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DISASTER RECOVERY PLAN A PLAN FOR RECOVERY OPERATIONS FOLLOWING A DISASTER IN THE DCLEP

COUNCIL DISTRICT COUNCIL OF LOWER EYRE PENINSULA

District Council of Lower Eyre Peninsula Disaster Recovery Plan | 2

PLAN MANAGER ROD PEARSON, CEO

District Council of Lower Eyre Peninsula

Work: 08 8676 0400

Fax: 08 8676 2375

Email: [email protected]

PLAN NAME DCLEP RECOVERY PLAN

ASSOCIATED FRAMEWORKS, PLANS AND GUIDES

State Emergency Management Plan, including the State Recovery Plan, South Australian

Eyre and Western Zone Emergency Management Plan

Business Continuity Plan – District Council of Lower Eyre Peninsula

Local Government Emergency Management Framework

Disaster Recovery Guide for Councils, Local Government Association of South Australia

iResponda Framework, Local Government Association of South Australia

VERSION CONTROL

VERSION NUMBER DATE DETAIL OF AMENDMENT 1 24 Nov 2017 Finalised by SRO

date Endorsed by Council

ACKNOWLEDGEMENTS

DCLEP executive and council wish to acknowledge the contributions by bnj consultants pty ltd who laid the foundation for the first stage of development of this plan, and facilitated the community consultations. Thank you to the DCLEP community who participated in the focus groups joined in the planning and preparedness activities for disaster recovery.

We also wish to acknowledge the contributions of the members of the DCLEP Disaster Committee including Neville Hyatt, Local Government Association; Ronnie Faggotter and Jennifer Gleeson, State Recovery Office; Lol Hill and staff of Clare and Gilbert Council, and staff of DCLEP.


FOREWORD

The District Council of Lower Eyre Peninsula has been impacted by a number of serious bushfires over the last 14 years, the most serious of which was the Wangary Bushfire of 2005 which claimed nine lives and left a trail of destruction. Other bushfires which have either destroyed property or required a response or recovery effort from Council have been at Tulka (2001), Proper Bay Road on the outskirts of the City of Port Lincoln (2009), Winters Hill penetrating into the City of Port Lincoln (2009), Sleaford Bay (2012) and Coomunga which provided a serious threat to the City of Port Lincoln (2012).

The need for recovery may arise from a range of events, including natural and technological disasters, major incidents, major health emergencies (including pandemics), and animal and plant diseases.

Planning for effective recovery following a disaster is vital in ensuring the wellbeing of our community. It is more than simply the replacement of what might be destroyed or the healing of those affected. It is a social and developmental process that involves all sections of the community working together to return to normality, and wherever possible, to enhance social networks, improve the natural and built environments, and revitalise the economy.

The complexity and timeframes of recovery demand sound planning, effective coordination and above all, community involvement. This inaugural plan is the first step towards addressing these aspects, and articulates how the District Council of Lower Eyre Peninsula will support recovery operations during and following a disaster. In doing so, this plan provides a framework for the management and coordination of recovery as well as guidance on the major considerations for recovery across the spectrum of social, economic, built and environmental recovery and aims to build a more prepared and resilient community.

This plan has been endorsed by the DCLEP Disaster Committee.


TABLE OF CONTENTS

Foreword 3

1. Introduction 6

Purpose 6 Objectives 6 The Recovery Planning Process 7

2. Foundations of Recovery 8

What is Disaster Recovery? 8 Community at the Centre of Recovery 8 Components of Recovery 9

3. Recovery Arrangements in South Australia 10

State Government Role in Recovery 10 Agencies Role in Recovery 11 Council’s Role and Responsibilities during Recovery 11 Community’s Role in Recovery 14 Volunteer’s Role in Recovery 14 Appeals and Donations 15 When Does Recovery Start? 15 Immediate/Short-Term Recovery 15 Medium-Term Recovery 16 Long-Term Recovery 17 Recovery Activation Guide 17 Local Government Disaster Recovery Assistance Guidelines 20

4. Recovery Preparedness 21

DCLEP Risk Profile 21 DCLEP Community Profile 22 Potential Recovery Activities 23 Council’s Internal Capacity and Preparedness 25 Pre-engagement with Community 25 Building Relationships, Skills and Capacity in Recovery Processes 25 Recovery Plan Control and Storage 26 Annual Review of Plan 26

5. DCLEP Recovery Operation Plan 27

Disaster Recovery Management Structure 27 Activation 28

6. Glossary 30


7. Acronyms 37

8. Appendixes 39

Appendix 1 Map of District Council of Lower Eyre Peninsula 40

Appendix 2 Control Agencies and Hazards 41

Appendix 3 Pre-event Recovery Planning Checklist 42

Appendix 4 Community Recovery Management/Coordination Checklist 43

Appendix 5 Managing People Checklist 45

Appendix 6 Civic Responsibilities 47

Appendix 7 Management Responsibilities 49

Appendix 8 Development and Environmental Services Responsibilities 53

Appendix 9 Works and Infrastructure Responsibilities 56

Appendix 10 Corporate Services Responsibilities 62

Appendix 11 Pre-event Planning Checklist for Sub-plans 68

Appendix 12 Key Contacts 70

Appendix 13 Local Government Disaster and Financial Assistance Process 73

Appendix 14 Recovery Service Providers 74

Appendix 15 Community Groups Involved in Disaster Planning Workshops 94

Appendix 16 Recovery Action Plan Template 97


1. INTRODUCTION

PURPOSE

The purpose of this plan is to provide guidance and direction on the preparation for and conduct of Disaster Recovery Operations in the DCLEP.

Recovery is fundamentally a creative process which starts with damage assessment and needs analysis, and then moves to solving complex, inter-related issues in innovative ways. This plan strives to provide a foundation upon which this can occur. The plan complements the Lower Eyre and Western Zone Emergency Management Plan and the State Emergency Management Plan. This plan provides a framework for the effective recovery of the community of District Council of Lower Eyre Peninsula following a disaster in accordance with the Emergency Management Act, 2004, the Local Government Act (1999) and relevant DCLEP sub-plans.

OBJECTIVES

The objectives of this plan are to

• Demonstrate leadership in emergency management through planning, preparedness, response and recovery

• Provide direction and clarity to DCLEP staff in supporting recovery operations following a disaster

• Assist in building a more disaster resilient and informed community.

Figure 1 Integrated and holistic Recovery (EMA Community Recovery Handbook 2011)


THE RECOVERY PLANNING PROCESS

The seven steps outlined in the Disaster Recovery Guide for Councils (the Guide) have been used in the development of this plan. The Guide provides many useful questions that have helped staff to build their knowledge, identify the gaps and to set the direction for continual improvement and preparedness. It was equally important to engage the community in the development of this plan. The three information workshops held across the community have helped to build knowledge and skills, strengthen relationships between Council and community and build local networks that are fundamental to effective community recovery.

It is recognised that producing this plan is just the first step towards building resilience and capacity and that to maintain our effectiveness will require annual reviews, testing of systems and plans and ongoing community engagement.


2. FOUNDATIONS OF RECOVERY

WHAT IS DISASTER RECOVERY?

The need for recovery may arise from a range of events, including natural and technological disasters, major incidents, and major health emergencies, including pandemic and animal and plant diseases.

Disaster recovery is:

“the coordinated process of supporting affected communities in the reconstruction of the built environment and the restoration of emotional, social, economic, built and natural environment wellbeing.

Recovery is more than simply the replacement of what has been destroyed and the rehabilitation of those affected. It is a complex social and developmental process. Recovery provides an opportunity to improve aspects beyond previous conditions by enhancing social infrastructure, natural and built environments, and economies.

The manner in which recovery processes are undertaken is critical to their success. Recovery is best achieved when the affected community is able to exercise a high degree of self-determination. Well-designed communication plans are also critical to the success of an affected community’s self-determination.” (AEMI Community Recovery Handbook, Handbook 2).

COMMUNITY AT THE CENTRE OF RECOVERY

All recovery activities, whether local or state, are underpinned by the National Principles for Disaster Recovery which comprise of six key concepts:

• Understanding the context

• Recognising complexity

• Using community-led approaches

• Ensuring coordination of all activities

• Employing effective communication

• Acknowledging and building capacity.

Community recovery is best achieved within a holistic and integrated framework that ensures the community is at the centre of recovery activities across the social, economic, built and natural environments (Figure 1).

Effective recovery requires a range of services operating in a coordinated and streamlined way. The integration of government and non-government agencies, government owned corporations, industry groups, the private sector and whole-of-community is the foundation of recovery.

Effective recovery requires a thorough understanding of the community profile in order to integrate recovery activities across the four recovery environments. This is described further in the Section 4 Recovery Preparedness.


COMPONENTS OF RECOVERY

To assist in managing complexity, recovery is conceptually grouped into four inter-related functions applicable in an all hazards environment:

Social Economic Built Natural

The social environment considers the impact an event may have on the health and wellbeing of individuals, families and communities. This environment is primarily concerned with safety, shelter, health and psychological wellbeing.

The economic environment considers the direct and indirect impacts that an event may have on business, primary producers, tourism and the broader economy.

The built environment considers the impact that an event may have on essential infrastructure including essential services, commercial and industrial facilities, public buildings and assets and housing.

The natural environment considers the impact that an event may have on a healthy and functioning environment, which underpins the economy and society. Components of the natural environment include air and water quality; land degradation and contamination; plant and wildlife damage/loss; and national parks, cultural and heritage sites.

Envi

ronm

ents

Co

mpo

nent

s

Housing, Relief Services, Individual & Household Financial

Assistance

School Support

Businesses, tourism & local economies

Water and wastewater services

Health and Medical Assistance

Psychosocial Support

ICT & Telecommunications

Agriculture

Transport

Community Development

Gas, electricity, fuels

Natural environment, public land and waterways

Environmental hazard advice

Advice and information to community

Buildings and private infrastructure


3. RECOVERY ARRANGEMENTS IN SOUTH AUSTRALIA

STATE GOVERNMENT ROLE IN RECOVERY

Recovery arrangements for South Australia are outlined in the State Recovery Plan which is embedded in the State Emergency Management Plan. The responsibility for the overall coordination of response and recovery operations during an emergency rests with the State Coordinator who is the Commissioner of SAPOL.

The operational structure in Figure 2 shows the governance arrangements in place when there is a disaster at a scale that requires statewide coordination.

Figure 2 Governance Arrangements during disaster

http://www.dpc.sa.gov.au/what-we-do/services-for-government/security-and-emergency-management/state-emergency-management-plan

http://www.dpc.sa.gov.au/what-we-do/services-for-government/security-and-emergency-management/state-emergency-management-plan


AGENCIES ROLE IN RECOVERY

Under the State Emergency Management Plan, government agencies and participating non-government agencies have roles and responsibilities in both response and recovery. A list of the control agencies, for each type of emergency is in Appendix 2. This is relevant for the response phase of an emergency.

For the recovery phase, the services that might be required and the organisations that provide them are listed in Appendix 15. It also includes the local organisations that have been identified as potential partners in recovery.

Coordinators and providers of a service can vary according to circumstances and the scale of the emergency. Generally, the larger the event, the more state-level involvement there will be in the recovery. The State Recovery Committee, State Recovery Office and the Local Recovery Coordinator and Local Recovery Committee will coordinate resources as required.

COUNCIL’S ROLE AND RESPONSIBILITIES DURING RECOVERY

What councils actually do during recovery will be dependent on the type of event, the scale of the event and will, most likely, be different for every event.

For councils, responding to small, low level incidents is undertaking “ordinary operations in extraordinary situations” (i-Responda protocols). These events are usually coordinated by the Zone Emergency Support Teams (ZEST) or Incident Management Teams (IMT). When an emergency is at a significant level where more resources are required, the event is then coordinated by the State Emergency Centre (SEC).

In a disaster where statewide coordination is required, the affected councils are represented in the State Emergency Centre by the Local Government Functional Support Group through the Local Government Association. This establishes a liaison role with affected councils and provides a mechanism for sharing intelligence.

The Local Government Association is also a permanent member of the State Recovery Committee and individual councils may be invited to attend meetings during disaster specific recovery meetings.

According to the Local Government Act 1999, the emergency management functions of a council include:

• Providing for the welfare, wellbeing and interests of individuals and groups within its community (see section 7[c])

• Taking measures to protect its area from natural and other hazards and to mitigate the effects of such hazards (see section 7[d]).

Councils have specialised local knowledge about the environment and demographic features of their districts and, as such, are well placed to determine and respond to local needs and priorities, especially with regard to recovery.

Local government responsibilities in recovery include consideration of the following:

LEADERSHIP

• Senior representation on local recovery committees (Mayor/elected member/executive)

• Representation at community meetings

• Identifying community impacts

• Liaising with the state agencies to determine potential recovery services


• Acting as Council media spokesperson

• Appointing a local recovery coordinator (if not provided by the state).

COMMUNITY LIAISON

• Opening lines of communication with local recovery service providers

• Establishing communications with the community

• Supporting relief/recovery centres

• Providing support in assessing, mapping and informing the community of the impacts of the disaster on the council area

• Supporting liaison between the local recovery coordinator and the local recovery committee

• Providing support and coordination to local volunteer efforts.

COMMUNITY DEVELOPMENT

• Appointing a community recovery officer

• Supporting state agencies to identify impacts and areas of need

• Implementing community development packages

• Supporting recovery centres

• Coordinating local recovery service providers

• Consider membership on local recovery committee.

In the event of an emergency occurring, it is crucial that elected officials, senior council staff and emergency personnel have a clear and shared understanding of their respective responsibilities. The following functional roles are important under the Prevention, Preparedness, Response, Recovery spectrum.

A detailed operational task list for activation of DCLEP staff is in Appendices 6-10.

LOCAL GOVERNMENT FUNCTIONAL SUPPORT GROUP ROLES (LGFSG)

The role of the LGFSG in the State Emergency Management Plan is to coordinate the response from Local Government during emergencies. This support group strengthens the arrangements between local government and emergency services by establishing a formal coordinated approach across the sector; maintaining essential contact points, sharing resources, and reducing duplication of effort.

EMERGENCY MANAGEMENT CONTACT OFFICER (EMCO)

The EMCO is a functional role that operates during normal business hours only. The EMCO is the primary point of contact for all non-incident emergency management related matters, including for Local Government Functional Support Group activities. The activities of the EMCO include:


• Ensure the emergency management contact database for the organisation is up to date

• Receive and disseminate required external emergency management related emails, documents, etc for comment within organisation

• Ensures the organisation’s views are expressed in a consolidated manner

• Participates in ZEMC meetings (Lower Eyre and Western Zone Emergency Management Committee).

COUNCIL COMMANDER (CC)

The CC is an operational role that is the primary point of contact for all emergency/incident related matters during activations/emergencies related to the organisation.

The role of the CC is to:

• Take command of the organisation’s resources and determine the level of commitment to the emergency.

• Work with the LGFSG incident management structures

• Ensure effective liaison with field staff and emergency services and agencies working within or servicing the council

• Be actively involved in the response and recovery phase of an incident

• Brief council senior management on council involvement

• Ensure incident related expenses are captured using organisational processes

• Ensure incident records are maintained including log of activities.

