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Local Emergency Management

Arrangements

CITY OF BELMONT/ TOWN OF VICTORIA

PARK

City of Belmont & Town of Victoria Park Combined LEM Arrangements Endorsed by LEMC: 12 June 2017 Next Full Review Scheduled 2022 Page 1

Local Emergency Management Arrangements

These arrangements have been produced and issued under the authority of S.41(1), S.41(2), S.41(3), S.41(4), S.43(1) and S.43(2) of the Emergency Management Act 2005, endorsed by the City of Belmont and Town of Victoria Park Local Emergency Management Committee and the Councils of the City of Belmont and Town of Victoria Park. The Arrangements have been tabled for noting with the District Emergency Management Committee and State Emergency Management Committee.

Mr Ric Lutey 12 June 2017

Chair Date City of Belmont/Town of Victoria Park Local Emergency Management Committee Endorsed by City of Belmont 25 July 2017 Refer Council Meeting of 25 July 2017, Item 12.6. Date

Endorsed by Town of Victoria Park 12 September 2017 Refer Council Meeting of 12 September 2017, Item 10.2 Date

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Contents

Local Emergency Management Arrangements ....................................... 1

Distribution ................................................................................................................................ 4 DOCUMENT CONTROL AND Amendment record ................................................................... 4 Glossary of terms ...................................................................................................................... 5 General acronyms used in these arrangements ................................................................... 19

Part One – Introduction .......................................................................... 21

Community consultation ........................................................................................................ 21 Document availability .............................................................................................................. 21 Area covered ........................................................................................................................... 22 Aim ........................................................................................................................................... 23 Purpose .................................................................................................................................... 23 Scope ....................................................................................................................................... 24 Related documents & arrangements ..................................................................................... 24

Local Plans ........................................................................................................................... 24 Resources and Contacts ........................................................................................................ 27 Roles & Responsibilities ......................................................................................................... 27

Local roles and responsibilities ............................................................................................. 27 LEMC roles and responsibilities ............................................................................................ 28 Agency roles and responsibilities .......................................................................................... 29

Part Two – Managing Risk ...................................................................... 31

Emergency Risk Management ................................................................................................ 31 Description of emergencies likely to occur ........................................................................... 31 Emergency management strategies and priorities ............................................................... 33

Part Three - Coordination of Emergency Operations ........................... 34

Incident Support Group (ISG) ................................................................................................. 34 Triggers for an ISG ............................................................................................................... 34 Membership of an ISG .......................................................................................................... 34 Location and Frequency of Meetings .................................................................................... 34

Media management and public information .......................................................................... 35 Communications Approvals/Sign-off Process ....................................................................... 36

Public warning systems .......................................................................................................... 36 Local Systems ...................................................................................................................... 36

Finance arrangements ............................................................................................................ 36

Part Four - Evacuation and Welfare ....................................................... 38

Evacuation ............................................................................................................................... 38 Special needs groups ............................................................................................................. 38 Routes & maps ........................................................................................................................ 38 Welfare ..................................................................................................................................... 39

Local Welfare Coordinator .................................................................................................... 39 Local Welfare Liaison Officer ................................................................................................ 40 Register.Find.Reunite ........................................................................................................... 40 Animals (including assistance animals) ................................................................................. 40 Evacuation and Welfare centres ........................................................................................... 40

Part Five - Recovery ................................................................................ 41

Local recovery coordinators .................................................................................................. 41


Part Six - Exercising, Reviewing and Reporting ................................... 42

The aim of exercising .............................................................................................................. 42 Frequency of exercises ......................................................................................................... 42 Types of exercises ................................................................................................................ 42 Reporting of exercises .......................................................................................................... 42

Review of local emergency management arrangements ...................................................... 43 Review of Local Emergency Management Committee Positions ........................................... 43 Review of resources register ................................................................................................. 43

Annual reporting ..................................................................................................................... 43

Part Seven - Appendices ........................................................................ 44

APPENDIX 1: Geographical Maps - City of Belmont and Town of Victoria Park ............. 44 APPENDIX 2: Emergency Contact and Resource Register .............................................. 47 APPENDIX 3: Risk Register ................................................................................................ 48 APPENDIX 4: Local Public Warning and Communication Systems ................................. 51 APPENDIX 5: Special Needs Groups – Evacuation Management .................................... 53

ANNEXURES ........................................................................................... 54

ANNEXURE 1: Local Emergency Management Plan Provision of Welfare Cannington Region ANNEXURE 2: City of Belmont and Town of Victoria Park Local Recovery Plan


DISTRIBUTION

Organisation City of Belmont Department of Education Town of Victoria Park Crown Resorts DEMC Perth Racing OEM ACSWA WA Police City of Bayswater DC Town of Bassendean DFES-FR City of Canning DFES-SES Shire of Kalamunda St Johns Ambulance City of Swan Perth Airport City of South Perth Curtin University City of Perth

DOCUMENT CONTROL AND AMENDMENT RECORD

CITY OF BELMONT & TOWN OF VICTORIA PARK

EMERGENCY MANAGEMENT ARRANGEMENTS

DOCUMENT CONTROL INFORMATION

Document Name

Combined Emergency Management Arrangements for the City of Belmont and Town of Victoria Park

Custodian CoB / ToVP LEMC

Date 3 June 2008

Prepared By J Burnett, IFAP Date 3 June, 2008

Supervised By L Howell, Secretary COB / TOVP LEMC Date 3 June, 2008

Approved By R. Lutey Chairman COB / TOVP LEMC Date 3 June, 2008 Review Description Date Prepared By Approved By

1 Consolidated Plan issued January 2008 R Fishwick R Lutey 2 Complete Plan Review 3 June 2008 Jim Burnett R Lutey 3 General Review December 2010 L Howell R Lutey

4 Update Mayor’s details, officer titles & Distribution List June 2012 L Howell R Lutey

5 Full Rewrite in-line with new guidelines. June 2017

R Lutey C McCallum L Timol

R. Lutey


GLOSSARY OF TERMS

This glossary is limited to the terms referred to in these arrangements. For a full list of terms refer to the State EM Glossary.

A accident a sudden event in which harm is caused to people, property or the built or natural environment. See also incident and emergency. agency representative an individual allocated to an incident from an assisting agency who has been delegated full authority to make decisions on all matters affecting that agency’s participation at the incident. Syn. ‘liaison officer’. AIIMS see Australasian Interservice Incident Management System. AIIMS structure the combination of facilities, equipment, personnel, procedures and communications operating within a common organisational structure with responsibility for the management of allocated resources to effectively accomplish stated objectives relating to an incident (AIIMS). alert that period when it is believed that resources may be required which enables an increased level of preparedness. See also warning. all-agencies coordinated and integrated approach the ‘all agencies coordinated and integrated’ approach recognises that no one agency can address all of the impacts of a particular hazard. It is necessary for a lead agency to coordinate the activities of the large number of organisations and agencies that are involved. These can be drawn from across all levels of government, non-government, volunteer organisations and the private sector. all-hazards approach the ‘all hazards’ approach assumes the functions and activities applicable to one hazard are often applicable to a range of hazards. The all hazards approach increases efficiency by recognising and integrating common emergency management elements across all hazard types. It does not, however, prevent the development of specific plans and arrangements for hazards that require a specialised approach. assets anything valued by people which includes houses, crops, forests and in many cases the environment. Australasian Interservice Incident Management System (AIIMS) a nationally adopted structure to formalise a coordinated approach to emergency incident management. Australian Maritime Safety Authority (AMSA) a Commonwealth regulatory safety agency having as its charter the efficient delivery of safety and other services to the Australian maritime industry and provision of search and rescue services to the aviation and maritime sectors. authorised officer (a) the State Emergency Coordinator and (b) a person authorised under Section 61 of the Emergency Management Act 2005. authorised person a person authorised by legislation to utilise a range of powers conferred by that legislation.

https://www.oem.wa.gov.au/Pages/Glossary.aspx

https://www.slp.wa.gov.au/legislation/statutes.nsf/main_mrtitle_294_homepage.html


available resources resources at an incident and available for allocation at short notice. See also resources. B biological disaster a disaster caused by the exposure of living organisms to germs and toxic substances. briefing the process of advising personnel of the details of the incident or event with which they will deal. Bureau of Meteorology (BOM) the overall mission of the Bureau is to observe and understand Australian weather and climate and provide meteorological, hydrological and oceanographic services in support of Australia’s national needs and international obligations. bushfire a fire involving grass, scrub or forest. Syn. ‘wildfire’. bushfire danger period a period of the year, either established by legislation or declared by the relevant agency, when restrictions are placed on the use of fire due to dry vegetation and the existence of conditions conducive to the spread of fire. bushfire management all those activities directed to prevention, detection, damage mitigation and suppression of bushfires. Includes bushfire legislation, policy, administration, law enforcement, community education, training of fire fighters, planning, communications systems, equipment research and the multitude of field operations undertaken by land managers and emergency services personnel relating to bushfire control. C Civil Aviation Safety Authority an independent statutory authority responsible for conducting the safety regulation of civil air operations in Australia and the operation of Australian registered aircraft overseas. civil disorder a riot, violent protest, demonstration, or illegal assembly that may affect public safety. combat to take steps to eliminate or reduce the effects of an incident upon the community. combat agency a combat agency prescribed under Part 5 of the Emergency Management Regulations 2006 is to be a public authority or other person who or which, because of the agency’s functions under any written law or specialized knowledge, expertise and resources, is responsible for performing an emergency management activity prescribed by the regulations in relation to that agency. command the direction of members and resources of an organisation in the performance of the organisation’s role and tasks. Authority to command is established in legislation or by agreement with an organisation. Command relates to organisations and operates vertically within an organisation. See also control and coordination.




commander a single-agency term. A commander has authority only within that agency. Responsibilities include the direction and coordination of the activities of that agency. A commander operates vertically within that agency and cannot command members of another agency. communicable disease a disease caused by germs such as bacteria and viruses that can be spread from one person to another. Syn. ‘infectious disease’. communications plan details the methods and systems for people to communicate with each other, the incident management structure, including the actual radio channels/mobile phone numbers. (AIIMS) community a group with a commonality of association and generally defined by location, shared experience, or function. A social group which has a number of things in common, such as shared experience, locality, culture, heritage, language, ethnicity, pastimes, occupation, workplace, etc. community alert a community alert is issued to warn the community of a period danger and provide safety advice on what to do relative to the risks. community warning a warning to provide information to the public so people can take appropriate action to reduce losses during an actual or developing emergency situation. consequence the outcome of an event or situation expressed qualitatively or quantitatively, being a loss, injury, disadvantage or gain. In the emergency risk management context, consequences are generally described as the effects on people, social setting, public administration, and the environment and the economy. contamination invasion of a person or animal by pathogenic germs (contaminants). Presence of an infectious agent on inanimate articles such as clothes, surgical instruments, dressings, water, milk or food. Transfer and propagation of a contaminant. control the overall direction of emergency management activities in an emergency situation. Authority for control is established in legislation or in an emergency plan, and carries with it the responsibility for tasking and coordinating other organisations in accordance with the needs of the situation. Control relates to situations and operates horizontally across organisations. See also command and coordination. controlling agency an agency nominated to control the response activities to a specified type of emergency. coordination the bringing together of organisations and elements to ensure an effective response, primarily concerned with the systematic acquisition and application of resources (organisation, manpower and equipment) in accordance with the requirements imposed by the threat or impact of an emergency. Coordination relates primarily to resources, and operates, vertically, within an organisation, as a function of the authority to command, and horizontally, across organisations, as a function of the authority to control. See also control and command.


D damage classification evaluation and recording of damage to structures, facilities, or objects according to three (or more) categories: • ‘severe damage’ which precludes further use of the structure, facility, or object for its

intended purpose; • ‘moderate damage’ or the degree of damage to principal members, which precludes

effective use of the structure, facility, or object for its intended purpose, unless major repairs are made short of complete reconstruction; and,

• ‘light damage’ such as broken windows, slight damage to roofing and siding, interior partitions blown down, and cracked walls; the damage is not severe enough to preclude use of the installation for the purpose for which was intended.

debrief (operational debrief) a meeting at the end of an operation with the purpose of assessing the conduct or results of an operation. Defence Assistance to the Civil Community (DACC) assistance to the community provided by Department of Defence personnel in the event of natural disaster or civil emergency. disaster see emergency disaster area a geographical part of the State or Territory in which a state of emergency or disaster exists. disaster management the body of policy and administrative decisions and operational activities which pertain to the various stages of a disaster at all levels. See also emergency management. disaster victim identification (DVI) procedures used to positively identify deceased victims of a multiple casualty event. discussion exercise (DISCEX) a discussion exercise is an indoor exercise employing a carefully prepared scenario to test and practice various aspects of emergency management planning, procedures or training. Syn. ‘tabletop exercise’, ‘model exercise’ or ‘syndicate exercise’. See also exercise. disease control all policies, precautions and measures taken to prevent the outbreak or spread of communicable diseases. District Emergency Management Committee (DEMC) a district emergency management committee established under section 31(1) of the Emergency Management Act 2005. District Emergency Coordinator (DEC) the person appointed by the State Emergency Coordinator to provide advice and support to their district emergency management committee in the development and maintenance of emergency management arrangements and carry out other emergency management functions under the direction of the State Emergency Coordinator.



E emergency the occurrence or imminent occurrence of a hazard which is of such a nature or magnitude that it requires a significant and coordinated response. emergency area the area to which an emergency situation declaration or a state of emergency declaration applies. emergency coordination centre (ECC) a facility established to coordinate and organize emergency provision of services. See also emergency operations centre. emergency management the management of the adverse effects of an emergency including: • prevention – the mitigation or prevention of the probability of the occurrence of, and

the potential adverse effects of, an emergency; • preparedness – preparation for response to an emergency; • response – the combating of the effects of an emergency, provision of emergency

assistance for casualties, reduction of further damage, and help to speed recovery; and

• recovery – the support of emergency affected communities in the reconstruction and restoration of physical infrastructure, the environment and community, psychosocial and economic wellbeing.

emergency management agency a Hazard Management Agency (HMA), a Combat Agency or a Support Organisation. emergency management district an emergency management district established under section 28 Emergency Management Act 2005. emergency operations centre (EOC) a facility, either static or mobile, from which the total operation or aspects of the operation are managed. A facility established to control and coordinate the response and support to an incident or emergency. Syn. incident control centre. See also forward control centre. emergency plan a documented scheme of assigned responsibilities, actions and procedures, required in the event of an emergency. See also emergency response plan. emergency public information (EPI) information provided to the community during emergency situations with instructions on how to get assistance or to protect personal health, safety and property. Emergency Public Information Coordinator the person appointed at State, district or local level to coordinate arrangements for emergency public information support to Hazard Management Agencies at the respective level. emergency response plan a plan which sets out the roles and responsibilities of agencies in emergency response and the coordination arrangements which are to be utilised. See also emergency plan. emergency risk management a systematic process which contributes to the wellbeing of communities and the environment. The process considers the likely effects of hazardous events and the controls by which they can be minimised.



emergency service an agency responsible for the protection and preservation of life and property from harm resulting from incidents and emergencies. Syn. ‘emergency services authority’ and ‘emergency service organisation’. emergency situation a declaration made under section 50 of the Emergency Management Act 2005, by a Hazard Management Agency or the State Emergency Coordinator, which provides access to additional emergency management powers. emergence welfare service an organisation to provide all reasonable welfare aid and services to people in need due to an emergency or disaster. Such measures include coordination, control and provision of services to be instituted before, during and after the impact of an emergency or disaster. essential services network operators the public facilities and systems that provide basic life support services such as water, energy, sanitation, communications and transportation. Systems or networks that provide services on which the well-being of the community depends evacuation the planned relocation of persons from dangerous or potentially dangerous areas to safer areas and eventual return. evacuation centre a centre that provides affected people with basic human needs including accommodation, food and water. In addition, to enhance the recovery process, other welfare/recovery services should also be provided. event an incident or situation, which occurs in a particular place during a particular interval of time. exercise simulation of emergency management events, through discussion or actual deployment of personnel, in order: to train personnel; to review/test the planning process or other procedures; to identify needs and/or weaknesses; to demonstrate capabilities; and to practice people in working together. For example: discussion exercises, field exercises, table top exercises and tactical exercises without troops. F field commander (agency specific) the officer responsible for commanding the activities of an agency in the field. forward control centre a facility, where the controller is located, at or near the scene of an emergency to facilitate better control and management of a particular emergency. In emergencies where the impact is widespread there may be the need to locate more than one forward control centre in which case the title of each forward control centre should be preceded by the place name. The forward control centre may be located in an existing building or be a self-contained mobile unit. Syn.‘field control centre’, ‘forward command centre’, ‘forward command post’, ‘forward control point’, and ‘incident control point’.




G geographic information system (GIS) a computerised database for the capture, storage, analysis and display of locationally defined information. Commonly, a GIS portrays a portion of the earth’s surface in the form of a map on which this information is overlaid. global positioning system (GPS) a highly-accurate navigation system based on a constellation of 24 satellites orbiting the earth at 20,000 kilometres that transmit back a set of signals. H hazard an event, situation or condition that is capable of causing or resulting in loss of life, prejudice to the safety, or harm to the health of persons or animals; or destruction of, or damage to property or any part of the environment and is defined in the Emergency Management Act 2005 or prescribed in the Emergency Management Regulations 2006. hazard identification the process of recognising that a hazard exists and defining its characteristics. hazard management see mitigation. hazard management agency (HMA) a public authority, or other person, prescribed by the Emergency Management Regulations 2006 to be a hazard management agency for emergency management, or an aspect of emergency management, of a hazard. hazardous material a substance or material which has been determined by an appropriate authority to be capable of posing an unreasonable risk to health, safety and property. HAZCHEM emergency action code a code system indicating the initial emergency actions for incidents involving hazardous materials, as specified in the ADG Code. HAZMAT see hazardous material. I impact to have a noticeable or marked effect on. impact area any area which is likely to bear, is bearing, or has borne the full impact of any disaster and in which major lifesaving operations are necessary. incident the occurrence or imminent occurrence of a hazard. See also accident and emergency. incident action plan a statement of objectives and strategies to be taken to control or suppress an incident; approved by the incident controller. Describes the actions to be taken to control or suppress an incident. incident control centre (ICC) the location where the incident controller and, where established, members of the incident management team provide overall direction of response activities in an emergency situation. Syn. ‘emergency operations centre’.






incident controller / manager the person designated by the relevant Controlling Agency, to be responsible for the overall management and control of an incident within an incident area and the tasking of agencies in accordance with the needs of the situation. [Note: Agencies may use different terminology, however, the function remains the same]. incident management the process of controlling the incident and coordinating resources. incident management system (IMS) a system that allows an Incident Controller and their team to control an incident and coordinate resources that is facilitated by information management and intelligence gathering. incident management team a group of incident management personnel comprising the incident controller, and the personnel he or she appoints to be responsible for the functions of operations, planning and logistics. The team headed by the incident controller which is responsible for the overall control of the incident. incident support group (ISG) a group of agency/organisation liaison officers convened by the Incident Controller to provide agency specific expert advice and support in relation to operational response to the emergency. L legislation a set of rules made by a State, Territory or Federal Government, and includes acts and regulations. liaison officer a representative of an agency/organisation as part of an incident management/operations area management group. Liaison officers should have the capability to communicate with the agency they represent and the authority to commit their agencies’ resources. See also agency representative. local emergency coordinator (LEC) the person appointed by the State Emergency Coordinator to provide advice and support to their local emergency management committee in the development and maintenance of emergency management arrangements, assist hazard management agencies in the provision of a coordinated response during an emergency in the district and carry out other emergency management functions under the direction of the State Emergency Coordinator. Local Emergency Management Committee (LEMC) a local emergency management committee established under section 38 of the Emergency Management Act 2005. logistics the range of operational activities concerned with supply, handling, transportation, and distribution of materials. Also applicable to the transportation of people. M major incident an event which requires response by police, emergency services and the community which may affect a wider area over a longer period of time but is not a declared emergency situation or state of emergency. media liaison officer a liaison officer delegated the task of dealing with the media.



