Relief & Recovery Sub Plan July 2017 - Shire of Mansfield · Page 24 update details in regard to...

MANSFIELD SHIRE

EMERGENCY RELIEF AND RECOVERY PLAN

Updated July 2017

A SUB PLAN TO THE MUNICIPAL EMERGENCY MANAGEMENT PLAN

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MANSFIELD SHIRE EMERGENCY RELIEF AND RECOVERY PLAN

Table of Contents

1. INTRODUCTION ................................................................................................................. 3

1.1 Scope .......................................................................................................................... 3

1.2 Definitions .................................................................................................................... 4

1.3 Objectives and principles ............................................................................................ 5

1.4 Strategic context ......................................................................................................... 6

2. GOVERNANCE ................................................................................................................... 7

2.1 Coordination responsibilities ....................................................................................... 7

2.2 Roles ........................................................................................................................... 7

2.3 Recovery Committees ................................................................................................. 8

2.4 Council business continuity ......................................................................................... 9

3. RELIEF AND RECOVERY PLANNING .............................................................................. 9

3.1 Review, test and maintain the Emergency Relief and Recovery Plan ...................... 11

3.2 Activation of the Emergency Relief and Recovery SUB Plan ................................... 11

3.3 Escalation .................................................................................................................. 12

3.4 Communications and community information ........................................................... 13

3.5 Vulnerable people in emergencies ............................................................................ 13

3.6 Community Support Register .................................................................................... 16

3.7 Mutual aid agreements .............................................................................................. 16

3.8 Transition from relief to recovery............................................................................... 16

4. RELIEF .............................................................................................................................. 18

4.1 Background ............................................................................................................... 18

4.2 Emergency Relief Centres ........................................................................................ 18

4.3 Reconnecting families and friends ............................................................................ 19

4.4 Emergency Food and water ...................................................................................... 20

4.5 Psychosocial and personal support .......................................................................... 21

4.6 Animal welfare ........................................................................................................... 21

4.7 Catering for Council and response agency staff and contractors ............................. 22

4.8 Volunteers ................................................................................................................. 22

4.9 Material aid and donations ........................................................................................ 23

4.10 Financial assistance .................................................................................................. 24

4.11 Single incidents ......................................................................................................... 24

5. RECOVERY ....................................................................................................................... 24

5.1 Impact Assessments ................................................................................................. 24

5.2 Recovery Environments ............................................................................................ 25

5.3 Recovery centres ...................................................................................................... 25

5.4 Engagement of community in recovery ..................................................................... 26

5.5 Community Recovery Committee ............................................................................. 27

5.6 Arts in times of crisis ................................................................................................. 28

5.7 Community information ............................................................................................. 29

5.8 Legal assistance ....................................................................................................... 29

5.9 Insurance ................................................................................................................... 30

5.10 Fire fighting water replacement ................................................................................. 30

5.11 Tank water replacement and drinking water for households .................................... 30

5.12 Fencing ...................................................................................................................... 31

5.13 Volunteer groups ....................................................................................................... 31

5.14 Weed/pest and erosion control ................................................................................. 32

5.15 Community debrief and feedback ............................................................................. 32

5.16 Municipal financial planning and remimbursement ................................................... 32

5.17 Withdrawal of emergency recovery services ............................................................ 33

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6. REFERENCES: ................................................................................................................. 34

7. APPENDICES .................................................................................................................... 34

VERSION CONTROL

DATE NOTES September 2015 Sub Plan rewrite

October 2015 Page 6 update NRIS to R.F.R Page 24 update details in regard to contacting Red Cross Page 26 update to management of donations and appeals Finalisation of Section 2 – Recovery

6 Nov 2015 Updates to pg 27 Animal Welfare to reflect change from DELWP to DEDJTR

20 May 2016 Update to Section 18 Volunteers to include information about MSEV agreement

July 2016 Major reformat to bring in to line with Hume Region Relief and Recovery Plan layout Updates to details as required

July 2017 Updates to details as required August 2018 Update to material goods and donations

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1. INTRODUCTION

1.1 SCOPE

The Emergency Management Manual Victoria (EMMV) states that: The Emergency Management Manual Victoria and the Municipal Emergency Management Plan both emphasise that the management of emergencies requires a comprehensive approach that embraces mitigation, response and recovery. Response and recovery operations may also be simultaneous and are not always sequential. Recovery management at the local level is devolved (with the support of Department of Health and Human Services) to local government under Section 17, Emergency Management Act, 1986. The strategic framework for relief and recovery in Mansfield Shire sits within the Mansfield Shire Municipal Emergency Management Plan (the MEMP). The operational details of emergency relief and recovery are found in this Emergency Relief and Recovery Plan, which is a sub plan to the MEMP. The Emergency Relief and Recovery Plan is designed to be read in conjunction with the Hume Region Emergency Relief and Recovery Plan and the State Emergency Relief and Recovery Plan. This Emergency Relief and Recovery Plan:

• supports both government and non-government agencies to provide coordinated support in an emergency

• details the arrangements for the provision of relief and recovery services in and around the Mansfield Shire.

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

• describes the broad services to be provided during relief and recovery by participating agencies

• details the operational aspects of municipal relief and recovery; and

• provides links with Mansfield Shire Municipal Emergency Management Planning Committee (the “MEMPC”).

The Emergency Relief and Recovery Plan is an inclusive plan that addresses all emergencies and members of the community and is not limited by the nature of the emergency, demographics or the number of people affected.

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1.2 DEFINITIONS

Emergency relief is a component of response and is the provision of essential and urgent assistance to individuals, families and communities during and in the immediate aftermath of any and all emergencies. Emergency relief can be provided in a variety of locations including at or near the site of an emergency, to communities that become isolated or cut off by an emergency or in an established relief setting, such as an emergency relief centre. Emergency relief consists of a number of activities that should be planned for and includes:

• immediate needs - shelter, food and water

• community information

• psychosocial support

• health and first aid

• reconnecting families and friends – Register.Find.Reunite

• non-food items (material aid)

• emergency financial assistance

• animal welfare

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

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

• built environment – the restoration of essential and community infrastructure

• economic environment – the revitalisation of the affected economy and includes agriculture

• natural environment – the rehabilitation of the affected environment

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Recovery initiatives could address specific elements of one recovery environment, or they could operate across multiple environments. 1.3 OBJECTIVES AND PRINCIPLES Communities face a hierarchy of needs during the relief and recovery process, which requires a coordinated and flexible response. Communities that successfully deal with the impacts of an emergency can also build cohesion and resilience to future emergencies. The objectives of the Emergency Relief and Recovery Plan are to:

• ensure the provision of all basic and necessary (community) services to all affected individuals, families and communities as efficiently as possible and at the appropriate times so that recovery occurs effectively

• ensure programs and services are in place which assists the recovery process for as long as required

• ensure mechanisms exist to build community involvement and ownership of the recovery process

• assist participating agencies to fulfil their responsibilities within the Emergency Relief and Recovery Plan.

The principles of relief and recovery in Victoria are that they should:

• empower and engage individuals and communities to promote self-sufficiency and, where possible, meet their own relief and recovery needs

• be coordinated and collaborative, jointly owned by affected individuals and communities – as well as the non-government organisations, businesses and government agencies that support them

• be adaptive and scalable, recognising the unique, complex and dynamic nature of emergencies and communities

• focus on consequence management, where everyone involved appreciates the potential consequence of their decisions and actions

• be able to support the delivery of concurrent community, local, regional and state response, and relief and recovery activities.

Development of the Emergency Relief and Recovery Plan was guided by the principles of the Mansfield Shire Access and Inclusion Charter:

• Inherent dignity

• Non-discrimination

• Participation and inclusion

• Respect for difference

• Equality of opportunity

• Safety Barriers to access to and inclusion in relief and recovery processes can include:

• Living in rural or remote areas

• Social disadvantage

• Age, functional or physical ability

• Cultural and linguistic diversity (CALD)

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These barriers should be addressed specifically in any relief efforts and recovery plans that are developed. This Emergency Relief and Recovery Plan acknowledges the diversity that exists in Mansfield Shire and seeks to address the needs of all residents and visitors in times of emergency.

1.4 STRATEGIC CONTEXT

Diagrammatically, the Emergency Relief and Recovery Sub Plan and its relationship to other plans appears as:

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2. GOVERNANCE

2.1 COORDINATION RESPONSIBILITIES

Municipal councils are responsible for relief and recovery coordination at the local level, while the Department of Health and Human Services is responsible for coordination at the regional and EMV at the state level. Recovery requires collaboration between individuals, communities, all levels of government, non-government organisations and businesses – across four inter-related recovery environments: Social, Built, Economic and Natural. Agencies and non-government organisations play vital roles in supporting affected communities, building on their pre-established community connections to deliver enhanced services during and following an emergency – refer to the Roles and Responsibilities Directory (Appendix 3) for details. Many offer a large volunteer base, which they can coordinate to deliver services in many locations – often simultaneously. Agencies with coordination responsibilities are: State Relief Coordination Department of Health and Human Services (supported by Australian Red Cross) Relief activity Agency Emergency shelter Department of Health and Human Services;

Council

Food and water Australian Red Cross Reconnecting people Victoria Police and Red Cross Disbursement of non food items (material aid)

St Vincent de Paul Salvation Army

Emergency financial assistance Department of Health and Human Services; Council

Animal welfare Department of Economic Development, Jobs, Transport and Resources; Council

Drinking water for households Department of Environment, Land, Water and Planning; Council

Food supply (private) Department of Economic Development, Jobs, Transport and Resources

First aid Ambulance Victoria Community information Control agency Psychosocial support Department of Health and Human Services,

Victorian Council of Churches

2.2 ROLES

Mansfield Shire Municipal Recovery Manager (MRM) is responsible for maintaining and activating the Emergency Relief and Recovery Plan and is supported by the Mansfield Shire Municipal Emergency Management Planning Committee (MEMPC), and an internal Emergency Recovery Committee (if one is formed).

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Deputy Municipal Recovery Managers have also been appointed to undertake all roles and responsibilities of the MRM in the event that the MRM is not available or the event is large or protracted. The responsibilities of the MRM will be determined by the nature of the emergency and may include:

• chair internal and external Recovery Committees and be an active member of the MEMPC

• develop and maintain the Relief and Recovery section in the MEMP and the Emergency Relief and Recovery Plan and activate it when required

• in time of an emergency, determine the needs of affected communities in consultation with the response agencies, communities and participating agencies

• ensure the establishment and maintenance of a contact directory of participating agencies.

• In consultation with DHHS and the community, manage and coordinate the community relief and recovery functions

• establish relief and/or recovery centres on the advice of the MERC or MERO.

For information in regards to roles and responsibilities of agencies and government organisations during relief and recover, refer to Part 7 of the EMMV: http://files.em.vic.gov.au/Backups/EMV-website/EMMV-Part-7.pdf

2.3 RECOVERY COMMITTEES

Internal Emergency Recovery Committee – may comprise the MRM, deputy MRM’s, MERO, deputy MEROs and relevant officers. This committee is formed to oversee operational aspects of relief and recovery as determined by the situation and the communities involved. A Community Recovery Committee should also be formed by the MRM based on the needs of the community and includes community and agency representation to:

• allow communities to play a crucial leadership role in recovery from disaster

• develop and implement community recovery plans

• provide local knowledge to agencies

• assist with communications More than one recovery committee may be formed ie committees within each of the recovery environments. If more than one community is affected, they may choose to have separate recovery committees. To support effective community resilience, it is crucial to engage and support community leadership in all relief and recovery activities. Community-led activities can generate ownership of decisions and more sustainable outcomes, and reach higher quality and innovative solutions. The Municipal Emergency Management Planning Committee undertakes strategic planning and policy review and support in preparing community recovery plans. The MEMPC also:

• supports the MRM to develop, review, exercise, evaluate and maintain the Emergency Relief and Recovery Plan

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• ensures the MEMP and Emergency Relief and Recovery Plan are inclusive and accessible

• raises awareness of roles and responsibilities across government and non-government participating agencies

• raises community awareness in the value of being prepared for emergencies; the importance of preventative action wherever possible; the recovery process; and the existence of the Emergency Relief and Recovery Plan

• provides services appropriate to their particular functional responsibility

• appoints community recovery liaison representatives and oversees management and coordination of all recovery tasks and processes

• monitors the overall progress of the recovery process in the affected community and liaise, consult and negotiate on behalf of affected communities, with recovery agencies, the Council and government departments including DHHS as coordinator through the designated DHHS Regional Director or delegate.

2.4 COUNCIL BUSINESS CONTINUITY

Mansfield Shire Council has a draft organisation Business Continuity Plan. This plan aims to ensure that Council can deliver essential services in most emergency scenarios.

3. RELIEF AND RECOVERY PLANNING

Appendix 7 (Relief and recovery planning) of the State Relief and Recovery Plan states: Emergency Relief and Recovery Plans must address the following relief and recovery arrangements:

• managing, funding and coordinating activities (including Natural Disaster Financial Assistance and Natural Disaster Relief and Recovery Arrangements)

• agreements between agencies, businesses and organisations to deliver services

• coordinating and managing resources (such as systems and assets)

• understanding and documenting capacity

• communication and community engagement (including understanding the needs of the community)

• staffing (including relief and recovery managers and coordinators; and paid, contracted and volunteer staff)

• collaboration groups

• integration of response, relief and recovery activities

• testing, exercising and reviewing plans. Municipal The following has been taken in to consideration in the development of the Mansfield Shire MEMP and the Emergency Relief and Recovery Plan:

• planning involved community members

• planning was inclusive and took accessibility into account

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• planning was considered at a community or locality level for remote communities eg Woods Point

• planning encompasses the whole of emergency relief, not only emergency relief centres, by considering a variety of relief locations and modes of delivering relief information and assistance

• agency roles, responsibilities and capacity to undertake emergency relief provision and/or coordination are regularly assessed

At a local level, the MEMPC is responsible for developing and reviewing emergency management plans, including relief and recovery plans. This Emergency Relief and Recovery Plan will be reviewed:

• after each operation or exercise

• in the event of deficiencies being identified

• in the event of an emergency/disaster

• annually

• as part of each review, the contact details for each participating organisation will be checked and updated.

Regional Emergency Management Victoria is responsible for relief and recovery at the regional level with the support of DHHS. DHHS coordinates and chairs regional committees tasked with relief and recovery planning. Regional relief planning include:

• Review and maintain regional relief and recovery plans, and lead relief and recovery planning processes - including regional planning committees

• Develop regional post-incident relief and recovery plans and lead regional post-incident relief and recovery processes - including operational committees

• Lead regional transition from response to recovery

• Coordinate existing regional resources and activities across the relief and recovery sector

• Facilitate the regional relief and recovery sector’s capability assessment, readiness and preparedness

• Coordinate regional relief and recovery sector public information and messaging

• Assess regional situation, impacts, risks, progress and resources

• Monitor local situation, impacts, risks progress and resources

• Collate and analyse information on loss and damage and resulting consequence

• Coordinate regional relief and recovery intelligence to EMV

• Provide advice to municipal councils to enable them to appropriately manage relief and recovery consequences of local level events.

• State Emergency Management Victoria, on behalf of the Emergency Management Commissioner, is the agency responsible for relief and recovery coordination at the state level, supported by Red Cross. The Emergency Management Commissioner is supported by a State Relief and Recovery Manager in the coordination of state wide

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relief and recovery activities. The State Relief and Recovery Manager is supported by the State Relief and Recovery Team.

3.1 REVIEW, TEST AND MAINTAIN THE EMERGENCY RELIEF AND RECOVERY PLAN

The Municipal Recovery Manager and the MEMPC and any Recovery Committees formed are responsible for reviewing, testing, evaluating and maintaining the Relief and Recovery Section 6 of the MEMP and the Emergency Relief and Recovery Plan. These will be reviewed:

• annually and on an ongoing basis

• in the event of deficiencies being identified

• after each operation or exercise

• in the event of an significant emergency/disaster

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

3.2 ACTIVATION OF THE EMERGENCY RELIEF AND RECOVERY SUB PLAN

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

• the appointed Municipal Emergency Response Coordinator Vic Police

• the relevant Municipal Emergency Resource Officer (municipal council staff member)

• the Municipal Recovery Manager (municipal council staff member). Should the emergency recovery required exceed the capacity of the municipality, then the Municipal Recovery Manager will call upon Regional/State resources. Activation:

• Coordinator alerts MRM.

• MRM alerts deputies and key contacts in agencies to be on standby.

• Activation of all or parts of the MEMP.

• Commence planning of possible escalation of scenarios, identify resources required, both human and infrastructure.

• Involvement with Victoria Police and emergency services and DHHS re potential relief, identifying vulnerable groups in the community.

• Identification of suitable sites to be used as emergency relief centres (ERCs)

• Work closely with officers tasked with communications re: broadcasting of information to the community including hotline numbers, location of ERCs

• Establishment of emergency relief centre (dependent on the nature and location of the emergency)

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• All relevant Sub-Plans are fully activated.

• All participating agencies activated. The operations of each agency will be managed in line with approved operational plans.

• Municipal Emergency Coordination Centre may be activated

• Emergency Relief Centres operational.

• All media and public information managed by Control Agency

• Daily briefing of relief and recovery services

• Outreach/visitation to affected community.

• Establishment of one-stop Recovery Centre

• Management of public donations.

• Planned withdrawal of services and transition of affected persons to existing community supports where required.

• Operational debrief and formal review of Sub-Plan.

• Community development role to aid longer-term recovery.

3.3 ESCALATION

Relief and recovery coordination commences at the local level. As required, it can escalate from the local to regional or state level:

• when requested, because capability and/or capacity is exceeded, or

• where an emergency has affected multiple municipalities in one region, or multiple regions within the state; or

• where an emergency has a significant community-wide impact, in which case the Victorian Government may establish an event-specific relief or recovery coordination structure to oversee a whole-of sector response.

Where the resources of the relief and recovery coordination agency are exceeded within the impacted region, that agency will seek to obtain additional resources from other regions within its own agency. Once these resources have been exceeded, that agency will seek to obtain additional resources if required from other agencies at the regional level.

Where capability has been completely exhausted within both the relief and recovery coordination agency and across other agencies at the regional level, a request for relief and recovery coordination assistance from the state will be made.

When escalation appears likely, the responsible relief and recovery coordinator must prepare an incident-specific relief and/or recovery coordination plan. Escalation builds on existing local arrangements, rather than replacing them. If assistance is required because capacity is exceeded, responsibility is retained but aided by additional support. The escalation from local through to national level relief and recovery services is designed so that additional coordination layers are enlisted to provide more support, not to replace or relieve lower levels of responsibility. Local and regional emergency relief and recovery planning and coordination remains vital in large-scale emergencies that require state and federal assistance.

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3.4 COMMUNICATIONS AND COMMUNITY INFORMATION

Information regarding the event itself (e.g. fire conditions) will be managed and controlled by the Incident Controller through the Public and Information Office (PIO) at the Incident Control Centre (ICC). Council does not play a role in media for the ‘response’ phase of an emergency other than directing people to approved media sources. For a current list of approved radio, newspaper, television, social media and other resources, please see sections 5.6 (Public Information and Warning) and 7.5 in the MEMP.

Once the Incident Controller determines that the emergency has transferred from the response to recovery phase, recovery agencies are responsible for providing further community information. If an emergency is local in nature, messages will be coordinated by Council as the local coordinator of relief and recovery. If it any emergency is deemed a regional or state emergency (by the control agency/Incident Controller) DHHS will coordinate community messaging on relief and recovery with input and guidance from Council.

Community information and briefings are vital components that assist in the recovery of emergency affected individuals and communities. Community information sessions will be conducted as soon as possible after an emergency in partnership with emergency services. The development of relevant and appropriate community resources and activities empower the community and enhance their resilience, thereby assisting their recovery process. Mansfield Shire Council will actively engage the community through a range of mechanisms including media releases, advertisements, newsletters, local radio (MCR), Council’s website, social media profiles, local service networks and public meetings or forums.

A strategy should be developed, in line with the Relief and Recovery Communications Plan for internal communications and external communications with agencies – refer the Communications Plan at Appendix 4.

3.5 VULNERABLE PEOPLE IN EMERGENCIES

The following is an excerpt from the Department of Health and Human Services Vulnerable People in Emergencies Policy and details Councils responsibilities in regards to vulnerable people in times of emergency response, relief and recovery; For the purposes of the Policy a vulnerable person1 is defined as someone living in the community who is:

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

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

A vulnerable person may be identified for inclusion on a Vulnerable Persons Register if they additionally:

• cannot identify personal or community support networks to help them in an emergency.

1 This applies to clients of funded agencies and people not receiving services.

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Under the Policy, municipal councils are required to: 1.1.1 Develop and maintain a list of local facilities where vulnerable people are likely

to be situated

Municipal councils are required to develop and maintain a list of facilities where vulnerable people are likely to be situated – including aged care facilities, hospitals, schools, disability group homes and child care centres. This includes:

• facilities funded or regulated by the Department of Health, Department of Human Services and the Department of Education and Early Childhood Development; and

• Commonwealth funded residential aged care facilities.

Municipal Councils should also consider and identify other local facilities or amenities that may have vulnerable people situated in them. This will differ dependent on location, but would include sites where vulnerable people:

• frequently meet or gather; and/or

• commonly reside.

Consideration may therefore be given to facilities or amenities such as Senior Citizens Centres, or retirement villages, rooming houses and caravan parks where there are long-term residents who are vulnerable (not a primarily tourism based caravan park)2. Informal, ad hoc or temporary gatherings of vulnerable people in the community are not required to be included. A template for the facilities list has been developed and should be used to compile this list (see VPE Policy Protocols – see Appendix 2; Resources). Facilities lists are to be included in, or available through, Municipal Emergency Management Plans and must be accessible to Victoria Police for the purposes of planning, exercising and in the event of an emergency. Funded facilities are expected to have emergency management plans in place for people residing, staying or situated within facilities3. The role of an operator of a facility does not equal a requirement to undertake individual emergency planning activities or to screen people for Vulnerable Persons Registers. 1.1.2 Coordinate local implementation of Vulnerable Persons Registers

Under the Policy, municipal councils have a role in coordinating local Vulnerable Persons Registers, which can be viewed through the existing municipal council administered MECC Central emergency management systems. This coordination will include basic system administration and local oversight of Vulnerable Persons Registers, which will support local planning. Funded agencies will be responsible for entering and maintaining information about identified people. Vulnerable Persons Registers will be accessible to authorised Victoria Police representatives, for consideration in planning and exercising, and for responding to emergencies. 1.1.3 Work in partnership with Red Cross to support inclusion of people not

receiving services

Through the Policy, municipal councils are asked to work in partnership with Red Cross to support emergency planning and consideration of identified vulnerable people in the community who are not receiving services in home or centre based settings (such as day programs).

2 Residents of non-funded facilities may still require personal emergency planning support and may be considered for the

Vulnerable Persons Register. 3 An example of a resource available for facilities planning is the Residential Aged Care Services Natural Hazards Ready

Resource (Appendix 2).

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It is expected initial identification and referrals will largely occur through existing agencies or organisations and will be managed though municipal councils with strong emphasis on planning and building resilience; Vulnerable Persons Registers should not be publicly promoted. The Red Cross will be able to provide emergency planning support and, based on agreed criteria, to make referrals for further consideration. Municipal councils will work in partnership with the Red Cross to coordinate local processes for identifying vulnerable people not receiving services for planning support, and for screening for the Vulnerable Persons Register, and to establish processes for ongoing maintenance of this information (in line with the activities outlined for funded agency clients under Section 6.1 of the Policy).

Facilities where vulnerable people gather in Mansfield Shire have been identified and listed – see table following. This allows emergency services during the response phase to ensure people in the facilities have enough warning and assistance to enact plans or evacuate.

FACILITY NAME TYPE OF FACILITY

ADDRESS/CONTACT PHONE

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

Aged Care 86 – 92 Highett Street Mansfield 5775 8875

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

Child care Infants

40a High Street Mansfield 5775 8555

Mansfield Farm House

Child care 3494 Maroondah Hwy Mansfield 5779 1842

Mansfield Autism Statewide Services

Autistic School

81 Highett Street Mansfield 5775 2876

Mansfield Autism Statewide Services

Residential facility

Malcolm Street Mansfield 5775 2876

Yooralla Mansfield Disability support

18a Early Street Mansfield 5775 3055

ACORN Adult autism campus

6 – 8 Highett Street 5775 1904

Mansfield Community Centre

Senior Citizens

Erril Street Mansfield 5775 8555

Bonnie Doon Community Centre

Senior Citizens

Arnot Street Bonnie Doon 5778 7722

Mansfield Primary School

School 4 Apollo Street Mansfield 5775 2325

St Mary’s Primary School

School 39 Malcolm Street Mansfield 5775 2670

Mansfield Steiner School

School 91 Highett Street Mansfield

5779 1445

Merrijig Primary School

School 1820 Mt Buller Road Merrijig 5777 5559

Jamieson Primary School 1 The Sideling Jamieson 5777 0535

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During the recovery phase, vulnerable people often need more support to access services and it may be necessary to visit them at the places where they gather, for example, having grief counsellors available at a school.

3.6 COMMUNITY SUPPORT REGISTER

The Mansfield Community Support Register is a voluntary register managed by Mansfield Police. The Mansfield Community Support Register is managed by the Officer in Charge Mansfield Police and an elected committee of management who have all undergone Police Checks. It is a register of an individual’s personal information (mainly contact and medical) which can be used by approved authorities in cases of emergency.

3.7 MUTUAL AID AGREEMENTS

In times of emergency, especially Level 2 and 3 incidents, Council resources can be stretched to capacity and drawing additional resources from neighbouring municipalities may become a necessity. Procuring additional resources is discussed more fully in Section 7.1.1 of this Plan. The Municipal Association of Victoria (MAV) and Municipal Emergency Management Enhancement Group (MEMEG) have developed the Protocol for Inter-Council Emergency Management Resource Sharing which provides an agreed position between councils for the provision of inter-council assistance for response, relief and recovery activities. Mansfield Shire Council is a signatory to this Protocol, as are all our neighbouring municipalities although it must be noted that their resources may also be stretched if they are affected by a cross-border incident. A copy of the protocol, information about its development and a list of signatories can be found in Crisisworks and on the MAV website: http://www.mav.asn.au/policy-services/emergency-management/Pages/resource-sharing-protocol.aspx

3.8 TRANSITION FROM RELIEF TO RECOVERY

While an emergency continues to pose a threat to a community, overall coordination of all activities will remain under the direction of the control agency and the response coordinator. However, this should not affect the delivery of relief and recovery services. As emergency response activities wind down, the coordination role will

School Geelong Grammar Timbertop Campus

School 145 Geelong Grammar Road Merrijig

5733 6777

Lauriston Girls School Howqua Campus

School 450 Howqua River Road Howqua 5777 2222

Mansfield Secondary College

School 15 View Street Mansfield 5775 2022

Beolite Retirement Village

Residences Kidston Parade Mansfield 5775 1925

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transition from response coordination to recovery coordination, which will include coordinating remaining urgent and immediate community needs while planning and implementing longer-term recovery support and services. Relief and recovery planning and delivery are parallel operations to response and commences at the onset of the emergency. The transition from emergency response to recovery needs to be effectively managed and communicated. It should involve control, relief and recovery agencies who work cooperatively during the period of transition and provide each other with appropriate support. Coordination responsibility is passed to DHHS as the recovery coordination agency at the state and regional level, while local government has management responsibility locally. Before transitioning relief services and support to recovery, the MRM, in consultation with the MERO, MERC, DHHS and the control agency will commence the development of an incident-specific transition plan.

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4. RELIEF

4.1 BACKGROUND

Municipal councils are responsible for coordinating relief at the local level. The Department of Health and Human Services (supported by Red Cross) is responsible for coordinating relief at the regional and state levels. Relief coordination responsibilities include:

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

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

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

• Evacuation to relief centres and transport

• Relief centre establishment and management

• Accessibility and inclusion

• Communications/community meetings

• Reconnecting people

• Emergency shelter

• Food and water

• Public health and medical

• Psychosocial support

• Support of children

• Domestic animals

• Arts/creativity/games for relief and recovery

4.2 EMERGENCY RELIEF CENTRES

Incident Controllers are primarily responsible for determining the need to activate emergency relief services. The following appointees have the authority to activate the provision of emergency relief services based on an Incident Controller’s determination:

• The appointed MERC

• The relevant MERO; or

• The relevant MRM The decision to activate ERCs where a situation is assessed to be a genuine (or potential) emergency would normally be as a result of consultation between members of the EMCG. Once the decision has been made to establish an ERC, the MRM will notify and activate the ERC manager as well as administration and support staff.

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An emergency relief centre (ERC) is a building or place established to provide life support and essential needs to persons affected by any emergency (including evacuees). The primary purpose of a ERC is to provide emergency shelter, food and water along with information and psychosocial support. A list of potential ERCs is attached as Appendix 1. Once an ERC has been activated by the MRM in the initial stages of an emergency relief, efforts will be focused on ensuring basic and immediate food and water needs are met. In an ERC, this will be managed by Red Cross (who are activated by the MRM) with the support of local businesses and volunteers. In the event that Red Cross is unable to reach the ERC, local businesses and volunteers must be coordinated by the MRM to provide water and basic food to people presenting at an ERC and to continue to do so until Red Cross can attend. Food and water may need to be supplied to isolated communities (for example during flood events). In this situation, Council will have to work with response agencies, DHHS and DELWP and GVW to ensure their needs are met. Emergency Relief Centres are coordinated and staffed by Council together with other support agencies such as Red Cross, Salvation Army, Department of Health and Human Services, Victorian Council of Churches and Victoria Police being in attendance, as the situation scales up or down. An ERC provides basic needs such as food and water, emergency sleeping arrangements, counsellors, toiletries and sanitary items, vital information and the company of other people. Some ERCs may be able to take domestic pets. In times of emergency there may be a requirement for Council to staff an ERC 24 hours a day and must have plans to deliver the resources. The facilities across Mansfield Shire that could be used as an ERC are listed in the Facilities section at the rear of this Sub Plan. The steps to activate, establish and manage an ERC can be found in the Emergency Relief Centre Standard Operating Guidelines at the end of this Sub Plan.

4.3 RECONNECTING FAMILIES AND FRIENDS

Key considerations during planning for reconnecting families and friends are to:

• reunite people separated by an emergency

• reduce the stress and anxiety of families, friends and in the community

• reduce pressure on existing communication channels

• provide information about emergency-affected people to other emergency service agencies for recovery purposes.

So long as telecommunications and electricity are available, families and friends will usually reconnect independently through telephone contact, messaging, social media or indirect word-of-mouth. In 2013 the Attorney-General’s office and Red Cross improved and renamed the National Registration and Inquiry System (NRIS) - it is now referred to as

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Register.Find.Reunite. Victoria Police is responsible for the control and coordination of the Register.Find.Reunite. service and Red Cross manages and operates it. Register.Find.Reunite. commences during the response phase of an emergency, continues throughout relief efforts, and assists to inform recovery. Field registrations can occur in an emergency relief centre, at an emergency site/staging area, or in some cases, at a hospital. Field registrations should not occur in a recovery centre; they are for reconnecting families and friends during an emergency. Field registration kits are held in 24-hour police stations and many other stations across Victoria and contain registration and inquiry form pads, instructions, stationary and signage. During an emergency it is the responsibility of the MERC to arrange for delivery of a Register.Find.Reunite kit to a nominated location where registrations are to occur. When setting up an ERC consideration must be given to space and IT for Red Cross volunteers to run the Register.Find.Reunite service while also maintaining the privacy of affected people. The ‘sign-in’ process and completion of a Personal Information Form (PIF) is separate to Register.Find.Reunite and is administered by Council. Victoria Police and Red Cross are responsible for ensuring the kits are maintained annually and after an emergency. Victoria Police may ask Red Cross to provide the opportunity for individuals and families to register and find family, friends or loved ones during an emergency through the Register.Find.Reunite service at www.redcross.org.au or through the Register.Find.Reunite app. Activation of the service will be communicated to the community through multiple communication channels but should not be included in any emergency planning communications so as not to cause confusion if the website is not activated for a particular emergency. For further information on Register.Find.Reunite and refer to the Emergency Relief Handbook – 2013.

4.4 EMERGENCY FOOD AND WATER

At municipal level, the Red Cross is responsible for providing basic food and water needs for affected persons. Red Cross are supported by the Mansfield District Hospital, service clubs and commercial providers. Contact to Red Cross is via the Red Cross Duty Officer on 1800 232 969. The Red Cross Duty Officer will activate the Red Cross Divisional Operations Officer who will then be the point of contact and manage the incident. The Red Cross Divisional Operations Officer is to be alerted or activated when the nature of the incident indicates any of the following apply:

• more than one substantial meal for affected persons is required to be supplied

• reimbursement for incurred costs will be claimed by local providers Note: goods are required to be purchased by authorised Red Cross purchasing officers

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The Red Cross Divisional Operations Officer will, in conjunction with the local catering providers, ascertain the level of involvement necessary by Red Cross, ensuring that local resources, including those already in operations, are fully utilised.

4.5 PSYCHOSOCIAL AND PERSONAL SUPPORT

In the emergency relief context, psychosocial support most commonly refers to advice and simple practical and emotional support for affected individuals and communities. A key focus of psychosocial support in the early stages of an emergency is the provision of personal support to affected individuals, families and communities and is aimed at preventing longer-term physical and mental health problems. Personal support comprises the provision of information, practical assistance, emotional support, assessment of immediate impact for the individual, assessment of immediate needs and referral to other support agencies and services as required. Psychosocial support is delivered by trained and experienced volunteers and agency staff and is based on the principles of psychological first aid of promoting safety, calm, connectedness, self and group efficacy, help and hope. In the first instance this will most likely be the Community Services counsellors and other trained staff until teams activated by DHHS and other organisations such as the Victorian Council of Churches arrive. The Victorian Council of Churches is a non-denominational group whose volunteers are drawn from faith community groups and are dedicated to providing psychosocial support to all members of affected communities, and have specialist knowledge and skills in working with cultural, ethnic and religious groups. Simple strategies such as meeting and greeting people, providing food and refreshments for people, having signs so people can be directed to the assistance they need quickly, attending to the physical comfort of individuals, and allowing families to stay together are all consistent with principles of psychological first aid. The layout of an ERC must consider privacy and comfortable spaces for counselling must be set aside.

4.6 ANIMAL WELFARE

Animal welfare is the responsibility of the animal’s owner, but in times when the owners plans have failed and they present at an ERC with domestic or farm stock, or they have concerns about animals left behind, Local Laws or DEDJTR officers will be available or can be contacted to assist. Decisions in regard to pets at an ERC will be made on a case by case basis, but as many owners would become even more distressed if separated from their pet, every effort will be made to keep them close by. Animal welfare services include, but are not limited to, the following activities:

• planning for animals in the event of an emergency

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• identification of animals affected by an emergency

• animal welfare assessment, veterinary treatment, humane destruction, and salvage slaughter and disposal

• provision of emergency pet food, livestock fodder and water

• management of displaced animals (including evacuated animals)

• coordination of donations and offers of assistance

• longer-term recovery needs. In regards to larger animals and stock, arrangements will be in place for the animals to be kept in an identified location for the short term. The location will not have the same services as an ERC and will only provide amenities such as toilets and facilities for tea and coffee. The location will be communicated through channels identified in the Communications Plan as soon as it is activated. Further details about animal welfare in times of emergency can be found in the Animal and Stock Emergency Welfare Plan which is a sub plan to the MEMP.

4.7 CATERING FOR COUNCIL AND RESPONSE AGENCY STAFF AND CONTRACTORS

Food and water requirements for Council staff, contactors and response agency volunteers and staff are the responsibility of the individual agencies and will be guided by the OH&S policies of the responsible organisations.

4.8 VOLUNTEERS

Council’s Volunteer Coordinator will be responsible for volunteer coordination during times of emergency - they already administer a substantial resource to draw on. However, the surge of people who come forward to offer their time and skills when there is a disaster can be overwhelming and create an additional administrative burden at critical times.

During the relief phase, the MERO will consult with the MRM on whether to use volunteers and whether they should be:

• engaged directly by Council

• referred to the Volunteering Victoria Emergency Volunteer Register for later possible engagement.

All volunteers engaged by Council must be registered as working under the auspices of Mansfield Shire Council. The Volunteer Coordinator must ensure they are tasked within their level of competency and that their activities and hours worked are recorded.

Volunteering Victoria runs the Manager of Spontaneous Emergency Volunteers (MSEV) Program which recruits, trains, supports, deploys and debriefs a workforce of skilled volunteer managers to help community organisations manage spontaneous emergency volunteers during disaster relief and recovery. The MSEV program may be called on to support Councils Volunteer Coordinator in times of emergency.

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Council has entered into a MOU with Volunteering Victoria which enables Council to call upon their resources following an incident - to assist us to manage volunteers. Their Spontaneous Emergency Volunteer Managers are trained and accredited and are willing to take on a variety of roles for Council relief and recovery (not solely managing volunteers) with deployment of individuals for periods usually of up to one week duration. Their organisation arranges accommodation, insurance's etc

There are local volunteers who have trained as MSEVs. Go to http://volunteeringvictoria.org.au/frequently-asked-questions/ or check the R&R Contact Directory for contact details.

4.9 MATERIAL AID AND DONATIONS

Financial donations are preferable to other types of donations such as material goods. Cash ensures that money can be directed back into the local economy and allows purchases to be made that meet people’s actual needs. The approach of utilising local organisations to manage material needs should be employed. Local businesses should also be approached to manage donations such as fodder and pet food so that their business is not impacted unnecessarily. Material aid should as far as reasonable practical be:

• be of the highest quality standard available at the time

• meet safety standards at all times

• new, whenever possible

• as close as possible to lost or destroyed goods

• be age, gender, and culturally appropriate. Unsolicited donations of material goods can cause additional administrative burdens during times of emergency and should be discouraged. Often a large proportion of unsolicited donated goods are unusable or inappropriate for recipients’ needs. Administration and storage of these goods is a significant cost and considerable effort can also be required to avoid offending the donors. Apart from a requirement for emergency clothing, often the affected people have no need for electrical goods or furniture as their properties are uninhabitable or destroyed. A large, well organised volunteer base will be required to deal with donated goods at times of major disaster. A central, spacious and accessible location must be designated as the distribution point for material goods. Affected residents must be given an identification card to allow access to the goods. The message that monetary donations are preferable to material goods should be reiterated through media and communication channels at local, regional and state levels. National guidelines for managing donated goods are available on Crisisworks.

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LGAs are responsible for cash donations and appeals within their municipality for local emergencies. Red Cross will manage large scale appeals following authorisation sought from Australian Red Cross Head Office.

4.10 FINANCIAL ASSISTANCE

Emergency financial assistance is intended to help people meet basic needs in a dignified manner. It is not compensation nor is it an entitlement.

Financial pressures immediately after an emergency can cause stress and uncertainty. Financial assistance from the Victorian and Commonwealth Governments can help alleviate this stress for eligible events - refer to http://www.recovery.vic.gov.au/ for current grants and financial assistance available.

Financial assistance needs to be managed carefully and sensitively because if the intention of the assistance is not well communicated it can set up expectations within the community that are then not met, and lead to frustration directed at government and relief agencies.

In addition to government programs there may be other types of financial assistance that are made available. In the past this has included not-for-profit, community organisations and appeal funds.

During the relief phase, access to financial assistance and advice is managed by Council in conjunction with DHHS and should be available at an ERC while taking into account the need for privacy.

4.11 SINGLE INCIDENTS

Council may be required to play a role in supporting residents after a ‘single incident’. A single incident is defined by DHHS as non-major emergencies which damage or destroy a home, rendering it uninhabitable (for example, a house fire, localised flood, storm, burst pipes). The Single Incident Protocol (Appendix 8) details the steps that may have to be taken to support residents affected by a single incident and is carried in the MRM kit and filed in the Crisisworks reference library.

5. RECOVERY

5.1 IMPACT ASSESSMENTS

Assessing the damage incurred and subsequent needs of communities in impacted areas will involve initial and post impact assessments. The aim of the initial impact assessment process is to provide immediate information in relation to the impact the emergency incident has had on people, premises, essential community infrastructure and animals. This initial assessment of loss and damage impacts in the affected community is critical to ensure continuity of essential community support and recovery and the establishment of effective recovery coordination arrangements.

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Impact assessments will be logged on to Crisisworks for record keeping and planning purposes using the People and Property module. Post impact assessment requires a comprehensive appraisal (including costs of assets) of the extent of damage, disruption and breakdown to the community and its infrastructure as a result of the emergency. Post impact assessment enables government departments to monitor the recovery process and provide further assistance as required. Post Impact Assessments will be undertaken by Council in conjunction with the supporting organisations. The assessment reports will influence the regional and local recovery plans. To facilitate this Mansfield Shire Council, through the Emergency Management Group, shall as early as practicable perform the following tasks: � Seek advice from Incident Control, ICCs etc so as not to duplicate collection � Survey the extent of damage indicating evaluation of financial and material aid

needed � Provide a priority listing for restoration of community needs to assist agencies in the

performance of their functions � Monitor the acquisition and application of financial and material aid needed or made

available in the restoration period.

Information that the control agency gathers through a Rapid Impact Assessment (RIA) process during the response to the emergency may also be made available to the Municipality. The RIA will provide input information for a more detailed analysis of loss and damage and the impact on the effected community that will make up the Post Impact Assessment. Should the emergency extend beyond the boundaries of the Mansfield Shire Council the post impact assessment may be merged with that of the affected parts of other municipalities.

5.2 RECOVERY ENVIRONMENTS

To assist with the task of recovery planning, the information obtained through impact assessments is applied to 4 recovery environments:

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

• built environment – the restoration of essential and community infrastructure

• economic environment – the revitalisation of the affected economy and includes agriculture

• natural environment – the rehabilitation of the affected environment

5.3 RECOVERY CENTRES

As soon as deemed necessary, essential recovery services (eg financial and psychosocial support) will be available at a relief centres. In the event of a major crisis a stand-alone recovery centre that operates for as long as needs be will be established by the MRM.

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

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

• Temporary and medium-term accommodation

• Environmental health (for example, public health)

• Financial assistance

• Legal and insurance advice

• Case coordination/management service

• Primary industry advice

• Rebuilding advice

• Disaster victim identification (for mass casualty events) The MRM has the role to coordinate establishment and management of a recovery centre. The Standard Operating Guidelines for a recovery centre can be found in the Emergency Relief and Recovery Sub Plan.

5.4 ENGAGEMENT OF COMMUNITY IN RECOVERY

Disaster-affected people, households and communities understand their needs better than any of the agencies or government departments. They have the right to make their own choices about their own recovery. Recovery planning begins with an understanding of the pre-existing state of the community, and the consequences of a disaster upon that community. Recovery planning built on community development fundamentally aims to support self-help and strengthen the resources, capacity and resilience already present within individuals and communities. Recovery plans should focus on how to resource the community. Recovery processes should strive to:

• ‘build back better’

• provide opportunities for disaster-affected people to ‘have their say’ and enable people to have power to influence (when they may feel powerless following the impact of an emergency)

• work ‘with’ people rather than ‘doing things to’ them, or working ‘for‘ them

• support people to come to terms with their different life circumstances and move forward into a new, changed reality

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The form of any community recovery structure will vary greatly. Each community is different, as is every emergency, and the structure will start to emerge during the early recovery phase. At all times it will be important to ensure that all members of the affected community are provided the opportunity to give feedback and express their opinions in relation to the recovery process. This will enable Council and agencies to ensure that processes allow for broad and diverse community input, rather than from limited sections of the community. Social and creative initiatives that emerge are key to recovery and it is imperative that they are supported both physically and financially and over the medium to long terms if required. Existing community support mechanisms such as the community development team and Tourism & Economic Development Unit in Council will be central to working with communities as they recover.

5.5 COMMUNITY RECOVERY COMMITTEE

The Municipal Recovery Manager has the responsibility to ensure the establishment of community recovery committees as soon as possible after the emergency; existing local community representative committees should be used where possible.

The community recovery committee is a sub-committee to the Municipal Emergency Management Planning Committee.

The Community Recovery Committee should develop their own Terms of Reference.

Membership: Membership of community recovery committees will depend on the needs of the affected areas and should include:

• The Municipal Recovery Manager. • Community development personnel • Councillors • Community representatives • Business and Tourism Associations. • Government agencies • Non-government agencies •

Where there is capacity to assist with recovery services, involvement should also come from local community agencies and private businesses. Functions: Community recovery committees help individuals and communities achieve an effective level of functioning. They can coordinate information, resources, and services in support of an affected community, establish priorities and provide information and advice to the affected community and recovery agencies.

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Role: The role of the community recovery committee is to:

• Monitor the progress of the recovery process in the community. • Identify community needs and resource requirements and make

recommendations to recovery agencies, council and recovery managers. • Liaise, consult and negotiate on behalf of the community with recovery

agencies, government departments and the council. • Liaise with DHHS as the recovery coordination agency through the

designated regional director or delegate. • Undertake specific recovery activities as required.

5.6 ARTS IN TIMES OF CRISIS

From having some quite space to create and some basic arts materials and musical instruments in a relief centre to full-blown, community led projects, it is increasingly being recognised that arts play a very important role in the relief and recovery processes. the arts starting to become embedded in the government and human services disaster recovery processes, alongside other essential emergency services procedures. Arts-led projects can be a powerful tool once the basic essentials of food and shelter have been secured and communities to assist with reflection on what has happened and being able to express what people have been through in ways that sometimes words cannot do alone.

The arts can be effective in disaster recovery by:

• Providing an opportunity for reflection and commemoration • Building new communities • Reconnecting old communities • Reducing feelings of isolation • Helping people develop new personal and creative skills • Strengthening people’s connection to place • Creating and shared sense of hope and optimism through providing simple,

achievable challenges and goals

Arts-led projects may take one of many forms. They may include creating memorials, story-telling, music, writing, theatre and dance, craft, photography, sculpture, photography and multi-media. Creative projects are most successful when they are designed by the communities involved and when they respond to an issue, such as the need for young people to reconnect, or for the creation of a central memorial in which people can gather and share their stories. They should be part of the recovery process, rather than simply aiming to produce an artistic outcome or product. Partnering with existing groups such as the Mansfield Arts Council and MMuDS during recovery to assist with arts based project will be a great way to build community connections and relationships.

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5.7 COMMUNITY INFORMATION

A Relief and Recovery Communication Plan has been developed to guide communications during relief and recovery – refer to the communication plan which is at the rear of this Sub Plan. Access to quality information before, during and after an emergency can have a profound effect on the resilience and recovery of individuals and the community. In line with the ‘National principles for disaster recovery’, the following basic communication principles apply:

• get information to the people who need it

• ensure all information is relevant, timely, clear, accurate, targeted, credible and consistent

• ask the community how they want to receive information

• ensure that information is accessible to audiences in diverse situations (including culturally and linguistically diverse audiences and people with disabilities)

• repeat information

• ensure people who are not directly affected as well as those who are unaffected by the emergency receive relevant information.

During an emergency, the demand for and frequency of information will change. There will also be different needs for certain types of information during different stages of an emergency – particularly during a lengthy incident. Generally, there will be two main audiences in an emergency:

• those affected by the emergency

• the general public. During larger emergencies the DHHS is responsible for:

• maintaining the Emergency Relief and Recovery Victoria (ERRV) website www.recovery.vic.gov.au

• operating the Victorian Emergency Recovery Information Line (VERIL) 1300 799 232

• initiating advertising campaigns to inform emergency-affected communities about support that may be available.

5.8 LEGAL ASSISTANCE

People recovering from natural disasters such as bushfires and floods often feel overwhelmed by the legal issues that can arise. These can include problems with:

• insurance claims

• destroyed wills

• accommodation

• family law. The Victorian Government‘s Legal Aid runs a free advice service which can be reached through their disaster line on 1800 113 432 or at https://www.legalaid.vic.gov.au/find-legal-answers/natural-disasters. They are a partner in Disaster Legal Help which can also provide face to face assistance. The

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MRM will approach Disaster Legal Help to be present in a Recovery Centre if deemed necessary.

5.9 INSURANCE

The Insurance Council of Australia will send a team of disaster experts to help policy holders with questions about their claims. Some of the larger insurance agencies will also send teams to be present in a Recovery Centre. Contact 1300 728 228 http://www.insurancecouncil.com.au/

5.10 FIRE FIGHTING WATER REPLACEMENT

The Country Fire Authority Act 1958 provides powers to Fire Agencies to take water from any waterway or any other source of water supply. Essential Water is 'defined' as enough water for people, stock, and crops to survive. The Victorian Government has a policy about replacing essential water used during bushfire fighting operations. See https://www.ffm.vic.gov.au/__data/assets/pdf_file/0019/21286/Essential-Water-Replacement-Policy-Nov-2016.pdf The aim of this assistance scheme is to relieve genuine hardship in the community by replenishing essential private water supplies that have been used by fire services during bushfire emergencies. If taken for firefighting purposes, a reasonable and sufficient volume of essential water will be provided to sustain the:

• health of affected residences and pets

• health and productivity of stock. To lodge a request for water replacement, landowners will be given a card by the agency which they must take to Council for action. Every effort will be made to replenish essential private water supplies within 48 hours of the affected landholder's request. However this may take longer if firefighting is still underway.

5.11 TANK WATER REPLACEMENT AND DRINKING WATER FOR HOUSEHOLDS

Replacement of essential tank water that is used for fighting a fire will be replaced (see above). Water that is contaminated by fire is the responsibility of the home owner. Home owners undergoing hardship may be able to apply for assistance with water replacement. Concession card holders may be able to receive a rebate on water replacement through the DHHS Non-Mains Water Concession.

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5.12 FENCING

Fencing is also the responsibility of the landowner. Disputes can often develop over fencing. The Dispute Settlement Centre is a good resource to assist resolve disputes http://www.disputes.vic.gov.au/ The Victorian Government may be able to help landholders for some losses after damage by bushfire. This includes fences and fire control lines. The Department of Agriculture has a policy on replacement of fences after fire. In brief:

• Landholders are expected to manage risks to their assets from the potential impact of bushfire.

• All landholders are expected to have appropriate levels of insurance cover for boundary and internal fences, in the same way any business venture or private householder should protect and insure their assets.

• In line with the Fences Act 1968, the State Government of Victoria does not have any ownership or financial stake in fences along the boundary of private and public land except in cases where specific fencing agreements have been entered into with landholder.

• It is the responsibility of the owner of private land to fence their property and secure stock within their boundary

http://agriculture.vic.gov.au/agriculture/emergencies/recovery/fences-control-lines-and-essential-water-after-bushfire Volunteer groups such as BlazeAid may be on hand to assist with external fencing, but will not assist with internal fencing. http://blazeaid.com/how-to-get-fencing-help/establishing-a-blazeaid-basecamp-in-your-community/

5.13 VOLUNTEER GROUPS

Volunteer groups (such as BlazeAid) can provide invaluable assistance post an emergency assisting with fencing, reinstating environment, managing donated goods etc The volunteers in these groups also play an important role in social recovery through providing friendship and support. However these groups have certain requirements that may include:

• An upfront donation to their organisation

• A reserve to create a basecamp for caravans and campers

• Facilities such as portable toilets and showers, cooking and dining facilities, water and power if possible

• Catering

• Waste pick up

• Access to sullage dump points Council must determine the need for volunteer groups to take a role in the recovery efforts and then contact the group. Some groups will only attend major emergencies and live on base camps for months. Agreements must be made in regard to any costs that the groups might incur.

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5.14 WEED/PEST AND EROSION CONTROL

The risk of weed invasion, and their impact on farms and the environment dramatically increases during and after an emergency such as drought, fire or flood. The problem is often compounded, as dealing with other pressing emergency issues, the spread of weeds can often be overlooked. The activity that poses the greatest risk of weed invasion during and after an emergency is the movement and importation of hay and grain as stockfeed onto farmland. While weeds on private land are the responsibility of the landowner, DELWP provides advice on minimising weed spread, identification and control – refer contact details. Landcare may also play a proactive role in education and weed management. Invasive vertebrate pests such as rabbits, foxes and rodents can become a problem during and after natural disasters and controls may need to be put in place to prevent serious threats to biodiversity and land rehabilitation – landowners should contact DELWP for advice on managing pests. Landowners requiring help for erosion control should be directed to DELWP, the Goulburn Broken Catchment Management Authority and Landcare for information and support. Volunteer groups such as BlazeAid may be able to assist with erosion control works.

5.15 COMMUNITY DEBRIEF AND FEEDBACK

Though out the recovery process, feedback loops should be consistently formed and monitored to ensure the processes and activities are serving the stated needs of the community. It is imperative to build evaluation methods and feedback opportunities into recovery plans. Debriefs do not have to be formal – most likely affected community members will be avoiding formal meetings. Social gatherings using a range of community engagement methods suited to the community is most preferable. Debrief and feedback methods must also take into account the different demographics (including youth, aged, cultural and people with disabilities and disadvantaged/hard to reach groups). It is also crucial to incorporate feedback into future planning activities.

5.16 MUNICIPAL FINANCIAL PLANNING AND REMIMBURSEMENT

To support relief and recovery from a natural disaster, the Victorian Government provides a range of financial assistance measures through the Victorian Natural Disaster Financial Assistance (NDFA) scheme, which essentially mirrors the joint Commonwealth–State Natural Disaster Relief and Recovery Arrangements (NDRRA). Under the NDFA/NDRRA, local government, government departments and relief agencies may be eligible for reimbursement for costs incurred following a natural disaster, depending on the severity and the type of costs associated.

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For all the current NDRRA information, visit: http://www.disasterassist.gov.au/FactSheets/Pages/NaturalDisasterReliefandRecoveryArrangements.aspx For all the current NDFA information, visit: http://www.dtf.vic.gov.au/victorias-Economy/natural-disaster-financial-assistance For reimbursement of costs eligible under the NDRRA, the emergency must be formally notified to the Commonwealth Attorney-General’s Department as an eligible natural disaster. The Department of Justice, on behalf of the Victorian Government makes this notification. Local government representatives should contact the Department of Treasury and Finance (DTF) as soon as practically possible after an emergency if they are unsure of which costs may be eligible. The disasterassist website above lists up-to-date contacts. In exceptional circumstances, and where a council can demonstrate financial hardship, DTF may make arrangements for advance payments to help councils with financial hardship to commence NDRRA/NDFA recovery projects. Justification claims (offsetting against the advance) must be submitted regularly to DTF. From an operational perspective, the Crisisworks platform should be used to log and monitor all expenses during an incident and used for financial reporting purposes.

5.17 WITHDRAWAL OF EMERGENCY RECOVERY SERVICES

Recovery is a developmental process that could continue for months, if not years therefore, planning must address short, medium and long term recovery needs and goals. TO POST RECOVERY Withdrawal of emergency recovery services is a critical aspect of recovery management. A planned withdrawal involving the Recovery Committee and the affected community is crucial so that a void will not be left. Transitioning to post recovery requires careful consideration and planning and is based on reduced levels of demand and need for such services. Community recovery programs should transition into regular mainstream services and activities which shift the focus from emergency recovery to community renewal and support, whilst still providing services for ongoing needs of affected people. Once emergency relief and recovery operations have ceased, debriefing of the emergency can occur. A debrief is the forum to discuss what occurred in order to identify good practices and areas for improvement. A debrief should take place as soon as is practicable after an emergency. Municipal, regional and state emergency response coordinators will convene such meetings, and all agencies that participated should be represented. The meetings may be chaired by the chairs of emergency management planning committees. Debriefing should evaluate the success of the outcomes at each step of the

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emergency relief process. Actions resulting from a debrief may include revising training, amending plans or operating procedures, or changing policy. Communities must continue to be supported through community development activities that will focus on building future preparedness, risk management and all the characteristics of resilience such as community leadership, formal and informal networks, communication channels and partnerships with Council, other communities and agencies.

6. REFERENCES:

CFA Access and Inclusion Guidelines May 2012

Department of Treasury and Finance 2013, State Government of Victoria, Melbourne viewed 22 July 2013, <www.dtf.vic.gov.au>

Emergency Management Manual Victoria – State Relief and Recovery Plan

MAV Local Government Emergency Management Handbook

Vulnerable People in Emergencies Policy – DHS

Emergency Relief Handbook – 2013 DHS and Australian Red Cross

DHHS Hume Region Emergency Relief and Recovery Plan May 2015

7. APPENDICES

Appendix 1 Relief and Recovery Centres Appendix 2 Relief and Recovery Contacts Database Appendix 3 Relief and Recovery Communications Plan Appendix 4 VPR Coordinator Standard Operating Procedures Appendix 6 ERC Standard Operating Guidelines Appendix 7 Recovery Centre Standard Operating Guidelines Appendix 5 Relief Agency and Business Support Capacity Appendix 8 Single Incident Protocol

Relief & Recovery Sub Plan July 2017 - Shire of Mansfield · Page 24 update details in regard to...

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