MAYOR AND COUNCILLORS

The mayor and councillors do not have an operational role in emergency management. The key role of the mayor and councillors during an emergency is to:

• Advocate on behalf of, and represent, their constituents.

• Facilitate communication between council and the community

• Act as media spokesperson.

SHARED PLANNING AND PROTOCOLS

Although this is a DCLEP plan, it is important to remember that disasters are not usually confined to local government boundaries, and that community and staff live, work and travel across council boundaries. It is therefore important to maintain a regional perspective in planning for disasters and recovery.

As such, the DCLEP disaster plan aligns with the Eyre and Western Zone Emergency Management Plan which is coordinated by the Eyre and Western Zone Emergency Management Committee. This region wide approach to planning enables councils in the region to develop a shared understanding of risks, build knowledge and capacity in emergency management as well as to establish relationships in order to work together when disasters occur in the region.


The Local Government Association has developed the i-Responda program which enables councils to share resources during response and recovery.

Relevant staff in the Works and Infrastructure Department have attended training in the program and are able to respond when requested by the control agency. Documentation on the Emergency Response Support Register and the Emergency Services Plant and Equipment Register is contained in the Works and Infrastructure Disaster Sub-Plan.

COMMUNITY’S ROLE IN RECOVERY

Community and stakeholder engagement is fundamental to overall recovery. The process of engaging and interacting during the pre-planning stage and after a disaster can help create a more resourceful and resilient community.

A list of the DCLEP community groups who attended the workshops in preparation for this plan is in Appendix 15. Coffin Bay and Cummins have formed emergency ready committees.

The State Recovery Office provides a consultative role to other non-government organisations that might provide services and support to affected communities.

VOLUNTEER’S ROLE IN RECOVERY

Volunteers take many forms from motivated individuals to organised and structured groups. They may be local or from outside of the council area. Local level volunteerism will vary after disaster events as local people are often helping family and friends.

Almost every aspect of recovery can involve volunteers. Volunteers work across all four areas of the recovery (built, natural, social and economic) to support people affected by the emergency. Volunteer groups can spontaneously appear on the ground, at the council offices, through the local recovery committee, or might be coordinated through the State Recovery Office.

After a large emergency situation has occurred, the Volunteering SA & NT website will activate a phone number and an online link for people to register. Volunteering SA & NT will refer potential volunteers to non-government organisations like Australian Red Cross, Habitat for Humanity or Samaritan's Purse.

Under such conditions, the State Recovery Office, is responsible for managing the needs of affected community members and will work with Volunteering SA & NT to assist in planning and managing the volunteer effort.

The State Recovery Office requests that non-government volunteer organisations are able to:

• Ensure that all volunteer activity is appropriately supervised

• Ensure that volunteer initiatives on private property are suited to the needs and sensitivities of residents

• Ensure that where required, appropriate checks and certifications have been sighted

• Have suitable induction and training package for new volunteers working in affected areas

• Ensure that activities such as fencing and environmental work are carried out by auspiced groups with trained and insured volunteers

DCLEP has a volunteer register of community groups and individuals that have been inducted and can be activated as required. This acknowledges that being involved is an important part of belonging and recovering. Documentation on the Volunteer register and protocols are contained in the Corporate Services Disaster Sub-Plan.


APPEALS AND DONATIONS

Following an emergency event, there is a desire among the general population to donate goods and money to the disaster-affected community. Unless specific goods are required to assist recovery operations, the public will always be encouraged to donate money in preference to goods.

Community officials and the media should check with the State Recovery Coordinator before initiating public appeals.

The State Emergency Relief Fund (SERF), which is independent of government, may launch an event specific appeal.

Donated goods will also spontaneously emerge as altruistic people and informal community groups seek to render assistance. If left uncoordinated and unsupported, they often attract donations of material goods that are either not needed, or which undermine the local economy. Various state agencies as well as corporate and community organisations, have arrangements in place to manage donations and goods for individuals, communities and animals.

Corporate Services Disaster Sub-Plan includes the signage, scripts and protocols for managing donated goods.

The SRO has an agreement with St Vincent de Paul to manage donated goods. St Vincent de Paul will be activated if the amount of donated goods is beyond the capacity of the local community or if significant donated goods are required.

WHEN DOES RECOVERY START?

Recovery begins shortly after the response phase has begun and damage has been identified. Recovery typically goes through three levels; Immediate/short term or Relief (1-2 weeks), Medium (3-12 weeks) and Long-term Recovery (4-24 months). These levels are graphically depicted in Figure 3.

Fig 3 Timeline for Recovery

IMMEDIATE/SHORT-TERM RECOVERY

Immediate/short-term recovery (also referred to as emergency relief) aims to address and support the immediate needs of individuals, businesses and the community affected by an event. It overlaps with response operations.


Immediately after an event there is a need to identify the extent of the impact, and what needs to be done to ensure the safety of life and property, and return the community to normal. This includes providing services such as:

• immediate provision of shelter, food, and clothing and community services (coordinated by Housing SA)

• restoration of affected utilities and communications (coordinated through the State Emergency Centre)

• clearance of debris and other hazards resulting from an event (Council and relevant government agencies).

This phase of recovery is challenging as it coincides with response operations. It is the period after a disaster when initial relief services are offered to the affected community and the full extent of recovery activities is yet to unfold. Information and analysis often takes time to be revealed and priority setting needs to be flexible.

It is advisable to have a strategic planning team who are separate to the operational team and who are focused on gathering information for impact assessment across the four recovery domains, undertaking a needs analysis and planning for medium and long term recovery.

The transition from the response and short term relief operations to the next level of recovery must be carefully managed. When it occurs it will be based on the following criteria:

• the emergency is contained

• search and rescue groups cease activity

• public safety measures are in place and work effectively

• no further hazard or secondary event is likely in the near future

• initial rehabilitation has commenced

• damage to community infrastructure has been assessed and/or restoration has commenced

• temporary accommodation and services have been provided if required

• local organisations which can provide services and/or a hub for services have been identified and engaged

• local community organisations and cultural groups and their leaders have been identified and engaged

• operational recovery plans and sub-plans have been activated.

MEDIUM-TERM RECOVERY

Medium-term recovery continues the coordinated process of supporting affected communities in the reconstruction of physical infrastructure, restoration of the economy and the environment, and support for the emotional, social, and physical wellbeing of those affected. The following recovery activities are conducted during this stage:

• Ongoing needs analysis so that recovery can support the changing recovery needs of the community

• Continued and enhanced community engagement

• Continued and enhanced community participation in decision making

• A Recovery Action Plan across the recovery domains is implemented and progress monitored and reported

• Plans are continuously updated to reflect changing recovery needs and progress of recovery.

The recovery activities of this stage will assist the affected community to return to a state of normality although the community is likely to experience changes resulting from the event.


LONG-TERM RECOVERY

Long-term recovery involves the ongoing transition from recovery to normal community development processes. During this stage, most recovery workers leave and systems start to wind down as normal business processes return. It is important that this reduction in recovery support is managed and that documented arrangements are in place locally to continue to address individual and community recovery needs.

RECOVERY ACTIVATION GUIDE

The phases of recovery depicted in Figure 3 Timeline of Recovery are applicable to a large scale disaster and where the State assumes responsibility for recovery coordination in partnership with local community. Where there are minor, small or medium level events at the local level, councils often manage recovery by themselves, in partnership with another council, or with support from the LGFSG and/or the State Recovery Office.

The following tables provide a guide for decision-making when assessing the recovery governance arrangements and resource options that might be needed after a minor, small, and medium level of disaster. The guide is based on past experiences in South Australia and is indicative only. Note that the descriptors provide points on a continuum and future events may fall between the categories.

MINOR LEVEL ACTIVATION

TYPICAL FEATURES

Recovery is manageable by individual, neighbourhood, community, council.

Some or all of the following is present: • People are resilient and self-reliant

but seek information and guidance • Insurance coverage is generally

adequate • Resources are accessible to meet

needs

GOVERNANCE ARRANGEMENTS

Formal structures are not likely to be required • Control agency assesses situation

and informs those involved • ZEST, if activated, informs SRO • Local community associations

might be involved

RECOVERY OPTIONS/RESOURCES

www.sa.gov.au/recovery for useful information and resources

Insurance and utility companies respond to issues and provide information

Council responds to issues through Business as usual mechanisms

Council Recovery Plan activated

Zone Recovery Plan might be activated Examples of previous events of this level in South Australia are: 2012, Coomunga Fires; 2013, Kingston Tornado; 2014,

Rocklea Fires; 2015, Storm/ Flooding Port Adelaide.

SMALL LEVEL ACTIVATION

TYPICAL FEATURES As for minor level, plus:

Some or all of the following is present: • Coordination of 2-3 agencies • Standard business practices are

adequate • Areas of vulnerability are identified

and managed locally • Majority of producers are managing

conditions

GOVERNANCE ARRANGEMENTS As for minor level, plus:

• Formal structures might be required for the short term

• Recovery coordinator might be needed for short term

• Community might need to be involved through local mechanisms

RECOVERY OPTIONS/RESOURCES As for minor level, plus the following is available on request:

Assistance from another council

LGFSG can provide support across councils

Support and advice from SRO

Examples of previous events of this level in South Australia are: 2001, Tulka Fire; 2017, High flow Murray River.

http://www.sa.gov.au/topics/emergencies-and-safety/recovery


MEDIUM LEVEL ACTIVATION

TYPICAL FEATURES

Local capacity to manage might be exceeded

Some or all of the following might be present: • More than one township or council

affected • Community profile might have

areas of vulnerability beyond local capacity

• Community members might need psycho-social support

• Increased public messaging, media and/or political interests

• Local resources are fully committed


As per small level, plus

• Control agency assesses situation and informs those involved

• ZEST, if activated informs SRO • Formal recovery structures might be

needed for multiple agency coordination

• Virtual/ad hoc meetings of SRC as required

• Local recovery coordinator to lead recovery activities: - Chair Local Recovery committee - Develop Recovery Plan - Manage communication

RECOVERY OPTIONS/RESOURCES As for small level, plus the following might be needed: • Assistance with coordination from

SRO • Coordination across all recovery

domains • Recovery centre or mobile recovery • Appointment of community recovery

officer • Appointment of local recovery

coordinator • Establishment of local recovery

committee • Communication strategies

Examples of previous events of this level in South Australia are: 2009, Winters Hill; 2013, Kangaroo Island Floods; 2016, Riverland Storm; 2016, Virginia Floods (Gawler River).

ADDITIONAL QUESTIONS TO ASSESS LEVEL OF RECOVERY SUPPORT 1. Is recovery manageable within current resources?

2. Is recovery manageable with assistance from another council?

3. Are current business continuity plans adequate?

4. Is coordination of multiple state agencies manageable within council resources?

5. Can community participate in recovery activities through established mechanisms?

6. Does council management have a leader with the necessary level of authority to take action?

7. Does the affected community have a leader with capacity to lead recovery efforts?

8. Can the council address recovery action through current revenue streams?

9. Is there capacity to identify and access NDRRA funding options?

10. Can council manage the additional public, media and political information needs?

If the answer to any question is NO; then contact the Director, State Recovery Office on 08 8415 4301 to discuss options.


The following two tables describe the criteria considered at the state level for major and catastrophic levels of activation.

HIGH LEVEL ACTIVATION

TYPICAL FEATURES State assumes responsibility for recovery coordination in partnership with local community. Coordination is required across all recovery domains

• As for medium level, plus the

following might be present: • Public health and

environmental hazards • Losses on average agricultural

and horticultural production and profitability

• Businesses might see reduced spending


As per medium level, plus

• SEC may or may not be activated • Formal recovery structures

needed for multiple agency coordination

• SRC meets regularly • Cabinet meetings likely • SERF may be activated

Declared1 • SEC is activated • Assistant Coordinator–Recovery

appointed • Formal recovery structures needed

for multiple agency coordination • SRC meets regularly • Cabinet meets regularly • SERF may be activated

RECOVERY OPTIONS/RESOURCES The following is required:

• Recovery centre/s and mobile recovery

• Appointment of community recovery officer/s

• Appointment of local recovery coordinator

• Communication strategies • Additional commonwealth and/or

state funding is likely

Declared The following might also be needed

• Interstate Assistance through o Guidelines for Interstate Assistance (Community Recovery) o Medium to Long term Accommodation Plan o Other Capability Plans

Examples of previous events of this level in South Australia are: 2005, Wangary Fire (declared); 2015, Pinery (undeclared); 2015, Sampson Flat (declared).

CATASTROPHIC LEVEL ACTIVATION

TYPICAL FEATURES

State assumes responsibility for recovery

coordination in partnership with local

communities

• Capacity of state agencies under great pressure

• Extensive state and federal resources deployed for extended period

• Event/s may be at a level not previously experienced


As for high level declared event plus:

• Enhanced governance arrangements may be activated (eg taskforce, new authority)

RECOVERY OPTIONS/RESOURCES As for high level plus:

• Additional state and/or commonwealth funding

• COMDISPLAN activated

South Australia has not experienced a catastrophic level disaster in the past 20 years. Other Australian examples include 2009, Black Saturday Bushfire, VIC; 2010 QLD floods.

1 A declared emergency is one that has been identified by the State Coordinator or Governor as a major incident, major emergency or disaster and provides for additional powers and governance arrangements under the Emergency Management Act, 2004


LOCAL GOVERNMENT DISASTER RECOVERY ASSISTANCE GUIDELINES

The Local Government Disaster Recovery Assistance Guidelines provide a mechanism to assist councils with managing the costs associated with disaster recovery following a natural disaster. A financial threshold mechanism is used to establish the level of assistance to be provided. The government’s assistance will usually be in the form of proportional reimbursement of actual expenditure incurred by a council in undertaking specified recovery actions. The application process is described in Appendix 13.

Council will ensure that within 24 hours of a disaster, it will inform the Director, State Recovery Office if it has been significantly impacted.


4. RECOVERY PREPAREDNESS

Recovery preparedness is an ongoing activity that is achieved by:

• Understanding the risk profile

• Understanding the community strengths and vulnerabilities in each of the recovery domains

• Ensuring that the DCLEP recovery framework and arrangements are widely understood by staff

• Engaging the community in developing and reviewing the plan (pre-engagement)

• Having the sub-plans for each department up to date

• Staff being trained in recovery processes ideally through exercising

• Reviewing plans annually or after a disaster.

A checklist for recovery preparedness is in Appendix 3.

DCLEP RISK PROFILE

Understanding the risk profile for the area is a key step towards recovery preparedness.

While an all hazards approach underlies this plan, the hazards which are of most concern for DCLEP (outlined in the Lower Eyre and Western Zone Emergency Management Plan) are:

• Extreme weather including storms and extreme heat

• Rural fire

• Animal and plant disease.

Understanding the hazards and prioritising the controls for mitigation against the risks is incorporated into the DCLEP Strategic Plan, the Business Continuity Plan, the Bushfire Management Area Plan, and the Annual Business Plan.

