Central Highlands Water Crisis and Emergency Management Plan

Transcription

1 Central Highlands Water Crisis and Emergency Management Plan This document describes the system and processes to be used to control any incident, emergency, crisis situation, or business interruption. The document covers all abnormal business situations involving any site and surrounding areas for which Central Highlands Water (CHW) has legal, ethical or community responsibilities from the 'catchment-to-tap-to-catchment'. The document is to be used in conjunction with support and subordinate plans INCIDENT RESPONSE REQUIRED? CALL 13WATER ( ) NOW If required, contact CHW Crisis Management Team through the following: Managing Director General Manager Business Services General Manager Customer & Community Relations General Manager Water & Waste Water Operations

2 DOCUMENT MAP ACTION GO TO Assessing an Incident Tools C&T 1 Escalating an Incident Tools C&T 2 Internal/External Control Hierarchy Tools C&T 3 Staffing for an Incident, Emergency or Tools C&T 4 Crisis Gather the Facts Tools T&T 1 Role of Incident Response Team Tools T&T 2 Establishment & Role of the Emergency Tools T&T 3 Management Team Establishment & Role of the Crisis Tools T&T 4 Management Team Role of Log Keeper Tools T&T 5 Role of Community Relations Tools T&T 6 Media Release Tools T&T 7 Role of Organisational Development Tools T&T 8 Role of Governance Tools T&T 9 Role of Finance Tools T&T 10 Role of Customer Service/Reception Tools T&T 11 Incident Room Tools Main Event Log Focus Board Stakeholder Management Board Casualty Tracking Board Emergency Incident Log Form Tools T&T 12 Tools T&T 13 Tools T&T 14 Tools T&T 15 Tools T&T 16 Telephone Log Tools T&T 17 Role of Planning Officer Tools T&T 18 Role of Operations Officer Tools T&T 19 Role of Logistics Officer Tools T&T 20 Version Number: V2008:02.2 TABLE OF CONTENTS Page 2 of 52

3 TABLE OF CONTENTS Contents Page # (i) Document Map (ii) Document Control and Amendments Document Information Document copy Holders (Location of Hard Copies) Amendment History (iii) Policy 7 SECTION ONE: INCIDENT PART ONE INTRODUCTION 1.1 Aim Objectives CHW Obligations for the Management of Emergencies Terms /Definitions Authority Development Brief Legislation and References Summary of Operations 14 PART TWO PREPARATION 2.1 Introduction Incident Response Plans Role of the Crisis and Emergency Management Plan Templates & Tools Incident Planning Committee Maintaining and Testing CHW Hierarchy of Plans Training, Education and Awareness Financial Arrangements Contractors (excluding Public Private Partnerships) Learmonth Road Tenants Community Municipal Council and Emergency Services 20 PART THREE PREVENTION 3.1 The Role of Management and Employees Risk Management Strategic Risks Risk Assessment Risk Framework Risk Assessment Ownership Insurance 22 PART FOUR INCIDENT, EMERGENCY, CRISIS MANAGEMENT 4.1 Overview All Hazards Approach Management of Emergency Capability Management of Incident Response Plans Priorities Arrangement with Third Parties Crisis and Emergency Management System 24 PART FIVE RECOGNISING AN EMERGENCY & ACTIVATION OF A RESPONSE 5.1 Recognising Emergency Situations 25 Version Number: V2008:02.2 TABLE OF CONTENTS Page 3 of 52

4 Page 4 of 52 Contents Page # 5.2 Raising an Alert Notification of Incident & Role of the Incident Response Team Role of the Incident Response Team Leader Activation of an Emergency Response Appointment of the Incident Controller Additional Internal or External Support 29 PART SIX RECOGNISING A CRISIS & ACTIVATION OF A RESPONSE 6.1 Recognising a Crisis Declaring a Crisis & Activation of the Crisis Management Team Incident Control Room Actions of the First Person to Arrive at Crisis Management Team 33 Incident 6.5 Actions Undertaken by the Crisis Management Team Leader Crisis Management Team Operation Crisis Response Crisis Communications 35 PART SEVEN ACTIVATION OF THE MUNICIPAL EMERGENCY CO-ORDINATION CENTRE 7.1 Determining when to Contact the Municipal Response Co-ordinator Contacting the Victorian Police Tactical Response Group Determining when to set up the Municipal Emergency Co-ordination 36 Centre 7.4 Upward Escalation of the Emergency 37 PART EIGHT PUBLIC PRIVATE PARTNERSHIPS 8.1 Public Private Partnerships 38 PART NINE EMERGENCY MANAGEMENT MANUAL VICTORIA 9.1 Emergency Management Manual Victoria 39 SECTION TWO: RECOVERY PART TEN RECOVERY: BUSINESS CONTINUITY PLANNING 10.1 Introduction Activating the Business Continuity Plan Authority to Activate the Business Continuity Plan Pre-approved Business Continuity Controller Activating the Business Continuity Team Roles of Managers and Teams in Business Continuity 44 Appendix A Terms of Reference for Incident Planning Committee Appendix B Glossary of Terms and Definitions Appendix C Acronyms Appendix D Schedule of Evacuations and Exercises (to be completed) SECTION 3: SECTION 4: Charts and Tables Tools and Templates SUPPORT PLANS TOOLS Version Number: V2008:02.2 TABLE OF CONTENTS Page 4 of 52

