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2016
COMBINED
DISTRICT EMERGENCY
MANAGEMENT
COMMITTEE EXERCISE
POST
EXERCISE REPORT EXERCISE R.E.D.
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CONTENTS
1. Executive summary ............................................................................... 2
2. Exercise Concept ................................................................................... 5
3. The Exercise ........................................................................................... 6
4. Exercise Evaluation ............................................................................... 8
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1. EXECUTIVE SUMMARY
Exercise R.E.D. was written and facilitated by the Executive Officers
of the Great Southern and Goldfields-Esperance District Emergency
Management Committees. It was conducted on the 18th October
2016 at the Esperance Civic Centre, Council Place Esperance.
A total of 28 attendees from 12 agencies travelled from various
locations including Albany, Perth, and Kalgoorlie to participate in
the exercise. For details of attendees please refer to attachment 1.
The exercise scenario was developed to be a ‘worst case but
credible’ scenario utilising a level 3 natural hazard event designed to
reflect complexity of the emergency management environment.
The scenario was based on Tropical Cyclone Ned which tracked
south along the Western Australian coast in 1989, crossing the
south west corner and exiting into the ocean as a category one
cyclone between Hopetoun and Esperance. TC Ned caused wind
and flood damage across a large area in the south of the state, the
exercise reflected this having widespread impacts across the local
government areas of Narrogin, Lake Grace, Ravensthorpe,
Esperance and Dundas, encouraging participants to look at the
event from a strategic district focus.
Exercise R.E.D. was a syndicate progressive style
(discussion/desktop) exercise. Participants were injected into a
range of situations with questions and were required to formulate
and present a response on behalf of their agency. The exercise was
run as a continuous activity over half a day.
The exercise facilitators used capability areas from the Emergency
Management Capability Framework as a measure for evaluation and
to this end themed the objectives under the relevant areas for the
final analysis. Evaluation information was collected from the
participants throughout the day at the end of each special idea and
at the end of the exercise participants were asked to reflect on key
issues learnt and actions to be taken. Exercise facilitators collated
participant ideas and comments on evaluation forms throughout
the exercise. The details of the evaluation as measured against the
capability framework are listed in section 3.
While the aim of the exercise was to explore ways in which to build
closer inter-agency coordination (particularly across borders), the
exercise in itself provided an excellent opportunity for multi-agency
networking and relationship building, with many participants
sharing their processes, capabilities and limitations during
discussions.
This report captures outcomes in two ways, firstly facilitator
observations have been listed under “findings” and key actions
which participants wanted to see progressed have been identified
as “opportunities”. They are presented numerically in the order they
appear in the report.
Findings.
1. Though they were involved in the initial decision to hold this
exercise in Esperance, and keen to attend, due to some
operational and internal schedule conflicts many senior
district HMA representatives were not present at the district
exercise. This is reflective of real life events and illustrates
the limitations of these resources, particularly in an isolated
area such as Esperance.
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2. Participants fully understood the importance of inter-agency
coordination and discussed a number of strategies to ensure
this occurred in a major event. They placed significant
emphasis on the importance of professionally run and
effective multi agency support meetings in both
preparedness and response.
3. Participants were very aware of the difficulties that local
government in particular face when trying to maintain
current resource registers for their communities as part of
their Local Emergency Management Arrangements (LEMA).
They were keen to see agencies take the initiative and
responsibility to ensure their resources/contact details were
maintained and information shared. The main forums for
this would be the LEMC and DEMC, but could also include
pre-season exercises, workshops and other preparedness
activities.
4. The exercise facilitators were pleasantly surprised at the
understanding and willingness of agencies to support the
Comprehensive Impact Assessment (CIA) and the recovery
hand over process. The strategies suggested to assist the
HMA/CA were practical solutions that involved assistance
from themselves as members of ISGs or OASGs.
Opportunities.
1. Agencies be encouraged to take responsibility to ensure
their contacts and resource lists are updated and current on
all websites and lists. (Including LEMC/DEMC).
2. LEMCs and DEMCs to encourage more of a focus on cross
boundary contact lists, ensuring current lists extend to
include neighbours. Contact lists must have secondary
contacts, be well maintained and updated quarterly.
