Emergency Recovery Inception Plan project

1. Emergency Recovery Inception Plan project Presentation to Yarra Ranges MEMPC May 2012 Strictly Confidential; For Internal Use Only

2. Defining Recovery Inception & Project Rationale Project Governance, Objectives & Scope Project Methodology Consultations & Emerging Themes Presentation Contents ERIP Structure and Examples Content Project Challenges and Lessons Learnt Next Steps and Questions 30 mins Strictly Confidential; For Internal Use Only - Page 1

3. Defining Recovery Inception ‘Recovery Inception’ is the transition phase from response to an emergency event into recovery for the medium to long term. For example, approximately the first eight weeks following the Black Saturday bushfires; although the timeframe will vary subject to the scale and type of emergency event experienced. • The Recovery Inception phase encompasses: • Establishment of Recovery Inception arrangements (i.e. adoption of initial governance models and the allocation of recovery staff). • Impact assessment. • Development of ongoing Recovery Plans in consultation with the community.

4. Defining Recovery Inception

5. Project Rationale • The Emergency Recovery Inception Plan (ERIP) was developed because: • It will contribute to the continuous improvement of Council’s emergency management planning arrangements and organisational capability; • Council needs to better understand communitiesand how they recover from a large scale emergency events, • The resilience of the local community, and their capacity to adopt ad-hoc or informal processes (‘the organic nature of their initial response’), were under-estimated in 2009; • There is an opportunity to capture and share the learning from Council’s Black Saturday recovery experiences; • Recent emergency events (Victorian Floods) have highlighted wider shortfalls in recovery inception planning that need to be addressed; • Whilst Bushfire Royal Commission recommendations have focused on improvements to the preparedness and response phases, Council perceive that gaps remain for recovery planning; and • There is a need to develop more appropriate recovery roles, structures and actions at a local government level, regardless of an event’s scale/type or the actions of State Government. • The project was funded as part of the Natural Disasters Resilience Grants Scheme, through OESC

6. Project Governance The project was overseen by a Steering Committee that met regularly according to project milestones to monitor progress and endorse deliverables.

7. Project Objectives • The initial key objectives were to: • Capture, understand and articulate the needs or expectations of the community, Council and other stakeholders during the period of Recovery Inception • Evaluate best practice approaches in other jurisdictions (nationally and internationally) as they relate to the topic of Recovery Inception • Develop a practical Recovery Inception Plan that: • Creates a sustainable document structure and suite of templates; • Contains useful information applicable to a range of types and scales of emergency event; • Will facilitate the development of prompt appropriate community recovery activity; • Is user-friendly and tailored to a local government audience of users; • Can be quickly and easily mobilised for use; • Aids thinking and decision making during the inception period and beyond; and • Is considerate of local community needs and capabilities. • Additional objectives that emerged over the course of the project included: • Develop a future-focused ERIP that captures how the Yarra Ranges Council (represented by the Steering Committee) wants to manage Recovery Inception in the future, rather than be constrained by current arrangements.

8. ERIP Scope The scope of the ERIP was further defined as: Target audience All-Hazards • Whilst much has been learnt by Yarra Ranges Council from bushfire and flood experiences, the Plan must adopt an ‘all hazards’ approach. • Primarily Yarra Ranges Council staff that will be called upon to perform Recovery activities in the aftermath of an emergency event; • However, it is acknowledged the document’s readership will extend to other agencies and organisations supporting Council in its Recovery efforts. Geographic Location Scalable • The ERIP was designed for and tailored to the Dandenong Ranges and Warburton corridor; • This is one of Australia’s highest risk bushfire zones; • However, the ERIP should be able to be adapted and adopted by other communities. • The ERIP must be able to be used by Yarra Ranges Council staff in any emergency regardless of type, size, complexity and scale.

9. Project Methodology Step 1 Step 2 Step 3 Step 4 Step 5 Step 6 Next Steps Review Project Environment Undertake Desktop Research Conduct Stakeholder Consultations Develop ERIP Content Develop ERIP Structure Steering Committee Review Presentation of ERIP to stakeholders • Establish Steering Committee • Establish project objectives & charter • Research & examination best practices • Individual consultations with sector representatives • Group consultations with community members • Analysis of stakeholder consultation findings • Steering Committee approval of ERIP Structure • Development of Plan contents & appendices • Revisions based on Steering Committee feedback • Presentation to MEMPC • Distribution to sector representatives • Dissemination to community stakeholders Key Doc Key Doc April 2011 May 2011 June-July 2011 August 2011 September 2011 October 2011 Now

10. Desktop Research A research report was produced which examined literature and thinking on the topic from inter-state and overseas:

11. Consultations Thirty-two individual and group roundtable consultations were held in-person and via teleconference with emergency management sector experts, Council staff and community groups and representatives: • Individuals: • Adam Dent/Angela Sutherland , Red Cross • Luke Roberts, Salvation Army • Craig Campbell, Victorian Council of Churches • Emma Fitzclarence, MAV • Anne Leadbeater , OESC • Kaylene Ramsdell , Knox City Council • John Chaplain , VicSES • Theo Pykoulas, MEMEG • Greg Little, Northern Grampians • Ken Gibbs, Manningham Council (and ex-VicPol) • Dean Mann, DEECD • Stuart Toplis, Tourism Victoria • Roundtables • Community Groups • Community Donated Goods & Volunteer Coordination groups • Tourism & Economic Development representatives • Personal & Community Support Agencies • Township Improvement Groups • Sporting Groups & Clubs • Neighbourhood Houses • Animal Management Agencies & Organisations (DPI; Animal Aid & VFF) • Council Teams • Community Recovery & Social Welfare teams • Built Environment teams • Natural Environment teams & DSE • Local Laws • Other State Government Agencies • DHS & DPCD • VicRoads • Utilities (SP Ausnet & Telstra) These consultations deeply influenced the structure and content of the ERIP.