5 Page 5 of 52 DOCUMENT CONTROL AND AMENDMENTS Document Control Document Information Document EMP CHW Corporate Emergency Management Plan v2006 Number: Electronic File J:\CHW\Management Systems\Incident Response Plan\ Location: Owner: General Manager, Business Services Revision No: V2008:02.2 Date of Issue: 7 November 2008 Date of Review: Annually Property of Central Highlands Water. Commercial in Confidence. Do not Copy or Pass on. Document Copy Holders (Location of Hard Copies) Copy Number Copy Holders (Name, Sites or positions) 25 Board Chairman 1 Managing Director 5 General Manager Business Services 2 General Manager Water & Wastewater Operations 3 General Manager Planning & Strategy 4 General Manager Customer & Community Relations 28 Chief Financial & Accounting Officer 20 Manager - Asset Performance 23 Manager Community Relations 22 Manager - Customer Service 24 Manager - Governance & Administrative Services 27 Manager Knowledge & Information Services 7 Manager - Organisational Development 18 Manager - Sustainability 19 Manager - Treatment 21 Manager - Water Resources 6 Coordinator - Risk Management 26 Coordinator - Catchments 8 Learning & Development Officer 9 TRAINING ROOM (located in Incident Room) 10 TRAINING ROOM (located in Incident Room) 11 TRAINING ROOM (located in Incident Room) 12 TRAINING ROOM (located in Incident Room) 13 TRAINING ROOM (located in Incident Room) 14 TRAINING ROOM (located in Incident Room) 15 DUTY MANAGER 16 CONTROL ROOM 17 INCIDENT ROOM Version Control of this document is co-ordinated through the Risk Management Team Version Number: V2008:01) DOCUMENT CONTROL & AMENDMENTS Page 5 of 52

6 Page 6 of 52 Amendment History AMENDMENT EFFECTED No Date Signature & position Date Draft V01.5 Sept 2004 Fraser Dalgleish, Risk Officer 09/2004 Draft 02/12/2004 Karen Willis, Quality Systems Co-ordinator 02/12/2004 V01.6 Draft V /12/2004 Karen Willis, Quality Systems Co-ordinator 02/12/2004 Ralph Berrill, Chief Fire Warden, CHW Main Office Draft V /01/2005 Ralph Berrill, Chief Fire Warden, CHW Main Office 24/12/2004 Draft V /01/2005 Karen Willis, Quality Systems Co-ordinator 04/01/2005 Ralph Berrill, Chief Fire Warden, CHW Main Office Draft V /01/2005 Ralph Berrill, Chief Fire Warden, CHW Main Office, 12/01/2005 Steve McKenzie, General Manager, Water & Wastewater Division Draft V /01/2005 Ralph Berrill, Chief Fire Warden, CHW Main Office 14/01/2005 Draft V /01/2005 Ralph Berrill, Chief Fire Warden, CHW Main Office 27/01/2005 Draft V /02/2005 Ralph Berrill, Chief Fire Warden, CHW Main Office 07/02/2005 Draft V /02/2005 Ralph Berrill, Chief Fire Warden, CHW Main Office 16/02/2005 Draft V0 2.3a 04/03/2005 Karen Willis, Quality Systems Co-ordinator 04/03/2005 Trial V /03/2005 Karen Willis, Quality Systems Co-ordinator 08/03/2005 Final Approved Version 2005:01 09/06/2005 Karen Willis, Quality Systems Co-ordinator 09/06/2005 Version 2005:02 4/02/2006 Ralph Berrill, Chief Fire Warden, CHW Main Office 4/02/2006 Redrafted Version May - July Ralph Berrill, Chief Fire Warden, CHW Main Office 17/07/2006 V2006: and Karen Willis, Quality Systems Co-ordinator Final Redrafted August 2006 Robert Tommasini, Risk Manager and Karen Willis, 03/08/2006 Version Quality Systems Co-ordinator Approved by Incident Planning Committee with 04/08/2006 changes Version 7-Jan -08 Robert Tommasini, CHW Main Office 7-Jan :01 Version 27-Aug-08 Katrina Baddeley and Julia Coates (Quality 27-Aug :02 Version 24-Set-08 Assurance) Barbara Lund & Ralph Berrill (Final Quality 24-Set :02.2 Version 9-Jul-09 Assurance) Update Contact numbers front page & Emergency 9-Jul :02.2 Version 4-Dec-09 Contact List Update Emergency Contact List, added Coordinator 9-Dec :02.2 Catchments, Chief Financial & Accounting Officer & Manager Knowledge & Information Services to Distribution List, added Likelihood Matrix & EMLO Role Descriptions Version Number: V2008:01) AMENDMENT HISTORY Page 6 of 52

7 Page 7 of 52 POLICY CHW s Management Policy is as follows: Emergency Policy EMERGENCY MANAGEMENT Effective Date 23rd October 2007 Responsible Managing Director or Delegate Officer Purpose Definitions To define the requirements for the development and maintenance of an Emergency Management Plan (EMP) to manage any critical incident that may impact on CHW s essential and critical business activities. Critical Incident: any event that has the potential to impact on the continuity of service to customers or CHW s strategic priorities and objectives. Policy Summary CHW will have in place a management plan to effectively and efficiently discharge its Emergency Management responsibilities to ensure: Continuity of water supply and water quality Continuity of wastewater services Protection of critical infrastructure and assets Identification and management of any potential system failure Business Continuity Safety of Employees, the Public and the Environment Protection of good community relations. Policy Body CHW will develop and maintain a comprehensive EMP to manage any Incident that has the potential to critically impact upon the capacity of the Authority to continue to provide its core services. The EMP will cover all essential and critical business activities, particularly those relating to public health and the environment. The EMP will incorporate the four key Emergency Management elements of Prevention, Preparedness, Response and Recovery. The EMP will be integrated and where relevant, consistent with the plans of other relevant Emergency Management agencies to ensure a coordinated Emergency Response. The EMP will be regularly reviewed and periodically tested to ensure that it is effective and understood by management and employees. Version Number: V2008:01) POLICY Page 7 of 52