3. HMAs and CAs raise awareness with their local level staff to
ensure they have a complete understanding of the
established coordination arrangements for multi-agency
support groups and have awareness of the tools and
templates that are available to assist.
4. To develop a GIS tool with the ability to turn on individual
layers which indicate each agencies boundary and regional
centres.
5. Given the amount of impact to communications and
transport routes, further isolating the area, the participants
focussed strongly on the necessity to utilise the resources
available at the local level.
MOUs and understandings across local level organisations
(i.e. mining companies) and other agencies who may not
necessarily have an emergency management role, should be
sought through the LEMC during preparedness planning.
6. To ensure all agencies (such as the Water Corporation) have
access to the SEMC website and all district portals to access
contacts as required.
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7. Awareness needs to be raised across all agencies in regard
to their role in the collation of accurate information for the
CIA.
8. CAs could consider adding the CIA information as a standing
item on the ISG/OASG agenda.
9. The CIA template could be altered so that agency
information appears in separate agency sections, and this
can be provided as an attachment from each individual
agency.
Observation:
The facilitators would like to take this opportunity to highlight
policy is silent on where a report such as this one should be tabled,
where the findings and opportunities should be sent and what
actions should be taken from here. In the absence of clear direction
and as this exercise was a result of DEMC business it will be tabled
at the Great Southern and Goldfields-Esperance DEMCs for
consideration and provided to the exercise participants.
The facilitators took the opportunity to evaluate the overall
effectiveness of the methodologies used to run the exercise,
including the number of objectives, credibility of the scenario,
relevancy of all questions, delivery method and the evaluation
process. In conclusion, Exercise R.E.D. was considered to be an
excellent learning opportunity for participants who also provided
ideas on strategies to address the many challenges of multi-agency
coordination in the preparedness, response and recovery phases
across a variety of agency boundaries. By aiming to achieve key
objectives in the Emergency Management Capability Framework,
significant progress can be made to increase resilience across the
districts.
The Great Southern and Goldfields-Esperance District Advisors
would like to thank all the agencies and participants for and
bringing a wide range of expertise to the table. Our thanks also to
the Shire of Esperance for their assistance and use of the Esperance
Civic Centre.
Cyclone weakens but WA braces
for 'perfect storm'
PHOTO: The bureau is worried a perfect storm could develop.(BoM)
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2. EXERCISE CONCEPT
In 2015 Western Australia experienced a number of significant
bushfire events. The first event being January 2015 when a lightning
strike started a bushfire in the Shire of Boddington and in
November 2015 a complex of bushfires affected the Shire of
Esperance. Both incidents held a number of commonalities; however
this exercise has been designed to focus on the issue of District
preparedness by addressing identified capability gaps in a multi-
agency environment. This translates to a need to explore factors
where there is a high degree of complexity surrounding agency
boundaries, areas of responsibility, resourcing, multi-agency
coordination structures, State EM policy and understanding the
impact ripple effect.
The Major Incident Review of the Esperance District Fires (March
2016) noted;
The district emergency management arrangements enabled a
broader set of agencies to plan for the response, although
differences in agency boundaries constrained this to some
extent
However, one breakdown in this broader level of regional inter‐
agency coordination was identified. There are differences in the
boundaries of emergency management response and support
agencies, which are different again from the emergency management
district boundaries. Esperance is in the Goldfields‐Esperance
emergency management district. This meant that the Esperance
DEMC agencies were not included in the DEMC briefings that took
place in Albany on 16 and 17 November, although all affected Shire
CEOs in the DFES Great Southern region were briefed by the regional
office. This may have resulted in a less coordinated response across
the whole of the region, with Esperance disconnected from the actions
being taken at a regional level by the DEMC.
DEMC Support to the Exercise Concept.
At its ordinary meeting on the 1 June 2016 the Goldfields –
Esperance DEMC discussed the need to conduct an exercise,
potential objectives, scenarios, attendees and dates. Due to the
cross boundary issues, an invitation was extended to the Great
Southern DEMC to participate. At its ordinary meeting held 7 July
2016 the Great Southern DEMC reviewed the proposal and agreed
to participate.