Minister references to the Minister means the Minister responsible for the Emergency Management Act 2005. mitigation measures taken in advance of a disaster aimed at decreasing or eliminating its impact on society and environment. N Natural Disaster Relief & Recovery Arrangements (NDRAA) the arrangements under which the Commonwealth Government assists the State and Territory governments to provide approved financial assistance to eligible persons and organisations following natural disasters. natural disaster any emergency defined by the Commonwealth for the purposes of the Natural Disaster Relief Arrangements: including bushfire, earthquake, flood, storm, cyclone, storm surge, landslide, tsunami, meteorite strike and tornado. O objective a goal statement of what is to be achieved. operating procedures prescribed routine action to be followed by staff during operations. operational area (OA) the area defined by the Operational Area Manager for which they have overall responsibility for the strategic management of an emergency. This area may include one or more Incident Areas. operational area manager (OAM) the person designated by the relevant HMA, responsible for the overall management of an Operation within a defined Operational Area and the provision of strategic direction and operational coordination to agencies and Incident Controller(s) in accordance with the needs of the situation. operational area support group (OASG) a group of agency / organisation liaison officers convened and Operational Area Manager to provide agency specific expert advice and support in relation to strategic management of the emergency. operations officer the officer delegated by the Incident Controller for the direction, supervision and implementation of tactics in accordance with the Incident Action. P PPRR an abbreviation for prevention, preparedness, response and recovery. See Emergency Management Principles. pandemic prevalent throughout an entire country or continent, or the whole world, as in a disease. perceived risk the level of risk that is thought to exist by an individual or group of individuals.



http://www.semc.wa.gov.au/


personal support services the process of assisting the diverse, immediate as well as longer-term personal needs of people affected by a disaster. Such needs may encompass provision of information, practical advice on a range of issues and emotional support. See also recovery. plan a formal record of agreed emergency management roles, responsibilities, strategies, systems, and arrangements. See also emergency plan. population at risk a well-defined population whose lives, property, and livelihoods are threatened by given hazards. Used as a denominator. All those persons who would be directly exposed to floodwaters within the dambreak - affected zone if they took no action to evacuate. preparedness preparation for response to an emergency. prevention the mitigation or prevention of the probability of the occurrence of, and the potential adverse effects of, an emergency. probability the likelihood of a specific outcome, measured by the ratio of specific outcomes to the total number of possible outcomes. Probability is expressed as a number between 0 and 1, with 0 indicating an impossible outcome and 1 indicating an outcome is certain. public authority: • an agency as defined in the Public Sector Management Act 1994; • a body, corporate or unincorporated that is established or continued for a public

purpose by the State, regardless of the way it is established; • a local government or regional local government; • the Police Force of Western Australia; • a member or officer of a body referred to in one of the above; or • a person or body prescribed (or of a class prescribed) by the regulations as a public

authority for the purposes of this definition. public awareness the process of informing the community as to the nature of the hazard and actions needed to save lives and property prior to and in the event of disaster. Q quarantine legal restrictions imposed on a place or tract of land by the serving of a notice and limiting access or egress of specified animals, persons or things. R reception centre that centre established for the immediate receipt of evacuees and as such will be the initial source for the delivery of welfare services to those evacuees. recovery the support of emergency affected communities in the reconstruction and restoration of physical infrastructure, the environment and community, psychological and economic wellbeing.


recovery information management recovery information management develops timely, effective communication channels to gather, process and disseminate information relevant to the recovery of the affect community. recovery management (principles of) Successful recovery relies on: • understanding the context; • recognising complexity; • using community-led approaches; • ensuring coordination of all activities; • employing effective communication; and • acknowledging and building capacity. refuge site a place where the community may take shelter within the community that is suitable to the hazard that presents. This may be an open space, building or other suitable place of shelter. It may be determined at the time of the emergency. Register.Find.Reunite an Australian Red Cross service that registers, finds and reunites family, friends and loved ones after an emergency. registration the process of accurately recording onto disaster registration cards details of all persons affected by disaster whether they are evacuated or remain in the disaster area. See also Register.Find.Reunite. relief the provision of immediate shelter, life support and human needs to persons affected by, or responding to, an emergency. It includes the establishment, management and provision of services to emergency relief centres. resilience the ability of a system, community or society, exposed to hazards to resist, absorb, accommodate to and recover from the effects of a hazard in a timely and efficient manner, including through the preservation and restoration of its essential basic structure and functions. This is determined by the degree to which the community has the necessary resources and is capable or organising itself both prior to and during times of need. resources all personnel and equipment available, or potentially available, for incident tasks. response the combatting of the effects of an emergency, provision of emergency assistance for casualties, reduction of further damage, and help to speed recover. risk a concept used to describe the likelihood of harmful consequences arising from the interaction of hazards, communities and the environment. • The chance of something happening that will have an impact upon objectives. • It is measured in terms of consequences and likelihood; • A measure of harm, taking into account the consequences of an event and its

likelihood. For example, it may be expressed as the likelihood of death to an exposed individual over a given period; and

• Expected losses (of lives, persons injured, property damaged, and economic activity disrupted) due to a particular hazard for a given area and reference period. Based on mathematical calculations, risk is the product of hazard and vulnerability.


risk acceptance an informed decision to accept the likelihood and the consequences of a particular risk. risk assessment the overall process of risk identification, risk analysis and risk evaluation. risk criteria the State’s endorsed risk criteria and associated tools and guidelines which form the minimum required level of analysis/reporting. risk identification the process of finding, recognising and describing risks. risk management coordinated activities of an organisation or a government to direct and control risk. risk reduction actions taken to lessen the likelihood, negative consequences, or both, associated with a risk. risk treatment process of selection and implementation of measures to modify risk. The term “risk treatment” is sometimes used for the controls themselves. risk treatment options measures which modify the characteristics of hazards, communities, or environments. S safest corridor the route that evacuees take that presents the safest egress from the threat to the place of safety. search and rescue (SAR) the process of locating and recovering disaster victims and the application of first aid and basic medical assistance as may be required. secondary hazard a hazard that occurs as a result of another hazard or disaster, i.e. fires or landslides following earthquakes, epidemics following famines, food shortages following drought or floods. situation report (SITREP) a brief report that is published and updated periodically during an emergency which outlines the details of the emergency, the needs generated, and the responses undertaken as they become known. St John Ambulance Australia a national charitable organisation dedicated to the relief of persons in sickness, distress, suffering or danger. In all States it provides first aid training and volunteer first aid and community care services, and in Western Australia and the Northern Territory it also runs the public ambulance service. staging area a prearranged, strategically placed area where support response personnel, vehicles and other equipment can be held in readiness for use during an emergency. stand-down that phase where an agency’s response is no longer required, and services are wound back. Site teams are returned to base and additional staff called in are released from duty. Standard Emergency Warning Signal (SEWS) a distinct sound approved by the State Emergency Management Committee to indicate an emergency announcement follows.


standard operating procedures (SOP) a set of directions detailing what actions could be taken, as well as how, when, by whom and why, for specific events or tasks. State Disaster Council a group established, under section 63 of the Emergency Management Act 2005, during at a state of emergency to liaise with, advise and support the State Government and the State Emergency Coordination Group, and liaise with the Australian Government as required, in relation to the state of emergency. State Emergency Coordination Group (SECG) a group that is established, under section 26 of the Emergency Management Act 2005 during a state of emergency, or may be established where an emergency occurs or is imminent, to ensure the provision of a strategic, coordinated multi-agency response to and recovery from the emergency and report to the Minister. State Emergency Management Committee (SEMC) committee established under section 13 of the Emergency Management Act 2005. state emergency management plan a plan prepared under section 18 of the Emergency Management Act 2005 to outline the State arrangements for the emergency management of hazards and support functions. State emergency management policies a set of policies prepared under Section 17 of the Emergency Management Act 2005 that provides for: • a strategic framework for emergency management in the State; • the roles and responsibilities of emergency management organisations; and • other matters that are prescribed by the regulations. State Emergency Public Information Coordinator (SEPIC) the SEPIC, appointed by the State Emergency Coordinator, is the Director Media and Public Affairs, Western Australia Police. state of emergency a declaration made under section 56 of the Emergency Management Act 2005, by the Minister, which provides access to further emergency management powers. State Public Information Line (SPIL) a telephone call centre facility that may be established by the State Emergency Public Information Coordinator to receive and respond to general inquiries from the public regarding an emergency. strategy a statement detailing how an objective will be achieved. support organisation a public authority or other person who or which, because of the agency’s functions under any written law or specialized knowledge, expertise and resources is responsible for providing support functions in relation to that agency. T tolerable risk a risk which the exposed people are expected to bear without undue concern, once all reasonable practicable reduction measures have been adopted. ‘Tolerable’ is sometimes used interchangeably with ‘acceptable’, but its more negative connotations make it more appropriate for risks which are reluctantly accepted.











U unified command a method for all agencies or individuals who have jurisdictional responsibility, or in some cases who have functional responsibilities at the incident, to contribute to: determination of overall objectives for the incident, and selection of strategies to achieve the objectives. V volunteer emergency worker a 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 designated), 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. W warning information provided to people at risk before or during an incident/emergencies advising them to take appropriate action to reduce losses. warning system a suite of procedures and protocols established to inform individuals and communities about emerging or current threats and how to respond to reduce risk of death, injury, property loss and damage. weather alert a warning broadcast on radio or television of an approaching storm or gale, or of an impending cold change. welfare the provision of immediate and continuing care of emergency affected persons who may be threatened, distressed, disadvantaged, homeless or evacuated; and, the maintenance of health, well-being and prosperity of such persons with all available community resources until their rehabilitation is achieved. welfare assembly centre the initial point, within or just outside the disaster area, to which and from which emergency affected persons shall be directed as appropriate. welfare centre location where temporary accommodation is available for emergency affected persons containing the usual amenities necessary for living and other welfare services as appropriate. welfare information centre any centre established within or near the disaster area to meet the immediate needs of emergency affected persons which will be the focal point for the delivery of welfare services to the community but does not provide accommodation.


GENERAL ACRONYMS USED IN THESE ARRANGEMENTS

AFP Australian Federal Police

AGDEMA Attorney Generals Department of Emergency Management

ARFF Airport Rescue and Fire Fighting

ATSB Air Transport Safety Bureau

BFS Bush Fire Service

BOM Bureau of Meteorology

CEO Chief Executive Officer

DC Department for Communities

DEC District Emergency Coordinator

DEMC District Emergency Management Committee

DFES Department of Fire and Emergency Services

DISCC Disaster Information Support and Care Centres

MRWA Department of Main Roads Western Australia

DOH Department of Housing

DOT Department of Transport

ECC Emergency Coordination Centre

EM Emergency Management

EMA Emergency Management Agency For the purposes of this document, this acronym is not a reference to Emergency Management Australia

EM Act Emergency Management Act 2005

EMAG Exercise Management Advisory Group

EPIC Emergency Public Information Coordinator

ERM Emergency Risk Management

FRS Fire and Rescue Service

HMA Hazard Management Agency

HMO Hazard Management Officer

IC Incident Controller


ISG Incident Support Group

LEC Local Emergency Coordinator

LEMA Local Emergency Management Arrangements

LEMC Local Emergency Management Committee

LRC Local Recovery Coordinator

LRCC Local Recovery Coordinating Committee

OEM Office of Emergency Management

P&W Department of Parks and Wildlife

PIRG Public Information Reference Group

PPRR Prevention / Preparedness / Response / Recovery The four aspects of EM identified in the definition of EM in the EM Act (s.3)

SDC State Disaster Council

SEC State Emergency Coordinator

SECG State Emergency Coordination Group

SEMC State Emergency Management Committee

SEPIC State Emergency Public Information Coordinator

SES State Emergency Service

SEWS Standard Emergency Warning Signal

SHEC State Human Epidemic Committee

SJA St John Ambulance

SOP Standard Operating Procedures

TOVP Town of Victoria Park


Part One – Introduction

COMMUNITY CONSULTATION

City of Belmont

The City of Belmont has consulted with the community and given them the opportunity to provide input into any or all of the contents of these arrangements. Consultation has been as follows:

• Belmont Bulletin • Belmont Connect • City of Belmont website • LEMC Members • Notice boards at various locations • Southern Gazette

Town of Victoria Park

The Town of Victoria Park has consulted with the community and given them the opportunity to provide input into any or all of the contents of these arrangements. Consultation has been as follows:

• Life in the Park Bulletin • Notice boards at various locations • LEMC Members • Southern Gazette • Town of Victoria Park website

*The Local Emergency Management Arrangements can be made available in other languages upon request*

DOCUMENT AVAILABILITY

Copies of these arrangements are available for inspection, free of charge, by members of the public during office hours at:

City of Belmont (Front Counter) Town of Victoria Park (Front Counter) 215 Wright Street 99 Shepparton Road CLOVERDALE WA 6105 VICTORIA PARK WA 6101 And available on the Local Government websites:

• www.belmont.wa.gov.au • www.victoriapark.wa.gov.au

http://connect.belmont.wa.gov.au/BelmontConnect

http://www.belmont.wa.gov.au/Pages/CityOfBelmont.aspx

http://www.victoriapark.wa.gov.au/

http://www.belmont.wa.gov.au/



AREA COVERED

The City of Belmont and Town of Victoria Park are built-up urban environments with an extensive and inter-connected major and minor road network. The Perth Airport sits in the upper north-east of the area. The Swan River runs generally along the northern boundary of the area, and the Perth-Armadale railway line runs north-south through Victoria Park*.

Refer Appendix 1 for Geographic area maps of the City of Belmont and Town of Victoria Park.

*All river, rail and major highway crossings are marked on the maps at Appendix 1.

2011 Census Data

City of Belmont Town of Victoria Park Totals Land Area (Hectares) 3,978 1,792 5,770 Population 41,344 38,450 79,794 Gross Regional Product (Billions) 10.38 4.72 15.1 Local Jobs 61,635 34,542 96,177 Local Businesses 3,554 4,261 7,815

Largest Industry Transport, Postal and Warehousing Education and Training

Source: http://economy.id.com.au

List of Suburbs within the combined City of Belmont / Town of Victoria Park area:

Ascot Kewdale Belmont Lathlain

Bentley (Part of) Perth Airport Burswood Redcliffe Carlisle Rivervale

Cloverdale St James (Part of) East Victoria Park Victoria Park

Top 10 Key Industries City of Belmont Town of Victoria Park Transport, Postal and Warehousing Education and Training Manufacturing Arts and Recreation Services Wholesale Trade Retail Trade Retail Trade Construction Construction Accommodation and Food Services Mining (Operation and Support) Professional, Scientific and Technical Services Health Care and Social Assistance Health Care and Social Assistance Public Administration and Safety Manufacturing Professional, Scientific and Technical Services Administrative and Support Services Accommodation and Food Services Other Services

Source: National Institute of Economic and Industry Research (NIEIR) ©2016.


National demographic indicators

City of Belmont Town of Victoria Park Po

pula

tion

Estimated Resident Population 2015 # 41,344 38,450

Under 5 years % 6.7 5.7

Over 65 years % 13.8 13.1

Median age # 35 34

Speaks another language % 23.8 25.6

Indigenous % 3 1.6

Changed address in last 5 years % 41.9 49.8

Wor

k &

Ed

ucat

ion Public transport to work % 11.5 18.7

Attending university % 4.3 9.4

University qualification % 16.7 27.3

Hou

seho

lds

&

Dw

ellin

gs Median household income $ 1,263 1,360

Average household size # 2.4 2.2

Households renting % 37.5 42.7

Medium and high density % 27.6 47.5

SEIFA index of dis-advantage # 987 1021 Source: http://demographic-indicators.id.com.au

AIM

The aim of these arrangements is to detail how the City of Belmont and Town of Victoria Park will cope with the hazards facing their communities with particular reference to:

• the support of Hazard Management Agencies (HMA’s) during their response to an emergency; and

• the primary responsibility of the local government authority for Recovery Management following an emergency.

PURPOSE

The purpose of these emergency management arrangements is to set out:

a) the local government’s policies for emergency management; b) the roles and responsibilities of public authorities and other persons involved in

emergency management in the local government district; c) provisions about the coordination of emergency operations and activities relating to

emergency management performed by the persons mentioned in paragraph b); d) a description of emergencies that are likely to occur in the local government district; e) strategies and priorities for emergency management in the local government district; f) other matters about emergency management in the local government district prescribed

by the regulations; and g) other matters about emergency management in the local government district the local

government considers appropriate (S.41(2) of the Emergency Management Act 2005).



SCOPE

These arrangements are to ensure the City of Belmont and Town of Victoria Park are prepared to deal with the identified emergencies should they arise. It is not the intent of this document to detail the procedures for HMAs in dealing with an emergency. These should be detailed in the HMAs’ individual plans.

Furthermore:

• This document applies to the local government district of the City of Belmont and Town of Victoria Park

• This document covers areas where the City of Belmont and Town of Victoria Park provide support to HMAs in the event of an incident;

• This document details the City of Belmont and Town of Victoria Park’s capacity to provide resources in support of an emergency, while still maintaining business continuity; and the City of Belmont and Town of Victoria Park’s responsibilities in relation to recovery management.

These arrangements are to serve as a guide to be used at the local level. Incidents may arise that require action or assistance from district, state or federal level.

RELATED DOCUMENTS & ARRANGEMENTS

The City of Belmont and the Town of Victoria Park have no specific policies in respect of Emergency Management at the time of these arrangements being adopted.

Local Plans Table 1: Local plans – City of Belmont

Document Owner Location Currency Emergency and Evacuation Procedures:

• Administration & Civic Centre OSH Belnet 19/04/2016 • Harman Park Community Centre OSH Belnet 19/04/2016 • Belmont Museum OSH Belnet 19/04/2016 • Operations Centre OSH Belnet 19/04/2016 • Ruth Faulkner Library OSH Belnet 19/04/2016 • Seniors Citizens Centre OSH Belnet 19/04/2016

Emergency Response Guidelines for Persons Hiring Council Facilities OSH Belnet 31/03/2016

Business Continuity Plans (47) Various Belnet 29/04/2015 Corporate Business Plan Governance Belnet 05/05/2016 Crisis (Issues) Communications Management Plan Marketing Belnet 19/12/2016

Work Instruction – Spill Response Works Belnet 17/05/2016 Marketing Events Plan Marketing Belnet 17/07/2015


Table 2: Local plans – Town of Victoria Park

Document Owner Location Currency Emergency and Evacuation Procedures

OSH VICNET

(At the time of these arrangements being

adopted VICNET was under review)

At the time of these

arrangements being adopted a full review was

being completed by LGIS

• Administration

• Depot • Library

• Leisure Life Centre

• Aqualife Centre Information and Parking Business Continuity Plan Various Marketing Events Emergency Plan (under review) Marketing

Table 3: Agreements, understandings and commitments

Parties to the Agreement Summary of the Agreement Special Considerations

ToVP Burswood Casino

Use of facility in the event that own facility is unavailable in a ‘crisis event’

ToVP Kensington School

Access to bushland located on school property for the purpose of hazard maintenance.

ToVP CoB Equipment and resources support in an emergency event.

To the extent that the equipment and resources are available under the prevailing conditions.

CoB ToVP Equipment and resources support in an emergency event.

To the extent that the equipment and resources are available under the prevailing conditions.

Table 4: Major facilities owned by other entities within the CoB / ToVP geographic district. In the event of an emergency these entities have their own emergency plans and should be contacted directly.

Facility Owner Location Ascot Racecourse Perth Racing 71 Grandstand Rd, Ascot WA 6104 Belmont Forum Belmont Forum 227 Belmont Ave, Perth, WA 6105 Belmont Racecourse Perth Racing Goodwood Parade, Burswood WA 6100 Canning College Dept. Education Marquis St, Bentley WA 6102 Crown Resorts - Perth Crown Resorts Great Eastern Hwy, Burswood WA 6100 Curtin University Dept. Education Kent St, Bentley WA 6102 Perth Airport Perth Airport Pty Ltd Perth Airport WA 6105

Perth Stadium Department of Sport and Recreation Roger Mackay Drive, Burswood, WA 6100

The Park Centre Shopping Plaza Hawaiian Investments Pty Ltd Cnr Sussex St and Albany Hwy, East Vic

Park


Table 5: Special Considerations – Seasonal Events and Major Community Events

Organiser Event Location Attendance Date/Season Day's

City of Belmont Autumn River Festival Garvey Park ~ 5,000 April 1st or 2nd

Sunday

City of Belmont Avon Descent Family Fun Day Garvey Park ~ 2,000 August 1st Sunday

City of Belmont Carols in the Park Faulkner Park ~ 2,500 December 1st or 2nd Friday

City of Belmont Harmony Day Tomato Lake 500 to 1000 March 3rd Sunday City of Belmont Kidz Fest Faulkner Park ~ 5,000 February 3rd Sunday

City of Belmont Let’s Celebrate Belmont Festival

Various Locations (Finale – Faulkner Park)

~ 5,000 November Various. Finale last Sat of Nov

Perth Racing Kingston Town Ascot R/C ~ 6,000 December 3rd

Perth Racing Melbourne Cup Ascot R/C ~ 20,000 November First Tuesday

Perth Racing Opening Day Ascot R/C ~ 7,000 October Varies

Perth Racing Perth Cup Ascot R/C ~ 20,000 New Year’s Eve 31-Dec

Perth Racing Railway Stakes Day Ascot R/C ~ 16,000 November 19th

Perth Racing Summer Carnival Ascot R/C ~7,000 October – May Saturday’s Perth Racing Winter Carnival Belmont R/C ~1,500 May – October Saturday’s Perth Racing Winterbottom Ascot R/C ~ 7,000 November 26th Perth Stadium Various events Perth Stadium Up to 60,000 Various Various

Perth Stadium AFL Footy Season Perth Stadium Up to 60,000 March -

October Thurs, Fri, Sat, Sun

Splash City Splash City Belmont R/C Waiting for response

November - February

Open every day


Music by Moonlight

Burswood Park Foreshore ~ 4,000 March 2nd

Sunday

Town of Victoria Park Australia Day Foreshore

Through traffic (pedestrian) only minimal public

January 26-Jan

Town of Victoria Park Swanfish McCallum / Taylor

Park 500 - 1000 End of Feb


Araluen Chilli and Avocado festival

McCallum / Taylor Park

5,000 over two days March 2nd

weekend


Perth Garden Festival

McCallum / Taylor Park

30,000 over 4 days April

Last weekend of April (Thurs, Fri, Sat, Sun)

Town of Victoria Park Million Paws Walk McCallum / Taylor

Park

Walk throughs only, 1000 plus

May 3rd Sunday


Perth Basant Festival

McCallum / Taylor Park 2000 plus September 3rd Sunday


Ride to Conquer cancer

McCallum / Taylor Park 1500 plus October 3rd Fri, Sat,

Sun Town of Victoria Park Perth 4WD Show McCallum / Taylor

Park 25,000 over 3 days November 2nd

weekend Town of Victoria Park

Eventing in the Park

McCallum / Taylor Park 4000 plus December 2nd

Saturday


Table 6: Special Considerations – CALD and Special Needs groups

Council CALD and Special Needs groups

City of Belmont A register of CALD and Special Needs groups is maintained by the Cultural Diversity Engagement Officer.


