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CITY OF GREATER GEELONG

MUNICIPAL EMERGENCY MANAGEMENT PLAN

PART 11 APPENDICES: 2017 - 2019

Contents

Part 11 Appendices PageAmendment Summary

11.1 Appendix A: Local Community Infrastructure....................................................................................3

11.2 Appendix B: Engineering Lifelines.....................................................................................................7

11.3 Appendix C: Other Plans................................................................................................................. 10

11.4 Appendix D: Emergency Relief / Recovery Centres........................................................................12

11.5 Appendix E: Council – Levels of Response.....................................................................................59

11.6 Appendix F: Glossary of Terms / Acronyms and Abbreviations.......................................................62

11.7 Appendix G: Distribution List...........................................................................................................68

11.8 Appendix H: Key Services - Recovery.............................................................................................70

11.9 Appendix I: Water Replacement Log & Vehicle Removal Log.........................................................71

11.10 Appendix J: Vulnerable People / Facilities.......................................................................................73

11.11 Appendix L: Role of CEO’s, Mayors & Councillors in Emergency Management.............................78

11.12 Appendix M: Central Business District CCTV Camera Network......................................................91

Issue Date: December 2018Revision – September 2018



PART 11 APPENDICES: 2017-2019 APPENDIX ALOCAL COMMUNITY INFRASTRUCTURE

AMMENDMENT SUMMARY – PART 11

RevisionNumber

AmendmentDate

Change/ Reason for Change

2015-2017 Nov 2014 1. Appendix C updated2. Appendix D updated3. Appendix E updated4. Appendix G updated5. Appendix H updated6. Appendix J updated7. Appendix K updated

Oct 2015 1. Annual update / review of all appendices2. Appendix J fully revised & Caravan Park data added

2017-2019 Sept 2016 1. Change in format and information in template for relief centres

Sept 2017 1. Footer updated2. Appendix C: any plan older than 10-years removed from table3. Appendix E, Tables updated4. Appendix H, Table updated5. Old Appendix K MECC Activation Triggers – removed as MECCs

no longer form part of Victoria’s EM arrangements

Oct 2017 1. Appendix D: contact names/numbers for all venues checked and updated where needed. Venue amenities & notes have been slightly updated

2. Appendix H: table of key services removed and EMMV links provided instead.

Sept 2018 1. Footer updated2. Appendix A updated3. Appendix C updated4. Appendix D updated5. Tables in Appendix E reviewed6. Appendix G updated





11.1 Appendix A: Local Community Infrastructure

The following community infrastructure resources are available to the municipality:

Government: Country Fire Authority Ambulance Victoria Victoria Police Victoria State Emergency Service (BSW Geelong Regional Office + 4 SES

Units) Department of Land, Water and Environment Vic Roads Public Transport Victoria Department of Health & Human Services Corangamite Catchment Management Authority

Statutory Agencies & Non-Government: Barwon Water Geelong Port Coast Guard Local Service Clubs and organisations

Primary and Secondary Arterial Road Network (maintained by Vic Roads):

Key routes include the following: Geelong Ring Road Princes Freeway – Colac Road (Warn Ponds) to Little River Princes Highway - including La Trobe Terrace, Settlement Road and

Princes Highway (west) through Waurn Ponds to Colac. Midland Highway Surfcoast Highway Hamilton Highway including Aberdeen St and Ryrie Street. Bellarine Highway

Other important distributors (maintained by Vic Roads) include: Geelong - Portarlington Road Geelong Bacchus Marsh Road Barrabool Road Anglesea Road Barwon Heads Road Grubb Road, Tuckfield St, The Parade, Orton St Bridge Rd, Golf Links Rd Murradoc Road Queenscliff - Portarlington Road Pioneer Rd Geelong – Ballan Rd Fyans St, Carr St Portarlington Rd to St Leonards (Newcomb Rd, Fisher Rd, Hood Rd, The

Esplanade) Boundary Rd Breakwater Rd (soon to be gazetted as a local road, aka Gundog Lane) Mt Duneed Rd (Barwon Heads Rd to Surf Coast Hwy) Bayside Road (Melb Rd to Princess Fwy)





Separation St Shell Rd (soon to be gazetted at a Declared Main Road) Station St Thompsons Shannon Ave Cox Rd Anakie Rd, Vines Rd, Church St, McCurdy Rd, Highland St Morgan St, The Boulevard North Shore Rd Corio Quay Rd, Abery Rd, Seabeach Pde, Lowe St, Wharf Rd, Shell Pde Forest Rd Sth Barrabool Rd (west of Roberts Rd) Nth Valley & Sth Valley Rds Aphrasia St, Queens Park Rd, Scenic Rd Breakwater Rd Bridge, Fellmongers Rd Boundary Rd

The present excellent road network links Geelong with all capital cities and major Victorian provincial centres along such routes as the Princes Freeway/Highway, Hamilton Highway, Midland Highway, and the Bellarine Highway to Queenscliff.

A major rail freight gate operates through the North Geelong V/line rail yards. Regular passenger and freight services operate between Geelong and Melbourne, with links through the V/line network to all parts of the state and interstate, the National Standard Rail Grid is a national freight line linking the eastern seaboard capitals. The main national freight line from Melbourne to Adelaide and Perth passes through Geelong.

The Princes Highway traverses the city in a north south direction from the northern boundary at Little River (as the Princes Freeway) to the southern boundary through Waurn Ponds, where it becomes the Great Ocean Road.

The Princes Highway is known as La Trobe Terrace from its intersection with the Midland Highway. At the Barwon River Bridge it is known as Settlement Road that splits again to become the Princes Highway through Belmont. It continues on through to the Western District and Adelaide and The Surfcoast Highway through Grovedale terminating at Torquay.

The Midland Highway enters the city on the western boundary west of Batesford and terminates at the Princes Highway in the centre of the city.

The Hamilton Highway also enters the city on the western boundary at Stonehaven and traverses the township of Fyansford before entering the built up area and becomes Aberdeen Street, then Ryrie Street, then Portarlington Road leading to the Bellarine Peninsula.

Major Services:Major services within the Geelong area include:

Gas Transmission Mains Water Transfer Mains and Storage Stations Major Outfall Sewer Mains to the Sewerage Treatment Plant at Blackrock 220kV electricity Transmission Lines 66kV electricity Transmission Lines Fibre optic and microwave telecommunication networks.





Major Industries:General Grain handling through Geelong Port and Vic Grain facilities Superphosphate-Pivot Fertilisers, Incitec and Hi Fert Wool scourers, wool stores Poultry and red meat production, Steggles, Herds Animal Research – CSIRO Animal Health Laboratory Major Hazard Facilities x 4 No.

Manufacturing Industry Viva Energy ( formally Shell Refinery, Australia Pty Ltd) Elgas/Shell LPG facility Montell polypropylene production (Shell Refinery) KAAL Australia Pty Ltd Godfrey Hirst Australia Ltd.

Airports:Major facility - Avalon Airport Avalon Airport - 18 kilometres north, east of Geelong on the Princes Freeway,

operated by Linfox, set on 1750ha of land; 3045m long runway capable of handling the largest commercial aircraft.

Supports movement of freight in and out of the airport; Favourable weather conditions, curfew-free flying time and low air traffic; Biannually, Air shows Downunder operate the Avalon International Airshow. JetStar (commercial carrier)

Other airports in Geelong Private Airfields - Barwon Heads, Connewarre, Wooloomanata, Torquay.

Hospitals St John of God, 80 Myers St, Geelong

University Hospital, Geelong, Ryrie & Bellarine Streets, Geelong

Epworth Hospital, 1 Epworth Place, Waurn Ponds

Helicopter facilities (other than airports)

Helicopter landing is available at Geelong Hospital for emergency uses only.Contact: Director Clinical Services Medicine or Manager Clinical Resource Unit, 5226 7592 working hours, or 5226 7111 after hours.

Note: The heliport previously located adjacent to the west of Cunningham Pier was decommissioned in 1999.

Rail:





A standard gauge line between Melbourne and Adelaide passes through Geelong. Normal gauge (Victorian) lines connect Geelong with Melbourne, Warrnambool, and Ballarat (currently being converted to standard gauge).

Sea: Geelong Port, owned by Toll Holdings, operates facilities at Victoria’s major

regional port. Cargo handled through the Port averages 13 million tonnes per annum. Around 6 million tonnes passes through Refinery Pier. Geelong is the second largest (non-Capital City) port in Australia.

The Port can accommodate vessels up to 265m in length and has recently (1999-2001 approx) been deepened to 11.5m. It has eight major piers providing 21 berths.

Vic Grain operates from North Geelong – Victoria’s major grain handling facility. Lascelles Wharf has a bulk handling facility for dry-bulk cargoes. This is capable

of handling 1400 tonnes per hour through two cranes linked to a mobile hopper and a 50,000 tonne segregated under cover storage area.

Explosives unloading facility at Point Wilson (sea borne operations currently not underway), but facility uses road transport




PART 11 APPENDICES: 2017-2019 APPENDIX BENGINEERING LIFELINES

11.2 Appendix B: Engineering Lifelines

Water Supply

The water supply authority for the Geelong region is Barwon Region Water Authority (Barwon Water). Barwon Water recently amalgamated with Otway Region Water Authority and administers urban water supplies to Geelong, Colac, Birregurra, Alvie, Winchelsea, Anakie, together with towns on the Bellarine Peninsula and westwards along the cost to Apollo Bay. Water is also supplied to other small towns and a rural supply system supplies water to landholders in the vicinity of the reticulation network.Water is supplied to approximately 229,000 customers and annual consumption is in the order of 36,600 megalitres.

There are three sources of water supply for the Geelong region.

The Moorabool System which draws water from three reservoirs, Korweinguboora, Bostock and on a shared basis with Central Highlands Water from Lal Lal Reservoir. Water is also pumped from the Moorabool River at She Oaks for the Geelong supply. Water from Korweinguboora and Bostock Reservoirs is transferred by channel to three holding basins at Stony Creek from where it is sent to Geelong. A fourth reservoir is located on the Lower Stony Creek and reticulates water to customers in the Staughton Vale area.

The Barwon System which draws water from the West Barwon Reservoir. This water is transferred by channel to Wurdee Boluc Reservoir where it is treated before being reticulated to Geelong, the Bellarine Peninsula, Torquay and Anglesea.

emergency supply to augment the water harvested from the Barwon system in times of drought.

A site on Dewing Creek in the Barwon Catchment has been acquired for a possible new storage but the existing system is expected to meet requirements until 2010.

There are over 90,000 individual properties connected to more than 2,000 kilometres of water mains that make up the supply in the Geelong region. Local service basins exist at Lovely Banks, Highton and Montpellier in Geelong and there are additional basins on the Bellarine Peninsula and at Bannockburn and Meredith.

The average daily consumption for the Geelong Region is 70 megalitres but this can peak to 180 megalitres/day during periods of peak demand.

Barwon Water continually monitors the quality of its supplies. In the supply to the Geelong region it has water treatment plants at Wurdee Boluc and Meredith and several local disinfection plants. A new water treatment plant is also proposed for She Oaks. Water quality is therefore able to be achieved in accordance with World Health Organisation Guidelines.

Sewerage SystemBarwon Water is responsible for the supply of sewerage services within the Geelong Region. There are four discrete systems based on sewage treatment plants at Black Rock, Portarlington, Anglesea and Winchelsea. Another was constructed in Bannockburn during 1998.





The network in the Geelong Region is made up of 1,660kms of pipelines ranging in size from reticulation mains (150 mm diameter) through to major trunk sewers (up to 1,500 mm diameter). It also incorporates 108 pumping stations and associated rising mains. The main outfall pipeline to Black Rock runs along Latrobe Terrace and crosses the Barwon River as the McIntyre Bridge.

