BRISBANE CITY COUNCIL
LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4:
EVACUATION AND RECEPTION
SUB-PLAN
July 2014 edition
BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
This Brisbane City Council Evacuation and Reception Sub-plan is an operational plan sitting
under the Emergency Human Services Sub-plan of the Brisbane City Council Local Disaster
Management Plan. It has been endorsed by the Brisbane City Local Disaster Management
Group (Brisbane LDMG).
AMENDMENTS AND REVIEW
This Evacuation and Reception Sub-plan will be reviewed, practiced and updated annually in
accordance with the procedures mandated by the Brisbane LDMG.
It shall be reviewed at least once each year by a committee of appropriately qualified and
experienced personnel. The committee shall, as a minimum, consist of the Manager,
Inclusive Communities, a representative from Brisbane Lifestyle and a representative of
Brisbane LDMG. Representatives from external agencies may also be included as needed.
1.
Proposed amendments to this sub-plan are to be forwarded in writing to the
Manager, Disaster Management Office (MDMO), who may approve minor
amendments.
2.
Proposed amendments that affect the intent of this sub-plan, roles and
responsibilities or external agencies must be endorsed by the Local Disaster
Coordinator (LDC) and/or the MDMO and may be forwarded to the Brisbane
LDMG for approval if required. This type of amendment is referred to as a major
amendment.
3.
Endorsed amendments are to be listed in the table below.
4.
Version control of this sub-plan is managed by the Disaster Management Office.
Reissue of this sub-plan following amendment or review will be recorded in the
table below and advice of reissue will be distributed throughout the disaster
management network. Recipients should take all appropriate action to ensure
they are in possession of the most recent version, and that previous versions in
both hard copy and electronic forms are archived accordingly. Further information
can be requested by contacting the Disaster Management Office.
Evacuation and Reception Sub-plan Version Control
Version
Date
Reviewed by
Endorsed by
Comments
1.0
March 2012
Manager, Disaster Management
Office
Chair, Brisbane LDMG
2012 official
version
February
2013
Manager, Inclusive Communities
Manager, Disaster
Management Office
Revisions
May 2013
Manager, Disaster Management
Office
Chair, Brisbane LDMG
2013 official
version
1.1
2.0
2.1
2.2
Coordinator, Disaster Management
Office
September
2013
Manager, Inclusive Communities
February
2014
Manager, Disaster Management
Office
Coordinator, Disaster Management
Office
District Disaster Coordinator
District Disaster Coordinator
DPW
responsibilities
moved to EMQ,
Reception
Centre details
added
Reception
Centre sub-plan
incorporated
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
5. This sub-plan is to be reviewed:

On activation of an event requiring the use of this sub-plan

On activation of similar disaster management plans in other states, territories
or overseas where considered possible

