media release · web viewinsert relevant resources e.g. whiteboard, it access, phones, printer,...

< Council Name> Emergency Operations Centre Manual

XX Month 20XX

Version 1

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Document Version ControlAuthorisation

This plan is approved by the nominated Council Commander.

Document responsibility

This document is the responsibility of Click here to enter text.

Version Date Summary of changes Author

Document location

This document is stored in Click here to enter text.

Confidentiality classification

This document is classified as high

Review

The Council Emergency Operations Centre Manual does not require periodic formal review. Informal reviews may be undertaken as required, including to incorporate changes to legislation, staffing or as a result of findings following incidents.

Acknowledgements

This project was funded by the Commonwealth Attorney General’s Department and South Australian Government from the Natural Disaster Resilience Program and by the Local Government Research and Development Scheme. Input was provided by the following councils and agencies:

LGA of SA ECM 657499 Emergency Operations Centre Manual Page 1 of 48

This Manual contains templates, forms and documents that may be used when the Emergency Operations Centre is activated. This template is flexible and can be modified by councils to include or remove documents as required.

It is intended that this document can be updated as often as required by Council staff.

General1. PurposeThis document forms the operational component of Council name Emergency Management Plan.

This document is intended to be used during activation of the Council’s Emergency Operations Centre (CEOC)and assists the Council Incident Management Team (CIMT) in managing the response and recovery phase of an incident.

2. Council responsibilitiesCouncil has responsibilities in emergency management as outlined in the following table:

Legislation Local Government responsibilities

Emergency Management Act 2004 Requires the preparation of the SEMP (which Council is required to give due weight to in plans, policies and activities)

Fire and Emergency Services Act 2005

For rural councils or councils with designated urban bushfire risk areas- appoint Fire Prevention Officers

Contribute to Bushfire Management Area Plans Prevent or inhibit the spread and outbreak of fire Protect property from fire Minimise threat to human life from fire

Local Government Act 1999 Protect its area from natural and other hazards and to mitigate from the effect of such hazards

Give due weight, in all its plans, policies and activities to regional, state and national objectives and strategies concerning the economic, social, physical and environmental development and management of the community

Flooding specific – if flooding in the area of a council has occurred or is imminent and the council is of the opinion that a situation of emergency has arisen in which there is danger to life or property, it may order that action be taken as it thinks fit to avert or reduce the danger

3. Council Incident Management TeamThe Council Incident Management Team (CIMT) is flexible and scalable dependent on the incident. Smaller and less complex incidents may require fewer resources, with more than one role filled by the same person. In larger incidents, Council may have an extended CIMT with every function filled by a resource.

When multi-agency response is required council involvement will again change to adapt to external state level structures including the ZEST, LGFSG and Control Agency.


Council Incident Management Team activation4. Incident levelsCouncil has identified the following incident levels for classifying incidents. A CIMT may be established to manage and coordinate level 2 or 3 incidents and will be established by the appointed Council Commander.

Incident Level Description

Council Level 1 Council able to resolve incident within existing resources in a business as usual capacity

Council Level 2 The incident is more complex in size, resource or risk and Council is required to assign additional resources above business as usual

Council Level 3 The incident is unable to be managed using existing Council resources and external support is required

Different agencies, including the LGFSG and Control Agencies, have their own levels for classifications of emergency incidents which may differ from those of councils.

5. Triggers for activationThe CIMT may be activated by the CEO or Council Commander when a level 2 or 3 incident is anticipated, is imminent or is already occurring.

Triggers for activation can include:

a) Council has received advice from a Control Agency or the LGFSG that an emergency has or is about to occur

b) Council becomes aware of an incident within their jurisdiction that has the potential to become an emergency

c) Council has been notified that an emergency in an adjoining area is likely to impact on the Council name.

d) Council is required to attend ZEST activation

6. CIMT activation levelsActivation can occur in four phases depending on the nature of the incident. In some incidents, there may not be time for all phases to occur. Action and Standby phases will always occur regardless of the type of incident. The phases and actions are outlined below:

Alert: Upon receipt information that a level 2 or 3 incident may reasonably be expected to occur some preliminary planning may occur. Activities in this phase could include pre-rostering, determining availability of resources and preliminary communications with external agencies.