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3. THE EXERCISE
Overview
The Shire of Esperance is very remote. It is 700 kilometres from
Perth, 480 kilometres from Albany and 390 Kilometres from
Kalgoorlie. Exercise R.E.D was designed to take account of the
complexities of preparing for major emergencies in remote
locations, in particular where there are multiple single points of
failure in infrastructure, limited resources, competing priorities and
lengthy resource deployment times. The exercise focuses on
building relationships between departments and agencies from the
different emergency management districts and to develop an
understanding of roles, responsibilities, and resources.
Aim
To develop cross boundary emergency coordination arrangements
between agencies in major emergencies. To explore, verify and
build inter-agency and inter EM district relationships.
Objectives
1. To develop a sound understanding of where specific agency
boundaries fall.
2. To identify all agencies that might be involved. (Are they
captured in existing documentation, do we know who and
where they are?)
3. To share resource availability and limitations and ensure
realistic expectations of each other, and document for future
planning.
4. To identify challenges associated with responding to major
events in this remote area and document for future
planning.
5. To identify key personnel and ensure a comprehensive list is
developed to capture.
6. To test existing contact lists (processes and maintenance of)
of LEMC and district level agencies.
7. To highlight the importance of member and proxy
representation on DEMCs to ensure business continuity.
8. To explore the need for boundary alignment of key EM
agencies.
9. To highlight the importance of well-run OASGs, which are
supported by adequate administration and
telecommunication facilities.
10. Recovery is considered during the response stage of the
emergency
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Scope
The scope of this exercise was limited to agencies who are members
of the Goldfields-Esperance and Great Southern DEMCs and local
governments within the emergency management districts. It is
targeted at regional manager levels responsible for coordinating the
activities of their agency in a major emergency.
Scenario
The scenario for Exercise R.E.D was built on a credible worst case
scenario utilising the same methodology as the State Risk Project.
This was based on previous known events mapped out to ensure
the complexities of the issues could be explored.
Tropical Cyclone Den
25 March 2016 – 1 April 2016
Summary
A low that formed off the west Kimberley coast developed as it moved
to the west reaching cyclone intensity on 25 March 2017 well north of
the Pilbara coast. Den intensified reaching category 4 intensity early
on 27 March 2017 well to the west northwest of Exmouth. Den then
weakened owing to increasing wind shear as it moved southwards. A
strong mid-latitude trough approaching from the southwest accelerated
the remains of Den to the southeast crossing near Perth on the
morning of 31 March 2017. Strong winds were reported at Rottnest
Island and in the Rockingham area, and caused power disruptions,
isolated roof damage and minor flooding. The Great Southern and
Esperance regions experienced storm damage and flooding through
the area, particularly in Narrogin, the Lakes District and Esperance.
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4. EXERCISE EVALUATION
INTRODUCING THE EMERGENCY MANAGEMENT
CAPABILITY FRAMEWORK
Western Australia has developed the 2016 SEMC Emergency
Management Capability Framework as a framework to assess
preparedness within Western Australia. There are seven (7)
capability areas and thirty-two (32) core capabilities. Each core
capability area is underpinned by an achievement objective. The
Emergency Management Capability Framework is the primary
vehicle used to collect agency data which informs the State’s Annual
Emergency Preparedness Report.
Exercise R.E.D benchmarked and aligned the exercise objectives and
performance measures with the Emergency Management Capability
Framework, the first known time this has been undertaken in
Western Australia. The net benefit of structuring the exercise in this
fashion is to provide measureable outputs against a state-wide and
accepted framework.
EMERGENCY RESPONSE – AGENCY
INTEROPERABILITY
Participants were quickly and easily able
to identify a complete list of agencies
that would be required to manage the
emergency scenario. The multi-agency
aspect of the working groups during the
exercise was the key factor in this.
However as they began to discuss and
identify agency boundaries and which
office should be contacted and was responsible for each particular
area, the complex nature of the challenges in regard to non-
alignment of agency boundaries was highlighted and created
lengthy discussion amongst participants.
Many strategies to overcome this were discussed and participant
suggestions are listed in Objective 1.