Upon annual review of Council’s Local Disaster Management Plan in
accordance with the Disaster Management Act 2003 (Qld)
6. This sub-plan, together with its supporting standard operating procedures (SOPs),
is to be tested annually. The MDMO is to brief relevant stakeholders and the
Brisbane LDMG on the results of testing this plan.
7. In accordance with legislation, the Brisbane Local Disaster Management Plan and
all its underpinning sub-plans will be approved by the Chair of the Brisbane LDMG
annually.
ADMINISTRATION AND GOVERNANCE
References
The following table summarises a comprehensive, but not exhaustive, list of the many
interrelated documents that provide authority for this Evacuation Plan.
Evacuation and Reception Sub-plan reference list
References
A.
Disaster Management Act 2003 (Qld), effective 21 May 2014 (the Act)
B.
Queensland Local Disaster Management Guidelines, September 2012
C.
Australian Emergency Manuals Series, Part III, Emergency Management Practice, Volume
2 – Specific issues. Manual 1 – Evacuation Planning
D.
Emergency Management Queensland, Queensland Evacuation Guidelines for Disaster
Management Groups, Version 1 August 2011
E.
Public Safety Preservation Act 1986
F.
Queensland Reception Plan (QRECEPLAN), October 2008
G.
Australian Government Plan for the Reception of Australian Citizens and Approved
Foreign Nationals Evacuated From Overseas (COMRECEPLAN), 2008
H.
Emergency Management Queensland, Brisbane Reception Plan, Version 2.1, 29 May
2013
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
TABLE OF CONTENTS
AMENDMENTS AND REVIEW .............................................................................................. I
ADMINISTRATION AND GOVERNANCE ............................................................................. II
References ............................................................................................................................. ii
1.0 INTRODUCTION ......................................................................................................... 1
1.1 Audience ..................................................................................................................... 1
1.2 Approval ...................................................................................................................... 1
1.3 Custodian .................................................................................................................... 1
1.4 Purpose ....................................................................................................................... 1
1.5 Authority ...................................................................................................................... 1
1.6 Activation ..................................................................................................................... 2
1.7 Evacuation stakeholders .............................................................................................. 2
1.8 Scope .......................................................................................................................... 2
1.9 Definitions .................................................................................................................... 3
1.10 Types of evacuation..................................................................................................... 3
1.11 How to use this sub-plan during operations ................................................................. 3
1.12 Other relevant Plans and SOPs to be used in conjunction with this plan: ..................... 4
2.0 EVACUATION/RECEPTION SITE PLANNING ............................................................ 5
2.1 Evacuation/reception centres ....................................................................................... 5
2.2 Risk assessment.......................................................................................................... 5
2.3 Identifying and registering evacuation/reception centres .............................................. 5
2.4 Establishing and operating evacuation/reception centres............................................. 6
2.5 Handing over evacuation/reception centres ................................................................. 6
2.6 Closing evacuation/reception centres .......................................................................... 6
2.7 Audit/inspection of evacuation/reception centres ......................................................... 6
3.0 EVACUATION PLANNING .......................................................................................... 7
3.1 The decision to evacuate ............................................................................................. 7
3.2 The authority to evacuate ............................................................................................ 7
3.3 The importance of community awareness and education............................................. 7
3.4 Effective public communication .................................................................................... 7
3.5 Self-evacuation ............................................................................................................ 8
3.6 Risk to emergency workers .......................................................................................... 8
3.7 Security of evacuated premises ................................................................................... 8
3.8 Potential risks in moving people in hazardous situations.............................................. 9
3.9 Need for coordination .................................................................................................. 9
3.10 Media........................................................................................................................... 9
3.11 Special needs groups in the community ....................................................................... 9
3.12 Time management in large scale evacuation ..............................................................10
3.13 Letterbox drops ...........................................................................................................10
3.14 Transport resources....................................................................................................10
3.15 Time required to clear evacuation area .......................................................................10
3.16 Requests for evacuation centres to be established as a result of a PSPA declaration 11
4.0 RECEPTION PLANNING............................................................................................12
4.1 Decision to conduct Reception operations ..................................................................12
4.2 Authority to commence reception operations ..............................................................12
4.3 Information required ....................................................................................................12
5.0 DECISION TO EVACUATE ........................................................................................14