Standby: The CIMT may be put on standby if there is reasonable warning or forecast of an incident occurring, for instance this may occur if a severe storm or extreme fire danger day is predicted. CIMT staff will be notified of their expected attendance at the EOC if it is activated.

Action: The Council EOC is staffed, with operations coordinated and resources deployed in response to the incident. Communications are essential between internal staff, external agencies and the public. Stand down: debrief and stand down phase.


Response phase actions for CIMT

Phase Action


Debrief and stand down Council personnel on completion of final tasks Coordinate return of deployed Council resources Complete final reports and incident journals Review emergency events and effectiveness of Council's response in

relation to this plan Amend the plan as required

Stand Down

Activate required staffing of EOC Allocate tasks to Council IMT Coordinate and deploy resources as requested by the Control

Agency/LGFSG Attend ZEST if established and required Brief Council staff

Action (operations)

Establish communication with Control Agency/LGFSG Inform CEO, Mayor and other relevant staff of standby status Activate minimal staffing of Council EOCStandby

(imminent threat)

Relevant council staff receive information that CIMT/ZEST/LGFSG may be activated

Staff ensure readiness to respond Activities may include: pre-incident rostering, liaising between CIMT

and Control Agency/LGFSG, testing communications, informing relevant staff

Alert (warning/advice)

Council Emergency Operations Centre - CIMT7. CEOC locationThe CIMT will be located in the Council Emergency Operations Centre (CEOC).

The primary site of the CEOC is: address

A back-up secondary location is: address

Considerations when selecting appropriate locations include:

Vulnerability to hazards Access to appropriate communications and technology Sufficient space Security and general access Proximity to required resources including access to meals for 24-hour activations

The CEOC will be a secure area with access restricted to staff with valid identification.

8. CEOC resourcesThe CEOC has the following resources which enable it to host a CIMT:

Insert relevant resources e.g. whiteboard, IT access, phones, printer, battery powered radio, cab charges, food/water etc, maps…

9. Staff requirements for attendance at CEOCPersonnel attending the CEOC are required to bring the following:

Insert resource requirements including identification, laptop or tablet, charger, phone information relevant to the incident….


10. Council Commander council emergency operations centre activation checklist

This checklist has been prepared to assist the Council Commander and CIMT staff activate the Emergency Operations Centre.

Done Action

Obtain information about incident: location, damage, size and scale, nature, safety issues

Make contact with relevant Control Agency (as listed in Appendix A of Council Emergency Management Plan)

Make contact with relevant Council staff

Make contact with LGFSG State Duty Officer through Council contact phone

Make contact with SAPOL regarding information on roadblocks or disruptions

Consider requesting establishment of ZEST through SAPOL

Determine location of CIMT and gain access

Assess rostering requirements for CEOC and notify staff

If needed contact additional staff to be on standby

Gather all required resources and template documents

Record all activities in incident log book

Establish time sheet system to record staff hours

Consider communication requirements:

Internal staff CEO Mayor Elected members Media IMT regular briefing Field staff

Organise rotating meal breaks for staff, refreshments

Inform finance a cost code may need to be established for itemising expenses associated with the incident


Council Incident Management Team staffing11. StaffingThe CEOC will be staffed by Council staff with appropriate skills and training. Staffing of the CIMT is scalable and flexible in response to the scale and nature of the incident.

Rostering of all personnel for duty in the CEOC will be determined by the relevant CIMT member, in accordance with appropriate work health and safety conditions.

It is recommended that councils identify staff for the following four functions as a minimum, noting that more than one function can be performed by one person in a smaller or less complex incident:

Council Commander Operations Media/Communications Safety/WHS Advisor

In councils with more resources, additional functions may be identified for the CIMT including:

Administration Finance Planning/Intelligence Logistics Customer Contact Manager Local Government Liaison Officer

Specific roles may be required for more complex and technical incidents.

Council has identified the following CIMT for a non-specific incident (some examples are provided below as a guide). Please enter your own CIMT structure in a table below, identifying positions that will fill functions. Remember that more than one function can be filled by one person.


