Annual Report - semc.wa.gov.au A… · Email: [email protected] Web: Images Inside front cover: Sun breaks through storm clouds over Perth – Courtesy of Daniel E Lee (Australian

Annual Reportfor the reporting period ending 30 June 2014

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STATE EMERGENCY MANAGEMENT COMMITTEE ANNUAL REPORT 2013 – 2014 STATE EMERGENCY MANAGEMENT COMMITTEE ANNUAL REPORT 2013 – 2014

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AcknowledgementsThe State Emergency Management Committee (SEMC) acknowledges the contribution of the member agencies and the broad range of organisations and committees who support the SEMC in its activities and/or contributed to the preparation of this Annual Report.

The member agencies are:

Department for Child Protection and Family SupportDepartment of Fire and Emergency ServicesDepartment of HealthDepartment of Parks and WildlifeDepartment of the Premier and CabinetWA PoliceWestern Australian Local Government Association

CorrespondenceAll correspondence regarding this report is to be directed to:Communications CoordinatorSEMC Secretariat20 Southport StreetWest Leederville WA 6007Telephone: (08) 9482 1713Email: [email protected] Web: www.semc.wa.gov.au

ImagesInside front cover: Sun breaks through storm clouds over Perth – Courtesy of Daniel E Lee (Australian Emergency Management)Page 4: Pardoo Sunset – Courtesy of Bjørn Christian Tørrissen

Foreword

Welcome to the State Emergency Management Committee’s (SEMC) 2013–14 Annual Report developed in accordance with section 25 of the Emergency Management Act 2005. This report details the activities of the SEMC in leading and supporting the continuous improvement of emergency management across Western Australia. This year the focus has been on strengthening the SEMC’s strategic oversight role by working to ensure that the best possible systems, processes and policies are in place, underpinned by an up-to-date understanding of the risks the State faces. The SEMC Secretariat, as a newly formed sub-department, has contributed positively to support the Committee’s endeavours and enabled the SEMC to provide sound independent advice on emergency management matters. The SEMC review and improvement role developed further during the year with the Parkerville Stoneville Mt Helena Bushfire Review report. The review was conducted on a collaborative basis with the Department of Fire and Emergency Services (DFES) and the Department of the Premier and Cabinet (DPC). An interagency team was established to lead the review, and this was augmented by subject matter experts with experience in other jurisdictions. The joint review team used a collegial style and continuous learning approach concentrating on ‘what worked well’ and ‘what needs improvement’. The SEMC endorsed this successful collaborative approach and future reviews conducted by the SEMC will follow this methodology. The report was presented to the Minister for Emergency Services on 12 June 2014.Several key achievements for the Committee include the consolidation of the new SEMC subcommittees; the completion of the first phase of the SEMC Policy and Governance Framework review; the second annual Season Review meeting;

and the progress with the State Risk project. This project aims to assess all of Western Australia’s 27 prescribed hazards at a state, regional and local level. In June this year, the SEMC determined that the SEMC Secretariat has oversight of the Natural Disaster Resilience Program (NDRP). The National Partnership Agreement that underpins the NDRP was signed on 10 June 2014 and has provided Western Australia with 12 per cent of the national 2-year Natural Disaster Resilience budget. The SEMC agreed to allocate one-third of the funding to competitive bidding for projects at a local or regional scale and the remainder is divided equally between the State’s priority projects, namely Risk Management Planning and Bushfire Risk Management Planning. We thank all our stakeholders and the members of SEMC for their involvement and contribution to achievements over the past year. Close collaboration with member agencies, the SEMC subcommittees and reference groups and the District and Local Emergency Management Committees is extremely important to achieve our objective of continuing to improve emergency management in Western Australia.We would also like to recognise and thank all the SEMC Secretariat staff for their professional work throughout the year. In particular we would like to acknowledge the excellent contribution made by Ms Noelene Jennings in her time as Executive Director and we wish her well in her new role.

Mr Mal CronstedtExecutive DirectorSEMC Secretariat

Ms Kerry Sanderson AO Chair SEMC

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Contents

Foreword...............................................................................................................................................................3About the SEMC.....................................................................................................................................................6Enabling Legislation...............................................................................................................................................6Responsible Minister..............................................................................................................................................6SEMC Members.....................................................................................................................................................7 SEMC Members as at 30 June 2014......................................................................................................7 SEMC Deputy Members who acted as proxy during the reporting period ending 30 June 2014.......7 SEMC Members who served during the reporting period ending 30 June 2014....................................8SEMC Meetings...................................................................................................................................................10SEMC Membership..............................................................................................................................................11SEMC Strategic Plan 2012–2015........................................................................................................................12Guiding Principles of the SEMC Strategic Plan...................................................................................................14Organisational Hierarchy and Committee Structure.............................................................................................15SEMC Key Achievements in 2013–2014............................................................................................................16 Annual Emergency Preparedness Report............................................................................................16 The State Risk Project..........................................................................................................................16 Bushfire Risk Management Planning Consultation Project..................................................................17 SEMC Policy and Governance Framework Review.............................................................................17 Season Review.....................................................................................................................................18 Parkerville Stoneville Mt Helena Bushfire Review................................................................................18SEMC Subcommittees and Reference Groups..................................................................................................20 The SEMC Subcommittees...................................................................................................................21 The SEMC Reference Groups................................................................................................................22SEMC Subcommittee and Reference Group key activities in the reporting period ending 30 June 2014..........22District Emergency Management Committees....................................................................................................24 Compliance...........................................................................................................................................24 Western Australia’s Emergency Management Districts........................................................................25

DEMC Key Achievements in 2013–2014............................................................................................................26Local Emergency Management Committees......................................................................................................27 Compliance...........................................................................................................................................27

Data collected in the reporting period ending 30 June 2014................................................................27

LEMC Annual Report submissions.......................................................................................................28

State Emergency Management Framework.......................................................................................................30Policy and Legislation Updates...........................................................................................................................31 Changes to Emergency Management Regulations..............................................................................31 New and/or changes to State Emergency Management Policies.........................................................31 New and/or changes to State Emergency Management Procedures...................................................31 New and/or changes to State Emergency Management Plans (Westplans)........................................31Status of State Emergency Management Plans – Westplans............................................................................32Status of State Function Support Plans..............................................................................................................34Hazard Management Agencies...........................................................................................................................35 Achievements, responses and exercises.............................................................................................35Acronyms............................................................................................................................................................37

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The key objective of the SEMC is to strategise, organise and oversee the coordination and continuous improvement of emergency management in Western Australia by:

• promoting shared understanding and responsibility across whole of government and the wider community

• establishing an emergency management framework based on a risk management approach

• promoting preparedness for emergencies in order to minimise their impact and accelerate recovery

• providing advice to government on any matter in relation to emergency management.

The SEMC includes senior representatives (Directors General, Chief Executive Officers and Commissioners) from key agencies essential to the State’s emergency management arrangements, as well as independent members with high level expertise and experience across both government and the private sector.