8 Page 8 of 52 PART ONE INTRODUCTION 1.1 AIM The Crisis and Emergency Management Plan documents the arrangements for the prevention of, response to, and recovery from minor and major emergencies and/or crises that may impact upon CHW, its employees, the community, stakeholders or physical assets. 1.2 OBJECTIVES The objectives of the Crisis and Emergency Management Plan are to: i. Establish and implement measures to prevent, mitigate or reduce the causes or effects of incidents that may impact, internally or externally on CHW. ii. Detail the arrangements for the management of CHW s response to an incident, emergency or crisis. iii. Identify the processes to be adopted to ensure effective recovery from an emergency or crisis. 1.3 CHW OBLIGATIONS FOR THE MANAGEMENT OF EMERGENCIES Prevention Activities Develop and maintain a Crisis and Emergency Management Plan. Maintain a safe and healthy workplace for its employees in accordance with the Occupational Health and Safety Act Maintain a safe and healthy environment for employees and visitors in accordance with duty of care obligations. Provide and maintain water and wastewater treatment facilities that comply with the requirements and obligations of relevant Legislation and Standards. Develop and maintain systems to ensure the environment is protected from any damage caused through CHW operations. Ensure systems are developed and maintained to effectively operate, maintain and monitor all CHW assets Response Activities Develop and maintain systems to ensure the safety of personnel, who are on site during an incident, emergency or crisis. Provide trained personnel to take command of an incident, emergency or crisis. Provide support, including the provision of personnel, information, equipment and communications to Emergency Services attending the incident, emergency or crisis. Version Number: V2008:02.2) PART ONE: Introduction Page 8 of 52

9 Page 9 of 52 Provide psychological and emotional assistance to employees or members of the public involved in an emergency. Maintain a continuous supply of water and wastewater services Recovery Activities Ensure communication to relevant stakeholders during an event. Restore CHW s core and critical services as expeditiously as practicable. Restore the non-core or non-critical activities to pre-event status in order of priority. Ensure operational debriefing processes occur immediately after the event. Ensure documentation of any learnings from the debrief are incorporated in the Standard Operating Procedures 1.4 TERMS /DEFINITIONS The following terms and definitions are used throughout the Crisis and Emergency Control Plan and are consistent with the Emergency Management Manual Victoria: Incident An actual or imminent event that requires an immediate response from an individual team within CHW using established Incident Response Plans and/or Standard Operating Procedures Incident Response Plans Incident Response Plans are site-specific plans to: Respond to the site s identified risks; Be consistent with the work undertaken on a particular site; and Form the frontline management response to any incident at a particular site Incident Management Incident management is a process that utilises: risk analysis; prevention and preparedness; emergency response; and business continuity and recovery; to reduce the risk of an incident escalating into an emergency or crisis Incident Control Room The Learmonth Road Training Room will be used as the Incident Control Room. (Previously the Board Room) Version Number: V2008:02.2 TABLE OF CONTENTS Page 9 of 52

10 Page 10 of CHW Incident Controller 1 The CHW Incident Controller is a trained employee who takes control of any incident within CHW until the incident has been declared over. CHW has identified the following roles to act as an Incident Controller for a CHW incident, emergency or crisis: Incident Response Team Leader 2 - Takes control of the affected site by activating the site Incident Response Plan. - Convenes, directs and provides advice and support to the Incident Response Team. - Hands over the operational control of the incident to the Emergency Management Team Leader if the incident escalates to an emergency. - Manages all activities undertaken to directly resolve the incident at the affected site under direction from the Emergency Management Team Leader. Emergency Management Team Leader 3 - A General Manager who assumes the role of Emergency Management Incident Controller and takes control of the incident when it has escalated to an emergency. - Develops an operational structure and allocates resources to enable safe work practices to be implemented. - Directs and provides advice and support to the Incident Response Team Leader. - Manages all resources, people and equipment assigned to the operational response of the emergency. Crisis Management Team Leader 4 - The Managing Director or two General Managers who assume the role of Crisis Management Incident Controller - Manages and maintains the strategic and reputation requirements of a Crisis - Represents CHW externally at a senior level - Maintains information flows to the Board, Government Departments and Ministers via the Control Agency - Liaises with the Emergency Management Team Leader - Participates as the CHW representative on activation of the Municipal Emergency Coordination Centre Emergency An emergency is defined as: An actual or imminent adverse incident or series of events; An incident or event that requires an immediate response from multiple teams within CHW and/or external resources; and 1 Refer C&T 4 Staffing for an Incident Emergency or Crisis. 2 Refer T&T 2 Role of The Incident Response Team Leader 3 Refer T&T 3 Establishment & Role of The Emergency Management team 4 Refer T&T 4 Establishment & Role of The Crisis Management Team Version Number: V2008:02.2 TABLE OF CONTENTS Page 10 of 52