Example 1:

CIMT Member Primary Contact Secondary Contact Third Contact

Council Commander Practice Manager, Corporate Consulting

Practice Manager City Operations

General Manager City Services

Media Liaison Service

Coordinator Marketing Media and Marketing Officer

Nil

Planning Officer Practice Manager Corporate Consulting

Service Coordinator WHS & Risk

Risk Officer

Operations Officer Service Coordinator Seasonal Cyclic A Service Coordinator Precinct Maintenance

Logistics Officer Practice Manager Asset Operations

Service Coordinator, Operations

Service Coordinator Seasonal Cyclic A

Safety Advisor Service Coordinator, Risk and WHS

WHS Officer Case Officer – Safety, Rehabilitation and Welfare

Example 2:

CIMT Member Primary Contact Secondary Contact

Council Commander CEO Nominated Director

Incident and Operations Manager Director Assets and Environments

Manager Civil and Water Operations

Communications and Media Liaison Director Organisational Services and Excellence

Manager Customer and Communications

Safety and Administration Support Officer

Director Community and Cultural Development

Manager Organisational Development

Example 3:

CIMT Member Primary Contact

Secondary Contact

Third Contact

Council Commander

Operations Manager

Control Agency Council Liaison

Safety Advisor

Administrations Officer

Communications Manager

Customer Contact Manager

Planning Manager

Logistics and Facilities Manager

Customer Care

ICT Services


12. Council IMT diagramInsert diagram of CIMT if needed (in a council with limited resources and a small CIMT this may not be necessary)

May be similar to this:


13. Functional role statementsThe following role statements provide a guide to establishing functions within your CIMT.

The colour codes below have been adapted from AIIMS and may be used by Council if you have a large CIMT, otherwise delete this section. It is strongly suggested that colours NOT be altered as this will cause confusion with other agencies including the Control Agency.

Council Commander

Activate and deactivate CIMT Initiate and facilitate planning and briefing meetings Activate and deactivate roles as required Assess situation, identify risks and determine priorities Liaise with Control Agencies/Council Liaison Officer Update and brief the CEO on the situation Approve deployment of Council support/resources Schedule and facilitate debriefing and evaluation processes Oversee the financial records relating to emergency

management Activate transition to recovery efforts

Operations Manager

Coordinate deployment of Council support/resources Determine need for additional resources or logistics support Manage and supervise operation response Develop a program for clean-up and restoration of Council assets

and services Report events, accidents or incidents in the field to Incident

Commander

Administration Officer 1

Activate and maintain the Incident Journal Support the Incident Commander Communication to staff in relation to rosters Assist CIMT with administration functions

Administration Officer 2 (Activated for large events) PA support for the Incident Commander


Communications Manager

Ensure Council communication/media policies and procedures are followed

Ensure the CEO and Elected Members are provided with adequate levels of information regarding the incident

Manager media communication needs and strategies Provide advice regarding corporate image matters Collate and disseminate information to Elected Members, Staff,

Executive and the Community

Organisation Liaison Manager

Key interface between CIMT and Elected Members and the organisation

Report issues and trends to the Incident Controller Communicate incident updates to Elected Members and

organisation

Planning Manager

Monitor and maintain resources deployed Assess situation, identify risks and report to Incident

Commander Assess requests for resources from external agencies Ensure all aspects of Shift Management changeover including

record of staff hours and rosters Ensure appropriate records are maintained in regard to

expenditure relating to the incident Coordinate access to external professional advice relating to

assets and public liability (e.g. insurance advisors) Prepare mapping information

Safety Advisor

Manage the safety and welfare of staff involved in the incident Ensure compliance with relevant legislation and Council’s WHS

policies/principles Provide advice regarding WHS matters and the evaluation of

risks/hazards Maintain records on all WHS matters including SOP’s and JSA’s Ensure staff have adequate PPE suited to the situation Coordinate access to external professional advice relating to

WHS (e.g. insurance advisors)