12. Key Themes from Consultations • Key themes that emerged from the consultations were: • There is much support for both the concept and the need for a Emergency Recovery Inception Plan; • Recovery Inception is only as good as the effort put into the preparedness phase, the co-ordination of effort and the resulting partnerships; • Identifying clear roles and responsibilities for all those involved is important (including volunteer agencies and other community organisations); • There is a need for considerable communication efforts during the recovery inception phase to keep all those involved informed – Communicate, Communicate and Communicate some more; • There was much commonality of thinking amongst the three stakeholder groups: local government, agencies and community groups; • Community and agency expectations of Council are more focused towards the corporate teams than might have been expected, rather than ‘operational’ teams; • Restoring Council services as soon as possible can help the community to recover; • The four recovery environments (Social, Economic, Environmental and Built) is a well recognised and supported framework; and • Gathering timely and accurate impact assessment and other data is crucial.

13. 1. Forward 12. Appendices: Unpopulated templates & tools for use during Recovery Inception 2. How to use the document 3. Introduction: (inclu Plan maintenance and preparedness) 7. Economic 8. Built 9. Social 10. Natural ERIP Structure As a result of consultation findings, the structure of the ERIP is based on the four recovery environments, plus dedicated sections on Council’s coordination arrangements and communications and community engagement. 5. Coordination Arrangements: (inclu governance, resource allocation and impact assessment) 6. Communications & Community Engagement 4. Top Ten Priority Considerations Check-list Likely Council Roles Likely Roles of Others Communications Further Insights Additional Resources

14. Example ERIP Content The content is designed to be ‘action-able’ with multiple checklists, visuals and colour-coding supported by short sections of descriptive text. It is designed to foster linkage between relevant teams and organisations in any emergency event. The ERIP can quickly be broken down into sections that can be separately distributed to specific teams and individuals.

15. Example ERIP Content

16. Project Challenges A summary of key project challenges includes: Developing the ERIP while the emergency management sector is undergoing significant change Satisfying the multiple objectives of the ERIP, as well as new objectives which emerged over the course of the project Undertaking concurrent projects to evaluate Yarra Ranges Recovery Response to February 2009 bushfires, while developing the ERIP Keeping to project timeframes amidst competing demands Maintaining the engagement of stakeholders over a long project period Clearly defining and ‘sticking to’ the concept of ‘Recovery Inception’

17. Lessons Learnt The project came a long way in both its conceptual thinking, the stakeholder engagement and the products produced. However, there is acknowledgement in hindsight from both Cube and the Yarra Ranges, that project activities could have been delivered more effectively and efficiently. Regardless, the ERIP has been produced and has the potential to enhance recovery arrangements at local, regional and State wide levels. Theme: Governance and Project Management Theme: Stakeholder Engagement 6. Identify stakeholders to be consulted at the earliest possible opportunity, maintain key agency contacts and be prepared to work with the client to gather this information 1. Enforce project timelines or be prepared to re-cast project deadlines if significant delays occur 2. Consider a greater client site presence during critical periods of the project when decisions are required 7. Adapt consultation processes for community members and apply IAP2 principles 8. Develop a Communications Plan to keep stakeholders informed of project progress and be clear from the outset whether Cube or the client is expected to ‘own’ the consultation relationship 3. Re-visit the agreed project objectives throughout the life of the project to ensure these have not altered 4. Set clearer expectations of what will be required of Project Steering Committee members and gain commitment to this 9. Be better informed and seek to understand stakeholder positions prior to consultations where possible 10. Identify and plan for competing demands on those providing feedback to draft documents, and make alternative arrangements 5. Ensure there is a clear and consistent view on key project concepts amongst team members, before progressing to subsequent project phases Theme: Products 11.Consider the appropriateness and demands on Council staff of running projects concurrently Theme: Concurrent Initiatives

18. Next Steps In Cube’s opinion, the next steps in the next six to nine months for the Yarra Ranges Project Manager / PSC are: Update Stakeholders Circulate the Draft ERIP Host Training Exercise Collate Feedback, Review & Update Re-evaluate following White Paper Liaise with EMA Communicate the current project progress/status to those consulted in 2011, and inform them of intended next steps • Take the working draft of the ERIP out to an external audience beyond the Steering Committee to sell the recovery inception concept and test the plan’s underlying principles: • A) Internal – Council employees; • B) Emergency management sector; and • C) Community Use the ERIP in a training test exercise to verify its practicality and train staff and partners in its us Re-evaluate the ERIP’s content and concepts in the wake of the Emergency Management White Paper Implement an annual review cycle and collate feedback from the above activities and tangibly update the ERIP Continue to liaise with EMA as the funding body to inform/influence their thinking

19. Questions ?