Of particular interest was the discussion around the importance of
Operational Area Support Groups (OASGs) and the role of the
District Emergency Coordinator (DEC). Though there was some
confusion amongst participants in separating the roles of Local
Emergency Management Committees (LEMCs) and District
Emergency Management Committees (DEMCs) from Incident
Support Groups (ISGs) and Operational Area Support Groups
(OASGs), it was widely recognised that well run multi agency
support meetings were essential in both preparedness and during
response.
The actual understanding around the composition and
administration process of running these meetings was not well
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understood, and this may be a reflection of the fact that due a
number of operational factors there was a significant lack of district
level Hazard Management Agencies (HMAs) or Controlling Agencies
(CAs) in attendance.
Objective 1: To develop a sound understanding of where specific
agency boundaries fall
Exercise participants identified a comprehensive list of agencies,
locations of regional offices and areas of responsibilities. The task
clearly identified the complex nature and challenges of non-
alignment of agency boundaries and highlighted some of the
difficulties that could be experienced during an event.
Strategies to assist with understanding this complex issue during
large scale emergencies were suggested as below;
Preparedness measures are highly important and would include;
Comprehensive contact lists with secondary contacts. Must
be well maintained, updated quarterly. (LEMC/DEMC)
More focus on cross boundary contact lists, extend current
lists to include neighbours.
Good knowledge of response plans
Workshops to share cross agency and boundary
information
GIS tools were considered by many attendees as essential.
Mapping with the ability to turn on layers that indicate each
agencies boundaries and regional centres were considered
to be hugely beneficial.
During the event;
Google, websites (including the SEMC secretariat website)
Local knowledge.
Local and district contact lists.
Response plans
Effective ISG and OASG meetings.
Objective 2: To identify all agencies that might be involved. (Are
they captured in existing documentation, do we know who and
where they are?)
Participants found it relatively easy to identify which agencies would
be required for this large scale event. However identifying the
appropriate contacts and areas of responsibility proved far more
difficult. Exercise participants utilise resources such as Local EM
Arrangements, Contact lists to locate agencies. As part of the
exercise participants identified contact details for some of the
agencies by using
• The SEMC website
• A hardcopy of DEMC contacts
• A hardcopy of the Shire of Esperance LEMA
• Parks & Wildlife contact list
• Personal phone contacts
Strategies discussed included;
• Well maintained LEMC /DEMC contact lists.
• Agencies maintain their own 24/7 emergency contact lists,
could these be shared?
• All agencies to be aware of SEMC website and register
• Agencies to take responsibility to ensure their contacts are
updated and accurate on all websites and lists.
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Objective 5: To identify key personnel and ensure a
comprehensive list is developed to capture.
Participants were quickly and easily able to create a complete list of
agencies required to manage the emergency. The multi-agency
aspect of the groupings during the exercise was the key enabling
factor in this. As some of the key district Controlling Agencies was
not present, this task was completed by other agencies.
Participants comments included:
Brainstorming
Local knowledge
Previous incidents
First meeting – identify missing agencies
LEMC and ISG need to be involved.
The DEC works with the Controlling Agency to ensure all
emergency management agencies are represented
Participants were able to clearly articulate the role of the DEC and
outlined the following;
• Assist HMA in coordinated response during an emergency
• Provide advice and support to HMA and OASGs
• Assist in coordination of resources and information
Objective 8: To explore the need for boundary alignment of key
EM agencies.
This question was answered by participants at Objective 1 including
strategies to resolve issues.
Objective 9: To highlight the importance of well-run OASGs, which
are supported by adequate administration and telecommunication
facilities.
The exercise questions that relate to this objective were not well
understood by participants. Most comments related to the CA
providing updated information back to the OASG. There was very
limited understanding that the CA should be chairing and
administering the meeting.
Participants had limited understanding of the tools and templates
available to assist.
Participants were vague in relation to established coordination
arrangements and referred only broadly to state policy and plan
documents, but couldn’t articulate what they may be.
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Participant Reflection on inter agency coordination.
Participants provided the following comments on inter-agency
coordination;
Improve interagency coordination.
Consider allocation of a liaison officer between different
areas.
Coordination is the key, with relationships the foundation.
Lean on one another.
Coordination of multi agencies is essential early in response.
Comprehensive Incident management at this scale is too
complicated for one person or one agency, begin seeking
help from liaison officers etc early and get ISG/OASG up and
running quickly.
Met new people now in agency roles.
Importance of open communication between agencies,
identifying priorities and developing flexibility and
adaptability.
Findings:
1. Though they were involved in the initial decision to hold this
exercise in Esperance, and keen to attend, due to some
operational and internal schedule conflicts many senior
district HMA representatives were not present at the district
exercise. This is reflective of real life events and illustrates
the limitations of these resources, particularly in an isolated
area such as Esperance.
2. Participants understood the importance of inter-agency
coordination and discussed a number of strategies to ensure
this occurred in a major event. They placed significant
emphasis on the importance of professionally run and
effective multi agency support meetings in both
preparedness and response.
Opportunities:
1. Agencies be encouraged to take responsibility to ensure
their contacts and resource lists are updated and current
on all websites and lists. (Including LEMC/DEMC).
2. LEMCs and DEMCs to encourage a greater focus on
cross boundary contact lists, ensuring current lists extend
to include neighbours. Contact lists must have secondary
contacts, be well maintained and updated regularly.
3. HMAs and CAs raise awareness with their local level staff
to ensure they have a complete understanding of the
established coordination arrangements for multi-agency
support groups and have awareness of the tools and
templates that are available to assist.
4. To develop a GIS tool with the ability to turn on
individual layers that indicates each agencies boundary
and regional centres.
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RESOURCES
Some participants struggled with this
aspect of the exercise, for example
looking to set up IMTs in each
effected local government without
the ability to resource and manage
them.
The large scale impact and
subsequent drain on the districts resources was initially not well
understood. A gap in understanding also existed in relation to
inaccessibility given the large scale impact to roads and rail
networks. The exercise facilitators believe this may be attributed to
the lack of key district agency personnel in attendance, with many
participants not initially taking a strategic approach.
Objective 3: To share resource availability and limitations and
ensure realistic expectations of each other, and document for future
planning.
Participants suggested this should occur by;
• Having excellent preparedness measures in place including,
agency response plans, guidelines, assets registers, LEMA
resources lists emergency management and business
continuity plans.
• Participants placed a great deal of emphasis on both ISGs
and OASGS as a key means of communicating about issues
such as resource availability and limitations.
• They focussed on the necessity of having MOUs or similar with
neighbours and other agencies to allow sharing of resources.
Exer
Participants listed the following methods of communicating
availability of resources;
•In preparedness stages, LEMC resources register/contacts
directory, cross boundary arrangements. Exercises, workshops and
LEMCs to share knowledge.
• MOUs
• IMTs, ISGS and OASGs using briefings and Sitreps
• Public Information – call for specific resources
Participants were asked to examine existing documentation for
resources and compare gaps however did not achieve this in real
time within the parameters of the exercise.
Suggestions to manage resource documentation included;
• LEMA resource lists/contact directory
• Standardisation of arrangements across sub districts
• Debriefing – lessons learnt
• Auditing of resource and asset registers
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Participant Reflection on Resources.
Participants provided the following comments on resources;
Local use of staff from other agencies is being promoted
and should occur in the future.
Review of resource holdings on paper and actuals. Audit.
Findings:
3. The participants were very aware of the difficulties that local
government in particular face when trying to maintain
current resource registers for their communities as part of
their Local Emergency Management Arrangements (LEMA).
They were keen to see agencies take the initiative and
responsibility to ensure their resources/contact details were
maintained and information shared. The main forums for
this would be the LEMC and DEMC, but could also include
pre-season exercises, workshops and other preparedness
activities.
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PLANNING AND MITIGATION –
REMOTENESS PLANNING &
BUSINESS CONTINUITY PLANNING
Participants were initially surprised with
the size and wide spread impacts of
the worst case scenario as presented
during the exercise. They quickly
identified a range of impacts and
challenges from their agency’s
perspective. Strategies to deal with
these were more difficult for them to articulate however were
teased out in the wrap up session at the end of the exercise and are
listed below. They did note the importance of having maintained
resource logs/assets registers and placed strong emphasis on the
LEMC to keep them updated via agency representatives. As
previously described in a number of objectives above, in objective 7
contact lists were again emphasised as being critical to the success
of managing a major event and ensuring business continuity by
having proxies listed.
Objective 4: To identify challenges associated with responding to
major events in this remote areas and document for future planning.
Impacts and Challenges;
Multiple local governments and towns impacted. Response
resources (IMTs) would have to be spread over a number of
sites.
Damage to transport infrastructure will make it difficult to
mobilise responders, support staff, and all logistics (basic
supplies).
Loss of power will have multiple impacts including to water
supply and waste water, communications, public information,
other essential services, residents welfare and safety.
Participants thought this widespread event will cause
significant confusion, will likely result in duplication of effort,
difficulty receiving timely information, including vital missing
pieces of information, some patch protection amongst
agencies and a general lack of confidence by the public in the
response effort.
Displaced people. Multiple welfare centres with limited
support staff
Need for rescues, travelling tourists and campers and those cut
off by flood waters or damaged roads.
Stock losses and disposal
Confusion over reporting across multiple agencies and districts
Great need for public information and safety messages to be
available to the community, without power will be difficult.
Huge impost on local governments and their communities
who may be left to their own resources for some time before
assistance can be mobilised.
Ideas recorded for future planning;
Some lead time in this scenario, use to source equipment and
resources and pre deploy responders and support staff where
possible.
Need for interagency cooperation to ensure adequate
resourcing.
Local resources and personnel will need to be utilised.
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Mining companies can be approached re resources and
personnel.
ISGS and OASGs will be initially difficult to set up and resource,
but essential for multi-agency cooperation leading into
recovery works.
With 48 hours’ notice ADF can arrange military aircraft to assist
with delivery of essential supplies such as medicines, fuel,
generators and air lifting of patients etc…
Other aircraft may also be utilised.
ADF may also be able to assist with accommodation.
Participant Reflection on planning and mitigation in remote
areas.
Participants felt that such a wide spread event in a relatively remote
part of the state with limited communications and severely impacted
transport routes had the capacity to cause a great deal of confusion,
duplication of effort, and lack of confidence due to lack of key
information. Some strategies were discussed to address these issues
and included
Regular meetings and updates at the local level
Knowing who to contact and where. (all the previously
articulated preparedness measures in place)
Liaison officers at each meeting
Identification of restraints as early as possible.
Use of other agencies at the local level
Objective 7: To highlight the importance of member and proxy
representation on DEMCs to ensure business continuity.
Participants were asked to test contact lists for business continuity,
and while time did not allow for specific testing during the exercise,
some comments on proxies included;
• Important to have a second point of contact
• Multiple contacts need to be provided
• Many agencies systems in place including; diversions,
escalations systems, on call systems with a generic number.
Opportunities
5. Given the amount of impact to communications and
transport routes, further isolating the area, the
participants focussed strongly on the necessity to utilise
resources at the local level.
MOUs and understandings across local level
organisations (i.e. mining companies) and other
agencies that may not necessarily have an emergency
management role should be sought through the LEMC
during preparedness planning.
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COMMUNITY INVOLVEMENT –
SECTOR INFORMATION
SHARING
Despite the targeted question for
this objective, few participants
referred to actual LEMA or District
contact lists. Some did refer to the
Shire of Esperance LEMA; however
no one thought to look at the LEMAs for other shires. Likewise one
agency had bought a hard copy of the DEMC contacts list which
was utilised.
Participants were noted sharing contacts including business cards,
website information and internal agency contacts to take back to
their workplaces to update their own contact lists.
Objective 6: To test existing contact lists ( processes and
maintenance of) of LEMC and district level agencies.
Comments on contact lists effectiveness and usefulness included;
• Maintenance is important
• Need to keep circulating contact lists for awareness and
checking.
• Essential services lists are important
• Are currently updated quarterly at meetings.
Participant Reflection on Sector Information Sharing
While this has already been mentioned in Objectives 1 and 3,
participants reflected on this with the following comments;
Development of effective contact lists. These should be
interagency and cross EM districts.
Ensure all appropriate agencies are represented at LEMC
meetings and maintain relationships.
Check that my agency has key contacts of HMAs in different
districts.