The SEMC Secretariat supports the SEMC in meeting its strategic goals and legislative requirements.

On 1 July 2013 the SEMC Secretariat was established as a sub-department of the Department of Fire and Emergency Services (DFES).

About the SEMC

Enabling Legislation The State Emergency Management Committee (SEMC) is established by section 13 (1) of the Emergency Management Act 2005.

The Hon. Joe Francis MLA, Minister for Emergency Services; Corrective Services; Small Business; Veterans.

Responsible Minister

SEMC Members as at 30 June 2014

Ms Kerry Sanderson AO: Independent SEMC Member; SEMC Chair

Ms Sue Ash AO: Independent SEMC Member; SEMC Deputy Chair

Ms Noelene Jennings: SEMC Executive Officer; SEMC Secretariat Executive Director

Mr Frank Edwards CSC: Independent SEMC Member

Dr Karl O’Callaghan APM: SEMC Member; Commissioner, WA Police

Mr Wayne Gregson APM: SEMC Member; Commissioner, Fire and Emergency Services

Mr Peter Conran AM: SEMC Member; Director General, Department of the Premier and Cabinet

Mr James Sharp: SEMC Member; Director General, Department of Parks and Wildlife

Ms Ricky Burges PSM: SEMC Member; Chief Executive Officer, Western Australian Local Government Association

Prof Byrant Stokes: SEMC Member; A/Director General, Department of Health

Ms Emma White: SEMC Member; A/Director General, Department for Child Protection and Family Support

SEMC Deputy Members who acted as proxy during the reporting period ending 30 June 2014

Dr Andrew Robertson CSC PSM: Deputy Chief Health Officer, Department of Health

Mr Peter Byrne: Executive Director, Corporate and Business Services, Department for Child Protection and Family Support

Mr Stephen Brown APM: Deputy Commissioner, Specialist Services, WA Police

Ms Jodie Holbrook: Policy Manager - Community, Western Australian Local Government Association

Mr Richard May: Executive Director, Whole of Government Directions and Strategic Projects, Department of Premier and Cabinet

Mr Lloyd Bailey AF SM: Deputy Commissioner Operations, Fire and Emergency Services

SEMC Members

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SEMC Members who served during the reporting period ending 30 June 2014

Ms Kerry Sanderson Ms Sue Ash Ms Noelene Jennings

Mr James Sharp Mr Peter Conran Mr Terry Murphy*

Mr Frank Edwards Dr Karl O’Callaghan Mr Wayne Gregson

Ms Ricky Burges Dr Andrew Robertson ** Ms Emma White*

* Mr Terry Murphy’s final SEMC meeting was on 11 March 2014. Ms Emma White replaced Mr Murphy as the representative committee member from the Department for Child Protection and Family Support.** Dr Andrew Robertson acted as proxy for Prof Bryant Stokes

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SEMC Meetings

• Four ordinary quarterly meetings on: 3 September 2013 11 December 2013 11 March 2014 and 10 June 2014

Member Position/Organisation

Total number of meetings attended

Represented by Proxy (number of meetings)

Ms Kerry Sanderson SEMC Chairperson 4Ms Sue Ash SEMC Deputy

Chairperson4

Ms Noelene Jennings

SEMC Executive Officer

4

Mr Frank Edwards Independent Member

4

Dr Karl O’Callaghan WA Police 1 Mr Stephen Brown (3)Mr Wayne Gregson Department of Fire

and Emergency Services

3 Mr Lloyd Bailey (1)

Mr Terry Murphy Department for Child Protection and Family Support

1 Mr Peter Byrne (3)

Ms Emma White Department for Child Protection and Family Support

0 Mr Peter Byrne (1)

Mr Peter Conran Department of the Premier and Cabinet

3 Mr Richard May (1)

Mr James Sharp Department of Environment and Conservation

4

Ms Ricky Burges Western Australian Local Government Association

2 Ms Jodie Holbrook (2)

Professor Bryant Stokes

Department of Health

0 Dr Andrew Robertson (4)

Table 1: Record of attendance for ordinary quarterly meetings

During the reporting period ending 30 June 2014, the SEMC met on six occasions:

• Special meeting on 1 October 2013 (Preparedness Report and Statewide Risk Assessment)

• Season review meeting on 10 June 2014.

Emergency Risk M

anagement

Section 13 of the Emergency Management Act 2005 provides for the membership of the SEMC to consist of:(a) a chairman appointed by the Minister(b) a deputy chairman appointed by the Minister(c) an executive officer of the SEMC appointed by the Minister(d) a person who is representative of local government, appointed by the Minister(e) such other members as are provided for, and appointed in accordance with, the regulations.The Emergency Management Regulations 2006 provide for the ‘other members’, referred to in section 13(e) of the Emergency Management Act 2005, to consist of not more than seven other members appointed by the Minister.The Minister is to ensure that the chairperson has expertise or experience that is relevant to the functions of the SEMC. The SEMC has the following functions under section 14 of the Emergency

Management Act 2005:

(a) to advise the Minister on emergency management and the preparedness of the State to combat emergencies

(b) to provide direction, advice and support to public authorities, industry, commerce and the community in order to plan and prepare for an efficient emergency management capability for the State

(c) to provide a forum for whole of community coordination to ensure the minimisation of the effects of emergencies

(d) to provide a forum for the development of community wide information systems to improve communications during emergencies

(e) to develop and coordinate risk management strategies to assess community vulnerability to emergencies

(f) to perform other functions given to the SEMC under this Act

(g) to perform any other function prescribed by the regulations for the purposes of this Section.

SEMC Membership

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Strategic Oversight and Coordination Risk Shared Responsibility Preparedness Continuous ImprovementObjective Review Emergency Management (EM)

arrangements so as to ensure improved outcomes.

Develop and coordinate a strategic risk framework.

Clarify roles and responsibilities of EM partner organisations.

Develop community risk management awareness and capacity.

Assess and advise on preparedness.

Embrace learning and continual improvement and incorporate into our business.

Outcomes Legislative and policy framework understood and applied correctly.

Risk is applied across all hazards.

Future risks identified.

Shared responsibility ethos and enhanced community preparedness linked to local initiatives.

Identify gaps and highlight planned improvements in annual reporting.

Disseminate expert knowledge on EM.

Priority ProjectsInteroperability of communication.

Review of subcommittees and communication processes to ensure efficiency and effectiveness.

Emergency Management Act (2005) review.

Policy review.

Implementation of an assurance process.

Risk framework developed and applied to emergency management.

All risks assessed using AS/NZS ISO 31000:2009.

Review of community alert system.

Review of local emergency management structures and arrangements.

Act to clarify responsibilities.

Emergency Preparedness Report: preparation and follow up of actions as identified in the 2013 report.

Monitor ongoing implementation of reviews including Keelty, Noetic, and Office of the Auditor-General including completion of actions allocated to SEMC.