5.1 Considerations for decision to evacuate .....................................................................14
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
5.2 Neighbourhood Safer Places (NSP) - for bushfires only..............................................14
6.0 AUTHORITY TO COMMENCE EVACUATION (WITHIN COUNCIL) ..........................16
7.0 WARNINGS ................................................................................................................17
7.1 Introduction .................................................................................................................17
7.2 Warning dissemination and methods ..........................................................................17
7.3 Roles and responsibilities for Council staff ..................................................................17
7.4 Notification to Council staff .........................................................................................18
7.5 Notification to external stakeholders ...........................................................................19
7.6 Warning process .........................................................................................................19
8.0 WITHDRAWAL ...........................................................................................................21
8.1 Traffic Management Strategy ......................................................................................21
8.2 Withdrawal of aged-care facilities ...............................................................................21
9.0 SHELTER ...................................................................................................................23
9.1 Responsibility for identifying evacuation centres in pre-planning.................................23
9.2 Evacuation centre audit process in pre-planning .........................................................23
9.3 Register of evacuation centres....................................................................................24
9.4 Principles of resource support.....................................................................................24
9.5 Establishing and operating an evacuation centre ........................................................25
9.6 Establishing an evacuation centre ..............................................................................26
9.7 Operating an evacuation centre ..................................................................................28
9.8 Roles and responsibilities of agencies in evacuation centres ......................................28
9.9 Setting up an evacuation/reception centre ..................................................................28
9.10 Set-up considerations .................................................................................................28
9.11 Other factors when setting up an evacuation/reception centre ....................................29
9.12 Volunteer management (of non-SES persons) and donations management ...............29
9.13 Handing over an evacuation centre to oncoming staff .................................................30
9.14 Pets and animal welfare..............................................................................................30
9.15 Responsibilities ...........................................................................................................30
9.16 Animal Shelters ..........................................................................................................31
9.17 Coordinating animal evacuations ................................................................................31
9.18 Legislative role for animal management ......................................................................31
9.19 RSPCA’s role ..............................................................................................................32
10.0
RETURN .................................................................................................................33
10.1 Reception Centre: Return of evacuees from outside Brisbane ....................................33
10.2 Stand down process ...................................................................................................33
10.3 Considerations ............................................................................................................34
10.4 Closure of evacuation/reception centres .....................................................................34
10.5 Debrief ........................................................................................................................34
11.0
ROLES AND RESPONSIBILITIES ..........................................................................35
11.1 Australian Government ...............................................................................................35
11.2 Queensland Government ............................................................................................35
APPENDIX 1: EVACUATION CENTRE AUDIT CHECKLIST ...............................................37
APPENDIX 2: ACRONYMS AND ABBREVIATIONS ............................................................44
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
1.0 Introduction
The Brisbane City Council Evacuation and Reception Sub-plan is an operational level plan that sits
below the Emergency Human Services Sub-plan within Brisbane City Council’s Local Disaster
Management Plan, prepared under the terms of the Disaster Management Act 2003 (Queensland).
The operational sub-plans contained with this Local Disaster Management Plan are supported by
Standard Operation Procedures (SOPs). These SOPs are internal documents for Council use only
and are constantly updated to reflect improvements and learning in Disaster Management. The
latest versions are available on Council’s Brisbane Incident Management System (BIMS) Online, in
TRIM container 109/555/14/238 or through the Disaster Management Office.
This Sub-plan is designed to be a guide for the evacuation, shelter and support services for people
affected by an emergency or disaster event in Brisbane City. It may also be used to care for people
from other local government areas (LGAs) who need these services outside their own LGA. It may
also be activated for the evacuation of Australian citizens from overseas, or from within Australia,
into the Brisbane region where reception services will be required.
The Community Recovery Committee is established by the Brisbane LDMG to oversee the
recovery function of the Brisbane City Council Local Disaster Management Plan.
The Community Recovery Committee reports to the Brisbane LDMG on the adequacy of the
planning and operational arrangements for evacuation services.
1.1
Audience
This plan has been prepared for Council, the Lord Mayor, Brisbane LDMG, Council Business Units,
and key external stakeholders.
1.2
Approval
This Evacuation and Reception Sub-plan is approved by the Brisbane LDMG under the terms and
provisions of the Act.
1.3
Custodian
The MDMO, on behalf of Council, is the custodian of this plan. The custodian has the responsibility
for implementing, evaluating, testing, reviewing and updating this plan. The custodian is also to
ensure proper quality, security, integrity, consistency, privacy, confidentiality and accessibility of
the plan.
The Custodian’s contact details are:
Title: Manager, Disaster Management Office
Contact: (07) 3403 8888
GPO Box 1434, Brisbane Qld, 4001
1.4
Purpose
The purpose of evacuation is to ensure people at risk during a disaster event can be moved to a
location of relative safety and provided with emergency human services, including short-term
accommodation if necessary.
1.5
Authority
This plan forms a sub-plan of the Brisbane City Council Local Disaster Management Plan, and is
developed under the authority of the Act.
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
1.6
Activation
This Evacuation and Reception Sub-plan will be activated by the Local Disaster Coordinator (LDC)
when the nature of risk to the community will require the movement of at risk persons to a safer
location, or where the nature of risk to persons will require the movement of the at risk persons to
be received within the Brisbane region. This may occur under the shared Commonwealth and
Queensland Government’s reception arrangements (COMRECEPLAN and QRECEPLAN), or it
may occur independently at the discretion of the LDC.
1.7
Evacuation stakeholders
The Evacuation stakeholders consist of the following agencies:
Brisbane City Council – Disaster Management Office (DMO)
Brisbane City Council – Facility Services
Brisbane City Council –Compliance and Regulatory Services (CARS)
Brisbane City Council – Corporate Communications (Crisis Communications)
Brisbane City Council – Community Facilities and Venues
Queensland Police Service – District Disaster Management Group
Queensland Fire and Emergency Services (QFES)
Red Cross
Department of Communities, Child Safety and Disability Services (DCCSDS)
Queensland Health
Department of Housing and Public Works
Department of Primary Industries and Fisheries (DPI&F)
Queensland Government Chief Procurement Office
St John Ambulance Australia (Qld)
Lifeline
Adventist Development & Relief Agency (ADRA)
St Vincent de Paul
Spiritus
Salvation Army
Save the Children
Tzu Chi Australia, Brisbane
1.8
Scope
This section outlines how evacuation centres form part of this Evacuation and Reception Sub-plan.
It describes how evacuation centres are identified, registered, established, operated, handed over
and closed. It also covers how they are audited and inspected to meet contemporary occupational
health and safety legislation. This plan does not cover the establishment or running of community
support centres and does not include Moreton Island (see Moreton Island Sub-plan and Moreton
Island SOP for further information).
Community support centres (CSCs) are established as required in areas of the local government
area that are subject to isolation. Refer to the Isolated Communities sub-plan on BIMS Online for
more information.
Brisbane is an ideal reception point for evacuees as it has both port and air terminal facilities, is an
international and domestic air hub allowing for rapid on-travel of evacuees, and has significant
temporary accommodation facilities available if required.
This Sub-plan is limited to the conduct of evacuation and reception operations. It does not make
provision for long-term accommodation and welfare services.
This plan aims to take an ‘all hazards’ approach. For this reason the plan will link and make
reference to relevant plans and procedures which may enhance the activation of this plan.
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
1.9
Definitions
In this plan and the supporting Evacuation SOP the following terminology will be used:
Evacuation centre is “a centre that provides affected people with basic human needs including
accommodation, food and water. In addition, to enhance the recovery process, other
welfare/recovery services should be provided.” - Emergency Management Australia (EMA)
Community support centre (CSC) is a venue set up in isolated communities where people
affected by a hazard that interrupts the community can attend and receive assistance, support and
information. The CSC is led by the Queensland Police Service (QPS) and is not an official
evacuation or recovery centre. Refer to the Isolated Communities sub-plan available at
www.brisbane.qld.gov.au.
Evacuation Centre Coordinator (Brisbane City Council) is the appointed representative from
Brisbane City Council who is tasked with the coordination of Council staff assisting in evacuation
and reception centres and is Council’s liaison point with the Red Cross Evacuation Centre
Manager. This role is appointed to the Manager, Community Facilities and Venues or delegate.
Reception centre is a centre where temporary accommodation and short-term welfare services
are provided to support high risk and vulnerable people who have been evacuated.
Reception point is the location at which evacuees are received before being moved on to the
Reception centre. Typically, processing of evacuees and an assessment of any further assistance
requirements will be made at the Reception point.
1.10 Types of evacuation
Immediate evacuation
“An evacuation resulting from a hazard impact, that forces immediate action, thereby allowing little
or no warning and limited preparation time. Hazardous materials accidents/incidents, air crash,
wildfire or earthquake are examples of events that may require immediate action” (EMA).
Pre-warned evacuation
“An evacuation resulting from an event that provides adequate warning and does not unduly limit
preparation time. Examples of this type of event may include flood, cyclone and storm surge”
(EMA).
Alternative to evacuation
“Although evacuation is considered an important element of emergency response which may be
effective in many situations, there will be occasions when it may be assessed that people would be
safer to stay and shelter in place. Depending on the nature of the hazard, measures such as
closing windows, isolation of air conditioning systems and listening to the radio and/or TV to
receive information can be taken to reduce vulnerability” (EMA).
1.11 How to use this sub-plan during operations
This sub-plan should be used to guide the conduct of the evacuation/reception in conjunction with
the Evacuation SOP (found on BIMS Online). In particular, the actions outlined in the Evacuation
SOP are to be referenced and recorded. This sub-plan has been developed as an operational
guide with pre-determined strategies able to be adapted to the specific circumstances of the event.
This plan is broken into 5 phases as indicated in the diagram below. These 5 phases will determine
the planning considerations when evacuation is deemed necessary.
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
Figure 1: Stages of Evacuation
1.12 Other relevant Plans and SOPs to be used in conjunction with this plan:
NB: All SOPs are documents for internal use only and are located on BIMS Online and in TRIM
container 109/555/14/620.