DEMC and LEMC contacts should be provided to our
operations control managers in the 24/7 ops centre. (Water
Corporation)
Importance of open communication between agencies,
identifying priorities and developing flexibility and adaptability.
Opportunity:
6. To ensure all agencies (such as Water Corporation) have
access to the SEMC website and all district portals to
access contacts as required.
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IMPACT MANAGEMENT AND
RECOVERY COORDINATION
Participants had an excellent
understanding of the need for the
recovery coordinator/s to be
involved in the early stages of
response. The concept of the
Comprehensive Impact
Assessment (CIA), its usefulness, and the handover process was well
understood. Excellent discussions were held in regard to strategies
that might assist the CAs in this process, and these are listed below.
Objective 10: Recovery is considered during the response stage of
the emergency
Participants made the following comments;
Recovery coordinator incorporated into ISGs and OASGs.
RC should be documented in recovery plan
Should be part of community liaison process and not have a
“shock” at the end.
Could be part of IMT, to ensure they are fully briefed on
issues and impacts.
ISGs lead into recovery
Utilise ISGs and OASGs
Agency updates
Maintaining accurate records
Collating information
Strategies that participants thought might assist the CIA in this
process;
Have the CIA appear as a standing agenda item on the
ISG/OASG agenda. This should be reflected on existing CA
templates.
Delegate a specific CIA officer/s.
Raise awareness with other agencies to enable them to bring
the appropriate information/reports to meetings.
Participants commented on the recovery handover process as
below;
Ensure discussions are held with the LG as soon as possible.
Pose likely timelines
Give time for LGs to organise recovery committees
Identify agencies that might still be required
Formal process, convene a meeting with affected LG and
perhaps the State recovery coordinator.
Final handover – success begins from the beginning of the
whole process, be informed of issues and risk during
briefings.
CIA will highlight impacts and risks at handover.
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Participant reflection on impact management and recovery
coordination.
Recovery is a big job and assistance from agencies is essential
Excellent to learn about the CIA.
Findings:
4. The exercise facilitators were pleasantly surprised at the
understanding and willingness of agencies to support the
CIA and the recovery hand over process.
5. One agency offered to act as a CIA officer to assist collating
information if the need ever arose again in Esperance.
Opportunities:
7. Awareness needs to be raised across all agencies in
regard to their role in the collation of accurate
information for the CIA.
8. CAs could consider adding the CIA information as a
standing item on the ISG/OASG agenda.
9. The template could be altered so that agency
information appears in sections, and this can be
provided as an attachment from each individual agency.
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Attachment 1. Attendees
Name Tittle Agency
Brian Sims Service Delivery Water Corp
Andrew Ducas Area Manager Water Corp
Drew Bennett Catchment Ranger Water Corp
Garry Drew Safety Officer Main Roads WA
Gary Logan District Officer (SES) Dept Fire &
emergency services
(DFES)
Steve Petersen Area Officer DFES
Derek Jones Area Officer DFES
Jo Spadaccini DESO (Wheatbelt) Child Protection &
Family support
(CPFS)
Lisa Devine CPFS Team Leader CPFS
Neville Blackburn DESO ( Great
Southern)
CPFS
Kim Dean Director ESU CPFS
Muriel Leclercq Manager ( Policy &
Leg)
SEMC Secretariat
Greg Clark ADF Liaison officer Dept of Defence
Maurice Murphy ADF Liaison officer Dept of Defence
Ryan Butler Regional Fire
Manager
Parks & Wildlife
Kieren Douglas Fire ops Parks & Wildlife
Dave Turnbull District Fire
coordinator
Parks & Wildlife
Rob Blok District Manager Parks & Wildlife
Todd Pender Esperance Sgt WA Police
Martin Voyez Superintendent -
Albany
WA Police
Richard Moore Senior Sgt -
Esperance
WA Police
Tony Colfer Inspector –
Goldfields
WA Police
Brendan Nicolls Manager Dept of Agriculture
& Food
Karen Naylor CESM Shire of Esperance
Mel Ammon Manager Shire of Esperance
Carla Jones Director of Nursing WA Country Health
Caris Ware Work Delivery
coordinator
Horizon Power
Donna Gibson Retail & community
manager
Horizon power
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