Develop a process to share learnings from exercises and incidents.

Other Projects Review of State Recovery arrangements. State natural hazard research project (i.e. the State Risk Project).

Development of a State Risk Register.

Integration of National Disaster Resilience Program arrangements.

Identify how National Strategy for Disaster Resilience is best implemented in Western Australia.

Establishment of Emergency Preparedness Framework for 2013–2014.

EM Extranet or portal website.

Achievements Four subcommittees and two reference groups established and operating: Community Engagement subcommittee; Response subcommittee; Risk subcommittee; Recovery subcommittee; Public Information reference group; and Essential Services Network Operators reference group.

Input provided to Emergency Management Act (2005) review.

Strategic Policy Review project initiated.

Westplan and Policy cyclic reviews continued.

Two new Westplans (Fire and Electricity Supply Interruption and two revocations (Urban Fire and Bushfire).

Endorsement of State Emergency Management Policy 2.9 – Management of Emergency Risk.

Progression of State Risk Project, including: All hazards assessment at state, district and local level; Consistent methodology: AS/NZS ISO 31000:2009; National Emergency Risk Assessment Guidelines; and WA Emergency Risk Assessment Guidelines.

Completed submission to Commonwealth on State-level Risk Assessment of seven sudden onset natural hazards: storm, earthquake, bushfire, tsunami, heatwave, cyclone and flood.

Ongoing review of local and district emergency management arrangements.

Ongoing stakeholder communications.

Development of shared responsibility ethos through ongoing communications.

Ongoing executive and business planning support for District Emergency Management Committees outside the Perth metropolitan area.

Communiqués published in 2013 (September, October, December) and 2014 (March and June).

Quarterly Newsletter published in May and July.

Consultation with stakeholders on Bushfire Risk Management Planning project.

Production of the Emergency Preparedness Report 2013. Key theme areas have been identified and appear in the report.

All West Australians Reducing Emergencies (AWARE) funding program to enhance community preparedness – ongoing throughout the year.

Resilient Australia Awards program to recognise and encourage agency and community initiatives in prevention and preparedness.

Season Review conducted.

Pre-season briefing conducted.

Parkerville Stoneville Mt Helena Bushfire Review conducted from March through to June. The report was tabled on 12 June 2014.

Continual monitoring of the implementation of the majority of the recommendations contained in the Keelty Report Shared Responsibility: The Report of the Perth Hills Bushfire.

Phase 1 of new SEMC Website project completed. Commenced Phase 2, which includes the Emergency Management knowledge portal.

SEMC Strategic Plan 2012–2015The SEMC’s Strategic Plan 2012–2015 underpins SEMC’s commitment to the ongoing review and improvement of Western Australia’s emergency management framework.

The Strategic Plan is the SEMC’s blueprint for achieving its purpose of strategising, organising and overseeing the coordination and continuous improvement of emergency management in the State.

Table 2: The SEMC Strategic Plan 2012–2015 and an achievements section that summarises progress made during the reporting period against each of the five major pillars

Table 2 illustrates the Strategic Plan and its elements.

An “Achievements” section summarises progress made during the reporting period

ending 30 June 2014 against each of the five major pillars.

The Strategic Plan is also available on the SEMC website www.semc.wa.gov.au.

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Guiding Principles of the SEMC Strategic Plan

Dynamic

Community and Stakeholder Confidence

Collaboration and Teamwork

Accountability

Continuous Improvement

Strategic LeadershipStrategic leadership and direction that

enables continued improvement in emergency management in Western

Australia.

Engaging with the community on emergency management issues, seeking feedback and taking into account the community’s needs

and views.

Working collaboratively to resolve issues and achieve improved emergency management

outcomes through coordination and teamwork.

Timely workflow completion coupled with proper due diligence and transparency – evidenced by Committee monitoring and reporting, as well as the establishment of

assurance processes.

Responsive and, while acknowledging resource limitations, optimising available

resources (including innovative and technological solutions).

Continued improvement in positive outcomes by ongoing research and review

and application of lessons learnt.

Figure 1: Guiding principles of the SEMC Strategic Plan

Organisational Hierarchy and Committee Structure

The three-tiered SEMC committee structure, as determined by the Emergency Management Act 2005, comprises the State (SEMC), District (DEMC) and Local (LEMC) levels. The structure also includes the SEMC subcommittees and reference groups (see

A. Roles and Responsibilities as set out in the Emergency Management Act 2005.B. The SEMC Secretariat was established as a Sub-department of DFES on 1 July 2013. C. The SEMC Secretariat’s key function is to provide Services and Administrative Support to the SEMC and receive directions from the SEMC.D. The three-tiered SEMC committee structure, as determined by the Emergency Management Act 2005, comprises the State, District and Local levels and includes the SEMC subcommittees and reference groups.

A

D

D

D

B C

The Minister for Emergency Services

State Emergency Management Committee

(SEMC)

District Emergency Management Committees

(DEMCs)

Local Emergency Management Committees

(LEMCs)

SEMC Subcommittees and Reference Groups

Department of Fire and Emergency Services (DFES)

State Emergency Management Committee

(SEMC) Secretariat

Figure 2). The main role of each of these committees is emergency management planning.The SEMC is supported by the SEMC Secretariat which is a sub-department of the Department of Fire and Emergency Services (DFES).

Figure 2: Organisational Hierarchy and Committee Structure

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SEMC Key Achievements in 2013–2014

Annual Emergency Preparedness ReportThe SEMC presented Western Australia’s second Emergency Preparedness Report in October 2013. The report was subsequently tabled in State Parliament by the Minister for Emergency Services, the Hon. Joe Francis MLA. Building on the inaugural 2012 report, the 2013 report has been significantly enhanced. In particular, the capability-based approach used in the 2012 report was refined to include a balance of strategic and operational elements. It shows the State’s preparedness for large-scale emergencies against 10 capability areas and 30 core objectives.The improved Capability Assessment Tool successfully captured more useful and useable information from agencies on their emergency capabilities. The report highlighted that much has been done to improve preparedness, including training and exercises as well as updating of emergency plans, undertaking reviews and planning improvements arising from the prior season, including the upgrading of equipment to improve both response and safety.An important element of the 2013 report was the continuation of the risk-based methodology theme which emerged from the 2012 report. A strong risk management approach across all emergency management activities is necessary to ensure the best use of resources.

The State Risk ProjectIn 2013 the SEMC initiated the State Risk Project to gain a comprehensive and consistent understanding of the risks that the State faces at multiple levels (State, District and Local) from 27 hazards, comprising natural (for example,

cyclone, flood, bushfire) and man-made (for example, oil spill, rail crash, air crash) hazards that are prescribed in legislation.The project is designed to assist the State in planning for potential emergency situations and to help prioritise future resource allocations, with emphasis towards prevention and preparedness activities. Expected benefits and outcomes are: • an increased understanding of major risks and associated impacts on a local, regional and State basis from all hazards

• objective information to assist in resource allocation

• substantial data to enable mitigation proposals to be evaluated and to support risk management strategies

• improved basis for development of Local Emergency Management Arrangements (LEMAs) and Westplans

• increased knowledge of the State and local framework for managing risk.