11 Page 11 of 52 An incident or event that has the potential to seriously damage or injure CHW s customers, employees, property, operations or reputation Declaration of an Emergency An emergency is declared when an incident cannot be managed by Standard Operating Procedures or stand alone Incident Response Plans Emergency Management Team Employees delegated to respond to the emergency under the control of the Emergency Management Team Leader Planning Officer 5 A delegated role that has responsibility for planning at an incident. The Planning Officer role can be situated at the Emergency Management Team level (for operational planning) and at the Crisis Management Team level (for strategic planning and recovery) Operations Officer 6 A delegated role that has responsibility for: Establishing an operational structure Management of all resources (people and equipment) The Operations Officer role can be situated at the both the Emergency Management Team level and at the Crisis Management Team level Logistics Officer 7 A delegated role that is responsibility for providing support for control of the incident through obtaining and maintaining human and physical resource, facilities service and materials Crisis A situation where: Management is no longer in control of the incident; Large proportion of CHW attention, time, energy and resources is diverted away from normal operations to managing an untoward event; and An event jeopardises the organisations Business Continuity, Reputation and Liability. 5 Refer T&T12 Role of Planning Officer 6 Refer T&T13 Role of Operations Officer 7 Refer T&T14 Role of Logistics Officer Version Number: V2008:02.2 TABLE OF CONTENTS Page 11 of 52

12 Page 12 of Crisis Management Team Employees delegated to respond to the crisis under the control of the Crisis Management Team Leader The Crisis and Emergency Management Plan The document that has: Identified and addressed the key elements of emergency and crisis management and business continuity; Provides direction to CHW employees in the event of an emergency or crisis; and Provides the tools to manage an emergency or crisis Disaster A situation that escalates and overwhelms CHW capabilities to control the crisis Business Continuity The ability to maintain operations and services in the face of a disruptive event Business Continuity Controller Trained employees who will take control of the business continuity function within CHW during and after an emergency or crisis. 1.5 AUTHORITY CHW has developed the Crisis and Emergency Management Plan with the assistance of the Victorian State Emergency Service to ensure all key elements of emergency management have been identified and addressed. The Crisis and Emergency Management Plan has been developed to ensure CHW: Prevents, responds and recovers from incidents that may impact on its corporate goals and objectives; Identifies delegated authority to ensure CHW employees have the ability to plan, prepare and execute the Crisis and Emergency Management Plan as required; Recognises previous and existing planning activities of various teams and administrative locations within CHW; Maintains consistency with the adjoining Municipal Emergency Management Plans; Delivers the Crisis and Emergency Management Plan and is recognised by Emergency Services; and Approval by the Managing Director and General Managers on the recommendation of the Incident Planning Committee. Version Number: V2008:02.2 TABLE OF CONTENTS Page 12 of 52

13 Page 13 of DEVELOPMENT BRIEF The following key elements of Emergency Management have been identified and addressed: Safety of personnel and facilities. Prevention or mitigation of hazards. Continual education of personnel in relation to existing hazards and/or to identify any potential hazards. Maintenance of water quality, water supply and wastewater services. Management of emergencies including incident reporting. Procedures to be adopted in the event of an emergency or crisis. Regular reviews of existing emergency management arrangements, conduct of exercises and debriefs and amendment of plans when necessary. Provision of assistance and information to the emergency services, employees, contractors, customers and work place safety investigators. Support to persons injured whilst at work. Support and counselling to all employees as required. Operational debriefing. Communication with all stakeholders (community, key customers, hospitals etc). Liaison with appropriate Government Departments - Department of Human Services Department of Sustainability and Environment) and Environment Protection Authority. Provision for customer services if the Learmonth Road building is unavailable. Post-incident recovery. 1.7 LEGISLATION AND REFERENCES The Crisis and Emergency Management Plan complies with the following Legislation and Standards (as amended): Occupational Health and Safety Act 2004 (Vic) Safe Drinking Water Act 2004 (Vic) Dangerous Goods Act 1985 (Vic) Community Protection Act 2003 (Vic) Emergency Management Act 1986 (Vic) Emergency Management Manual Victoria 1997 Environment Protection Act 1970 (Vic) ISO14001 Environmental Management System AS4801 OHS Management System Australian Heritage Commission Act 1975 (C wealth) Environment Protection (Impact of Proposals) Act 1974 (Vic) Hazardous Waste (Regulation of Export and Imports) Act 1989 (Vic) Archaeological and Aboriginal Relics Preservation Act 1972 (C wealth) Environment Effects Act 1978 (Vic) Version Number: V2008:02.2 TABLE OF CONTENTS Page 13 of 52

14 Page 14 of 52 Historic Buildings Act 1981(Vic) Local Government Act 1989 (Vic) Melbourne and Metropolitan Board of Works Act 1958 (Vic) Planning and Environment Act 1987 (Vic) Water Act 1989 (Vic) Drugs, Poisons and Controlled Substances Act 1981(Vic) Australian Standard AS 3745, Emergency Control Organisation and Procedures for Buildings, Structures and Work Places 1.8 SUMMARY OF OPERATIONS Description of Region Central Highlands Water is a non-metropolitan Water Corporation based in Ballarat and: Provides water and wastewater services to a regional population of approximately 120,000 Incorporates the western area of the Great Dividing Range; and Encompasses the three water catchments areas of Corangamite, Glenelg Hopkins and North Central and the two rural water areas of Southern Rural Water and Goulburn Murray Water Nature of Business The core business of CHW is to provide domestic water and wastewater services to defined areas in the Ballarat and Maryborough regions. Non-core activities undertaken by CHW include commercial forestry Main Business Undertakings Harvest, store and treat bulk water supplies. Manage bulk entitlements and operate within water trading markets. Distribute and deliver urban water supplies. Collect domestic and industrial wastewater. Treat and dispose collected wastewater. Provide reliable customer service. Educate the public about water and wastewater. Manage land including catchments. Manage forestry operations. Manage the NATA-accredited analytical laboratory. 8 Refer Attachment 3 Supporting Documents Version Number: V2008:02.2 TABLE OF CONTENTS Page 14 of 52