At this stage, no directory of CALD services is maintained, other than through pre-existing avenues for this such as accessing OMI’s database for groups and associations within a region – http://www.omi.wa.gov.au/omi_db_organisations.cfm Further information can be obtained through the Neighbourhood Enrichment Officer – Cultural Development.

RESOURCES AND CONTACTS

Sharing of Resources

The City of Belmont and the Town of Victoria Park agree that in case of an emergency they will, to the extent that they are able, given each of their needs at the time, share their available resources for the purposes of responding to and recovering from the emergency event.

The list of resources (vehicles and plant) available for recovery is contained in the Emergency Contact and Resource Register - Appendix 2.

Table 7: Contact Details: City of Belmont and Town of Victoria Park Removed for confidentiality.

ROLES & RESPONSIBILITIES

Local roles and responsibilities Table 8: Local roles and responsibilities

Local role Description of responsibilities

Local government The responsibilities of the local government are defined in S.36 of the Emergency Management Act 2005.

Local emergency coordinator

The responsibilities of the LEC are defined in S.37(4) of the Emergency Management Act 2005.

Local recovery coordinator

To ensure the development and maintenance of effective recovery management arrangements for the local government. In conjunction with the local recovery committee to implement a post incident recovery action plan and manage the recovery phase of the incident.

LG welfare liaison officer

During an evacuation where a local government facility is utilised by DC - provide advice, information and resources regarding the operation of the facility.

LG liaison officer (to the ISG/IMT)

During a major emergency the liaison officer attends ISG meetings to represent the local government, provides local knowledge input and provides details contained in the LEMA.

Local government – Incident management

• Ensure planning and preparation for emergencies is undertaken; • Implementing procedures that assist the community and emergency

services deal with incidents; • Ensuring that all personnel with emergency planning and preparation,

response and recovery responsibilities are properly trained in their role; • Keep appropriate records of incidents that have occurred to ensure

http://www.omi.wa.gov.au/omi_db_organisations.cfm






continual improvement of the Local Governments’ emergency response capability;

• Liaise with the incident controller (provide liaison officer); • Participate in the ISG and provide local support; and • Where an identified evacuation centre is a building owned and operated

by the local government, provide a liaison officer to support DC.

LEMC roles and responsibilities The City of Belmont and Town of Victoria Park have established a Combined Local Emergency Management Committee (LEMC) under S.38(1) of the Emergency Management Act 2005 to oversee, plan and test the local emergency management arrangements.

The LEMC includes representatives from agencies, organisations and community groups that are relevant to the identified risks and emergency management arrangements for the community.

The LEMC is not an operational committee but rather the organisation established by the local government to assist in the development of local emergency management arrangements for its district.

The LEMC plays a vital role in assisting our communities become more prepared for major emergencies by

• Developing, enhancing and testing preparedness planning from a multi-agency perspective having local knowledge of hazards, demographic and geographic issues, they provide advice to Hazard Management Agencies to develop effective localised hazard plans

• providing a multi-agency forum to analyse and treat local risk

• providing a forum for multi-agency stakeholders to share issues and learnings to ensure continuous improvement

The LEMC membership must include at least one local government representative and the Local Emergency Coordinator. Relevant government agencies and other statutory authorities will nominate their representatives to be members of the LEMC.

Table 9: Agencies represented on the COB/TOVP LEMC are detailed in the following table:

COB/TOVP LEMC Agency Representation City of Belmont Department of Education Perth Racing

Town of Victoria Park DFES (FRS) SES (Belmont) DC (Cannington) DFES (SES) WAPOL (Belmont)

Crown Resorts, Perth OEM WAPOL (Cannington) Curtin University Perth Airport Pty Ltd WAPOL (Kensington)

The term of appointment of LEMC members shall be determined by the local government in consultation with the parent organisation of the members.



Table 10: LEMC Roles & Responsibilities


LEMC Chair Provide leadership and support to the LEMC to ensure effective meetings and high levels of emergency management planning and preparedness for the local government district is undertaken.

LEMC Executive Officer

Provide executive support to the LEMC by: • Provide secretariat support including:

− Meeting agenda; − Minutes and action lists; − Correspondence; − Maintain committee membership contact register;

• Coordinate the development and submission of committee documents in accordance with legislative and policy requirements including:

− Annual Report; − Annual Business Plan; − Maintain Local Emergency Management Arrangements;

• Facilitate the provision of relevant emergency management advice to the Chair and committee as required; and

• Participate as a member of sub-committees and working groups as required.

Agency roles and responsibilities In the event of an emergency, the local government will need to liaise with a range of state agencies who will be involved in the operational aspects of the emergency. The following table summarises the key roles.

Table 11: Agency Roles & Responsibilities

Agency roles Description of responsibilities

Controlling Agency

A Controlling Agency is an agency nominated to control the response activities to a specified type of emergency. The function of a Controlling Agency is to; • undertake all responsibilities as prescribed in Agency specific legislation

for Prevention and Preparedness; and • control all aspects of the response to an incident. During Recovery the Controlling Agency will ensure effective transition to recovery.

Hazard Management Agency (HMA)

The HMA’s are prescribed in the Emergency Management Regulations 2006. Their function is to: • Undertake responsibilities where prescribed for these aspects [EM

Regulations] • Appointment of Hazard Management Officers [S.55 Act] • Declare / Revoke Emergency Situation [S.50 & S.53 Act] • Coordinate the development of the Westplan for that hazard [State EM

Policy Section 1.5] • Ensure effective transition to recovery by Local Government

http://www.slp.wa.gov.au/pco/prod/FileStore.nsf/Documents/MRDocument:25722P/$FILE/Emergency%20Management%20Regulations%202006%20-%20%5b03-a0-02%5d.pdf?OpenElement

http://www.slp.wa.gov.au/pco/prod/FileStore.nsf/Documents/MRDocument:25722P/$FILE/Emergency%20Management%20Regulations%202006%20-%20%5b03-a0-02%5d.pdf?OpenElement

https://www.oem.wa.gov.au/resources/legislation-and-policy-framework/policy



Table 11: Agency Roles and Responsibilities continued…

Agency roles Description of responsibilities

Combat Agency

A combat agency as prescribed under Part 5 of the Emergency Management Regulations 2006 is to be a public authority or other person who or which, because of the agency’s functions under any written law or specialised knowledge, expertise and resources, is responsible for performing an emergency management activity prescribed by the regulations in relation to that agency.

Support Organisation

A Public authority or other person who or which, because of the agency’s functions under any written law or specialised knowledge, expertise and resources is responsible for providing support functions in relation to that agency. (EMWA Glossary Version:2011)




Part Two – Managing Risk

EMERGENCY RISK MANAGEMENT

Risk Management is a critical component of the emergency management process. Building a sound understanding of the hazards and risks likely to impact the community enable local governments and LEMCs to work together to implement treatments. This process helps to build the capacity and resilience of the community and organisations which enable them to better prepare for, respond to and recover from a major emergency. The process and mandate for local governments to undertake risk management is detailed in the State EM Policy (item 3.2 Emergency Risk Management Planning).

Emergency Risk Assessment Workshops for the communities of the City of Belmont and Town of Victoria Park were conducted in early 2008 and subsequently reviewed in 2016. The Risk Assessment was carried out in accordance with the Standard AS / NZ 4360 – Risk Management and the Application Guide (Manual 5) produced by Emergency Management Australia (EMA). The provisions of this Standard are used throughout Australia by emergency and risk management practitioners.

DESCRIPTION OF EMERGENCIES LIKELY TO OCCUR

The emergency risk management process identified 6 major hazards within the City of Belmont / Town of Victoria Park:

• Air Crash • Storm • Fire (Bushfire and Structural) • Road Crash • Rail Crash (PTA) • Terrorism

Refer to Appendix 3 for a copy of the City of Belmont/Town of Victoria Park Risk Register.

Table 12: Description of emergencies likely to occur in local area

The table below is a comprehensive list of hazards (listed in alphabetical order) that are identified through the State Risk Project (Local). The table also references the Hazard Management Agency for each risk, as appointed by the State Emergency Management Committee.

These arrangements are based on the premise that the HMA responsible for the below risks will develop, test and review appropriate emergency management plans for the hazards under their appointed responsibility.



Hazard HMA Controlling Agency Combat / Support Roles Westplan

Air Crash Commissioner of Police WAPOL DFES; AFP, ARFF, ATSB, DoH, DC, DMP,

DER, DOT, LG, COB, MRWA, RFDSWA, SJOG Aircrash

Animal and Plant Biosecurity

Agriculture Director General

DPIRD Airservices Australia, Red Cross WA, BoM, DC, DER, DFES, DoH, DPW, DPC, Landgate, LG, MRWA, Water Corp WA, WAPOL

Animal and Plant Biosecurity

Collapse (Cliff, landform, building)

Fire and Emergency Services Commissioner

DFES DFES, WAPOL, SJA, DoH, DER, MRWA, LG, Water Corp WA Collapse

Earthquake FES Commissioner DFES

DFES, SES, DC, DoH, DPW, DPLH, EMA, Western Power, LG, MRWA, PTA, Telstra, Water Corp, WAPOL

Earthquake

Electrical Supply Disruption

Coordinator of Energy

Public Utilities Office (PUO)

PUO, DoC, ERA, MRWA, PTA, Water Corp, WAPOL, WALGA, LG, Dept Housing, DPC, DC, DoE

Electrical Supply Disruption

Fire (Bushfire & Structural)

FES Commissioner DFES WAPOL, DOH, LG, DC Fire

Flood FES Commissioner DFES WAPOL, MRWA, BoM, DPC, DC, DoH, DoW,

EMA Flood

Gas Supply Disruption



DMP, OEM, DoH, DFES, WAPOL, DPC, Power producers and Infrastructure Operators

Gas Supply Disruption

HAZMAT: Biological

State Health Coordinator WA Health DER, WAPOL, COB/TOVP, DMP, MRWA,

Westnet Rail, DC

Westplan HAZMAT / CBRN (restricted)

HAZMAT: Chemical

FES Commissioner DFES DER, WAPOL, COB/TOVP, DMP, MRWA,

Westnet Rail, DC


HAZMAT: Radiological

FES Commissioner DFES DER, WAPOL, COB/TOVP, DMP, MRWA,

Westnet Rail, DC


Heatwave State Health Coordinator WA Health COB/TOVP, DACC, WAPOL, DFES, DC, Water

Corp, Western Power, BoM, SJA, Heatwave

Human Epidemic

State Human Epidemic Controller

WA Health CDN Australia, SJA, Water Corp, DAFWA, PTA, DC, DoE

Human Epidemic

Land Search Commissioner of Police WAPOL WAPOL, DFES, DPW, RCCA Land Search

Liquid Fuel Supply Disruption



PUO, DoF, Fuel companies, PTA, DoT, DoH, DFES, WAPOL, DPC

Liquid Fuel Supply Disruption

Rail Crash: Brookfield Rail Network

Brookfield Rail WAPOL, DFES COB/TOVP, MRWA, DER, DOH, SJA, Railcrash

Rail Crash: PTA Network PTA WAPOL,

DFES COB/TOVP, MRWA, DER, DOH, SJA Railcrash

Road Crash Commissioner of Police WAPOL COB/TOVP, MRWA, SJA Road Crash

Space Debris Re-entry

Commissioner of Police WAPOL DoH, SJOG, RFDS, ARC, DFES, DER, DC,

Storm FES Commissioner DFES DC, COB/TOVP, DOH, MRWA, Lifeline

agencies, WAPOL, BOM Storm

Terrorism Commissioner of Police WAPOL SJA,COB/TOVP, DOH, DC

Terrorist Act (restricted access)


EMERGENCY MANAGEMENT STRATEGIES AND PRIORITIES

Table 13: Local Emergency Management Strategies and Priorities

Priority Strategy

Community Awareness See Appendix 4: Public Warning Systems

Access to resources Keep CoB/ToVP Resource register up to date

Providing Support to the HMA Keep LEMA up to date and staff trained in EM responsibilities.

Open evacuation centres Maintain a register of trained evacuation centre support staff. Keep facilities evacuation ready.

Inter-organisational contacts, communication and knowledge

Holding regular LEMC meetings and attendance at DEMC meetings.

Media Management

The Local Recovery Coordinator in liaison with the Media Officers will manage the public information during the recovery phase of the emergency. The Mayor or CEO may elect to act as the ongoing spokesperson. For City of Belmont, also refer to the ‘Crisis (Issues) Communication Management Plan’.


Part Three - Coordination of Emergency Operations

It is recognised that the HMAs and combat agencies may require local government resources and assistance in emergency management. The City of Belmont and Town of Victoria Park are committed to providing assistance/support if the required resources are available through the Incident Support Group when and if formed. INCIDENT SUPPORT GROUP (ISG)

The ISG is convened by the HMA or the Local Emergency Coordinator in consultation with the HMA to assist in the overall coordination of services and information during a major incident. Coordination is achieved through clear identification of priorities by agencies sharing information and resources.

The role of the ISG is to provide support to the incident management team. The ISG is a group of people represented by the different agencies who may have involvement in the incident.

Triggers for an ISG The triggers for an incident support group are defined in State EM Policy Statement 5.2.2 and State EM Plan Section 5.1. These are;

a) where an incident is designated as Level 2 or higher; b) multiple agencies need to be coordinated.

Membership of an ISG The Incident Support Group is made up of agencies representatives that provide support to the Controlling Agency. Emergency Management Agencies may be called on to be liaison officers on the Incident Support Group.

The recovery coordinator should be a member of the ISG from the onset, to ensure consistency of information flow, situational awareness and handover to recovery.

The representation on this group may change regularly depending upon the nature of the incident, agencies involved and the consequences caused by the emergency.

Agencies supplying staff for the ISG must ensure that the representative(s) have the authority to commit resources and/or direct tasks.

Location and Frequency of Meetings The Incident Support Group meets during an emergency and provides a focal point for a coordinated approach. Coordination is achieved through clear identification of priorities and objectives by agencies sharing information and resources.

The location and frequency of meetings will be determined by the Incident Controller and will generally depend on the nature and complexity of the incident. As a minimum, there should be at least one meeting per incident. The following identifies suitable locations where they can meet within the District:


https://www.oem.wa.gov.au/resources/legislation-and-policy-framework/plan/state-em-plan


Table 14: Locations identified for ISG meetings

Centre Name Address Capacity and available resources Contacts

Incident Support Group (ISG) Location

City of Belmont

Rem

oved

for c

onfid

entia

lity

• Capacity: 50ppl max • Whiteboard • 3 x Laptops • EM Phones (x4) • 2-Way system • Fax • Photocopier • Maps • O/head projector

Rem

oved

for c

onfid

entia

lity

Alternate ISG Location

City of Belmont

• Whiteboard • 3 x Laptops • 2-Way system • Fax • Photocopier • Maps • O/head projector

ISG Location


• Capacity: 15-20ppl • Whiteboards • 5 x Computers • 2 x Laptops • 1 x Dedicated interactive screen • Fax • Photocopier • Phone Line

Alternate ISG Location


Conference room to be designated at time of emergency.

MEDIA MANAGEMENT AND PUBLIC INFORMATION

Communities threatened or impacted by emergencies have an urgent and vital need for information and direction. Such communities require adequate, timely information and instructions in order to be aware of the emergency and to take appropriate actions to safeguard life and property. The provision of this information is the responsibility of the HMA.

It is likely that individual agencies will want to issue media releases for their areas of responsibility (e.g. Water Corporation on water issues, Western Power on power issues, etc.) however the release times, issues identified and content shall be coordinated through the ISG to avoid conflicting messages being given to the public. The media officer appointed by and representing the responsible HMA will coordinate all media releases in relation to a particular emergency situation.


Upon commencement of the Recovery phase ie; upon the HMA handing the incident over; responsibility for all communication to the public will become the responsibility of the City of Belmont / Town of Victoria Park. The Mayor or the CEO may elect to act as the ongoing spokesperson. The Local Recovery Coordinator in liaison with the Media Officers will manage the public information during the recovery phase of the emergency. *For City of Belmont, see the Crisis (Issues) Management Plan.

Communications Approvals/Sign-off Process Communication material directly relating to or to be issued on behalf of the City of Belmont / Town of Victoria Park must be approved by the CEO of the City of Belmont / Town of Victoria Park. It is the responsibility of the CEO to ensure that information relied upon in approving external communications is correct. PUBLIC WARNING SYSTEMS

During times of an emergency one of the most critical components of managing an incident is getting information to the public in a timely and efficient manner. This section highlights local communication strategies which will be used to complement the HMA’s communications arrangements.

Local Systems Refer to Appendix 4 for the Local Public Warning and Communication Systems, including internal council systems, and local media. FINANCE ARRANGEMENTS

State EM Policy 5.12, State EM Plan 5.4 and 6.10 and State EM Recovery Procedures 1-2 outlines the responsibilities for funding during multi-agency emergencies. While recognising the above, the City of Belmont and Town of Victoria Park are committed to expending such necessary funds within its current budgetary constraints as required to ensure the safety of its residents and visitors. The Chief Executive Officer should be approached immediately if an emergency event requiring resourcing by the City of Belmont and Town of Victoria Park occurs, to ensure the desired level of support is achieved.

Additional funding of emergency and recovery activities may also be accessed under the Local Government Act 1995:

• S 6.8(1)(b) or (c) - expenditure not included in the annual budget can be authorised in advance by an absolute majority decision of the Council, or by the mayor in an emergency and then reported to the next ordinary meeting of the Council.

• S 6.11(2) - to utilise a cash reserve established for another purpose, subject to one month’s local public notice being given of the use for another purpose. Local Government (Financial Management) Regulations 1996 – regulation 18(a) provides an exemption from giving local public notice to change the use of money in a reserve where




the mayor has authorised expenditure in an emergency. This would still require a formal decision of the Council before money can be accessed.

• S 6.20(2) to borrow funds, subject to one month’s local public notice of the proposal and exercising of the power to borrow by an absolute majority decision of the Council.

To ensure accurate records of costs associated with an emergency, the City of Belmont and Town of Victoria Park have specific cost centres to which all costs will be allocated.

City of Belmont 914001 – Emergency Response Reimbursements 914002 – Emergency Response Reimbursements Event 2

Town of Victoria Park 14774.1289 – Emergency Response


Part Four - Evacuation and Welfare

EVACUATION

Comprehensive emergency management planning should involve planning for community evacuations. Although the actual act of evacuating a community is the responsibility of the HMA, the local government with the assistance of their LEMC have clear responsibilities to undertake pre emergency evacuation planning. A comprehensive evacuation plan is of considerable value to all agencies with a role in evacuation and can be very effective in assisting the controlling agency to make timely and informed decisions.

Consideration also needs to be given to receiving evacuees from other local governments.

The City of Belmont has identified evacuation and welfare centres at the following locations:

• Belmont Oasis Leisure Centre – Cnr Abernethy Rd and Alexander Rd, Belmont • Rivervale Community Centre – Cnr Surrey Rd & Francisco St, Rivervale • Redcliffe Community Centre – 33 Morgan Rd, Redcliffe • Forster Park Hall – Cnr Abernethy Rd and Keane St, Cloverdale

The Town of Victoria Park has identified the following evacuation and welfare centre location:

• Victoria Park Leisure Life Centre – 248 Gloucester Street , East Victoria Park

SPECIAL NEEDS GROUPS

A summary of the Special Needs Groups within the City of Belmont and Town of Victoria Park communities and their evacuation arrangements, are included at Appendix 5.

ROUTES & MAPS

The City of Belmont and Town of Victoria Park are built-up urban environments with an extensive and inter-connected major and minor road network. This network is highly permeable and closure of part of the network is generally readily detoured around via the remainder of the network.

Obvious constraints to movement are:

• The Swan River which runs generally along the northern boundary of the area, • Major highways (Leach, Tonkin and Great Eastern); and • The Perth-Armadale railway line which runs north-south through Victoria Park.