In December 2013 as part of the initial State-wide phase of this project the SEMC Secretariat facilitated two State-level, multi-agency workshops to assess the State’s risk levels from the natural hazards Flood and Cyclone. This data was added to data collected from five previous workshops held in May and June 2013 that addressed Bushfire, Tsunami, Earthquake, Storm and Heatwave and formed the first phase of the project.A report covering all seven sudden onset hazards in Western Australia was published in December 2013, fulfilling the requirement of the National Partnership Agreement on Natural Disaster Resilience with the Commonwealth. Underpinning the principles of the State Risk Project is the State Emergency Management Policy 2.9 – Management of Emergency Risks (SEMP 2.9). Initially approved by the SEMC in March 2013, it

went through a substantial consultation process with Hazard Management Agencies (HMAs) and local governments through the second half of 2013 and was endorsed by the SEMC in its final format in March 2014. In 2014 the Project moved to a new phase of assessing risks to the State from other hazards. In May, the SEMC Secretariat facilitated a multi-agency workshop to address risks from telecommunications disruption. In addition, the project began analysing actual events to help validate the risk assessment process and gain perspective between known events and predicted scenarios. In June 2014, for facilitation of emergency risk management at a local level, the SEMC Secretariat completed a transitional Western Australian Emergency Risk Management Guide 2014 including a toolbox of accompanying materials to aid risk assessment. The guide is aligned with the current national standards and AS/NZS ISO 31000:2009. It was introduced within a workshop setting to agencies conducting the Emergency Risk Management process under All West Australians Reducing Emergencies (AWARE) funding.The State Risk Project is an initiative of the State Government of Western Australia and is jointly funded by the Australian Government.

Bushfire Risk Management Planning Consultation ProjectThe aim of the Bushfire Risk Management Planning (BRMP Consultation) project was to obtain input relating to the development of bushfire risk management plans which are to be prepared by local governments with support from DFES. These plans are designed to document a coordinated and efficient approach towards

the identification and treatment of bushfire risk in local areas to help protect people, assets and other community values. A comprehensive and integrated planning process is envisaged with the aim to develop tenure-blind, evidence-based information. In turn this information is anticipated to provide a sound basis for decision-making in bushfire risk management and treatment planning.In 2013–14 a series of eight workshops were conducted in the metropolitan and southern districts of the State covering 45 local governments deemed to have high bushfire risk. Subsequently DFES commenced a pilot study with four local governments in the South West (Shire of Augusta–Margaret River, Nannup, Boyup Brook and Collie) to trial the techniques and roll out requirements. It is expected that the outcomes of the pilot will be reported late in 2014.

SEMC Policy and Governance Framework Review The SEMC is responsible for ensuring the preparation of State emergency management policies, which form part of the strategic framework for emergency management in Western Australia. Recognising the strategic role of the SEMC, the evolutionary nature of the policy framework to date and the goal of continuous improvement, a review of the governance and policy framework was commenced. The first phase of the project entailed research of other jurisdictional governance frameworks both nationally and internationally, to establish a contemporary framework for Western Australia which is fit for purpose and reflects best practice. As a result of this research a number of key themes in the arrangements emerged, including the existence in other Australian

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jurisdictions of a single state emergency management plan based on an all hazards approach, supported by specific hazard plans. These strategic high level plans are also based on the comprehensive Prevention, Preparedness, Response and Recovery approach.The second phase of the project was commenced to research a new policy framework. Appropriate policy areas were identified, which:• reflect contemporary emergency management principles

• establish a suitable governance hierarchy of policy, plans, procedures and guidelines

• support a coordinated approach to emergency management in Western Australia.

This phase of the project was, and will continue to be, informed by a stakeholder advisory group with representation from a range of emergency management agencies.

Season ReviewThe SEMC held its second annual Season Review meeting, which provided an opportunity for the Committee to analyse events and improvements from the past year and consider future improvements. During the review, it was noted that considerable improvement has taken place across multiple areas which will positively contribute to the resilience and capability of Western Australia, in particular, by being better prepared for future emergency events. Within the year, a Season Review template based on the SEMC strategic themes was developed to allow more agencies to contribute. Significant improvements, ‘lessons learnt’ and opportunities were presented by the relevant agencies in key areas including

communication, community awareness, interoperability and shared responsibility.In addition, the Review report on the Parkerville Stoneville Mt Helena Bushfire event was briefly discussed, identifying areas which worked well and opportunities for future improvement.The new role of the State Recovery Controller was involved in Cyclone Christine, the Parkerville Stoneville Mt Helena Fire and the flooding in Exmouth and Kununurra. A number of improvements were made to the recovery process for the Parkerville Stoneville Mt Helena Fire and the Review of this incident reported favourably on the improvements.The SEMC also noted key National challenges which emerged from Emergency Management Australia’s perspective including: • challenges of achieving balance in public messaging

• increasing confluence of significant events

• increasing complexity at the rural-urban interface

• reliance on interstate resources• the need to use an integrated approach to planning for the severe to catastrophic range of events.

Overall, the discussion on opportunities for improvement considered key themes including training, community awareness, roles and responsibilities, objectives, logistics and planning for recovery as well as sharing of information.

Parkerville Stoneville Mt Helena Bushfire ReviewThe Parkerville Stoneville Mt Helena bushfire started on the morning of Sunday 12 January 2014. Under the direction of a multi-agency Incident Management

SEMC Key Achievements in 2013–2014 continued...

Team, the combined resources of DFES, the Shire of Mundaring, the Department of Parks and Wildlife (DPaW) and volunteer brigades were employed to manage and suppress the fire. Although contained by the same evening, the fire was not declared to be ‘blacked out’ for a further 21 days. Although no lives were lost or serious injuries reported, 1,386 people were registered as evacuees and 57 residential properties were destroyed.On 13 January 2014, the Minister for Emergency Services, the Hon Joe Francis MLA, announced a review of the incident. The review was conducted collaboratively. The SEMC Chair, the Fire and Emergency Services Commissioner and the Director General of the Department of the Premier and Cabinet formed a Review Steering Committee. They were supported by a team of officers from the three agencies, two independent members with bushfire fighting expertise from other Australian jurisdictions and an independent consultant. The approach taken was one that promoted open sharing of information and facilitated open discussions. It has provided a model for future reviews of this kind that may be undertaken by the SEMC.Amid the loss and distress caused by the fire, the review identified a number of positive features of the event including a good level of bushfire risk awareness in the Mundaring community, as evidenced

by a large and active volunteer fire-fighting community and the emergency planning arrangements in place. It was noted that this may have contributed to building a level of physical and psychological preparedness that assisted the community in response and recovery.There was significant positive feedback from the community regarding the work of the welfare and support organisations involved in the incident and the achievements of the essential service providers, especially Western Power and Telstra, in restoring services. Action by the Department of the Premier and Cabinet and the State Recovery Controller promoted the swift allocation and release of State and Commonwealth relief monies and, in cooperation with the Insurance Council of Australia, a streamlining of the claims assessment process. The review also identified opportunities for improvement of the management of bushfires, both in general and in the specific circumstances of the Perth Hills. These include legislation, policy and planning matters; preparedness and prevention; development of leadership capacity in rural-urban interface firefighting; and management of the recovery process. These are detailed in the Parkerville Stoneville Mt Helena Bushfire Review report which was tabled in Parliament by the Minister on 12 June 2014.