15 Page 15 of 52 PART TWO PREPARATION The arrangements will ensure the full and effective utilisation of all resources and services for response and recovery. 2.1 INTRODUCTION CHW has developed and maintains a Crisis and Emergency Management Plan that supports existing safety and asset management systems and complies with the requirements and meets obligations of all relevant Legislation and Standards. 2.2 INCIDENT RESPONSE PLANS Development Incident Response Plans are site-specific plans, that have been developed to respond to the site identified risks and are consistent with the work undertaken on those sites. The Incident Response Plans form the frontline management response to any incident at those sites. All individual teams within CHW are responsible for preparing and maintaining their respective Standard Operational Procedures and Incident Response Plans. The existing Incident Response Plans respond to the following situations: Network or Communications failure. Dam safety management plans. Sewer spills. Evacuation plans. Water quality monitoring program. Water contamination response plans. Water supply interruptions. Wastewater treatment emergency plans. Denial of access to buildings. Employee assistance following a critical incident. Communication plans Review The Incident Response Plans and Standard Operating Procedures will be regularly reviewed to coincide with the requirements of the Crisis and Emergency Management Plan. Version Number: V2008:01) PART TWO: Preparation Page 15 of 52

16 Page 16 of Activation When an incident escalates or is of a sufficient consequence, the Incident Response Plans are activated to: Provide frontline operational employees with guidance on responding to the incident. Ensure the necessary resources are provided and issues are managed. Ensure the incident is to be responded to in an appropriate and timely manner. 2.3 ROLE OF THE CRISIS AND EMERGENCY MANAGEMENT PLAN The Crisis and Emergency Management Plan provides a supporting role to Incident Response Plans and allows the operational employees to focus on containing and managing the impact of the incident Activation The Crisis and Emergency Management Plan will be activated to provide the necessary support to the frontline operational employees by managing all extraneous tasks including: Recruitment of resources and employees; Managing media; Co-ordinating with external agencies; and Securing materials, food, etc TEMPLATES & TOOLS A suite of Templates and Tools have been developed to assist employees in the event of an emergency or crisis. 2.5 INCIDENT PLANNING COMMITTEE The Incident Planning Committee is responsible for: Preparation of a list of all Incident Response Plans in consultation with the relevant managers. Implementation of a process to ensure teams annually review their individual plans. Assessment of compliance to Crisis and Emergency Management Plan. Preparation and maintenance of the Crisis and Emergency Management Plan; Documentation of corporate arrangements and guidelines for managing an event that exceeds the capacity of an individual team within CHW; Provision of policy advice and development on incident response, emergency and crisis management planning; and 9 Section four: Tools Version Number: V2008:01) PART TWO: Preparation Page 16 of 52

17 Page 17 of 52 Establishment of an appropriate structure within CHW to provide the necessary resources and lines of communication to support CHW s frontline teams as they undertake operational responses to an incident. 2.6 MAINTAINING AND TESTING CHW HIERARCHY OF PLANS The Incident Planning Committee is responsible for ensuring: The Crisis and Emergency Management Plan and Incident Response Plans are reviewed annually; Responsibility is delegated to maintain the contact list; Learnings and findings from any post-incident debrief are incorporated into the Crisis and Emergency Management Plan; Regular exercises are undertaken for the Crisis and Emergency Management Teams and their deputies using desktop scenarios, exercises, briefings and practice drills to test its effectiveness; Assessment of employees and Incident Planning Committee s training needs; Education and awareness programs are conducted and available to all employees and contractors; CHW Employment and service contracts contain relevant emergency management clauses; The Incident Control Room is appropriately equipped; and Supporting documentation and equipment requirements are reviewed and updated when required. 2.7 TRAINING, EDUCATION AND AWARENESS CHW must ensure all managers involved in incident management are competent and proficient in carrying out their functions within the CHW system Training Schedule The Incident Planning Committee has established a schedule of training programs and desktop exercises to ensure: Scenario-based exercises are conducted twice a year, at a minimum, to build proficiency and team skills. Scenarios are identified and developed from the Corporate Risk Register and are be based on the most likely due to the potential frequency of occurrence and most dangerous due to the severity of consequence. Succession plans are established to maintain CHW competency and to provide appropriately trained employees to cover rosters for the duration of an emergency if necessary. Version Number: V2008:01) PART TWO: Preparation Page 17 of 52

18 Page 18 of Training Subjects Training will be provided to relevant employees and should include (but not limited to) the following subjects: Crisis Management roles and responsibilities. Emergency Management roles and responsibilities. Media and Spokesperson roles and responsibilities. Organisational Development support team roles and responsibilities. Call Centre or telephone responder roles and responsibilities. Incident Controller roles and responsibilities. Emergency Response skills. General Emergency Awareness Training. Selected employees nominated by the General Managers will complete one of the following training programs to obtain an awareness of the concepts and structure of emergency management in Victoria, including the roles of government and community agencies. State Emergency Service. Emergency Management Australia. Country Fire Authority Introduction to Emergency Management. Introduction to Australasian Inter-service Incident Management System (AIIMS) Participants Participants include: Managing Director General Managers Incident Planning Committee Nominated Incident Controllers and their Deputies Community Relations Employees Organisational Development Employees Team Leaders and Duty Officers Customer Service employees 2.8 FINANCIAL ARRANGEMENTS Delegations to Authorise Payments The members of the Crisis Management Team or Emergency Management Team have the necessary delegation to authorise payments for costs specific to managing the incident. Version Number: V2008:01) PART TWO: Preparation Page 18 of 52