Logistics and Facilities Manager

Establish Incident Control facility Ensure appropriate Information Technology and

communications resources are available Ensure necessary equipment and consumables are available Arrange additional external human resources (ie: agency/other

council staff) Obtain and maintain physical resources, facilities, services, and

materials Coordinate provisions of food and water for staff

Control Agency Council Liaison

Represent Council in the Local Government Zone Emergency Support Team (ZEST)

Share information between the ZEST and Council Represent Council in the LG Function Support Group


14. RosteringIn a lengthy incident, Council will require at least a primary and secondary contact (preferably more) to enable 24 hour per day rostering. This template is provided for rostering purposes:

Incident: name Day number: 1 Date: dd/mm/yyyy

CIMT Position Shift 1 (xAM – xPM) Shift 2 (xPM – xAM) Shift 3 (xAM – xPM)

Council Commander

WHS and Safety Officer

Media and Liaison officer

Operations Officer

Important information needed to complete this roster:

Rostering of staff for the CIMT is a maximum shift of 12 hours, but can be less than this. Council policy indicates that the maximum attendance period will be xx hours.

24 hour rostering is not essential and depends on council resources and nature and severity of incident.

Additional positions may be required in a complex and prolonged event, or less in a simpler incident.

If it is anticipated to be a prolonged event, provisions will be needed in the rostering to allow days off for staff. It is recommended that staff be rested after a period of 3 consecutive days.

LGA of SA ECM XXXXX < File Name > Page 14 of 48

15. Fatigue managementFatigue management is a crucial issue for both staff in the CIMT and on-ground. To manage this, Council has considered the following points in resourcing emergency response for an incident:

Where possible, Council pre-notifies staff of rostering for the CIMT and is flexible with the hours worked in the substantive position to allow for rest before attendance.

It is important that staff comply with the maximum shift hours as listed in the CIMT roster, and leave once handover of their shift is complete.

On-ground and CIMT staff are required to notify via the chain of command to their line manager or the Council Commander, as appropriate, if they are feeling fatigued prior to or during the shift.

Staff are encouraged to monitor and report fatigue in colleagues. Staff are encouraged to use the time between shifts as rest time. Where staff are required to attend to personal protection of their property in an

incident or participate in voluntary duties (for instance with the Country Fire Service, SA Ambulance Service or State Emergency Service) they should inform the Council Commander or relevant line manager and their shifts be reduced or alternative staff be found to resource the CIMT to minimise ongoing fatigue of these staff.

Overnight shifts are not always required in every incident and should be reduced in length or eliminated where possible.

Alternative transport arrangements should be available for staff that may be fatigued, for instance cab charges. Fatigued staff should not be allowed to drive home following a shift.

Following stand down of the CIMT, staff which have worked during the incident should have an adequate rest period before returning to their substantive duties.


Operations16. Operational functionsThe main operational functions of the CEOC may include, but are not limited to:

Coordinating and deploying resources to assist response and recovery Coordinating the provision of additional resources required to support operations Collect, process, interpret and distributing information and intelligence Providing communications facilities Liaising with Control Agencies and other external agencies Carrying out any other directions issued by the Control Agency IMT or Local

Government Functional Support Group

17. Council support to the Control AgencyAs identified in the i-Responda program, tasks that Council may undertake in support to the Control Agency during an emergency could include:

Strategic road grading/clearance Considered vegetation clearance Focus on Council infrastructure and its use in an emergency All Councils in SA operate and provided services and functions within a risk

management framework to ensure that worker and public safety is paramount including:

o Establish WHS / Risk Management processes and systems to manage workers, liabilities, public safety and plant/equipment

o Cohesive and standard assessments pursuant to the relevant WHS requirements

o A “one-system” approach relating to WHS legislative and Exempt Employer requirements.

18. Council risksRisk assessments have identified the Council is vulnerable to the following hazards:

Hazard Likely location/area of impact Additional information

Flood - riverine X river/ suburbs e.g. link to flood maps

Bushfire


19. Council resourcesCouncil has identified the following resources which are suitable for use in an emergency:

Hazard / emergency incident Resource Units (if relevant)

bushfire Water truck

flood sandbags

20. Council provision of resources Councils are often asked to provide resources in response to an emergency. Requests should be made to the Council Commander or Operations Manager (as delegate) in a major incident. Requests may come from:

The community The Local Government Functional Support Group The Control Agency IMT Another council

This form is to be filled in upon request for the Council to provide resources in support of management of an emergency. The form follows the principles of Ask, Assess, Arrange and Act in order to determine whether to action a request.