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RecoverySubcommittee

RiskSubcommittee

Response Subcommittee

Community Engagement

Subcommittee

Public InformationReference Group

Essential Services Network Operators

Reference Group

Subcommittees

Reference Groups

State Emergency Management Committee (SEMC)

SEMC Subcommittees and Reference Groups

Section 21 of the Emergency Management Act 2005 allows the SEMC to establish such subcommittees as it thinks fit to advise the SEMC on any aspect of its functions or to assist with any matters relevant to the performance of its functions. Subcommittees may, but need not, consist of or include members of the SEMC.

Following a strategic review in 2013, the SEMC overhauled its subcommittee structure.

The new structure, which was endorsed by the SEMC on 11 June 2013 and became effective and fully operational from 1 July 2013, is illustrated in Figure 3.

Figure 3: The new subcommittee structure, which became effective and operational from 1 July 2013

The SEMC Subcommittees

SUBCOMMITTEE CHAIR ROLE

Community Engagement

Sponsor :Wayne Gregson –Commissioner, Department of Fire and Emergency Services (DFES)

Steve Fewster –Deputy Commissioner Capability Command, DFES

To support the SEMC in strengthening resilience by providing advice on community engagement and education programs and initiatives and looking for synergies between programs.

Response

Sponsor:Karl O’Callaghan –Commissioner, WA Police

Chris Dawson –Deputy Commissioner (Operations), WA Police / Stephen Brown, Deputy Commissioner, Specialist Services, WA Police

To provide a forum for promoting and focusing the development of those aspects of the State’s emergency response capability (including policies, plans, procedures and systems) that are relevant to hazards.

Recovery

Sponsor:Sue Ash –Deputy Chair, SEMC

Sue Ash –Independent Member, SEMC

To provide a forum for promoting and supporting the development and maintenance of emergency recovery capability.

Risk

Sponsor:Kerry Sanderson –Chair, SEMC

Noelene Jennings –Executive Director, SEMC Secretariat

To consult and advise on ways to improve the coordination and application of an evidence-based approach to risk management for all hazards.

The principal responsibilities of each SEMC member that sponsors a subcommittee are: • to ensure that the subcommittee works effectively

• to introduce subcommittee recommendations to the SEMC and lead the process to identify related SEMC decisions and actions, as appropriate

• to provide assistance to resolve issues, where required

• to nominate subcommittee chairs.

Each subcommittee chair is responsible for driving the work of the subcommittee, including the development and implementation of the subcommittee business plan.

Table 3: Subcommittee chairs and roles

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REFERENCE GROUP CHAIR ROLEPublic Information

Neil Stanbury –Director Media and Public Affairs, WA Police

To provide advice and support to the SEMC and its subcommittees in relation to arrangements for the provision of emergency public information and public awareness related to emergency management in Western Australia.

Essential Services Network Operators

Mark Fitzhardinge –Senior Operations Analyst, Water Corporation

To provide a forum for the exchange of information that will assist or improve the operation of essential services or functions in relation to emergency management for the benefit of the community.

Table 4. Reference group chairs and roles

The SEMC Reference Groups

The two reference groups are tasked with ensuring that knowledge-sharing of critical issues in the emergency management sector occurs, as well as the continuation of opportunities to maintain professional networks, monitor emerging

trends and encourage debate. The SEMC and subcommittees refer matters to the reference groups for consideration and likewise reference groups refer matters for SEMC and subcommittee consideration.

The newly formed subcommittees and reference groups commenced their functions on 1 July 2013. The excellent work of the Chairs of the committees and the reference groups in both convening meetings and working through key issues in a consistent manner was integral to the achievement of workflow integration

SEMC Subcommittee and Reference Group key activities in the reporting period ending 30 June 2014

among the committees and reference groups during the year.

Some of the key achievements and projects of each subcommittee and reference group are illustrated below.

The Community Engagement Subcommittee progressed its Work

Plan and Project Plans, in line with the subcommittee’s overall objective of providing advice on community engagement and education programs and initiatives. The subcommittee also contributed to national stocktakes conducted under the auspices of the Australian–New Zealand Emergency Management Committee (Community Engagement Subcommittee) in relation to implementation of the ‘Keeping Our Mob Safe’ (emergency management in Aboriginal communities) and the National Emergency Management Volunteer Action Plan.The Response Subcommittee conducted a review of incident management systems used in Western Australia and investigated emergency management exercising in the State. The subcommittee also established the Exercise Management Advisory Group and the Traffic Management Working Group. In addition, it undertook a workshop to investigate the feasibility of a Restricted Access Permits System in Western Australia, as well as a review of procedures for evacuations by sea in the State. The subcommittee also reviewed and/or endorsed several Westplans and State Emergency Management Policies (SEMPs).The Recovery Subcommittee progressed several projects that align with the subcommittee’s aim of providing a forum for promoting and supporting emergency recovery capabilities. The subcommittee also engaged in meetings held at the City of Armadale regarding Perth Hills bushfire recovery experiences, as well as a workshop regarding recovery knowledge management methodology and sharing of lessons learnt for short and long term recovery.The Risk Subcommittee provided a forum that led to the improvement of the coordination and application of an

evidence-based approach to emergency risk management across all hazards. The subcommittee provided advice regarding the State Risk Project including: methodologies and tools for risk analysis; priority risk and region identification; present State-level risks, overview and reporting; data source availabilities; integration of risk management activities in Western Australia; agency collaboration and input of agency domain expertise; technology and data processing and display of risk information. The subcommittee also provided advice regarding the State’s 27 gazetted hazards and six key areas of vulnerability (people, economy, infrastructure, social setting, public administration and environment). In addition to reviewing Westplans, the subcommittee also provided assessment of organisational capacity to identify and treat risk related to emergency response activities.The Essential Services Network Operators Reference Group (ESNORG), in parallel with its objective of improving the operation of essential services or functions, committed to support and restart the Operation Centre Networking Group. It also conducted a full review and update of the Lifelines Mutual Assistance Policy and Principles Agreement. This policy and principles document, which was endorsed by ESNORG, formalises an agreement between essential network operators to provide assistance during an emergency. In addition, test procedures for the landline-independent network linking key Essential Service Operation Centres were reviewed and updated during the reporting period.The Public Information Reference Group, in accordance with its key role, provided advice and support to the SEMC and its subcommittees in relation to arrangements for the provision of emergency public information and public awareness related to emergency management.