19 Page 19 of 52 CHW has established a dedicated budget line to post all initial costs associated with the incident. The budget line will assist opportunities for cost recovery post incident. To capture specific costs new site codes need to be raised each time using the 99 series Responsibility for Activation to Authorise Payments The Logistics Officer, within the Emergency Management Team, is responsible for notifying the Finance team and ensuring funds are available Notification of Activation The General Manager Finance and Corporate Services or their delegate must be notified of the activation of either the Crisis Management Team or Emergency Management Team to ensure: Sufficient reserves are made available; and Authority limits and purchasing procedures are sufficient to accommodate the Emergency Management Team CONTRACTORS (EXCLUDING PUBLIC PRIVATE PARTNERSHIPS ) CHW obligations CHW engages contractors across a diverse range of projects and in particular CAPEX. The ability of the contractor(s) to manage an incident may have a significant impact on CHW and therefore requires an appropriate response from the contractors. CHW acknowledges its obligations to promote occupational, health and safety and take all reasonable precautions to protect the health and safety of its contractors whilst they are on CHW s premises or undertaking prescribed CHW activities away from its premises. CHW undertakes: pre-assessment of contractors including written CHW policies on-site induction for all contractors Contractor Obligations Contractors and their employees are required to: Abide by CHW's policies, procedures and processes regarding OH&S and the environment; Ensure any risks to injury or health are assessed prior to work commencing - if you have a Safety Management System - CHW's Safety Management System and Hazard Management process are the minimum requirements for performing works on behalf of the organisation; Ensure they take reasonable care of themselves and others who may be affected by their actions; Ensure they have in place systems to minimise the risk to injury, health and the environment. 10 Refer Part 6 Liaison with External Agencies Version Number: V2008:01) PART TWO: Preparation Page 19 of 52

20 Page 20 of 52 Contractors are required to advise CHW if there is any new information, renewed Policies or any new employees commencing work. CHW has developed prevention and awareness systems and programs to ensure contractors can respond appropriately to an emergency or crisis LEARMONTH ROAD TENANTS If the incident directly impacts on tenants, the Incident Control Committee will ensure they are aware of the activation of the Crisis and Emergency Plan COMMUNITY The public can assist in preventing emergencies by reporting incidents to the (24) twenty-four hour free call emergency number 13 WATER ( ). CHW has identified methods of communicating the number to the community and will: Review of the format and position of this number on water bills. Develop an information leaflet, to be included with a bill, on how to report incidents. Adding the 13 WATER to the side of CHW vehicles. Adding the number to all main assets (e.g. pump stations etc) MUNICIPAL COUNCIL AND EMERGENCY SERVICES The Incident Planning Committee will provide a nominated representative and deputy for City of Ballarat s Municipal Emergency Management Committee meets twice a year. The Municipal Emergency Management Committee meeting provides a forum to interact with all emergency services and community groups. Version Number: V2008:01) PART TWO: Preparation Page 20 of 52

21 Page 21 of 52 PART THREE PREVENTION Eliminate hazards that constitute a significant risk; and reduce the effects of unavoidable risks 3.1 THE ROLE OF MANAGEMENT AND EMPLOYEES Management and employees are responsible for implementing activities aimed at reducing risk, or minimising the effects of emergencies. 3.2 RISK MANAGEMENT CHW s Risk Management framework complies with AS/NZS and meets the Department of Treasury and Finance (Victoria) Attestation requirements. CHW will progressively work towards the new international risk management standard ISO due in STRATEGIC RISKS Ten Strategic Risks have been identified and approved by General Managers and the Board. The risks identified have the potential to significantly impact on the operations of CHW. The current Strategic risks are: Risk of failing to provide a safe and acceptable water supply (quality) Risk of failing to provide required water supply (quantity) Risk of failing to provide a reliable water system Risk of failing to provide a reliable wastewater system Risk of failing to protect the safety of any person (including employees, contractor or member of the public) Risk of failing to protect the security of our assets Risk of environmental damage to land and waterways Risk of failing to manage our people appropriately Risk of failing to manage the financial viability of CHW Risk of damage to key stakeholder relations (customers, government and regulators). 3.4 RISK ASSESSMENT The risk assessment process has been undertaken at an operational level to develop Incident Response Plans. Version Number: V2008:01) PART THREE: Prevention Page 21 of 52

22 Page 22 of RISK FRAMEWORK CHW s framework for managing risk Business Risk CHW - a consistent management methodology is adopted where a risk assessment protocol has not been defined by either Regulations or Standards. 3.6 RISK ASSESSMENT OWNERSHIP Table 3.1 Risk Assessment Ownership Risk Assessment Corporate Risk Register Operational Risk Management Plans Water Quality Wastewater Quality service Information Technology Disaster Recovery Plan Safety Management Plans Drinking Water Quality Environmental Management Asset Management Water Resources/Dam Safety Responsibility Risk Management Team Manager Treatment and Manager Sustainability Manager Knowledge and Information Services Occupational Health and Safety Officer. Manager Treatment. Manager Sustainability. Manager Assets. Manager Water Resources 3.7 INSURANCE CHW maintains a level of insurance to adequately compensate for most losses due to an incident, emergency or crisis. In line with Industry Standards, CHW self-insures losses not covered by an insurance policy. EMP CHW Crisis & Emergency Management Plan v2008 Version Number: V2008: April 2008NO PART 6 Recognising A Crisis & Activation Of A Response PRINTED COPIES UNCONTROLLED

23 Page 23 of 52 PART FOUR INCIDENT, EMERGENCY, CRISIS MANAGEMENT Actions taken to minimise the effects of an impending or actual emergency 4.1 OVERVIEW CHW's incident response management system is an integrated, organised network of relevant personnel and resources. The initial response is operationally focussed with specific teams responding to respective incidents. As greater resources are required the Crisis and Emergency Management Plan will be implemented to establish both internal and external co-ordination and to provide a supporting function. 4.2 ALL HAZARDS APPROACH Irrespective of the size, type or level of the CHW operation effected by an incident, emergency or crisis; management arrangements will be identical in principle. The approach recognises it is not possible to predict accurately the course and impact of unexpected events; as such management arrangements must be flexible and support sound and timely decision-making. The Incident Resolution Flowchart demonstrates 11 the process. 4.3 MANAGEMENT OF EMERGENCY CAPABILITY Management (Executive, Mid Managers and Supervisors) are responsible for maintaining emergency management capability for there area of responsibility by: Conducting annual training and exercises; and Maintaining the Incident Response Plans for their area to ensure the safety, security and environmental requirements are met. 4.4 MANAGEMENT OF EMERGENCY RESPONSE SITUATIONS The Emergency Management Team will be activated to support the Incident Response Team Leader and in some circumstances the Crisis Response Team may be convened for a crisis that has no underlying emergency event. Incident Response situations use (where possible) the existing corporate infrastructure and procedures. 11 Refer Attachment 1 Charts and Tables EMP CHW Crisis & Emergency Management Plan v2008 Version Number: V2008:01) PART FOUR: Incident, Emergency, Crisis Management PRINTED COPIES UNCONTROLLED 23 of 52

24 Page 24 of 52 The corporate infrastructure and procedures are described in the following documents: CHW Crisis and Emergency Management Plan (this document) Incident Response Plans Disaster Recovery Plans Business Continuity Plans 4.5 PRIORITIES The priorities for CHW Emergency Management Team or Crisis Management Team in any crisis or major emergency are to: Save or protect life; Protect the wellbeing of employees and customers; Minimise damage to property and the environment; Minimise business interruption and ensure continuity of service; and Protect reputation. 4.6 ARRANGEMENTS WITH THIRD PARTIES Formal arrangements are in place to ensure the safety of all third parties during and immediately after an incident. 4.7 CRISIS AND EMERGENCY MANAGEMENT SYSTEM The CHW Crisis and Emergency Management System is a three-tiered structure consisting of: Incident Response Teams: located at operational sites; Emergency Management Team: located at the Learmonth Road, Wendouree office Crisis Management Team: located at the Learmonth Road, Wendouree office. Specific tasks such as Community Relations and Human Resources are site based support teams and may be activated to assist the Emergency Management Team or the Crisis Management Team. EMP CHW Crisis & Emergency Management Plan v2008 PRINTED COPIES UNCONTROLLED Version Number: V2008:01) 18 April 2008 PART FOUR: Incident, Emergency, Crisis Management 24 of 52

25 Page 25 of 52 PART FIVE - RECOGNISING AN EMERGENCY & ACTIVATION OF A RESPONSE The principle of prudent over-reaction and rapid de-escalation applies when considering the level of activation of the Emergency Management Team followed by rapid de-escalation. It is easier and usually more effective to scale down an over reaction than it is to escalate an under-reaction. 5.1 RECOGNISING EMERGENCY SITUATIONS An emergency is any unplanned event that results in the temporary loss of management control by the affected function, but where functional resources can manage the response. An emergency demands immediate attention, usually by adopting a team approach to Line Management within the affected function. Most emergencies do not result in a crisis. If in doubt as to whether an emergency situation exists, refer to the emergency and crisis recognition matrix 5.2 RAISING AN ALERT First Responder Any person employed by CHW or a Public Private Partnership is authorised to raise an alert by radio, telephone, manual call point, alarm or oral report to their supervisor. This person is called the First Responder. 5.3 NOTIFICATION OF INCIDENT & ROLE OF THE INCIDENT RESPONSE TEAM When an Incident Response is activated the Site Manager/senior responsible person must be notified immediately. (If required the Police, Ambulance, Environment Protection Authority and Country Fire Authority are to be notified immediately). The Incident Response Team is responsible for: Conducting repair and recovery activities in response to an incident Resolving issues relating to the delivery of water and the management of wastewater Focusing on protecting life, protecting property and minimising damage to the environment. Version Number: V2008:2.2 PART FIVE: Recognising an Emergency & Activation Of A Response

26 Page 26 of ROLE OF THE INCIDENT RESPONSE TEAM LEADER The Incident Response Team Leader is the site team leader or a person who is deemed the most competent until the relevant senior person responsible is able to take charge. The Incident Response Team Leader assumes the role of Incident Controller at the affected site. When the Incident Response is activated, the senior person at the affected location and their immediate supervisor must be advised immediately. The Incident Response Team Leader decides if the plant or site should be shut down if it is not safe to continue operating. 5.5 ACTIVATION OF AN EMERGENCY RESPONSE Any person on site is authorised to activate the emergency response Person Reporting the Emergency Immediately advise the senior person at the affected site of the location and type of emergency Senior Person on Site Gathers facts relating to incident using the Fact Gathering Sheet (T&T 1) as a guide. Forms an Incident Response Team. Decides if operations should be shutdown. Recommends to the Managing Director, General Manager or Delegate if the Emergency Management Team is required to support the Incident Response Team. Contacts a General Manager or delegate to activate the Crisis and Emergency Management Plan and an Emergency Management Team Emergency Management Team Leader General Manager or Delegate forms the Emergency Management Team with available employees. The Emergency Management Team Leader assumes the role of the Emergency Management Incident Controller. Ensure managers and employees assigned to the Emergency Management Team perform their normal daily roles but in the more critical environment generated by the emergency or crisis situation. Version Number: V2008:2.2 PART FIVE: Recognising an Emergency & Activation Of A Response

27 Page 27 of 52 Determines the need to activate Community Relations, Human Resources and Telephone Responder Support in accordance with the emergency and crisis thresholds for recognition, notification and activation. Advises Managing Director Role of the Emergency Management Team 12 The Emergency Management Team: Provides technical, logistic and services support to the Incident Response Team and make tactical plans to mitigate the effects of the emergency. Identifies and redirects strategic issues arising from the event to the Crisis Management Team. Works continuously in team sessions using periodic timeouts and/or updates. Use the common reporting forms to pass on accurate information and consider sending a team member to the affected location to improve the passage of information. Manages communication with the media Emergency Management Team Composition When an emergency is declared, the Emergency Management Team provides support to the Incident Response Team in order to contain the event. The default composition of any Emergency Management Team is as follows: Team Leader The most appropriate General Manager Operations from the affected area Logistics - from the affected area Planning Human Resources from the Organisational Development Team Community Relations from the Community Relations Team Log Keeper from the affected area Incident Response Team Leader who will assume the role incident Controller at the affected area. Customer Service support Administrative support (telephone responders, radio operators & runners) 12 T&T 3 Establishment & Role of the Emergency Management Team Version Number: V2008:2.2 PART FIVE: Recognising an Emergency & Activation Of A Response

28 Page 28 of Incident Control Room The Emergency Management Team will work from the Incident Control Room (Training Room) located in Learmonth Road. The Incident Control Room will be stocked with all required equipment and materials. The Incident Planning Committee is responsible for maintaining hard copies of this document and all subordinate plans, and issuing the plastic wallet card containing the twenty four hour telephone numbers of: All Emergency Management Team members. Customer Service. External Agencies Actions of the First Person to Arrive at the Incident Control Room Monitor the activation of other Emergency Management Team members. Establish contact with the Incident Response Team Leader who has assumed the role of the Incident Controller at the affected site and any other relevant Control Rooms. Start a visual display of the facts on a whiteboard or butchers paper. Establish contact with relevant Receptions and/ the Switchboard, or divert the switchboard from night switch to another telephone until reception is manned. Brief HR and Reception employees on how to deal with visitors, particularly government and media. Start a paper or word processor log Gather information from the affected location. Monitor the activation of other team members, particularly if notification is occurring out of normal business hours. Brief employees to lock doors to restrict access if necessary. Arrange for appropriate signs to be displayed. 5.6 APPOINTMENT OF THE INCIDENT CONTROLLER The Emergency Management Team Leader assumes the role of the Emergency Management Incident Controller Role of Emergency Management Incident Controller Acts as the interface between the Incident Response Team and the Emergency Management Team. Version Number: V2008:2.2 PART FIVE: Recognising an Emergency & Activation Of A Response

29 Page 29 of 52 Liaises directly with any Emergency Services Incident Controller (e.g. Police) or other authority (e.g. Department of Sustainability and Environment) that may become involved. Escalates the command and control aspects after the First Responder has notified internal and potentially external agencies. Identifies the threats to life, environment and property. Identifies the tasks in terms of saving life, minimising damage to the environment and protecting property. Determines what internal and external resources are available. Assesses any time constraints. Gives orders to the Incident Response Team and First Responders. Alerts and briefs the Emergency Management Team. Declares the Emergency Response over. 5.7 ADDITIONAL INTERNAL OR EXTERNAL SUPPORT The Emergency Management Team leader will decide what additional internal or external support maybe required and will also decide if the Emergency Management Team is to be activated. The Emergency Management Team is authorised to activate the Community Relations and Human Resources Team without the Crisis Management Team convening. This is relevant only for an emergency but not a crisis situation Version Number: V2008:2.2 PART FIVE: Recognising an Emergency & Activation Of A Response

30 Page 30 of 52 PART SIX RECOGNISING A CRISIS & ACTIVATION OF A RESPONSE 6.1 RECOGNISING A CRISIS A crisis situation is any business continuity, reputation or liability issue that threatens the operations, commercial position or survivability of CHW or is out of CHW s control. A crisis can be triggered by an event or by an issue that falls outside normal business contingency and Emergency Response arrangements. A Crisis: May involve all or a substantial part of the Central Highlands Water employees; Have major actual or potential long-term consequences Require responses primarily strategic in nature, with a focus on issues management Can often be difficult to identify; Can escalate very rapidly; Will almost always involve media interest on a national scale; and Frequently be driven by perceptions rather than facts. 6.2 DECLARING A CRISIS AND ACTIVATION OF THE CRISIS MANAGEMENT TEAM Authority to Declare a Crisis Only the Managing Director, or appointed delegate can formally declare a CHW crisis, or direct CHW to act as if in crisis and requiring abnormal situation management. In the event of both the Managing Director and Managing Director s Delegate being unavailable the Crisis Management Team may be activated by the Chairman or any two General Managers Convening for a Crisis The Crisis Management Team can also convene for a crisis with no underlying emergency Activation of the Crisis Management Team Following declaration by the Managing Director or the Managing Director s Delegated Authority, the notification and activation of Crisis Management Team members is by direct telephone call to the individual. In the event of both the Managing Director and Managing Director s Delegate being unavailable the Crisis Management Team may be activated by the Managing Director or any two General Managers. The manager initiating the callout is to specify the location and the time the Crisis Management Team is to convene. Version Number: V2008:2.2 PART SIX Recognising an Crisis & Activation Of A Response