In respect to the Swan River, there are four well-spaced road crossings:

• The Causeway Bridge, East Perth / Burswood; • Windan Bridge, East Perth / Burswood; • Garratt Road Bridge, Bayswater / Ascot; and • Redcliffe Bridge, Bayswater / Ascot.


Crossing points for the major highway routes are as follows:

• Leach Highway: o Orrong Road o Abernathy Road o Tonkin Highway

• Tonkin Highway: o Great Eastern Highway o Stanton Road/Second Street o Leach Highway o Abernathy Road and o Kewdale Road/Horrie Miller Drive

• Great Eastern Highway: o Graham Farmer Freeway/Orrong Road o Belgravia Street/Garratt Road o Tonkin Highway o Causeway/Albany Highway/Shepperton Road

The railway line has crossing points at:

• Riversdale Road; • Great Eastern Highway; • Roberts Street; • Archer Street; • Oats Street; • Welshpool Road; and • Leach Highway.

All river, major highway and rail crossings are marked on the maps at Appendix 1. WELFARE

The Department for Communities (DC) has the role of managing welfare. Refer to Annexure 1 – Local Emergency Management Plan for the Provision of Welfare Support – Cannington Region.

Local Welfare Coordinator The Local Welfare Coordinator is appointed by the DC District Director to

a) Establish, chair and manage the activities of the Local Welfare Emergency Committee (LWEC), where determined appropriate by the District Director;

b) Prepare, promulgate, test and maintain the Local Welfare Plans;

c) Represent the department and the emergency welfare function on the Local Emergency Management Committee and Local Recovery Committee;

d) Establish and maintain the Local Welfare Emergency Coordination Centre;

e) Ensure personnel and organisations are trained and exercised in their welfare responsibilities;


f) Coordinate the provision of emergency welfare services during response and recovery phases of an emergency; and

g) Represent the department on the Incident Management Group when required.

Local Welfare Liaison Officer The Local Welfare Liaison Officer is nominated by the Local Government to coordinate welfare response during emergencies and liaise with the Local Welfare Coordinator.

The Local Government will appoint a liaison officer. This role will provide assistance to the Local Welfare Centre, including the management of emergency evacuation centres such as building opening, closing, security and maintenance.

The Local Welfare Liaison Officer at the Welfare Centre will be the Senior Staff Officer in attendance or their nominee.

Register.Find.Reunite When a large scale emergency occurs and people are evacuated or become displaced, one of the areas DC has responsibility for is recording who has been displaced and placing the information onto a National Register. This primarily allows friends or relatives to locate each other. Because of the nature of the work involved DC have reciprocal arrangements with the Red Cross to assist with the registration process.

In the event that an evacuation centre has to be activated, initial set-up and manning will be by City of Belmont and Town of Victoria Park staff that will provide welfare until DC arrive.

Animals (including assistance animals) It is acknowledged that welfare of animals is an important consideration in an emergency. Within the City of Belmont and Town of Victoria Park, animals can be considered in three broad categories, assistance animals, domestic pets, large animals and each of these are treated differently in an evacuation situation.

Assistance Animals are welcome to be with their owners inside evacuation/welfare centres.

Domestic Pets are able to be brought to evacuation centres with their owners and some provision is made for dogs to be tied and for cats and other small animals in cages to be housed outside the evacuation/welfare centres. It is however, emphasised that all animals are the responsibility of the owners.

Large Animals cannot be accommodated at evacuation/welfare centres and owners need to have their own arrangements in place to effect evacuation if required.

Evacuation and Welfare centres Full details of Evacuation and Welfare Centres are included in the DC Local Emergency Management Plan for the Provision of Welfare Support - Cannington Region (refer Annexure 1).


Part Five - Recovery

Managing recovery is a legislated function of local government and the Local Recovery Management Plan is a compulsory sub-plan of the LEMA. Refer to Annexure 2 for a copy of the City of Belmont/Town of Victoria Park Local Recovery Plan.

LOCAL RECOVERY COORDINATORS

Local Recovery Coordinators are to advise and assist local government and coordinate local recovery activities as outlined in the SEMP 4.4 - Recovery Coordination.

Table 11: Local Recovery Co-ordinator Details Removed for confidentiality


Part Six - Exercising, Reviewing and Reporting

THE AIM OF EXERCISING

Testing and exercising is essential to ensure that emergency management arrangements are workable and effective. Testing and exercising is important to ensure individuals and organisations remain aware of what is required of them during an emergency response situation.

The exercising of a HMA’s response to an incident is a HMA responsibility however it could be incorporated into the LEMC exercise.

Exercising the emergency management arrangements will allow the LEMC to:

• Test the effectiveness of the local arrangements • Bring together members of emergency management agencies and give them knowledge

of, and confidence in, their roles and responsibilities • Help educate the community about local arrangements and programs • Allow participating agencies an opportunity to test their operational procedures and skills

in simulated emergency conditions • Test the ability of separate agencies to work together on common tasks, and to assess

effectiveness of co-ordination between them.

Frequency of exercises State EM Policy Section 4.8, State EM Plan 4.7 and State EM Preparedness Procedure 19 outline the State’s arrangements for EM exercising, including the requirement for LEMCs to exercise their arrangements on at least an annual basis.

Types of exercises Some examples of exercises types include:

• Desktop/Discussion • A phone tree recall exercise • Opening and closing procedures for evacuation centres or any facilities that might be

operating in an emergency • Operating procedures of an Emergency Coordination Centre • Locating and activating resources on the Emergency Resources Register.

Reporting of exercises Each LEMC reports their exercise schedule to the relevant DEMC by the 1st May each year for inclusion in the DEMC report to the Exercise Management Advisory Group (EMAG).

Once the exercises have been completed, post exercise reports should be forwarded to the DEMC to be included in reporting for the SEMC annual report.




REVIEW OF LOCAL EMERGENCY MANAGEMENT ARRANGEMENTS

The Local Emergency Management Arrangements (LEMA) shall be reviewed in accordance with State EM Policy Section 2.5 and amended or replaced whenever the local government considers it appropriate (s.42 of the EM Act). According to State EM Policy Section 2.5, the LEMA (including recovery plans) are to be reviewed and amended as follows:

• contact lists are reviewed and updated quarterly; • a review is conducted after training that exercises the arrangements; • an entire review is undertaken every five (5) years, as risks might vary due to climate,

environment and population changes; and • circumstances may require more frequent reviews.

Review of Local Emergency Management Committee Positions The City of Belmont and Town of Victoria Park, in consultation with the parent organisation of LEMC members, shall determine the term and composition of LEMC positions.

Review of resources register The Executive Officer shall have the resources register checked and updated on an annual basis, ongoing amendments occur at each LEMC meeting. ANNUAL REPORTING

The annual report of the LEMC is to be completed and submitted to the DEMC within 2 weeks of the end of the financial year for which the annual report is prepared. The LEMC is required to submit a signed hard copy of the annual report to the Executive Officer of the DEMC.

The information provided by the LEMC annual report is collated into the SEMC and SEMC Secretariat Annual Report which is tabled in Parliament.

The SEMC issue the annual report template.




Part Seven - Appendices

APPENDIX 1: GEOGRAPHICAL MAPS - CITY OF

BELMONT AND TOWN OF VICTORIA PARK


CITY OF BELMONT

Vehicular Bridge Crossings

Railway Crossings


TOWN OF VICTORIA PARK

Vehicular Bridge Crossings

Railway Crossings


APPENDIX 2:

EMERGENCY CONTACT AND RESOURCE REGISTER

(Removed for Confidentiality)


APPENDIX 3:

RISK REGISTER


City of Belmont / Town of Victoria Park Risk Register

Hazard Consequence Likelihood Level of Risk

Action Priority

Air Crash Catastrophic Unlikely Extreme 1 Storm Moderate Likely High 2

Fire (Bushfire and Structural) Moderate Likely High 3 Road Crash Moderate Almost Certain High 3

Rail Crash: PTA Network Major Unlikely High 5 Terrorism Major Unlikely High 6 Heatwave Minor Almost Certain Medium 7

HAZMAT: Chemical Minor Likely Medium 8 Animal and Plant Biosecurity Moderate Unlikely Medium 9

Liquid Fuel Supply Disruption Moderate Unlikely Medium 10 Electrical Supply Disruption Moderate Unlikely Medium 11

Rail Crash: Brookfield Rail Network Moderate Unlikely Medium 12 Human Epidemic Moderate Rare Medium 13

HAZMAT: Biological Moderate Rare Medium 14 HAZMAT: Radiological Moderate Rare Medium 15

Flood Minor Unlikely Low 16 Gas Supply Disruption Minor Unlikely Low 17

Collapse (Cliff, landform, building) Minor Rare Low 18 Earthquake Minor Rare Very Low 19

Land Search Minor Very Rare Very Low 20 Space Debris Re-entry Moderate Very Rare Low 21

Level of Risk

Like

lihoo

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Almost Certain Medium Medium High Extreme Extreme Likely Low Medium High Extreme Extreme

Unlikely Low Low Medium High Extreme Rare Very Low Low Medium High High

Very Rare Very Low Very Low Low Medium High

Extremely Rare Very Low Very Low Low Medium High

Insignificant Minor Moderate Major Catastrophic

Consequence

Source - WA ERM Guide 2015 - Table 9: Risk matrix

Likelihood Level

Annual exceedance probability in % (AEP)

Average recurrence interval (ARI) (indicative) Frequency (indicative)

Almost Certain 63% per year or more 1 year or less Once or more per year Likely 10 - <63% per year 1-10 years Once per 10 years

Unlikely 1 - <10% per year 11-100 years Once per 100 years Rare 0.1 - <1% per year 101-1000 years Once per 1000 years

Very Rare 0.01 - <0.1% per year 1001-10,000 years Once per 10,000 years Extremely Rare <0.01% per year 10,000 years or more Once per 100,000 years

Source - WA ERM Guide 2015 - Table 8: Likelihood level



APPENDIX 4:

LOCAL PUBLIC WARNING AND COMMUNICATION SYSTEMS


City of Belmont / Town of Victoria Park: Local Public Warning and Communication Systems

System Details Contact Person

Contact Number

City of Belmont

Belmont Bulletin

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entia

lity

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for c

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Belmont Business Talk

CoB Website www.belmont.wa.gov.au

CoB Facebook www.facebook.com/BelmontCouncilWA

CoB Twitter https://twitter.com/belmontcouncil

CoB Notice Boards CoB Email Distribution Lists


Life in the Park

ToVP Website www.victoriapark.wa.gov.au/

ToVP Facebook www.facebook.com/TownofVictoriaPark/

ToVP Twitter https://twitter.com/townofvicpark

ToVP Notice Boards ToVP Email Distribution Lists

Newspapers

Southern Gazette The Australian The West Australian The Sunday Times

Radio Stations

ABC Radio ABC National Radio Triple J 6PF / 96FM MIX 94.5 (Shared news room with 92.9) 92.9 (Shared news room with MIX 94.5) Nova 93.7 Sunshine FM

TV Stations

ABC SBS Channel 7 Channel 9 Channel 10

http://www.belmont.wa.gov.au/

http://www.facebook.com/BelmontCouncilWA

https://twitter.com/belmontcouncil


http://www.facebook.com/TownofVictoriaPark/

https://twitter.com/townofvicpark


APPENDIX 5:

SPECIAL NEEDS GROUPS – EVACUATION MANAGEMENT



ANNEXURES

ANNEXURE 1:

LOCAL EMERGENCY MANAGEMENT PLAN PROVISION

OF WELFARE CANNINGTON REGION


ANNEXURE 2: CITY OF BELMONT AND TOWN OF

VICTORIA PARK LOCAL RECOVERY PLAN

LOCAL EMERGENCY MANAGEMENT

PLAN FOR THE PROVISION OF WELFARE SUPPORT

CANNINGTON REGION (SUPPORTING CITY OF CANNING, CITY OF SOUTH PERTH, CITY OF BELMONT AND TOWN

OF VICTORIA PARK)

(Updated July 2015) PREPARED BY

The Department for Child Protection and Family Support TABLED AT THE

LOCAL EMERGENCY MANAGEMENT COMMITTEE on 09.08.10 Belmont/Vic Park, 29.08.13 Canning/South Perth

THIS PLAN CAN BE ACTIVATED FOR HAZARDS DEFINED UNDER WESTPLANS E.G. WESTPLAN - CYCLONE, WESTPLAN – FIRE. TO ACTIVATE THIS PLAN CALL THE DEPARTMENT FOR CHILD

PROTECTION AND FAMILY SUPPORT EMERGENCY SERVICES ON CALL COORDINATOR – 0418 943 835, 24 HOURS/7 DAYS

Annexure 1

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LOCAL WELFARE PLAN - CANNINGTON REGION

P:EM\Local Welfare Plans\ Metro\cannington\cannington region Page 2 of 56

Department for Child Protection and Family Support

LOCAL EMERGENCY MANAGEMENT PLAN FOR THE

PROVISION OF WELFARE SUPPORT

Amendment Record

Proposals for amendment of this plan should be forwarded to:

Terry Sillitto Senior District Emergency Services Officer Metropolitan East Districts Department for Child Protection and Family Support 25 Adelaide Street, Fremantle WA 6160 Ph: (08) 9431 8818 Mob: 0427 389 375 [email protected]

AMENDMENT DETAILS AMENDED BY NO. DATE NAME 20.10.14 Complete Review and Reissue. Terry Sillitto

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APPENDIX 6



Table of Contents Amendment Record .................................................................................................... 2 Table of Contents ........................................................................................................ 3 Part 1 Introduction .................................................................................................... 5

1.1 Outline .......................................................................................................... 5 1.2 Aim, Objectives and Scope .......................................................................... 5 1.3 Related Documents ...................................................................................... 6

Part 2 Planning and Preparedness ........................................................................... 7 2.1 Authority and Plan Responsibilities .............................................................. 7 2.2 Exercise and Review Period ........................................................................ 7 2.3 Responsibility for Preparedness .................................................................. 7 2.4 Organisational Roles and Responsibilities ................................................... 7 2.5 Planning and Arrangements ......................................................................... 8 2.6 Welfare Representatives and Coordinators ................................................. 8 2.7 Special Considerations .............................................................................. 10 2.8 Resource Support ...................................................................................... 11 2.9 Training ...................................................................................................... 11 2.10 Community Information .............................................................................. 11

Part 3 Response ..................................................................................................... 12 3.1 Responsibility for Response ....................................................................... 12 3.2 Notification ................................................................................................. 13 3.3 Stages of Activation ................................................................................... 13 3.4 Levels of Response .................................................................................... 14 3.5 Incident Management System .................................................................... 14 3.6 Public Information and Media Management ............................................... 15 3.7 Activation of Other WESTPLANS in Support of This Plan ......................... 15 3.8 Financial Arrangements for Response ....................................................... 15 3.9 Post Operation Reports .............................................................................. 15

Part 4 Recovery ...................................................................................................... 16 4.1 Recovery Assessment ............................................................................... 16 4.2 Responsibility for Recovery ........................................................................ 16

Appendix 1 – Local Emergency Welfare Coordination .............................................. 17 Appendix 2 – Cannington Region Emergency Welfare Coordination Group ............. 18 Appendix 3 – Organisational Roles and Responsibilities .......................................... 24

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Appendix 4 – Local Welfare Centres ......................................................................... 33 Appendix 4A – Alternative Accommodation Services: ............................................... 40 Appendix 5 – Emergency Catering Services ............................................................. 41 Appendix 6 – Personal Requisites – Supply Information and Retail Outlets ............. 44 Appendix 7 – Personal Support Services .................................................................. 47 Appendix 8 – Key Personnel and Contact Lists: ........................................................ 49

Lifelines ............................................................................................................... 50 Appendix 9 – Animal Welfare .................................................................................... 52 Appendix 10 – Distribution List: ................................................................................. 54 Appendix 11 – The Department’s Standard Operating Procedures: .......................... 55 Appendix 12 – Glossary ............................................................................................ 56



Part 1 Introduction 1.1 Outline Welfare is defined as providing immediate and ongoing supportive++++ services, to alleviate as far as practicable, the effects on persons affected by an emergency. The Emergency Management Act 2005 defines a Support Organisation as ‘a public authority or other person who or which, because of the agency’s functions under any written law or specialised knowledge, expertise and resources, is responsible for providing support functions..’1. The State WESTPLAN - Welfare is the responsibility of the Department for Child Protection and Family Support (the Department) as are each Local Emergency Management Plan for the Provision of Welfare Support, known as the Local Welfare Plan. This Local Welfare Plan outlines the arrangements that apply in local circumstances, and as far as is practicable is consistent with the arrangements detailed in WESTPLAN - Welfare. The Department is committed to protect and care for children and young people who are in need, and support families and individuals who are at risk or crisis. This plan provides for a community centered approach to emergency management and will coordinate the resources required to support local emergency management arrangements. The extent of welfare support activity will, however, depend on the nature and magnitude of the emergency, and may require coordination at both the local and state level. The plan is based on the utilisation of existing local resources and to supplement these resources when required from the state level. Terminology used in this plan has the meaning prescribed by Section 3 of the Emergency Management Act 2005, unless stated otherwise.

1.2 Aim, Objectives and Scope This plan prescribes the arrangements for the provision of welfare support services during emergencies. The objectives of the plan are to:

Prescribe the organisation, concepts, responsibilities, mechanisms and procedures for all organisations involved in the delivery of emergency welfare support services;

Outline the arrangements and structure for the coordination of emergency welfare support services, including resources, during emergencies; and

Establish the principles for planning for the provision of welfare support at the local level.

The arrangements provide for both government and non-government agencies to operate cooperatively in a coordinated manner, in accordance with the roles and responsibilities outlined herein, using an ALL HAZARDS approach. Hazards refers to hazards defined under WESTPLANS e.g. WESTPLAN – Cyclone, WESTPLAN – Fire, WESTPLAN – Storm, WESTPLAN - HAZMAT. 1 Emergency Management Act 2005, Part 1, Section 6 (4)

APPE

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Local Governments can elect to prepare their own welfare arrangements and appoint their own local welfare coordinators (Local Government Welfare Coordinators). If they do this in consultation with the Department, the Department’s Coordinators referred to in this plan will revert to a support coordination role. See 3.1.3 Local Government Welfare Support Response below for more information. If Local Governments elect to prepare their own welfare arrangements without consultation with the Department, Local Governments are responsible for their own costs. To assist in coordinating the provision of welfare support services six functional areas have been identified: Emergency Accommodation, Emergency Catering, Emergency Clothing and Personal Requisites, Personal Support Services, Registration and Reunification and Financial Assistance.

1.3 Related Documents Other documents related to this plan include:

Emergency Management Act 2005

State Emergency Management Policies

WESTPLAN - Welfare

WESTPLAN - Registration and Reunification

WESTPLAN - Recovery Coordination

WESTPLAN – Reception

WANDRRA Determination

The City of Belmont, Town of Victoria Park, City of Canning, and City of South Perth Local Emergency Management Arrangements and Sub-Plans

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Part 2 Planning and Preparedness 2.1 Authority and Plan Responsibilities

The development and maintenance of this plan is allocated to the Department’s District Emergency Services Officer, in consultation with members of the Local Emergency Welfare Coordination Group, if there is one. This coordination group is an advisory, consultative and referral group to oversee and assist in the planning and operation of local level welfare support services. A contact list of the organisations that constitute the Emergency Welfare Coordination Group is provided in Appendix 2.

2.2 Exercise and Review Period The Department’s District Emergency Services Officer will ensure that this plan is exercised in accordance with the State Emergency Management Policy 3.1– Emergency Management Exercises (SEMP 3.1); i.e. the formal activation of this plan to respond to an emergency, or exercised at least annually. This plan will be reviewed every two years, with Appendices and contact details reviewed quarterly and after each activation.

2.3 Responsibility for Preparedness The responsibility for the preparedness for provision of emergency welfare services is based on the following:

2.3.1 The Department’s Emergency Services Coordinator ensuring the Department’s capacity to respond effectively to emergencies state-wide;

2.3.2 The Department’s District Emergency Services Officers and/or Welfare Coordinators appointed by the Department’s District Director managing this responsibility at the local level;

2.3.3 Emergency Welfare Coordination Groups assisting District Emergency Services Officers and/or Welfare Coordinators with their responsibilities at the local level;

2.3.4 Organisations that have designated responsibilities for each of the six welfare functional areas ensuring they have the capacity to effectively respond and provide support;

2.3.5 Other government and non-government agencies are identified to provide further support as required; and

2.3.6 Recognition that Local Government may appoint their own Local Government Welfare Coordinator to coordinate welfare services – see 3.1.3 Local Government Welfare Support Response below.

2.4 Organisational Roles and Responsibilities Each of the six welfare functional areas is managed by the Department with the assistance of other organisations that have agreed to responsibilities under that functional area - see Appendix 3, Organisational Roles and Responsibilities. Where

APPENDIX



an organisation is unable to meet its responsibilities, the Department shall, on being advised, make alternative arrangements. In multi-agency responses Team Leaders for each functional area may be appointed, i.e. Registration Team Leader, Emergency Catering Team Leader. All organisational staff and volunteers assisting the Department in accordance with this plan are required to comply with the Department’s policies, including those relating to working with children, volunteers, Occupational Health and Safety and emergency management.