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District Emergency Management Committees

The District Emergency Management Committees (DEMCs) are positioned within the three-tiered SEMC committee structure as shown in Figure 4.

Local Emergency Management Committees (LEMCs)

SEMC Subcommittees and Reference GroupsDistrict Emergency

Management Committees (DEMCs)


Figure 4: DEMC positioning within the committee structure

Section 31 of the Emergency Management Act 2005 provides for the establishment of emergency management districts and a District Emergency Management Committee (DEMC) for each district.

There are 14 Emergency Management Districts established in the State of Western Australia. Each emergency management district has its own DEMC.

The key function of each DEMC is to assist in the establishment and maintenance of effective emergency arrangements in their district.

DEMCs meet a minimum of two times per year and have interagency representation, which often includes State Government agencies.

Each DEMC focuses on risk within its district and ensures that information received from the SEMC flows down to the Local Emergency Management Committees (LEMCs).

The DEMCs support the LEMCs with advice on emergency management arrangements, as well as participating in exercises and testing of arrangements.

During the year, six DEMCs in regional districts (South West, Great Southern, Mid West–Gascoyne, Goldfields–Esperance, Wheatbelt and the Kimberley) were supported by Community Emergency Management Officers (CEMOs) from the SEMC Secretariat.

Compliance

All DEMCs, under Section 33 of the Emergency Management Act 2005, are required to prepare and submit to the SEMC an annual report on their activities during the financial year.

Western Australia’s Emergency Management Districts

Figure 6: The state’s metropolitan emergency management districts

Figure 5: The state’s regional emergency management districts

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DEMC Key Achievements in 2013–2014

Each DEMC’s individual business plan aligns with the specific goals set by the SEMC business plan. Each district is required to develop strategies to achieve the key outcomes required by the SEMC, along with any additional achievements, outcomes and strategies specific to its district or local area for the reporting period.In the reporting period ending 30 June 2014, each DEMC annual report that was submitted included a summary of their achievements against their business plan. A sample of some of the projects, achievements and initiatives of the various DEMCs throughout the State are included below.The Wheatbelt DEMC progressed the Avon River Flood Planning project and was engaged in the Avon River Flood Plan Advisory Committee. The Wheatbelt, together with the Goldfields–Esperance DEMC, were also successful AWARE funding recipients for a 3-day nationally accredited recovery course run by the Australian Emergency Management Institute in Northam. In addition, the Wheatbelt DEMC participated in a district-level earthquake exercise held in York with DFES, aimed at testing the planning and availability aspects of agency resources to respond. The South West and Peel DEMCs reported several key achievements including engagement in an interagency desktop Emergency Response Exercise (facilitated by the Water Corporation) and conducting a comprehensive Bushfire Season Workshop.The Pilbara DEMC reported a number of exercises conducted in the district including multi-agency exercises in Port Hedland, Karratha and Onslow. The Pilbara DEMC also participated in a pre-season briefing (wet season) as well as the Cyclone Christine debrief process.

The Great Southern DEMC partnered with the City of Albany to obtain AWARE funding for Australian Emergency Management Institute to deliver the ‘Manage Recovery Functions and Services’ training module.

The Great Southern DEMC also established the Australian and New Zealand Army Corps (ANZAC) Subcommittee in order to ensure strategic emergency management preparedness for the event across the district.

The Kimberley DEMC monitored the Evacuation and Welfare Centres across the Kimberley region (the region has an identified shortage of suitable facilities). The DEMC also developed and strengthened a network of resources (including Australian Northern Defence Force; Australian Customs; Department of Fisheries; Department of Immigration and Citizenship; Curtin Detention Centre) that may be able to assist during Kimberley incidents.

Local Emergency Management Committees

The Local Emergency Management Committees (LEMCs) are positioned within the three-tiered SEMC committee structure as shown in Figure 6.

Local Emergency Management

Committees (LEMCs)


SEMC Subcommittees and Reference GroupsDistrict Emergency Management

Committees (DEMCs)

Figure 7. LEMC positioning within the committee structure

Local Governments are key players in the State’s emergency management arrangements and provide expert knowledge about their communities and environments. It is their role to ensure that local emergency management arrangements are prepared and maintained, and to manage recovery after an emergency.Under section 38 of the Emergency Management Act 2005, a local government is to establish one or more Local Emergency Management Committees (LEMCs). The Local Emergency Management Committee (LEMC) has representation from organisations and agencies that play a key role in emergency management within their area.The LEMC is to advise and assist the local government to ensure that Local Emergency Management Arrangements

(LEMAs) are established, reviewed and tested in accordance with section 39 of the Emergency Management Act 2005.

Compliance All LEMCs, under section 40 of the Emergency Management Act 2005, are required to prepare and submit to the DEMC for their district an annual report on their activities during the financial year.

Data collected in the reporting period ending 30 June 2014In producing this annual report, the SEMC was reliant on reports from District Emergency Management Committees (DEMCs), Local Emergency Management Committees (LEMCs), Hazard Management Agencies (HMAs) and the SEMC subcommittees and reference groups.

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LEMC Annual Report Submissions

Albany Armadale Ashburton Inland Ashburton–PannawonicaAugusta–Margaret River Bassendean Bayswater Belmont/ Victoria Park BeverleyBoddington Boyup Brook Bridgetown–Greenbushes Brookton Broome Broomehill Tambellup Bruce Rock BunburyBusselton–Dunsborough Canning/South PerthCapel Carnamah–Coorow Carnarvon Chapman ValleyChitteringCockburn Collie Coolgardie Corrigin Cranbrook Cue Cunderdin

Dalwallinu Dandaragan Shire Dardanup Denmark Derby Donnybrook/Balingup Dowerin Dumbleyung Dundas Esperance Exmouth Fitzroy CrossingFremantleGingin Gnowangerup Goomalling Gosnells Greater GeraldtonHalls Creek Harvey Irwin Jerramungup KalamundaKalbarri Kalgoorlie–Boulder Karratha Katanning Kellerberrin–Tammin Kojonup Koorda

Kulin Kununurra Kwinana Lake Grace Leonora Mandurah Manjimup Marble Bar MeekatharraMelville Menzies Merredin Moora Morawa, Perenjori, Three Springs, Mingenew Mt Magnet Mt MarshallMukinbudin Mundaring Murchison Murray Nannup Narembeen Narrogin Newman NorthamNorthampton Nullagine Nungarin Onslow Coastal

Perth and Kings Park and Botanic Gardens Authority Pingelly–WanderingPlantagenet Port Hedland Quairading RavensthorpeRockinghamRottnest Sandstone Serpentine–Jarrahdale Shark Bay StirlingSwan Toodyay Trayning Upper Gascoyne Wagin Wanneroo–Joondalup Waroona West Arthur Western Central Williams Wiluna Wongan–Ballidu and Victoria Plains Wyalkatchem Wyndham Yalgoo Yilgarn and Westonia York

The SEMC wishes to acknowledge the following Local Emergency Management Committees (LEMCs) for their time and effort in preparing and submitting an annual report.

