHQ) UHF Portable Repeater (deployed as required) VICSES HF Long Range Vic., NSW, SA wide area VODA PHONE Digital Cellular (Highways only) TOURIST INFORMATION RADIO Local Community Radio FM 99.7 PRIVATE SYSTEMS: * BERTALLI’S BAKERY UHF/VHF Repeaters (see Weeks Radio) * CITIZENS RADIO UHF Repeaters Mt Eildon, Mt Buller, Mt Wombat,

Mt Terrible, Mt Taminick, Paps & Portable * HUTCHINSON’S VHF Paging Paps, Mt Wombat * MANSFIELD READY-MIX UHF Repeater Paps (Mansfield) * MANSFIELD VET UHF Repeater Tolmie * MT BULLER SKI LIFTS UHF Repeaters Mt Buller * MT BULLER FAST START VHF Simplex Mansfield & Mt Buller * MT BULLER FREIGHT VHF Simplex Mansfield * MT. STIRLING ALPINE UHF Repeater – Mt Stirling * RFDS (FLYING DOCTOR) HF Australia Wide Network * RRR TOWING UHF Repeater Mt Strathbogie * TIMBERTOP GGS VHF Repeater Mt Buller * WEEKS RADIO UHF Repeaters Paps, Mt Buller, Alexandra * WEEKS RADIO VHF Repeaters Mt Buller, Taminick * WICEN VICTORIA VHF/UHF Repeaters Data & Voice State Wide &

Portable, HF Australia & World Wide

Communicating with non English speaking people or people with a disability

Special considerations need to be given to warning people with a disability and non English speaking groups. In the case where information or communication is required with persons unable to speak English an interpreter service such as the Telephone Interpreter Service phone 13 1450 (24 hrs) may be able to assist. On-line interpreter websites such as Google Translate


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and a number of phone apps could assist. The MEMPC has developed a list of local people who a bi or multi lingual and are willing to assist interpret – refer the Contacts Directory in the Appendices.

Mansfield Community Radio (Radio Mansfield) Mansfield 99.7 FM is an official emergency broadcaster. The station can be manned at short notice and can interrupt the feed link from Murrindindi. Refer the Contacts Directory for contact details Station has emergency back-up power source at the Paps transmitter and at Mansfield broadcasting facility at the Mansfield Community Centre, Erril Street Mansfield. Refer to the Australian Institute for Disaster Resilience handbook ‘Communicating with People with a Disability” for more information.

Financial considerations

Financial accounting for Municipal resources utilised in emergencies must be authorised by the MERO or the MRM (or Deputies) and approved by the MERC and shall be in accordance with the normal financial arrangements of the Mansfield Shire Council. If not approved by the MERC, Council will not be eligible for cost recovery from the Department of Treasury and Finance. Control agencies are responsible for all costs involved in that agency responding to an emergency. Government agencies supporting the Control agency are expected to defray all costs from their normal budgets. Mansfield Shire Council is accountable for any monies donated as a result of any emergency event and will implement systems to receive and account for all such donations.

Payment for requested resources

Where requests are made by the relevant response agency which has exhausted their own resources, Council will be able to supply equipment and supplies through its MERO at the direction of the MERC. All requests are required to be submitted through the appropriate channels as identified in the EMMV. Associated costs of Council owned equipment being utilised by response agencies in the management of an emergency will be absorbed by Council during normal business hours (8am to 5pm). Resource requests for the use Council owned assets, staff and equipment outside of these times will be charged to the requesting agency. This includes response agency requested standby on week day evenings and any given public holiday or weekend. Costs associated with sourcing external or privately owned supplementary emergency response resources for the relevant response agencies will be recovered from the requesting agencies. This includes costs for all equipment, hire, catering and any associated on-costs of that request. Response agencies should be aware of their financial responsibilities before requesting anything from the Council. All resource requests will come to the municipality through the appropriate channel - the MERC as stipulated in the EMMV. Any requests made outside of these guidelines will be redirected to the MERC. Requests from response agencies are not to come from an incident control centre


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directly to the MERO or any other Council officer. If Council officers or the MERO receive requests from response agencies, they are to advise the agency to contact the MERC in the first instance.

Financial arrangements for response and recovery

The following summarises financial responsibilities for expenditure on response and recovery activities. As a general rule, whichever agency originates the request for the resources will be responsible for all costs. Emergency Payment Responsibilities The following emergency payment responsibilities apply in Mansfield Shire: • Where an agency’s expenditure is in order to fulfil its own responsibilities, that agency is

responsible for the cost

• Where one agency requests services and supplies in order to fulfil its own responsibilities as articulated in plans, that agency is responsible for costs incurred

• When a control agency requests services and supplies (for example, catering) on behalf of a number of supporting agencies, the control agency will be responsible for costs incurred

• Municipal councils are responsible for the cost of emergency relief measures provided to emergency-affected people

Agency Support Agencies are called upon to provide resources within the limit of their means. Where a volunteer agency expends extraordinary funds providing resources for emergency response and recovery to the extent that it seeks financial reimbursement, it should notify the control agency, or the agency to which it is providing services, at the earliest possible opportunity, preferably before deployment commences. Municipal Council Resources Council is expected to use its resources in an emergency situation within the municipality within reason. Where equipment and/or personnel are sourced from external providers, Council is responsible for providing those resources. However, Council will only cover costs for Council managed resources requested and used during normal business hours. Costs outside of this, including costs of sourcing private contractors, will be recovered from the relevant requesting agency. Some further reimbursement may also be available. Extraordinary expenditure incurred, (e.g. for overtime, or equipment hire used in emergency protection works, restoration of publicly owned assets or relief provided to emergency-affected people) may qualify for reimbursement by the Department of Treasury and Finance, refer to EMMV Part 8 Appendix 1 https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-8.pdf State Agencies


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State agencies involved in emergency response and recovery activities as part of their normal activities will initially fund them from their own budgets, including supplies (e.g. catering) purchased from contractors or volunteer agencies. For major emergencies some funding supplementation may be required. This would be the subject of a Government decision at the time, in the context of the agency’s budget position. Private Organisations Private organisations meet their own expenses incurred in emergency activities. Government Post-Emergency Assistance Measures in Recovery A number of post-emergency assistance measures which may be made available to assist in various aspects of the recovery process can be found in EMMV Part 8 – Appendix 1 – Financial Arrangements. Most are provided by Victorian Government agencies; a few Commonwealth assistance measures are also listed. Important factors to note are: • Assistance measures are identified as being generally available at departmental

discretion, or requiring a specific Government decision on each occasion

• The table is intended to list specific assistance in the form of financial or in-kind measures.

• Other recovery services are listed under Services and Agencies for Recovery in the EMMV Part 8 – Appendix 1 – Financial Arrangements https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-8.pdf

The assistance measures cover: • Individual human need • Residential and community reestablishment • Community safety/health • Economic recovery • State Government assistance to municipal councils • Commonwealth Government assistance to persons/municipal councils Natural Disaster Financial Assistance Natural Disaster Financial Assistance (NDFA) for local councils in Victoria is provided by the Victorian State Government to assist in the recovery process and alleviate some of the financial burden that may be experienced following a natural disaster, in accordance with Commonwealth-State Natural Disaster Relief and Recovery Arrangements (NDRRA). The NDRRA defines eligible natural disasters as ‘any one of, or a combination of, the following natural hazards: bushfire; earthquake; flood; storm; cyclone; storm surge; landslide; tsunami; meteorite strike; or tornado. These arrangements do not apply to disasters where human activity is a significant contributing cause (e.g. poor environmental planning, commercial development, personal intervention (other than arson) or accident.


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Refer to Department of Treasury & Finance (DTF) for details and a range of publications providing guidance for financial assistance https://www.dtf.vic.gov.au/funds-programs-and-policies/natural-disaster-financial-assistance

Response to recovery handover

While it is recognised that recovery activities will have commenced shortly after impact, there will be a cessation of response activities and a hand over to recovery agencies. When response activities are nearing completion the Incident Controller will call together the MERC, the state or regional Emergency Response Coordinator and the MERO/MRM to consult and agree on the timing and a ‘transition from response to recovery agreement’ will be developed. The purpose of the document is to assist emergency management agencies involved in coordination of response, relief and recovery arrangements achieve a seamless transition from response to recovery phase following an emergency event. The scope of the transition agreement includes:

• A description of the event • Authorisation arrangements • Coordination and management arrangements • Transition activities and tasks to ensure continuity of essential community support • Information and communication arrangements

The key tasks under this agreement include

• Continuity of emergency relief requirements if required • Coordination of initial and post impact assessments in the affected communities • Identification of resources required to support immediate community recovery

requirements including public health and safety • Coordination of essential clean-up operations

The decisions relating to the timing of the transition of response to recovery coordination, and whether recovery coordination will be transitioned to local and/or state government), will be impacted by a number of key considerations. These include:

• The nature of the hazard/threat and whether there is a risk of a recurring threat • The extent of impact on communities, as this may determine if a prolonged transition

period needs to be implemented. • The extent of and known level of loss and damage associated with the incident • The considerations for the extent of emergency relief required by affected communities • The considerations for the resources required to coordinate effective recovery

arrangements Coordination becomes the responsibility of DHHS at the regional level with local government assuming responsibility at the municipal level.


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Termination of Response Activities and Handover of Goods/Facilities

When response activities are nearing completion, the MERC in conjunction with the Control Agency will call together relevant relief and recovery agencies including the MERO and the MRM, to consult on the timing and process of the response stand down. In some circumstances, it may be appropriate for certain facilities and goods obtained in accordance with the State Emergency Response Plan and the provisions of the MEMP during response, to be utilised in recovery activities. In these situations, there would be an actual hand over to the MRM of such facilities and goods. This hand over will occur only after agreement has been reached between the Incident Controller, MERC and MRM. Resourcing and payment for goods and services used in the Recovery process (by Council) is the responsibility of the MRM through the MEMP arrangements.

Municipal debriefing arrangements

A debrief should take place as soon as practicable after an emergency having a significant impact. At their discretion, the MERC will convene the meeting and all agencies who participated should be represented with a view to assessing the adequacy of the Plan and to recommend any changes. Such meetings should be chaired by the Chairperson of the MEMPC or the MERC. Following a ‘debrief’ of an event, incident or exercise, Minutes will be kept, presented to the following MEMPC and identified actions implemented by change to procedure (or reinforcement of procedure), variation to this MEMP etc Post major events, the Incident Controller may arrange a debrief meeting, particularly where the debrief aim is to assess that agencies activities.

Impact assessments

Under the Emergency Management Act 2013, the Emergency Management Commissioner is responsible for ensuring the coordination, collection, collation and reporting of information on the impact of the emergency. Impact assessment is conducted in the aftermath of a Class 1 emergency event to assess the impact to the community and inform government of immediate and longer-term recovery needs. Impact assessment must be community focused to ensure the data/information will assist decision making on how to best support impacted communities. Victoria uses a three stage process to gather and analyse information following an emergency event. The term impact assessment encompasses all three stages: • Initial impact assessment (IIA)

• Secondary impact assessment (SIA)

• Post emergency needs assessment (PENA)


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Despite three stages being described, impact assessment is not linear and some of the stages may be completed concurrently depending on the size and nature of the emergency event. The stages described must be an evolving continuum or a single process made up of stages which transition as seamlessly as possible. Crisisworks, the online emergency management system used by Council for emergency management, has a recovery module that administers case management during recovery (Section 6.19) Council uses the impact assessment module to record data in the field. This allows staff to directly input data via phones or tablet computers as required. The module does not require internet access but an application is required to be downloaded to a device before it is used in the field. Council has a bank of tablets available for this purpose. Council teams will conduct the early Secondary Impact Assessments with a staff member dedicated to administration of the data. It is probable that a specialist will be brought in to conduct the detailed SIAs and costings required to inform recovery planning and reporting to the NDRRA. The following table briefly details the impact assessment procedures that Council may have to undertake. Other departments, agencies and utilities will also be gathering and sharing impact assessment data.

Impact assessment procedures (Council)

TASK WHO NOTES INITIAL IMPACT ASSESSMENT (IIA) Within first 48 hours Broad, preliminary assessment May not be accurate – gives indications of extent of damage

Control agency

The starting point for prioritisiation of recovery Risk assessments

SECONDARY IMPACT ASSESSMENT (SIA) Built environment (also environmental health) Public and private assessment Includes roads, roadsides, bridges, drainage, community infrastructure, utilities

MERO EHO Council teams

Teams to undertake drive bys and site inspections. Also data gathered at ERC

Data entered into Crisisworks on iPads (Recovery/Infrastructure or Private Assets or Agriculture etc)

Utilities will also conduct their own impact assessments and report to IC

DELWP and VicRoads also have responsibility on certain roads – information to be shared

Photos from Council’s asset management program may be used to inform SIAs of infrastructure

Information about Building


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Surveyors to be added here

Social environment Includes psychosocial support, accommodation, health, basic needs

MRM DHHS

ERC data collection Home visits Phone calls Data entered into Crisisworks Recovery/Persons and Services Required

Natural environment Includes dangerous trees, native animals, restoration and erosion prevention

MERO Agencies

Drive bys and site inspections Data entered into Crisisworks Recovery module

Agriculture Includes livestock care and burial, fencing, fodder, water replacement Impact assessments led by Agriculture Victoria with Council as support agency

DEDJTR MERO

Face to face and phone calls Site visits Data entered into Crisisworks Recovery/Agriculture

Risk Assessment

MRM MERO RMO

Risk management should be included in every impact assessment

POST EMERGENCY NEEDS ASSESSMENT (PENA) Economic Assessment of businesses affected and needs

MRM Eco Dev DEDJTR

Face to face Meetings Currently no specific module in Crisisworks

Community health and well being MRM DHHS

Meetings, social gatherings Social media Face to face with community leaders

Reporting on cost of restoration and recovery Early estimations move to detailed costings

MRM Finance

Crisisworks and internal reports prepared for NDRRA

Inform recovery planning MRM

Recovery committee

• Set up a bank of tablets to be able to gather assessment data while off-line • Allocate admin support to impact assessment • Pull ‘before’ photos from asset management files

Initial Impact Assessment (IIA)


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IIA are used during the initial 48 hours of an emergency, to determine the nature and scale of the impact on people, critical infrastructure, community infrastructure, economic, natural, built and agricultural environments. The IIA also acts as a risk and consequence assessment, however the initial assessment is preliminary and may not always be accurate or comprehensive, necessitating a post or secondary impact assessment. The Control Agency has overall responsibility for the instigation and management of the IIA process and all organisations involved in the emergency may be tasked to collect, confirm and exchange relevant information to ensure the process is undertaken in a timely manner. Information gathered during the IIA may be mapped using Council’s GIS system and recorded on Crisisworks.