Council is not obliged to provide resources to emergency services and will follow the principles of i-Responda when considering requests:

to ensure that Council personnel can participate safely in emergency response, and that risks to Council and Council personnel are appropriately managed

i-Responda is based on the fundamental concept of:

“Ordinary operations in extraordinary situations”


Council provision of resources formA: AskRequest details

Date and time:

Way request made (email/phone/in person etc):

Requesting agency:

Agency contact name:

Incident Management Team role:

Incident Controller name:

Request for:

Details of requirements including tasks to be undertaken:

Date and time required:

Where to report to:

Who to report to:

Declared emergency? (circle as appropriate)

Yes

No

Identified major incident as declared by State Coordinator

Identified major emergency as declared by State Coordinator

Disaster as declared by Governor


B: Assess and arrangeWill resources be deployed outside Council district?

Does the request involve carrying out works on private property?

Will the release of council resources impact normal service delivery?

If yes, can we accommodate this disruption?

Is there a LGFSG Joint Operating Guideline or other MOU related to this activity?

Is the request in agreement with these agreements?

For requests from external agencies or other Councils

Has the i-Responda Council Action Plan been followed?

For internal Council requests

Are the tasks to be undertaken consistent with the Ordinary Operations of the employees

Do the workers to be deployed have necessary qualifications, experience and PPE to competently and safely carry out the Operation requested and the Situation they are operating within?

Is the requested resources available, fit for purpose and listed in our Fleet Management System?

Are we able to reasonably apply existing WHS when undertaking the requested tasks?

Comments:

Assessed by: Name:

Position:

Date:

Time:


C: ActDecision Approved / not approved

Comments:

Name:

Position:

Date:

Time:


Ensure that resources that are deployed arrive safely at designated location.

Use cost code to itemise expenditure associated with the emergency response.

Communications21. Internal Council CommunicationsWhile the CIMT is activated communications will be in the form of briefings, handovers and meetings between CIMT members. Some templates are provided below for these purposes.


SMEACS-Q briefingBriefing component

Detail

Situation Current and predicted situation

Insert information

Mission Statement of Council Commander’s intent and specific objectives for response

Insert information

Execution How the mission will be accomplished:

Strategies and tactics Constraints Task and resource allocation Access to the incident Shift times Immediate tasks Contingencies

Insert information

Administration Logistics for the operation including:

Key support locations and roles Incident staging areas Catering Supply Ground/medical support

Insert information

Command and Communication

Council Incident Management Structure including:

Sectorisation Reporting relationships and times (Who is the Council

Commander) Communications plan Contact numbers, radio channels

Insert information

Safety Identification of known or likely hazards including:

Weather Safety equipment

Welfare – hydration and first aid

Insert information

Questions Are there any questions


Situation Report (SITREP) - #XXThe information contained in this document is accurate as at the time and date the report was constructed.

Event name This information is standard and does not change between SITREPS for the same event

Event details Date event started:

Time event started:

Basic details of event: (brief description i.e. Bushfire event burning in the South East of the state in bushland)

From e.g. Council Commander – Playford State Duty Officer

Attention to State Duty Officer LGFSG Manager ZEST LGLO

Council Commander/s Local Councils and staff

The following is a building report; it means that past SITREPS should be included at the back of the report with writing shaded to grey to distinguish the new information from the old. This enables the event to be tracked and for referral back if required.

Select and repast the entirety of the tables below.

Please delete all information in italic blue prior to release.

Time Date SITREP #

Situation What has happened?

Confirm location, conditions/status, prediction for outcome of incident (incident objective)

Impacts What are the consequences?

What is the incident going to impact? Life/assets, direction of travel?

Tactics What are you doing?

Current activity, planned activity

Resources What other local government resources are on scene?

What/who is required? Resources committed, additional resources required? Assess access and egress for other resources, assembly/staging areas

External agencies Who else is involved? Specifically, who else and summary of their activities.