2.5 Planning and Arrangements The six welfare functional areas are:

2.5.1 Emergency Accommodation – See Appendix 4 2.5.2 Emergency Catering – See Appendix 5 2.5.3 Emergency Clothing and Personal Requisites – See Appendix 6 2.5.4 Personal Support Services – See Appendix 7 2.5.5 Registration and Reunification -

(1) Policy governing the delivery of this function is detailed in WESTPLAN - Registration and Reunification.

(2) Welfare Coordinators need to be familiar with WESTPLAN - Registration and Reunification to ensure that arrangements are in place to activate it.

2.5.6 Financial Assistance - The provision of financial assistance to those affected by emergencies who are eligible and in need. (1) There are a number of financial assistance programs that may

be put in place following a major emergency. The policy governing each of these programs may vary and is determined at the time of the emergency.

(2) Financial assistance may include: (a) The Western Australian Natural Disaster Relief and

Recovery Arrangements (WANDRRA) - Personal Hardship and Distress Relief Payments;

(b) Other forms of emergency assistance available at the time.

2.6 Welfare Representatives and Coordinators Welfare Coordinators are appointed as follows:

2.6.1 The Department’s State Welfare Coordinator The title “State Welfare Coordinator” is the Department’s representative appointed by the Director General, and is responsible for the coordination of all emergency welfare support services at the state level.

2.6.2 The Department’s Emergency Services Coordinator



The Emergency Services Coordinator is an appointed officer of the Department, whose function is to ensure the preparedness of the Department to carry out its emergency management functions. The Emergency Services Coordinator is the link between the Local Welfare Coordinators and the State Welfare Coordinator and, where applicable, with the relevant HMA/Controlling Agency.

2.6.3 The Department’s District Welfare Representatives’ responsibilities include the following: (1) The District Director, or proxy, to represent the Department on

District Emergency Management Committees (DEMCs); (2) Ensure the arrangements of this plan are clearly understood at

the district level; (3) Clarify the Department’s policy on emergency welfare matters

where required; (4) Refer matters of a contentious nature to state level for

resolution; and (5) Represent the Department on Operational Area Support

Groups (OASGs), as required in the response phase. 2.6.4 The Department’s Welfare Coordinators

The Welfare Coordinator shall be a nominated officer of the Department within the Local Government area. Where the Department is not located within the Local Government area the Department, in conjunction with the LEMC, will formally appoint a suitable person as the Welfare Coordinator. The nominated person will be clearly identified in the respective local emergency management arrangements. The responsibilities of the Welfare Coordinator include the following: (1) Establish and manage the activities of the Emergency Welfare

Coordination Groups, where determined appropriate by the District Director;

(2) Prepare, promulgate, test and maintain the Local Welfare Plans;

(3) Represent the Department and the emergency welfare function on the LEMCs and Local Recovery Committees;

(4) Ensure staff and volunteers of the Department and supporting agencies are trained and exercised in their welfare responsibilities;

(5) Coordinate the provision of emergency welfare services during response and recovery phases of an emergency; and

(6) Represent the Department on the Incident Support Group (ISG) when required in the response phase.

2.6.5 Local Government Welfare Coordinators – see 3.1.3



(1) Local Government Welfare Coordinators are the nominated representatives of Local Governments. They assist the Department’s Welfare Coordinators who have overall coordination of welfare services during emergencies.

(2) Local Governments can elect to prepare their own welfare arrangements and appoint their own Local Government Welfare Coordinators. If they do this in consultation with the Department, the Department’s Welfare Coordinator will act as a support to the Local Government Welfare Coordinator, and may activate the Local Welfare Plan, or components thereof, as requested by the Local Government Welfare Coordinator.

(3) If Local Governments elect to prepare their own welfare arrangements without consultation with the Department, Local Governments are responsible for their own costs.

2.7 Special Considerations 2.7.1 Children, Organisations, Educational and Care Facilities

Organisations such as women’s refuges, men’s hostels, group homes; educational and care facilities with responsibility for the care, supervision or provision of services to children or their clients, should ensure plans are in place to maintain service provision during an emergency. Should they evacuate or otherwise attend a welfare centre, the organisations’ supervisory staff must continue their responsibilities by remaining at the centre, continuing to supervise and provide services to their children or clients and liaising with the welfare coordinator at the centre. Children or clients are to be returned to parents or other responsible adults approved by that organisation. During an emergency unaccompanied children without direct parental or responsible adult supervision should be brought to the attention of the Department; or evacuated to a welfare centre and into the care of the Department. Services specifically for children and families, including child and family friendly spaces at Welfare Centres, should be considered at the local level and included in local emergency management arrangements.

2.7.2 Culturally and Linguistically Diverse, Vulnerable and other at risk and Special Needs groups Culturally and Linguistically Diverse, Vulnerable and other at risk and Special Needs groups should be considered at the local level, and any specific local requirements included in the LEMAs. The Department prioritises its response in line with its operational capacity and relies on those agencies or organisations which provide support to these groups to ensure they have suitable plans and response capabilities in place prior to an emergency to cater for these groups’ needs.

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2.8 Resource Support The Department has the primary responsibility for coordinating the provision of welfare resources. Requests for additional resource support should be made by the Local Welfare Coordinator to the State Welfare Coordinator. Where possible, all offers of assistance and donations, including donated goods and services, should be coordinated through the Local Recovery Committee to avoid duplication of effort and confusion. At the State Government level this will be undertaken through the State Recovery Committee. The Department shall be represented on both levels of recovery coordination where required.

2.9 Training Training, both internally and inter-agency, will be advised by the member agencies of the Emergency Welfare Coordination Groups. Training is provided so staff and volunteers of the Department and supporting agencies are provided with opportunities to have the necessary skills to ensure the provision of services under this plan.

2.10 Community Information In collaboration with Emergency Welfare Coordination Group members, community awareness and education strategies for dissemination of all relevant information into communities may be developed, and may include fact sheets, brochures and community guides.



Part 3 Response 3.1 Responsibility for Response

3.1.1 Control and Coordination Overall control and coordination of the emergency welfare response rests with the Department through the designated State and Local Welfare Coordinators. The Department prioritises its response in line with its operational capacity and relies on all government agencies, and non-government agencies if available, to provide assistance when requested.

3.1.2 Support Agency Officers During response/recovery activities Support Agency Officers are provided by each of the participating organisations to assist the Welfare Coordinator in the management of the welfare response. These Support Agency Officers will need to be located at the Welfare Centre as required, and the agencies are recorded in Appendix 2.

3.1.3 Local Government Welfare Support Response In smaller, non-complex events, and in some regional and remote areas where Local Government Welfare Coordinators are elected, the Department’s Welfare Coordinator will revert to a support coordination role. It is incumbent on the Local Government to officially record and formally notify the Department, and provide information the Department may require should a Local Government Welfare Coordinator be elected. Any expenditure by Local Governments under this section would need to be requested and considered by the Department, prior to the financial cost being incurred as outlined in Section 3.8 Financial Arrangements for Response below. The Department will support a Local Government in the welfare support response until any of the following actions were to occur; (1) The Local Government advises the Department that it was no

longer able to adequately provide the welfare support response; (2) The welfare support response becomes a multi-agency and

complex response requiring state level support; or

(3) The Department’s District Director or State Welfare Coordinator determines it is in the best interest of the community and/or the Department to assume the control of the welfare support response.

In any of the above actions, the Local Government should prepare a handover of all welfare support response information to the Department, who would then assume control of providing welfare support services.



3.2 Notification The activation procedures detailed hereunder relate to local level arrangements, involving the Welfare Coordinator, the Local Government and the relevant Hazard Management Agency (HMA)/Controlling Agency.

(1) The first indication that this support plan may need to be activated will come from one of two sources as follows: (a) A HMA/Controlling Agency may identify the need to

activate this support plan to help manage an emergency; and/or

(b) The Welfare Coordinator, based on information provided from the Department’s Emergency Services Coordinator, may identify the need to activate this support plan.

(2) Regardless of who first identifies the need, the HMA/Controlling Agency and the Welfare Coordinator shall confer and agree that the support plan should be activated. Once this decision is made the Welfare Coordinator shall activate and manage the plan accordingly.

(3) The Department’s Emergency Services Unit On Call Duty Officer should be contacted on 0418 943 835 to advise of the situation.

3.3 Stages of Activation The plan will normally be activated in stages as per the Department’s Standard Operating Procedures – see Appendix 10. In an impact event, for which there is no warning period, these stages may be condensed with stages being activated concurrently.

3.3.1 Stage 1 - Alert. (a) Participating organisations are alerted by the Welfare

Coordinator; (b) Participating organisations alert their own personnel; (c) Additional information allowing organisations time to arrange

preliminary preparations is provided; (d) Key personnel are briefed on action to be taken; (e) The Welfare Centre is prepared for activation if required; and (f) Establish liaison as appropriate with the HMA/Controlling

Agency and/or Emergency Coordinator. 3.3.2 Stage 2 - Activation.

(a) The Welfare Centre is activated if required; (b) Participating organisations are called out by the Welfare

Coordinator and nominated Support Agency Officers proceed to the Welfare Centre;



(c) Welfare Support services are provided under the coordination of the Welfare Coordinator;

(d) Communications are maintained with the HMA/Controlling Agency, Emergency Coordinator, Welfare Coordinator and participating organisations; and

(e) Welfare Support requirements are monitored and reviewed. 3.3.3 Stage 3 - Stand Down.

Stand Down is to occur when the decision has been made by the HMA/Controlling Agency and the Welfare Coordinator to close the welfare centre, and there are no more evacuees left in the centre. Welfare Support Services may continue beyond this time at the discretion of the Welfare Coordinator. Ongoing services will be monitored by the Department’s Emergency Services Coordinator, and participating agencies will be responsible for submitting ongoing and debrief reports to the Welfare Coordinator. (a) Participating welfare organisations are informed of the stand

down by the Welfare Coordinator; (b) Participating organisations stand down in accordance with

relevant procedures for each organisation; (c) Organisations are to advise the Welfare Coordinator when

stand down has been completed; (d) The Welfare Coordinator advises participating agencies of

debriefing arrangements; (e) The Local Welfare Centre and/or Welfare Coordination Centre

is closed down; and (f) The Welfare Coordinator conducts a debrief, prepares and

distributes Post Operation Reports in accordance with SEMC Policy 4.3, see 3.9 Post Operation Report below. After an activation a review of this Local Welfare Plan is conducted by the District Emergency Services Officer.

3.4 Levels of Response The activation of the Local Welfare Plan will be at the request of the HMA/Controlling Agency and/or by the Welfare Coordinator, see 3.3 Stages of Activation above. The level of response will be determined by the Welfare Coordinator on the basis of information supplied by the HMA/Controlling Agency or the Emergency Coordinator. The Welfare Coordinator, or suitable proxy, will attend and/or provide advice to the Incident Support Group (ISG) where required.

3.5 Incident Management System The Department’s staff and participating agencies will be familiar with the Australasian Inter-Service Incident Management System (AIIMS). However, current internal Department and participating agency management procedures shall continue to operate.



3.6 Public Information and Media Management The HMA/Controlling Agency is responsible for the provision and management of public information during emergencies (Refer to State Public Information Emergency Management Support Plan). All non-welfare matters will be referred to the HMA/Controlling Agency. The Department and other participating support agencies to this plan should only provide information to the public and the media on issues that are directly their responsibility. Departmental staff must have approval from the Department’s District Director and Corporate Communications and Marketing before having contact with the media.

3.7 Activation of Other WESTPLANS in Support of This Plan Other plans may be activated to support this plan including, but not limited to, WESTPLAN – Registration and Reunification and WESTPLAN – Recovery Coordination. The procedures for activating these plans are included in the respective plans.

3.8 Financial Arrangements for Response Financial arrangements for activation of this plan will be as outlined in State Emergency Management Policy 4.2 Funding for Emergencies (SEMP 4.2), unless other arrangements are negotiated and approved by the State Welfare Coordinator. All expenditure under this plan must be approved by the Department’s Emergency Services Coordinator.

3.9 Post Operation Reports The Welfare Coordinator prepares and writes the Post Operation Report. Support agencies may be asked to provide feedback to the Department’s Welfare Coordinator which may be used in the preparation of the Post Operation Report. The Post Operation Report is the Department’s internal report and the whole report or parts thereof may be distributed to appropriate organisations and agencies.



Part 4 Recovery 4.1 Recovery Assessment

The Emergency Management Act 2005 defines recovery as the support of emergency affected communities in the reconstruction and restoration of physical infrastructure, the environment and community, psychosocial, and economic wellbeing. In order to facilitate the effective coordination of the welfare recovery process, it is essential that an assessment of the welfare recovery requirements be conducted as soon as possible after the impact of an event. The Department is responsible for the provision of Welfare Support in the Response and Recovery phases of an emergency.

4.2 Responsibility for Recovery Local Governments are responsible for managing recovery following an emergency affecting the community in its Local Government district, in accordance with WESTPLAN - Recovery Coordination. The transition from Response to Recovery will be at the discretion of the Incident Controller of the HMA/Controlling Agency who should advise the Department of such transition as soon as possible.



Appendix 1 – Local Emergency Welfare Coordination

LOCAL EMERGENCY COORDINATOR

LOCAL EMERGENCY MANAGEMENT COMMITTEE (LEMC)

WELFARE COORDINATOR EMERGENCY WELFARE COORDINATION GROUP

LINKED TO THE LOCAL GOVERNMENT’S LEMC

DEPARTMENT FOR CHILD PROTECTION

AND FAMILY SUPPORT

Provide a Welfare Coordinator to coordinate welfare services.

Manage Welfare Centres. Manage Emergency

Accommodation. Manage Emergency

Catering. Manage Emergency

Clothing and Personal Requites

Manage Personal Support Services.

Manage Financial Assistance.

Manage Registration and

ST JOHN AMBUANCE

Manage/Assist with First Aid.

DEPARTMENT OF HEALTH

Assist with Personal Support Services.

DEPARTMENT OF

EDUCATION

Assist with Emergency Accommodation Assist with Personal Support Services,

ABORIGINALORGANISATION Assist with Personal Support Services-child care, transport, medical services,

MULTI - CULTURAL

ORGANISATION

Assist with Personal Support Services.

LOCAL ORGANISA-

TIONS

Assist with Emergency Catering and Personal Support Services.

DEPARTMENT OF FIRE & EMERGENCY SERVICES

SES - Assist with logistics and communications. Community Liaison Unit – Provide communication between the IMT and the impacted community/ies.

COUNTRY WOMEN’S ASSOCIATION

Assist with Emergency Catering.

LOCAL GOVERNMENT AUTHORITY

Assist with Welfare Centres; logistics and welfare support.

RED CROSS

Manage Reunification. Assist with Registration. Assist with Personal Support Services.

WESTERN AUSTRALIAN POLICE

Assist with Welfare Centres, e.g. maintain public order.

DEPARTMENT FOR HUMAN SERVICES

CENTRELINK

Assist with Financial Assistance. Assist with Personal Support Services.

SALVATION ARMY

Manage Emergency Catering. Assist with Emergency Clothing and Personal Requisites. Assist with Personal Support Services.

LOCAL CHURCHES

Assist with Personal Support Services, Emergency Catering, Emergency Clothing, bedding.



Appendix 2 – Cannington Region Emergency Welfare Coordination Group

City of Canning Functions include:

Coordination Assistance * Provision of facilities to use as Evacuation Centres Financial Assistance/Appeals * Assistance with Pets

First Contact Shane Mallon

9231 0522 0439519943 [email protected]

Ranger and Community Safety Services 1300 4 canning 1300 42266464

Second Contact Shirley Elliott

9231 0565 0447 662 976 [email protected]

Ranger and Community Safety Services 1300 4 canning 1300 42266464

Department for Child Protection and Family Support (CPFS) Functions include:

Overall Coordination * Accommodation * Financial Assistance * Counselling Personal Support * Personal Requisites * Registration

Name/Position Work Contact After Hours Contact

First contact Terry Sillitto Senior District Emergency Services Officer

9431 8800

0427 389 375

Second contact Andrea Nixon District Director

9351 0888 0417 177 710

Third contacts-Canning/Sth Perth Lola Hayes Local Welfare Coordinator

9351 0888 9399 7289 0447 639 364

Third contacts–Belmont/Vic Park Jacinta Taylor OR Rhonda Camilleri Local Welfare Coordinator

9351 0888 0433 713 133



City of South Perth Functions include:



First contact Mark Taylor

9474 0920 [email protected] or [email protected]

0408 915 098

Second Contact Jason Jenke

9474 0777 [email protected] or [email protected]

0428 109 138

Third contact David Fyfe

9474 0910 [email protected]

0420 655 767

City of Belmont Functions include:


First contact Steve Morrison


0417 591 805

Second Contact Warren Stephens


0448 893 078

Third contact CoB Switchboard

9477 7222

After Hours call centre 9477 7224

Town of Victoria Park Functions include:


First contact Duty Ranger

9311 8111 or 9311 8171

9311 8188 A/H call centre

Second contact David Aitken


9311 8161 0437 890 081

Third contact Andrew McDonald


0403 344 637

Fourth Contact Steve Kipkurgat


0403 294 909



Red Cross Functions include:

Registration of evacuees * Manage Inquiry * Personal support (1st, 2nd, and 3rd contact used for day to day business, planning LWC meetings etc..NOT for

emergency responses. For emergency responses refer to after hours contact numbers in 3rd column)Name/Position Work Contact After Hours

Contact

First contact Erin Fuery (Emergency Services Manager)

(08) 9225 8865 F (08) 9325 9040 M 0448 991 399 [email protected]

Emergency Control Centre (24/7 duty phone) 0408 930 811

Second contact Carolyne Doherty (Emergency Services Coordinator - Operations)

(08) 9225 1929 F (08) 9325 9040 M 0488 911 548 [email protected]



Salvation Army Functions include:

Catering * Emergency Clothing/Personal requisites * Personal support


First contact Ben Day

(08) 9209 1142 [email protected]

0407 611 466

Second Contact Carol Plant


0427 385 637

Country Women’s Association Functions Include:

Catering support * Personal services * Emergency clothing/personal requisites First contact Valerie Moylan


Activated by Salvation Army.

Second contact Fran Sillitto


Third contact Lesley Langley


Department of Human Services (Centrelink) Functions include:

Financial Assistance * Counseling First contact Linda Podmore (Manager) Cannington

9464 8020 [email protected] [email protected]

0421 914 071

Second contact Daniel Fondecaro (Manager) Victoria Park

9464 4330 [email protected] [email protected]

0437 056 584

WA Police Service Functions Include:

Maintain public order at evacuation centre as required

Kensington Station Ash Goy 9474 7557 or 9494 7599 [email protected]

Police Communications: South East Metro Console: 9374 4812 OR Duty Inspector 9374 4025 (24 Hours)

Cannington Station Peter Arancini 9451 0075 or 9451 0071 0411 885 474 [email protected]

Belmont Station TBA



St John Ambulance (Volunteers) Functions Include:

First aid only Cannot attend meetings.


Mr Phil Martin (Phil is the contact in relation to day to day management, not emergency response)


(08) 9334 1226 (24 hour) OR 9334 1311 (24 Hour)

DFES/SES Functions Include:

Logistics Support First contact Andrew Bray

0417 993 370 [email protected]

Second contact Tony Brown


Duty officer 0418 948 658

Third Contact Craig Romero


Fourth Contact Jonathon Boswell


Fifth Contact DFES ComCen

9395 9209 9359 9209

Sixth Contact Chris Kin-Maung District Manager- Metro South East


DFES Com Cen 9395 9209

Seventh Contact Steve Summerton District manager – Metro North East (covers Belmont/Vic Park)


DFES Com Cen 9395 9209

DFES/COMMUNITY LIAISON UNIT (CLU) Functions Include:

Public information * Liaison between Incident controller and community


Duty Officer

Community Liaison Unit

0427080689

[email protected]

Duty Officer

0408 296 320

A



Department of Education Functions Include:

Personal Support * Provide Facilities for Evacuation Centres * Provide Facilities for emergency catering


First contact Cheryl Chapman

9358 4151 0419 918 106 [email protected]

0417977930

Second contact Barry Dowsett


Third contact Kerry Wright Bev Doman Coordinator Regional Operations

9336 9543 9336 9545 (For emergency Responses only)

0417 910 388

Volunteering WA Functions Include:

First Contact Mara Basonovic (CEO)

[email protected] 9482 4333 D/L 9482 4300

0413 310 320

Second Contact Jen Wyness (Senior Manager Services)

[email protected] 9482 4333 D/L 9482 4315

0422 941 483

Department of Aboriginal Affairs Functions Include:

First contact Ms Beverley Rebbeck


0407 886 723

Disability Services Commission Functions Include:

First contact Clare Cheney


0417 185 766

Second contact

Other agencies yet to be added

Health Department – Mental Health CPFS ESU negotiating with Health Dept on possible representation on state and local committees.