There are over 800 properties licensed to discharge trade waste ranging from small commercial premises to large industrial discharges such as Godfrey Hirst, Shell, etc.

There are over 84,000 properties connected to the sewerage system in Geelong. Approximately 15% of the flow is contributed by industry out of an annual total of 20,000 ML. Inflow and infiltration from rainfall and groundwater contributes about 14% of the flow and flow to the treatment plants can treble as a result of significant rainfall events.

Black Rock Sewage Treatment PlantBlack Rock Sewage Treatment Plant is the largest of Barwon Water’s Sewage Treatment Plants. An upgrade was completed in April 1996 at a cost of approximately $46 million. It is thought to be the largest sewage treatment plant in the southern hemisphere using the Intermittently Decanted Extended Aeration (IDEA) process.

The Black Rock Sewage Treatment Plant is located on Black Rock Road at Connewarre.

This facility treats the sewage from the Greater Geelong region, Lara, Drysdale/Clifton Springs, Leopold, Queenscliff, Point Lonsdale, Ocean Grove, Barwon Heads and Torquay.

The plants treats approximately 50 ML per day and has the capacity to treat up to 200 ML per day wet weather flow.

Communications – main links for the City of Greater Geelong

i) Telephones, including mobile phones Telstra Optus Other smaller carriers

ii) Commercial RadioLocal K-Rock - FM 95.5 Bay FM - FM 93.9 The Pulse - FM 94.7 YYR - FM 100.3 Tourist FM - FM 88.8

Other774 ABC Radio, 3CS Colac, 3BA Ballarat, 3AW and other Melbourne stations can be received throughout the area.





iii)Newspapers- One daily newspaper (The Geelong Advertiser)- Three weekly newspapers (The Geelong News, The Bellarine Echo, The

Independent)- One monthly business magazine (Geelong Business News)

iv)TelevisionGeelong does not have a television station. All Melbourne stations cover the City of Greater Geelong area - SBS 0/28, ABC 2, HSV 7, GTV 9, Foxtel, and ATV 10. Country stations WIN and PRIME television area also received in some parts of the area.

v) InternetCoverage throughout most of the municipality.




PART 11 APPENDICES: 2017 – 2019 APPENDIX DEMERGENCY RELIEF/RECOVERY CENTRES

11.3 Appendix C: Other Plans

Special Plans outline predetermined activities that are required when managing specific crises of known consequences that historically occur in much the same pattern. It also involves plans from agencies and organisations that are likely to involve other response/recovery agencies across the municipal area. Key Plans in existence within the municipal and surrounding areas include:

NOTE: any Plan older that 10-years has been removed from the following list

Special Plan Description of DocumentCurrency of plan.

Responsible Agency & Contact Officer

1. Emergency Management Manual Victoria

Includes State Response & Recovery Plan (as amended)

Emergency Management Victoria

2. Barwon South West Regional Emergency Response Plan

BSW Regional Emergency Response Plan Nov 2012

Victoria Police Geelong Police Superintendent

3. Barwon South West Regional Emergency Recovery Plan

Draft Plan

Sept 2014

Department of Human Services

4. State Flood Plan State Flood PlanFeb 2012

VicSES

5. State Storm Plan State Storm Emergency Plan2011

VicSES

6. Barwon South West Flood Response Plan

Barwon South West Flood Response PlanJune 2012

VicSES

7. Barwon South West Earthquake Emergency Plan

Barwon South West Earthquake Emergency Plan

July 2012

VicSES

8. District 7 Wildfire Plans

Wildfire response plans for areas within Region 7Operations Management Plan 2009/10

Country Fire Authority Mick McGuinness Operations

Manager, District 7

9. Municipal Fire Management Plan

Identification and isolation of fire hazards within the City of Greater Geelong

Aug 2014

City of Greater Geelong David Skurrie

10. Geelong Refinery Emergency Plan

Response plan the management of emergencies at Shell’s Geelong Refinery 2013 Lara LPG Terminal 2013

Viva Energy (formally Shell Refining (Aust) Pty Ltd)

Wayne Noble

11. Port Phillip Region Marine Pollution Contingency Plan

Response plan to minimise the effects of marine pollution incidents.

(Council’s Deputy MERO Liaison has a copy) 2009

Port of Melbourne Corporation Fiona Dunk, Emergency

Management Coordinator





Special Plan cont’d Description of DocumentCurrency of plan.

Responsible Agency & Contact Officer

12. Port of Geelong Emergency Management Plan

Managing Emergencies within the PortNov 2013

David Kenwood

13. Golden Plains Shire MEMPlan, (2018 update) GPS MERO

14. Wyndham City Council

MEMPlan 2015 WCC MERO

15. Moorabool Shire MEMPlan 2017 -2019 (2017 update)

MSC MERO

16. Surf Coast Shire MEMPlan 2015 SCS MERO

17. Borough of Queenscliffe

MEMPlan 2015 BoQ MERO

18. Barwon Water Emergency Management Plan 2007 Barwon Water Operations Manager

19. Avalon Airport Aerodrome Emergency Plan, 2018 Dave Moreland, Manager – facilities and Aerodrome Compliance

20. CoGG Heatwave Plan

2017 update Lyndon Ray

21. DELWP Template for Dam Safety Emergency Plan2011

22. Office of Multicultural Affaires & Citizenship

Muslim Emergency Management Plan2011

23. State Health Response Plan (SHERP)

Victorian pre-hospital & hospital response plan for emergency incidents (3rd edition)

Nov 2013

24. Active Armed Offender Guidelines for Crowded Places

For places of Mass Gathering 2017

ANZCTC

25. State Emergency Response Plan – Class 3 Emergencies

Edition 1 , Jan 2018 VicPol

26. State Emergency Response Plan Electricity and Gas Supply Disruption Sub Plan

Edition 1, 2016 EMV





11.4 Appendix D: Emergency Relief / Recovery Centres

IntroductionIn the event of an emergency, a facility will be chosen dependant on the type of emergency, number of people affected and the potential duration of the event.

The sites that have been identified in this section are a starting point, however, other centres within and outside the Municipal boundary may be utilised.

The final decision on the specific location for the relief or recovery centres will be made after consultation between the Council Municipal Emergency Resource Officer (MERO), Council Municipal Recovery Manager, Control Agency and Municipal Emergency Response Co-ordinator (Victoria Police).

Emergency CentresEmergency Relief Centres are known by many names and have many uses. These ‘locations’ can be broadly described as:

Relief Centres / Evacuation CentresCentres where short term shelter, emergency accommodation, feeding, information can be offered. These could be halls, schools, sporting facilities, clubs or any other suitable centre.

Recovery CentresThese are essentially Relief Centres, but offer the affected community a centre where information and advice can be obtained rather than emergency accommodation and the like.

Assembly Areas Locations for the assembly of persons affected by the emergency.

These areas are decided upon on the day required.

Neighbourhood Safer Places/Places of Last ResortNeighbourhood Safer Places are considered as a place of last resort, ie a ‘Plan B’ for residents if their own fire plan fails. They do not perform the same role as an Emergency Relief Centre and/or a Recovery Centre and are not to be considered a safe place but a safer place.

As at September 2017, Council has no CFA Certified Neighbourhood Safer Places.

Fire Refuges

As at September 2017, Council has no identified Fire Refuges.





Each of the Emergency Relief Centres mentioned below has been assessed using the State Government’s assessment tool that was released in November 2009 and inspected by Council in 2018.


The decision to use a specific location should not be made in isolation.

Consultation between MRM – Municipal Recovery Manager (local knowledge),

Municipal Emergency Resource Officer (MERO)Control Agency (safety) and Municipal

Emergency Response Coordinator (overview) is strongly recommended.





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CENTENARY HALLCorner Cox Road and Melbourne Road (next to Norlane Waterworld)

COUNCIL BUILDING

After hours Contact Details:

Property & Procurement(Facilities Maintenance) Duty OfficerMalcolm Kuhn, Manager Leisure & Recreation

5272 5272

0419 314 616 (all hrs) 0429 646 975 (AH) (diverts to on call hall

officer)

Melway Ed. 44 – Map 432 A10 MoU in Place Council Facility

ERC Status Primary Facility Security system Yes – Micom

ToiletsMale 2 – Urinals 6

Female 3

HeatingEnergy source: Gas

KitchenEnergy source: GasEquipment: Commercial

Disabled AccessNot fully accessible - no hoistAccessible – Yes

CoolingNo

Portable Speaker / Audio SystemPortable microphonesAudio system

Tables & Chairs on site380 chairsRectangle & round tables

WifiNo, but available in library next door

External Water SourceNo

External Shelter/ ShadeNo

ShowersNo

Under 1 km to Strip ShoppingYes – Corio Village, medical centre

Pet Provision: Fencing: Existing / Potential & Under Foot Surfacing: Natural / Other NoSpecial Notes:

Site (hall) managed by City of Greater Geelong – Leisure Services Main building area: 1125m2

Using ratio of 3.5m2/bed, the building could accommodate:o 300 persons (as stated on Occupancy Certificate)

Capacity:o Main Hall x 300o Supper Room x 100

Break out spaces available; operable walls in place between Main Hall & Supper Room Provision of Prayer Space available Sealed car park – can accommodate 300 (approx) cars Temp fencing would be needed to house pets but no shade Located beside the swimming complex and future Medical centre Council office on site with Citrix & Skype phone system Northern Arc development ongoing (construction not yet commenced)





Centenary Hall





Centenary HallEmergency Relief Centre





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W. H. MYERS RESERVE: Sports & Bowling Club Rooms, Creamery Road, Bell Post Hill

COUNCIL BUILDING

After hoursContact Details:

Paul CotterTL Community & Rec.Community Directory

0403 604 103 / 0407 823 378http://www.geelongaustralia.com.au/directory/default.aspx

Melway Ed. 44 – Map 441 C1 MoU in Place Building leased to Committee of Management

ERC Status Secondary Facility Security system Yes

ToiletsClub room: 2 x Male, 4 x Female

Home & Away amenities: 2 Male, 2 Female, 1 x accessible toilet

HeatingEnergy source: Electric

KitchenEnergy source: ElectricEquipment: Commercial

Disabled AccessAccessible – YesToilet not fully accessible – no hoist

Cooling – Reverse CycleEnergy source: Gas

Portable Speaker/ Audio SystemNone

Tables & Chairs on site150 chairs17 tables

Wi-Fi: No External Water SourceYes

External Shelter/ ShadeNo

Showers4 showers in change rooms

Under 1 km to Strip ShoppingYes – Bell Post Hill Shopping Centre; also an Aldi nearby

Pet Provision: Fencing: Existing / Potential Temp fencing would be needed Under Foot Surfacing: Natural /Other Yes

Special Notes Signage – Myers Reserve Location – may be difficult to find by the public as it is a little out of the way, but it does

serve as a venue on ‘the other side’ of the Geelong Ring Road Facility owned and managed by clubs as leased; maintenance of reserve – CoGG Facility leased to Bell Post Hill Sporting Club Parking available around oval and to the west of the building (space for at least 500 cars) Main Hall area: could sleep150 people Building is adjacent to Geelong Rangers (privately owned soccer clubrooms) Internal and external break out spaces available Covenant College is situated next door.


http://www.geelongaustralia.com.au/directory/default.aspx





W.H. Myers Reserve Sports & Bowling Club Rooms*Note: netball courts – to be built adjacent during 2014





W.H. Myers Reserve Sports & Bowling Club RoomsEmergency Relief Centre





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GROVEDALE COMMUNITY HUB45-47 Heyers Road, Grovedale - 5241 5717 HALL


Procurement & Property(Facilities Maint.) Duty OfficerHinga FletcherCoordinator Community & Rec’nJosh BadenochTL Community Inclusion

5272 5272

(w) 5272 4718 / 0407 823 378

0481 914 018

Office Hrs:M: 9–12.00T,W,Th: 9–3.00F: closed

Linda Connor, Coordinator Neighbourhood HousePam Lynch, Admin N’hood House

0447 813 560 (bus hours)

5241 5717 (bus hours)

Melway Ed. 44 – Map 465 F8 MoU in Place: N/A, Council Managed Programs

ERC Status: Primary Facility Security system: Micom

ToiletsMale x 2 Female x 3 + AmbulantAccessible x 1

HeatingPanel Hydraulic in main rmR/C in others

Kitchen: CommercialEnergy source: ElectricEquipment: Oven, Microwave, 2 Fridges

Disabled AccessFully Accessible - no hoist

Cooling Energy source:Hall – evaporativeOther – R/C

Portable Speaker/ Audio SystemYes in hall, microphone available

Tables & Chairs on site250 chairs, 40 tables

Wi-Fi:Yes, paid by N’hood House

External Water SourceNo

External Shelter/ ShadeLimited

ShowersYes x 1 – Accessible

Under 1 km to Strip ShoppingYes

Pet Provision: Fencing:- Existing / Potential and Under Foot Surfacing:- Natural /Other Fencing exists in Child and Family Centre . Additional spaces could be set up in adjacent open space Special Notes:Site has Neighbourhood house program and Early Years program.