Problems What problems exist or may arise?

Safety How is safety being maintained?

Completed by

Approved by


Handover documents

Handover notes:CIMT staff are required to participate in a handover 30 minutes before commencement of their shift.

Incoming staff should endeavour to make themselves aware of the situation prior to attendance at the CIMT.

Wherever possible, a handover should be face to face and occur in a quiet location.

Handover documents, including contact details for outgoing staff, should be provided to incoming staff.

Event Details

Event Name

Day Date / / Time hrs

Prepared by Position

Key activities during the preceding shift

Progress, activities and occurrences during the shift.

Critical Issues

Identify any issues/risks that may affect operations, organisation or performing the role or outcomes

Key priorities

Key priorities and tasks for incoming shift.

Safety

Safety considerations and issues

Note: SMEACS-Q can be utilised in a handover situation as a tool to assist with the process of handing over.


22. External communications

Zone Emergency Support TeamThe ZEST will be activated on behalf of the Control Agency by the relevant SAPOL Commander for the Zone. Activation is done by the notification software xMatters as outlined in the ZEST Operations Manual.

Communication between the ZEST and the council will occur through the Council Commander within the council and the Local Government Representative at the ZEST.

Local Government Functional Support GroupThe Council Commander will liaise with the LGFSG State Duty Officer on any matters of resource coordination. This number for the State Duty Officer is 8120 1720.

Other councils/agenciesDepending on the incident and the structure of the CIMT, communicating with external agencies including the Control Agency is the responsibility of the Council Commander or Media/Communications Officer.

23. Public informationPublic communications are the function of the Media/ Liaison Officer within the CIMT.

In an incident, it is important that the community is informed of the emergency, particularly any risk that exists to them and actions being undertaken. Members of the community will often contact Council to request information. It is important that this information is timely, accurate, relevant and consistent and that information is verified and accurate.

For any incident that is led by the CIMT and when a Control Agency is not appointed, the council will take the lead on issuing information to their community.

This will be through channels including:

Council webpage Social media including Facebook and Twitter Council reception phone Media releases

It may be appropriate for Council to develop a script for phone calls or notes for reception to use when speaking to members of the community to ensure consistency of messaging. Council can add any scripts or pre-developed messages in here.


24. Public information and the Control Agency The State Emergency Management Plan (SEMP) Part 3 provides guidelines for public information and warnings in an incident when a Control Agency is involved.

When the Control Agency is involved it is their responsibility to issue warnings to the potentially affected community, and to provide advice to other agencies of this notification. In this situation Council’s role is to support dissemination of this information and warnings to their community.

Council may do this through the channels as identified above. When social media is used by Council, existing topics or hashtags will be included for consistency of messaging amongst all agencies.

Council may elect to provide information additional to the Control Agency only when it relates to information about:

Direct Council actions, involvement or resources provided Direct Council impacts

Council may issue media releases to their community. A template for this is provided below.


Media ReleaseInsert council logo

Title

Time, date

Click here to enter text.

Enquiries to: name, position, Council name phone number and email address

AdministrationThese documents assist in the administration side of managing the CIMT. These forms will be used by the Administrations Officer if and when appointed to manage CIMT administration.

25. FinanceThe cost code which has been established for the purpose of managing an incident is: insert

26. Incident logAn incident log will be activated by the Council Commander initially and then and used to record information throughout the duration including:

Personal details Shift details (start, finish and

changeover time) Any instructions given/received Any decisions made and the reasoning

behind them Actions taken

Phone calls and records of conversations

Meetings Finance related information Messages for shift changeover Forward planning

The incident log will remain active until the conclusion of the incident as determined by the Council Commander.

This data may also be recorded in hard copy log books specific to the CIMT position.

Date Time Action Person


27. Staff timesheet

Employee Name Employee Number

Department Fortnight End Date

Team Name Cost Centre:

(please circle staff type) Field OR Admin

Start Day & Date

Were you stood down to commence a shift at a later time / day? If Yes, please specify Time / Date of stand down

Yes ☐ No ☐

Is this day your RDO? Yes ☐ No ☐

What is your normal start time / working hours?