Multi-cultural representation Other support agencies I.E. church groups



Appendix 3 – Organisational Roles and Responsibilities The provision of emergency welfare services requires the support of a number of statutory, private and voluntary organisations. These responsibilities are allocated on a state-wide basis and have been determined by agreement between the respective organisations, the State Welfare Emergency Committee and the Department. The roles and responsibilities of each co-opted agency are negotiated with that agency at a local level to suit the capabilities and availability of welfare organizations. The roles and responsibilities are then reflected in this plan. The allocated responsibilities do not restrict one organisation from assisting another, regardless of its primary role. Should an organisation not be able to manage its primary role, support with that role may be requested from the Welfare Coordinator. Ultimately, the Department for Child Protection and Family Support is responsible for these functions where no Welfare Support Agency assistance is available, subject to Part 3 of this plan. List of Agencies:

Aboriginal Affairs (Department of) Adventist Development and Relief Agency Child Protection and Family Support (Department for) Council of Churches Country Women’s Association Disability Services Commission Education (Department of) Fire and Emergency Services (Department of) – State Emergency Service and Community Liaison Unit Health (Department of) Human Services (Department of) – Centrelink Local Government and Communities (Department of) Local Government Authority/ies – relevant to this plan Multicultural Interests (Office of) Red Cross (Australia) Salvation Army St John Ambulance Volunteering WA WA Police



CHILD PROTECTION AND FAMILY SUPPORT (DEPARTMENT FOR) a. Role:

To coordinate all functional areas in the emergency welfare response during emergencies.

b. Responsibility: (1) Appoint the Welfare Coordinator to support each Local Government

area/s; (2) If applicable, establish and manage the activities of the Fremantle

Region Emergency Welfare Coordination Group including the provision of secretariat support;

(3) Provide staff and operate Welfare Centres if required; (4) Coordinate all welfare resources utilised under this plan; (5) Coordinate the welfare functional areas of:

(a) Emergency Accommodation; (b) Emergency Catering; (c) Emergency Clothing and Personal Requisites; (d) Personal Support Services; (e) Registration and Reunification; and (f) Financial Assistance;

(6) Provide representatives to various emergency management committees and coordination groups as required.

ABORIGINAL AFFAIRS (DEPARTMENT OF) (DAA)/LOCAL ABORIGINAL ORGANISATIONS a. Role:

Assist with welfare functional areas where agreed. b. Responsibility:

(1) Provide a Support Agency Officer/s as required; (2) Provide strategic policy advice regarding the provision of

emergency welfare services to indigenous members and communities; and

(3) Assist with other welfare functional areas where agreed. ADVENTIST DEVELOPMENT AND RELIEF AGENCY (ADRA)

a. Role:

Assist with the welfare functional area of Emergency Accommodation; and



Assist with other welfare functional areas where agreed. b. Responsibility:

(1) Provide a Support Agency Officer/s as required ; (2) Manage short to medium term accommodation services; and (3) Assist with other welfare functional areas where agreed.

COUNCIL OF CHURCHES/LOCAL CHURCHES/CHURCH MINISTERS FELLOWSHIP

a. Role:

Assist with the welfare functional area of Personal Support Services; and


(1) Provide a Support Agency Officer at the Welfare Centre if required; (2) Assist with the functional area of Personal Support Services at

Welfare Centres where available; and (3) Assist with other welfare functional areas where agreed.

COUNTRY WOMEN’S ASSOCIATION (CWA) a. Role:

Assist with the welfare functional area of Emergency Catering.

Assist with the welfare functional area of Personal Support Services;

Assist with the welfare functional area of Emergency Clothing and Personal Requisites; and


(1) Provide a Support Agency Officer/s as required; (2) Assist with the provision of Emergency Catering at Welfare Centres; (3) Assist with the provision of Personal Support Services; (4) Assist with the provision of Emergency Clothing and Personal

Requisites; and (5) Assist with other welfare functional areas where agreed.



DISABILITY SERVICES COMMISSION (DSC) a. Role:

Assist with the welfare functional area of Personal Support Services.


(1) Provide a Support Agency Officer/s as required; (2) Provide access to staff to assist with Personal Support Services

where agreed and available; (3) Provide strategic policy advice regarding the provision of welfare

services to people with disabilities; and (4) Assist with other welfare functional areas where agreed.

EDUCATION (DEPARTMENT OF) (DoE) a. Role:

Assist with the welfare functional area of Emergency Accommodation;

Assist with the welfare functional area of Personal Support Services;

Assist with the welfare functional area of Emergency Catering; and


(1) Provide a Support Agency Officer/s as required ; (2) Provide access to facilities for Emergency Accommodation where

available; (3) Provide access to facilities for Emergency Catering where available; (4) Provide access to staff to assist with Personal Support Services

where agreed and available; and (5) Assist with other welfare functional areas where agreed.

FIRE AND EMERGENCY SERVICES (DEPARTMENT OF) (DFES) – STATE EMERGENCY SERVICE (SES)

a. Role:

Provides immediate local support to the HMA/Controlling Agency and to local residents in combating a disaster;

May be required for response/recovery actions to assist with logistical matters at the Welfare Centre if one is opened; and




(1) Provide a Support Agency Officer/s as required; (2) Coordinate all evacuation resources and establish and operate

designated evacuation departure points; (3) Provide a DFES/SES Officer at the Welfare Centre, if and when

required to assist with logistical matters resulting from the emergency/disaster, including transport of people, goods and equipment, and provision of emergency power and lighting; and

(4) Assist with other welfare functional areas where agreed. FIRE AND EMERGENCY SERVICES (DEPARTMENT OF) (DFES) – COMMUNITY LIAISON UNIT CLU)

a. Role:

The Primary role of the Community Liaison Unit is to provide two way communications between the Incident Management Team (IMT) and the affected community/communities during the ‘response’ phase of the incident.

The specific role and function of the Unit will vary on an incident by incident basis.

b. Responsibility: (1) Provide a Support Agency Officer/s as required; (2) Engage ‘face to face’ two way communication and liaison with

affected communities through a point of public interface e.g. at a welfare centre;

(3) Support the facilitation of public meetings and other community‐based communication networks to support the IMT provide the community with timely, accurate and relevant information about the incident;

(4) Obtain local ‘intelligence’ and feedback from the community/ communities relating to the incident and provide this to the IMT; and

(5) Providing an interface for community members and others to request specific incident based support.

HEALTH (DEPARTMENT OF) (DoH)

a. Role:

Assist with the welfare functional area of Personal Support Services, in particular specialist counselling services; and


(1) Provide a Support Agency Officer/s as required;



(2) Provide a comprehensive response to mental health effects of an emergency, as outlined in the Mental Health Disaster Subplan;

(3) Provide health response as outlined in WESTPLAN - Health; (4) Assist with the provision of Personal Support Services at Welfare

Centres; and (5) Assist with other welfare functional areas where agreed.

HUMAN SERVICES (DEPARTMENT OF) - CENTRELINK

a. Role:

Assist with the welfare functional area of Financial Assistance;



(1) Provide a Support Agency Officer/s as required; (2) Provide Financial Assistance to people affected by the emergency

in accordance with Centrelink guidelines, policies and the Social Security Act;

(3) Provide support services or referral advice to appropriate agencies; and

(4) Assist with other welfare functional areas where agreed.

LOCAL GOVERNMENT AND COMMUNITIES (DEPARTMENT OF) a. Role:


(1) Provide a Support Agency Officer/s as required; (2) Negotiate at the local level how the Department of Local

Government and Communities could assist; and (3) Assist with other welfare functional areas where agreed.

LOCAL GOVERNMENT AUTHORITY/IES (City of Belmont, Town of Victoria Park, City of Canning, City of South Perth) The specific role of individual Local Government Authorities (LGA) are negotiated by the Department at the local level – this could include Ranger Services.

a. Role:



Assist with the welfare functional area of Emergency Accommodation; and


(1) Provide a Support Agency Officer/s as required; (2) Assist with the welfare functional area of Emergency

Accommodation by utilising Local Government facilities as Welfare Centres; and

(3) Assist with other welfare functional areas where agreed. MULTICULTURAL INTERESTS (OFFICE OF) (OoMI)/LOCAL MULTICULTURAL GROUPS a. Role:


(1) Provide a Support Agency Officer/s as required; (2) Provide strategic policy advice regarding the provision of welfare

services within a multicultural framework; and (3) Assist with other welfare functional areas where agreed.

RED CROSS (AUSTRALIAN)

a. Role:

Manage the welfare functional area of Registration and Reunification.



(1) Provide a Support Agency Officer/s as required; (2) Assist with Registration at Welfare Centres; (3) Provide a State Central Registry and Inquiry Centre to receive,

process and answer inquiries regarding the whereabouts and safety of relatives and friends;

(4) Manage and operate the Registration and Reunification System; (5) Assist with the provision of Personal Support Services; and (6) Assist with other welfare functional areas where agreed.

A



SALVATION ARMY

a. Role:

Manage the welfare functional area of Emergency Catering;

Manage the welfare functional area of Emergency Clothing and Personal Requisites;



(1) Provide a Support Agency Officer/s as required; (2) Provide Emergency Catering at Welfare Centres; (3) Provide Emergency Clothing and Personal Requisites such as

toiletries and other incidentals to those affected as required; (4) Assist with the provision of Personal Support Services; and (5) Assist with other welfare functional areas where agreed.

ST. JOHN AMBULANCE (First Aiders) - PLEASE CALL CPFS’S ESU - 0418 943 835 TO APPROVE COST BEFORE CONTACTING SJA. If an ambulance is required please call 000/112/106.

a. Role:



(1) Provide a Support Agency Officer /s as required; (2) Provide qualified First Aiders at Welfare Centres, where required;

and (3) Assist with other welfare functional areas where agreed.

VOLUNTEERING WA a. Role:


(1) Provide a Support Agency Officer/s as required;

A



(2) Provide strategic policy and advice regarding the provision of volunteering services within the welfare emergency management environment;

(3) Manage affiliated and spontaneous non-affiliated Volunteers; and (4) Assist with other welfare functional areas where agreed.

WA POLICE a. Role:


(1) Provide a Support Agency Officer/s as required; (2) Maintain public order where required; and (3) Assist with other welfare functional areas where agreed.



Appendix 4 – Local Welfare Centres The management of Evacuation is the responsibility of the HMA/ Controlling Agency in charge of the emergency. It is the responsibility of Local Governments to ensure the provision of facilities for use as Welfare Centres in an emergency (DFES Local EM Arrangements Development Guide 2009 page 32). The Department works in partnership with Local Governments and establishes and manages Welfare Centres on behalf of the HMA/Controlling Agency. The Department appoints a Welfare Centre Coordinator to coordinate welfare services at the Welfare Centre. Emergency Accommodation is the provision of temporary shelter for persons rendered homeless by an emergency or due to evacuation from an emergency, ranging from short term emergency shelter to medium term accommodation determined by the Department. Accommodation facilities, such as government owned or managed or private residential facilities may be utilised when available and appropriate. A list of pre-determined Welfare Centres should be negotiated and maintained by the Department’s District Emergency Services Officer and is included in this Appendix, together with Appendix 4A Emergency Accommodation Services.

(1) The provision of temporary shelter may take the form of a centre established and maintained to provide emergency welfare services to disaster affected persons, known as a Welfare Centre. Welfare Centres may include: Evacuation Centres, Relief/Recovery Centres (commonly referred to as ‘One Stop Shops’) and Accommodation Centres.

(2) Welfare Centres are pre-determined by the Department in partnership with the Local Government/s’ Local Emergency Management Committees (LEMCs). The LEMCs are to ensure Local Emergency Management Arrangements (LEMA) identify such facilities and existing infrastructure that are available for use by Emergency Management Agencies (including the Department) within their respective boundaries. In the event of a lack of facilities the LEMC are to note this in the LEMA’s and advise the HMA/Controlling Agency to make alternative arrangements.

(3) The pre-determined Welfare Centres are recorded on the State Welfare Centre Database which HMAs/Controlling Agencies have access to, in Local Governments’ LEMAs and in relevant Local Welfare Plans. The activation of which pre-determined Welfare Centre to utilise for all hazards is through consultation with the respective Local Emergency Coordinator, the HMA/Controlling Agency, the Department’s Welfare Coordinator and the relevant Local Government to ensure the safety of evacuees, welfare centre staff and volunteers. Therefore, the Department will not establish Welfare Centres in Bushfire Emergency Warning areas, and will only establish Welfare Centres in Bushfire Watch and Act areas with the assurance of the HMA/Controlling Agency that it is deemed safe to do so. The HMA/Controlling Agency must consult with the Department’s Welfare Coordinator and the Local Government regarding the activation of Welfare Centres as part of the assessment of the integrity and suitability of



buildings, particularly in cyclone areas and for other hazards such as storm surge and flood.

(4) In smaller, non-complex events, and in some regional and remote areas where the Local Government Welfare Coordinator has been approved by the Department, any expenditure under this arrangement would need to be requested and considered by the Department prior to the financial cost being incurred, as outlined in Section 3.8 Financial Arrangements for Response above. Where Local Governments elect to make their own arrangements to establish and manage Welfare Centres, without consultation with the Department, they do so at their own expense.

(5) The Department will take responsibility for the premises utilised as Welfare Centres and shall exercise reasonable care in the conduct of its activities and agrees to replace or reimburse for supplies used in the operation of the Welfare Centre. The Department staffs and operates Welfare Centres on behalf of the relevant HMA/Controlling Agency. In the event of any claim for unusual damage incurred as a result of the use of facility as a Welfare Centre, the Department will facilitate processes with the HMA/Controlling Agency to respond to the claim. The owner/s of the facilities agree to utilise their building insurance, in the event of damage resulting from the actual disaster event to the structure of the building. The Department will utilise contract cleaners or pay for the use of the usual cleaners to restore the facilities directly utilised as a Welfare Centres back to serviceable condition.

(6) In some circumstances the HMA/Controlling Agency may need to exercise powers within the Emergency Management Act 2005 to acquire such suitable facilities for use in the event of an emergency (as deemed necessary).

Please note the following:

In the event of an evacuation, people may make their own accommodation arrangements e.g. stay with family or friends locally (if this is safe) or in another town.

Some special groups may need their own secure section in a welfare centre, or a separate welfare centre.

Organisations, educational and care facilities, e.g. aged, special needs, with responsibility for the care, supervision or provision of services to children or their clients, should ensure plans are in place to maintain service provision during an emergency. Should they evacuate or otherwise attend a welfare centre, the organisations’ supervisory staff must continue their responsibilities by remaining at the centre and continuing to supervise and provide services to their children or clients, liaising with the welfare coordinator at the centre.



Children or clients are to be returned to parents or other responsible adults approved by that organisation.

Welfare centres will only accept Assistance Dogs e.g. Guide Dogs, “Hearing” Dogs and Disability Aid Dogs.

If a school needs to evacuate they would try to evacuate to another school as a first option. Schools would use resources within the school such as gym mats, blankets if they had them, any food in school canteens etc. However if these resources weren’t available and the Department had spare items, these items would be shared with the school. If schools and the Department didn’t have these resources available, the Department would share any information on sourcing items from Appendices in this Local Welfare Plan.

See over for the list of Pre-determined Welfare Centres.



List of Pre-Determined Welfare Centres As per point (2) above in App 4 - Welfare Centres are pre-determined by the Department in partnership with the Local Government/s’ Local Emergency Management Committees (LEMCs). The LEMCs are to ensure Local Emergency Management Arrangements (LEMA) identify such facilities and existing infrastructure that are available for use by Emergency Management Agencies (including the Department) within their respective boundaries. In the event of a lack of facilities the LEMC are to note this in the LEMA’s and advise the HMA/Controlling Agency to make alternative arrangements.

The buildings in the shaded boxes below have been identified as most suitable for use in Level 2 and 3 events and these details have been provided to a Hazard Management Agency Database

NAME CAPACITY ADDRESS CONTACT Lynwood Wandarah Hall 200 persons

Edgware Street Lynwood (nearest cnr Kenton St)

City of Canning Patrol and Security 9231 0606 Riverton Leisureplex

500 Persons Cnr Willeri Drive and High Road Willeton

Bentley Community Centre 150 persons

Nyamup Road Bentley (nearest cnr Hedley St)

Cannington Leisureplex 500 Persons Cnr Wharf and Railway Parade Cannington

NAME CAPACITY ADDRESS CONTACT

South Perth Civic Centre persons Cnr Sandgate St and South Tce South Perth

9474 0777 (24/7) A/H ask to speak to the priority Contact person (PCP) urgently. You may be asked tl leave a number for call back, but response should be quick. OR David Fyfe 0420 655 767

George Burnett Leisure Centre

persons 180 Manning Rd South Perth (nearest cnr Goss Ave)

COLLIN STREET CENTRE

persons

2-4 Collin St, Cnr Shaftesbury St

MANNING SENIOR CITIZENS CENTRE

persons 3 Downey Drive Manning (nearest cnr Ley St)



NAME CAPACITY ADDRESS CONTACT BELMONT OASIS LEISURE CENTRE

500 persons Cnr Alexander Road and Abernethy Road Belmont

Steve Morrison 9477 7281 A/H 0417 591 805 Warren Stephens 94777292 A/H 0437 705 521 Graeme Todd 9477 7264 A/H 0430 574 678 Ric Lutey 9477 7280 A/H 0419 766 439 CoB Duty Ranger 9477 7221 Office Hours OR After Hours Call Centre 9477 7224

REDCLIFFE COMMUNITY CENTRE

230 persons 33 Morgan Road Redcliffe (nearest cnr Field Ave)

RIVERVALE COMMUNITY CENTRE

235 persons Cnr Francisco Street and Surrey Rd Rivervale

FORSTER PARK HALL 100 persons Cnr Abernethy Road and Keane Street Cloverdale

NAME CAPACITY ADDRESS CONTACT LEISURE LIFE 1000 persons Cnr Kent and Gloucester Street

Victoria Park Emergency after hours number 9311 8188 Andrew McDonald 9311 8149 or 0403294909 Steve Kipkurgat 9311 8167 or 0403 294 909

BROWN STADIUM 1000 persons Cnr Mars St and Mercury St Lathlain

Note: Capacity normal use ‘Capacity normal use’ is shown as the official registered capacity of the building in accordance with licensing for building use. As a guide when being used as a welfare evacuation centre CPFS would recommend utilising only one third of capacity for a short term evacuation (I.E. not overnight), or one quarter capacity for overnight or longer evacuations.



Directional signs CPFS has triangular directional signs in District Emergency Kits that can be placed on street corners to guide evacuees to nominated buildings. Cannington Police have a variable message board that may be able to be utilized on major street intersections to indicate the location of welfare evacuation centres. To access this contact: Crime Intelligence Coordination Unit Ph: 9451 0108 - Information Analyst Ph: 9451 0109 - Information Officer Night Time District Supervisor: Ph: 9451 0093 OR Steve Banks on 9451 0053 or 0413 445 615 Variable Message Boards also with City of South Perth, City of Belmont, and Curtin University. Other accommodation options In the event of an evacuation, people may make their own accommodation arrangements eg stay with family and friends locally (if this is safe) or in another locality. If a small number of people were required to evacuate the Department for Child Protection and Family Support would explore alternative arrangements, depending on the situation. This may include a range of options such as commercial or private facilities. Refer to the Welfare Centres Local Welfare Emergency Management Support Plan – Sub Plan. This sub plan details the facilities inventory checklists, floor plans, photos and assembly points (currently being developed). Designated State Evacuation welfare Centres Information on designated State Evacuation Centres is managed by the Adventist Development and Relief Agency (ADRA) and inquiries should be made via the CPFS Emergency Services Unit on 0418 943 835. Private Facilities with Capacity to Host Large Numbers Challenge Stadium Stephenson Avenue,

Mt Claremont WA Sports Centre Trust Ph: 9441 822 0417 096 962

Halls, Meeting Rooms, Stadium, Showers, Caterers Capacity:

Royal Agricultural Showgrounds Claremont

Graylands Road, Claremont

Ph: 9384 1933 Pavilions, Halls, Meeting & Conference Rooms, Showers, Parking, Camping, Large Commercial Kitchens



Capacity 2000+ Seventh Day Adventist Camp

Maida Vale Road, Kalamunda

Mandijal Scout Camp Nettleton Road, Jarrahdale http://www.dsr.wa.gov.au/bickley

Dept for Sport and Recreation

Aged Care and Disabled Refer to the individual facilities evacuation plans for the specific details for the Emergency Evacuation and Reception of Residents – Aged Care & Disabled – due to the special needs of these groups a general evacuation/welfare centre is generally not appropriate. Local Government Authorities may be able to assist with identifying any cooperative aged/disabled care emergency evacuation agreements in place within their areas.

.