Other impacts from extraordinary events that might affect the risk profile include:

• Additional risks when a large tourism event is scheduled

• Impact of disease on agriculture industry

• Impact of disease or oil spillage on the aquaculture industry

• Grain silo fire/explosion

• Failure of water supply

• Major incident at the airport.


DCLEP COMMUNITY PROFILE

The Lower Eyre and Western Zone Emergency Management Zone Plan describes the profile of the region in detail including: the geography and climate, demographic profile, income and population distribution, community capacity, industries, public buildings, spaces and events, significant infrastructure and hazardous sites. Although this is a DCLEP plan, it is important to remember that disasters are not usually confined to local government boundaries, and community and staff live, work and travel across boundaries, so a regional perspective needs to be also considered in planning for disasters and recovery.

A summary of the key strengths and vulnerabilities for the DCLEP is as follows:

SOCIAL

Strengths: A resilient well organised community who have participated in emergency preparedness events.

Vulnerabilities: Council has a significant number of elderly citizens, and runs the Cummins Homes facility for which it has emergency procedures in place. There are 22 small settlements and townships across the district which may have isolated individuals who could have issues with access to information or may not have personal bushfire or emergency plans.

ECONOMIC

Strengths: A stable economy with strong community leaders and businesses that could provide input to recovery activities. There are high numbers of small and medium businesses which contributes to a stable economy, strong employment and a regular supply of goods and services. The agriculture and aquaculture industries are particularly important.

Vulnerabilities: There is likely to be a number of houses, farms, and businesses that are either not insured or underinsured. Drought can impact on the agricultural industry. Seasonal impacts from external factors can have an impact on the aquaculture industry (eg supply of spats).

BUILT

Strengths: An increased number of new houses have been built according to current fire rating building standards. Access to the district is good with good road networks, accessible roads, airport, port and coastline.

Vulnerabilities: Population of Coffin Bay triples in the major holiday seasons and there is only one main road leading to the township. A subsequent decline in population during holiday seasons of the farming community of Cummins and district as people gravitate to coastal locations could impact on availability of resources in the event of a disaster.

ENVIRONMENT

Strengths: Temperate climate, beautiful coastline, popular national parks and broad acreage farming attracts a strong community of people.

Vulnerabilities: Risk of fires from lightning strikes on severe and catastrophic fire days in National Parks and districts where there is limited pasture and extensive fields of cereal crops immediately prior to harvest.

A map of the DCLEP is at Appendix 1.


POTENTIAL RECOVERY ACTIVITIES

The following table of potential activities is from the Disaster Recovery Guide for Councils and “highlights the functions or services that council might be involved in, either as the activity leader or a contributor” (page 26). This is an all hazards, all levels of disasters planning tool that can be used by each area of council to develop their sub-plans which might include: policies, scripts, checklists, emergency reserves, pre-organised arrangements and contracts and contact phones numbers.

FUNCTIONAL SERVICE AREA POTENTIAL ACTIVITIES

WASTE MANAGEMENT • Domestic and Commercial waste

• Household collection services to support clean up (including additional mechanisms such as skip bins for residents to use)

• Collection and disposal arrangements for household hard waste,

• home building and fencing materials, hazardous chemicals, etc

• Dumping fees (waive, reduce or subsidies)

• Replacing damaged or lost wheelie bins etc

• Specific arrangements for

• Disposal of hazardous waste (such as asbestos, chemicals, etc)

• Arrangements for disposal of sandbags

• Arrangements for disposal of excess green waste

• Arrangements for recyclables

• Car body and debris removal

INFRASTRUCTURE • Assess and restore local council infrastructure, such as roads, bridges, shore

line facilities (boat ramps), river and levee banks etc

• Assist with repairing driveways and private fencing (in discussion with the control agency where damaged occurred during mitigation measures)

PLANNING AND DEVELOPMENT

• Advice on structural engineering

• Fast track development applications, noting a potential increase in demand

COMMUNITY WASTE WATER MANAGEMENT SYSTEM

• Assess capacity of effluent systems immediately after the disaster

• Identify process for pumping effluent such as using generators, supplementary pumps or contractors

STORM WATER MANAGEMENT

• Maintenance of drains, storm water swales and road verges

• Pumping water off land


ENVIRONMENTAL HEALTH • Advise on food safety and disposal – residents and business

• Advise on pumping out septic tanks and assisting with advice for on-site waste disposal systems

• Advise on potable water safety (rain water tank and bore contamination) and supply potable water if required

• Inspect dwellings to assess whether they are habitable from an environmental health perspective

• Mosquito management

NATURAL ENVIRONMENT • Restoring council parks, gardens and foreshore areas

• Removing or pruning hazardous trees (from both public and private land where they pose a threat to public space)

• Coordinate and approve distribution of firewood from roadside clearing for community use

• Assessing hazardous trees on private land

ANIMAL MANAGEMENT • Domestic pets

• Rescue and capture of domestic pets at large and reunification

• with owners

• Establishing options for residents impacted by the disaster to safely secure their animals

• Livestock

• Assist with removal or burial of carcasses

VULNERABLE AND AGED RESIDENTS

• Outreach to vulnerable and aged people in council owned facilities

• In conjunction with the LRC, contribute to the recovery and

• outreach services for vulnerable people, particularly where council has an existing connection to them

• Delivering messages to isolated residents known to council

COMMUNITY INFORMATION AND ENGAGEMENT

• Promote and share critical recovery information with the local community, including relief centre locations, fact sheets about cleaning up or available grants, via social media and websites or at council offices

• Contribute to public information and media activities being undertaken by the SRC or LRC

• Support community engagement activities by identifying established local networks, providing input into LRC and providing advice on how to reach particular parts of the community


COMMUNITY DEVELOPMENT AND SUPPORT

• Host/accommodate the LRC and community recovery officers supporting the recovery

• Undertake community events and activities which support community needs

• Monitor emerging issues and coordinate support services to the community when they are required

• Provide access to pre-identified council facilities/locations for other agencies or groups providing recovery services to the community

• Integrate disaster recovery and resilience activities into usual community development program

FINANCIAL SUPPORT • Consider deferral of rates payments or waiving fees/levies for impacted

residents, ideally in collaboration with other affected councils for a consistent approach

COUNCIL’S INTERNAL CAPACITY AND PREPAREDNESS

The DCLEP Disaster Recovery Plan is integrated with the DCLEP business continuity plan and is reviewed annually.

A register of staff, contact details and emergency management training has been updated in each of the department Disaster Recovery sub-plans.

Each department has updated their recovery sub-plans to include relevant policies, scripts, checklists, emergency reserves, pre-organised arrangements and contracts, contact phones numbers, holiday planning staff contact details and emergency kits. See Checklist in Appendix 11.

PRE-ENGAGEMENT WITH COMMUNITY

This plan is published on the council website and is available to members of the public on request. Ongoing public information about recovery and the DCLEP Recovery Plan is provided using normal community engagement strategies (media, Council Facebook, etc).

Contact with established leaders and members of local community groups have occurred to advise them of the possible formation of community recovery groups and their involvement. Prior engagement with prospective members familiarises them with the DCLEP recovery framework and provides an opportunity for building networks.

When community members develop their personal emergency management plans they should be encouraged to consider neighbours or other people in the community who are isolated or vulnerable and might need assistance in an emergency.

BUILDING RELATIONSHIPS, SKILLS AND CAPACITY IN RECOVERY PROCESSES

Training people with key functions in recovery is necessary to ensure they are able to perform their functions if a disaster event occurs. Recovery training will be focused on disseminating information on the DCLEP Recovery Plan, to both staff and community; developing skills through operational preparedness; building relationships with community through ongoing awareness raising, skill development and participation in training exercises. A register of staff training and capacity is updated annually.


RECOVERY PLAN CONTROL AND STORAGE

The DCLEP Recovery Plan, sub-plans and associated documents are stored so that staff has access to all current documentation in a central place.

Due to high likelihood of power outage associated with disasters, electronic and hard copies are also stored offsite and on a USB.

The Manager of Corporate Services has responsibility for maintaining version control and currency of documentation to ensure staff has the most recent versions.

RECOVERY RESOURCES

All resources and tools that are developed as part of the sub-plans to the DCLEP Recovery Plan (such as templates, checklists, field kits, mobile phones and chargers, equipment, generic email accounts, contact details) are stored and maintained by Managers of each department as outlined in their respective sub-plans. Appendix 11 provides a sample checklist of some of the resources that would be useful for inclusion in the sub-plans.

ANNUAL REVIEW OF PLAN

This plan will be reviewed and updated as part of fire season preparations in partnership with staff and community.

If council has been involved in an event, then a formal debriefing process will provide opportunity to identify what has worked well, what needs more work and challenges that were encountered

The review date for this plan is by December 2018.


5. DCLEP RECOVERY OPERATION PLAN

The Council Recovery Structure is based around the established functional areas established by administration within the DCLEP. It is recognised that the structure will need to be flexible to respond to the nature and scale of an event.

DISASTER RECOVERY MANAGEMENT STRUCTURE

The Disaster Recovery Management structure will be similar to the general administrative structure but will be flexible depending on the scale and type of event. In addition, it is understood that individual staff may be in multiple roles.

The CEO will lead the Disaster Recovery Strategic Planning team and the Director of Works and Infrastructure will be the Disaster Operations Manager. The CEO, the three departmental managers and the Mayor (ex-officio) will form the Disaster Recovery Strategic Planning Team.

Figure 4 Disaster Recovery Strategic Planning Team


ACTIVATION

A summary of the operational and recovery tasks and actions for the leadership team are in Appendix 4-10

Commencing recovery activities will not be as urgent as the actions required by Council in response to the disaster. However, as situational awareness (impacts of disaster) is developed during the first 7 to 20 days, planning for recovery action should begin in parallel to the response operations.

If a large scale event occurs, the recovery effort will be led through statewide arrangements in partnership with the local committee. Planning for diversion of resources and disruption to regular business activities will need to be considered for an extended period of time.

The following steps cover the actions of the Chief Executive Officer in the first 7 to 20 days.

STEP 1

• Activate the DCLEP Disaster Operation Plan as soon as practicable after the event on advice from the CC or the ZEST Commander

• Collect information on impacts through ZEST

• Call a meeting of executive management team

• Prepare to activate sub-plans in response to event

• Inform Mayor and other councillors

• Inform other zone councils (if required)

• Inform all staff to stand by.

STEP 2

• Determine operational structure according to scale and type of event

• Advise Departmental Managers to fully activate sub-plans in response to event, including:-

o Inform all staff and ensure support for operations

o Review rosters and roles for potential shift work

o Direct those allocated to response operations

o Monitor OHS issues for operational and non-operational staff

o Follow business continuity plans (critical v non-critical activities)

• Communicate with Local Government Functional Support Group and State Recovery Office

• Ensure senior attendance at community meetings run by control agencies


STEP 3

• Organise a meeting of the Strategic Recovery Planning team

• Continue to collect information across the four recovery domains from Mayor and councillors, liaison officers, operational managers and community meetings

• Consider community leaders who may be suitable for Local Recovery Committee

• Make decisions based on situational information and context.

STRATEGIC RECOVERY PLANNING

By the end of the first week of responding to an incident, the Strategic Recovery Planning team need to meet to consider the future recovery activities that may be needed. Recovery Planning is creative, dynamic and flexible. The ability to plan ahead will be dependent on information flow, the unfolding impact assessments, situational awareness and scale of the event.

RECOVERY ACTION PLANS

For significant events where Council is a member on the Local Recovery Committee, the Strategic Recovery Planning team will be part of the planning process that develops a Recovery Action Plan.

If Council is leading a locally organised recovery as a result of a smaller event (where statewide coordination is not required) then a local action plan is all that is required. The Recovery Action Plan template in Appendix 16 can be modified for use in locally coordinated recovery activities.

LOCAL ADVISORY GROUPS

Local advisory committees are the mechanism to enable members of the local community, including people affected by the event and representatives from local organisations, to meet and to provide input and guidance to the Local Recovery Committee whether it is coordinated by state or local government.

These local committees may be geographically based (a town or locality); or they may be functionally based eg Economic, Environmental, Infrastructure or Human/Social. The Strategic Recovery Planning team will consider the makeup of local advisory committees dependent on the particular circumstances.


6. GLOSSARY

The Glossary provides definitions for high level terms used within this plan. For further definitions refer to the Australian Institute for Disaster Resilience (AIDR) glossary on the web site (Knowledge.aidr.org.au).

AGENCY A government department or non-government organisation

ASSISTANT STATE COORDINATOR

An Assistant State Co-ordinator has the functions and powers delegated to the Assistant Co-ordinator by the State Co-ordinator or assigned to the Assistant Co-ordinator by SEMC with the approval of the State Co-ordinator.

COMMAND The internal direction of the members and resources of an agency in the performance of the organisation’s roles and tasks. Command operates vertically within an organisation.

COMDISPLAN The Commonwealth Government Disaster Response Plan. The State Coordinator may seek assistance from the Australian Government, including the Defence Force, through these arrangements.

CONTROL The overall direction of emergency management activities in an emergency situation. Authority for control is established in legislation or in an emergency plan and carries with it the responsibility for tasking other organisations in accordance with the needs of the situation. Control relates to situations and operates horizontally across organisations.

CONTROL AGENCY The agency exercising control at an emergency. The agency will be appointed as per Section 20 of the Emergency Management Act 2004.

COORDINATION The bringing together of organisations and elements to ensure effective response and recovery operations.

COORDINATING AGENCY

Subject to Section 19 (2) South Australia Police will be the co-ordinating agency for all emergencies.

CRITICAL INFRASTRUCTURE

The physical structures, facilities, networks and other assets which provide services that are essential to the social and economic functioning of a community or society


DECLARED EMERGENCY

An emergency that has been declared an identified major incident, major emergency or disaster by the State Coordinator or Governor.

DECLARED DISASTER If it appears to the Governor that a major emergency has occurred, is occurring or is about to occur and the Governor is satisfied that the nature or scale of the emergency is, or is likely to be, such that it should be declared to be a disaster under this section, the Governor may (whether or not the emergency has previously been declared to be an identified major incident under section 22 or a major emergency under section 23) declare the emergency to be a disaster.

DISASTER A serious disruption to community life that threatens or causes death or injury in that community and/or damage to property which is beyond the day-to-day capacity of the prescribed statutory authorities and which requires special mobilisation and organisation of resources other than those normally available to those authorities.

DISASTER RECOVERY Measures necessary to assist the re-establishment of the normal pattern of life of individuals, families and communities affected by the emergency

EMERGENCY An event, actual or imminent, which endangers or threatens to endanger life, property or the environment, and which requires a significant and coordinated response. Any event which arises internally or from external sources which may adversely affect the safety of persons in a building or the community in general and requires immediate response by the occupants. An unplanned situation arising, through accident or error, in which people and/or property are exposed to potential danger from the hazards of dangerous goods. Such emergencies will normally arise from vehicle accident, spillage or leakage of material or from a fire.

Note - This is not limited to naturally occurring events (such as earthquakes, floods or storms) but would, for example, include fires, explosions, accidents, epidemics, pandemics, emissions of poisons, radiation or other hazardous agents, hijacks, sieges, riots, acts of terrorism and hostilities directed by an enemy against Australia.