Facility is owned and managed by CoGG Community Life; No Centre Manager Large sealed car park area – 76 spaces and overflow grassed area 2 x small fenced areas, may be suitable to house pets Reasonably close to strip shopping; on bus route Free public Wi-Fi available throughout building provided by Grovedale NH House (PW: groovykid’) Moona Room –Control Room or kids break-out; Corea Room – Meetings – access to green space

Neighbourhood House section: Dianella Hall – large hall, parquetry floor, AV equipment Banksia Learning Centre – large carpeted room Four smaller rooms and reception/office Secure service yard Kitchenette – hot water, sink, microwave, small fridge; BBQ area

Additional Facilities Grovedale Child & Family: 2 x Kinder rooms, Occasional care room and Maternal Health rooms Secure outdoor play areas Aged & Disability office





Grovedale Community Hub





Grovedale Community HubEmergency Relief Centre





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PORTARLINGTON PARKS COMMUNITY HALL Newcomb Street, Portarlington 3223 – 5259 2764 HALL

After hourscontact details:

Bellarine Bayside Committee – Ranger on DutyPaul GangellOperations Manager

5259 3311 (all hrs)

0418 583 443 (all hrs) [email protected]

Melway Ed. 44 – Map 444 H6 MoU in Place: TBA

ERC Status: Secondary Facility Security system – TBA

ToiletsMale 2

Female 4

HeatingEnergy source: Gas and Electric

KitchenEnergy source: Equipment: Full commercial kitchen

Disabled AccessNot Fully Accessible - no hoistAccessible - Yes

Cooling Energy source:TBA

Portable Speaker/ Audio SystemTBA

Tables & Chairs on sitechairstables

Wi-Fi:Yes at a fee

External Water SourceYes

External Shelter/ Shade ShowersNo

Under 1 km to Strip ShoppingYes – across the road

Pet Provision: Fencing:- Existing / Potential and Under Foot Surfacing:- Natural /Other

Special Notes: Facility currently under negotiation to change ownership from Bellarine Foreshore

Committee to City of Greater Geelong Commercial Hire rates will most likely apply Temp fencing would be needed to house pets Facility has chairs and tables Close to strip shopping areas Street kerbside parking Keys can be accessed via the Bellarine Bayside Holiday Park, Boat Road, and Port. Using ratio of 3.5m2/bed, stadium area could accommodate:

o Main Hall: 415 m2o Bayview Room: 100 m2o Parkview Room: 85 m2

(All these rooms are located within Parks Hall) Wi-Fi – available in Bayview Room – upon request (not free)





Portarlington Parks Community Hall (Bellarine Bayside Holiday Park)





Portarlington Parks Community Hall (Bellarine Bayside Holiday Park)Emergency Relief Centre

Issue Date: December 2018 Part 11 - 31Revision – September 2018




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Issue Date: December 2018 Part 11 - 32Revision – September 2018




GEELONG WEST TOWN HALL & SUPPER ROOM153 Pakington Street, Geelong West

5221 3193 COUNCILHALL


Property & Procurement(Facilities Maintenance) Duty Officer Malcolm Kuhn, Manager Leisure & Recreation

5272 5272

0419 314 616 (all hrs) 0429 646 975 (AH) (diverts to

on call officer)

Melway Ed. 44 Map 451 J2 MOU in Place: Council managed facility

ERC Status: Primary Centre Security System: Yes – MICOM

Toilets:Fully Accessible / AccessibleM x2 Urinal x 6 Fx3Including new external public toilets (accessible)

Heating:Energy source: GasCoolingEnergy source: Gas

Kitchen:New commercial kitchenEnergy source: Gas

Disabled Access:Yes

Showers:No (provision for portable showers available)

Portable Speaker/ Audio System: Yes

Tables & Chairs on site:48 rectangle tables, 20 round; and extra trestles; 320x chairs

WifiYes

External Water Source:Yes

External Shelter/ Shade:No

Prayer Room provisionYes

Under 1 km to Strip Shopping: Yes

Pet Provision: Fencing: Existing / Potential and Under Foot Surfacing:- Natural /OtherProvision for temporary fencing; hard surface area only with some natural shade trees

Special Notes: Facility is owned and managed by CoGG Leisure Services (Hall & Supper Room) Main Hall entry and Supper Room have their own entry area. Office area is leased and operated by Diversitat Large sealed car park area (managed by CoGG) – approx 400 cark parks Facility has approx 500 chairs and 50 tables (1800 x 750), 2 tables (round 1800) and

28 tables (round 1500) Close to strip shopping centre and on bus route Capacities:

o Main Hall x 350o Supper Room x 100

Using ratio of 3.5m2/bed, stadium area could accommodate:o Main Hall Area & Supper Room: (say) 1000m2 = 280 persons

Stage area – useful for announcements/communication Other venue adjacent, Virginia Todd Centre

Issue Date: December 2018Revision – September 2018.




Geelong West Town Hall


DIMENSIONSROOM

FLOORSPACE (m2)

DIMENSIONS (m)

CAPACITY

MAIN HALL 322 23 X 15 350SUPPER ROOM

140 15 X 9 100

KITCHEN




Geelong West Town Hall

Emergency Relief Centre





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BELLARINE AQUATIC & SPORTS CENTRE52 Shell Rd, Ocean Grove

5256 2111 RECREATION CENTRE


Property & Procurement (Facilities Maintenance) Sally Aitken(Centre Manager)

Centre Manager on Duty

5272 5272

0457 765 232 (all hours)

5256 2111(bus hours)

Melway Ed. 44 Map 484, C10 MOU in Place: NA, Council facility

ERC Status: Primary Facility

Toilets:Fully AccessibleM x 4 Urinals F x 10

Heating:Energy source:Electric

Kitchen:Energy source: ElectricEquipment: café or small staff room

Disabled Access:Yes 2 x toiletsChanging Place facility

Cooling:Energy source:Electric


Tables & Chairs on site:4 x tables 50 x chairs

Wi-Fi: Yes, limited

External Water Source: Yes

External Shelter/ Shade: Showers:5 x F & 5 x M

Under 1 km to Strip Shopping:Yes, close to shopping centre

Pet Provision: Fencing:- Existing / Potential and Under Foot Surfacing:- Natural /OtherExtensive outdoor area that could be used for pet accommodation – temp fencing would be needed or use fenced tennis court area

Special Notes: Overall site is really good :

o Adjacent to OG Integrated Children’s Centre and OG Neighbourhood Houseo Enclosed tennis courts suitable for animals

Facility is owned and managed by CoGG Leisure Services Program room and outside play area Car park can manage 150 vehicles Would need to bring in tables & chairs from another location Using ratio of 3.5m2/bed, stadium area could accommodate:

o Multipurpose room and crèche area would make good sleeping areao Program Area: 2601m2 (approx) = (approx) 60 personso No heating or cooling in stadium area

Boorai Integrated Children’s Centre – is also located at this site so opportunity for child care, as well as other rooms being available including tables & chairs from community room

Staffroom has fridge, microwave, toaster, kettle, (no oven) Office/admin area would make a good Control Centre Wi-Fi – limited – available in main office and reception – upon request (not free)





Bellarine Aquatic and Sports Centre

Issue Date: December 2018 Part 11 - 38Revision – September 2018.




Bellarine Aquatic and Sports CentreEmergency Relief Centre





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BARWON VALLEY ACTIVITY CENTRE Lot 1, Barwon Heads Rd, Belmont

5243 7718 Sports Centre


Property Services (Facilities Maintenance) Duty OfficerBrad Roberts

5272 5272

0418 353 723 (bus hours) [email protected]

Melway Ed. 44 Map 451, K9 MOU in Place: NA, Council facility

ERC Status: Secondary Facility

Toilets:Fully Accessible / Accessible (no hoists)M x 2 Urinals x F x 4

Heating:Energy source:Yes, but not in main, only in small rooms

Kitchen: NoEnergy source: Equipment:

Disabled Access:Yes – toilet

Cooling:Energy source:As above

Portable Speaker/ Audio System:Yes in hall

Tables & Chairs on site:10 x tables, 30 chairs

Wi-Fi:No

External Water Source:2 x external1 x internal

External Shelter/ Shade:

Showers:1 x M 1 x F

Under 1 km to Strip Shopping:

Pet Provision: Fencing:- Existing / Potential and Under Foot Surfacing:- Natural /Other Extensive outdoor area that could be used for pet accommodation – temporary fencing would be needed

Special Notes: Facility subject to flooding from Barwon River. Flood level would need to be

+3.7m @ McIntyre Footbridge Facility is owned and managed by CoGG Sport & Rec Small stadium could be used for childcare, currently set up for kinder gym Outside play area MR1 and MR2 with carpet & Court 4 – suitable for sleeping area (heating & cooling) Pets can be accommodation would be outside and temp fencing would be required Extensive outdoor area that could be used for pet accommodation – temporary

fencing would be needed Would need to bring in tables & chairs from another location Close to Shopping Centre Large sealed car park area – can cater approx 100 cars (plus Kmart car park) Using ratio of 3.5m2/bed, stadium area could accommodate:

o Court 1: 907m2 = 260 personso Court 2: 750 m2 = 210 persons

Has a criterion track & pavilion Wi-Fi – not available

Issue Date: December 2018Revision 2 – September 2018




Barwon Valley Activity Centre





Barwon Valley Activity CentreEmergency Relief Centre





Intentionally blank





LEISURETIME PRECINCT 262-282 Anakie Road, Norlane West

5272 4990 Leisure Centre

After Hours Contact Details:

Property Services (Facilities Maintenance) Centre Duty Officer Centre ManagerBrad Roberts (CoGG)

5272 5272

5272 4993

0418 353 723 (bus hours)

Melway Ed. 44 Map 431, G12 MOU in Place: Council facility

ERC Status: Primary Centre Security System: Yes, alarmed

Toilets:Accessible (no hoists)M x 8; F x 6; 2 X accessible

Heating:Energy source: RC & only in offices

Kitchen:Energy source: Electric & GasEquipment:

Disabled Access:Yes

Cooling: Only in stadiums


Tables & Chairs on site: 15 x tables 120 x chairs

Wi-Fi:Yes, but limited

External Water Source: No

External Shelter/ Shade: Showers:Yes, not accessible

Under 1 km to Strip Shopping:Shopping Centre with Woolies & Aldi

Pet Provision: Fencing:- Existing / Potential and Under Foot Surfacing:- Natural /OtherFenced area available, and natural surfaces nearby

Special Notes: Access and egress via monitored reception area (ideal for registration) Possible to provide 30 x CoGG telephone extensions There is a lease to Geelong Badminton Sprung floors in stadium areas – would need to have carpet placed over to protect.