P:EM\Local Welfare Plans\Metro\cannington\cannington region Page 40 of 56

Appendix 4A – Alternative Accommodation Services: In the event of an evacuation, people may make their own accommodation arrangements e.g. stay with family or friends locally (if this is safe) or in another town. If a small number of people were required to evacuate the Department would explore alternative arrangements, depending upon the situation at the time. This may include a range of options such as commercial and private facilities. PLEASE ENSURE ACCOMMODATION PROVIDERS HAVE ABNs – providers cannot receive payment without one. Please contact the On Call Duty Officer of CPFS’s Emergency Service Unit – 0418 943 835 – to seek approval for use of commercial accommodation. In a larger emergency CPFS may need assistance in organising accommodation for evacuees and ADRA can assist with this in designated areas. If additional help is required please contact the On Call Duty Officer of CPFS’s Emergency Services Unit – 0418 943 835 and the Officer will activate ADRA if appropriate.



Appendix 5 – Emergency Catering Services The establishment of an emergency catering service for those rendered homeless, evacuees and welfare workers engaged under this plan.

(1) Depending on the numbers involved and the length of time catering is required, this may be met through the following: (a) voluntary groups such as the Salvation Army, Country Women's

Association (CWA) or local service clubs; (b) fast food outlets; (c) Meals-on-Wheels; or (d) Hospital/Hotel/Motel/Public Catering services.

(2) Responsibility for the provision of meals for non-welfare emergency workers is the responsibility of the HMA/Controlling Agency.

(3) A resource list of catering agencies and other options should be maintained by the District Emergency Services Officer and is included in this Appendix.

Salvation Army Head Quarters – Emergency Services – 0407 611 466 ES Trailer 50-100 (Local); Truck,+ Mobile Cool Room 100-250+ (HQ) To activate and in accordance with the State Agreement/Partnership – discuss requirements further with CPFS Duty Officer and then Salvation Army Duty Officer rather than local contacts Country Women’s Association – will support the Salvation Army Head Office: 1174 Hay Street West Perth 9321 6041 Meals on Wheels Stirling – Cnr Natalie Way & Delawney Street, Balcatta Ph: 9345 8580 Subiaco – 6 Rupert Street, Subiaco Ph: 9381 2129 Head Office – 67 Cleaver Street, West Perth Ph 9285 5822 (Approx 1000 chilled meals ready for reheating and distribution) Easy Meals 1 Yelland Way Bassendean (08) 9379 3460 Fax 9379 1169 [email protected] Easy Meals can be supplied to you at the very cost effective rate of $7.50 per meal package; however we would be prepared to negotiate a special price considering the special nature of your operation.

9379 3460 Via phone by 11.30am on: 9379 3460, three working days prior to delivery, Faxed to our office, also by 11.30am on: 9379 1169, three working days prior

to delivery. By e-mail to [email protected]

Swancare – Bentley Park Retirement Village 73 Jarrah Road Bentley (08) 6250 0113 Fax (08) 6250 0145 [email protected] www.swancare.com.au



SwanCare would able to provide meals if required in an emergency situation, I would propose that it would be under the following guide lines providing we were not affected by same event at the time

Require 24hrs notification if requiring a reheat-able hot meal – roast meat and vegetables

Short notice 12hrs or less packaged mixed sandwiches or meat salad plate and a piece fruit

Bottled water –( depending on stock on hand) We would require you pick up goods

Costs Roast meal -$7.50 Sandwich and fruit - $5.50 Meat & salad plate and fruit -$6.50 Bottled water -$ 3.00

Payment via invoice. Special dietary needs/culturally appropriate food LGA Environmental Health Officers will have access to information on providers of food that may address special dietary requirements, including cultural needs. Contact details as per below or via LGA contacts at Appendix 2.

Name Address Contact Details After Hours Contact

Jason Jenke Coordinator

Environmental Health Services

City of South Perth 9474-0871 work 0428 109138

Craig Mackenzie Coordinator

Environmental Health

City of Belmont 9477 7261 0419 766 443

Scott Teymant City of Canning 9231 0850 0438 758 070 Alan Mihala City of Canning 92310665 0417 935262

EHO 1 Victoria Park 0408939539




Senior Health Officer

Victoria Park 08 9311 8166



Fast Food Outlets can provide quick food in an emergency but only for the short term.

Name Address Contact Details Opening hours Red Rooster

Belmont Abernethy Rd Cnr Fulham St

9277 6899 9am-10pm

7 days East Victoria

Park 347 Shepparton Rd 9362 5374

Rivervale 49 Gt East Hwy Cnr Kooyong Rd

9472 7486

South Perth 130 Canning Hwy

9367 7401

Chicken Treat

Bentley La Plaza Shopping Centre

Albany Hwy

9451 8652 10am-9pm

7 days Cloverdale 327 Abernethy Rd 9277 2899 Karawarra Manning Rd 9450 5415 Riverton 353 High Rd 9354 9034

South Perth Berwick St 9474 1446 Subway

Ascot 200 Gt East Hwy 9478 4545 8am-10pm 7 days

Belmont 2 Fulham St 9458 8125 Burswood 23 Bolton Ave 9470 3605

Cannington 1490 Albany Highway 9358 2425 Como 24 Preston Rd 9368 0808

East Victoria Park

789 Albany Hwy 9355 3333

Karawarra Cnr Kent St and Manning Rd

9313 1115

Riverton Cnr Wileri Dv and High Rd

9259 0155

Pizza

All area’s Domino’s delivery 1300 366 466 24 hours

TELEPHONE DIRECTORY ASSISTANCE 12456 YELLOW PAGES WWW.YELLOWPAGES.COM.AU WHITE PAGES WWW.WHITEPAGES.COM.AU



Appendix 6 – Personal Requisites – Supply Information and Retail Outlets The provision of essential clothing and personal requisites, such as toiletry packs, to persons affected by an emergency.

(1) This function includes the provision of basic necessities such as blankets, towels, mattresses, pillows, bedding, disposable nappies, and sanitary needs, as required.

(2) Where possible new clothing or financial assistance for the purchase of new clothing should be provided to eligible persons as soon as practicable.

(3) The use of ‘recycled’ clothing is a last resort. (4) A resource list of emergency clothing and personal requisites suppliers

should be maintained by the District Emergency Services Officer and is included in Appendix 6 of this plan. This lists organisations and retail outlets who agree to participate in these arrangements, and ensures that acceptable procedural matters have been established.

Petrol Stations 24 hour - With Consumable Supplies.

Name Address Contact Details Opening Hours Gull Victoria Park Cnr Albany Hwy and

Shepparton Rd Victoria Park (causeway end)

24 hours/7 days

Caltex Cannington Cnr Albany Hwy and Cecil Ave Cannington

24 hours/7 days

BP South Perth Cnr Mill Point Rd and Harper St South Perth

24 hours/7 days

Gull Burswood Gt East Hwy Burswood

9355 2999 24 hours/7 days

Supermarkets

IGA South Perth 4 Harper Tce South Perth

9367 2260 8am-8pm - 7 days

IGA East Vic Park 860 Albany Hwy East Victoria Park

9470 2344

8am-9pm - 7 days

IGA Riverton

189 High Rd (Cnr Herald Ave) Riverton

9354 0000 8am-7pm – 7 days

IGA Carlisle 232 Orrong Rd Carlisle

9470 4998 7am-8pm – 7 days



Chemists

Beaufort Street 24 hour Pharmacy

647 Beaufort Street Mt Lawley

9328 7775 24 hours/7 days

Amcal Comm Pharmacy

144 Coode St (Cnr South Tce) Como

9367 1584 8am-8pm – 7 days

Soul Pattinson Chemist

779 Albany Hwy East Victoria Park

9361 1072

8am-10pm – M-F 8.30am-9pm Sat 9am-9pm Sun

Chemist Megamart Cannington

3/24 Cecil Ave Cannington

9458 3492

8am-8pm – M-F 8am-9pm Thurs 9am-6pm Sat/Sun

Wizard Warehouse Pharmacy Belmont

Belmont Village Shopping Centre Belmont Ave Belmont

9478 1819 8.30am-9pm 7 days

Equipment Hire

Kennards Hire

Cnr Nicholson Rd and Spencer Rd Cannington

9358 6366 9358 6366 - Recorded message will redirect to after hours number

Coates Hire 1512 Albany Highway (Cnr William St) Cannington

9451 5211

Temporary Fence Hire All suburbs 0418 666 605

24 hours/7 days

Pet Supplies

City Farmers

91 Belmont Ave Belmont

94774181 8.30am-5pm M-F 8.30am-5.30pm Sat 11am-5pm Sun

171 High Rd Willeton

9354 4525

Hardware

Bunnings Belmont Cnr Alexandr Rd and Abernethy Rd Belmont

9373 4800 7am-7pm weekends 7am-9pm weekdays

Bunnings Cannington 1347 Albany Hwy Cannington

9358 8900



Camping Supplies

Ray’s Outdoor 1480 Albany Hwy Cannington

9451 6044 9am-5.30pm M-F 9am-8pm Thur 9am-5pm Sat 11am-4.30pm Sun

BCF 17 William St Cannington

9350 5888 9am-5.30pm M-F 9am-8pm Thur 9am-5pm Sat 11am-5pm Sun

Water Supplies

Water Corporation Water Corp have a trailer located in Canning Vale and Balcatta, each holding 2000 x 600ML bottles of water, which we can access 24/7. Weight on trailer is 1400KG. Water Corp may be able to deliver the trailer, or have a contarctor deliver it, or we can collect, but will require 4WD.

9420 3347 George Basonovic

0417 180 677

TELEPHONE DIRECTORY ASSISTANCE 12456 YELLOW PAGES WWW.YELLOWPAGES.COM.AU WHITE PAGES WWW.WHITEPAGES.COM.AU NOTES:



Appendix 7 – Personal Support Services The provision of Personal Support Services, including practical assistance, emotional support, basic first aid services, information, referral, advocacy, advice, counselling, child care and psychological services, is to ensure that affected persons receive the necessary personal support to cope with the effects of loss, stress, confusion, trauma and family disruption.

(1) Departmental officers will work with other specialist agencies in providing this service. These include specialised counselling and psychological services, childcare facilities and self-help groups.

(2) Referral to information and advisory services on matters which may include other relief measures not necessarily provided by the Department, such as availability of grants and other forms of financial assistance, healthcare, provision of child care and financial counselling.

(3) A list of relevant agencies and services should be maintained by the District Emergency Services Officer and is included in this Appendix.

Type of Service Organisation Address Contact Details After Hours Contact

Psych counselling CPFS Cannington

Dept. of Education

See Appendix 2 For Contact Details.

Financial relief CPFS Cannington Financial support/advice Centrelink

Registration and inquiry

CPFS Cannington

Red Cross Personal support CPFS Cannington Red Cross Salvation Army Dept of Education Personal requisites CPFS Cannington

Disability Services

Disability Services Commission

Support for the Blind (Counseling and Soc. Work)

Association for the Blind of WA

16 Sunbury Rd, Victoria Park

(08) 9311 8202

Cultural Support and advice

Metropolitan Migrant Resource Centre

1/14 Chesterfield St Mirrabooka

(08) 9345 5755

Ethnic Communities Council (Peak Body) – Broad level advice only

(08) 9227 5322 No after hours contact



Type of Service Organisation Address Contact Details After Hours Contact

Multi Cultural Services Centre of WA

Ramdas Sankaran Exec Director

(08) 9328 2699 ramdas@@mscwa.com.au

0418 275 786

Translation and Interpreters

Translating and Interpreting Service

131 450 131 450

Interpreters Deaf Society of WA 46/5 Aberdeen St, East Perth

(08) 9441 2677 0410 017 540

Access to support from churches

Council of Churches (Churches of various denominations)

Revd Eira Clapton


After hours number to be supplied



Appendix 8 – Key Personnel and Contact Lists:

Name Organisation Work Contact After Hours Contact

CPFS 24 hour welfare coordination

Department for Child Protection and Family Support

Early Response Team 0418 943 835

0418 943 835

Department of Health – Statewide Duty Officer – Can organize a Doctor at a welfare centre and/or write out prescriptions.

Department of Health – Disaster Preparedness and Management Unit

9328 0553 Duty Officer 24/7

9328 0553 Duty Officer 24/7

Western Power Telstra Alinta Gas Western Power – Control Room

Note: Requests for provision of information and services from providers of utilities should generally be directed to the DCPFS Emergency Services Unit. The Unit has access to these service providers via the State Emergency coordination Group or OASG.

ESU Duty Officer 0418 943 835

Boyd Brown – Area General Manager

Telstra – Can provide a wireless connection for telephone service during an emergency

08 9726 7312 0418 748 197 [email protected]

0418 748 197

Information on road closures Main roads http://www.mainroads.wa.gov.au /alerts/default.aspx#

Information on road closures DFES http://www.dfes.wa.gov.au/internet

Weather BOM www.bom.wa.gov.au

DFES State Public Information Officer – To be used to circulate information regarding evacuation centre location

DFES Email: [email protected] Landline: 92255955 (diverts to Communication centre if not answered) Mobile: 0427479499

Indigenous services/advice Dept for Aboriginal Affairs John Brinkman 9274 4288

0407 886 713

Derbarl Yerrigan Health Service 156 Wittenoom St, East

(08) 9421 3888 (Admin) (08) 9421 3801 (Medical Clinic)



Perth Name Organisation Work Contact After Hours

Contact Special Event Crowd Control Services (To be used only where Police cannot provide this service)

Jaguar Security Services Natale Security Services Icon Security

0433 119 165 9203 5743 9490 7869

0433 119 165 0418 953 0939490 7869

Camille Le Geois Margaret Mairata Multi Cultural Services Officers

Centrelink (can provide support and information regarding CALD groups.

(08) 94648186 (08) 94648139

0411670812

Clint Dann Deanne Reed Indigenous Services Officers

Centrelink 0428 635 446 0447861040

Possible accommodation/Transport

RAAF Pearce Airbase Squ Leader Murray Sullivan Ph: 9571 7120 Mob: 0408 427 195 Fl Sgt Paul Manson Ph: 95717601

Maria McAtackney CEO

Noongar Patrol System 92284211 [email protected]

0403 228 960

Lifelines LIFELINES – PUBLIC INFORMATION PHONE/FAX DFES Public Information Line 13 DFES (13 3337)

www.dfes.wa.gov.au/Pages/default.aspx

Main Roads Western Australia (MRWA) ‐ Primary public contact point for road closure information

Phone: 138 138 Fax: 9323 4400 www.mainroads.wa.gov.au

Alinta Gas 13 13 58 Optus 131 344 Public Transport Authority 9326 2000 or 9220 9999 SES 132 500 Telstra 132 203 Water Corporation 13 13 75 Western Power Phone: 13 13 51

Fax: 9345 8822 Horizon Power Powerlines – 13 23 51



Residential – 1800 267 926



Appendix 9 – Animal Welfare Families and individuals may arrive at the Welfare Evacuation Centre with a variety of animals, and may need to stay at the ‘centre’ for a period of time, including overnight stays. Animals are not permitted to enter buildings for health and safety reasons, and therefore options may need to be explored to cater for the needs of the families and individuals who arrive with animals. Concern for the welfare of pets can be a major stress factor in evacuees and therefore the need to address these concerns should not be overlooked. Possible options to address the needs of evacuees who arrive with animals are set out below; 1. Evacuees who arrive with animals should be encouraged to register and then

relocate with the animals to friends or family. 2. The City of Fremantle has an ‘Animal Welfare Plan’ which may be of assistance if

evacuees arrive at the Welfare Evacuation Centre with animals. 3. Local Government Authorities may be able to offer assistance via their Ranger

Services. 4. Consider contacting local Dog and Cat boarding facilities via use of search on

www.whitepages.com.au OR www.yellowpages.com.au OR internet search engine such as Google OR Directory Assistance on 12456

Other useful contacts are listed below:

Balcatta Veterinary Hospital (24 hrs) 59 Erindale Road, Balcatta Phone: 9344 2341

Murdoch Pet Emergency Centre (24 hrs) Emergency & Critical Care 1300 652 494

Fauna Rehabilitation Centre 170 Camboon Road Malaga Phone: 9249 3434

Wildlife Help Line (for injured wildlife) Dept Parks and Wildlife (Wildcare) – 9474 9055 (6am to 10PM)

Cat Haven 23 Lemnos Street, Shenton Park Phone: 9442 3600

Swan Animal Haven Lot 1 Kalamunda Road, South Guildford Phone: 9279 8485

Dog Refuge Home 30 Lemnos Street, Shenton Park Phone: 9381 8166

RSPCA 108 Malaga Drive Malaga 6090 Phone 9209 9300

Animal Protection Society 9398 6616 www.animalprotectionsociety.westnet.com.au

Best Friends Dog Rescue 0415 779 610



K9 Dog rescue Mandurah 9581 9005 www.k9dogrescue.com John Home 9581 7332

www.petaddress.com.au Data base for micro chipped pets. National Animal ID Register 24 hour hotline 1800 025 461 Central animal ID register 24 hour hotline 1800 333 202. After hours 0419 591 996

Native Ark (for injured or rescued native animals) 172 Hope Rd Bibra Lake 8am-8pm 7 days a week 94177105 A/H 0487 922 484 – Metro area only

Pet Supplies

City Farmers

91 Belmont Ave Belmont

94774181 8.30am-5pm M-F 8.30am-5.30pm Sat 11am-5pm Sun

171 High Rd Willeton

9354 4525



Appendix 10 – Distribution List: This plan has been distributed electronically to: Department for Child Protection and Family Support

Cannington District Office Staff plus hard copies – located in

o Local Welfare Coordinator Guide and Checklist folder Emergency Services Unit Staff

Local Emergency Management Committee

City of Belmont, Town of Victoria Park, City of Canning, and City of South Perth Local Emergency Management Committee/s (Controlled Document)

Welfare Coordination Group – can use the table below to record the agencies

List the agencies

Name Agency Address Email &/or Postal

Contact Details


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Appendix 11 – The Department’s Standard Operating Procedures:


P:EM\Local Welfare Plans\metro\cannington\cannington region Page 56 of 56

Appendix 12 – Glossary In accordance with SEMC State Emergency Management Plans Development Guide, only terms and acronyms used in this document which are not identified in the Emergency Management Western Australia Glossary are included here. EMERGENCY SERVICES COORDINATOR – an appointed officer of the Department for Child Protection and Family Support authorised to activate responses to emergencies and approve emergency expenditure and utilisation of resources to meet the emergency welfare requirements. FUNCTIONAL TEAM LEADER – a person tasked to coordinate the delivery of service provision for one of the 6 (six) Welfare defined functional areas (Accommodation, Catering, etc). The term Functional Team Leader relates to the specific task to be performed not the title of the incumbent (i.e. the Functional Team Leader may be a Department Team Leader, Manager, Project officer but is performing the task of Functional Team Leader) LOCAL GOVERNMENT WELFARE COORDINATOR – the nominated representative of the Local Government Authority which has elected to assume the responsibility to coordinate the welfare response during emergencies, and liaise with the Welfare Coordinator of the Department. REGISTRATION – The process of accurately recording on registration forms appropriate details of all persons affected by an emergency and who are temporarily in a Welfare Centre or other location under the authority of the Emergency Services. STATE WELFARE COORDINATOR – the nominated representative of the Director General, Department for Child Protection and Family Support, with the responsibility to coordinate the welfare response to emergencies. SUPPORT AGENCY OFFICER – are officers from each Welfare Support Agency provided to the Department to assist in the management of the welfare response, as outlined in Section 3.1.3 of this plan. WELFARE CENTRE – any centre established for the purpose of provision of emergency welfare support services to persons affected by an emergency. The facility may be named an Evacuation Centre, Accommodation Centre, Relief Centre, Recovery Centre, One-Stop-Shop or other name as appropriate. For the purposes of this plan all such facilities are classified as a Local Welfare Centre. WELFARE CENTRE COORDINATOR – a person appointed by the District Director or Welfare Coordinator to manage the functioning of a Welfare Centre. Usually a senior Department for Child Protection and Family Support staff member. WELFARE COORDINATOR – are the Department’s staff member appointed by the District Director for the Department and have responsibilities as outlined in Section 2.6 of this plan. WELFARE SUPPORT AGENCY – a participating organisation whose response in an emergency is to provide assistance to functions under this plan.