Secondary Impact Assessment (SIA)

SIA is a subsequent progressive and more holistic assessment of the impact of the event on the community. It examines built and natural environments, social and economic impacts, and resulting community needs. Impact assessment for relief and recovery requires an additional layer of analysis beyond the IIA, which includes a comparison with baseline information. An adaptive and evidence-based relief and recovery program requires timely, accurate and progressively more comprehensive information about the impact of an emergency on communities. Coordination of SIA is the responsibility of the nominated recovery manager/coordinator.

When assessing private properties and individuals it is extremely important that all departments and agencies involved in the collection of SIA should liaise with the nominated recovery manager/coordinator to ensure information is coordinated and shared and that affected people are not contacted repeatedly. Timeframes Finalisation of the SIA will usually occur within four weeks of disaster onset. Ideally teams will be deployed as soon as is safe after the disaster onset. Progressive reports will be provided as data is collected on the SIA. Expected Outcome SIA builds on the observational information gathered through the IIA stage to provide an additional layer of analysis and evaluation. SIA may: • Inform the immediate needs of the community • Set priorities for relief and short term recovery activities • Assist in treating identified risks and support consequence management • Review the data reported in the IIA stage


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• Inform the activation of municipal, regional and state recovery plans • Identify any underlying issues within affected communities that are likely to be impacted

by the emergency event (e.g. economic instability, tourism, employment, transportation, supply chain disruption)

• Inform budget estimates for government • Provide early estimates of the cost of destroyed assets and infrastructure • Inform potential activation of state and commonwealth cost sharing via the Natural

Disaster Relief and Recovery Arrangements Methodology for Data Gathering The preferred approach, where practical, is through multi-disciplinary teams deployed to assess and assist community in a “one stop” concept. For example, a team composition could comprise an engineer, a community services officer, a local government officer and a person from the control agency. Team composition will change based on the impact.

Local Implementation SIA collection is more detailed than IIA, and the information supports understanding the type and level of assistance needed by affected communities. Various information sources and methodologies are used to collect SIA data. This includes (but is not limited to): • Multi-disciplinary field assessment teams • Phone calls to affected communities • Information collected at relief and recovery centres • Existing databases (contextual information) • Reports via media/social media SIA will have personnel engaging with community members and obtaining impact information in greater detail (protocols should be in place to monitor the wellbeing of these personnel.) To facilitate the SIA process Council, shall as soon as possible: • Coordinate the survey of the extent of damage indicating an evaluation of financial and

material aid needed

• Provide a priority listing for restoration of community needs to assist agencies in the performance of their functions – community involvement in the prioritisation is essential

• Monitor the acquisition and application of financial and material aid needed or made available in the restoration period

• Survey the occupancy of damaged buildings, facilitate the making of a determination and coordinate access to alternative accommodation if required

The MERO and MRM may co-opt persons within Council, other agencies or the community with the appropriate expertise to assist with the above tasks. Should the emergency extend beyond the municipal boundaries of Mansfield Shire Council the post impact assessment may be merged with that of the other affected municipalities. Teams conducting SIA should also consider the provision of psychological first aid by either including an appropriately trained person in the team (i.e. VCC Emergency Ministries or Red Cross) or providing psychological first aid training to those doing the assessment.


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Reporting The MRM is responsible for the preparation and dissemination of reports to all agencies and all parties with an interest in the relief and recovery process. Within the first 3-7 days following an emergency, Council will advise the Department of Treasury and Finance (DTF) if: • Damage has been sustained to essential public assets

• Council anticipates costs will or have been incurred undertaking an emergency activity

Council will provide revised estimates of damage or eligible costs incurred under Victoria's Natural Disaster Financial Assistance (NDFA) scheme on a regular basis thereafter to DTF. The first revised estimate of damage should be provided within the first two months following the emergency event. Interim and final reports will be made available to government and the nominated recovery manager/coordinator for the SIA and post emergency needs assessment stages. These reports are a single source document with time and date of release clearly marked. This is to ensure there is no confusion as to the most current and accurate information available at the time. Timeframe Due to the complex nature of information gathered during the SIA stage, the timeframe for completion can vary from seven days to four weeks from the impact. However, for some emergencies this may be longer.

Post Emergency Needs Assessment (PENA)

PENA estimates the longer term psychosocial impacts of a community, displacement of people, cost of destroyed assets, and the changes in the ‘flows’ of an affected economy caused by the destruction of assets and interruption of business. Such assessments inform the medium to longer-term recovery process, and build the knowledge base of the total cost of emergencies that informs risk assessment and management. Coordination The responsibility for coordination of post emergency needs assessment will be dependent on the scale of the emergency. Coordination will be undertaken by the: • MRM at the local tier • Regional Recovery Coordinator at the regional tier • State Relief and Recovery Manager at the state tier Agencies involved in the post emergency needs assessment must ensure they are undertaking their activities in consultation with the nominated recovery manager/coordinator. Activation


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Post emergency needs assessment implementation will be flexible and adaptable to the circumstances of the emergency event. The need for this stage depends on the nature and scale of the event. The MRM will assess whether a post emergency needs assessment is required. Analysis PENA builds on and further estimates costs based on the initial and secondary impact assessment stages. It provides an additional layer of analysis and evaluation. It is critical those involved in post emergency needs assessment understand what has been completed previously to avoid duplication of tasks and unnecessary burden on the community in seeking information. The post assessment needs analysis will guide planning that focuses on restoration of public assets, building community resilience and assists in mitigating the impact of future emergencies.

Crisisworks

Crisisworks is an on-line system that Council subscribes to that assists to manage emergencies, risk and recovery across the full lifecycle on any device ie mobile phones, tablets and computers.

Crisisworks facilitates the collection of resource requests, offers and information and the provision to follow up on progress; the collection of data during impact assessments and case work during recovery and a reporting facility for financial and recovery reports. Crisisworks offers an online library for documents that require sharing. Council also subscribes to the fire prevention module to assist with inspections in the lead up to the fire danger period. Council staff with emergency management roles are trained in the use of Crisisworks as are certain agency staff who require access to the information. The Vulnerable Persons Register is a module of Crisisworks but only accessible by those with certain permission. Setting Crisisworks up early in an event is of high priority and staff will be dedicated to this task to eliminate needless double handling data entry later in the event and to be able to link all data gathered to cases or properties.

Non-major emergencies

Non-major emergencies or single incidents usually affect only one or two residences or businesses. Single incidents are usually the result of house fire, flood or storm. There may be one or more agencies involved in the response and recovery. A ‘Single Incident Flyer’ has been developed which may be handed to affected people by either response or recovery agencies and carries lots of necessary information – contact the


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emergency management staff at Council for copies or visit https://www.mansfield.vic.gov.au/sites/default/files/largefiles/Single%20incident%20emergency%20assistance%20flyer%20August%202016.pdf The process of responding to a single incident in Mansfield Shire has been captured in the diagram following:

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6. RELIEF AND RECOVERY ARRANGEMENTS The definitions of relief and recovery can be found in the EMMV Part 4 at section 1.3

Relief is defined in this MEMP as the provision of assistance to meet the essential needs of individuals, families and communities during and in the immediate aftermath of an emergency.

Recovery is defined in the Emergency Management Act 2013 as ‘the assisting of persons and communities affected by emergencies to achieve an effective level of functioning’.

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

The Emergency Management Commissioner (EMC) has legislative responsibility for Emergency Relief and Recovery Coordination and the Relief and Recovery directorate will lead emergency management relief and recovery arrangements in Victoria. The Department of Health and Human Services (DHHS) plays a support role in the provision of relief and recovery at the regional level.

Relief and recovery management at the local level is devolved to local government with support from DHHS under the Emergency Management Act 1986 and 2013 and Part 6 of the Emergency Management Manual Victoria. This Relief and Recovery Arrangements section:

• Sets out the scope, objectives, and principles of emergency relief and recovery. • Outlines the agreed roles and responsibilities of participating agencies in both relief

and recovery. • Details the capacity of Council to deliver relief and recovery services. • Describes the broad services to be provided during recovery by participating

agencies. • Gives an overview of the operational aspects of the Sub Plan. • Is ‘all hazards’ based and not linked to the number of persons requiring assistance ie

the recovery requirements can be triggered by an incident affecting one person, a family or small group, a discrete community or the broader community.

All key stakeholders involved in recovery should use the more detailed Emergency Relief and Recovery Sub Plan as a management and operational tool as it provides specific details relating to the activities of relevant agencies. The Sub Plan also includes sections containing Operating Guidelines for Relief and Recovery Centres, relief and recovery focussed Communications Plan and the Crisisworks Manual

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Diagram: Emergency Relief and Recovery Planning Structure

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Relief and recovery scope, objectives and principles

Scope These Relief and Recovery Arrangements (Section 6) of the MEMP detail the management arrangements endorsed by Council on the recommendation of the Municipal Emergency Management Plan Committee (MEMPC) and participating agencies to coordinate community relief and recovery services in the event of an emergency within the Municipality. The Emergency Relief and Recovery Sub Plan has been developed and is a sub-plan of the Municipal Emergency Management Plan (MEMP), written in accordance with the Emergency Management Manual Victoria and developed pursuant to the Emergency Management Act 1986 and 2013 and will be used to guide the community relief and recovery processes. All stakeholder agencies and responsible officers should ensure they are familiar with the Relief and Recovery Arrangements, the Emergency Relief and Recovery Sub Plan, the broader Municipal Emergency Management Plan and any related plans identified in these plans. Whilst the relief and recovery arrangements deal with this Municipality, a seamless approach will be implemented where recovery activities need to cross municipal boundaries. The Relief and Recovery Arrangements and Emergency Relief and Recovery Sub Plan:

• Enable both government and non-government agencies to provide coordinated relief support in an emergency.

• Detail the arrangements for the provision of recovery services during recovery from emergencies in and around the Mansfield Shire.

• Identify participating agencies and their specific roles and tasks during the relief and recovery processes.

Mansfield Shire Council is responsible for the coordination and management of relief and recovery within the boundaries of Mansfield Shire. DHHS is responsible for coordination of relief and recovery at the regional level and Emergency Management Victoria became responsible for relief and recovery coordination at the State level on 1 September 2015. Emergency relief is a component of response and is the provision of essential and urgent assistance to individuals, families and communities during and in the immediate aftermath of any and all emergencies. Emergency relief can be provided in a variety of locations including at or near the site of an emergency, to communities that become isolated or cut off by an emergency or in an established relief setting, such as an emergency relief centre. Emergency relief consists of a number of activities that should be planned for and includes:

• community information • emergency shelter • food and water to individuals • drinking water for households

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• food supply continuity • psychosocial support • disbursement of material aid (non-food items) • reconnecting families and friends - ‘Register.Find.Reunite’ • health and first aid • emergency financial assistance • animal welfare • other relief assistance

Emergency recovery assists individuals and communities affected by crises to achieve an effective level of functioning and can be described as a developmental process that commences with first response, may last for weeks and possibly extends to months or years after an emergency. Recovery starts while response activities are in progress and is based on continuing assessment of impacts and needs. In the first instance, a local recovery centre may be established to house all the agencies affected residents may need to have contact with – a ‘one-stop-shop’. However, recovery can continue for many years after a disaster. Over time, the role of Council and other agencies is to support communities as they work together to plan for, and drive their own recovery. Recovery requires collaboration between individuals, communities, all levels of government, non-government organisations and businesses – across four inter-related recovery environments. These are the:

• social environment – the emotional, social, spiritual, financial and physical wellbeing of affected individuals and communities

• built environment – the restoration of essential and community infrastructure • economic environment – the revitalisation of the affected economy and includes

agriculture • natural environment – the rehabilitation of the affected environment

Recovery initiatives could address specific elements of one recovery environment, or they could operate across multiple environments. The key recovery activities within the four environments and the lead agencies and service providers that are involved in these activities are detailed in the MEMP Contacts Directory Objectives Communities face a hierarchy of needs during the relief and recovery process, which requires a coordinated and flexible response. The objectives of relief and recovery in Mansfield Shire build on those found in the Hume Region Emergency Relief and Recovery Plan and the State Relief and Recovery Plan (EMMV Part 4):

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• Provision of all basic and necessary services to all affected individuals, families and communities as efficiently as possible and at the appropriate times so that recovery occurs effectively.

• Coordinated, collaborative and jointly owned programs and services are in place which assists the recovery process for as long as required.

• Mechanisms exist to build community self-sufficiency, involvement and ownership of the recovery process.

• Decisions are made based on clear, relevant, timely and accurate information and the consequences of the future consequences of the impacts are considered

Emergency Relief and Recovery Accessibility and Inclusion Principles Development of this section of the Municipal Emergency Management Plan and the Emergency Relief and Recovery Sub Plan was guided by the principles of the Mansfield Shire Access and Inclusion Charter which are:

• Inherent dignity • Non-discrimination • Participation and inclusion • Respect for difference • Equality of opportunity • Safety

Natural disasters and other crises such as pandemics can affect everyone, no matter what their background or status. More vulnerable demographics can be affected to a much greater extent than others and can take much longer to recover. Barriers to access to and inclusion in relief and recovery processes can include:

• Living in rural or remote areas • Social disadvantage • Age, functional or physical ability • Cultural and linguistic diversity (CALD)

The MEMP acknowledges the diversity that exists in Mansfield Shire and seeks to address the needs of all residents and visitors in times of emergency. Principles of Emergency Relief The principles for the coordination and delivery of relief in Victoria are defined in the State Relief and Recovery Plan (EMMV Part 4) as:

• emergency-affected communities receive essential support to meet their basic and immediate needs of all people including vulnerable people and people with special needs

• relief assistance is delivered in a timely manner, in response to emergencies • relief promotes community safety, and minimises further physical and psychological

harm

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

• relief services recognise community diversity • relief is adaptive, based on continuing assessment of needs • relief supports community responsibility and resilience

• relief is well coordinated, with clearly defined roles and responsibilities • relief services are integrated into emergency management arrangements.

Agencies with relief responsibilities must incorporate these principles into their own planning and delivery of services.

Activation of the Emergency Relief and Recovery Plan

The following people have the authority to activate the provision of emergency relief services by affected municipal councils based on an Incident Controller’s determination (which may include the activation of emergency relief centres detailed in Appendix 1 of the Emergency Relief and Recovery Plan:

• the appointed Municipal Emergency Response Coordinator (MERC - Victoria Police) • the relevant Municipal Emergency Resource Officer (MERO - Council staff member) • the Municipal Recovery Manager (MRM - Council staff member).

Activation of the Emergency Relief and Recovery Sub Plan will usually follow these steps:

• Incident Controller alerts MRM or MERO who alerts MRM • Deputy MEROs and MRMs are alerted and the Emergency Management Leadership

Team who then alert staff • All or parts of the MEMP and the Emergency Relief and Recovery Plan are activated • Planning of possible escalation of scenarios is commenced and resource

requirements identified

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Activation could include: • Involvement with Victoria Police, response agencies and DHHS re potential relief

support. Relief services providers are listed in the Relief Services Providers Table in Part 6.

• Identification of vulnerable groups and locations in the community. • Identification of suitable sites to be used as emergency relief centres (ERCs) • Establishment and operation of emergency relief centre/s (dependent on the nature

and location of the emergency) • All participating agencies are activated. The operations of each agency will be

managed in line with approved operational plans

Should the emergency recovery required escalate beyond the capacity of the municipality, then the MRM will call upon regional resources and if required, region will escalate to state.

Relief and recovery related plans

A number of other emergency management sub-plans are in place within Mansfield Shire. These plans should be acknowledged by the MEMPC and any recovery committees that may be formed and include:

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• Emergency Relief and Recovery Sub Plan • Municipal Fire Management Plan • Woods Point and Surrounding District Community Safety Plan • Municipal Flood Sub-Plan • Mansfield Animal and Stock Emergency Welfare Plan • Municipal Pandemic Sub-Plan • Mansfield Shire Heatwave Plan • Municipal Public Health and Wellbeing Plan • Other Agency plans such as;

• Blue/Green Algae Plan • Community Information Guides • Community Plans

The Emergency Relief and Recovery Sub Plan is consistent with state and regional plans:

• Emergency Management Manual Victoria (EMMV) 2012; Section 4 State Relief and Recovery Plan

• Hume Regional Emergency Relief and Recovery Plan

Roles and responsibilities

Operational governance

The three levels of relief and recovery coordination in Victoria are illustrated in the following figure from the EMMV:

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Part 4 of the EMMV also describes the roles of the Emergency Management Commissioner as well as state relief and recovery coordination roles and responsibilities https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-4.pdf

Regional relief and recovery responsibilities

Section 2 of the Hume Regional Emergency Relief and Recovery Plan details the regional responsibilities of the Department of Health and Human Services (DHHS) which includes leading regional transition from response to recovery, coordinating regional relief and recovery sector public information and messaging and liaising with EMV. The Regional Relief and Recovery Coordinator, who works closely with the MRM, recovery committees and local communities, is responsible for:

• providing guidance on local relief and recovery planning • producing incident-specific regional relief plans and incident-specific recovery plans

when required • coordinating across relief and recovery agencies, including state / federal

departments, local government, non-government organisations and agencies • coordinating recovery activities across the four environments in the Hume region • chairing regional emergency relief and recovery planning committees and regional

post-incident recovery committees • liaising, coordinating and planning with local and state recovery coordinators • requesting resources at the state level to address gaps in local and regional capacity

Municipal Recovery Manager (MRM)

The Municipal Recovery Manager (MRM) is responsible for maintaining and activating the Emergency Relief and Recovery Plan and Sub Plan and is overseen by the Mansfield Shire Emergency Management Planning Committee comprising members of the participating agencies. The MRM will act as the emergency recovery coordinator responsible for emergency relief and recovery services in all phases of emergency management in the Municipality. Council has embedded the position requirements and responsibilities within a permanent role (Community Services Manager) in the organisational structure. Three Deputy Municipal Recovery Managers have also been appointed to support the MRM or undertake all roles and responsibilities of the Municipal Recovery Manager in the event that the Municipal Recovery Manager is not available or the scale of the task is vast or protracted. Responsibilities of a MRM

• Represent Council in its community relief and recovery role on the Municipal Emergency Management Planning Committee (MEMPC) and its Executive Committee

• Chair recovery committees, if formed • Develop and maintain the Section 6 of the MEMP and the Emergency Relief and

Recovery Sub Plan

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• Activate the Emergency Relief and Recovery Plan and Sub Plan • In time of an emergency, determine the needs of affected communities in consultation

with the response agencies, communities and participating agencies • Coordinate municipal resources in delivering relief services (in partnership with key

organisations, agencies and community) • Manage and coordinate the community recovery functions • Ensure the Communications Plan is activated • Determine the public information and advice requirements

Relief and recovery responsibilities of the MEMPC

The MEMPC does not have a sitting recovery sub-committee and instead creates an incident specific recovery committee. The role and responsibilities of the MEMPC as a whole may include:

• develop, review, exercise, evaluate and maintain the Emergency Relief and Recovery Sub Plan

• understand the roles and responsibilities across government and non-government participating agencies and ensure capacity of these agencies to deliver their services

• ensure the establishment and maintenance of an after-hours contact directory of participating agencies which is updated on a regular basis

• represent the MEMPC on any recovery committees formed • raise community awareness in the value of being prepared for emergencies and the

importance of preventative action wherever possible during the recovery process • assist with relief and recovery communications

Maintenance of the Emergency Relief and Recovery Plan

The Municipal Recovery Manager and the Municipal Emergency Management Planning Committee and the Recovery Committee are responsible for reviewing, testing, evaluating and maintaining this Relief and Recovery Section 6 of the MEMP and the Relief and Recovery Sub Plan. These will be reviewed:

• after each operation or exercise • annually • in the event of deficiencies being identified • in the event of an significant emergency/disaster • in the event of significant legislative changes • on an ongoing basis as required

As part of each review, the contact details for each participating organisation will be checked and updated. The Municipal Emergency Resource Program Officer has responsibility for updating the contact details on an as-needs basis.

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Relief functions

Municipal councils are responsible for coordinating relief at the local level. DHHS (supported by Red Cross) is responsible for coordinating relief at the regional with EMV holding the overarching state level responsibility. Relief coordination responsibilities include:

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

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

• reporting progress to the Regional Recovery Coordinator Functions of relief may include:

• community information • emergency shelter • food and water to individuals • drinking water for households • food supply continuity • psychosocial support • disbursement of material aid (non-food items) • reconnecting families and friends - ‘Register.Find.Reunite’ • health and first aid • emergency financial assistance • animal welfare • other relief assistance

The delivery of these functions is detailed in the Emergency Relief and Recovery Plan.

Relief services providers

The following table details the providers of relief services and briefly details their functions and capacity to deliver ongoing services:

ITEM LEAD AGENCY FUNCTION CAPACITY

Emergency relief centre coordination

MSC Open and administer an ERC to provide basic needs Community information Support services required logged into Crisisworks Refer ERC list in the MEMP appendices for details of facilities

Staffing – 24 hours then require external support Refer Emergency R&R Sub Plan and ERC Standard Operating Guidelines

Community information ICC MSC

Refer Emergency R&R Sub Plan Communications Plan

Limited to business hours. Can be sourced through EMV 24/7

Emergency shelter MSC/DHHS Ideally support people to stay with friends or family or in commercial accommodation. Temporary bedding sourced through Salvation Army at ERC

Salvation Army can provide bedding for 50. Approx 1.5 hour response time (from Benalla) Can draw on other regional resources

Food and water in an ERC and to individuals

MSC Red Cross Various arrangements

At regional and state levels, Red Cross coordinates food and water and provides support at the local level when requested

Red Cross – no capacity locally. Can be escalated to state level which can provide up to 3000 meals within 3 hours Café 41 – 24 hours response – refer email in TRIM and contact database Mansfield Bowls Club also available to provide food until more permanent arrangements are made

Drinking water to households

Goulburn Valley Water

Provision of drinking water for the community

8 hours minimum water supply at treatment plant. Up to 24 hours during

ITEM LEAD AGENCY FUNCTION CAPACITY cooler times of the year. Provision of temporary drinking water through distribution points (location to be determined) organised by GVW

Disbursement of material aid

St Vincent de Paul Salvation Army

Provide essential material aid (non-food items) to emergency affected persons including clothing, bedding and other personal requisites.

Limited local aid possible although State aid available. Also support from Salvation Army and donated goods (managed by Council) Volunteers could be required to manage donations of material goods

Reconnecting family and friends

Victoria Police Red Cross

Operate Register.Find.Reunite program in ERCs or online, to reconnect people with family, friends and their communities

Local team available and can draw on regional and state resources. Local response time < 1 hour Regional response time approx. 2 hours Personal Identification Forms can be used in absence of Red Cross

Emergency financial assistance

MSC DHHS

Information and access to financial information and assistance. Administer relief payments through the Personal Hardship Assistance Program, to help individuals meet their basic needs

DHHS teams available at an ERC during business hours, extended hours if necessary

Public appeals MSC Public appeals and monetary donations are managed and distributed

Limited to business hours

Child welfare MSC MRM to coordinate delivery of services to support children and families immediately post an event in conjunction with relevant authorities. Refer Emergency R&R Sub ERC


ITEM LEAD AGENCY FUNCTION CAPACITY Standard Operating Guidelines

Animal welfare DELWP/Council Refer Emergency Animal Welfare Plan and Regional Emergency Animal Welfare Plan


Health and medical assistance

Ambulance Victoria St Johns Local doctors/hospital

Health Commander to alert hospital and clinics if presentations increase St John Ambulance to be present in ERC

St John can be present in 3 hours

Psychosocial Support DHHS VCC Red Cross

Council to activate to ensure the appropriate, vital psychosocial support services are available in relief centres and on an ongoing basis to individuals and families in the community.

Small local group of VCC volunteers that can be supported through escalation. Red Cross team can also provide psychosocial support and can draw on regional resources. Escalate to DHHS if capacity exceeded

Volunteers MSC Coordinate volunteers to assist with relief and recovery services Manage spontaneous volunteers

Council volunteer coordinator limited to business hours Council has joined the Manager of Spontaneous Volunteers program and can draw on management support though Volunteering Victoria

Food continuity DEDJTR Ensure supplies of food available 2 supermarkets in Mansfield with many other outlets across the Shire It has not been determined how long these supplies will last. There are numerous access roads into the Shire so it can be assumed that access will be quickly reinstated


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Emergency Relief Centre overview

An Emergency Relief Centre (ERC) is a building or place established to provide life support and essential needs to persons affected by any emergency (including evacuees). Emergency Relief Centres are coordinated and staffed by Council together with other support agencies such as Red Cross, Salvation Army, DHHS, Victorian Council of Churches and Victoria Police being in attendance, as the situation scales up or down. An ERC provides basic needs such as food and water, emergency sleeping arrangements, counsellors, vital information and the company of other people. Some ERCs may be able to take domestic pets. In times of emergency there may be a requirement for Council to staff an ERC 24 hours a day and plans must be made to deliver the resources (see section 6.14 below.) For more details, refer to the ERC Standard Operating Guidelines Section of the Emergency Relief and Recovery Sub Plan.

List of ERC locations

A number of locations across the Shire have been assessed and found to be potentially suitable for use as an ERC in times of emergency. Careful consideration must be given to the prevailing circumstances and number of people needing assistance when selecting a site or sites. Consideration must be given to selecting sites that are away from a Neighbourhood Safer Place (NSP) or staging area. Refer to the appendices in this Municipal Emergency Management Plan for a list of locations that could be used as an ERC and to the Emergency Recovery and Relief Sub Plan for a detailed description of each location.

Relief communications

Announcements from response, relief and recovery agencies must be consistent with each other. The needs of people affected by a community must be considered along with ways to reach them. A detailed emergency relief and recovery Communications Plan has been developed and is an appendix to the Emergency Relief and Recovery Plan. Red Cross also publish the comprehensive Communicating in Recovery handbook: https://www.redcross.org.au/getmedia/2810a05a-3327-47f4-8a2a-7e89c14e2335/Communicating-in-recovery-resource.pdf.aspx The recovery document portal https://files-em.em.vic.gov.au/public/RelRec/Portals/EMP-Menu-RRDP.htm has been developed to assist Council communications staff in developing relief and recovery communication materials especially development of key messages and website and social media content in the recovery phases from an emergency event. The information should be considered as supplementary to the high-level key messages found on http://emergency.vic.gov.au/relief/


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Additional resources

In times of emergency, especially Level 2 and 3 incidents, Council resources can be stretched to capacity and drawing additional resources from neighbouring municipalities may become a necessity. Procuring additional resources is discussed more fully in Section 7.1.1 of this MEMP and steps should be made to secure additional support within 24 hours of a major emergency starting. The Municipal Association of Victoria (MAV) and Municipal Emergency Management Enhancement Group (MEMEG) have developed the Protocol for Inter-Council Emergency Management Resource Sharing which provides an agreed position between councils for the provision of inter-council assistance for response, relief and recovery activities. Mansfield Shire Council is a signatory to this Protocol, as are all our neighbouring municipalities although it must be noted that their resources may also be stretched if they are affected by a cross-border incident. Resources that could be shared include staff, equipment and advice. Refer the Appendices for the Resource database and mutual aid agreements. Also refer the Appendices of the Emergency Relief and Recovery Sub Plan for relief support agency capacity. .

Transitioning from relief to recovery

While an emergency continues to pose a threat to a community, overall coordination of all activities will remain under the direction of the control agency. As emergency response activities wind down, the coordination role will transition from response coordination to recovery coordination, which will include coordinating remaining urgent and immediate community needs while planning and implementing longer-term recovery support and services. Relief and recovery planning and delivery are parallel operations to response and commences after the onset of the emergency.

The deactivation of relief services is based on reduced levels of demand and need. However, to ensure the welfare of people accessing relief services and a smooth transition from relief to recovery, consideration of the following is required:

• Accommodation and basic needs for those who are unable to live in their residences • Health – are the physical and psychological needs being attended to? • Financial – has everyone that needs support accessed PHAP and other re-

establishment grants? • Clean-up and other services – ensure that all affected people have been able to

register their needs and the services are being co-ordinated • Animal welfare – are pets and stock being cared for? • Is a well-developed communications strategy operational? • Diversity - have harder to reach groups been able to access services? • Are the relief services well-coordinated and at a point where they can be reduced and

the focus placed on short, medium and long term recovery planning • Has all data been captured and entered into Crisisworks?

The transition from the broader emergency response to recovery is detailed in section 5.21.


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Impact assessments

A post impact assessment is an appraisal of the extent of damage, disruption and breakdown to the community and its infrastructure as a result of the emergency. Impact assessments must be community focussed to ensure the data/information will assist decision making on how to best support impacted communities during relief coordination and recovery planning. Impact assessments are discussed in detail in Part 5.

Recovery committee

A recovery committee is responsible for the planning, management and coordination of services to affected people in the event of an emergency - ensuring that adequate and appropriate resources are allocated to community recovery immediately prior to, following and from the aftermath of an emergency, through timely, well planned and coordinated recovery activities. A recovery committee will be chaired by the MRM or officer filling the role and will consist of:

• community representatives • local representatives of participating agencies (government and non-government)

who have the ability to provide specific services required in the recovery process • Council officers involved in the delivery of recovery functions.

The duties of the recovery committee may include:

• provide a government/non-government agency/community collaboration • support the community to provide leadership in recovery • review all impact assessment data • appoint community recovery liaison representatives and manage and coordinate

recovery tasks and processes • identify and present issues arising from the impact of the emergency on individuals,

families and communities and prioritise them for action • undertake specific recovery activities as determined by the circumstances and the

Committee • gather relevant information and data from the community and other stakeholders –

including community values and priorities • monitor the overall progress of the recovery process in the affected community and

liaise, consult and negotiate on behalf of affected communities, with recovery agencies • ensure communication strategies are appropriate to the situation and community • create a feedback loop using committee members, social, informal and formal

networks to connect community, government and non-government agencies

Key functions of a recovery committee are detailed below and these may be used to develop the Terms of Reference for the committee


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• Provide an additional mechanism for communicating information between the Recovery Committee and affected communities and individuals in the municipality

• Provide input to the Community Recovery Plan as required • Inform diverse communities and stakeholders about the Community Recovery Plans

progress and gain feedback through networks, contacts and associated organisations.

• Bring diverse community opinions and concerns from affected area to the attention of the Recovery Committee in a structured and constructive manner

• Provide knowledge on local issues and initiatives and generate creative ideas and solutions to assist community recovery

• Identify mechanisms to assist the Recovery Committee with the implementation of the Community Recovery Plan.

Participating agencies should ensure that all staff likely to be involved in the community recovery process are aware of the need to keep their contact details, including out of hours, up to date. Other agencies may play a vital role in the community recovery process and whilst they may not be members of a recovery committee, their contribution to the work of the committee will be important. This may include local service clubs, local businesses, small local community agencies or their representative and regional community services. Depending on the emergency, representatives from combating agencies may sit on a recovery committee following an event eg after bushfire to report on restoration of fire control lines.

Engagement of community in recovery

A vital component in empowering a community in its recovery process is the engagement and involvement of the affected community in planning and participating in the process of recovery. This may be undertaken in a variety of ways depending on the scale of the event and community interest and ability. The form of any community recovery structure will vary greatly. Each community is different, as is every emergency, and the structure will start to emerge during the early recovery phase. It is crucial that there is strong community representation on any committees formed, and the community must be listened to and supported to develop and drive their own recovery plans with agencies poised to support them during this process. At all times it will be important to ensure that all members of the affected community are provided the opportunity to give feedback and express their opinions in relation to the recovery process. This will enable Council and agencies to ensure that processes allow for broad and diverse community input, rather than from limited sections of the community. Social and creative initiatives that emerge are key to recovery and it is imperative that they are supported both physically and financially and over the medium to long terms if required.


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Existing community development mechanisms such as Council’s community development, youth, HACC, Rural Access, tourism and economic programs will be central to working with communities and businesses as they recover in all environments. If the emergency event does not require the formation of a recovery committee, the MRM will liaise directly with the affected community member(s) and relevant agencies and report to the MEMPC.

Recovery plans

Incident-specific recovery plans, or post-event plans are tailored specifically for recovery activities following an actual emergency and should build on recovery planning that is undertaken prior to an event occurring – the Section 6 of the MEMP, Relief and Recovery Arrangements addresses a lot of the pre-event planning that should be assumed. Incident-specific recovery plans are generally operational plans developed for each emergency, defining strategies and interventions specific to the affected communities. The plans establish a benchmark of priorities as a snapshot in time and aim to agree and communicate the immediate, medium and long-term goals for recovery. These goals are reviewed regularly throughout the recovery process in consideration of the changing environment. The Community Recovery Handbook states that “A good plan provides a balance between fostering community resilience and maintaining the provision of community-based services that support recovery and meet community needs. Various recovery planning formats and examples are available on emergency management websites in states and territories and on local government sites.

Although there are often plans in place at local/regional/ district and state/territory levels, recovery from a disaster should be guided by the recovery manager and local community. The establishment of sound processes ensures the integrity of recovery actions and outcomes and supports trust and social cohesion.” “Community recovery plans are informed by community needs assessments and lead to the development of specific recovery activities that have responsibilities” and should be “negotiated with the key partners, and measurable outcomes and timelines associated with them.”

Recovery and emergency management practitioners should partner with the community and economic development officers who have a highly developed understanding of the local community, connections and networks and have fostered a high degree of trust from the communities. Processes should be put in place to ensure continuous monitoring of recovery activities and reporting to government, agencies, recovery committees and the community itself.


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Recovery environments

New directions in emergency management have dictated the recovery process should be undertaken within the four recovery environments that meet the needs of an impacted community:

• Social environment • Built environment • Natural environment • Economic environment

Each recovery environment does not stand in isolation, will overlap with other areas, and will require specialist skill requirements to address issues arising after impact as illustrated by the following descriptions which include but are not limited to the requirements listed. Relief and recovery activities in the four environments, agencies and service providers and contact details can be found in the Emergency Relief and Recovery Sub Plan Contacts Section. The following briefly details the elements relevant to each functional area of recovery: Social environment

The social recovery environment addresses the impact an emergency could have on the health and wellbeing of individuals, families and communities. Social recovery is closely inter-related to the other four recovery environments. Responsibility

The following agencies are responsible for coordinating activities in this environment: • Local level – municipal councils • Regional – DHHS • State level - EMV

Below is a list of activities that may contribute to social recovery. Agencies with responsibilities for the activities as listed below are expected to have plans, policies and capability in place.

• Support for individuals (including service coordination and case support) • Accessing information • Financial assistance • Health, wellbeing and safety • Interim and temporary accommodation • Psychosocial support (including counselling and advocacy) • Targeted recovery programs for the bereaved; men and women; children and youth;

vulnerable groups; and displaced and dispersed people • Community programs • Community engagement (including sponsorship and advocacy • Community recovery committees


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• Recovery centres (such as locations and staffing) • Community service hubs (such as locations and staffing)

Built environment

Infrastructure assists individuals and communities in the management of their daily lives and underpins the ability of private and public community services to function. If essential infrastructure and services are affected by an emergency its restoration is considered a priority to ensure that response, relief and recovery activities are not compromised and agencies and organisations are able to effectively deliver services for affected individuals and communities. Local infrastructure may also form an important part of community identity and connectedness. For example, some public buildings have an important symbolic role and their loss can have a severe negative impact on community morale. Initial assessments of impacts on essential infrastructure and services should be coordinated at the local level by the municipal council or agency identified in local MEMPs and undertaken as soon as practicable. Community recovery is underpinned by the restoration of critical infrastructure and services (electricity, gas, water and sewerage), as well as communication and transport links. These in turn enable essential business services, such as banking, education, health and retail trade to be returned. The delivery of the following functions may have to be addressed:

• Impact assessments • Assessment of damaged buildings • Clean up and demolition of damaged structures (including removal, transport and

disposal) • Building advice and information • Essential utilities and services (including banking, education, and health) • Critical infrastructure (including water, electricity, gas and telecommunications) • Communications (including telephone, mobile, radio, internet and cable) • Roads and transport (including public transport, arterial routes, supply chains and

bridges) • Water and wastewater (including drinking water and sewerage) • Waste and pollution (including garbage) • Community and public buildings and assets (including schools, child care, places of

spiritual worship, recreation facilities and entertainment venues) Restoration of critical infrastructure must be undertaken with an awareness of the needs of vulnerable individuals and communities. In restoring infrastructure, responsible agencies should:

• understand the community’s priorities • keep the community informed of recovery progress • wherever possible, restore to a better standard


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Natural environment

Recovery of the natural environment aims to improve air quality, water quality (including catchment management), land degradation and contamination and flora and fauna through:

• Protecting water quality and supply • Controlling and preventing erosion • Protecting threatened habitats (including controlling the spread of invasive species) • Surveying and protecting threatened species (including bird, marsupial, aquatic and

plant species • Surveying and protecting aquatic and terrestrial ecosystems • Regenerating forests (including for ecological purposes and future timber use) • Restoring public land (such as walking tracks, fencing, and recreational and visitor

facilities) • Surveying and protecting sites of cultural heritage significance

Economic environment (including agriculture)

Economic recovery re-establishes economic wellbeing and relieves financial hardships in affected community including primary producers, local businesses and the tourism industry. This may involve initiatives that will provide:

• Local economic sustainability • Support for individuals and households • Support for businesses (including information and advice) • Business continuity planning • Promotion of local employment opportunities • Supporting local tourism • Monitoring broader economic impacts and coordinating responses

The agricultural industry is often impacted by natural disaster and may require specific attention. Assistance may include:

• Animal welfare (including livestock and companion animals) • Loss and damage assessment (for Farming, Rural Activity, Rural Conservation and

Green Wedges Zones) • Needs referral and case management • Emergency fodder • Restoring damaged fencing (including private, bordering parks and as a result of

emergency response) • Wellbeing and economic recovery of rural communities • Rehabilitation of productive land


Recovery services and providers

Council is the lead agency responsible for coordinating recovery functions across the five environments with the Municipal Recovery Manager taking the lead role. Each participating agency reports to the MRM or their delegate, about the provision of their services at the time of an emergency. Detailed information is available in the EMMV Part 4 and the Emergency Relief and Recovery Sub Plan.

The Recovery module in Crisisworks records all crucial information, support and services required and assigns for action. It is imperative that this module is used to capture information gathered in the ERC and follow up impact assessments

RECOVERY SERVICE

LEAD AGENCY

ARRANGEMENT

SOCIAL, HEALTH & COMMUNITY ENVIRONMENT

Accommodation (temporary) MSC Emergency bedding to be sourced through St Vincent de Paul and Salvation

Army Short term commercial beds arranged by the individual or with support though a Relief Centre Other agencies to support as required

Aged & Disability Support (vulnerable groups)

MSC Local aged and disability support services to collaborate on support delivery. Residents on VPR to receive priority attention. Led by Community Services Manager

Children’s Services MSC Local childcare providers, Maternal & Child Health Service, and Family Day Care to collaborate on care/support/relief required for young children

Communication/information MSC

Council to activate Communications Plan contained in the Emergency R&R Sub Plan

Community engagement MSC Through Recovery Committee Community development team to work with individual communities to plan for recovery projects

Donations coordination MSC Red Cross

Council to coordinate. Distribution centres to be determined


RECOVERY SERVICE

LEAD AGENCY

ARRANGEMENT

Storage to be determined based by amount of donations received Emergency Financial Relief Assistance

DHHS Individual and household assistance (PHAP) Emergency re-establishment assistance Commonwealth government financial assistance https://services.dhhs.vic.gov.au/financial-crisis-support

Insurance advice DTF Advice and information through a Recovery Centre, over the phone or online

Survey and determine re: occupancy of damaged buildings

MSC Impact assessments Crisisworks Recovery module and face to face in Recovery Centre

Material assistance St Vincent de Paul

St Vincent de Paul local provider. Salvation Army can be called on for further support

Psycho-social support MSC DHHS

Emotional and spiritual care Support for bereaved In the short term, personal support and counselling may be provided at Recovery Centres as well as information about other providers for the long term

Pets - accommodation MSC Council Local Laws officer to work with pet owners to find temporary accommodation. Lost pets will be managed by Local Laws through the pound.

Public Health & Communicable Diseases

MSC DHHS

EHO to work collaboratively with DHHS and local medical services to respond to public health issues on an as needs basis. Include sanitation, disease control and food and water. Information available through Recovery Centres, Council, medical centres and online

Schools / Education DET Local schools will be supported by Department of Education and Training

Translation & Interpreting MSC On an as needs basis. Use the list of local interpreters or on-line translation apps for support

Volunteer Management MSC Spontaneous volunteers to be managed by Volunteer Coordinator or the Volunteering Victoria Manager of Spontaneous Volunteers. Communications officers to assist with communicating with would-be volunteers

Targeted recovery programs MSC DHHS

Through Recovery Committee Community development programs and Recovery Officers


RECOVERY SERVICE

LEAD AGENCY

ARRANGEMENT

Community events

BUILT ENVIRONMENT

Impact assessments MSC Impact information to be gathered from Control Agency and others in ICC, Council to conduct secondary and post impact assessments

Clean up & equipment provision

MSC MERO EHO

Urgent. Coordinate through Crisisworks Conduct impact assessment and ‘make safe’ first priority. Council to coordinate clean up. Local contractors, insurance agency contractors, SES, service clubs to be approached for assistance. Provision of tip tickets.

Fencing MSC MERO

Once Impact Assessments conducted, Council and Recovery Committee to plan for fencing replacement. Support available through BlazeAid and other volunteer organisations. Fencing disputes referred to Dispute Settlement Centre

Utility/infrastructure restoration

MSC MERO Engineering and Works Manager

Council does not provide power or water into the Shire. Council to collaborate with utilities providers on restoration. Utilities providers identified in Contacts Directory.

Rural roads - access MSC Engineering and Works Manager VicRoads

Urgent. Dangerous tree assessment and removal. Contractors as required.

Roads and transport MSC,MERO Engineering and Works Manager VicRoads

Impact assessment to inform needs. Council responsible agency but some roads responsibility of VicRoads. Also involve DEDJTR

Building advice and MSC Limited advice available through Council.


RECOVERY SERVICE

LEAD AGENCY

ARRANGEMENT

information Development Services

Engage private practice

Critical infrastructure MSC DEDJTR

Impact assessment to inform needs. Council to collaborate and support infrastructure owners to recover urgently

Water and waste water MSC GVW

Reinstating water responsibility of GVW. Waste water also GMW. Storm water and drainage to be reinstated by Council over medium term. Replacement of contaminated tank water – EHO to coordinate

Waste and pollution MSC DELWP

Waste materials from clean up taken to Recovery Centre and Depot for disposal. EHO to liaise with EPA on pollution issues

Community and public buildings

MSC Engineering and Works Community Services

Impact assessment to inform needs and to assist with prioritising works to re-establish. Recovery committee to prioritise Grant requests lodged with DEDJTR and recovery funds

NATURAL ENVIRONMENT

Environmental Health MSC

EPA & DELWP

EHOs to work with EPA to conduct impact assessments and identify and address issues

Environmental water quality DELWP GBCMA

Catchment authority and DELWP responsible for environmental water quality. Invite onto recovery committee

Erosion control MSC DELWP

MSC to coordinate control in collaboration with public land managers and local land owners. Work with Up2Us Landcare Alliance

Weed and vermin control MSC DELWP

MSC to coordinate control in collaboration with public land managers and local land owners. Work with Up2Us Landcare Alliance

Surveying and protecting threatened habitats and

MSC DELWP

Invite on to recovery committee for updates/support. Work with Up2Us Landcare Alliance


RECOVERY SERVICE

LEAD AGENCY

ARRANGEMENT

species Forest regeneration DELWP Invite on to recovery committee for updates

Surveying and protecting sites of cultural heritage significance

AAV Council to support AAV and Taungurung Clan to address environmental and cultural heritage damage

ECONOMIC ENVIRONMENT

Business recovery MSC

DEDJTR Economic development officer to conduct impact assessments to benchmark and inform recovery planning. Coordinate and initiate economic development activities. Monitor broad economic impacts and consequences. Information dissemination. Coordinate outreach services and case managers. Grant applications. Work closely with Recovery Committee and MDBA

Tourism support MSC T&EDM

See Business Recovery above

Livestock and primary producers

DEDJTR Economic development officer to conduct impact assessments and coordinate recovery planning in partnership with DEDJTR, VFF. Access to NDRRA initiatives Technical advice

Animal welfare

MSC DELWP

MSC with DELWP support to coordinate dealing with dead and injured animals. Include on Recovery Committee

Animal disposal MSC DEDJTR – advice provision MSC - coordinate clean up and disposal EPA - ensure appropriate disposal methods

Loss and damage assessment

MSC T&EDM

VFF and MSC to conduct impact assessments. Reports inform needs and planning. VFF on Recovery Committee

Needs referral and case MSC Through Recovery Centre then Outreach services


RECOVERY SERVICE

LEAD AGENCY

ARRANGEMENT

management DEDJTR Recovery programs DEDJTR Delivery of recovery programs and advice to primary producers, rural land

managers and other animal businesses. Long term Emergency fodder

MSC

Donations coordinated and distributed VFF for support and volunteers

Fencing MSC Private land Council to gather lost fencing data through Crisisworks Council to engage VFF and Blaze Aid to take a major role post needs assessment.

Rehabilitation of productive land

DELWP DELWP and VFF on Recovery Committee. Facilitate access to DELWP information and services

Farm water replacement MSC

Facilitate access to Victorian Government's Essential Water Replacement Scheme

Fire break rehabilitation

CFA Facilitate access to CFA services


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Within Mansfield Shire Council, responsibilities associated with the four recovery environments will be allocated to appropriate departments and officers as per the table below

Recovery centres

A recovery centre provides a single point of entry for disaster-affected people for an ‘all agency, all stakeholders’ integrated recovery process – a ‘one-stop-shop’. A recovery centre provides support to affected communities in the restoration of the emotional, social, economic and physical wellbeing and facilitates the provision of services. A range of services can be collaboratively based in the same facility and may vary according to the impact of the disaster but usually consists of direct access to, or conduits to:

• Psychological wellbeing services (psychological first aid, personal support services and in some cases, mental health services)

• Temporary and medium-term accommodation • Environmental health (for example, public health) • Financial assistance • Legal and insurance advice • Case coordination/management service • Primary industry advice • Rebuilding advice • Disaster victim identification (for mass casualty events)

The MRM has the role to coordinate establishment and management of a recovery centre. The Operating Guidelines for a recovery centre can be found in appendices of the Emergency Relief and Recovery Sub Plan.

Crisisworks

The Crisisworks website describes the platform as ‘Enhanced coordination, communication, situational awareness and community engagement across all phases of crisis management’. It is a suite of cloud based tools for emergency managers – in control, in the field or in the community. Crisisworks in relief and recovery enables tracking of affected people and property (through the People and Property module), maintenance of impact and hazard assessments, management of agency referrals, caseworker assignment and detailed reporting of both persons and cases. Crisisworks enables data capture at emergency relief centres and financial reconciliation for grants and funding. Refer to the Emergency Relief and Recovery Sub Plan for the Crisisworks Manual.

Withdrawal of recovery services

Recovery is a developmental process that could continue for months, if not years therefore, planning must address short, medium and long term recovery needs and goals. TO POST RECOVERY


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Withdrawal of emergency recovery services is a critical aspect of recovery management. A planned withdrawal involving the Recovery Committee and the affected community is crucial so that a void will not be left. Transitioning to post recovery requires careful consideration and planning and is based on reduced levels of demand and need for such services. Community recovery programs should transition into regular mainstream services and activities which shift the focus from emergency recovery to community renewal and support, whilst still providing services for ongoing needs of affected people. Once emergency relief and recovery operations have ceased, debriefing of the emergency can occur. A debrief is the forum to discuss what occurred in order to identify good practices and areas for improvement. A debrief should take place as soon as is practicable after an emergency. Municipal, regional and state emergency response coordinators will convene such meetings, and all agencies that participated should be represented. The meetings may be chaired by the chairs of emergency management planning committees. Refer to the Relief and Recovery Sub Plan for debriefing and meeting templates. Debriefing should evaluate the success of the outcomes at each step of the emergency relief process. Circumstances will dictate whether the debrief covers mitigation, response and recovery or whether separate debriefs are held ie response and recovery. Actions resulting from a debrief may include revising training, amending plans or operating procedures, or changing policy. Communities must continue to be supported through community development activities that will focus on building future preparedness, risk management and all the characteristics of resilience such as community leadership, formal and informal networks, communication channels and partnerships with Council, other communities and agencies.

References – relief and recovery

1. Emergency Management Manual Victoria 2. Hume Region Emergency Relief and Recovery Plan 3. Emergency Relief Handbook – A planning guide 2018 4. Communicating in Recovery – Red Cross 5. Emergency Management Act 1986 and 2013 6. Australian Institute for Disaster Resilience: Community Recovery Handbook 2 7. Community responding to disasters: planning for spontaneous volunteers 8. Australian Institute for Disaster Resilience: Disaster Health 9. Australian Institute for Disaster Resilience: Public Information and Warnings


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7. APPENDICES

Abbreviations and acronyms

For further acronyms refer to Part 8 of the Emergency Management Manual Victoria https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-8.pdf

ADF Australian Defence Force AIIMS Australian Inter-Service Incident Management System ARMB Mt Buller Mt Stirling Alpine Resort Management Board AV Ambulance Victoria BOM Bureau of Meteorology CERA Community Emergency Risk Assessment CERM Community Emergency Risk Management CFA Country Fire Authority CMA Catchment Management Authority DEDJTR Department of Economic Development, Jobs, Transport and Resources DELWP Department of Environment, Land, Water and Planning DET Department of Education and Training DHA Department of Home Affairs (Commonwealth) DHHS Department of Health and Human Services DTF Department of Treasury and Finance EM Emergency Management EMC Emergency Management Commissioner EMLO Emergency Management Liaison Officer EMJPIC Emergency Management Joint Public Information Committee EMMV Emergency Management Manual Victoria EMG Emergency Management Group EMT Emergency Management Team EMV Emergency Management Victoria EOC Emergency Operations Centre EPA Environment Protection Authority ERC Emergency Response Coordinator ESTA Emergency Services Telecommunications Authority GIS Geospatial Information System IIA Initial Impact Assessment ICA Insurance Council of Australia IC Incident Controller ICC Incident Control Centre IEMT Incident Emergency Management Team IERC Incident Emergency Response Coordinator IFMP Integrated Fire Management Planning IGEM Inspector General for Emergency Management IMS Incident Management System IMT Incident Management Team MAV Municipal Association of Victoria MECC Municipal Emergency Coordination Centre


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MEMO Municipal Emergency Management Officer MEMEG Municipal Emergency Management Enhancement Group MEMP Municipal Emergency Management Plan MEMPC Municipal Emergency Management Planning Committee MERC Municipal Emergency Response Coordinator MERO Municipal Emergency Resource Officer MFB Metropolitan Fire Brigade MFPO Municipal Fire Prevention Officer MRM Municipal Recovery Manager NDFA Natural Disaster Financial Assistance NDRGS Natural Disaster Resilience Grants Scheme NDRRA Natural Disaster Relief and Recovery Arrangements NERAG National Emergency Risk Assessment Guidelines NSDR National Strategy for Disaster Resilience POC Police Operations Centre PTV Public Transport Victoria PV Parks Victoria RAWC Regional Animal Welfare Coordinator REMPC Regional Emergency Management Planning Committee REMT Regional Emergency Management Team RERC Regional Emergency Response Coordinator RSPCA Royal Society for the Prevention of Cruelty to Animals SAR Search and Rescue SCC State Control Centre SCRC State Crisis and Resilience Council SEAWC State Emergency Animal Welfare Coordinator SEMT State Emergency Management Team SES Victorian State Emergency Service SEWS Standard Emergency Warning Signal SHERP State Health Emergency Response Plan TAC Transport Accident Commission VBA Victorian Building Authority VCC Victorian Council of Churches VicPol Victoria Police VICSES Victoria State Emergency Service V/Line V/Line Passenger Pty Ltd WICEN Wireless Institute Civil Emergency Network


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Contact directory

The information contained in the Contact Directory is restricted and can only be obtained by contacting emergency management staff at Council or via email: [email protected] The Contact Directory is maintained and checked at each meeting of the MEMPC for currency. It is the responsibility of those identified in both the Contact List and Distribution list to ensure that their organisations, and required persons within their organisations, have copies of the MEMP where and when required. It is not the responsibility of Mansfield Shire Council to ensure personal distribution of the MEMP within any given organisation. For those on the MEMPC or agency staff, the Contact Directory can be accessed on Crisisworks. It is also kept in Council’s filing and archiving systems. The following contact lists are also kept by Council or are available on Crisisworks: Hume Region EMT Contact List – extensive list of regional contacts updated regularly. Available on:

• Crisisworks https://mansfield.crisisworks.com/public# • G Drive/Emergency Management/Communications/Contacts • http://files.em.vic.gov.au/OpFac/HUM/HUM-RCC-Contacts.pdf?v=3

Hume MEMEG – Municipal Emergency Management Enhancement Group – a network of Hume region emergency management practitioners. On Crisisworks and in G Drive/Emergency Management/Communications/Contacts State-wide EM Officer Email Group – a network of Victorian emergency management practitioners on Crisisworks filed in G Drive/Emergency Management/Communications/Contacts School Bus Company Contacts – business and out of hours and driver phones School contacts – out of hours


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Resources database

The Resources Database is available on Crisisworks or through the MEMO, MERO or MRM (refer Contact Database).


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MEMPC and MEMP distribution

Members of the Municipal Emergency Management Committee and others who receive copies of the MEMP:

NAME ROLE ORGANISATION

Clr Attley Clr Olver

Chairperson Mansfield Shire Council

Sue Hare Municipal Emergency Management Officer (MEMO)

Mansfield Shire Council

Neil Ogilvie Municipal Emergency Resource Officer (MERO, MFPO) Infrastructure and Engineering Manager


Paul Valente Mark Osborne

Deputy MERO Mansfield Shire Council

Melanie Hotton

Municipal Recovery Manager (MRM) Community Services Manager


Amanda Lovick Kirsten Lingard

Deputy MRM Mansfield Shire Council

Snr Sergeant Damian Keegan

Municipal Emergency Response Coordinator (MERC)

Victoria Police

Roland Vella Community Rep Mansfield

Kym Lynch Community Rep Merrijig

Ellen Hogan Community Rep Mansfield

Tony Lovick Community Rep Merrijig

Imogen Smith Community Rep Mansfield

Stuart Gray

Leader VCC

Ken Dwight

Woods Point Community Safety Committee Chair

Woods Point Community Safety Committee

John Coffey President Radio Mansfield

Stewart Kreltszheim

Operations Manager – District 23 Country Fire Authority

Brett Myers

Operations Officer/Catchment Officer

Country Fire Authority

Rowan Neely

Community Safety Officer Mansfield Fire Brigades Group


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Brendan Purcell

Senior Forest Fire Management Officer - Fuel Management

Department of Environment Land Water & Planning (DELWP)

Dr Lee Manning

Veterinary Officer/Regional Animal Welfare Co-ordinator

Agriculture Victoria (DEDJTR) Hume Office

Petra Mackay

Emergency Management Support Officer

Department of Education & Training (DET)

Darren Deeble Emergency Management Coordinator

Department of Health and Human Services (DHHS)

Jessica Hunt

Risk Management Officer - Asset Performance

Goulburn Valley Water (GVW)

Craig Velt Regional Customer and Community Manager

Ausnet Services

Cameron Butler

CEO Mansfield District Hospital

Mansfield & District Hospital

Greg Margetts

Team Manager

Ambulance Victoria (AV)

Louise Perrin

Mount Buller Mt Stirling Resort Management Board MRM

Mt. Buller Mt Stirling Alpine Resort Management Board

Sue Wilson Red Cross Emergency Team Leader

Red Cross

Mr Tom Thoburne

VICSES Controller VICSES

John Newlands

VICSES Regional Officer – EM – North East Region

VICSES

Andrew Arnold Community Education Coordinator CFA AV Central Hume Ambulance Victoria

Craig Hore Ranger-in-Charge, Fire and

Emergency Parks Vic

Cristy Webb Alliance Support

VicRoads

David J

GVW

President

Emergency broadcaster Radio Mansfield

Hume EOC

DHHS

Leo Ryan Manager Emergency Management

DHHS

Les Goudie

Manager Asset Performance Goulburn Valley Water

Mark Bennetts

CEO MT Buller Mt Stirling ARMB

NEVR

Education and Human Resources North East Victoria Region

Neil Payne

Incident Controller SES


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Pauline Williams Regional Emergency Management Inspector

VicPol

Peter Weeks

WICEN Weeks Radio

Red Cross Stakeholders

Red Cross

Steven Hall

Senior Reservoir Controller Goulburn Murray Water

Tony Nolan District Manager, South East Operations

Goulburn Valley Water

Tracy Stolman Regional Emergency Management Planning Support Officer

Emergency Management Victoria

MFMPC/MEMPC Executive

Members of the Municipal Fire Management Planning Committee/Municipal Emergency Management Planning Committee executive committee

NAME ROLE ORGANISATION

Clr Attley Clr Olver

Chairperson Mansfield Shire Council

Sue Hare Municipal Emergency Management Officer (MEMO)


Neil Ogilvie Municipal Emergency Resource Officer(MERO, MFPO) Infrastructure and Engineering Manager


Paul Valente Mark Osborne

Deputy MERO Mansfield Shire Council

Melanie Hotton

Municipal Recovery Manager (MRM) Community Services Manager


Amanda Lovick Kirsten Lingard

Deputy MRM Mansfield Shire Council

Snr Sergeant Damian Keegan

Municipal Emergency Response Coordinator (MERC)

Victoria Police

Roland Vella Community Rep Mansfield

Kym Lynch Community Rep Merrijig

Ellen Hogan Community Rep Mansfield

Tony Lovick Community Rep Merrijig


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Imogen Smith Community Rep Mansfield

Stuart Gray

Leader VCC

Ken Dwight

Woods Point Community Safety Committee Chair

Woods Point Community Safety Committee

John Coffey President Radio Mansfield

Stewart Kreltszheim

Operations Manager – District 23 Country Fire Authority

Brett Myers

Operations Officer/Catchment Officer

Country Fire Authority

Rowan Neely

Community Safety Officer Mansfield Fire Brigades Group

Brendan Purcell

Senior Forest Fire Management Officer - Fuel Management

Department of Environment Land Water & Planning (DELWP)

Dr Lee Manning

Veterinary Officer/Regional Animal Welfare Co-ordinator

Agriculture Victoria (DEDJTR) Hume Office

Petra Mackay

Emergency Management Support Officer

Department of Education & Training (DET)

Darren Deeble Emergency Management Coordinator

Department of Health and Human Services (DHHS)

Jessica Hunt

Risk Management Officer - Asset Performance

Goulburn Valley Water (GVW)

Craig Velt Regional Customer and Community Manager

Ausnet Services

Cameron Butler

CEO Mansfield District Hospital

Mansfield & District Hospital

Greg Margetts

Team Manager

Ambulance Victoria (AV)

Louise Perrin

Mount Buller Mt Stirling Resort Management Board MRM

Mt. Buller Mt Stirling Alpine Resort Management Board

Sue Wilson Red Cross Emergency Team Leader

Red Cross

Mr Tom Thoburne

VICSES Controller VICSES


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John Newlands VICSES Regional Officer – EM – North East Region

VICSES

SPECIALIST SUB-COMMITTEES When appropriate, one or more specialist sub-committees of the MEMPC will be formed on subjects of major significance to the municipality, such as specific risks and related issues.

MEMP distribution

The MEMP is filed in Council’s files and archive system and on Crisisworks https://mansfield.crisisworks.com/public# Hard copies of the MEMP and all sub plans are maintained in the Council offices. Printed copies of the MEMP will be distributed on request. New versions of the MEMP are distributed to:

• State Library • MEMPC • MFMPC/MEMPC Executive Committee • Hume Municipal Emergency Management Enhancement Group • Field Emergency Medical Officer • Environmental Protection Authority

The MEMP (without contacts) is uploaded to the Council website. The MRM, MERO and MEMO ensure Council emergency management staff are aware of where to access the MEMP.


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References

Emergency Management Manual Victoria https://www.emv.vic.gov.au/policies/emmv

State Relief and Recovery Plan https://files-em.em.vic.gov.au/public/EMV-web/EMMV-Part-4.pdf

Hume Region Relief and Recovery Plan – Crisisworks Library

Mansfield Shire Council Plan http://www.mansfield.vic.gov.au/home.aspx

Mansfield Shire Community Plans http://www.mansfield.vic.gov.au/home.aspx

Mansfield Shire Health and Wellbeing Plan http://www.mansfield.vic.gov.au/home.aspx

Emergency Management Act 1986 and 2013 http://www.legislation.vic.gov.au/Domino/Web_Notes/LDMS/PubLawToday.nsf/a12f6f60fbd56800ca256de500201e54/2cef41fcc58936cdca257ec900097fa6!OpenDocument

State Health Emergency Response Plan https://www2.health.vic.gov.au/emergencies/shera Mansfield Shire Council Municipal Emergency management Plan – sub plans https://www.mansfield.vic.gov.au/residents/community/emergency-management/emergency-management-overview

Neighbourhood Safer Places Plan National Emergency Risk Assessment Guidelines https://knowledge.aidr.org.au/resources/handbook-10-national-emergency-risk-assessment-guidelines/ EM-COP library https://cop.em.vic.gov.au/sadisplay/nicslogin.seam


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Maps

High resolution version of the following maps are filed in Crisisworks along with detailed route maps and school bus management in extreme fire danger policy.

LOCALITY PLAN - NORTH EAST VICTORIA

SCHOOL BUS ROUTES

School bus routes are available on EM-COP as a data layer and can be found on the Situation tab under Data – Infrastructure – Transport - Bus Route – School. Mapping data is held by DET. The maps following are current at October 2016. See also Section 7.7 for information re schools, coordinator and bus company contact details.


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RESIDENT POPULATION DENSITY MAP


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VISITOR and RESIDENT PEAK POPULATION DENSITY MAP


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MANSFIELD SHIRE MAP WITH INSERTS


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Special plans and arrangements

Mutual aid arrangements

• MoUs are in place with Merrijig and Jamieson Community Halls for use of the facilities for emergency purposes.

• Council is a signatory to the MAV developed Protocol for Inter-Council Emergency management Resource Sharing. The purpose of this protocol is to provide an agreed position between councils for the provision of inter-council assistance for response and recovery activities during an emergency. This protocol details the process for initiating requests for resources from another council and identifies associated operational and administrative requirements.

• Council provides Environmental Health Services at Mt Buller Mt Stirling Alpine Resort and is delegated responsibilities pursuant to the Public Health & Wellbeing Act 2008 and the Food Act 1984.

• Council recognises it may be called upon to assist or seek assistance from Mt Buller Mt Stirling Alpine Resort for resources given the relatively small resource base of each organisation. A simple MOU for this purpose has been developed and endorsed by both organisations – Signed by CEO’s September 2017 – 3 year review period - added 12/17

• Council has a MOU / signed agreements regarding animal welfare and particularly the use of Mansfield Showgrounds with the A & P Society and separately for the McCormack Park at Merrijig

Vulnerable People in Emergencies Policy

Under this policy, a vulnerable person is narrowly defined as someone living in the community who is:

• Frail, and/or physically or cognitively impaired; and • Unable to comprehend warnings and directions and / or respond to an emergency.

A vulnerable person may be identified for inclusion on a Vulnerable Persons Register if they additionally cannot identify personal or community support networks to help them in an emergency. NB To be listed on the Vulnerable People Register, the person must consent. The Vulnerable Persons Registers (VPRs) are housed as an additional module to Crisisworks, the standard web based emergency management system used by municipal councils in Victoria. VPRs have been developed to store local information about identified vulnerable people, which will be directly entered by funded agencies and locally overseen by municipal councils. The VPRs are cloud-based and directly accessible to authorised representatives from Victoria Police (without having to contact the council or funded agency) to aid emergency planning and response, including potential evacuation. VPR can be filtered, mapped, and where necessary exported to reports for authorised purposes, according to the role and access rights of each organisation. Victoria Police users are able to see all registered vulnerable people in the VPRs across all municipalities for emergency planning and response.


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Access to the VPR is through the link located in Crisisworks https://mansfield.crisisworks.com/public# or through https://vpr.crisisworks.com/vpr/dash The VPR coordinator will provide basic administration and oversight of the Vulnerable Persons Register (VPR), approve agency registrations and manage Council’s VPR access users. Council’s community services Mansfield Shire Council maintains a listing of those persons who receive assistance through Council’s Community Services (home help, meals on wheels etc) and as such this list may also be useful source of information. The information is readily accessible and details any particular vulnerability. Contact Council MRM, MERO or Community Services Officers.

Mansfield Community Support Register

The Mansfield Community Support Register (MCSR) was established in Mansfield Shire in October 2010 by Mansfield Police through the Police Community Consultative Committee. The committee overseeing the MCSR comprises representatives of Vic Police, Council, Mansfield District Hospital, Red Cross and Mansfield Rotary. There is no charge to register and it is voluntary. The confidential register holds people's contact and other information such as emergency contacts and can be accessed by Police and other emergency services. Enrolment on the Register acknowledges that information can be shared with emergency agencies on an as needed basis. The community support register is not a list of people to be evacuated during an emergency. Its primary purpose is not Emergency Management but may assist with identification of vulnerable persons who may require assistance: - in advance of a predicted emergency - the capacity to be contacted and forewarned and - in an emergency to identify those that may need increased assistance. Volunteers make routine (weekly) contact with some registrants and may be able to assist in this alternate (emergency related) purpose. Contact Mansfield Police in the first instance if you need to access the Register. The databases of Home and Community Care Services recipients and the Hospital can be also be shared with the Police.

List of Facilities with Vulnerable People

Councils are also required to maintain a List of Facilities with Vulnerable People and provide them to Victoria Police for emergency planning and response purposes. Facilities where vulnerable people gather in Mansfield Shire have been identified and listed – see table following. This allows emergency services during the response phase to ensure people in the facilities have enough warning and assistance to enact plans or evacuate.

FACILITY NAME TYPE OF FACILITY

ADDRESS/CONTACT PHONE

Mansfield Hospital Hospital 53 Highett Street Mansfield 5775 8800 Buckland House Aged Care 53 Highett Street Mansfield 5775 8863 Bindaree Retirement Centre

Aged Care 86 – 92 Highett Street Mansfield

5775 8875

Mansfield Pre School Kindergarten 64 Ailsa Street Mansfield 5775 2445


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Mansfield Family and Children’s Centre

Child care Infants

40a High Street Mansfield 5775 8555

Mansfield Farm House Child care 3494 Maroondah Hwy Mansfield

5779 1842


Autistic School 81 Highett Street Mansfield 5775 2876


Residential facility

Malcolm Street Mansfield 5775 2876

Yooralla Mansfield Disability support

18a Early Street Mansfield 5775 3055

ACORN Adult autism campus

6 – 8 Highett Street 5775 1904

Mansfield Community Centre

Senior Citizens Erril Street Mansfield 5775 8555


Senior Citizens Arnot Street Bonnie Doon 5778 7722

Mansfield Primary School 4 Apollo Street Mansfield 5775 2325 St Mary’s Primary School 39 Malcolm Street Mansfield 5775 2670 Mansfield Steiner School 91 Highett Street Mansfield 5779 1445 Merrijig Primary School 1820 Mt Buller Road Merrijig 5777 5559 Jamieson Primary School 1 The Sideling Jamieson 5777 0535 Geelong Grammar Timbertop Campus

School 145 Geelong Grammar Rd Merrijig

5733 6777

Lauriston Girls School Howqua Campus

School 450 Howqua River Rd Howqua 5777 2222

Mansfield Secondary College

School 15 View Street Mansfield 5775 2022

Beolite Retirement Village

Residences Kidston Parade Mansfield 5775 1925


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Emergency management plans

Special plans addressing the issues of evacuation have been developed for the following schools, hospital and residential care facilities within the Municipality.

Schools

All schools have evacuation plans embedded within their emergency management plans and they are responsible for the maintenance and amendment of those plans. The plans are amended annually with copies provided to Council as indicated.

School Business Hours Contact Copy Shire

Mansfield Pre-school Centre

Nicola Beautyman

5775 2445

Yes

Jamieson Primary Genevieve Bolwell

5777 0535

Yes

Lauriston Girls School Sam Ridley

5777 2222

Yes

Mansfield Primary Julie McInnes

5775 2325

Yes

Mansfield Secondary Timothy Hall

5775 2022

Yes

Merrijig Primary Carole McCluskey

5777 5559

Yes

Mansfield Rudolph Steiner School

Fran Cummins 5779 1445

Yes

St Marys Primary Mrs Trish Etcell

5775 2670 Yes

Timbertop Chief Warden

5733 6777 Yes

Hospitals

The following Hospitals and Nursing Homes have evacuation plans amended annually. Hospital/Nursing Home Mansfield District Hospital including Buckland House & Bindaree Retirement Centre

Contact CEO 5775 8800

School bus routes

Public Transport Victoria (PTV) manage the state-wide School Bus Program and have the MoU with the Department of Education and Training – Student Transport Unit. PTV manage all contracts with bus companies, not the schools.

Mansfield Secondary College Bus Coordinator is the coordinator in Mansfield Shire and the contact for school buses:


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Jenny McKenzie 57752022 [email protected] NB: Bus services to Mansfield schools are cancelled on Code Red Fire Danger days.

Bus routes and contractors

Bus Contractor

Barwite Bonnie Doon Howes Creek Jamieson Tolmie

Stewarts Bus Company 5775 2630 [email protected]

Barjarg Fallons Bus Service Wangaratta 5722 9255

Maindample Mt Buller

MMBL 5775 2606 [email protected]

Booroolite/Goughs Bay Ancona

Fallons Bus Service Alexandra 5772 1768

Municipal Fire Prevention Plan

The Fire Prevention Officer is responsible for the maintenance and amendment of this plan. The plan is amended/reviewed annually in October. Copies are held by Council. The Plan ‘transitioned’ from the Municipal Fire Prevention Plan to a Municipal Fire Management Plan having been adopted by Council November 2012 and revised version adopted 21 February 2017. Within DELWP and CFA planning, staging areas have been identified within Mansfield (Racecourse & Showgrounds) at Merton (Racecourse) and at Jamieson. The following sub plans can all be found on the Mansfield Shire Council website https://www.mansfield.vic.gov.au/residents/community/emergency-management/emergency-management-overview

Municipal Flood Plan

Plan endorsed by Council October 2014 following development lead by SES.

Emergency Relief and Recovery Sub Plan

Council has adopted a specific Emergency Relief and Recovery Plan which holds operational arrangements and details in regard to relief and recovery services.

Mansfield Shire Pandemic Plan

Updated September 2015


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Mansfield Shire Heatwave Plan

Updated October 2015

Mansfield Shire Emergency Animal Welfare Plan

Updated January 2017

Blue-green Algae Plans

Associated Blue Green Algal Plans exist for Mansfield reticulated supplies managed by Goulburn Valley Water for & recreational waters managed by Goulburn Murray Water. Blue-Green Algae Incident Response Plan Lake Eildon Part 2: Site Specific Information GMW 2009 https://www.g-mwater.com.au/water-resources/water-quality/blue-green-algae

Commercial accommodation

The respective industry, tourism and commerce businesses are responsible for development and maintenance of their plans. Council has input to caravan park emergency management plans. Templates are readily available at https://www.business.gov.au/info/plan-and-start/develop-your-business-plans/emergency-response http://www.business.vic.gov.au/tourism-industry-resources/Business-Tools-and-Support/crisis-management-guide/plan/emergency-planning

Lake Eildon Land and On Water Management Plan

Prepared by Vic Police and held by Police at Mansfield and Alexandra and Mansfield and Murrindindi Councils. https://www.g-mwater.com.au/downloads/gmw/LOWMPs/Lake_Eildon_LOWMP_final_web_v3.pdf

Lake Nillahcootie Land and On Water Management Plan

https://www.g-mwater.com.au/downloads/gmw/LOWMPs/TATDOC-_3031791-v1-LAKE_NILLAHCOOTIE_LAND_AND_ON-WATER_MANAGEMENT_PLAN_-_FINAL_-_5_APRIL_2011.PDF.

Woods Point and Surrounding District Community Safety Plan

Prepared by community and updated annually. Copies held by VicPol, Council and community.


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MEMPC – Terms of Reference

MANSFIELD SHIRE

MUNICIPAL EMERGENCY MANAGEMENT

PLANNING COMMITTEE

Terms of Reference

2015


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Purpose The purpose of the Mansfield Shire Municipal Emergency Planning Committee (MEMPC) is to provide a municipal-level forum to build and sustain organisational partnerships, generate a common understanding and shared purpose with regard to emergency management and ensure that the plans of individual agencies are linked and complement each other. The development and maintenance of a Municipal Emergency Management Plan (MEMP) and its sub-plans is one of the core functions of the MEMPC. Role of the Committee The MEMPC’s role is to:

• Provide information and expertise relating to the occurrence and mitigation of potential

emergencies in the municipality.

• Take an ‘all hazards’ approach to Municipal Emergency Management Planning and link

Agencies and Emergency Planning across the Shire.

• Contribute to the identification of hazards and threats in the municipality.

• Engage and collaborate with stakeholders and communities in emergency management

to enhance preparedness and support community resilience.

• Contribute to the continuous improvement of the Mansfield Shire Municipal Emergency

Management Plan (MEMP) through monitoring, review and development.

• Participate in functional sub-Committees and working groups to plan for specific

emergencies, address issues, and develop and implement projects.

• Support Mansfield Shire Council in the development of plans to address emergencies

based on existing, new and emerging hazards.

• Contribute to testing the MEMP through participation in emergency exercises

• Share knowledge and create an environment of continuous improvement.

Membership Mansfield Shire MEMPC membership will comprise of:

• Chairperson & Deputy Chairperson being Councillor or Council Officers

• Mansfield Shire Council Municipal Emergency Resource Officer (MERO)

• Mansfield Shire Council Municipal Recovery Manager (MRM)


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• Mansfield Shire Council Environmental Health Officer (EHO)

• Mansfield Shire Council Fire Prevention Officer (MFPO)

• Mansfield Shire Municipal Emergency Management Officer (MEMO and also MEMPC EO)

• Victoria Police Municipal Emergency Response Coordinator (MERC)

• Victoria State Emergency Service regional & local representative

• Country Fire Authority regional & local/group representative

• Department of Land Water and Planning representative

• Department of Economic Development, Jobs Transport and Resources representative

• Ambulance Victoria regional & local representative

• Australian Red Cross regional & local representative

• Goulburn Valley Water & Goulburn Murray Water

• Department of Health & Human Services

• Community representatives

• Others by agreement

Governance The functions of the Committee will satisfy the obligations for MEMPC specified in Part 4 of the Emergency Management Act 1986.

• The Committee will provide direction and support to agencies/organisations within the MEMPC.

• The Committee may convene sub-committees or working groups, as required – see below re the Executive Committee.

. • The MEMPC will be chaired from within its membership

• A quorum will consist of 50%, plus one, of all members of the MEMPC

• If an agency is not in attendance, but there is still a valid quorum, the MEMPC will still be

able to pass any motion and make decisions. Absent organisation’s votes will be considered to default and support the consensus.

Reporting Meeting Minutes are to be provided to the Regional Emergency Response Coordinator (RERC) and Regional Recovery Committee via email.


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The MEMPC sub-committees, the Executive committee and any working groups will report periodically and provide recommendations to the MEMPC. In the event that a MEMPC working group has been established to address a specific issue, they will report to the MEMPC and/or the Executive Committee. Support Administrative support requirements will be determined by the committee and resourced through committee members where possible (Executive Officer is currently the MEMO.) Planning processes will be managed and supported with technical expertise by relevant emergency services. Schedule of Meetings

• As determined by the Committee, with at least four meetings to occur within every calendar year - this may be reduced where the formed Executive Committee is functioning and meeting as per the schedule below – in such cases the MEMPC is to meet at least twice – October and April – with 1 of those Meetings being an exercise format.

(Executive to generally meet 1 month prior to MEMPC meeting and 2 months after).

MEMPC to meet

• As required for special projects and initiatives.

• After a major emergency or incident that required a debrief and where issues identified as needing to be addressed or considered in light of the use of the MEMP.

• When a substantive amendment has been proposed to be made to the MEMP.

• Upon identification of a significant new risk/hazard.

Review of Terms of Reference The Terms of Reference are valid for 3 years and will be reviewed by the MEMPC. Audit of municipal emergency management plans In accord with Section 21A of the Emergency Management Act 1986, audit of Municipal Emergency Management Plans will occur as follows: At least once every 3 years to assess whether the Plan complies with Ministerial guidelines. Formation of Executive Committee In accord with the support of the MEMPC, Council has endorsed the formation of an Executive Committee who is also to act in the role of the Municipal Fire Management Committee (recognising that fire is a significant risk to the Municipality.)


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Confirmation of membership of Executive Committee - following Council endorsement of formation and further representation by Agencies. Membership as a singular joint executive – EM & Fire Committee: ● MERC (or other senior Police rep) ● CFA (Regional and Mansfield Fire Brigades Group) ● DELWP (Mansfield Depot OIC) ● DEDJTR Animal welfare – (Dr Lee Manning) ● SES (Regional and Local Unit Controller) ● DHHS (Emergency Manager or delegate) ● MERO & MRM (and/or deputies) ● Community Representative from the MEMPC ● Ambulance Vic – Mansfield Station Commander MEMPC Executive Meetings to happen 3 – 4 times a year and be in addition to the full Committee meetings that continue to be scheduled twice a year. The Council supported (October 2014) the Committee and enabled those Committees to determine the membership, meeting frequency and related governance surrounding those Executive Meetings - that will report back to their Committees. As a significant component of the Executive Committee role is to provide guidance to the MEMPC meetings, Meetings are to be scheduled routinely for 1 month in advance of MEMPC Meetings (March & September) and also 2 months after (June & November).

Agenda A reminder / invitation and draft agenda is to be circulated by the MERO / Exec Officer EM in the fortnight prior to a scheduled meeting and input sought. The finalised Agenda is to be circulated prior to the meeting. Circulation can be via email or mail. Standard agenda items are to include:

Agenda Welcome & opening of meeting by Chairperson 1. Draft Minutes for review. 2. Membership MEMPC & Exec Committee (incl. Fire Management)

Vacancies to be filled 3. EMV / State review of .. / directions 4. Requested Agenda Items 5. Review of Portions of MEMP 6. Review of Sub Plans 7. Engagement with Mt Buller EMPC 8. Annual exercise planning 9. Reports

1. MERO 2. MRM Relief & Recovery 3. MERP Community Resilience & Infrastructure Role update

10. Recent Lessons


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1. After Action review of 2. Other Debriefs

11. Upcoming ‘events’ of significance? 12. Further General Business

Mansfield Shire

Municipal Emergency Management Planning Committee

Code of Conduct

The following code applies to every member who participates in the Mansfield Shire Municipal

Emergency Management Planning Committee. This document has been drafted from Standards Australia and broader international and national guidelines and once endorsed is

not negotiable.

We (the members) acknowledge this code of conduct and will adhere to this code whilst participating as a

member on the Mansfield Shire Municipal Emergency Management Planning Committee

We will:

Work for the

Net Benefit of the

Victorian

community

We recognise that the development of a Municipal Emergency Management Plan is for

the Net Benefit of the Victorian community, over and above the interests of any

individual, company or representative organisation.

We acknowledge that we are required to represent our nominating organisations, but must

be prepared to work towards consensus.

Agree to clear

purpose and

scope

We will commit to the development of a clear shared purpose, objectives, agenda and

project plan to ensure timely and efficient delivery of a MEMP, through openness,

transparency, balance and respect for each member.

Respect others in

meetings

We commit to respecting others and the professional culture of Emergency Management

Planning. We will attend meetings fully briefed and prepared.

We commit to meeting etiquette and the rules of engagement by:

� turning mobile phones off (or silent mode);

� being on time;

� advising our nominating organisation if an alternative representative is required;

� respecting others and their opinions by allowing one person to speak at a time;

� following an agreed agenda;

� accepting group decisions and not returning to ‘closed agenda items’ unless new,

relevant subject matter emerges.

Participate

actively

We will agree to our roles and responsibilities and actively participate.

We will engage and consult with our Nominating Organisations to ensure our

constituency is informed and their views represented.

Declare all

relevant

interests

We will behave in a transparent manner by declaring all relevant interests.

We will manage or remove potential, perceived or actual conflicts of interest, to facilitate

the resolution of competing interests via the open and structured process that forms the

basis of consensus standardisation.

Escalate and

resolve issues

We will identify and escalate issues and disputes in a timely manner to ensure rapid

resolution. We will uphold the agreed resolution processes.

Behave ethically

and legally

We will act in good faith and with due care and diligence and comply with applicable

laws and Standards.

We will avoid collusive or anticompetitive behaviour contrary to the Competition and

Consumer Act 2010.

We will promote a culture of fair and ethical behaviour and encourage the reporting of

unethical behaviour and breaches of the law.

Uphold this Code We actively encourage compliance with this Code at all times.

We also accept and encourage the rapid initiation of action to address poor, unacceptable

or inappropriate behaviors and breaches of this Code.


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Emergency Relief Centres

The facilities listed on the following pages are available for emergency situations.

Access to the Directorate of School Education properties must be arranged through the relevant School Council.

When contacting the Mansfield Shire Council to arrange access please advise MERO or Deputy or the MRM or Deputy of your needs. Consideration should be given to the following: � Expected number of persons � Access time and duration and need for disabled access; � Cooking facilities � Toilets � Showers � Power capacity � Water main or rainwater tank capacity � Vulnerability with regard to specific hazards

Additional details - refer to the Municipal Relief and Recovery Sub Plan. The following facilities have been assessed and found to be potentially suitable for use in times of emergency. Careful consideration must be given to the prevailing circumstances and number of people needing assistance when selecting a site or sites. For further details of building facilities, contact details for access etc go to the Emergency Relief and Recovery Sub Plan Primary facilities: Mansfield Community Centre Tolmie Public Hall Jamieson Memorial Hall Bonnie Doon Recreation Reserve/Sports Club Merton Public Hall Merrijig Public Hall Woods Point RSL Hall Secondary facilities At Johns Hall St Andrews Church Hall Ancona Public Hall Mansfield Sporting Complex Mansfield RSL Bonnie Doon Community Centre Mansfield Showgrounds Pavilion Merton Recreation Reserve

Other Howqua Seventh Day Adventist Camp Mansfield Performing Arts Centre Schools


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MERRIJIG Geelong Grammar School, Timbertop

Mount Buller Road, Merrijig

368 C Spot82

600 Standing 400 Sleeping

Yes Has Private Fire Refuge

MERRIJIG Primary School


368 C Spot 59


Yes

NAME

LOCATION

MAP Ref

CAPACITY

Ph

REMARKS

MANSFIELD, Community Centre (& Hall)

Bank Place, Mansfield

p 159 Near 4A


Yes

Primary ERC Relief Recovery

MANSFIELD, Recreation Complex

Highett Street, Mansfield

p 159 5A


Yes Relief NSP

MANSFIELD, RSL Hall

Highett Street, Mansfield

p 159 Near 4 A


NO

Relief

MANSFIELD, Showgrounds Pavilion etc

Mt. Battery Road, Mansfield

p 159 38


Yes

Relief Animal Relief

MANSFIELD, St Andrews Hall

Cnr Highett & Hunter Streets, Mansfield

p 159 6


NO

Relief

ANCONA, Public Hall

Ancona-Woodfield Road, Ancona

366A 41

60 standing 20 sleeping

NO

Relief

BONNIE DOON, Community Centre

Arnott Street Bonnie Doon

P 155 97.7 x 01.5


Yes Relief Recovery

BONNIE DOON, Sporting Complex & Hall

Cnr Davon & Wilson Streets, Bonnie Doon

P155 Spot 45


Yes

Relief Recovery

HOWQUA, Camp Howqua Seventh Day Adventist Camp

Howqua River Road, Howqua

367 F Spot 79


Yes

Relief NSP

HOWQUA, Lauriston Girls School

Howqua River Road, Howqua

407 B Spot 19


Yes

JAMIESON Hall

Perkins Street, Jamieson

407B 49


NO

Relief Recovery NSP


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MERRIJIG Public Hall


368 C Spot 60


No

Relief Recovery NSP

MERTON, Recreation Reserve

Merton Euroa Road, Merton

P 157 Spot 8

Standing Sleeping

Yes Relief

MERTON Public Hall

High Street, Merton

P 157 Spot 16


No

Relief Recovery

TOLMIE Karingal High College Camp

Tolmie-Mahaikah Road, Tolmie

P 163 Spot 20


Yes

TOLMIE Public Hall

Tolmie Showgrounds

P 163 Spot 48


No

Relief Recovery

WOODS POINT Community Hall (RSL / Buffs lodge)

Scott Street Woods Point

P 161 Spot 1


No Relief Recovery NSP nearby


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Sourcing Supplementary Emergency Response Resources from Municipal Councils

PRACTICE NOTE –

Developed by emergency Management Victoria, this practice note clarifies the policy and procedures governing the sourcing of supplementary emergency response resources from municipal councils. It is issued for the information of municipal council emergency management practitioners and emergency response agencies. Filed as a separate document in Crisisworks, on Council files and at http://www.mav.asn.au/what-we-do/policy-advocacy/emergency-management/municipal-emergency-enhancement-group


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Record of meetings, exercises and events

Register of meetings and exercises

4 June 2018 MEMPC Exec/MFMPC 9 April 2018 MEMPC and single incidents discussion exercise 11 Dec 2017 MEMPC Exec/MFMPC 6 Dec 2017 Animals at ERCs exercise 30 Aug 2017 Exercise ERC 10 Oct 2017 MEMPC 28 August 2017 MEMPC Exec/MFMPC 5 June 2017 MEMPC Exec/MFMPC 3 April 2017 MEMPC 6 March 2017 MEMPC Exec/MFMPC 10 Oct 2016 MEMPC and Exercise Bus Stop 5 Sept 2016 MEMPC Exec/MFMPC 11 April 2016 MEMPC 7 March 2016 MEMPC Exec/MFMPC 16 Nov 2015 Hot Damn Hot exercise 4 Nov 2015 Set up of ERC practice 5 Oct 2015 MEMPC 3 August 2015 MEMPC Exec/MFMPC 22 June 2015 MEMPC Exec/MFMPC 20 July 2015 MEMPC Sub committee - review Heatwave and Pandemic Plans 14 April 2015 MEMPC and Phoenix exercise 12 Feb 2015 MEMPC Exec/MFMPC Nov 2014 CERA 28 Nov 2014 MEMPC

Emergency events in Mansfield Shire

April 2018 Single incidents discussion exercise Discussion exercise to review protocols for supporting people affected by a single incident and agree on a framework which was documented and shared to agencies. October 2017 – Severe rain event caused inundation to 12 houses. Two houses were uninhabitable. Summer 2014 – 15 Fires adjacent to Midland Hwy Barjarg and Ancona MINE RESCUE Over the weekend of 22 April 2006, at Woods Point David Priest Controller of the Mine and his team undertook a mine rescue exercise at the Morningstar Mine, SES at regional level and local police were involved. SIGNIFICANT INCIDENTS – FIRES DECEMBER - JANUARY 2006 /07 Following a series of lightning strikes along the Great Divide, east of Mansfield, a series of fires spreading from Tolmie to Jamieson and further south commenced on 1 December 2006. There was a significant build up of resources from DSE & CFA and all support agencies over coming weeks. The fires activity was ‘generally contained’ within crown land


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and losses included the ‘iconic Craig’s Hut on Mt Stirling. Mt Buller Village was threatened. All persons in Mansfield Shire were impacted. Power supply to Melbourne was lost for a few hours and the Thompson Water catchment threatened. The fires were generally brought under control by Christmas Day with inclement weather and finally declared contained early January. A total of 18 ‘dwellings’ were lost in the Gaffney’s Creek / A1 Township area. The fire became known as the Great Divide Fire and created international interest. A MECC was established and multi agencies represented. A separate report was created, following debriefing. A formal recovery committee was established and funding provided for a community Recovery Officer. A separate fire commenced mid January 2006 and burnt into Tolmie and required a 2nd build up of resources and the re-establishment of the MECC. The township was threatened and 2 dwellings within the Shire were destroyed. MECCS also operated at other Councils SIGNIFICANT INCIDENTS – FIRES DECEMBER 2005 Mansfield CFA responded to requests to support the adjoining Municipality with strike teams on 3 occasions to Yea and also to the Gippsland area. BONNIE DOON (Fire) impacted on 31 December 2005 by fire adjoining Maroondah Hwy and Hutchinson Road which drew assistance from CFA Strike teams from the Region and outer Melbourne, DSE and aerial support. Catering was provided by Red Cross with aid from SES. A dimension was that the fire started mid-afternoon on New Year’s Eve INCIDENT - WINDSTORM OCTOBER 2005 The October 2005 windstorm event occurred late evening and played havoc with thousands of roadside trees and caused some damage to a relatively small number of dwellings and outbuildings throughout the Municipality. Property damage was not as severe as Mt Buller experienced. Many roads were closed for extended periods with some people trapped on road/at home. No injuries were reported. Road crews responded as soon as it was deemed safe. The following morning saw electrical supplies that had been lost at Midnight still not restored to Mansfield and all areas beyond. This became a learning exercise for Council as we had lost all phone lines other than 2 emergency lines into the municipal building when the battery backup to the phone system had expired - incoming calls received a 'busy 'tone'. Jamieson power supply was off till the following morning and Woods Point for a total of more than 30 hours which saw their telecom repeaters starting to fail as well as concerns expressed about the battery backup's for the ambulance and CFA communications. Additional meals on wheels and other relief activity were implemented. A debrief occurred following the incident. The environmental clean up continued for months. Whilst a small 'exercise' this has been a valuable learning experience for senior management and all involved and has raised the focus on issues that had been overlooked in the past.


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Details of exercises held

6 December 2017

Animals at ERC Desktop exercise – understanding how to manage a range of animals that arrive at an ERC

17 October 2017 Emergency Services Response Agencies field exercise at Mansfield SES, organised by Mansfield Police – involving Police, CFA, SES, Mansfield Hospital and limited Council involvement.

30 August 2017 Relief Centre Field Exercise conducted 30 August 2017 Relief Centre opened utilising Mansfield Community Centre and staffed by Council, Red Cross, DHHS, VCC with official observer being Kym Lynch Community Member from MEMPC and many others (fire scenario leading to forced and voluntary evacuations). See detailed report & subsequent response table.

10 October 2016 Exercise conducted by MEMPC. SES prepared running sheet for this Desktop Exercise - engaging with Schools and focusing on School Bus Route and arrangements if busses ‘turned around’ as a result of fire. MEMP updated to show school bus routes and contact details.

16 November 2015

Exercise by MEMPC SES Facilitated Desktop Exercise 'Its Hot Damn Hot" -fire within the Barjarg area. “The mission is the activation and effective operation of the Mansfield Municipal Emergency Management Plan (MEMP) procedures during a large multi-agency response and resultant Relief activities.”

4 November 2015 Set up Relief Centre Mansfield Community Centre - simulated need by MRM's

13 April 2015 Desktop exercise - conducted and facilitated at Mansfield PAC facilitates by and using CFA's Phoenix model for a fire in Booroolite under “Extreme weather conditions with a wind change late afternoon. The exercise also factored into its planning the occurrence of a local event that brought many additional people into the area impacted. The event was timed for a Sunday mid-February – just to add another complexity. The exercise focused on initial response activities, transition from a Local Command facility to a Level 3 Incident Control site, formation and engagement of EMT members - and used the opportunity to ask Agency Reps their responsibilities / actions/reactions against the backdrop of the PHOENIX models. Discussions regarding comms, public engagement, traffic mgt. points, evacuation planning and Relief and Recovery arrangements - site selection criteria and planning toward long term recovery & community engagement. The level of interaction from those present and for exercising existing ‘pre-plans’ was positive. The exercise was focused on Fire which has recently been confirmed via the CERA process to be one of our highest risk and consequence scenarios however the learning’s are relevant to any incident requiring multi-agency responses, support agency roles and relief & recovery implementation.

October 2014 Planning TARGA 2014

22 July 2014 SES Exercise to test a) new Regional HQ capacity and functionality and the draft Mansfield Flood sub-plan with both exercises based around a mock Jamieson flood event


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29 May 2014 GMW Terrorism Exercise - based on Mansfield incident involving

Sawmill Settlement Water Supply contamination

7 Feb 2014 Update overview of Plan & set-up of MECC Municipal Coordination Centre in readiness for any event over weekend, rostering of MECC staff and Municipal Field Staff in readiness for Code Red conditions predicted.

18 November 2013

MECC Exercise – destructive fire, multi vehicle accidents incl School Bus, Vulnerable Persons Register accessed, contact with School camp for possible relocation to nearby NSP Discussion re CFA Liaison Officer at MECC or Municipal Liaison Officer at ICC (or both) – still to be resolved

December 2011 VULNERABLE PERSONS EXERCISE –DESKTOP EXERCISE “BREATH OF FRESH AIR” conducted by SES Regional Officer John Newlands relating to incident on outskirts of Mansfield Township – involving vehicle accident & chemicals – requiring specific consideration of Vulnerable persons – school, hospital, accommodation venue, autistic centre and individuals

TARGA 2011 As above, for preplanning & event preparedness within facility at Mt Buller.

28 Nov 2007 “EXERCISE MARIAH” Involving Mansfield & Mt Buller as a joint ‘desk-top - panel’ exercise along the line of ‘hypothetical’ conducted at the Mansfield Performing Arts centre. The incident involved a windstorm event where significant damage within Mansfield – including the Main Street and on the alpine resort was to have occurred, triggering a multi-agency response. The exercise was well supported by all agencies and key personnel from Council, RMB and Ski lifts. CEO’s from each agency and elected officials were amongst those in the Audience. Action register created. One aspect of the exercise was the need to plan for notice of & emergencies occurring on ‘public holidays’ and staff availability / rostering. Action register items are to be listed for next EMPC.

November 2005

Insurance Manufacturers Australia Pty Ltd (RACV group) conducted a simulated disaster providing an opportunity to partner and work with the local council and local agencies. The objective of this community safety event was to: • “Educate the community about how to make a claim and how to

reduce risk; • Enhance partnerships with the insurance industry with emergency

services agencies; and • Train the claims and assessing staff to better handle a large disaster

event.” PARTNERS: Mansfield Council, CFA, Police, Ambulance, SES and Insurance Australia Group’s & Insurance Manufacturers Australia employees and their service agents who were engaged to remove damaged and flood water displaced vehicles and tarp windstorm


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damaged houses.

November 2005 EMERGENCY SERVICES FIELD & HOSPITAL EXERCISE At the request of Mansfield Hospital and to fulfil their audit requirements, a field exercise was developed and undertaken on Wednesday 9th November 2005. The exercise titled ‘Operation Snow Bunny’ involved a simulated bus and vehicle crash enroute to Mt Buller Snow resort. The exercise was planned over a series of 6 meetings and involved representatives from all services responding. Personal from all requested agencies attended the scene, addressed issues including the triage of patients and their welfare and arranged transport to the hospital where it’s capacity to deal with a large number of casualties was also tested. The exercise concluded with two debriefs for all participants and subsequently agency representatives. Minor improvement issues only were identified and all involved believed the exercise was beneficial.

MEMP amendments

Update No.

Date of Amendment

Page Numbers Amended Description of Change

1. 23/12/2002 1-14, 26-28, 30, 39, 40, 43 46, 47, 51-58, 67-72, 74,75, 91-95

General Update & inclusion of Catering Plan

2. 13/06/2003 7-9, 11, 54-56, 91-93 Committee Details & Audit 3 6/1/04 1-4, 5, 7 – 10, 12 – 16, 26, 28, 33, 34,

46, 51 – 56, 68 – 71, 91, 92 (93 – 95 blank & cover page

General update, committee details, start of CRMS, Mt Stirling inclusion and Contacts update.

4 6/01/06 Cover, Page 1, Pages 5, 7-13, 15, 17, 19, 25 & 26, 28 & 29, inserting 29 a – c, 30, 35, 46, 51, 54 and 70 – 72, 92 & 93

General updates. Deletion of Mt Stirling responsibility, CERM, recovery info, media info, contacts and related plans, Ap. H

5 11/08/06 Pages 1 -10, 35 - 40, 42 & 43, 48 51-57, 68 & 69, 74 & 75, 93 - 99

Updates, contacts, intro, Recovery overview, list & contacts & relief updated,

6 9/2007 Pages 1, 2 - 9, 11, 12, 15, 16, 20 33, 38, 41, 42 – 49, 51 – 58, 68 & 69, 71 & 72, 82, 92, 93 & 94 and 103 +

Updates cover, contents, amendment, committee, Audit, CERM Process, Events, History Response & Recovery

7 12/08/08 Pages1,5,8,9, 34,47,53, 79,81,83,92-94

Updates cover contents, amendment, committee, contact directory & History

8 Dec 08 Pages 1, 5,7,8,9,11,17,18, 29b,31-34 & 35-42 48 49, 51-58, 68, 70 & 71, 73 & 74, 91, 95 – 153.

General Updates +, replacement of Part 6 “Recovery” and Appendix I (that is i) Recovery Supplement

9 26 May 09 Cover sheet, P 5, 8- 11, 21, 22, 26, 28, 56, 58, 89 & 90, 92

General Update

10 10 Feb 2010 Cover sheet, P 5, 7 - 9, 16, 25a, (after p 35) F & G & K -T, 45, 51–58, 68, 70, 85 - 86, 92

Update contacts, Update CRMS, distribution & for Busses, evacuation/relocation & general.

11 Dec 2010 Dist 17/12/10

2 – 9, 21 & 22, 25a, 30 – 34,F & G, K – N, Q & R, 42, 42a & b & 43, 48 - 58, 63 - 72a, 74&75, 89 - 92, 102 -109, 116 &117, 124 – 137, 141&142, 159 &160

Update incl. ‘Special Plans, Community Support Register ( vulnerable persons ) TPP’s & NSP’s (p 34), Insert Bus route details, update response & relief, & Maps

12 Jan 2013 Final review

Reissue of Document November 2012

Plan and format review & adoption , July - inserts 2012 Released to Committee for review Nov Audit,

13 May 2013 – Nov 2013 Dist. Feb-14

Update Various prompted by Red Cross + general review and update incl status Woods Point Fire Refuge, Committee


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14 March 2014 5-5 & 5-6 Additional NSP’s x 2 15 14 Nov 2014 E copy circulated and updated to Web

& Crisis Works General Review and Update

16 16 Dec 2014 2 pages – Committee & Contacts Added CFA RDO Contact no. 17 May 2015

Issued 15 May 2015

General review & broad update. Reissue of Document. Presented to & Endorsed by Council 19 May 2015

Committee input incorporated with general updates incl CERM process, redevelop Section 6, Evacuation Plans etc

18 May 2015 Included Maps x 2 in Sec 2.3 Maps showing Demographics and reference to Evacuation Route planning titled Municipal Overview’.

19 June 2015 General Update through All Parts following Audit Panel Meeting and recommendations

Refer to separate feedback report 15 June detailing changes to format & Section locations & minor clarifications/additions.

20 August 2015 P 8 - 10 - Version Posted to Web Page emailed to Committee, State Library,

Updates to Committee details

21 20/8/15 Pages 5.6 - 5.8 Updated Response Table 5.5 22 10/8/15 Section 10.10

Section 6 – 6.2, 6.3 and 6.6

Updates to Vulnerable Locations table Updates to Relief and Recovery section in line with EMMV

23 17/9/15 12/10/15 16/10/15

Update re catering, evacuation plan Minor changes following Audit outcome Referenced Police Emergency and Command Site. Updated GVW contact Update Certificate and reference to Debriefs. DHHS Contact details updated Added local Red Cross details (Sue W)

6 Nov 2015 p.8, etc Update to MERO Deputy, Ranger & Building Practitioner Added Exercise

3 Feb 2016 Various minor contact updates (Minor format update 24 Feb 2016)

Insert On-call no. for MRM, Committee Chair and DELWP District and Mansfield contacts Addition of section 5.6.8 Informal (yet likely) Community Gathering Places

24 21 6 2016 Updated x 3 locations MRM Contact detail 25

7/9/16 19/10/16

SA KM KM Revised Plan Distribution to All

R&R Update. Hospital CEO updated Red Cross details updated Updated Sup Plan status – Sec 4.5 School Bus Routes detail added SA

24/12/16 Web site upload and update posted to Crisisworks

23 Jan 2017 Committee, Recovery Committee & Contacts directory

Updated Councillors, committee and DHHS data - KM

20 April 2017 Committee & Contacts update RMB 26 May 2017 Contacts Committee, Call-out and

Adjoining Municipalities Review and additional details referenced in confidential font

8/6/17 Multiple pages updated – contacts reviewed, MECC purpose redrafted (incl Appendix B)

26

18 / 26 July 2017

Adoption by Council & final edits before release & circulation to a) web b) distribution list & c) notification to Committee re availability on Crisisworks Redistributed current version,

variation to Community Representation on MEMPC Updated DET & FEMO details 26/7 & School Bus route driver etc details update

17 Oct 2017 10 Dec 2017 & 13 Dec 2017

Page no 10/12 Sec 11.3.3 10/34 (last page of doc.) Page no 10/7 re MOU’s Uploaded to Crisisworks

Alterations School Bus Sat phone update Details of recent exercises (3) added MOU with Mt Buller Mt Stirling Resort Management Board referenced

V01 5 June 2018 Complete review and update

MEMP 2018 – 2021

MUNICIPAL EMERGENCY MANAGEMENT PLAN · The Mansfield Shire Council understands and accepts its...

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