Centre already has carpet it can use May need to bring in tables & chairs from another location Information/Pin boards x 4 CCTV in foyer area, office and foyer walkways (25 cameras) Squash courts (8) – could be used for prayer room Large sealed car park area for approx 215 cars Stadium 3 can be converted to a family and child space Provision of portable showers, including accessible shower could be arranged Canteen facilities Large external netball courts – 8 courts Using ratio of 3.5m2/bed, stadium area could accommodate:

o Stadium 1: 1589m2 = 450 personso Stadium 2: 1162 m2 = 330 personso Stadium 3: 1066 m2 = 300 persons

Provision of control centre available on site or at Anakie Rd Depot (across road) Limited wifi available – may need to boost with mobile wifi (CoGG IT Dept)





Corio Leisuretime Precinct (1)

Issue Date: December 2018 Part 11 - 46Revision 2 – September 2018





Corio Leisuretime CentreEmergency Relief Centre





Intentionally blank





BELLARINE ARTS CENTRE (Potato Shed)29-41 Peninsula Drive, Drysdale

5251 1998


Property Services (Facilities Maintenance) Duty Officer

Venue Manager: Rob Macleod

5272 5272

5251 1998 (bus hours)

0408 143 329

5272 4226

Melway Ed. 44 Map 470, F3 MOU in Place: NA, Council managed facility

ERC Status: PRIMARY FACILITY

Toilets:Fully Accessible / Accessible (no hoists)M x 2 Unisex x 2 F x 4

Heating:Energy source: Electric

Kitchen: Yes (limited)Energy source: ElectricEquipment:

Disabled Access:Yes, 1 x toilet

Cooling:Energy source: Electric

Portable Speaker/ Audio System:Yes

Tables & Chairs on site:20 x tables, 250 x chairs

Wi-Fi:Yes

External Water Source: Yes

External Shelter/ Shade:Limited

Showers:2


Pet Provision: Fencing:- Existing / Potential and Under Foot Surfacing:- Natural /OtherOpen space at rear of building

Special Notes: Facility is owned and managed by CoGG Arts & Culture Car park – 100 (approx) Building configuration:

o Theatreo Music Labo Studioo Multi Purpose Roomo Green Room at rear of theatre

Building has approx 8 rooms (refer to floor plan) Estimated building capacity: 350 2km from Drysdale, very close proximity to three schools Bellarine Secondary College and St Ignatius Primary School use the venue extensively during

school term; would need to liaise with the schools if venue required during termo Bellarine Secondary College 5251 9000o St Ignatius 52511136o St Thomas





Bellarine Arts Centre (Potato Shed)





Bellarine Arts Centre (Potato Shed)

Emergency Relief Centre





Intentionally blank





GEELONG SHOWGROUNDS79 Breakwater Rd, East Geelong

5221 1707 Showgrounds

After Hours Contact Vanessa Wight(Operations Officer)Bill & Shirley Steele(Caretakers)

0447 511 344 [email protected] 5221 1614 / 0457 921 264

Melway Ed. 44 Map 452, E10 MOU in Place: Yes

ERC Status: Secondary

Toilets:Fully Accessible / Accessible (no hoists)M x Urinals x Fx

Heating:Energy source:

Kitchen:Energy source: Equipment:

Disabled Access:Yes x 4

Cooling:Energy source:

Portable Speaker/ Audio System:

Tables & Chairs on site: 20x tables, 20x chairs

Wi-Fi:Yes- for a fee

External Water Source:

External Shelter/ Shade:

Showers:Yes


Pet Provision: Fencing:- Existing / Potential and Under Foot Surfacing:- Natural /Other

Special Notes: Facility is owned and managed by the Royal Geelong Agricultural & Pastoral

Society Inc Would need to bring in tables & chairs from another location. Facility has 20 chairs

and 20 tables Has capability to feed 150 in one sitting Showgrounds probably more suited to accommodating farm stock or used as

a ‘tent city’ Memorandum of Understanding has been signed Powered Sites

o Showman’s Area – approx 140 siteso Picnic Area – approx 40 siteso Racecourse fence – 35 siteso Cattle Area – approx 40 siteso Horse precinct – approx 55 siteso Members Car park – approx 100 sites

Adjacent to Racing Club venue/rooms Wi-Fi – available in office area – upon request (not free)





Geelong Showgrounds





Other Potential Sites for an Emergency Relief Centre (but have not been assessed)

North Zone

Lara Sporting Club, Mill Rd, Lara (Note – commercial venue with pokies)

Little River Mechanics Institute Rothwell Road, Little River

Anakie Reserve, De Motts Road, Anakie (Anakie Football Club)

Anakie Community House, 2115 Ballan Road, Anakie

Elcho Park Golf Course, Elcho Road, Lara

The fOrT Youth Centre, North Geelong

Try Boys gymnasium, Geelong-Portarlington Rd, Newcomb

Primary and Secondary Schools & School gymnasiums

South ZoneCity Hall Cnr Gheringhap & Little Malop Street, Geelong

Eastern Gardens Complex (Salvation Army Centre) Eastern Gardens

Kardinia Senior Citizens Centre 450 Moorabool St, Geelong

Queens Park 150 Queens Park Rd, Highton

Belmont Senior Citizens Club 52 Thomson Street, Belmont

Highton Senior Citizens Club 84 Barrabool Road, Highton

Highton Reserve, Roslyn Road, Highton

Winter Reserve, Kidman Ave, Belmont

Primary and Secondary Schools & School gymnasium

Deakin University

Simmonds Stadium, Kardinia Park

East Zone

Leopold Reserve Pavilion 92 Melaluka Road, Leopold

Ocean Grove Senior Citizens Centre 101 The Terrace, Ocean Grove

Reserve Pavilion (Main Hall) Cole Street, St Leonards

Connewarre Reserve Randles Road, Connewarre (Surf Coast Shire asset)

Barwon Heads Community Hall 79 Hitchcock Ave, Barwon Heads

Springdale Neighbourhood Centre 17 – 21 High Street, Drysdale

Primary and Secondary Schools & School gymnasium




PART 11 APPENDICES: 2015 – 2017 APPENDIX ECOUNCIL – LEVELS OF RESPONSE

11.5 Appendix E: Council – Levels of Response

Levels of ResponseThe City Of Greater Geelong’s Operations area has developed two Level of Response (LOR) tables that are used to assist in making the decision to move from one response level to the next higher. These tables are located on the following tables.

City of Greater Geelong Standard Operating ProceduresThe objective of Standard Operating Procedures (SOP's) is to outline particular actions of Council to be undertaken when reacting in an emergency/crisis which is considered to be a Level 1 incident. These involve common activities no matter what the crisis or the circumstances and are usually managed by a Duty Officer. Once an incident meets pre-set criteria and moves to a Level 2 or 3 incident an Incident Management Team is established and the members of this team use specific sub-plans to assist them in managing council’s response operation.

Emergency Management SOP’s used by the Council’s Operations Duty Officer are listed in the table below:

NOTE: Currently scheduled for review

SOP Number Title100 Series Flooding Incidents

100 General Flooding – Not related to river/creek/lake110 Moorabool River Flooding, (Batesford Precinct) Minor & Moderate,120 Barwon River Flooding (Geelong Precinct) Minor & Moderate130 Barwon River Flooding (Barwon Heads Precinct) Minor & Moderate140 Flooding Lake Victoria Precinct (flood level <1.4m)

Moolap Industrial & Residential Area (no resident evacuations)160 Flooding Waurn Ponds Creek Precinct (no resident evacuations)107 Stormwater Pumping Stations

200 Series Storm Incidents201 Tree Maintenance – Storm Damage

300 Series Fire Incidents301 Wildfire Emergency – only requiring small number of plant from

Council)302 Fire - Waste Disposal Centres

400 Series Road Incidents & Traffic Control401 Spare402 Minor Spills - Roadway & Drains403 Road Accident Assistance


Municipal Emergency Management PlanningLevels of Response for Municipal Operations

Table One – General Guide Excluding FLOODING (Updated Sept 2018)Incident

LevelIncident Classification

(Guide ONLY)Incident Criteria (examples only) CoGG

Incident ManagerOperations Centre Status Notification

Level Zero‘Typical’ AHES Response Operation

Typical call volume being received from the After Hours Emergency Service (AHES) Carrier

All calls being handled by Duty Officer Field crews being activated as required

Rostered Duty Officer Not Active None

Level One

AHES Response Operation Maximum 5 field (2-person) crews

deployed or 3 arboriculture crews Longer term operation from 4-8

hours. After Hours carrier monitors all

calls and maintains contact with Duty Officer via pager / iPhone

Increasing number of requests arriving via After Hours Carrier.

Calls arriving from AHES Carrier eg: Traffic accidents Isolated fallen trees/branches Missing/broken/dislodged pit lids.

Routine issues that cannot wait to next working day.

Debris blocking roadways Strong Gale / Storm warnings in effect – wind

speeds 75 – 102Kph Regular requests for assistance being

received via AHES Carrier Bush / Grass fire – CFA requesting assistance

(one of two plant items req’d)

Rostered Duty Officer with Backup Duty Officer assisting in the field.

Some prioritisation of jobs required by Duty Officer

Notes:Duty Officer monitors dedicated email account and logs info on each job received: Job details Deployment of plant/crews

Staffed by Ops Duty Officer, however, as the number / frequency of calls being received/increases, the Duty Officer may decide to call in admin support staff

Contact Coordinator Maintenance and advise on situation when pager call volume prevents acknowledgments being carried out in a timely manner.

Contact Coordinator Emergency Management when there is property damage and resident(s) require relocation / evacuation. OR where an agency/emergency service is requesting plant/personnelNote: if Police request a small amount of traffic control that’s OK, if its more extensive, contact Coordinator Emergency Management

Level Two

Escalating Response Operation As per Level 1 operation plus Large allocation of plant and staff

in field, possibly involving a zone or municipal wide operation.

8+ hour operation.

Bush / Grass Fire, CFA requesting additional resource support (more extensive support requested than Level 1 and over an extended period of time).

Other councils/agencies requesting assistance (ie resources)

Violent Storm warnings in effect – wind speeds 103 - 117Kph.

Rostering of staff required Multiple job boards being used to track jobs

CoGG Level Two Management Team (L2MT) in place, viz: CoGG Incident

Manager /Coordinator Maintenance (or delegate)

Maintenance Officers/Supervisors (as req’d)

Council MEOC’s Activated and manned by Level 2 Management

Team (L2MT)

Coordinator Emergency Management on all requests from Emergency Services and/or VicPol.

Key supervisory staff activated & additional admin staff activated.