Start Time (am / pm)

Meal Break Start Time (am / pm)

Meal Break Finish Time (am / pm)

(am / pm)

Total Hours Worked (excluding meal break)

Employee Signature: Date:

Duty Manager Name:

Duty Manager Signature: Date:

Payment Type (to be allocated by employee)

Note: Employees can only take TOIL for overtime worked for their home department.

□ Pay

□ Flexi / TOIL

□ Half Flexi / TOIL and Half Pay


28. Hot debrief This form is to be used at completion of the incident before the CIMT is stood down. The purpose of the debrief is to focus on what was done well and aspects to be improved on for future emergency management incidents. It is important not to apportion blame to any one individual or agency during this process.

Questions may include:

What happened and when? What were the critical moments and actions taken? What worked well? What could be improved (were there any gaps? In hindsight, would anything be done

differently)? Are there any actions that need to be followed up? Who will complete these actions?

When will the actions be completed? How will this debrief be communicated (shared with Executive/all staff/affected staff)? Do any documents or processes need to be modified or created to improve the

effectiveness of response and recovery? Ask about the wellbeing of those involved, R U OK?

Debrief reportA debrief should be conducted at the end of each shift and at the conclusion of the event in the form of an immediate hot debrief. It does not have to be a lengthy process but should provide an opportunity for staff to highlight any new ideas, improvements, feedback, requirements, etc.

The template (on next page) should be used to direct and record debrief conversations and to inform amendments and changes during the activation as well as the final debrief.


Debrief reportEvent name

Date of debrief Time of debrief

Person conducting debrief

Staff attending debrief

Add discussion point Complete brief notes around the discussion for reference.



Appendix 1

Forms & template files


Council emergency operations centre activation checklistDone Action

Obtain information about incident: location, damage, size and scale, nature, safety issues

Make contact with relevant Control Agency (as listed in Appendix A of Council Emergency Management Plan)

Make contact with relevant Council staff

Make contact with LGFSG State Duty Officer through Council contact phone

Make contact with SAPOL regarding information on roadblocks or disruptions

Consider requesting establishment of ZEST through SAPOL

Determine location of CIMT and gain access

Assess rostering requirements for CEOC and notify staff

If needed contact additional staff to be on standby

Gather all required resources and template documents

Record all activities in incident log book

Establish time sheet system to record staff hours

Consider communication requirements:

Internal staff CEO Mayor Elected members Media IMT regular briefing Field staff

Organise rotating meal breaks for staff, refreshments

Inform finance a cost code may need to be established for itemising expenses associated with the incident


Rostering template

Incident: name Day number: 1 Date: dd/mm/yyyy

CIMT Position Shift 1 (xAM – xPM) Shift 2 (xPM – xAM) Shift 3 (xAM – xPM)

Council Commander

WHS and Safety Officer

Media and Liaison officer

Operations Officer


Council risks templateRisk assessments have identified the Council is vulnerable to the following hazards:

Hazard Likely location/area of impact Additional information

Flood - riverine X river/ suburbs e.g. link to flood maps

Bushfire


Council resources template

Hazard / emergency incident Resource Units (if relevant)

bushfire Water truck

flood sandbags


Council provision of resources form Page 1

A: AskRequest details

Date and time:

Way request made (email/phone/in person etc):

Requesting agency:

Agency contact name:

Incident Management Team role:

Incident Controller name:

Request for:

Details of requirements including tasks to be undertaken:

Date and time required:

Where to report to:

Who to report to:

Declared emergency? (circle as appropriate)

Yes

No

Identified major incident as declared by State Coordinator

Identified major emergency as declared by State Coordinator

Disaster as declared by Governor



B: Assess and arrangeWill resources be deployed outside Council district?

Does the request involve carrying out works on private property?

Will the release of council resources impact normal service delivery?

If yes, can we accommodate this disruption?

Is there a LGFSG Joint Operating Guideline or other MOU related to this activity?

Is the request in agreement with these agreements?

For requests from external agencies or other Councils

Has the i-Responda Council Action Plan been followed?