In Western Australia there are currently 138 local governments. In the 2013–2014 reporting period there were 124 LEMCs. This number includes individual or combined LEMCs (that is, LEMCs which cover more than one local government).Of the 124 LEMCs, 119 LEMCs submitted Annual Reports for inclusion in the SEMC Annual Report. Of those 119 LEMC annual

report submissions, 111 reported that they had Local Emergency Management Arrangements (LEMAs) and 90 reported that they had Recovery Plans in place. In the past not all LEMAs included a Recovery Plan. The SEMC is working towards ensuring all current LEMAs include a valid Recovery Plan and are forwarded to the SEMC for approval.

Figure 8: Annual Report submission statistics for the reporting period ending 30 June 2014.

Figure 9: LEMC statistics for the reporting period ending 30 June 2014 (annual reports submission; LEMAs; Recovery Plans.

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State Emergency Management Framework

Emergency Management Act 2005

Emergency Management Regulations 2006

State Emergency Management Policies

State Emergency Management Policies are those developed under section. 17 Emergency Management Act (2005) and should be developed when there is a need to prescribe formal instruction or processes or as a result of governing legislation or a SEMC resolution. Policy should clearly define the required

outcome that is to be achieved and explain the roles and responsibilities of all parties involved. Polices may be supported by the following documents which form part of the SEMC framework.

State Emergency Management Plans

State Emergency Management Plans are those prepared under section 18 Emergency Management Act (2005) to outline State arrangements for the emergency management of hazards and support functions.

State Emergency Management Procedures

State Emergency Management Procedures should be utilised when a process needs to be explained through a step-by-step process, allowing emergency management agencies and personnel to complete

tasks in compliance with State Emergency Management Policy.

State Emergency Management GuidelinesState Emergency Management Guidelines have been developed to provide emergency management agencies with detailed instruction across a number of subjects; including, but not limited to: Traffic Management;, Community Evacuation; Westplan Development; and Local Government Emergency

Management Arrangements.

Policy and Legislation Updates

Changes to Emergency Management Regulations The Emergency Management Amendment Regulations 2013 prescribed a new hazard: ‘ … loss of or interruption to the supply of electricity that is capable of causing or resulting in loss of life, prejudice to the safety, or harm to the health, of a person.’ The Coordinator of Energy (Public Utilities Office–Department of Finance) was prescribed as the hazard management agency for this hazard.

New and/or changes to State Emergency Management Policies The following policies were reviewed:• SEMP 2.5 – Emergency Management in Local Government Districts – (under review)

• SEMP 2.9 – Management of Emergency Risks

• SEMP 4.1 – Incident Management• SEMP 4.7 – Community Evacuation

New and/or changes to State Emergency Management ProceduresThe following State Emergency Management Procedures were reviewed:• ADP 14 – Revocation of a Westplan• OP 04 – Appointment of Hazard Management Officers

• OP 11 – SECG Activation• OP 13 – Emergency Situation• OP 23 – Incident Level Declaration.

New and/or changes to State Emergency Management Plans (Westplans)The following State Emergency Management Plans (Westplan) were reviewed:• Westplan Air Crash• Westplan Chemical, Biological, Radiological and Nuclear (CBRN);

• Westplan Collapse• Westplan Fire• Westplan Human Epidemic• Westplan Recovery Coordination• Westplan Welfare. The following State Emergency Management Plan (Westplan) was developed:• Westplan Fire• Westplan Electricity Supply Interruption – Public Utilities Office (interim plan for 12 months)

The following State Emergency Management Plans (Westplans) were revoked:• Westplan Urban Fire• Westplan Bush Fire

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WESTPLAN HAZARD HAZARD MANAGEMENT

AGENCY

STATUS

Westplan Air Crash Air Crash Western A Police CurrentWestplan Animal and Plant Biosecurity

Animal, Plant Pests and Diseases

Department of Agriculture and Food WA

Under review

Westplan Bushfire Fire (Bushfire) Department of Fire and Emergency Services; Department of Environment and Conservation

Revoked and replaced with Westplan Fire

Westplan Brookfield Rail Emergencies

Brookfield Rail Emergencies

Brookfield Rail Under review

Westplan CBRN Chemical Biological Radiological Nuclear (CBRN)

Department of Fire and Emergency Services

Current

Westplan Collapse Management of emergencies associated with a structural collapse


Current

Westplan Cyclone Tropical Cyclone Department of Fire and Emergency Services

Under review

Westplan Dambreak Dambreak Water Corporation Under reviewWestplan Earthquake

Earthquake Department of Fire and Emergency Services

Current

Westplan Electricity Supply Interruption

Electricity Supply Interruption

Public Utilities Office; Department of Finance

Current

Westplan Fire Fire Department of Fire and Emergency Services

Current

Westplan Flood Flood Department of Fire and Emergency Services

Current

Westplan Gas Supply Disruption

Gas Supply Disruption Public Utilities Office; Department of Finance

Current

Westplan HAZMAT Hazardous Materials Emergencies (including radioactive materials)


Current

Table 5. Status of Westplans

Status of State Emergency Management Plans – WestplansState Emergency Management Plans in Western Australia are known as Westplans. They provide strategic, State-level arrangements for managing the

particular hazards to which they apply. The status of all plans at the end of the 2013–2014 reporting period is given in Table 5.


AGENCY

STATUS

Westplan Heatwave

Heatwave Department of Health

Current

Westplan Human Epidemic

Human Epidemic Department of Health

Current

Westplan Land Search

Land Search WA Police Current

Westplan Liquid Fuel Supply Disruption

Liquid Fuel Supply Disruption

Public Utilities Office; Department of Finance

Under review

Westplan Marine Oil Pollution

Marine Oil Pollution Department of Transport

Current

Westplan Marine Transport Emergency

Marine Transport Emergency

Department of Transport

Current

Westplan MARSAR

Marine Search and Rescue

WA Police Current

Westplan Nuclear Powered Warships

Nuclear Powered Warships

WA Police Current

Westplan Rail Crash (PTA)

PTA Rail Crash Public Transport Authority

Under review

Westplan Road Crash Emergency

Road Crash Emergency

WA Police Current

Westplan SPRED Space Re-entry Debris

WA Police Current

Westplan Storm Severe Storm Emergency Management


Under review

Westplan Terrorist Act

Terrorist Act WA Police Under review

Westplan Tsunami Tsunami Department of Fire and Emergency Services

Current

Westplan Urban Fire

Urban Fire Emergency Management Plan


Revoked and replaced with Westplan Fire

Table 5. Status of Westplans

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AGENCY

STATUS

Westplan Health Health Department of Health

Current

Westplan Emergency Public Information

State Public Information

SEMC Public Information Group

Current

Westplan Recovery Coordination

State Level Recovery Coordination

Department of the Premier and Cabinet

Under review

Westplan Registration and Reunification

Registration and Reunification

Department for Child Protection and Family Support

Current

Westplan Reception Reception of Australian citizens and approved foreign nationals evacuated from overseas


Current

Westplan Freight Subsidy

Isolated Communities Freight Subsidy


Under review

Westplan Telecommunications

Telecommunications Department of Fire and Emergency Services

Under review

Westplan Welfare Provision of welfare support


Current

Table 6. Status of State Function Support Plans All Hazard Management Agencies (HMAs) are required to coordinate their emergency responses and exercises in accordance with State Emergency Management Plans.

Achievements, responses and exercises The HMAs reported a range of key achievements, responses and exercises during the reporting period ending 30 June 2013. The Department of Fire and Emergency Services (DFES) responded to a range of incidents and ensured all hazard management plans were current and tested throughout the year. DFES reported several key preparedness activity achievements during the year, including the following:Implementation of community engagement programs and information campaigns across the following hazards: bushfire, dry season fire, structure fire, storm, cyclone and flood.Over 300 community engagement activities held across the State by DFES career and volunteer personnel.Introduction of the Absentee Landowners program.Introduction of the At-Risk Community program.Implementation of established programming, including Bushfire Ready; Juvenile and Family Fire Awareness (JAFFA) program; School Aged Education Excursion program; Wintersafe Campaign and Smoke Alarm Campaign. Review of all DFES Post Incident Analysis (PIAs), which identified four common themes on which to focus remedial actions. The Department of Health (DoH) carried out a review of Westplan–Human Epidemic and contributed to the review of the Australian Health Management Plan for Pandemic Influenza.

The partnership between DoH and the Bureau of Meteorology has been strengthened in order to improve the communication links between the agencies when a heatwave is forecast. The DoH has also developed a new HealthyWA website, which contains heatwave specific advice for local communities.The Public Utilities Office conducted a review of Westplan – Liquid Fuel Supply Disruption and Westplan – Gas Supply Disruption. Westplan – Electricity Supply Disruption was under development during the year.A procurement process to identify and acquire a Crisis Information Management System (for use in preparedness and response phases of energy supply disruptions) was completed. The system was trialled for a number of White and Green alert conditions under Westplan–Liquid Fuel Supply Disruption and Westplan–Gas Supply Disruption during the reporting period. It was also used for two Amber alert situations (Level 2), a diesel fuel supply disruption event (Perth metropolitan area) and a gas supply disruption event (Karratha). The system has been used internally during the design and testing phases and is expected to be rolled out to government and industry stakeholders by December 2014. The Department of Parks and Wildlife (DPaW) reviewed (ahead of the bushfire season) its local incident preparedness and response plans for each region and district. Regional interagency bushfire command, control and coordination arrangements between DPaW, DFES, and local government were also reviewed before the bushfire season. As part of this arrangement, DPaW staff significantly contributed to Level 2 Regional

Hazard Management Agencies Status of State Function Support Plans

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(interagency) Incident Management Teams.The pre-formed Australian Interagency Incident Management System (AIIMS) team was deployed to manage the Clearhills bushfire (near Mt Barker). DPaW provided assistance in combating the Parkerville Stoneville Mt Helena Bushfire. DPaW also achieved important WorkSafe Improvements including a range of improvements to the department’s fire truck fleet, as well as the development and implementation of a new annual mandatory pre-fire season training package for all staff. They participated in hazard management plan exercises where these are conducted by a HMA. DPaW while not being the HMA for Fire, has significant responsibilities outlined in Westplan–Fire. Brookfield Rail undertook the Westplan–Brookfield Rail Emergencies review during the year, and continued to liaise with local government and DFES to ensure that preparedness and response plans are up-to-date. The Public Transport Authority (PTA) reviewed Westplan–PTA Rail Crash and completed three exercises during the year. Emergency response plans and operational responses are continually reviewed and refined to focus on optimal service continuity following an incident.The Department of Transport progressed the review of Westplan–Marine Oil Pollution and Westplan–Marine Transport Emergencies during the year. The department participated in four exercises that involved multiagency operations and were coordinated under the two Westplans. Achievements reported during the year included: streamlined guidelines for industry consultation and oil spill contingency planning; completion of the

Marine Oil Pollution Waste Management Guidelines; production and release of the Oil Spill Response Atlas Web Map Application (OSRA-WMA ).The Department of Agriculture and Food WA (DAFWA) was engaged in the National Livestock Standstill exercise in 2014, involving significant engagement with industry, external stakeholders and public awareness field days. DAFWA acquired five Biosecurity Emergency Response trailers and developed a 5-year project plan to include 1) mandatory training for all emergency management responders, and 2) the introduction of new national qualification pathways in Biosecurity Response. The department also progressed the review of Westplan–Animal and Plant Biosecurity. WA Police conducted seven exercises during the year, as well as responding to a significant number of emergencies in accordance with its hazard management, controlling and combat agency responsibilities. WA Police also developed a new 24/7 operating model, which will result in the State Control Centre and District Control Centres being established in the 2014-15 reporting period. These centres will be supported by centralised specialised units to deliver policing services, including emergency response capabilities. Water Corporation is responsible for Westplan Dambreak. A review is underway to consider the revocation of this Westplan which will include a risk assessment and gap analysis. Water Corporation has a number of Dam Safety Emergency plans which are current and have been exercised during the year. A number of projects were undertaken during 2013-14 that resulted in Dam Safety risk reduction.

AWARE All West Australians Reducing EmergenciesBRMP Bushfire Risk Management PlanningCEMO Community Emergency Management OfficerDAFWA Department of Agriculture and Food Western AustraliaDEMC District Emergency Management CommitteeDFES Department of Fire and Emergency ServicesDoH Department of HealthDPaW Department of Parks and WildlifeDPC Department of the Premier and CabinetEM Emergency ManagementESNORG Essential Services Network Reference GroupHMA Hazard Management AgencyLEMA Local Emergency Management ArrangementLEMC Local Emergency Management CommitteeLG Local GovernmentNDRP Natural Disaster Resilience ProgramNPA National Partnership AgreementPIRG Public Information Reference GroupPTA Public Transport AuthoritySEMC State Emergency Management CommitteeSEMP State Emergency Management PolicyWA Western AustraliaWALGA Western Australian Local Government AssociationWestplan Western Australian State Emergency Management Plan

Acronyms

38

STATE EMERGENCY MANAGEMENT COMMITTEE ANNUAL REPORT 2013 – 2014

Notes

www.semc.wa.gov.au

Documents

Annual Report - semc.wa.gov.au A… · Email: [email protected] Web: Images Inside front cover: Sun breaks through storm clouds over Perth – Courtesy of Daniel E Lee (Australian