EMERGENCY MANAGEMENT

A range of measures to manage risks to communities and the environment. The organisation and management of resources for dealing with all aspects of emergencies. Emergency management involves the plans, structures and arrangements which are established to bring together the normal endeavours of government, voluntary and private agencies in a comprehensive and coordinated way to deal with the whole spectrum of emergency needs including prevention, response and recovery.

EMERGENCY MANAGEMENT COUNCIL

Cabinet committee of the South Australia Government chaired by the Premier to address emergency management issues.

EMERGENCY RELIEF CENTRE

The centre at which emergency relief services to persons affected by an emergency are provided. It may include short-term shelter, information, personal support, food, temporary accommodation, practical advice, basic first aid, interpreter services, companion animal care, financial assistance and referrals.

EVENT Includes incident, emergency and disaster

FUNCTIONAL SUPPORT GROUP

A grouping of participating agencies coordinated by a lead agency that performs a functional role as part of the State Emergency Centre arrangements to support response and recovery operations for an emergency.

HAZARD A source of potential harm or a situation with a potential to cause loss. A potential or existing condition that may cause harm to people or damage to property or the environment. An intrinsic capacity associated with an agent or process capable of causing harm.

HAZARD LEADER

INCIDENT

Defined within the Plan under ‘Hazard Leader’ heading.

An event, occurrence, or set of circumstances that: • has a definite spatial extent; • has a definite duration

• calls for human intervention

• has a set of concluding conditions that can be defined: and

• is or will be under the control of an individual who has the authority to make decisions about the means by which it will be brought to an end.


IDENTIFIED MAJOR INCIDENT

If it appears to the State Co-ordinator that the nature or scale of an emergency that has occurred, is occurring or is about to occur is such that it should be declared to be an identified major incident, the State Co-ordinator may declare the emergency to be an identified major incident.

IMPACT ASSESSMENT An assessment of the total effects of an emergency including social, infrastructure and built, economic and the natural environment.

INCIDENT CONTROLLER

The person designated by the Control Agency to lead field response operations.

LOCAL RECOVERY COMMITTEE

The strategic decision making body for recovery providing visible and strong leadership with a key role in restoring confidence to the community through assessing the consequences of the emergency and coordinating activities to rebuild, restore and rehabilitate the affected community.

LOCAL COMMUNITY REFERENCE GROUP

A group of local community members, including people affected by an event, and representatives of local organisations, who meet and provide input and guidance to local recovery committee.

LOCAL RECOVERY COORDINATOR

The public face of the recovery operation, providing leadership to the Local Recovery Committee and coordinating the recovery effort in accordance with agreed recovery plans.

LOCAL RECOVERY PLAN

A plan developed to provide the strategic direction and operational actions required to facilitate a successful recovery at the local level.

MAJOR EMERGENCY If it appears to the State Co-ordinator that a major emergency has occurred, is occurring or is about to occur, the State Co-ordinator may declare the emergency to be a major emergency (whether or not the emergency has previously been declared to be an identified major incident under section 22).

NATIONAL PRINCIPALS FOR DISASTER RECOVERY

Six key concepts that guide successful recovery


NATURAL DISASTER RELIEF AND RECOVERY ARRANGEMENTS (NDRRA)

Funding arrangements provided by the Australian Government to help pay for natural disaster relief and recovery costs based on the terms and conditions in the NDRRA Determination 2012.

PARTICIPATING AGENCY

An agency or organisation that has agreed to be part of a Functional Service. An agency may be involved in more than one Functional Service.

PREPAREDNESS All activities undertaken in advance of the occurrence of an incident to decrease the impact, extent and severity of the incident and to ensure more effective response activities.

PREVENTION All activities concerned with minimising the occurrence of incidents, particularly those of human origin.

RECOVERY CENTRE A one-stop-shop that centralises local, state and Australian government and non-government services to support people affected by emergencies.

RECOVERY OPERATIONS

The coordinated process of supporting emergency-affected communities in reconstruction of the physical infrastructure and restoration of emotional, social, economic and physical well-being.

RELIEF The provision of material aid and emergency medical care necessary to save and preserve human lives and enable families to meet their basic needs for shelter, clothing, water, and food (including the means to prepare food).

RESPONSE OPERATIONS

Any measures taken in anticipation of, during or immediately after an emergency to ensure that the effect of the emergency is minimised and that affected individuals are given immediate relief and support

RISK The exposure to the possibility of such things as economic or financial loss or gain, physical damage, injury or delay, as a consequence of pursuing a particular course of action. The concept of risk has two elements, i.e. the likelihood of something happening and the consequences if it happens.

RISK ASSESSMENT The overall process of risk identification, risk analysis and risk evaluation.


RISK MANAGEMENT Coordinated activities to direct and control a community or organisation with regard to risk.

STAKEHOLDERS Those people and organisations that can affect, be affected by, or perceive themselves to be affected by a decision or activity.

STATE CONTROLLER The person nominated by the Control Agency to lead the activities of the Control Agency.

STATE CONTROL CENTRE

The nominated location from which a functional service coordinates the activities of its participating agencies. This centre may have a dual role if the agency responsible for a functional service is also undertaking response or recovery operations as a control or Support Agency.

STATE COORDINATOR The person for the time being holding or acting in the position of Commissioner of Police and who has the strategic state level accountability for the management and coordination of declared emergencies.

STATE EMERGENCY CENTRE

A facility where the State Coordinator, Control Agencies, Support Agencies, Functional Support Groups and recovery staff come together to share information, coordinate the state’s resources and address strategic issues in support of response and recovery operations.

STATE EMERGENCY MANAGEMENT COMMITTEE

Strategic planning committee established by the Emergency Management Act 2004 responsible for the state’s emergency management arrangements.

STATE RECOVERY COMMITTEE

An Advisory Committee that reports to SEMC. It provides advice on recovery policies, arrangements and plans. In an event, the SRC will provide strategic direction in relation to disaster recovery, provide senior leadership on whole of government coordination and provide portfolio support relevant to their agency.

STATE RECOVERY OFFICE

On behalf of government, develops plans and policies for recovery from emergencies and coordinates government and non-government recovery from disasters


SUPPORT AGENCY An agency that provides services, personnel or material to support or assist a Control Agency or affected persons.

VULNERABILITY The conditions determined by physical, social, economic and environmental factors or processes which increase the susceptibility of an individual, a community, assets or systems to the impacts of hazards.

ZONE EMERGENCY MANAGEMENT COMMITTEE

Each Zone will have a Zone Emergency Management Committee (ZEMC) responsible for risk management, planning and implementation of Zone-level actions to build resilience and support State emergency management arrangements

ZONE EMERGENCY SUPPORT TEAM

A support function within an emergency management zone, at which representatives of local agencies come together to share information and undertake tasks for the Control Agency or other Support Agencies in support of response and recovery operations. The ZEST may operate from a pre-planned facility or at a Control Agencies’ incident management team location.


7. ACRONYMS

(THE) ACT Emergency Management Act 2004

CC Council Command

CFS Country Fire Service

COMDISPLAN Commonwealth Government Disaster Response Plan

DCLEP District Council of Lower Eyre Peninsula

DCSI Department of Communities and Social Inclusion

DECD Department of Education and Child Development

DEWNR Department of Environment, Water and Natural Environment

DHA Department of Health and Ageing

DPC Department of the Premier and Cabinet

DPTI Department of Planning, Transport and Infrastructure

DSD Department of State Development

DTF Department of Treasury and Finance

EMCO Emergency Management Contact Officer

LGFSG Local Government Functional Support Group

IMT Incident Management Team


LGA Local Government Association

LRC Local Recovery Committee

MFS Metropolitan Fire Service

NDRRA Natural Disaster Relief and Recovery Arrangements

PIRSA Primary Industry and Regions South Australia

PPRR Prevention, Preparedness, Response and Recovery

SAAS South Australia Ambulance Service

SAPOL South Australia Police

SEC State Emergency Centre

SEMC State Emergency Management Committee

SEMP State Emergency Management Plan

SERF State Emergency Relief Fund

SES State Emergency Service

SRC State Recovery Committee

SRO State Recovery Office

ZEMC Zone Emergency Management Committee

ZEST Zone Emergency Support Team


8. APPENDIXES


APPENDIX 1 MAP OF DISTRICT COUNCIL OF LOWER EYRE PENINSULA


APPENDIX 2 CONTROL AGENCIES AND HAZARDS


APPENDIX 3 PRE-EVENT RECOVERY PLANNING CHECKLIST

IDENTIFY EMERGENCY RISK � Hazards and risk assessments are current. � Access emergency risk register for the relevant area or region, if completed. � Take information from the process to inform the development of recovery planning. � Geographic and demographic characteristics of local community are up to date. � Roads and other transport access infrastructure is maintained to meet their role in recovery. � Identify community strengths and vulnerabilities.

ENGAGE KEY/RELEVANT STAKEHOLDERS � Based on risks identified, engage key stakeholders, including community representatives, government and non-

government agencies. � Provide them with details of risk assessment and request that they consider the potential impacts of this

assessment on their community and area of responsibility � Agree and assign roles and responsibilities. � Local communities and businesses are adequately informed of disaster preparedness and the role of council and

partners � Vulnerable populations have been identified and recovery implications planned for � Ensure roles of management, staff, mayor and councillors, in an emergency and in recovery, are understood.

COORDINATE ALL-HAZARDS PRE-EVENT PLANNING � Assemble the key stakeholders and facilitate discussion around identified risks and community recovery planning. � Ensure that key stakeholders have emergency activation capability and procedures, and operational capacity. � Establish escalation procedures. � Governance mechanisms are clearly described and understood across council and by partners. � Adequately skilled people are identified, inducted and trained and available to implement the plan. � Contact details of all these people (including out of hours) are confirmed and updated. � Adequate resources (physical, financial and human resources) are allocated to emergency management including

recovery. � Arrangements and agreements with partners are prepared and up-to-date � Develop a process for activating and implementing an integrated emergency recovery plan for each of the four

environments for the relevant jurisdiction. � Gain endorsement of recovery plans from stakeholder organisations. � Facilities and resources are maintained to meet their role in recovery. � Communication channels have been reviewed and updated.

EXERCISE, EVALUATE AND REVIEW � Plan and undertake exercises to test activation procedures, and stakeholder contingency planning. � Collectively evaluate outcomes of exercises, identifying successes and opportunities for improvement in recovery

planning and request that stakeholders also review their agency specific emergency contingency planning.


APPENDIX 4 COMMUNITY RECOVERY MANAGEMENT/COORDINATION CHECKLIST

KEEPING PACE WITH THE EVOLVING SITUATION � Immediately establish liaison with the ZEST and /or State Recovery Office. � Ensure initial and ongoing impact assessment data feeds into recovery programs and processes. � Continuously review and analyse community needs for service provision planning. � Establish processes for information from all avenues (public meetings, call centre or recovery centre feedback,

debriefings) to feed into planning cycle. � Adapt community recovery plans in accordance with the evolving or changing community needs and priorities.

ENGAGING AND EMPOWERING THE AFFECTED COMMUNITIES � Ensure regular and ongoing engagement with affected persons. � Provide leadership, facilitation, support and empowerment. � Create opportunities for community leaders to evolve. � Create opportunities and support for affected persons and communities to lead and manage their own recovery. � Allow communities to self-identify. � Negotiate and agree on the prioritised tasks based on community needs and requirements, including short-

term/interim fixes. � Build trust through respectful listening and understanding. � Establish active feedback processes and opportunities. � Maximise the availability of information to affected persons.

MANAGING PEOPLE � Provide strong, clear and responsive leadership. � Ensure safe operating conditions for recovery personnel and community. � Ensure that workloads are sustainable by establishing management structures, delegating responsibilities and

utilising ‘spans of control’. � Ensure that recovery workers, managers and volunteers have defined work times and adequate rest breaks. � Ensure that briefings occur for all oncoming personnel. � Ensure that debriefs are conducted at the end of each shift to ensure capture of information as well as defusing

personnel. � Provide opportunities for formal defusing and ongoing emotional and psychological support for recovery

personnel. � Avoid convergence by providing clear information and direction as to how non-impacted persons might help. � Develop a strategy to manage politicians and VIPs.

MANAGING RESOURCES � Ensure legislative, statutory and regulatory requirements are observed. � Identify resources and material requirements, including supply chains. � Avoid convergence by providing clear information and direction as to what and how voluntary resources might

help. � Establish systems for recording offers of assistance (human resources and material). � Identify staffing needs early and enable rapid recruitment. � Ensure that all staff have appropriate skills and qualifications and relevant authorisations. � Ensure that funding is provided immediately for essential services restoration. � Ensure that all expenditures are recorded.


MANAGING INFORMATION AND COMMUNICATIONS � Ensure that data collection and management systems are established as soon as possible and maintained. � Ensure that information is continually provided to:

� affected community members � recovery personnel � recovery management team � recovery management partners and stakeholders � organisational hierarchy (managing up) � elected representatives.

� Form partnerships with media and use their resources to disseminate information. � Ensure that information:

� is relevant � is timely � is clear � is best available � is targeted � is credible � is consistent � coordinated � is provided in multiple methods and media � provides opportunity for feedback � is repeated as appropriate.

� Create opportunities for two-way communication through: � meetings � workshops � surveys � telephone, email and web sites.

ENSURING COORDINATION AND INTEGRATION � Provide coordination of activities and stakeholders to ensure that:

� services and facilities are restored based on community needs and priority resources are utilised efficiently

� clear roles and responsibilities are established and adhered to � deficiencies and opportunities are identified quickly � Establish a recovery management centre.

� Establish and work with recovery committees to plan and develop longer-term strategic and sustainable recovery outcomes.

� Consider establishing management groups for each of the four environments (Human/Social, Infrastructure, Economic and Environment. based on nature of event and impact assessments.

� Ensure that all four environments are integrated and coordinated, acknowledging the interdependencies between them.


APPENDIX 5 MANAGING PEOPLE CHECKLIST

PREPAREDNESS

Recovery operations will be most successful and the impact on staff will be minimised where staff involved:

� have been involved in training and exercising � are operating in their normal area of expertise � have clear role statements and operating guidelines � have clear and supportive management.

OPERATIONS

For occupational health and safety:

� consider appointing a safety manager � ensure safety issues are identified and managed and communicated � establish appropriate duty times � establish clear roles and responsibilities.

For staff involved in the emergency event:

� consider the needs of staff personally affected by the emergency event.

Establish formal and informal arrangements for supporting the wellbeing of recovery staff, including:

� operational briefing and defusing � mentoring � food, water and rest breaks � shorter than normal duty times � team meetings � manager briefings on likely impacts and staff needs � organisational employee assistance programs � private counselling.

BRIEFING AND DEBRIEFING

Undertake briefing sessions for all oncoming staff and at regular intervals during recovery operations. Briefings should include:

� overview of the nature and of the impact of the emergency � overview of recovery purpose and operations � detail of specific activities (relevant to the area of operations) � identification of persons in charge, organisations and people involved in the operations site � the actions that have been taken to date � the actions that are planned for the future � the actions that are required in this shift period � the resources that are available and not available � methods and timing of communications � staff arrangements (e.g. shift times, breaks, additional support etc) � time for questions.