Local Recovery Plan

LOCAL RECOVERY PLAN

12 JUNE 2017

CITY OF BELMONT / TOWN OF VICTORIA PARK

Local Recovery Plan

TABLE OF CONTENTS PART ONE: INTRODUCTION ................................................................................................................... 1

1.1 Authority ......................................................................................................................................... 1

1.2 Purpose .......................................................................................................................................... 1

1.3 Objectives ...................................................................................................................................... 1

1.4 Scope .............................................................................................................................................. 1

PART TWO: RELATED DOCUMENTS AND ARRANGEMENTS ....................................................... 2

PART THREE: RESOURCES .................................................................................................................... 3

3.1 Resources ...................................................................................................................................... 3

3.2 Local Recovery Coordination Centre ......................................................................................... 3

3.3 Financial Arrangements ............................................................................................................... 4

3.3.1 Insurance of Assets .............................................................................................................. 4

3.3.2 Internal Funding .................................................................................................................... 4

3.3.3 Financial Records ................................................................................................................. 4

3.3.4 External Funding ................................................................................................................... 4

PART FOUR: ROLES AND RESPONSIBILITIES .................................................................................. 5

4.1 Controlling Agency ........................................................................................................................ 5

4.2 Local Recovery Coordinator ........................................................................................................ 5

4.3 The Role and Functions of the Local Recovery Coordinator ................................................. 5

4.3.1 Role ......................................................................................................................................... 5

4.3.2 Functions ................................................................................................................................ 5

4.4 The Local Recovery Coordinating Group .................................................................................. 6

4.4.1 Core Membership ................................................................................................................. 6

4.4.2 The Role and Functions of the Local Recovery Coordinating Group ........................... 6

4.4.2.1 Role ......................................................................................................................................... 6

4.4.2.2 Functions ................................................................................................................................ 6

4.5 Local Recovery Coordinating Group Subcommittees (where required) ............................... 7

4.5.1 Community (or Social) Subcommittee Functions ............................................................. 7

4.5.2 Environment (or Natural) Subcommittee Functions ........................................................ 7

4.5.3 Infrastructure (or Built) Subcommittee Functions ............................................................ 8

4.5.4 Finance (Economic) Subcommittee ................................................................................... 8

PART FIVE: COMMUNICATIONS .......................................................................................................... 10

5.1 Communication Plan .................................................................................................................. 10

Local Recovery Plan

ATTACHMENTS ......................................................................................................................................... 11

Attachment 1: Contacts and Resources List ...................................................................................... 11

Attachment 2: Local Recovery Coordinator/Coordinating Group Action Checklist....................... 23

Attachment 3: Operational Recovery Plan Template ........................................................................ 25

Local Recovery Plan Page 1

PART ONE: INTRODUCTION

1.1 Authority

The Local Recovery Plan has been prepared in accordance with Section 41(4) of the Emergency Management Act 2005 and forms a part of the Local Emergency Management Arrangements for the City of Belmont and Town of Victoria Park. This includes the identification of a Local Recovery Coordinator and inclusion of a Recovery Plan as detailed in State Emergency Management Policy 6 Recovery – 6.3.2.

This plan has been endorsed by the City of Belmont/Town of Victoria Park Local Emergency Management Committee and has been tabled for information and comment with the South East Metropolitan District Emergency Management Committee.

1.2 Purpose

The purpose of the Local Recovery plan is to describe the arrangements for effectively managing recovery at a local level, including accountability and responsibility.

1.3 Objectives

The objectives of the Plan are to: • Describe the roles, responsibilities, available resources and procedures for the management

of recovery from emergencies for the City of Belmont and Town of Victoria Park • Establish a basis for the coordination of recovery activities at the local level • Promote effective liaison between all Hazard Management Agencies (HMA), emergency

services and supporting agencies, which may become involved in recovery management • Provide a framework for recovery operations.

1.4 Scope

The scope of this recovery plan is limited to the boundaries of City of Belmont and Town of Victoria Park and forms a part of its joint Local Emergency Management Arrangements. It details the local recovery arrangements for the community. In developing this plan, consideration has been given to the dynamics and complexities within the community of City of Belmont and Town of Victoria Park and the organizations themselves including: • After hours, weekends and public holidays • Culturally and Linguistically Diverse (CALD) Communities • Perth Airport • Major transport links.


PART TWO: RELATED DOCUMENTS AND ARRANGEMENTS

Document / Agreement Summary of Document / Agreement

State Emergency Management Policies and State Emergency Management Plans

To enable integrated and coordinated delivery of emergency management within the City of Belmont and the Town of Victoria Park, these arrangements are consistent with State Emergency Management Policies and State Emergency Management Plans

Local Emergency Management Plan for the Provision of Welfare Support - Cannington District

Reference should also be made to the Department for Child Protection and Family Services "Local Emergency Management Plan for the Provision of Welfare Support- Cannington District"

CoB/ToVP Share Resources Agreement

City of Belmont and Town of Victoria Park share a reciprocal agreement to share equipment and resources in an emergency to the extent that the equipment and resources are available under the prevailing conditions.

ToVP / Crown Resorts (Burswood Casino)

Use of facility in the event that own facility is unavailable in a ‘crisis event’

CoB Crisis (Issues) Communication Management Plan

Internal City of Belmont document providing a framework of how the City of Belmont’s Communications Team will deal with a crisis and defines the roles and responsibilities of the communications team. It also lists the Crisis Communication Management Team (CCMT), their responsibilities and an action plan which should be followed during a crisis.


PART THREE: RESOURCES

3.1 Resources

The resources available for recovery have been identified and are included in Attachment 1.

Resources may include local government staff and volunteers, emergency management agencies, subject matter experts and contacts, local government facilities, plant, equipment and transport vehicles.

3.2 Local Recovery Coordination Centre

The decision of where to establish the Local Recovery Coordination Centre will be made by the Local Recovery Coordinator and depend upon the location, extent and severity of the emergency.

The following table identifies suitable Local Recovery Coordination Centre's in the local government area:

Centre Name Address Capacity and Available Resources Contacts

Local Recovery Coordination Centre (LRCC) City of Belmont

Rem

oved

for c

onfid

entia

lity

• Capacity: 50ppl max • Whiteboard • 3 x Laptops • EM Phones (x4) • 2-Way system • Fax • Photocopier • Maps • O/head projector

Rem

oved

for c

onfid

entia

lity

Alternate LRCC City of Belmont

• Whiteboard • 3 x Laptops • 2-Way system • Fax • Photocopier • Maps • O/head projector

Local Recovery Coordination Centre (LRCC) Town of Victoria Park

• Whiteboards • 5 x Computers • 2 x Laptops • 1 x Dedicated interactive

screen • Fax • Photocopier • Phone Line

Alternate LRCC Town of Victoria Park

Waiting for information from ToVP


3.3 Financial Arrangements

3.3.1 Insurance of Assets

The City of Belmont and Town of Victoria Park have arrangements in place to insure their assets.

3.3.2 Internal Funding

The following arrangements have been made to fund recovery activities if necessary:

• The use of s6.8(1)(b) or (c) of the Local Government Act 1995 - expenditure not included in the annual budget can be authorised in advance by an absolute majority decision of the Council, or by the mayor in an emergency and then reported to the next ordinary meeting of the Council.

• The use of s6.11(2) to utilise a cash reserve established for another purpose, subject to one month’s local public notice being given of the use for another purpose. Local Government (Financial Management) Regulations 1996 – regulation 18(a) provides an exemption from giving local public notice to change the use of money in a reserve where the mayor has authorised expenditure in an emergency. This would still require a formal decision of the Council before money can be accessed.

• The use of s6.20(2) to borrow funds, subject to one month’s local public notice of the proposal and exercising of the power to borrow by an absolute majority decision of the Council.

3.3.3 Financial Records

To ensure accurate records of costs associated with an emergency, specific cost centres to which all costs associated with the recovery process have been allocated:

City of Belmont 914001 – Emergency Response Reimbursements 914002 – Emergency Response Reimbursements Event

Town of Victoria Park 14774.1289 – Emergency Response

3.3.4 External Funding

The State Emergency Management Plan for State level Recovery Coordination (Westplan Recovery Coordination) outlines the States recovery funding arrangements. Relief programs include:

• Western Australia Natural Disaster Relief and Recovery Arrangements (WANDRRA) • Centrelink • Lord Mayor's Distress Relief Fund (LMDRF).

Information on these relief arrangements can be found in the State Emergency Management Plan for State level Recovery Coordination (Westplan - Recovery Coordination, 2014).


PART FOUR: ROLES AND RESPONSIBILITIES

The roles and responsibilities of those involved in recovery management are outlined below.

4.1 Controlling Agency

The Controlling Agency with responsibility for the response to an emergency will initiate recovery activity during the response to that emergency. To facilitate recovery it will:

• liaise with the Local Recovery Coordinator include him or her in the incident management arrangements including the Incident Support Group and Operations Area Support Group.

• undertake an initial impact assessment for the emergency and provide that assessment to the Local Recovery Coordinator and the State Recovery Coordinator.

• coordinate and complete the Comprehensive Impact Assessment, prior to cessation of the response, in accordance with the approved procedure, and in consultation with the Incident Support Group, all affected local governments and the State Recovery Coordinator.

• Provide risk management advice to the affected community (in consultation with the HMA).

4.2 Local Recovery Coordinator

The Director Technical Services has been appointed as the Local Recovery Coordinator for the City of Belmont in accordance with the Emergency Management Act 2005, S 41. (4). The Coordinator Community Safety will act in the role if the primary appointee is unavailable when an emergency occurs.

The Director Renew Life Program has been appointed as the Local Recovery Coordinator for the Town of Victoria Park in accordance with the Emergency Management Act 2005, S 41. (4). The Director Business Life will act in the role if the primary appointee is unavailable when an emergency occurs.

4.3 The Role and Functions of the Local Recovery Coordinator

4.3.1 Role

The Local Recovery Coordinator is responsible for the development and implementation of recovery management arrangements for the local government, in conjunction with the Local Recovery Coordinating Group.

4.3.2 Functions

• Ensure the Local Recovery Plan is established • Liaise with the Controlling Agency, including attending the Incident Support Group and

Operations Area Support Group meetings where appropriate • Assess the community recovery requirements for each event, in conjunction with the HMA,

Local Emergency Coordinator (LEC) and other responsible agencies • Provide advice to the Mayor and Chief Executive Officer (CEO) on the requirement to convene

the Local Recovery Coordinating Group (LRCG) and provide advice to the LRCG if convened • Ensure the functions of the Executive Officer are undertaken for the Local Recovery

Coordinating Group • Assess for the LRCG requirements for the restoration of services and facilities with the

assistance of the responsible agencies where appropriate • Determine the resources required for the recovery process in consultation with the Local

Recovery Coordinating Group • Coordinate local level recovery activities for a particular event, in accordance with plans,

strategies and policies determined by the LRCG


• Monitor the progress of recovery and provide periodic reports to the Local Recovery Coordinating Group and State Recovery Coordinating Group, if established

• Liaise with the State Recovery Coordinator on issues where State level support is required or where there are problems with services from government agencies locally

• Facilitate the acquisition and appropriate application of the resources necessary to ensure an effective recovery

• Ensure the recovery activities are consistent with the principles of community engagement and communication with the community is regular, timely and accurate

• Arrange for the conduct of an operational debriefing of all participating agencies and organisations as soon as possible after cessation of the arrangements

• Arrange for an evaluation of the effectiveness of the recovery activities in relation to the recovery plan, within 12 months of the emergency

Attachment 2 of this Plan provides a Local Recovery Coordinator/Coordinating Group Action Checklist.

4.4 The Local Recovery Coordinating Group

4.4.1 Core Membership

The Local Recovery Coordinating Group comprises a core membership of:

• Local Recovery Coordinator • Senior Management Group • Mayor and/or nominated Councillor/s • Business Leadership Team (members as requested) • Department of Child Protection and Family Services (DCPFS) • Participating agencies (DFES, WAPOL, Western Power, Alinta Gas, Water Corporation,

MRWA, Opt of Health as required) • Community representatives

4.4.2 The Role and Functions of the Local Recovery Coordinating Group

4.4.2.1 Role

The role of the Local Recovery Coordinating Group is to coordinate and support local management of the recovery processes within the community.

4.4.2.2 Functions

The functions of the Local Recovery Coordinating Group are:

• Establish subcommittees as required • Assess requirements, based on the impact assessment, for recovery activities relating to the

social, built, economic and natural wellbeing of the community with the assistance of the responsible agencies where appropriate

• Develop an operational plan for the coordination of the recovery process for the event that: − takes account of the local government long term planning and goals − includes an assessment of the recovery needs and determines which recovery functions

are still required − develops a timetable and identifies responsibilities for completing the major activities − considers the needs of youth, the aged, the disabled, and culturally and linguistically

diverse (CALD) people − allows full community participation and access; and


− allows for the monitoring of the progress of recovery − refer to Attachment 3 for template

• Oversee the delivery of projects that support the social, built, economic and natural environments of recovery to ensure that they are community-owned and targeted to best support the recovery of impacted communities

• Facilitate the provision of services, public information, information exchange and resource acquisition

• Provide advice to the State and Local Government/s to ensure that recovery programs and services meet the needs of the community

• Negotiate the most effective use of available resources including the support of State and Commonwealth agencies

• Monitor the progress of recovery, and receiving periodic reports from recovery agencies • Ensure a coordinated multi agency approach to community recovery:

− Provide a central point of communication and coordination for the actions of the wide range of recovery-related services and projects being progressed outside of the direct control of the Committee

− Make appropriate recommendations, based on lessons learnt, to the LEMC to improve the community's recovery preparedness.

4.5 Local Recovery Coordinating Group Subcommittees (where required)

It may be appropriate to consider establishing one or more subcommittees to assist the Local Recovery Coordinator and Coordinating Group by addressing specific components of the recovery process.

Consideration will be given to establishing the following subcommittees, dependent on the nature and extent of the recovery:

1. Community (Social) 2. Infrastructure (Built) 3. Environment (Natural) 4. Finance (Economic)

4.5.1 Community (or Social) Subcommittee Functions

Objectives:

• To provide advice and guidance to assist in the restoration and strengthening of community well-being post the event

• To facilitate understanding on the needs of the impacted community in relation to community wellbeing

• To assess and recommend priority areas, projects, and events to assist with the recovery process in the immediate and short-term regarding the restoration and strengthening of community wellbeing

• To assess and recommend medium and long term priority areas to the local government for consideration to assist in the restoration and strengthening of community wellbeing

• To ensure the affected community is informed and involved in the recovery processes so actions and programs match their needs

4.5.2 Environment (or Natural) Subcommittee Functions

Objectives:

• To provide advice and guidance to assist in the restoration of the natural environment post the event

• To facilitate understanding of the needs of the impacted community in relation to environmental restoration


• To assess and recommend priority areas, projects and community education to assist with the recovery process in the immediate and short-term regarding the restoration of the environment including weed management and impacts on wildlife

• To assess and recommend medium and long term priority areas to the local government for consideration to assist in the restoration of the natural environment in the medium to long term

4.5.3 Infrastructure (or Built) Subcommittee Functions

Objectives:

• Assist in assessing requirements for the restoration of services and facilities in conjunction with the responsible agencies where appropriate

• To provide advice and assist in the coordination of the restoration of infrastructure assets and essential services damaged or destroyed during the emergency

• To assess and recommend priority infrastructure projects to assist with the recovery process in the immediate and short, medium and long term

4.5.4 Finance (Economic) Subcommittee

To make recommendations to the Lord Mayor's Distress Relief Fund (LMDRF) on the orderly and equitable disbursement of donations and offers of assistance to individuals having suffered personal loss and hardship as a result of the event.

Objectives:

• The development of eligibility criteria and procedures by which payments from the LMDRF will be made to affected individuals which:

− ensure the principles of equity, fairness, simplicity and transparency apply − ensure the procedures developed are straightforward and not onerous to individuals

seeking assistance − recognise the extent of loss suffered by individuals − complement other forms of relief and assistance provided by government and the private

sector − recognise immediate, short, medium and longer term needs of affected individuals − ensure the privacy of individuals is protected at all times

• Facilitate the disbursement of financial donations from the corporate sector to affected individuals, where practical

Sample LMDRF Eligibility Criteria and Levels of Financial Assistance (Criteria used by the Shire of Mundaring for the ParkerVille-Stoneville-Mt Helena Fire on 12 January 2014)

Owners/Owner Occupiers For Owners/Owner Occupiers of properties impacted by the event, there are three levels of LMDRF grant assistance available as follows:

• Level One - shall apply in those instances where the house/house and contents have been totally destroyed

• Level Two - shall apply in those instances where the house/house and contents have been damaged but the house remains habitable

• Level Three - shall apply in those instances where there has been other property damage/loss, e.g. sheds, shed contents, pergolas, outdoor furniture etc.


Occupiers For Occupiers (those renting) of properties impacted by the event, there are two levels of LMDRF grant assistance available as follows:

• Level Four - shall apply in those instances where the house contents have been totally destroyed as a consequence of the house being totally destroyed

• Level Five - shall apply in those instances where there has been partial damage/loss of house contents and other personal effects


PART FIVE: COMMUNICATIONS

5.1 Communication Plan

Communications will be undertaken using the 'City of Belmont Crisis (Issues) Communication Management Plan’, ‘City of Belmont Communication Strategy’, and ‘Town of Victoria Park Communications Protocols', and will address the community and other target audiences by a variety of methods.

Key groups who need to receive recovery information, the methods available and potential locations where information can be provided are detailed below:

Who needs information? How-what communication methods will be used?

Where will the information be provided?

• Affected community • Recovery workers • Support agencies • Vulnerable groups • Media

• Social media • Website • Press releases • Face to face • Notice Board • Radio • TV

• Public meeting venues • One-stop-shop locations • Online • TV • Radio


ATTACHMENTS Attachment 1

Contacts and Resources List



Attachment 2: Local Recovery Coordinator/Coordinating Group Action Checklist

LOCAL RECOVERY COORDINATOR/COORDINATING GROUP ACTION CHECKLIST

(Please note this listing is a guide only and is not exhaustive)

Task Description Complete

24 to 48 hours*

Local Recovery Coordinator to contact and alert key local contacts

Local Recovery Coordinator to liaise with the Controlling Agency and participate in the incident management arrangements, including the Incident Support Group and Operations Area Support Group where appropriate

Local Recovery Coordinator to receive initial impact assessment from the Controlling Agency

Local Recovery Coordinator to determine the need for the Local Recovery

Coordinating Group to be convened and its members briefed, in conjunction with the local government

Local Recovery Coordinator and the local government to participate in the determination of state involvement in conjunction with the State Recovery Coordinator

Meet with specific agencies involved with recovery operations to determine actions

Further develop and implement event specific Communication Plan, including public information, appointment of a spokesperson and the local governments internal communication processes

Consider support required, for example resources to maintain a record of events and actions

Within 1 week

Participate in consultation on the coordination of completion of a Comprehensive Impact Assessment by the Controlling Agency

Activate a recovery coordination centre if required

Identify special needs groups or individuals

Determine the need to establish subcommittees, and determine functions and membership if necessary

Develop an Operational Recovery Plan which determines the recovery objectives and details the recovery requirements, governance arrangements, resources and priorities

Confirm whether the event has been proclaimed an eligible natural disaster under the WA Natural Disaster Relief Arrangements and if so what assistance measures are available


Manage offers of assistance, incl. volunteers, material aid and donated money.

Report to organisational hierarchy on likely costs/impact of involvement in recovery activities

Activate outreach program to meet immediate needs and determine ongoing needs. Issues to be considered should include the need for specialist counselling, material aid, accommodation, financial assistance and social, recreational and domestic facilities.

Establish a system for recording all expenditure during recovery (includes logging expenditure, keeping receipts and providing timesheets for paid labour)

Consider establishing a call centre with prepared responses for frequently asked questions

Establish a 'one-stop shop' recovery centre to provide the affected community with access to all recovery services.

Manage restoration of essential infrastructure/utilities.

Brief media on the recovery program.

Within 12 months

Determine longer-term recovery strategies

Debrief recovery agencies and staff

Implement transitioning to mainstream services

Evaluate effectiveness of recovery within 12 months of the emergency

*Timeframes are approximate only


Attachment 3: Operational Recovery Plan Template

OPERATIONAL RECOVERY PLAN

(Suggested composition/layout following a major emergency)

City of Belmont Local Recovery Coordinating Group

Operational Recovery Plan

Emergency: (type and location)

Date of Emergency:

Section 1

Introduction

• Background on the nature of the emergency or incident • Aim or purpose of the plan • Authority for plan.

Section 2

Assessment of Recovery Requirements

• Details of loss and damage to residential, commercial and industrial buildings, transport, essential services (including State and Local Government infrastructure)

• Estimates of costs of damage • Temporary accommodation requirements (includes details of evacuation centres) • Additional personnel requirements (general and specialist) • Human services (personal and psychological support) requirements • Other health issues.

Section 3

Organisational Aspects

• Details the composition, structure and reporting lines of the groups/committees and • subcommittees set up to manage the recovery process • Details the inter-agency relationships and responsibilities • Details the roles, key tasks and responsibilities of the various groups/committees and those

appointed to various positions including the Recovery Coordinator.

Section 4

Operational Aspects

• Details resources available and required • Redevelopment Plans (includes mitigation proposals) • Reconstruction restoration programme and priorities, (including estimated timeframes) • Includes programs and strategies of government agencies to restore essential services and

policies for mitigation against future emergencies • Includes the local government program for community services restoration • Financial arrangements (assistance programs (NDRRA), insurance, public appeals and

donations • Public information dissemination.


Section 5

Administrative Arrangements

• Administration of recovery funding and other general financial issues • Public appeals policy and administration (including policies and strategies for office and living

accommodation, furniture and equipment details for additional temporary personnel).

Section 6

Conclusion

Summarises goals, priorities and timetable of plan.

Signed by:

25/07/2017 __________________________________ ____________________ Chair, Local Recovery Coordinating Group Date: