CASEY.VIC.GOV.AU Community Emergency Resilience Plan 2017 2021
CASEY.VIC.GOV.AUCommunity Emergency Resilience Plan2017 – 2021‘Creating environments that support everyone to lead a healthy life’The City of Casey acknowledges that we are on the traditional land of the Bunurong andWurundjeri People and pays respect to all elders past and present.Council acknowledges the commitment and contribution from the following organisations inthe development of this Plan: Alpine Shire CouncilAnglicareCity of Casey Municipal Emergency Management Planning CommitteeCity of Casey Municipal Relief and Recovery CommitteeCommonwealth Department of Human Services (Centrelink)Country Fire AuthorityDepartment of Economic Development, Jobs, Transport and ResourcesDepartment of Environment, Land, Water and PlanningDepartment of Health and Human ServicesDepartment of JusticeEmergency Management VictoriaLandcareNeighbourhood CentresParks VictoriaRed CrossResilient Melbourne Delivery OfficeSt John Ambulance (Victoria)Victorian Council of Churches Emergency MinistryVictoria State Emergency ServiceVictoria Police1
Community Emergency Resilience Plan 2017-2021Page 2 of 27Table of ContentsIntroduction. 3Message from the Mayor . 4About this Plan. 5Guiding Principles . 7What is community emergency resilience? . 8What does a resilient community look like? . 9Benefits of a resilient community . 9Challenges to community resilience . 10Our Community. 11Factors Impacting on Resilience . 11Strategic Objectives . 181. Increase community knowledge . 192. Increase Collaboration . 203. Empower community . 21Implementation . 22Action Plan . 22Monitoring and Evaluation . 22References . 24Glossary . 252
Community Emergency Resilience Plan 2017-2021Page 3 of 27IntroductionThe City of Casey Community Emergency Resilience Plan 2017 – 2021 (This Plan) providesdirection on priority community emergency resilience focus areas for community, Council,partner agencies and emergency management organisations in the municipality, to improvehow individuals and communities prepare for, respond to and recover from emergencies.The Emergency Management Act 1986 requires the City of Casey to have a MunicipalEmergency Management Planning Committee (MEMPC) who is responsible for preparing aMunicipal Emergency Management Plan (MEMP).This Plan is a sub plan of the MEMP and is informed by the work of the MEMPC and itsMunicipal Relief and Recovery sub-committee.Federal and state government emergency management directions have informed thepreparation of this plan; they include but are not limited to: »Community Resilience Framework: For Emergency Management 2017, VictorianGovernment»Resilient Melbourne: Strategy 2016, Resilient Melbourne Delivery Office»Strategic Framework to Strengthen Victoria’s Social Cohesion and the Resilience of itsCommunities 2015, Victorian Government»Towards a More Disaster Resilient and Safer Victoria 2011, Victorian Government»National Strategy for Disaster Resilience 2009, Australian GovernmentThe Plan responds to the priorities of the City of Casey Council Plan 2017-2021 and the Cityof Casey Municipal Public Health and Wellbeing Plan 2017-2021.The key priorities for the next four years are:1. Increase Community Knowledge2. Increase Collaboration3. Empower Community3
Community Emergency Resilience Plan 2017-2021Page 4 of 27Message from the MayorThe City of Casey is committed to enhancing the resilience of all our community.Through our 2017-2021 Council Plan and long-term Council Vision we are working to createAustralia’s most livable city.One of the key strategic objectives of our Council Plan is to create an inclusive, safe andconnected community and the Community Emergency Resilience Plan 2017-2021 will playan integral role in helping us to achieve that.The Community Emergency Resilience Plan 2017-2021 will guide the work of thecommunity, Council and its partners over the next four years to deliver on the prioritycommunity emergency resilience issues for our municipality.Through the Community Emergency Resilience Plan 2017-2021, we will work with ourpartners and the community to make the City of Casey a place where everyone can prepare,plan and respond to an emergency event; to become a more resilient Casey that enablesindividuals, families and communities to recover more quickly and with greater strength whenfaced with adversity.Cr Geoff AblettMayorCity of Casey4
Community Emergency Resilience Plan 2017-2021Page 5 of 27About this PlanThis Plan aims to improve how the Casey community prepares for, responds to and recoversfrom emergencies by focussing on building and promoting community emergency resilience.It provides an overarching strategic framework for the community, Council, partner agenciesand emergency management sector organisations to work collaboratively towardscommunity emergency resilience building outcomes through a set of shared goals andstrategic objectives.It sets out specific areas for improvement for the population of Casey, with a focus onthose population groups who are particularly at risk before, during or after an emergencyevent.This Plan will guide the development of new policies, strategies, programs, services andadvocacy campaigns that promote community emergency resilience. Where these alreadyexist, this Plan will provide the guidance to further strengthen and support their outcomes inthe event of an emergency.In developing this Plan, a significant amount of research and engagement was undertaken toensure that it responds to the needs and aspirations of the Casey community, reflectspriorities at the local, state and federal level and applies best practice.This plan is a first for the City of Casey, and aligns with contemporary work within theemergency management sector. As the Community Emergency Resilience Plan isimplemented Casey will emerge as a leader in building emergency resilient communities.The hazard analysis and risk assessment process, Community Emergency Risk Assessment(CERA) used in the preparation of the MEMP in 2017, identified the need to increasecommunity emergency awareness and resilience. To address this need, the Municipal Reliefand Recovery Committee (MRRC a sub-committee of the MEMPC), considered andsupported the development of this Plan.Community, Council, partner agencies, and emergency management sector organisationsthat contributed to the development of this Plan include, but are not limited to the agenciesand stakeholders who are members of the MEMPC and MRRC.Municipal Emergency ManagementPlanning CommitteeVictoria PoliceCountry Fire AuthorityVictorian State Emergency ServiceAmbulance VictoriaForest Fire Management VictoriaDepartment of Economic Development,Jobs, Transport and ResourcesDepartment of Environment, Land,Water and PlanningDepartment of Health and HumanServices*Department of Education and Training*Red CrossMunicipal Relief and Recovery CommitteeRed CrossVictorian Council of Churches EmergencyMinistryLions District V3, Zone 12St Vincent De PaulSalvation ArmyCasey North CISSCranbourne CISSAustralian Department of Human ServicesConnections Uniting CareRotary Club Berwick5
Community Emergency Resilience Plan 2017-2021Page 6 of 27Wireless Institute Civil EmergencyNetworkSt John Ambulance (Victoria)Vic RoadsMonash Health Community and Allied HealthBrotherhood of St LaurenceInsurance Council of AustraliaPeninsula Community Legal Centre*Serves on Relief and Recovery Committee as well as the MEMPCIn 2016, the City of Casey conducted its biggest ever community engagement project, CaseyNext, to ask residents, businesses and visitors what their vision is for the future of Casey.Findings from Casey Next, and the subsequent Casey People’s Panel, have been used toevidence the Casey community’s aspirations including that Casey be a safe, inclusive,accessible, clean and family friendly place.The outcomes from this research and engagement resulted in the development of thestrategic objectives.The development of the Community Emergency Resilience Plan 2017-2021, reflects theneed to create opportunities for, and support existing, community and Council ledprograms that build resilience amongst residents, visitors and business. It demonstratesthe desire for everyone in Casey to be well supported and resourced so, when faced withemergencies both now and in the future, they can face emergencies stronger together.An Action Plan will be developed which will outline the specific actions the community,Council, partner agencies and emergency management sector organisations will undertaketo deliver on the strategic objectives.6
Community Emergency Resilience Plan 2017-2021Page 7 of 27Guiding PrinciplesThis Plan is informed by the following principles:EquityPeople facing disadvantage, such as those in poverty, migrants, refugees, children, olderpeople, people with disabilities, people who are homeless or transient, and people living inpoor quality housing, are more vulnerable at all stages of a disaster – before, during, andafter it strikes. These people are considered ‘socially vulnerable’ in the face of a disaster.Whether it is their capacity to evacuate in time or to recover in the long term from traumaand financial devastation, socially vulnerable people are hit hardest and longest by disastersand emergencies. These people often have fewer resources and less social support, mobilityand housing options at their disposal, and so are less able to prepare for, respond to andrecover from a disaster or emergency1.A best practice equity framework will be considered to ensure a focus on communityemergency resilience building activities targeted to vulnerable and disadvantagedcommunities.Shared responsibilityCouncil cannot be the only participant; success is reliant upon the active participation ofindividuals, families, community, businesses, industry, emergency services and supportagencies within and outside of Casey. Identification of common interests and benefits thatmight be achieved by working together will help to secure broad ownership of strategies andgoals and create long-term commitment to community emergency resilience building.The benefits of partnering with others:»Greater effectiveness and efficiency in planning process»Pooling of resources (human and financial)»Sharing of expertise and intelligence»Evaluation and continuous improvement»Promoting an “All Emergencies, All Communities” approach2.Capacity buildingA capacity building approach will underpin implementation to ensure the best conditions arecreated for success in achieving effective emergency resilience outcomes for thecommunity. Capacity building activities will be led and supported by collaboration betweenthe community, stakeholders and Council. Collaboration will ensure any initiatives build onexisting community strengths and reflect the local context.Environments for Relief and RecoveryFor each of the community emergency resilience priorities, opportunities will be sought toalign community emergency resilience building to the Emergency Management Manual ofVictoria, Relief and Recovery Environments; social, natural, built and economic.7
Community Emergency Resilience Plan 2017-2021Page 8 of 27Evidence-informed approachThere will be a focus on using the most current evidence to respond effectively to thepriorities of this Plan. Best practice models, where available, will be identified forimplementation. Where these are not available, new innovative actions will be developedwith rigorous evaluation to strengthen the evidence base.What is community emergency resilience?This Plan has incorporated several definitions to create an encompassing definition ofemergency resilience:The capacity of individuals, families and communities to prepare, survive, adapt and grow inthe face of stresses and shocks. Resilience is built on a foundation of understanding risksand the ability to prepare, plan and respond to a crisis event and enables individuals,families and communities to recover more quickly and with greater strength. As communities,they are well connected; where neighbours know and support each other, wherevolunteerism is high, and residents have a high sense of wellbeing and safety built onknowledgeDespite existing strengths, every year Victorian communities are subjected to the damagingimpacts of acute shocks* (natural and man-made disasters) caused by destructive bushfires,severe storms and floods. Individuals and communities also face chronic stresses* thatimpact upon our community’s social cohesion, such as drug and alcohol abuse, familyviolence, unemployment, social inequality, rapid population growth and climate change3.The size, severity, timing, location and impact of acute shocks (disasters) are difficult topredict, and a changing climate increases the uncertainty about future risks3. Scientificmodelling suggests that climate change will most likely result in the increased frequency andseverity of extreme weather events; in addition, there is an increasing trend of man-madeshocks including power disruptions and violent extremist behaviour that will pose a risk toour communities.The impact of these shocks and stresses on communities, the economy, infrastructure andenvironment are a reminder of the need to continually strengthen resilience. It is importantthat individuals, communities and Council are supported and resourced to develop andstrengthen the resilience needed to face anticipated increase in acute shock events.It has been recognised by all levels of government that the current systems that havesupported Victorians during emergencies are not sustainable into the future. There is a shiftfrom “emergency services*” where the focus was on responding to an emergency, to“emergency management*”. A modern end-to-end system involving community and thewhole of government, that builds a collective capacity to plan for, withstand and recover fromemergencies2.8
Community Emergency Resilience Plan 2017-2021Page 9 of 27What does a resilient community look like?Resilience is a shared responsibility, which requires individuals, families, community andgovernment to contribute to the understanding and management of hazards and risk topromote community safety and wellbeing4.The Council of Australian Governments (COAG), 2011 National Strategy for DisasterResilience found a resilient community is one where:» People understand the risks that may affect them and others in their community» People act to prepare for acute shock events and are adaptive and flexible torespond appropriately during personal and community emergencies» People anticipate acute shock and chronic stress events - they have taken steps toprotect themselves, their assets and their livelihoods» People work together with local leaders using their knowledge and resources toprepare for and deal with acute shock events» People work in partnerships with emergency services, their local authorities and otherrelevant organisations before, during and after emergencies» The emergency management volunteer sector is strong» Emergency management plans are resilience-based, to build broad resilience withincommunities over time» Communities, governments and other organisations take resilience outcomes intoaccount when considering and developing core services, products and policies» Land use planning systems and building control arrangements reduce communityexposure to risks from known hazards, and suitable arrangements are implementedto protect life and property» Following a crisis event, a satisfactory range of functioning is restored quickly» People understand the mechanisms and processes through which recoveryassistance may be available» People understand that initial support will be offered to the most vulnerablecommunity membersBenefits of a resilient communityCommunities that develop a high level of emergency resilience are better able to withstandstresses and shocks3. When subjected to the damaging impacts of acute shocks (natural orman-made) resilient communities are likely to suffer less and are likely to be able to recovermore quickly3. Community resilience looks at moving from the “me” to the “we,” and from the“we” to the “us.”5Council recognises the importance of working in partnership with communities. Whencommunities play a role in their own wellbeing and safety, resilience is enhanced. Thebenefits of building community resilience include3:»safer communities»reduced demand on emergency services for assistance»reduced damage to property and infrastructure9
Community Emergency Resilience Plan 2017-2021Page 10 of 27»self-determined recovery»reduction in overall (impact and recovery) costs to the Local, State and Nationaleconomies.The benefit of engaging with and empowering communities is not just limited to “disasterresilience”, but has a far broader impact. Connected and resilient communities are readyto look out for each other in a variety of contexts to deal with both life stressors (e.g.housing costs) and acute shocks (e.g. adverse weather events).Challenges to community resilienceThere are many challenges to building community resilience; communities are complex anddynamic, as are the challenges they face. Each will experience demographic, economic,social, environmental and governance challenges that will affect them differently1. Thesemight include:»Lack of unity (partnership and collaboration)»Lack of communication and engagement»Lack of coordination (services, resources and support)»Lack of access to services»Problems such as poverty, pollution or crime5The Victorian State Emergency Service (SES) found that resilience is influenced by theunderstanding and exposure of communities to differing levels of stresses and shocks6. Thisin turn, shapes community attitude and awareness of emergency events and varies acrossdiverse co
The Emergency Management Act 1986 requires the City of Casey to have a Municipal Emergency Management Planning Committee (MEMPC) who is responsible for preparing a Municipal Emergency Management Plan (MEMP). This Plan is a sub plan of the MEMP and is informed by the work of the MEMPC and its Municipal Relief and Recovery sub-committee.
Pelly J. C. Allen Ann C. 16 Feb 1876 Casey KY Montgomery F. M. Allen Carrie A. 1 Jul 1900 Casey KY Sweeney Benjamin W. Allen Cinthia 26 Dec 1864 Casey KY Mays Benjamin F. Allen Cora E. 8 Dec 1881 Casey KY Sweeney Moses Allen Elizabeth 19 Feb 1854 Casey KY Casey County, Kentucky Marriage Records MARRIAGE DATE COUNTY STATE GROOM BRIDE Sorted by Bride
Cave VIC Mac 285 287 572 284 289 573 7 Jarrad Alston VIC Yda 288 286 574 286 285 571 8 Marcus Anear VIC Dva 284 286 570 288 286 574 9 Bryce Lee VIC Dva 290 282 572 288 278 566 10 Larry Kelly VIC Wac 277 285 562 286 289 575 11 Ryan Bickerton VIC Mac 284 280 564 287 283 570 . Rowney VIC Sa 0 0 0 175 195
The Timothy J. Casey ’03 Memorial / Class of 2003 Scholarship James F. & Mary Casey Matthew M. Casey Paul & Ann Casey Kathryn Quigley Stephen Searl & Elizabeth Casey Searl Timothy J. Casey Memorial Scholarship Fund The Michelle A. Castonguay Scholarship Fund Dennis & Suzanne Castongu
93 High Street, Maldon VIC 3463 Telephone: (03) 5475 2569 (03) 5475 2007 FAX 1800 171 888 Free accomm booking service Email: maldonvic@mountalexander.vic.gov.au Internet: www.maldoncastlemaine.com.au Contacts: Co-ordinator - Leigh Kinrade Porcupine Township Location: Cnr. Bendigo & Allans Roads, Maldon VIC 3463 Postal: PO Box 81, Maldon VIC .
PBS Lesson Series ELA: Grade 5, Lesson 14, Casey at the Bat Lesson Focus: An author’s point of view can impact a reader’s feelings and attitude as they read a text. Practice Focus: Students will rewrite the last two stanzas of the poem, Casey at the Bat, to reflect an alternative ending. Objective: Students will read Casey at the Bat and analyze the author’s point of view by looking at the
What is Child and Family Services? Jim Casey founded Casey Family Programs as a direct-service foster care program based on his belief that all children and youth need a safe and stable family. Today, Casey Family Programs includes nine field offices in five states — Arizona, California, Idaho, Texas and Washington —
87 Wilson Street Moonee Ponds 3039 moonee.ponds.ps@education.vic.gov.au www.mpp.vic.edu.au https://mpp-vic.compass.education/ Out of Hours School Care: OSH Club : 0448 043 164: MPPS Program Customer Service & Billing Email: mooneeponds@oshclub.com.au www.oshclub.com.au 2020 Term Dates: Term 4 -5th Oct to 18th Dec Dates to Note:
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