If necessary, MERO to notify Municipal Recovery Manager

At appropriate time MERO to notify MEM & relevant Divisional Managers

Level Three

Emergency – ‘MEMPlan’ Operation As per Level 2 operation plus Municipal Emergency

Management Plan ‘activated’. Extensive allocation of plant and

staff in the field. Multi-Agency Operation, eg 2006

Anakie Wildfire Control Agency ICC activated

Incident involving: Major asset damage or threat to same Possible evacuations Activation of an Emergency Relief

Centre Activation of Control Agency Incident

Control Centre (ICC) and MECC (if req’d) iEMT activated and MERO activated by

VicPol

CoGG Level Three Management Team (L3MT) in place viz: As per Level Two plus Other staff as per Level two

or as required by CoGG Incident Manage

Rostered Duty Officer manages AHES calls – feeds event related calls to the L3MT

Council MEOC(s) activated and fully manned by Level 3 Management Team (L3MT).(Emergency Services) Incident Control Centre activated. MERO & MRM stationed in ICC as part of the Multi-Agency (incident) Management Team (iEMT). MERO to liaise between the L3MT & iEMT

As per Level 2 plus Stores personnel activated. MEM to advise CEO/Mayor,

Manager Marketing & Communications, relevant councillor(s)


Municipal Emergency Management PlanningLevels of Response for Municipal Operations

Table Two – General Guide FLOODING (Updated Sept 2018)Incident

LevelIncident Classification

(Guide ONLY)Incident Criteria (examples only) CoGG

Incident ManagerOperations Centre Status Notification

Level Zero ‘Typical’ AHES Response Operation

Typical call volume being received from the After Hours Emergency Service (AHES) Carrier

All calls being handled by Duty Officer Field crews being activated as required

Rostered Duty Officer Not Active None

Level One

AHES Response Operation

Maximum 5 field (2-person) crews deployed or 3 arboriculture crews

Longer term operation from 4-8 hours.

After Hours carrier monitors all calls and maintains contact with Duty Officer via pager / iPhone

Increasing number of requests arriving via AHES Carrier.

Drainage related calls arriving via AHES Carrier.

Minor and isolated flooding of roads, etc. Flooding of Barrabool Road (2.1m)

Minor flooding of the Barwon (2.3m) & Moderate flooding of the Moorabool river (4.00m)Flash Flood/ Severe Storm warnings in effect.

Moderate flooding (3.1m) of Barwon River with predictions below 3.1m at McIntyre Bridge

Waurn Ponds Creek in flood. Other Agencies seeking assistance (plant &

labour – one or two plant items requested)

Rostered Duty Officer with Backup Duty Officer assisting in the field.

Some prioritisation of jobs required by Duty Officer

Notes:Duty Officer monitors dedicated email account and logs info on each job received: Job details Deployment of plant/crews

Staffed by Ops Duty Officer, however, as the number / frequency of calls being received/increases, the Duty Officer may decide to call in admin support staff

Contact Coordinator Maintenance and advise on situation when pager call volume prevents acknowledgments being carried out in a timely manner.

Contact Coordinator Emergency Management when there is property damage and resident(s) require relocation / evacuation. OR where an agency/emergency service is requesting plant /personnel

Note: if Police request a small amount of traffic control that’s OK, if its more extensive, contact Coordinator Emergency Management

Level Two

Escalating Response Operation As per Level 1 operation plus Large allocation of plant and staff

in field, possibly involving a zone or municipal wide operation.

8+ hour operation, eg Jan 2016 Flash Flood

Sandbagging operations req’d Flooding of Hovells Creek. (no pumping req’d

but monitoring levees & some road closures req’d)

CoGG wide heavily, mostly stationary rain storm event over Geelong with rainfall radar showing dark pink & red intensity

Major flood of Moorabool River Batesford gauge board exceeding (4.9m)

Rostering of staff req’d Other Agencies seeking greater assistance

(labour & plant ) that exceeds Level 1 criteria

CoGG Level Two Management Team (L2MT) in place, viz: CoGG Incident Manager

/Coordinator Maintenance (or delegate)

Maintenance Officers/Supervisors (as req’d)

Council MEOC’s Activated and manned by Level 2Management

Team (L2MT)

Contact Coordinator Emergency Management/MERO on all requests from Emergency Services and /or VicPol

Key Supervisory & Admin Support Staff activated. (If needed)

If necessary, MERO to notify MRM At appropriate time MERO to

notify MEM & relevant Divisional Managers

Level Three

Emergency – ‘MEMPlan’ Operation

As per Level 2 operation plus Municipal Emergency

Management Plan ‘activated’. Extensive allocation of plant and

staff in the field. Multi Agency Operation response,

eg 1995 Flood Barwon River Flood, Major flood on Hovells Creek

Control Agency ICC activated

Incident involving: Critical and/or Community asset damage or

threat to same Pumping req’d at Lara, extensive rainfall over

Hovells Crk catchment, creek nearing crests of flood levee

Possible evacuations Activation of an Emergency Relief Centre Activation of Incident Control Centre (ICC) iEMT activated and MERO activated by VicPol

CoGG Level Three Management Team (L3MT) in place viz: As per Level Two plus Other staff as per Level two

or as required by CoGG Incident Manage

Rostered Duty Officer manages AHES calls – feeds event related calls to the L3MT

Council MEOC(s) activated and fully manned by Level 3 Management Team (L3MT)

(Emergency Services) Incident Control Centre activated. MERO & MRM stationed in ICC as part of the Multi-Agency (incident) Management Team (iEMT).

MERO to liaise between the L3MT & iEMT

As per Level 2 plus Stores personnel activated. MEM to advise CEO/Mayor,

Manager Marketing & Communications, relevant councillor(s)




PART 11 APPENDICES: 2017 – 2019 APPENDIX FGLOSSARY OF TERMS/ACRONYMS & ABBREVIATIONS

11.6 Appendix F: Glossary of Terms / Acronyms and Abbreviations

This glossary defines or explains terms that have a restricted or technical meaning in the context of the emergency management arrangements. A further reference is the Australian Emergency Management Glossary produced by Emergency Management Australia.

At RiskSomeone who could be deemed vulnerable in a time of emergency due to health status or location. Exposed to danger (loss, injury or other adverse consequence.)(See also FRAIL)

CommandThe direction of human and material resources of an agency in the performance of that agency’s roles and tasks.

Community Recovery CommitteeA committee which may be convened after an emergency to provide a management forum for the recovery process in respect of an affected area or a specific community.

CompensationSomething given or received as an equivalent for debt, loss or injury during an emergency. (Not necessarily financial compensation)

ControlThe overall direction of activities in an emergency response situation.

Control AgencyAn agency nominated to control the response activities to a specified type of emergency.

Co-ordinate/Co-ordinationThe bringing together of agencies and resources to ensure effective response to and recovery from emergencies, primarily concerned with the systematic acquisition and application of required resources.

Culturally and Linguistically Diverse Communities (CALD)People who have diverse needs due to religious, cultural or linguistic requirements.

DISPLANNow superseded – it was the name given to the State Emergency Response Plan under Section 10(1) of the Emergency Management Act 1986. The word ‘DISPLAN’ was originally the short title for the State Disaster Plan. More recently, the term ‘emergency response’ has replaced the term DISPLAN in official usage. There is also a Recovery Plan. The Emergency Management Manual Victoria is now the key manual for emergency management arrangements within Victoria.

EmergencyAn emergency due to the actual or imminent occurrence of an event which in any way endangers or threatens to endanger the safety or health of any person in Victoria or which destroys or damages, or threatens to destroy or damage, any property in Victoria, or endangers or threatens to endanger the environment or an element of the environment in Victoria including, without limiting the generality of the foregoing:





(a) an earthquake, flood, wind-storm or other natural event; and(b) a fire; and(c) an explosion; and(d) a road accident or any other accident; and(e) a plague or an epidemic; and(f) a warlike act, whether directed at Victoria or part of Victoria or at any other

State or Territory of the Commonwealth; and(g) a hi-jack, siege or riot. [Act]

Emergency Affected Persons People other than emergency management personnel who experience losses or injury or are affected by an emergency.

Emergency Area An emergency area declared under s. 36A of the Act, being, in the opinion of the most senior police officer in attendance, on the advice of the control agency, an area from which it is necessary to exclude persons due to the size, nature or location of an emergency, so as to ensure public safety, security of evacuated premises, or the safety of, or prevention of obstruction, hindrance or interference to, persons engaging in emergency activity. [Act]

Emergency Co-ordination Centre (ECC)A centre operating at municipal level to co-ordinate and organise emergency provision of municipal and community resources. MECC is the Municipal Emergency Co-ordination Centre.

Emergency Management Manual VictoriaThis supersedes DISPLAN and is currently the key manual for emergency management arrangements within Victoria.

Emergency Operations Centre (EOC)An operations centre established by a response agency for its command and/or control functions, e.g. Police Operations Centre (POC), Incident Control Centre (Fire).

Emergency Relief Centre (sometimes called an Evacuation Centre)The provision of immediate shelter, life support and human needs of persons affected by, or responding to, an emergency. It includes the establishment, management and provision of services to emergency relief centres.

Emergency Response Co-ordinatorA member of the Victoria Police appointed as state, regional, municipal or field emergency response coordinator, whose role is to coordinate the response to an emergency.

Emergency SupplyThe provision of resources in emergencies to response agencies, by other than their internal resource acquisition systems.

EvacuationThe planned relocation of persons from dangerous or potentially dangerous areas to safer areas and eventual return.





Evacuation Centre – see Emergency Relief Centre

Financial AssistanceFinancial assistance may be available through the State Government in the recovery phase of an emergency. Criteria for this assistance is developed in response to individual emergencies.

FrailAn individual living in the community who in the absence of basic maintenance and support services maybe comprised physically, psychologically, socially or medically.

Incident ControllerThe officer with overall responsibility for emergency response operations. The incident controller is normally appointed by the control agency, but can also be appointed by an emergency response coordinator in circumstances where ss. 16 or 16A of the Act apply.

Material AidThe provision of those essential items that have been destroyed, damaged or made inaccessible by an emergency. Typically material aid will involve the provision of :- clothing- bedding- furniture- other essential items

Material NeedsClothing, bedding other personal requisites provided to emergency affected people.

National Registration and Inquiry System (NRIS)The Commonwealth/State arrangements for the recording details of evacuees and for handling inquiries about the location of registered persons.

Neighbourhood Safer PlacesNeighbourhood Safer Places are considered as a place of last resort, ie a ‘Plan B’ for residents. They do not perform the same role as an Emergency Relief Centre and/or a Recovery Centre and are not to be considered a safe place but a safer place.

Non-English Speaking Background ((NESB)See Culturally and Linguistically Diverse Communities

PreventionThe elimination or reduction of the incidence or severity of emergencies and the mitigation of their effects. [Act]

RecoveryThe assisting of persons and communities affected by emergencies to achieve a proper and effective level of functioning. [Act]

ResponseThe combating of emergencies and the provision of rescue and immediate relief services. [Act]





Staging AreaA location designated and used during emergency response for the assembly of control or support agency personnel prior to deployment.

State Emergency Response PlanRefer to description of DISPLAN.

Temporary AccommodationAccommodation provided over an extended period of days, weeks or months, for individuals or families affected by an emergency. It is different from emergency shelter.

Volunteer Emergency WorkerA volunteer worker who engages in emergency activity at the request (whether directly or indirectly) or with the express or implied consent of the chief executive (however des-ignated), or of a person acting with the authority of the chief executive, of an agency to which either the state emergency response or recovery plan applies. [Act]

Acronyms and Abbreviations(ref VicSES email, 10 June 2010)

AA Airservices AustraliaADF Australian Defence ForceAEMO Australian Energy Market OperatorAFAC Australian Fire and Emergency Services Authority CouncilAGCDTF Australian Government Counter Disaster TaskforceAGD Attorney-General’s DepartmentAIIMS Australian Inter-Service Incident Management SystemAMSA Australian Maritime Safety AuthorityARCV Australian Red Cross VictoriaARFF Aviation Rescue and Firefighting (part of Airservices Australia)ATSB Australian Transport Safety BureauAusSAR Australian Search and RescueAV Ambulance VictoriaAVCG Australian Volunteer Coast GuardBC Building CommissionBOM Bureau of MeteorologyCBR Chemical, Biological, RadiologicalCBRIE Chemical, Biological, Radiological, Incendiary ExplosiveCCP Chief Commissioner of PoliceCCoV Coroners Court of VictoriaCERM Community Emergency Risk ManagementCFA Country Fire AuthorityCGRC Central Government Response CommitteeCI Critical InfrastructureCMA Catchment Management AuthorityCOAG Council of Australian GovernmentsCOMDISPLAN Commonwealth Government Disaster Response PlanCWA Country Women’s AssociationDACC Defence Assistance to the Civil CommunityDEECD Department of Education and Early Childhood DevelopmentDFACA Defence Force Aid to the Civil AuthorityDFSV Dairy Food Safety VictoriaDGEMA Director-General Emergency Management AustraliaDH Department of HealthDHS Department of Human Services





DIIRD Department of Innovation, Industry and Regional DevelopmentDoT Department of TransportDoJ Department of JusticeDPC Department of Premier and CabinetDPI Department of Primary IndustriesDSE Department of Sustainability and EnvironmentDTF Department of Treasury and FinanceDPCD Department of Planning and Community DevelopmentDVI Disaster Victim IdentificationEMA Emergency Management AustraliaEMAI Emergency Management Australia InstituteEMLO Emergency Management Liaison OfficerEmRePSS Emergency Resource Providers Support SchemeEMS Emergency Medical ServicesEMT Emergency Management TeamEOC Emergency Operations CentreEPA Environment Protection AuthorityERC Emergency Response CoordinatorERCC Emergency Response Coordination CentreERDO Emergency Response Development OfficerESTA Emergency Services Telecommunications AuthorityFERC Field Emergency Response CoordinatorGIS Geospatial Information SystemICA Insurance Council of AustraliaICC Incident Control CentreIDRO Insurance Disaster Response OrganisationIMF Incident Management FacilityIFMP Integrated Fire Management PlanningIMS Incident Management SystemIMT Incident Management TeamLSV Life Saving VictoriaMarine EMT Marine Emergency Management TeamMAV Municipal Association of VictoriaMCPEM-EM Ministerial Council for Police and Emergency Management – Emergency

ManagementMECC Municipal Emergency Coordination CentreMEMEG Municipal Emergency Management Enhancement GroupMEMPC Municipal Emergency Management Planning CommitteeMERC Municipal Emergency Response CoordinatorMERO Municipal Emergency Resource OfficerMEST Major Emergency Strategy TeamMFB Metropolitan Fire BrigadeMFESB Metropolitan Fire and Emergency Services BoardMFPO Municipal Fire Prevention OfficerMRM Municipal Recover Manager

MSEV Manager Spontaneous Emergency VolunteersMSV Marine Safety VictoriaNCTP National Counter Terrorist PlanNDRRA Natural Disaster Relief and Recovery ArrangementsNEMC National Emergence Management CommitteeNEWS (EL) National Emergency Warning System (Emergency Alter)NPW Nuclear Powered WarshipNRIS National Registration & Inquiry SystemOESC Office of the Emergency Services CommissionerPOC Police Operations Centre (D24)PV Parks VictoriaRed Cross Australian Red CrossRERC Regional Emergency Response Coordinator





RERCC Regional Emergency Response Coordination CentreRFCV Rural Finance Corporation VictoriaRR Road RescueRSPCA Royal Society for Prevention of Cruelty to AnimalsSBSC Small Business Counselling ServiceSCC State Control Centre / State Crisis CentreSCN Security and Continuity NetworkSECC Security and Emergencies Committee of CabinetSEMC State Emergency Mitigation CommitteeSEMT State Emergency Management TeamSERCC State Emergency Response Coordination CentreSEWS Standard Emergency Warning SignalSEV Spontaneous Emergency VolunteerSHERP State Health Emergency Response PlanSII Spatial Information Infrastructure TAC Transport Accident CommissionTESS Transport, Engineering and Services SupportUSAR Urban Search and RescueVCC Victorian Council of ChurchesVEMC Victorian Emergency Management CouncilVCG Victorian Grants CommissionVicPol Victoria PoliceVICSES Victoria State Emergency ServiceVRCA Victoria Regional Channels AuthorityVWA Victorian WorkCover Authority (WorkSafe)WICEN Wireless Institute Civil Emergency Network




PART 11 APPENDICES: 2017 – 2019 APPENDIX GDISTRIBUTION LIST

11.7 Appendix G: Distribution List

POSITION/LOCATION INDIVIDUAL COPY

CITY OF GREATER GEELONGChief Executive Martin Cutter 1Municipal Emergency Manager (MEM) Guy Wilson-Browne 2 Municipal Emergency Resource Officer (MERO)

Kevin Garde 3

Municipal Recovery Manager (MRM) Robyn Stevens 4Municipal Fire Prevention Officer & Deputy MERO

David Skurrie 5

Deputy MERO Henry Manzl 6Deputy MERO & Flood Warning Officer Rob Leeson 7Secondary Impact Assessment Coordinator Shaun Nuttall 8Deputy Municipal Recovery Managers Hinga Fletcher

Jane WagerSteve Sodomaco

91011

Public Health Emergency Health Coordinator Lyndon Ray 12

Snr Emergency Management Officer Liz Coles 13Geelong Library (edited hard copy version – no contact telephone numbers or names listed)

14

VICTORIA POLICERegional Emergency Response Coordinator Insp Brenda Bagley 15Municipal Emergency Response Coordinator Snr Sgt. Shane Madigan 16Corio Police Station (Deputy MERC) Snr Sgt Craig Stevens 17Bellarine Police Station (Deputy MERC) Snr Sgt Adrian Bickley 18Waurn Ponds Police Station Snr Sgt Ang Ferrara 19Geelong Police Station Operations Room 20

VICSESRegional Office, Geelong Ian Carlton 22

HEALTH & HUMAN SERVICESRegional Office, Geelong Matt Chamberlain 23

COUNTRY FIRE AUTHORITY, CFADivisional Headquarters, Separation Street Mick McGuinness 26

DEPARTMENT OF ENVIRONMENT, LAND , WATER & PLANNINGRegional Director – South West Region Helen Vaughn 27Regional Office, Geelong Gordon Nash 28




PART 11 APPENDICES: 2017 – 2019 APPENDIX GDISTRIBUTION LIST

AMBULANCE SERVICE, VICTORIAGroup Manager, Geelong Duncan Erwin 29

BARWON HEALTHField Emergency Medical Officer Dr Rod Fawcett 30

BARWON WATERMain Office, Geelong Rachael Raby 31

ADJOINING MUNICIPALITIESWyndham City (MERO) Municipal Office – Werribee 32Golden Plains Shire (MERO) Municipal Office – Bannockburn 33Surfcoast Shire (MERO) Municipal Office – Torquay 34Moorabool Shire (MERO) Municipal Office – Ballan 35Queenscliffe Borough (MERO) Municipal Office – Queenscliff 36

MISCELLANEOUS HM Prison Barwon (Bacchus Marsh Rd) Geoff Boyle (Supervisor)

Note: Part 10 ONLY and upon request

37

CORRANGAMITE CATCHMENT MANAGEMENT AUTHORITYRegional Office, Geelong Dr Geoff Taylor 38




PART 11 APPENDICES: 2017 – 2019 APPENDIX HKey Services - Recovery

11.8 Appendix H: Key Services - Recovery

Key Services – Recovery

The Emergency Management Manual Victoria (EMMV) Part 7 h ttp://files.em.vic.gov.au/Backups/EMV-website/EMMV-Part-7.pdf provides a series of tables as a guide for relief and recovery planners to understand the range and types of assistance, and the providers of each, to support community relief and recovery. The information is in summary form. The guide does not preclude the provision of these or additional services by others than those shown.

Recovery: Government Post-Emergency Assistance Measures

Refer to EMMV, Part 8, Appendix 1 Financial Arrangements, pages 8-1 to 8-7, September 2013 http://files.em.vic.gov.au/Backups/EMV-website/EMMV-Part-8.pdf

This section summarises the basic package of post-emergency assistance measures that may be made available to assist in various aspects of the recovery process. Most are provided by Victorian government agencies; a few Commonwealth assistance measures are also listed. The categories of Assistant Measures are: Individual Human Need Residential and Community Re-establishment

o Concessional loans Community Safety/Health

o Disposal dead or maimed stock Economic Recovery

o Concessional loans, Clean-up grants, Community Recovery Fundo Fences, control lines, essential water, food supply chains, infrastructure,

transport of fodder State Government Assistance to Municipal Councils

o Municipal assets; emergency protection works Commonwealth Government Assistance Measures To Persons/Local Government

o Disaster Recovery Payments, Income support, pensions, benefits & allowances


http://files.em.vic.gov.au/Backups/EMV-website/EMMV-Part-8.pdf

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



PART 11 APPENDICES: 2017 – 2019 APPENDIX IWater Replacement Log & Vehicle Removal Log

11.9 Appendix I: Water Replacement Log & Vehicle Removal Log

Essential Water Replacement Summary Sheet

MECC/Municipality:

Date Residence/ Owner Delivered To

Location Delivered To

Cartage Contractor/Supplie

r

Cost of Delivery

($)

Volume Delivered

(L)

Purpose of Water(H=home, S=Stock,

A=Crops, Plantations)

Fire/Complex Name

Invoice Number




PART 11 APPENDICES: 2017 – 2019 APPENDIX IWater Replacement Log & Vehicle Removal Log

CITY OF GREATER GEELONG BUSHFIRE VEHICLE REMOVAL DATA

Road Name Special Map Ref

Vehicle Ref No. GPS Co-ord Date Time Authority

to Tow No.Photo

Number(s)Vehicle

Description

VicPol Permission

Details

Storage Site

Council Officer


PART 11 APPENDICES: 2017 – 2019 APPENDIX KActivation Triggers

11.10 Appendix J: Vulnerable People / Facilities

Vulnerable People & Funded Facility Details

During November 2011, DHS wrote to councils to outline key elements under the Departments of Health and Human Services ‘Vulnerable People in Bushfire Risk Areas Policy 2011-12. These key elements outlined council’s role in emergency management planning. The policy states, on p4, sect 6.2 Vulnerable people in facilities that Municipal Emergency Management Plans are required to include:

‘…a current and comprehensive list of facilities in high bushfire risk areas where vulnerable people are likely to be situated - such as aged care facilities, hospitals, schools and child care centres’. The policy went on to state; ‘…Municipal Councils are expected to include facilities funded or regulated by the Departments of Health, Human Services and Education & Early Childhood Development, where vulnerable people are likely to be located’.

In addition, the policy stated;’…municipal councils should also consider and identify other local facilities or amenities that may have vulnerable people … consideration may be given to a facility or amenity such as a Senior Citizens Centre, or some hostels or caravan parks where there are long-term vulnerable residents (ie not a primarily tourism based or caravan park’.

Information location Details on both vulnerable individuals and facilities no longer appear in the Municipal Emergency Management Plan. This is due to both privacy, accuracy and that the software program Crisisworks (aka MECC Central) now has the ability to store and display this data.

In addition, having the data on Crisisworks allows those emergency management services allocated with access to log onto Crisisworks and view the data remotely. Having a hardcopy within the MEMPlan can quickly become out of date.

Vulnerable Persons living within the Community

Since the introduction of Crisisworks, details on those individuals who have been assessed against the DHS Assessment Criteria as being vulnerable have been uploaded and maintained by the primary service provider onto the Vulnerable Person’s Register. Access to this Register is restricted.



Vulnerable Funded Facilities

City of Greater Geelong Council owns or manages more than 750 sites.

The following assumptions have been used in developing the Vulnerable facilities list Some venues meet one category while others meet them all How vulnerable the sites are will depend on the type of emergency, local and the time

of week or year. Facilities have been chosen in relation to who may utilise and unknown frequency of

use- ( ie halls) Sporting venues have not been included but can be accessed through Council’s

Community Directory Information already held by DHHS on funded agencies is NOT included in CoGG

information

This includes the following and the information is managed, updated and accessed by DHHS Disability group homes Hospitals Aged Care facilities Schools Retirement Villages Licensed Early years sites such as Kindergartens Long Day Care programs

Vulnerable Facilities Definition Facilities identified as potentially vulnerable meet one or more of the following criteria

Facilities in vulnerable areas ie isolated Facilities with vulnerable people not captured in DHHS data – ie Maternal and Child

Health Centres, Seniors Facilities that have volunteer management – ie community halls Caravan Parks

Information location As per above, the spreadsheet that lists Funded Facilities where vulnerable individuals are likely to be has been loaded onto the Documents page on Crisisworks The information can also be accessed through the City of Greater Geelong Community Directory


or internally on Flood drive in MEMPlan folder




Community Organisations (NGOs) 2011

Organisation Name Emergency /After Hours Office

Assert for All (disability service) 1300 942 773 5221 8011

Australian Red Cross 9411 5100 5223 8700

Barwon Centre Against Sexual Assault (CASA)

1800 806 292 5222 4318

Batforce (youth services/groups for emergency mgmt)

0438 558 204 5221 4339

Bethany Community Support N/A 5278 8122

Carer Respite 1800 052 222 5260 3501

Centacare 1300 033 818 5221 7055

CREATE N/A 5274 1191

Foundation 61 N/A 0408 318 417

Gateways Support Service 0407 760 440 5221 2984

Glastonbury Child & Family Services N/A 5222 6911

Headspace N/A 5222 6690

Karingal Inc 0429 099 011 5249 8900

MacKillop Family Services 0418 526 934 0417 017 029

5278 9211

Salvation Army N/A 5223 2434

Scope N/A 5221 5444

St Laurence Community Services 9625 2175 5282 1405

St Vincent de Paul Centre N/A 5229 0911

Wesley Centre N/A 5222 4101



VULNERABLE PERSONS FUNDED AGENCY AND PRIVATE FACILITY AGENCY CONTACT LISTLocal Council Name: City of Greater Geelong

Date updated: Oct 2015

Notes:

1. Discussion held with DHHS during May 2015, resulted in COGG not having to maintain the following facilities on the vulnerable facilities list as they are list on EMCOP and DHHS departments GEOCORTEX system viz: Disability group homes Hospitals Aged Care facilities Schools Retirement Villages

2. It has been identified with DHHS that there was not a requirement for Council to maintain a list of funded agencies, as this information is already collated and held by DHHS. This is also the case for kindergartens which are listed with the Department of Education and Early Childhood Development. (DEECD) As such, this information has now been removed from the following spreadsheet. Appendix K: Activation Triggers



NOTE: MECC Activation Triggers deleted due to removal of MECC’s from Victoria’s Emergency Management Arrangements


PART 11 APPENDICES: 2017 – 2019 APPENDIX LRole of CEOs, Mayors & Councillors in Emergency Management

11.11 Appendix L: Role of CEO’s, Mayors & Councillors in Emergency Management

A Guide to the Role of the Council CEO in Emergency Management

The role of the CEO in emergency management is to ensure the council: fulfils its municipal emergency management planning, mitigation and preparedness

responsibilities under the relevant legislation and ministerial guidelines responds to an emergency event appropriately leads the coordination of local relief and recovery efforts and activities with support from

the region and state as appropriate maintains critical business operations and priorities during and after an emergency event

in accordance with its business continuity plan.

The priorities for the CEO in any emergency are to: keep the organisation running – as much as possible council should meet the needs of

the emergency as well as delivering core services to the community anticipate possible risks to the organisation; plan and respond accordingly maintain a strong focus and oversight of the physical, human, and financial resources of

the council to ensure current and future demands are able to be met, prioritising as necessary

ensure that the physical and psychological welfare and safety of council staff is maintained, and that staff achieve appropriate relief and rotation

provide leadership to council officers and staff, and act as the main contact point for the Mayor and councillors

ensure appropriate media protocols are followed work closely with the Mayor to keep the community informed in partnership with the Mayor, advocate to the State and Federal Government for

support/assistance for community recovery work with other levels of government, agencies and stakeholders to achieve the best

possible outcomes for the community and council utilise agreed resource sharing protocols to obtain support and resources from other

councils and organisations for response and recovery activities.



The following sections provide an outline of the important aspects of the ‘before, during and after’ phases of an emergency event, and the role of the CEO in each of these stages.

Before an Emergency Event

Emergency Management Planning and Governance Responsibilities

Legislative RequirementsA detailed description of key statutory and recommended municipal emergency management roles and an overview of the various municipal emergency management responsibilities can be found in the Local Government Emergency Management Handbook, available from the MAV or the Coordinator Emergency Management/MERO..

The Emergency Management (EM) Act 1986 prescribes many municipal obligations. The key emergency management planning responsibilities for councils stem primarily from Part 4 of the


Key Considerations

know the legislative responsibilities of councils in emergency management. In particular understand those key responsibilities detailed in the Emergency Management Act 1986.

ensure that under delegation the appropriate statutory roles of MERO and MFPO are appointed. Other non-statutory roles should also be appointed and provided with instruments of delegation.

ensure your council has a Municipal Emergency Management Plan (MEMPlan) and that it is up to date and endorsed by council. Make sure it appropriately interfaces with your council’s business continuity plan.

ensure adequate resources (physical, financial and human resources) are allocated to emergency management so as to ensure the organisation is meeting its legislative responsibilities. Ensure staff are trained and ready.

monitor the implementation of mitigation and preparation activities that are the responsibility of council under plans or legislation

ensure your emergency plans are able to be implemented and are tested consider resource sharing protocols or memoranda of understanding with

neighbouring or partner councils. These are a proven method to improving capacity and reducing the risk of failure.

engage with and be proactive in stakeholder forums relating to emergency management

when planning a new community facility give consideration to the role it could perform during or following an emergency.


Act, which requires councils to prepare and maintain a Municipal Emergency Management Plan (MEMPlan) that:

identifies the municipal resources (being resources owned by or under the direct control of the municipal council) and other resources available for use in the municipal district for emergency prevention, response and recovery

specifies how such resources are to be used for emergency prevention, response and recovery

in the case of a municipal district that is located wholly or partly in the country area of Victoria within the meaning of the Country Fire Authority Act 1958—

o identifies all designated neighbourhood safer places in the municipal district or, if no places have been designated under the Country Fire Authority Act 1958, recording that fact; and

o designates any places in the municipal district that are community fire refuges within the meaning of Part IIIA of the Country Fire Authority Act 1958.

Part 4 of the EM Act also sets out municipal co-ordination and planning requirements: a municipal council must appoint a person or persons to be the Municipal Emergency

Resource Officer (MERO) a MERO is responsible to the municipal council for ensuring the co-ordination of municipal

resources to be used in emergency response and recovery a municipal council must appoint a Municipal Emergency Management Planning

Committee (MEMPC) constituted by members and employees of the municipal council, response and recovery agencies and local community groups involved in emergency management issues

the function of a MEMPC is to prepare a draft MEMP for consideration by the municipal council

a MEMPC must give effect to any direction or guidelines issued by the Minister subject to the regulations, a MEMPC may determine its own procedures.

Further, under the Country Fire Authority Act 1958 and Metropolitan Fire Brigade Act 1958, each council must appoint a Municipal Fire Prevention Officer (MFPO), with any number of assistant MFPOs, who are responsible for issuing fire prevention notices and other mitigation activities.

The CEO should be familiar with what is required of the council in relation to municipal emergency management prevention, preparation, response and recovery within each of the following:

Emergency Management Act 1986

Country Fire Authority Act (CFA Act) 1958

Metropolitan Fire Brigades Act (MFB Act) 1958

Emergency Management Manual Victoria (EMMV)

Victoria State Emergency Service Act 2005

Public Health and Wellbeing Act 2008

Electrical Safety Act 1998



Electrical Safety (Electric Line Clearance) Regulations 2010

These Acts relate directly to emergency management. However, emergency management has important relevance to many parts of council business, including planning and building, infrastructure management, environmental management, animal management and public health and wellbeing.

Municipal Emergency Management Plan (MEMPlan)The MEMPlan and its sub-plans are the key documents for prevention, preparedness, response, relief and recovery activities to be used before, during and after an emergency event. The MEMP needs to be audited and updated at least every three years. The MEMPlan is a multi-agency plan. Council is the custodian of the MEMPlan but all agencies on the MEMPC are responsible for its development and implementation.

Delegation under the Local Government ActIn relation to emergency management, written delegation under s98 of the Local Government Act 1989 may be issued to the Municipal Emergency Resource Officer (MERO), Municipal Recovery Manager (MRM) Municipal Fire Prevention Officer (MFPO), Environmental Health Officer (EHO) and Municipal Building Surveyor. This delegation will give the officer the authority to undertake actions on behalf of the council regarding the use of council resources, and other critical decisions relating to an emergency.

Business Continuity PlanningDuring an emergency, a key priority for the CEO is to keep the organisation running. As much as possible, council should continue to meet the needs of the emergency as well as delivering core services to the community. This will require continuous monitoring and deliberate prioritisation and allocation of resources.

Councils are not structured or funded to be emergency response organisations, and will be stretched in the event of a large-scale emergency. Events that extend for significant periods of time will exceed the capacity of an individual council to provide an ongoing response, and can have a serious impact on the council’s ability to carry out its everyday business. Large scale emergencies can also directly affect council staff living in or near the emergency.

For these reasons, it is prudent to link in municipal emergency management planning with the council’s business continuity planning. Emergency management needs to be supported as a critical service during emergencies, along with other identified critical council services. Where possible, effective business continuity planning includes diverting available resources from other non-critical council services to support critical services as a temporary measure.

Resource SharingCouncils are strongly encouraged to become signatories to the MAV Inter-council Emergency Management Resource Sharing Protocol. The protocol provides clarity regarding the provision of resources to assist other councils with response and recovery tasks during and after emergencies. It also clarifies operational, insurance and reimbursement issues that may arise through municipal resource-sharing arrangements. This protocol can be applied to



both equipment and staff secondments and can be very helpful in preventing staff burn-out after an emergency event.

Stakeholder EngagementThe CEO needs to have strong stakeholder relationships prior to an emergency event. These relationships will prove invaluable when an emergency occurs. Good relations with neighbouring council CEOs, sister-council relationships, and critical industries in the local area such as tourism operators, port authorities or power stations, are highly beneficial during times of emergency.

During non-emergency periods, establish productive relationships with regional emergency management representatives from:

Victoria Police CFA or MFB State Emergency Service Catchment Management Authorities VicRoads Departments of Health and Human Services Department of Primary Industries Red Cross

and any other local agencies/organisations identified in the MEMPlan. Get to know what their role will be during an emergency event. Encourage key municipal emergency management officers to also establish good working relationships with them.

Good relationships with your local Members of Parliament will also be beneficial during an emergency.



During an Emergency Event

An emergency event may affect the council organisation or its locality, its region, the state or the nation. A single agency must be appointed as the control agency at each emergency. Councils are never control agencies. Part 7 of the Emergency Management Manual Victoria (EMMV) specifies which organisation is the control agency for each type of emergency. During an emergency event, council emergency management officers will activate the relevant sections of the MEMPlan to support control and response agencies and commence relief and recovery

services as required.


Tips for CEOs – things to keep in mind:

keep a group list of council emergency management contacts in your phone as well as hard copy

keep the organisation running – as much as possible council should meet the needs of the emergency as well as delivering core services to the community

anticipate possible risks to the organisation; plan and respond accordingly maintain a strong focus and oversight of the physical, human, and financial

resources of the council to ensure current and future demands are able to be met, prioritising as necessary

ensure that the physical and psychological welfare and safety of council staff and councillors is maintained

provide leadership to council officers and staff, and act as the main contact point for the Mayor and councillors

keep a log or record of important decisions and events is a Municipal Emergency Coordination Centre (MECC) activation required? Has the

EM team done this? Note the Police MERC makes the final decision as to whether the Council MECC is to be activated

relief starts as soon as the emergency happens. Is an Emergency Relief Centre (ERC) needed?

are you likely to receive dignitaries and high-profile visitors? (see background notes) recovery activities will probably need to commence while the emergency event is still

underway know your procurement policy (s186 of LG Act) and ability to undertake emergency

works as needed.


Communications and Media ManagementEstablishing good working relationships with local media during non-emergency times can prove very helpful during an emergency event. As part of its broader communications plan, council should develop a media and communications policy for use during an emergency and through longer term recovery, with an appropriate spokesperson identified. This should also include a process for ensuring consistent communications from all parts of the organisation, including the Mayor and councillors.

Unlike some other interstate and international jurisdictions, the Mayor and councillors do not have operational roles in emergency management. During an emergency the role of the Mayor and councillors is to communicate with and advocate on behalf of their local community.

Types of information council might deliver could include: preparation advice ahead of a period of high risk notification of community meetings and relief and recovery services details of any disruptions to council services advice regarding the availability of support, counselling or insurance services, including

the locations of relief and recovery centres general public announcements details of any public appeal for financial assistance for affected residents messages to boost community morale where it may be flagging ongoing advice in the post-emergency period advice to volunteers, where to go and what to do.

Importantly, in a multi-agency event, information relating to the emergency itself should only be issued by the spokesperson nominated by the control agency, as it may have legal ramifications.

Social Media Twitter and Facebook can be powerful communication tools and have been successfully used in emergencies. The time to establish a council’s online presence is before an emergency event. Waiting until an emergency occurs is too late – the time and effort it will take council staff to establish an effective, targeted Twitter or Facebook profile would be better spent responding to the emergency. Councils should integrate emergency management into new or established social media communications strategies.



Following an Emergency Event

Relief and RecoveryAfter (and often during) an emergency event, relief and recovery activities are undertaken to restore social (both individual and community), built, economic and natural environments. Depending on the nature of the emergency, recovery can take months and often years.

One of council’s largest emergency management responsibilities is the coordination of emergency relief and recovery services at the local level. Emergency relief services and activities, and the nominated agencies responsible for providing these at the local level must be designated in the Municipal Emergency Management Plan (MEMP). If an emergency event exceeds the council’s capacity to provide these services, it should be escalated to the DHS region for assistance.

CEOs that have experienced natural disasters in their municipalities advise that the best way of delivering recovery services is to ensure that the council promotes recovery with the community, rather than imposing recovery onto the community.

In the longer term, critical strategic issues that may emerge include ongoing financial viability, staff fatigue and staff turnover.

Existing and Emerging Leaders


Key Considerations relief and recovery are key leadership roles for councils. Recovery may be a long

process and can last years. be sure to recognise when you and your council need help, ask for assistance early

and do not try and go it alone put time and effort into setting up enduring systems of operations across all aspects of

recovery – remember all four pillars of recovery; the social (community), built, economic and natural environments – and plan accordingly. Make sure regional and state arrangements are understood and supportive.

financial assistance through DTF and other sources is available. Initiate this action early in the process.

closely monitor the health and wellbeing of staff and councillors, ensure support is readily available and routinely offered

maintain close contact with key stakeholders and realise that for some time you will be running two businesses, the normal business of council and the business of recovery

emergency events change people and new leaders emerge. Be prepared to vary traditional approaches to ensure effective leadership and direction amongst staff and in the community.

look after yourself and take appropriate time out and rest.


When recovery activities are underway, the CEO should take the opportunity to look beyond traditional sources of community leadership, by exploring existing community groups, organisations and individuals that can adapt to assist with recovery efforts. For example, the local bush nurse, a sporting or service club, or a cultural activity organisation could be a source of informal or non-traditional leadership to help guide community recovery in real and valuable ways.

Natural Disaster Financial AssistanceThe Victorian Department of Treasury and Finance provides Natural Disaster Financial Assistance (NDFA) for local councils to assist in the recovery process and alleviate some of the financial burden that may be experienced following a natural disaster. Financial assistance is available for approved emergency protection works and the approved restoration of municipal and other essential public assets. Up-front payments are available in some cases. Details regarding eligibility criteria and lodging a claim for financial assistance are available via the DTF website, www.dtf.vic.gov.au

Dignitaries and High-Profile VisitorsDuring a prolonged or major emergency event, it is not unusual for the CEO to become the contact point for other levels of executive government, particularly in relation to ministerial visits and direct assistance. Visits from dignitaries, ministers and other high-profile people can be complex and all-consuming and include considerations such as hosting, briefing, safety, logistics and media management. The CEO should factor this in to their anticipated time commitments during an emergency event and delegate some of these tasks whenever possible.



Role of Mayor and Councillors in Emergency Management

Under Victorian law, councils are required to assist with local planning and preparation for emergency events. The result of the emergency planning process should be a coherent and easily understood Municipal Emergency Management Plan (MEMP). The multi-agency Municipal Emergency Management Planning Committee (MEMPC) is responsible for preparing the MEMP.

The MEMP is a multi-agency plan for the municipal district. It is not only a council plan. However, under current arrangements, the plan will come to council for final endorsement and council is responsible for making sure the plan is compliant when audited. All agencies, MEMPC members, the Mayor and councillors, senior council officers and all staff who have emergency management responsibilities should be familiar with the contents of the MEMP.

The pressure of an emergency event can strain relationships, so building solid and strategic local connections can prove to be invaluable before, during and after an emergency event. It is also important to remember that every person reacts differently to the stress of an emergency situation.

During an Emergency EventIssue Date: December 2018Revision 2 – September 2018

As a council, key areas of governance that relate to emergency management include: consideration of the Municipal Emergency Management Plan (MEMP) produced

by the multi-agency Municipal Emergency Management Planning Committee (MEMPC)

ensuring council emergency management planning and business continuity planning are complementary and support good governance and operations

ensuring health, safety and wellbeing policies within council provides support and pastoral care for senior officers and council staff, including the CEO and councillors, during and after an emergency

other policies that relate to community support during emergencies.

Councillors can expect to see reports to council on: designations of bushfire Neighbourhood Safer Places mitigation works that relate to emergency management, including capital works

and maintenance planning and building issues, some of which may have emergency management

and community safety implications provision of emergency management facilities and decisions about critical

infrastructure detailed planning for recovery following an emergency event media protocols relating to emergency response and recovery (including social

media).


The Mayor and councillors do not have an operational or response role during an emergency. The council’s municipal emergency management officers have operational responsibilities and legislative obligations they need to carry out. Councillors should assist them by steering clear of operational areas, while staying informed of the situation.

The role of the Mayor and councillors in emergency management is quite different. Councillors do not usually play a prominent role in an emergency event.


Do’s and Don’ts – Handy HintsHere are a few quick suggestions for mayors to remember during an emergency:

Do: work in close partnership with the CEO and their key emergency management officers. Mayors and councillors can be a conduit between the community and council.

Do: seek information from internal council briefings, seek daily briefings if possible

Do: provide approved comments to the media if requested. Always check in with the CEO first for the latest information.

Do: ensure that your media comments relate to representing the views of the community, not operational matters

Do: help boost community morale where it may be flagging Do: be consistent and follow-up Do: be patient. Information on what is happening and the impact of an emergency

takes time to assess and verify. Do: explain to residents that the council isn’t “running” the emergency; it plays a

support and facilitation role. Don’t: enter operational areas. The best place for the Mayor during an

emergency is among the community, not in council operational spaces. Don’t: try to take command of the situation. Emergency management officers

have statutory responsibilities they must carry out in an emergency event. Don’t: bypass existing communication and incident command structures Don’t: give answers other than current facts, especially when speaking to the

media or residents.


Media and CommunicationsIf the Mayor is the council’s nominated spokesperson, they can play a helpful and prominent role before, during and after an emergency event by providing approved comments and information to the community and media. This should be done in close consultation with the CEO or their delegated communications/emergency management officer.

It is vital that the Mayor always ensures s/he is fully briefed before making media comments. Comments to the media should focus on representing the community’s needs and views, not operational matters relating to the emergency.

If the Mayor is the council’s nominated spokesperson, other types of information they might deliver could include:

preparation of advice ahead of a period of high risk notification of community meetings and relief and recovery services details of any disruptions to council services advice regarding the availability of support, counselling or insurance services,

including locations of relief and recovery centres general public announcements details of any public appeal for financial assistance for affected residents.

Any media comments should be drafted in consultation with the council’s communications/emergency management staff with the necessary approvals.

Importantly, in a multi-agency event, specific crisis management information should only be issued by the spokesperson nominated by the control agency as it is likely to relate to technicalities of the emergency and may have legal ramifications.

Communication is a two way street. The Mayor may also receive vital information from local residents that should be passed on to the emergency management team via the CEO. This ensures that information coming from the community is collated to enable the best possible decision-making. Accurate information about the emergency and the impact on the community will also be necessary if the Mayor is advocating to other levels of government or other agencies for assistance for the community. Advocacy should be done in consultation with the CEO, who will be gathering information and receiving advice from a range of internal and external sources.


Councillors’ Role in an Emergency EventCouncillors should:1. assist the Mayor as requested2. "fly the flag", boost morale and provide comfort to residents affected by an

emergency event3. advocate to council, and more broadly as required, on behalf of their constituents4. facilitate communication between council and the community.


Establishing good working relationships with local media during non-emergency times can prove very helpful during an emergency event.

Relationships with State and Federal MinistersThe Mayor can also play a linking role to other levels of executive government, working with the CEO on this action. However it is important not to take pre-emptive action (and thereby disturb existing procedures).

Following an Emergency Event

At the local level, councils have a long-established role in coordinating the provision of relief and recovery services to their communities, and the expectation of this important function is increasing. The recovery period that follows an event can last from months to years. In the aftermath of an emergency event, the Mayor should monitor recovery activities and maintain their strong engagement with and advocacy for the community.

Moral Support and Pastoral CareThere may be an opportunity for the Mayor and councillors to boost morale or provide comfort to residents affected by an emergency event. This should be done in consultation with the CEO, who will liaise with the emergency management team to determine what would be most helpful.

Public Appeal for Financial AssistanceIn consultation with the CEO or their delegate, the Mayor can be the public face of an appeal for financial assistance from the wider public.

The Mayor can act as the focal point for queries from service clubs and community groups that may wish to support an appeal or start their own. This focal point for queries is important because during past emergency events, these organisations have sometimes expended significant amounts of well-intentioned energy gathering goods that are not actually required by the community in crisis.

It is usually far more useful that willing residents/organisations donate financial assistance or time rather than goods.


PART 11 APPENDICES: 2017 – 2019 APPENDIX MCentral Business District CCTV Camera Network

11.12 Appendix M: Central Business District CCTV Camera Network