Debriefing is important to:

� ensure that information is gathered and passed on to oncoming staff � ensure that staff going off duty have an opportunity to defuse and wind down before leaving the operations site.

POST-RECOVERY

Consideration should be given to:

� allowing a reasonable rest break after conclusion of emergency involvement (days) � briefing managers and co-workers about likely staff impact and needs � reducing workload and expectations for a few weeks � backfilling and supporting roles � facilitating emergency staff get-togethers, recognition and ‘thank you’ events � facilitating and enabling ongoing emotional and psychological support.


APPENDIX 6 CIVIC RESPONSIBILITIES

HEAD RESPONSIBILITY COUNCIL MAYOR

OTHER RESPONSIBLE OFFICER CHIEF EXECUTIVE OFFICER (CEO)

COUNCIL LEADERSHIP

ACTIONS RESPONSIBLE OFFICER

COMPLETED YES/NO

Participate as a member of the Local Recovery Committee Mayor

Participate as an ex-officio member of the Council Management Group who will oversee the recovery effort from a Council perspective

Mayor

Represent Council in any State or Federal Government representations or visits

Mayor

Provide regular media briefings Mayor or

CEO

Chair Special Meetings of Council called to consider policy or budget matters as recommended by Management Group

Mayor

Liaise with elected members including:

• provide briefings to elected members on the status of the event

• update elected members on the actions of the Management Group

• update elected members on the actions of the Local Recovery Group

• receive feedback from elected members as gained from their liaison with the local community

Mayor

Present information and issues as received from elected members to the Management Group as considered relevant

Mayor or CEO


COMMUNITY LEADERSHIP


COMPLETED YES/NO

Visit impacted communities including discussion with local progress associations or other organisations which provide community leadership

Mayor

Chair meetings arranged by Council, the Local Recovery Committee or the Local Advisory Groups in impacted communities

Mayor

Present the views of local communities to the Local Recovery Committee, Government agencies and Council.

Mayor or CEO


APPENDIX 7 MANAGEMENT RESPONSIBILITIES

HEAD RESPONSIBILITY CHIEF EXECUTIVE OFFICER CEO

OTHER RESPONSIBLE OFFICER Director of Works & Infrastructure DWI Manager of Corporate Services MCS Manager of Development & Environmental MDES Services Works Manager WM Executive Assistant EA

LEAD THE COUNCIL RECOVERY EFFORT


COMPLETED YES/NO

Lead the Management Group, including determining the frequency of management group meetings

Meetings will generally be daily immediately following an event

CEO

Review Council assistance provided to Emergency Support Services in accordance with iResponda requirements (response / recovery overlap)

WM

Assist the SRC to form a LRC (where SRC determines the need for a LRC) CEO

Attend meetings of the SRC/LRC as required providing information in relation to: -

• Council progress against directives

• Council decisions

• Actions of Community Groups

• Status of community wellbeing (as known)

• Status of communications systems and impact on Council

CEO


Present and discuss with the Management Group: -

• Priority tasks or relevant issues as determined by either:

o ZEST/SRC/LRC

o Council

o Community

• progress against key recovery tasks being undertaken by ZEST / SRC / LRC

• decisions of the Council in relation to the recovery effort

• the approach and capacity of Council (plan of action) to achieve relevant actions for Council from the SRC/LRC

• report back to the SRC/LRC Council response to requested assistance

CEO

Receive reports and lead discussions with Council Functional Area Leaders, including

• Assist with prioritising recovery tasks and with the approach to undertaking such tasks

• Contribute to decision making aimed at ensuring that important and required routine Council services continue to be provided

• Enactment of the Council Business Continuity Plan

• The safety and wellbeing of local community residents

• The management of volunteers in relation to the restoration of both Council and privately owned buildings and infrastructure

• Requests / Direction issued by the SRC / LRC / Council

CEO

Record minutes of salient points from the Management Group briefings / meetings EA

Ensure that recovery action tasks and status are recorded in the recovery plan. MCS

Prepare internal communications to staff and Councillors regarding the status of the disaster event and in relation to Council activities

CEO


MEDIA AND COMMUNICATIONS MANAGEMENT


COMPLETE YES/NO

Prepare media releases and other external communication messages aimed at informing community

EA

Review media releases and other external communication messages aimed at informing community

CEO

Assist the Council Mayor with key messages to be presented in media interviews or at a community meeting

CEO

Arrange media briefings EA

ZONE EMERGENCY SUPPORT TEAM


COMPLETE YES/NO

Attend meetings as requested by ZEST Coordinator (or send delegate as long as ZEST is activated)

CEO

Prepare information for ZEST as related to the Council (eg staff, equipment, activity, community profile, community resources and activity, community impacts, topography

CEO

Relay relevant information from ZEST to the Management Group CEO

Review Council’s capacity to manage requested tasks from ZEST and seek support from neighbouring councils as necessary

WM


ENSURE WELLBEING OF COUNCILLORS AND STAFF


COMPLETED YES/NO

Consider the ongoing support requirements of Council elected members and staff who have been directly impacted by the event

CEO

Ensure that any Council staff involved with tasks during the Recovery Phase conforms with the i-Responda protocols.

WM

Monitor senior management and staff involved in the recovery effort in relation to fatigue and stress, and take action to mitigate impacts

CEO


APPENDIX 8 DEVELOPMENT AND ENVIRONMENTAL SERVICES RESPONSIBILITIES

HEAD RESPONSIBILITY MANAGER OF DEVELOPMENT & ENVIRONMENTAL SERVICES MDES

OTHER RESPONSIBLE OFFICERS Building Assessment Officer BAO General Inspector GI

ACT AS CHIEF EXECUTIVE OFFICER


COMPLETED YES/NO

Assume the responsibilities of the CEO

• When the CEO is on leave

• When 24 hour coverage is required resulting in need for split shifts

• During any other periods of CEO absence

MDES

ACT AS OPERATIONS MANAGER FOR DEVELOPMENT AND ENVIRONMENTAL SERVICES


COMPLETED YES/NO

Prioritise tasks for the Development and Environmental Services Group MDES

Report to Management team the progress, obstacles and/or concerns in relation to tasks

MDES

Consider Council capacity to continue to provide core Development & Environmental Services to the wider Council district, and if required:

• Seek assistance from other sectors within Council

• Seek assistance from neighbouring Councils

MDES


BUILDING MANAGEMENT


COMPLETED YES/NO

Arrange for inspection of impacted dwellings to assess whether they are habitable from an environmental health and structural perspective where persons are known to be continuing to reside in a dwelling and where reasonable doubt exists as to whether the dwelling is habitable

BAO

PLANNING AND DEVELOPMENT


COMPLETED YES/NO

Prepare a realistic plan for the fast tracking of planning and development approvals based on the extent of the recovery envisaged.

MDES

In conjunction with Corporate Services prepare a financial arrangements policy in relation to planning and development approvals for the consideration of Management Group, and subsequently for Council approval.

MDES

Ensure that all front of office, finance and development staff are familiar with the modified planning application process

MDES

Develop a coordinated media release on the modified planning application process for consideration by Management

MDES

ANIMAL MANAGEMENT


COMPLETE YES/NO

Assist with reuniting domestic pets with owners

• General Inspector to detain lost or endangered pets until collected by owners

• Provide fact sheets or other information to pet owners to assist with decision making in relation to injured pets

GI


Assist PIRSA relation to disposal of deceased livestock

Assist PIRSA to determine a viable plan for livestock destruction and burial, with local knowledge of topography or geology

Provide fact sheets or other information to land owners

MDES

POTABLE WATER


COMPLETED YES/NO

Liaise with Department of Health in relation to water supplies which are suspected of being contaminated

MDES

Liaise with SA Water re options for the supply of potable water from SA Water for Community Use where local water supply is exhausted or contaminated

MDES

FOOD SAFETY


COMPLETED YES/NO

Provide advice on food safety and disposal to residents and businesses

• Seek advice from Department of Health

• Prepare fact sheets to be available from Council offices, local businesses and from the Council website

MDES

Arrange for Environmental Health Officer to inspect food business premises in conjunction with advice from Department of Health

MDES

SEPTIC TANKS

Provide advice to households in relation to effluent system issues, and seek contractors to pump house hold or business septic tanks in extreme circumstances

MDES


APPENDIX 9 WORKS AND INFRASTRUCTURE RESPONSIBILITIES

HEAD RESPONSIBILITY DIRECTOR OF WORKS & INFRASTRUCTURE DWI

OTHER RESPONSIBLE OFFICERS Works Manager WM Works Coordinator WC Manager Corporate Services MCS Community Waste -Water Management CWMS

Officer Airport Manager AM

COORDINATE DISASTER OPERATIONS RESPONSE


COMPLETED YES/NO

Prioritise tasks for the Works and Infrastructure Group DWI

Report to Management the progress, obstacles and/or concerns in relation to Tasks

DWI

Consider Council capacity to continue to provide core works and infrastructure Services to the wider Council district, and if required: -

• Seek assistance from other sectors within Council; and/or


WM

Ensure that any Council staff involved in tasks during the Recovery Phase conform with the i-Responda protocols, including: -

• Ensure a situational risk assessment is undertaken in accordance with i-Responda and WH&S protocols

• All staff deployed to the field to have appropriate PPE

• Record all staff movements in and out of the recovery area

• Overdue staff to be followed up immediately

• Ensure all staff involved in response/recovery activities have access to water and food

WM

Report any serious incidents and/or injuries to the CEO DWI

Consider the safety of staff in any recovery tasking and activities WM


Ensure appropriate use and maintenance of plant. WM

Provide assistance to Emergency Services in accordance with directions from the Management Group and i-Responda requirements.

WM

Ensure appropriate use and maintenance of plant. WC

Review status of internal communications systems, including power supply and determine alternative communications profiles if required.

DWI

Monitor the well-being of staff directly involved in the recovery effort in relation to fatigue and stress, and take action to mitigate impacts

DWI

COMMUNITY WASTE-WATER MANAGEMENT SYSTEMS


COMPLETE YES/NO

Review capacity of CWMS pump stations relative to time frames for any power outage

WM

Make arrangement with local contractors or Council staff to manage effluent within ‘at risk’ systems using techniques such as plugging in generators or pumping out chambers into appropriate receptacles Monitor capacity across the various schemes

WM

Visually inspect Treatment Plant equipment and fittings, and in the event of prolonged power failure make arrangement to divert effluent to holding lagoons

CWMS

Report damage and capacity profile to Management DWI


WASTE MANAGEMENT


COMPLETED YES/NO

Assess the need for domestic and business waste disposal from impacted communities, and consider strategies to manage increased demand, including:-

• Extend the hours of operation at Waste Transfer Stations

• Additional Council staff working at Waste Transfer Stations to manage increased deliveries

• Ensure that all front of office, administration and works staff are familiar with the modified waste management arrangements

WM

Liaise with EPA regarding the handling and dumping of asbestos and other dangerous waste including seeking EPA authorisation of dump sites.

DWI

Ensure staff handling waste are appropriately trained and equipped to handle the waste types to be received.

WM

In conjunction with Corporate Services prepare a financial arrangements position in relation to waste management arrangements for the consideration of the Management Group.

DWI

Develop a coordinated media release on the modified waste management arrangements for consideration by Management.

WM

Determine if a waste plan is required for any relief centre or community collection point for displaced people.

WM

Review the need for expanded/modified waste collection and disposal services to be provided by contractors to deal with additional volumes of waste

• Arrange for additional kerbside bin collection

• Arrange for additional public bin collection

WM

Assess the requirement for supplementary staff, and report to management the need to request additional staffing resources from neighbouring Councils or from within the Local Government sector generally.

DWI

Ensure that all front of office, administration and works department staff are familiar with the modified waste management arrangements

WM


ROADS


COMPLETED YES/NO

Assess road conditions in impacted locations, in particular vegetation clearance required and flooding impacts

WC

Report damage or destruction using an EARS approach to Management, and advise of remediation capacity and priorities

WM

Notify Council insurers of any pending insurance claims in relation to damage Incurred

MCS

Prioritise tasks and direct elements of Works Team to undertake effective temporary repairs or clearing to allow traffic access

WM

Arrange for road closures where safe passage cannot be guaranteed within a short time frame

WM

Determine alternative road routes or solutions WM

Develop a coordinated media release on road closures and alternative routes for consideration by Management.

DWI

Ensure that all front of office, administration and works department staff are familiar with road closure and alternative route arrangements

MCS

STORM WATER MANAGEMENT


COMPLETE YES/NO

Assess Council stormwater management systems in impacted areas, particularly any locations known to be vulnerable to flooding

WM

Report damage or destruction to Management using an EARS approach, and advise Management of remediation capacity and priorities

WM

Notify Council insurers of any pending insurance claims in relation to damage incurred

MCS


Prioritise tasks and direct elements of Works Team to undertake effective temporary repairs or clearing

WM

Develop a coordinated media release on local flooding issues for consideration by Management.

DWI

OTHER INFRASTRUCTURE


COMPLETED YES/NO

Assess vulnerable Council Infrastructure including parks and gardens, foreshore areas, boat ramps jetties and Authorised Landing Areas within impacted communities

WM

Report damage or destruction using an EARS approach to Management, and advise of remediation capacity and priorities

WM

Notify Council insurers of any pending insurance claims in relation to damage incurred

MCS

Prioritise tasks and direct elements of Works Team to undertake effective temporary repairs or clearing

WM

Notify the Royal Flying Doctor Service of any closures related to the Cummins and Coffin Bay Authorised Landing Areas

WM

Develop a coordinated media release on general Council infrastructure for consideration by Management

DWI


PORT LINCOLN AIRPORT


COMPLETED YES/NO

Review operational status of the Port Lincoln Airport DWI

Review fuel availability for the running of the Airport generator, and seek to access further fuel as required

AM

Review capacity to upgrade airport operations to cater for the following:

• Transport sick or wounded people as a priority

• Where there is an expectation that emergency response resources will be flown into Lower Eyre Peninsula

DWI

Report to Management regarding the airport condition and capabilities DWI

Develop a coordinated media release on airport impacts for consideration by Management.

DWI


APPENDIX 10 CORPORATE SERVICES RESPONSIBILITIES

HEAD RESPONSIBILITY MANAGER OF CORPORATE SERVICES

OTHER RESPONSIBLE OFFICERS Senior Corporate Services Officer SCSO

Community Development Officer CDO

Executive Assistant EA

Senior Works Administration SWA

COORDINATE CORPORATE SERVICES RESPONSE


COMPLETED YES/NO

Prioritise tasks for the Corporate Services Group MCS

Report to Management the progress, obstacles and/or concerns in relation to tasks

MCS

Consider Council capacity to continue to provide core Corporate Services to the wider Council district, and if required: -

• Seek assistance from other sectors within Council; and/or


MCS

Assist Departmental Managers in considering the safety of staff in any recovery tasking and activities

MCS

Provide administrative support to the Local Recovery Committee as required in consultation with the LRC Chairperson

MCS

Ensure continuity of normal corporate services to the community where possible

MCS

Provide the Management Group with administrative support in relation to the day to day operations of Council

MCS

Arrange expanded administrative assistance to Management to support any extended operations as a result of the event

MCS


RECORDS MANAGEMENT


COMPLETED YES/NO

Maintain Recovery Action Plan Template (RAPT) of priorities and actions including:

• Task

• Actions

• Resources required

• Responsible Officer

• Lead Agency or Activity

• Partner

• Timeframes

• Status

MCS

Ensure RAPT is available to staff electronically (TRIM) and paper based updated regularly

SCSO

BUSINESS CONTINUITY


COMPLETED YES/NO

Review status of office information technology systems, telephone systems and power supply and determine alternative arrangements if required with reference to the Business Continuity Plan.

SCSO

Report Business Continuity arrangements to the Management Group MCS

Capture all financial records of expenditure and income received relating to the event

SCSO

Prepare information and recommendations for Management, and subsequently for Council consideration in relation to financial arrangements in relation to the recovery including:

MCS


• Government funding received

• Donations received

• Distribution of monies received to impacted land owners

• Review of Council budget implications

• Deferral of Council Rates

Prepare Local Government Disaster Recovery Assistance applications for consideration of Management

CDO

Maintain regular and compliant procurement processes including:

• Review continuity of key suppliers, and make alternative arrangements as necessary

• Comply with Internal Control requirements at all times

SCSO

Ensure Council payroll function is maintained on time SCSO

HUMAN RESOURCE MANAGEMENT


COMPLETED YES/NO

Check that staff involved in recovery operations are following Council work health and safety protocols

MCS

Review office accommodation arrangements for Council staff and any additional support staff

MCS

Seek to monitor the well-being of staff directly involved in the recovery effort in relation to fatigue and stress, and take action to mitigate impacts

• Liaise with functional area leaders in relation to the well-being of employees from their department

• Liaise with functional area leaders in relation to counselling that may be required with work groups or individuals

MCS

Report work related injuries promptly to LGWCS SCSO

Review pre-arranged leave approvals for relevant Council staff and notify functional leaders

MCS


INSURANCE


COMPLETED YES/NO

Liaise directly with Local Government Risk Services regarding insurance liabilities or claims

• Claims made against Council

• Claims in relation to damage to Council plant & equipment

• Claims in relation to damage to Council Infrastructure

• Work Health & Safety Claims

SCSO

Report to the Management Group on any issues regarding insurance MCS

COMMUNITY ENGAGEMENT AND MESSAGING


COMPLETED YES/NO

Maintain Council website and social media platforms including:

• Link to important community messaging prepared by the SRC / LRC / Control Agency and other government agencies

• Provide Council related information

• Monitor social media in relation to community impacts

MCS

Prepare information for inclusion in local newsletters and for placement at Council offices eg road closures, Transfer Station arrangements

EA

Act as reference point for receiving information from the community

• pass relevant information to Management or relevant functional area of Council

• Pass relevant information to appropriate government agencies

MCS

Regularly brief Council front of office staff and update telephone messaging with key recovery information eg meeting dates, reference to website information, road closures etc

MCS


SUPPORT COMMUNITY LED RECOVERY


COMPLETED YES/NO

Identify community groups / networks / clubs / organisations in impacted communities

CDO

Contact organisation leaders to

• determine their level of involvement in the recovery

• ascertain the skills and capacity within organisations to assist with the recovery effort

CDO

Arrange for induction of community people who will be assisting with rehabilitation of Council buildings and infrastructure

MCS

Work with the community to coordinate local recovery functions as deemed necessary

MCS/CDO

COMMUNITY SUPPORT


COMPLETED YES/NO

Review the well-being of aged or vulnerable community members in Council facilities

SWA

Prepare key messaging to assist aged or vulnerable residents during the recovery effort

MCS

Check the operational status of hospitals, child care centres and schools CDO

Assist Housing SA and local ‘Emergency Ready Committees’ in relation to the needs of relief centres and assist where possible

• In particular liaise with local SAPOL officers in relation to assistance required

CDO


VOLUNTEER MANAGEMENT


COMPLETED YES/NO

Induct and keep records of volunteers assisting with restoration of Council infrastructure

MCS

Assist the LRC with arrangements to cater for volunteer organisations and persons who are contributing to the wider recovery effort eg blaze aid

MCS/CDO

Consider financial implications and report to Management in relation to volunteers

MCS


APPENDIX 11 PRE-EVENT PLANNING CHECKLIST FOR SUB-PLANS

DEPARTMENTAL RESOURCES

The following is an example of some of the resources that would be in the sub-pans for individual departments.

ALL DEPARTMENTS: � All essential documentation, resources and templates are easily accessible electronically by all staff � Backups on USBs and hard copies of essential documentation are maintained in the event of a power or IT failure � Register of staff contact details is up to date � Community leaders, business contact details and key contacts are up to date and accessible � Staff training is up to date and register maintained � Backup is organised for major holiday periods, volunteer duties or as a result of disaster � Alternative work sites are pre-organised � Field kits for staff are prepared including mobile phones, chargers, generic email accounts, personal protective

gear, clothing, identity cards, hats, sunscreen, water � Rostering system during emergency is prepared and compliant with industrial awards and conditions � System for recording staff hours is prepared including template to sign in/out � Remuneration policy for staff overtime during emergencies is developed � Communication strategies to keep all staff up to date are established � Work Health and Safety Standards are incorporated into work practices during emergencies � Policies for staff health and well-being during emergencies are developed � Issues and action log template is prepared � Emergency policies are available eg rate waivers, waste management, roadside firewood distribution/collection � Employee assistance programs are available � Regular debriefing processes for staff (especially at end of shifts) are established

CORPORATE SERVICES � Reception staff are prepared to deal with requests for assistance and offers of assistance � Scripts are prepared for reception and other staff � Signage for council doors prepared � Messages for council website and Facebook are prepared � Council website has links to https://www.sa.gov.au/recovery and https://www.sa.gov.au/topics/emergencies-and-

safety � Volunteer register and protocols are up to date � Key documents are backed up regularly and stored on USB and in hard copy off site. � Mechanisms are in place to set up and track all recovery costs � Emergency financial delegations and purchasing provisions are in place � NDRRA and Local Government Disaster Recovery Assistance Guidelines are understood � Relevant staff are trained in use of Emergency Assessment Reporting System (EARS) � Asset register is up to date (particularly for NDRRA funding application) � Business redundancy arrangements are in place if supply or services are impacted � Business continuity planning for power failure or building outage is organised

http://www.sa.gov.au/recovery

https://www.sa.gov.au/topics/emergencies-and-safety

https://www.sa.gov.au/topics/emergencies-and-safety


DEVELOPMENT AND ENVIRONMENTAL SERVICES � Geographic and demographic characteristics of local community are up to date � Maps of region are available for use in recovery � Satellite phones and battery chargers are maintained and available � Processes and procedures to speed up applications are considered

WORKS AND INFRASTRUCTURE � I-Responda Emergency Support Register is up to date � I-Responda Emergency Services Plant Register is up to date � Arrangements are in place for goods and services essential during recovery are in place

The Disaster Recovery Guide for Councils has further suggestions for resources and preparedness activities relevant for different areas of the council business.


APPENDIX 12 KEY CONTACTS

EYRE AND WESTERN ZONE EMERGENCY CONTACTS

COUNCIL

City of Port Lincoln Rob Donaldson Chief Executive Officer

8621 2314 0437 383 530 [email protected]

City of Whyalla Chris Cowley Chief Executive Officer

8640 3444 0458 340 412 [email protected]

DC of Tumby Bay Trevor Smith Chief Executive Officer

8688 2101 0408 948 634 [email protected]

DC of Lower Eyre Peninsula Rod Pearson Chief Executive Officer

8676 0400 0439 889 173 [email protected]

DC of Franklin Harbour Chris Smith Chief Executive Officer

8629 2019 0421 060 433 [email protected]

DC of Cleve Peter Arnold Chief Executive Officer

8628 2004 0428 282 337 [email protected]

DC of Kimba Deb Larwood Chief Executive Officer

8627 2026 0427 102 535 [email protected]

DC of Elliston Phil Cameron Chief Executive Officer

8687 9177 0428 860 883 [email protected]

DC of Wudinna Alan McGuire Chief Executive Officer

8680 2002 0429 802 002 [email protected]

DC of Streaky Bay Joy Hentschke Chief Executive Officer

86261001 0408 788 854 [email protected]

DC of Ceduna

Geoffrey Moffatt Chief Executive Officer

8625 3407 0409 673 733 [email protected]

mailto:[email protected]












LOCAL GOVERNMENT

Eyre Peninsula Local Government Association

Tony Irvine Executive Officer

8682 6588 0428 826 587 [email protected]

Local Government Functional Support Group (LG FSG)

State Duty Officer (Rostered) 8224 2072

iResponda Program

Scott Leochel Manager, LG FSG 8224 2069 0407 564 294 [email protected]

Local Government Association of SA

Neville Hyatt Senior Policy Officer

8224 2051 0418 839 793 [email protected]

EMERGENCY SERVICES

SA Police – Eyre and Western

Graham Schaedel Senior Sergeant

8688 3028 TBA [email protected]

South Australian Ambulance Service – Port Lincoln

Marc West Team Leader

8621 4140 0427 817 113 [email protected]

MFS - Port Lincoln Bill Hoey Regional Operations Coordinator

8682 2889 0427 379 142 [email protected]

Shane Porter Station Officer 8682 2889 0427 956 683 [email protected]

CFS - Region 6 Gavin Wornes Regional Command

8682 4266 0447 301 890 [email protected]

SES - Eyre Craig Brassington District Officer, Eyre

8682 6746 0412 600 126 [email protected]

STATE GOVERNMENT

Country Health SA - Eyre and Far North

Michele Smith Regional Director

86262112 0429 094 113 [email protected]

Dept. of Education and Child Services (DECD) - Eyre and Western

Rowena Fox Education Director

8682 0703 0417 854 680 [email protected]

Dept. for Child Protection – Eyre and Western

Samantha Wood Acting Manager

8688 3344 0437 184 856 [email protected]

PIRSA - Rural Solutions SA Brett Masters Consultant

8688 3460 0428 105 184 [email protected]















PIRSA - Regions Karen Hollamby Regional Coordinator Whyalla and EP

0459 897 020 [email protected]

EPNRM Jonathan Clark Regional Director

8683 3111 0429 676 870 [email protected]

State Recovery Office, Department for Communities and Social Inclusion

Ronnie Faggotter Director

8415 4301 0401 997 970 [email protected]

MEDIA

ABC Radio Emma Pedler West Coast SA ABC Open producer

8683 2611 0428 623 556 [email protected]

Port Lincoln Times Billie Harrison Editor

8682 1055 0477 737 524 [email protected]

Magic 89.9/ Eyre Peninsula 5CC Radio

Darren Allard Manager

8682 5000 0400 130 626 [email protected]

Southern Cross Television Jason Kemp Journalist

8621 2500 0428 153 267 [email protected]

UTILITIES

Electranet 52 -55 East Tce Adelaide

8404 7966

https://www.electranet.com.au/contact/

SA WATER

1300 650 950

Dept of Planning, Transport and Infrastructure

8682 1077 1800 182 032

www.dpti.sa.gov.au

MISCELLANEOUS

Coates Hire 11 Veran Terrace PL

8682 8500

[email protected]

Rail - Genesee and Wyoming

8683 2311

Communications Telstra

http://servicestatus.telstra.com








https://www.electranet.com.au/contact/

http://www.dpti.sa.gov.au/


http://servicestatus.telstra.com/


APPENDIX 13 LOCAL GOVERNMENT DISASTER AND FINANCIAL ASSISTANCE PROCESS


APPENDIX 14 RECOVERY SERVICE PROVIDERS

This table lists, for each area of recovery, the services that might be required and the organisations that provide them. It

includes local organisations that have been identified as potential partners in recovery.

The State Recovery Committee, State Recovery Office and the Local Recovery Coordinator and Local Recovery Committee

will coordinate resources as required, unless otherwise noted. A list of resources is provided below.

Coordinators and providers of a service can vary according to circumstances and the scale of the emergency. Generally, the

larger the event, the more state-level involvement there will be in the recovery.

Codes: (a) Has responsibility for this service (if required), under the State’s Emergency Management arrangements

(b) Might provide this service at their own initiative

(c) Might provide this service if requested by Local Recovery Committee/Coordinator

(d) Provides this as an ongoing service

26

DISTRICT COUNCIL OF LOWER EYRE PENINSULA RECOVERY PLAN 30


SOCIAL

Aboriginal and Torres Strait Islander People Support

• Local Recovery Committee plans for and co-ordinates the recovery process for Aboriginal and Torres Strait • Islanders. (a) • Australian Red Cross – Aboriginal REDiSupport provides psychosocial support and assists people to

connect to support services during and after emergencies. (b) and c) • Australian Red Cross – Tele Yarn provides telephone support to aboriginal communities. . (d) this could be • extended for recovery purposes (b) and (c) • Ongoing providers of ATSI services are a potential resource for recovery services:


Aboriginal Family Support Services Inc. 3 Gloucester Terrace Port Lincoln (08) 8683 1909

Port Lincoln Aboriginal Community Council Inc. 30 Ravendale Rd Port Lincoln (08) 8682 6677

Accommodation Emergency shelter • Emergency Relief Functional Support Group (ERFSG) – Housing SA provides emergency shelter at Emergency

Relief Centre. (a)

Temporary accommodation • ERFSG* – Housing SA coordinates provision of temporary accommodation after an emergency. (a) First preference is that affected people are accommodated with family and friends. ERFSG has identified suitable accommodation (hotels, motels, caravan parks, etc.) for those who cannot stay with family or friends.



Aged Support

Local Recovery Committee plans for and co-ordinates the recovery process for aged people. (a) Australian Red Cross – Telecross REDi Service is a social support telephone-based service that provides a wellbeing check. It is activated by DCSI during extreme heat and could possibly be used during recovery from other emergencies. Refer to State Recovery Office 1800 302 787 if contacts for Country Health SA are required. Ongoing providers of services for the aged are a potential resource for recovery services:


• Cummins Homes, DCLEP 24 – 30 Tumby Bay Road, Cummins • Miroma Place – State Government 21 Tumby Bay Road, Cummins

Appeals Public appeals for donations of money

• State Emergency Relief Fund (SERF) Committee administers the State Emergency Relief Fund, which holds money donated by the public. (a) The Minister for Communities and Social Inclusion activates the fund.

• A local Mayor may set up a Mayoral appeal administered by Council but they are encouraged not to, due to complex governance issues. These issues should be discussed with someone from the SERF Committee.

• Charitable organisations might set up specific appeals. (b)

Public appeals for donations of goods

• Discourage appeals for donations of goods. Refer to Donated goods in this section.



SOCIAL

Children Recovery support for children • Local Recovery Committee plans for and co-ordinates recovery programs for children. (a)

• Department of Education and Child Development (DECD) provides recovery programs for public school children in accordance with DECD Plans. (a)

• Non-Government schools might deliver support programs. (b or c) Refer to the Association of Independent Schools of SA (AISSA) and Catholic Education South Australia (CESA).

• Australian Red Cross educates parents and guardians on how to support children after emergencies (individual and group sessions). (b) and(c) Note: Australian Red Cross has developed lesson plans and resource materials for supporting children post emergency and might negotiate with DECD or individual schools regarding potential use of these resources.

Childcare for affected families

• Childcare Centres (0-5 years) and Out-of-School-Hours Care (5-17 years) are ongoing providers of childcare services and a potential resource for additional services. Note: many childcare centres and Out of School Hours Care services are operated by private providers and fees might apply.

• Locally identified providers include:


• Cummins Pre School and Rural Care, Cummins Area School McFarlane Street, Cummins

Children separated from care-givers

Families SA provides care for children temporarily or permanently separated from their care-givers. (d)



SOCIAL

Culturally and linguistically Diverse (CALD) Support

• Local Recovery Committee plans for and co-ordinates the recovery process for people from culturally and

linguistically diverse (CALD) backgrounds. (a) It should consider CALD representation on the committee. Refer to Multicultural SA for a list of CALD organisations.

• CALD community organisations are a potential resource for recovery services. Some CALD groups have MoUs with State Recovery Office specifying the services that they can provide. Contact State Recovery Office on 1800 302 787 if assistance for CALD communities is required.

• Australian Red Cross trained CALD volunteers build resilience within their communities (d) and support wellbeing during and after emergencies (b) and (c). Available for deployment around the state.

Community Development Community events and activities

• Local Recovery Committee and local Council(s) coordinate community events and activities that will assist communities' recovery from the impacts of an emergency. (a)

• Community Development Officer(s) might be appointed by the State Recovery Office (a), or assigned by local Councils (b), to organise community events and activities.

• Australian Red Cross trained volunteers provide emotional and wellbeing support at community events. (b) and (c)

Recovery Training • Australian Red Cross can provide training for community members and local organisations that are taking ona leadership role in recovery. Training could include psychological first aid, communication in recovery, Recovery 101 and self-care. Organisations can negotiate with Australian Red Cross for provision of this service.



SOCIAL

Companion Animals / Pets (see also Livestock in the 'Economic' section and Wildlife Rescue in the ‘Natural’ section) Injured pets • SA Veterinary Emergency Management (SAVEM) undertakes rescue, triage, treatment and return of pets. PIRSA

activates this service. (a)

Animals at relief/recovery centres

• ERFSG requests PIRSA to activate RSPCA, Animal Welfare League, SA Veterinary Emergency Management (SAVEM) to provide care of animals at relief/recovery centres. (a)

Animal rescue and capture • Local Council(s) rescue and capture animals at large. (d)

Unattached pets • RSPCA, Animal Welfare League, SAVEM – all activated for an emergency event by PIRSA (a) – and Council pounds (d) provide care and accommodation for pets that cannot be cared for by owners.

• Local Recovery Committee plans for and co-ordinates the recovery process for people with disabilities. (a) • Ongoing providers of services for people with disabilities are a potential resource for recovery services:

• District Council of Lower Eyre Peninsula Disability SA, 10 Hallett Pl, Port Lincoln SA 5606 ph: 86883564

Donated goods Unsolicited donations of goods

• The public are encouraged to donate money not goods. • SRO activates St Vincent de Paul to coordinate the collection, storage and distribution of donated goods. (a) • SRO might negotiate with an alternative organisation to provide the service. This could be Salvation Army, Service

Clubs, Churches or Uniting Care Wesley if they have a strong local presence and the capacity to do so.

Specific needed goods • If specific goods are required, the State Recovery Office will seek corporate donations or make a public call for the goods. (a)

Fodder donations • See under Livestock in the ‘Economic’ section.

Fencing material donations • See under Fencing in the ‘Infrastructure and Built’ section.



SOCIAL

Domestic Violence DV service coordination • Local Recovery Committee plans for and coordinates domestic violence services, including information and awareness

raising. (a) The Local Recovery Committee needs to be aware that the rate and severity of domestic violence increases after a disaster.

Women experiencing DV Others affected by DV

• Regional Domestic Violence Services provide counselling advice and support for women experiencing domestic violence. (d) Domestic Violence Gateway Helpline 1800 800 098 or 1300 782 200 to find the services in the zone.

• Various organisations provide information and support for men, teenagers, seniors and parents of abusive • children. (d) • Refer to sa.gov.au domestic violence page for the ongoing providers of these services.

Emergency Relief and Recovery Centres Emergency Relief and Recovery Centre management

Emergency Relief Functional Support Group (ERFSG) – Housing SA establishes and manages Emergency Relief and Recovery Centres. (a) o Relief centres are established to provide short -term shelter, information and personal support

services such as food, temporary accommodation and basic first aid. o Recovery centres are established as a one stop centre for affected people to receive financial

assistance, gather information and seek referral into the wide range of recovery services. ERFSG coordinates participating organisations to provide these services. (a)

Financial Assistance (see also Financial Assistance in the ‘Economy’ section) (individuals) Financial grants • Emergency Relief Functional Support Group (ERFSG) – Housing SA distributes State government financial grants

when approved for distribution. (a) • Dept of Human Services distributes Commonwealth government financial grants when approved for distribution. (a) • Community organisations, e.g. Salvation Army, Country Women’s Association, Lions Clubs, St Vincent de Paul,

might distribute financial grants from their organisation. (b or c)


SOCIAL

Donated money • State Emergency Relief Fund (SERF) Committee ensures appropriate and fair disbursement of monies donated to State Emergency Relief Fund. (a)

Financial advice / counselling • Financial counselling hotline 1800 007 007 provides financial advice and counselling aid. (d) • For information on the range of services available, go to:

o Disaster Assist (C/W Government): www.disasterassist.gov.au o Financial Counselling (ASIC): https://www.moneysmart.gov.au/managing-your-

money/managing- debts/financial-counselling • - Department of Social Security 1300 653 227

Insurance • Insurers and insurance brokers provide advice on insurance claims. Affected people should first seek advice from their own insurer or insurance broker.

• Insurance Council of Australia assists those who do not know who their insurer is or who have questions about their claim. (d). It provides a claims escalation process for the event. (a). The Insurance Council might send a representative to the relief centre (a) and/or set up an insurance hotline. (b)

• The Financial Ombudsman Service provides an independent dispute resolution service if an affected person

Financial Assistance (communities) (see also Financial Assistance in the ‘Economy’ section)

Community development grants

• A range of grants might be available with specific eligibility criteria. • Local Recovery Committee can apply for grants or advise community groups of grants for which they may be

eligible.

Information and Referral Face-to-face interaction • Emergency Relief Functional Support Group (ERFSG) provides referral and information about recovery

• services via relief centres, recovery centres and outreach teams. (a) • Impact Assessment Teams might provide recovery information when they visit a property.

http://www.disasterassist.gov.au/

http://www.moneysmart.gov.au/managing-your-money/managing-

http://www.moneysmart.gov.au/managing-your-money/managing-


Translating and interpreting • Translating and Interpreting Service (TIS – Australian Government) provides translating and interpreting services, including 24/7 immediate phone interpreting and a free service to eligible groups. (d)

• Interpreting and Translating Centre (ITC – State Government) also provides a translating and interpreting service. (d)

Public information • DCSI Media, Communications and Engagement (MCE) Unit coordinates the provision of accurate information to the public and media after an emergency. (a)

• State Recovery Office operates a recovery website: www.sa.gov.au/recovery. (a) • State Recovery Office operates a recovery hotline: 1800 302 787. (a) • MCE Unit manages official recovery social media: Facebook: https://www.facebook.com/sarecoveryinfo and

Twitter: www.twitter.com/SA_DCSI. (a) • Local Council(s) post recovery information and links on the Council website. (b or c) • Local Recovery Coordinator/Committee and/or Local Council(s) compile and publish recovery newsletters and fact

sheets. State Recovery Office and MCE Unit give support if required. (a)

Media spokespeople Media spokespeople include: • Duty Minister • State Recovery Coordinator* / Assistant Coordinator – Recovery • Local Recovery Coordinator • Mayor/CEO.

Local media Local and community newspapers that can be used to inform the public include: • The Port Lincoln Times • The Eyre Peninsula Tribune • The West Coast Sentinel

ABC Local Radio 1485, Adelaide and South Australia, is the official Emergency Broadcaster. Other local broadcast media that can be used to inform the public include: • 5CC 765

http://www.sa.gov.au/recovery

http://www.facebook.com/sarecoveryinfo

http://www.twitter.com/SA_DCSI


SOCIAL

Legal Advice Legal advice • The Legal Services Commission (LSC) coordinates legal help for affected people. (a) It operates a system of

referral, advice and representation for those affected in conjunction with the Law Society and the Attorney General’s Department. This is in addition to the normal legal assistance and advice that is available through the Legal Help Line 1300 366 424.

• State Recovery Office activates this service. (a)

Personal Support, Counselling and Mental Health Personal support, counselling and mental health

• Local Recovery Committee takes an overview of community need for personal support, counselling and mental health services, and ensures a coordinated approach. (a)

• Emergency Relief Functional Support Group (ERFSG) sets up relief and recovery centres and coordinates outreach programs where:

o Australian Red Cross provides personal support and links to counselling and mental health services. o Disaster and Recovery Ministries provides pastoral care. (a)

• Health Services and Community Health Centres provide personal support and counselling services for affected people. (d)

• State Coroner's Office provides counselling, information, and support to bereaved family and friends. (d) • Schools provide counselling for affected children, their families and staff. (a) • Australian Red Cross:

o supports parents and carers with concerns over children's wellbeing o facilitates community support groups and community recovery sessions o provides emotional and wellbeing support at community events. (b and c)

• SA Health coordinates linkages and access to mental health services within affected areas. (a) • Other community and religious organisations might offer counselling and pastoral care. (c) • The Emergency Relief Functional Support Group (via the recovery centre) coordinates outreach activities.

Public Health (see also Environmental Health in the ‘Natural’ section) Health information, education and programs

SA Health coordinates the provision of recovery health information and education and facilitates the provision of additional health services/programs to support the affected community. (a)


SOCIAL

Transport (see also Transport and traffic management in the ‘Infrastructure and Built’ section)

• Community transport services might assist with transport to recovery services and events. Australian

Red Cross – Transport Service (Community Passenger Network) is a transport service for disadvantaged people. (d)

• It could be extended to disaster-affected people in need. (b) and (c) It could operate out of Port Augusta, Port Pirie

Volunteers (spontaneous) Management of spontaneous volunteers

• Volunteering SAandNT coordinates spontaneous volunteers. The State Recovery Office activates this service. (a)

Clean-up – Volunteer • See under Clean-up in the ‘Infrastructure and Built’ section.

Fence reconstruction – Volunteer

• See under Fences in the ‘Infrastructure and Built’ section.

Tree planting – Volunteer • See under Replanting/revegetation in the ‘Natural’ section.

Other specific recovery projects • Local and emerging groups might mobilise volunteers from within their group to meet identified/perceived need. (b or c)

• Contact State Recovery Office for assistance with coordination of volunteers.


ECONOMIC

Economic Development Recovery coordination

• Dept of State Development (DSD) might coordinate and initiate economic development activities to assist recovery of local businesses following an emergency. (a)

Information and advice • Dept of State Development (DSD) provides information on business development and business education.(d) • Regional Development Australia (RDA) at Liverpool Street Port Lincoln provides information on

business development and business education. RDA is administered by the Commonwealth Department of Infrastructure and Regional Development. (d)

• Business SA provides services for member businesses only. (d) • Business associations might assist with information and advice. Local business associations include:

o Cummins and District Enterprise Committee

Education industry • Tertiary institutions might assist with the recovery of the education industry. Local campuses include: o Port Lincoln TAFE: Porter Street Port Lincoln

Hospitality industry • Australian Hotels Association (SA) might assist with the recovery of the hospitality industry.

Manufacturing industry • Dept of State Development (DSD) might assist with the recovery of the manufacturing industry.

Primary Production industry • Dept Primary Industries and Regions, SA (PIRSA) advises primary producers/industries on recovery options. (a) • PIRSA has a large role in industry recovery from a biosecurity event. • Primary Producers SA and its foundation members (Grain Producers SA, Livestock SA, the Horticulture Coalition

of SA, the Wine Grape Council of SA, and the SA Dairyfarmers Association) might assist with the recovery of the primary production industry. (a)

• Other industry and grower groups might assist with the recovery of the manufacturing industry.

Retail industry Traders associations might assist with the recovery of the retail industry.


ECONOMIC

Tourism industry • The South Australian Tourism Commission (SATC) coordinates and assists with the recovery of tourism industry. ( • Tourism bodies might assist with the recovery of the tourism industry.

Register of businesses

• The Australian Taxation Office’s Australian Business Register provides free up to date business identity information on all ABN-registered entities. This can be accessed via the State Recovery Office.

Financial Assistance (business) Financial grants/aid • Dept Primary Industries and Regions, SA (PIRSA) administers financial aid (if available) for primary producers after

an emergency. (a) • See also under Natural Environment in the ‘Natural’ section. • Dept of State Development distributes financial aid (if available) to other businesses after an emergency. (a)

Financial counselling primary producers/rural

• Rural Business Support provides free, independent and confidential financial information and business support to primary producers and other rural businesses. (d)

• Dept of State Development provides generic business support and referral to financial counselling providers.(d)

Insurance • Insurers and insurance brokers provide advice on insurance claims. Affected people should first seek advice from their own insurer or insurance broker.

• The Insurance Council of Australia assists those who do not know who their insurer is or who have questions about their claim. (d)

• It provides a claims escalation process for the event. (a) • The Insurance Council might send a representative to the relief centre (a) and/or set up an insurance

hotline. (b) • The Financial Ombudsman Service provides an independent dispute resolution service if an affected person is

having difficulty with their insurer. (d)


ECONOMIC

Livestock Injured stock • Dept Primary Industries and Regions, SA (PIRSA) will, if requested, assess injured livestock and advise on

options. (a) • Stock destruction is the responsibility of the stock owner. (d)

o If the owner is unable to do so, or the scale is large, PIRSA might become involved in coordination and/or destruction.

o SA Veterinary Emergency Management (SAVEM) supports and supplements PIRSA in their response to an incident involving livestock and horses. PIRSA activates this service. (a)

Dead stock • Disposal of dead stock is the responsibility of the stock owner. (d) • When on a larger scale, agencies might become involved in coordination and/or disposal.

o PIRSA, Environment Protection Authority (EPA), and local Council(s) might co-ordinate disposal of dead stock. (a)

o Engineering Functional Support Group (EFSG) supports PIRSA. (a)

Fodder, agistment • Primary Producers SA (PPSA) co-ordinates emergency feed/fodder supplies and agistment. PIRSA activates this service. (a)

Escaped stock • Rounding up escaped stock is responsibility of the stock owner. (d) • SAPOL will be involved if public safety is an issue. (d) Local Councils may also be involved if needed. (d)



INFRASTRUCTURE

Clean-up / Equipment Provision Clean-up • Samaritan’s Purse might deploy volunteers, tools, equipment and materials to assist with physical needs. (b or c)

It has a mobile command centre and sources volunteers through local churches. • Other volunteer groups, e.g. Habitat for Humanity, might also assist with clean-up. (b or c) • Contact State Recovery Office for referrals to these organisations.

Rubbish removal and disposal

• Councils remove excess rubbish that is beyond the capacity of normal services or make arrangements for landowners to take waste to suitable locations. (b)

• Councils might waive, reduce or subsidise dumping fees. (b)

Tree clean-up and removal • The property owner is responsible for clean-up and removal of fallen or damaged trees. (d) • SES can assist with clearance of fallen trees from roads, access, structures. (d) • Refer to State Recovery Office for advice of any services to assist with fallen or dangerous trees.

Hazardous material clean-up • The property owner is responsible for clean-up of hazardous materials on their property. Refer to Environmental Protection Agency for advice.

• SAMFS, CFS, DPTI and EPA might clean up hazardous material releases (incl. oil spills) on land and in water. Responsibility under the State’s Emergency Management arrangements depends on the particular situation.

Asbestos clean-up • The property owner is responsible for clean-up of their unsafe asbestos. Refer to Environmental Protection Agency for advice.

• www.asbestos.sa.gov.au provides information about asbestos and its management. • If there is large scale asbestos contamination Environment Protection Authority (EPA) might provide guidance (d)

and Local Council might be involved. (d)

http://www.asbestos.sa.gov.au/



INFRASTRUCTURE

Equipment • Logistics Functional Support Group provides assistance to other emergency management agencies/services • in sourcing temporary resources as required, eg. toilets, generators, earthmoving equipment. (a) • Engineering Functional Service (EFSG) coordinates provision of large commercial generators for essential • infrastructure. (a) • EFSG maintains the Heavy Plant and Equipment Register, a register of government and civil contractors • that hold heavy plant and equipment (pumps, generators, backhoes, excavators and trucks) that can be

used in an emergency before needing to engage private contractors. (a) • Local Government Functional Support Group manages access to the Local Government Heavy Plant and • Equipment Register, an online register of local government resources with potential application in managing

emergencies. (a) Fences Primary producers • BlazeAid provides volunteer fencing crews if active for the event. Not part of the State arrangements. Can be

invited by community or local councils. Payment for services will need to be negotiated. State Recovery Office might be able to assist with identification of a suitable base camp.

• Natural Resources Management assists with farm planning involving fencing issues.(d)

Public and private buildings • Engineering Functional Support Group (EFSG) coordinates restoration of essential private and public buildings (e.g. schools, hospitals) after an emergency. Includes structural assessment, demolition and shoring up. (a)

Heritage buildings • See under Heritage in the ‘Community and Psychosocial’ section. Roads and bridges • Transport Functional Support Group* – DPTI assesses and restores public transportation infrastructure, i.e.roads

and bridges. (a) • DPTI provides information on road closures and restrictions (Traffic SA and Outback Road Warnings). (d) • Local Council(s) assess and restore local council transportation infrastructure, i.e. roads and bridges (d) • Engineering Functional Support Group (EFSG) supports Transport Functional Support Group and local government

in restoration of infrastructure. (a)



INFRASTRUCTURE

Commercial and industrial infrastructure

• Owners are responsible for assessing and restoring damaged commercial and industrial infrastructure.

Essential Services Restoration • Engineering Functional Support Group (EFSG) coordinates restoration of essential services, including utilities:

electricity, gas, water and telecommunications (voice and data), after an emergency. (a) Liquid fuel supply • If the private sector is unable to cope, Dept of State Development (Energy Markets and Programs division) can

assist the private sector to restore liquid fuel supply, by controlling the sale of fuel to restrict supply to motorists. (a)

Transport and traffic management Transport coordination • Transport Functional Support Group* – DPTI coordinates transport of evacuees; emergency supplies and goods

including water, food and fuel, and heavy equipment. (a)

Traffic Control • SAPOL provides traffic control – road and rail closures, detours. (d) • Dept Planning, Transport and Infrastructure (DPTI) manages road traffic management systems; monitors traffic

and traffic lights; and manages public transport systems, including bus and rail. (d)

Transport of livestock • Primary Producers SA (PPSA) might be able to facilitate emergency transport of livestock. PIRSA activates this service. (a)

Transport infrastructure See Roads and bridges in the ‘Infrastructure’ section.



ENVIRONMENT

Natural Environment (see also Clean-up in the ‘Infrastructure and Built’ section) Coordination • State Recovery Committee and Local Recovery Committee identify natural environment recovery issues and

coordinate stakeholders. (a)

Assessment and advice Restoration programs Education and training

• DEWNR – Northern and Yorke Natural Resources Management Board assesses and advises on repair of damage after an event, including replanting/revegetation; prevention and control of erosion and animal and plant pest

o develops or supports community programs to restore the natural environment o provides education and training to support restoration of the natural environment.

Replanting/revegetation • DEWNR – Northern and Yorke Natural Resources Management Board provides assessment and advice on replanting and revegetation.

• Community groups might provide volunteer work teams and/or resources: o Trees for Life (b or c) o SA Bushfire Garden Revival (b or c) o Landcare groups Refer Landcare Association of South Australia (http://landcaresa.asn.au ) o Community gardens groups o Garden clubs: Garden Clubs of Australia http://www.gardenclubs.org.au

Public lands and national parks

• DEWNR restores public lands and national parks. (d) • Councils restore Council parks and gardens. (d) • Park/Garden Friends groups might provide volunteer work teams and/or resources. Friends of Parks SA: • http://www.friendsofparkssa.org.au/members or refer to State Recovery Office for coordination of volunteers.

http://landcaresa.asn.au/

http://www.gardenclubs.org.au/

http://www.friendsofparkssa.org.au/members



ENVIRONMENT

Community grants Landholder financial incentives

• DEWNR – Northern and Yorke Natural Resources Management Board might provide: o financial grants for communities and schools to promote restoration and

sustainable management of natural resources. (a?) o financial incentives for rural property owners to manage their land sustainably. (d)

Environmental Health Food safety • Local Council Environmental Health Officers assess and advise on food safety/disposal and minimise the public

health impact of an emergency. (d) • SA Health might also be involved in a coordinating role for a larger scale or complex public health emergency.(a)

Air and water quality • Environment Protection Authority (EPA) assesses the quality of air, inland surface waters and marine waters and provides information, advice or regulation as appropriate. (d)

Reticulated water contamination

• Local water suppliers (e.g. SA Water and Councils) monitor and treat water in their storage and reticulation systems. (d)

Groundwater contamination • Environment Protection Authority (EPA) provides groundwater contamination advice. (d) Aboriginal heritage • State Aboriginal Heritage Branch has a record of Aboriginal heritage sites on its database.

Local Aboriginal organisations that can advise on Aboriginal heritage: • Port Pirie, Melrose and Port Augusta country: Nukunu Peoples Council Inc.

Heritage buildings • The State Heritage Unit (DEWNR) inspects damage and provides advice for State Heritage Places and properties within a State Heritage Area. (d)

• Councils can advise on damaged properties that are on the Local Heritage Register.



Injured wildlife • SA Veterinary Emergency Management (SAVEM) rescues, triages, and treats injured wildlife. PIRSA activates this service. (a)

• Wildlife care groups provide longer term care and accommodation for injured wildlife. (d) • Groups include Bird Rescue and Wildlife Care, Fauna Care and Release, Fauna Rescue SA and Native

Animal Network of SA. • Refer to list of wildlife care groups at http://www.fauna.org.au .

http://www.fauna.org.au/


APPENDIX 15 COMMUNITY GROUPS INVOLVED IN DISASTER PLANNING WORKSHOPS

COMMUNITY GROUPS GROUP ADDRESS POSITION NAME NUMBER

EMAIL

Focus Group 1 Coffin Bay Progress Association

PO Box 24, Coffin Bay 5607 President Sandra Peters 8685 4048/ 0408 895 674 [email protected] Secretary Annette Griffiths 86854 421/ 0428 815 072 [email protected] Treasurer, bookings

Linda Christian 8685 4048 / 0409 092 168 [email protected]

Marble Range Community and Sport Centre

PO Box 3588, Port Lincoln 5606

President Bruce Morgan 0427 872 038 [email protected] Secretary Ben Smith 0422 653 433 [email protected] Community member

Simon Giddings 0428 855 097 [email protected]

Mount Dutton Bay Association Inc


President Lloyd Hetzel 8685 4340/ 0429 725 642 [email protected] Vice-president Michael Doudle 8685 4043 [email protected] Secretary Glenn Karutz 8683 3918 [email protected]

Coulta Hall Committee

9-13 South Terrace, Coulta 5607

President Amy Thorsen 0447 002 436 [email protected] Secretary Carli French 0411 456 377 [email protected]

Focus Group 2 Cummins and District Enterprise Committee

PO Box 41, Cummins SA 5631

Chairperson Roger Laube 0428 711 660 [email protected] Committee member

Wendy Holman 0439 870 066

[email protected]

Vice chairperson Valerie Hill 0429 136 537 [email protected] Secretary Jenna Hughes 8676 0400 [email protected]

Yeelanna Memorial Association

President Dianne Modra 0487 767 026 Nil. Secretary David Smith 0427 765 026 [email protected] Bookings Jeff Glover 0429 810 011 Nil.

Karkoo Hall Committee Inc

RSD Karkoo via Cummins 5631

Chairperson Neil Carr 8676 6034 Secretary Debbie Leedham 8676 6007 Nil.

Treasurer Sacheen Hopewell 0428 557 310 [email protected]

Mount Hope Soldiers Memorial Hall

PMB 151, Port Lincoln 5606 Committee member

Sallyann Hill 0429 900 007

Committee member

Michelle Mahoney

[email protected]



















GROUP ADDRESS POSITION NAME NUMBER EMAIL

Kapinnie Hall Committee

RSD Yeelanna 5632 Secretary Joz Phelps

[email protected]

Youth Advisory Committee

PO Box 41, Cummins 5631 President Secretary DCLEP

Representative Julie Crettenden 8676 0400

[email protected]

Edillilie Memorial Progress Association

PO Box 261, Edillilie 5630 President Monique Siegert

Secretary Bernadette

Crettenden

[email protected]

C/- Post Office, Edillilie Treasurer Kaye Puckridge PO Box 282, Edillilie Committee

member Judy Hall

Focus Group 3 White Flat Hall Committee Inc


Chairperson Anthony Docking 0428 844 229 Nil. Secretary Barbara Weaver 8684 6161 [email protected] Vice-chairperson Gerald Smits 0429 844 202 Nil.

Wanilla Progress Association

PO Box 364, Wanilla 5607 President Robert McFarlane 0427 852 252 Nil.

Secretary Heather Pope 8685 2204 / 0448 852 204 [email protected]

Community member

Greg Bawldwin-Brown

0427 280 228

[email protected]

Community member

Sue Sprigs

0427 751 739

[email protected]

Jack Bourke 04257 852 256 [email protected]

Greenpatch farming area


Neil Russell 8684 2027 [email protected]

Western Approach Road area

Norm Pope 0427 823 878 [email protected] PO Box 2161, Port Lincoln 5606

Bill Martin 0433 517 543 [email protected]

Private Bag 58, Port Lincoln 5606

Robin Dixon- Thompson

[email protected]

PO Box 1412, Port Lincoln

Noel Linsell 8683 3019 [email protected] PO Box 1231, Port Lincoln 5606

Geoff Bayly 0428 872 779 [email protected]















GROUP ADDRESS POSITION NAME NUMBER EMAIL

Tulka Progress Association


President Therese Pedler 0428.114.234 Nil. Secretary Talitha McGovern 0430 291 444 [email protected] Member Robyn Pedler Nil. [email protected]

North Shields Progress Association

PO Box 960, North Shields 5607

President Frank Johnson 8684 3696 Nil. Secretary Bill Ridgeway 8684 3515 Nil.

Louth Bay Community Club


President Peter Manders 0428 622 770/ 8684 6140 Nil. Vice-president Nola Barnes 0428 255 908 Nil. Secretary Deanna Carslake 0459 246 630 [email protected] Treasurer Morgan Bray 0408 888 248 Nil. Committee member

Alan Dorward 0457 985 889

Nil.

Sleaford District Progress Association


President John Casanova Secretary Stuart de la Perrelle

[email protected] Community member

Peter Theakstone

Boston/ Tiatuckia living area

Diana Smith 0411 602 170 [email protected]

Peter Knife 8684 3647 [email protected]

Eric Britten 0428 825 468 [email protected]

PO Box 2328, Port Lincoln

Di Baker-Tagg

[email protected]










APPENDIX 16 RECOVERY ACTION PLAN TEMPLATE

This template is for use by the Local Recovery Committee. The Local Recovery Coordinator can use a copy/variant of the table to track, drive and monitor activities to ensure their completion.

The Local Advisory Groups are responsible for assisting the LRC implement the Recovery Action Plan.

The Recovery Action Plan is a dynamic document that is reviewed and updated regularly to reflect the changing circumstances as defined by ongoing Community Needs Analysis. It should be version controlled. Note it includes a monitoring and evaluation component which is a requirement for NDRRA funding.


Name of event: (insert here) Action Plan prepared on (insert date) Approved by: (insert name)

Date of event: (insert date)

*NB Lead: The first-named party has primary lead responsibility. Activity Indicator Evaluation Lead Status

INFRASTRUCTURE AND BUILT ENVIRONMENT 1. Issue: [INSERT STATEMENT OF THE ISSUE] Outcome: [INSERT STATEMENT OF THE GOAL YOU ARE AIMING FOR] 1.1 [DESCRIBE THE ACTION (S) REQUIRED DESCRIBE WHAT WILL SHOW THAT

YOU HAVE SUCCEEDED

STATE HOW YOU WILL MEASURE OR ASCERTAIN SUCCESS (EG SURVEY OF THOSE AFFECTED)

STATE AGENCY RESPONSIBLE FOR LEADING THE ACTION

STATUS AT TIME OF PREPARING THE PLAN (THEN LRCOORD MONITORS THROUGH A SEPARATE COPY]

1.2 XXX XXX xxx 2. Issue: XXX Outcome: XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX

EMOTIONAL, SOCIAL AND PHYSICAL WELLBEING 3. Issue: XXX Outcome: XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX 4. Issue: XXX Outcome: XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX


Activity Indicator Evaluation Lead Status XXX XXX XXX XXX

ECONOMIC 5. Issue: XXX Outcome: XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX 6. Issue: XXX Outcome: XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX 7. Issue: XXX

NATURAL ENVIRONMENT 8. Issue: XXX Outcome: XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX 9. Issue: XXX Outcome: XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX XXX

GENERAL EXAMPLES – ADD OR DELETE AS REQUIRED Acknowledge the contribution of volunteers and support community service organisations

XXX XXX XXX

Maintain two way communication with XXX XXX XXX


Activity Indicator Evaluation Lead Status community leaders Celebrate the courage and achievements of members of the community

XXX XXX

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