For internal Council requests

Are the tasks to be undertaken consistent with the Ordinary Operations of the employees

Do the workers to be deployed have necessary qualifications, experience and PPE to competently and safely carry out the Operation requested and the Situation they are operating within?

Is the requested resources available, fit for purpose and listed in our Fleet Management System?

Are we able to reasonably apply existing WHS when undertaking the requested tasks?

Comments:

Assessed by: Name:

Position:

Date:

Time:



C: ActDecision Approved / not approved

Comments:

Name:

Position:

Date:

Time:


Ensure that resources that are deployed arrive safely at designated location.

Use cost code to itemise expenditure associated with the emergency response.

SMEACS-Q briefingBriefing component

Detail

Situation Current and predicted situationInsert information

Mission Statement of Council Commander’s intent and specific objectives for response Insert information

Execution How the mission will be accomplished: Strategies and tactics Constraints Task and resource allocation Access to the incident Shift times Immediate tasks Contingencies

Insert informationAdministration Logistics for the operation including:

Key support locations and roles Incident staging areas Catering Supply Ground/medical support

Insert informationCommand and Communication

Council Incident Management Structure including: Sectorisation Reporting relationships and times (Who is the Council

Commander) Communications plan Contact numbers, radio channels

Insert informationSafety Identification of known or likely hazards including:

Weather Safety equipment

Welfare – hydration and first aidInsert information

Questions Are there any questions


Situation report (SITREP)

Event name

Event details Date event started:

Time event started:

Basic details of event:

From e.g. Council Commander –

Attention to State Duty Officer LGFSG Manager ZEST LGLO

Council Commander/s Local Councils and staff

The following is a building report; it means that past SITREPS should be included at the back of the report with writing shaded to grey to distinguish the new information from the old. This enables the event to be tracked and for referral back if required.

Select and repast the entirety of the tables below.

Please delete all information in italic blue prior to release.

Time Date SITREP #

Situation

Impacts

Tactics

Resources

External agencies .

Problems

Safety

Completed by

Approved by


Handover documents

Handover - Event DetailsEvent Name

Day Date / / Time hrs

Prepared by Position

Key activities during the preceding shift

Progress, activities and occurrences during the shift.

Critical Issues

Identify any issues/risks that may affect operations, organisation or performing the role or outcomes

Key priorities

Key priorities and tasks for incoming shift.

Safety

Safety considerations and issues

Note: SMEACS-Q can be utilised in a handover situation as a tool to assist with the process of handing over.


Incident logAn incident log will be activated by the Council Commander initially and then and used to record information throughout the duration including:

Personal details Shift details (start, finish and

changeover time) Any instructions given/received Any decisions made and the reasoning

behind them Actions taken

Phone calls and records of conversations

Meetings Finance related information Messages for shift changeover Forward planning

The incident log will remain active until the conclusion of the incident as determined by the Council Commander.

This data may also be recorded in hard copy log books specific to the CIMT position.

Incident logDate Time Action Person


Staff timesheetEmployee Name Employee Number

Department Fortnight End Date

Team Name Cost Centre:

(please circle staff type) Field OR Admin

Start Day & Date

Were you stood down to commence a shift at a later time / day? If Yes, please specify Time / Date of stand down

Yes ☐ No ☐

Is this day your RDO? Yes ☐ No ☐

What is your normal start time / working hours?

Start Time (am / pm)

Meal Break Start Time (am / pm)

Meal Break Finish Time (am / pm)

(am / pm)

Total Hours Worked (excluding meal break)

Employee Signature: Date:

Duty Manager Name:

Duty Manager Signature: Date:

Payment Type (to be allocated by employee)

Note: Employees can only take TOIL for overtime worked for their home department.

□ Pay

□ Flexi / TOIL

□ Half Flexi / TOIL and Half Pay


Debrief reportEvent name

Date of debrief Time of debrief

Person conducting debrief

Staff attending debrief





148 Frome StAdelaide SA 5000

GPO Box 2693Adelaide SA 5001

T (08) 8224 2000

F (08) 8232 6336

E [email protected]

www.lga.sa.gov.au

media release · web viewinsert relevant resources e.g. whiteboard, it access, phones, printer,...

Documents