Evacuation SOP

Emergency Human Services Sub-plan

Volunteer Coordination Sub-plan and SOP

Donations Sub-plan and SOP

Moreton Island Sub-plan and SOP

CBD Emergency Plan

Pinkenba Community Emergency and Evacuation Plan

Isolated Communities Sub-plan
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
2.0
EVACUATION/RECEPTION SITE PLANNING
Evacuation/reception centres are established primarily to register evacuees and provide them with
emergency human services. They should only be used for short-term accommodation as a last
resort. Preferred solutions for short-term accommodation, in priority order, are:
a. A destination of the person’s own choosing (relatives, friends etc.)
b. An established accommodation venue (hotel, motel, caravan park etc.)
c. An evacuation centre.
2.1
Evacuation/reception centres
Evacuation/reception centres will generally be those facilities that have been inspected and cleared
as suitable for the purposes of this plan. However, alternative evacuation centres may be activated
in certain circumstances, for example, to cater for large numbers of evacuees, or for specialist
needs, such as elderly people, people with disabilities or those with child care requirements.
Evacuation/reception centres may be community facilities or commercial premises, but priority
should be given to state, local government and community facilities. Commercial premises should
have a pre-existing contract, service level agreement or purchasing arrangements with Council or
the Queensland Government before being considered as an evacuation centre.
2.2
Risk assessment
Factors that will influence the decision for an evacuation will be dependent on the nature of the
hazard. Not all sites identified as evacuation centres will be completely free of risk. All decisions
made in relation to the choice of sites both in planning and during operations must consider the site
suitability in relation to:

What hazards will affect the centre or have already affected the centre

What capacity the centre holds

Access to and from the centre

Appropriate space for the length of time required

Compliance with work place health, safety, security and evacuation centre standards
Risk Assessment of hazards affecting the city of Brisbane can be found in Chapter 1B of the
Disaster Management Plan: Emergency Risk Management.
A site summary for each of the identified centres can be found in the appendices of the
Evacuation SOP on BIMS Online.
If there is no alternative means of accommodation, people may initially be accommodated in an
evacuation centre. This is a short-term solution until either the evacuation centre transitions to
mobile recovery hubs, it is safe to return to the evacuee’s primary residence, or the evacuee is
resettled in appropriate mid- to long-term accommodation by the DCCSDS.
2.3
Identifying and registering evacuation/reception centres
Suitable evacuation and/or reception centres will be identified, inspected, approved and registered
by Brisbane City Council. Procedures for identifying and registering of evacuation centres are in
the Evacuation SOP.
Facility Services (for Council owned sites) and Environmental Health Officers will be engaged to
conduct site audits for suitability and maintenance. Priority is to be given to large and medium
shelters in areas not susceptible to flooding.
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
The locations are to be entered into the evacuation centre register which is maintained by the
Disaster Management Office and accessed by the Evacuation Centre Coordinator and the LDCC.
2.4
Establishing and operating evacuation/reception centres
Facility Services are responsible for opening all Council owned facilities with the exception of
privately owned sites which will be opened by their own facility manager. The Red Cross will
manage the welfare of evacuees in the evacuation centre once it has been opened. Note: Red
Cross resources may be stretched if multiple events are occurring across the state.
Council will manage the facility and the resourcing of the facility. (See Bump in Bump out SOP in
the back of the Evacuation SOP for more details on opening, setting up and closing evacuation
centres).
2.5
Handing over evacuation/reception centres
The Red Cross is to provide staff for each evacuation centre as soon as possible after a decision
has been made to establish evacuation centres. There may be an additional lag time during the
initial set up before appropriate staff can take over. Specialist tasks such as registration, medical
support, facilities management, animal management, catering etc. are to be taken over by
appropriately trained persons as soon as possible.
2.6
Closing evacuation/reception centres
The decision to close an evacuation centre will be made by the Evacuation Centre Coordinator in
consultation with the Evacuation Centre Manager. The physical closure and refurbishment of
evacuation centres is the responsibility of the facility manager (Facility Services for Council owned
sites) at the time of the declaration, assisted by other agencies and organisations providing
services within the centre.
2.7
Audit/inspection of evacuation/reception centres
To ensure the appropriateness of a location to serve as an evacuation/reception centre and to
keep abreast of changes, listed centres are to be inspected biannually by Facility Services and
audited by Environmental Health Officers (EHO) to ensure they meet the appropriate standards
(including appropriate occupational health and safety measures). Red Cross will provide Council
with Evacuation Centre audit tools for use during inspections. A register of approved centres is
maintained by the Manager, Disaster Management Office (MDMO).
A copy of the site audit check list for new and existing sites can be found in Appendix 1 of this
plan.
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CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
3.0
EVACUATION PLANNING
As a result of a hazard impact or threat, evacuation of affected people may need to be considered.
This may involve a complex operation that has the potential to place evacuees at some risk during
its execution. Careful planning can minimise the risks associated with the process of evacuation.
Planning must take into account the following:
3.1
The decision to evacuate
Making the decision whether to evacuate or not requires timely and relevant information to reduce
the chance of exposing the community to further risk. Careful planning needs to be made to ensure
that the affected community is not evacuated too early causing complacency and associated
inconvenience and cost. Similarly, if the affected community is evacuated too late they may be
exposed to higher risk and potentially will have to shelter in place.
Further information on what considerations need to be made in relation to deciding to evacuate
can be found under ‘Decision to Evacuate’ in the Evacuation SOP on BIMS Online.
3.2
The authority to evacuate
The decision to authorise an evacuation may occur under the following conditions/authorities:
3.3

Queensland Police Service (QPS) may order an evacuation under the Public Safety
Preservation Act 1986 (PSPA).

Queensland Fire and Emergency Services (QFES) may order an evacuation under
the Fire and Rescue Service Act 1990 and PSPA.

Brisbane LDMG may recommend voluntary self-evacuation of a community or
portions of a community.

Brisbane LDMG may request the District Disaster Coordinator (DDC) to declare a
Disaster Situation under the Act in order to effect a mandatory evacuation of a
community or portions of a community.

DDC may declare a Disaster Situation under the Act, subject to the approval of the
Minister.
The importance of community awareness and education
Effective community awareness is important for a resilient community. Public awareness and
education programs need to focus on the following:

Hazards within the community/understanding the risk

Where to find information on hazards that affect the community

How to be prepared: e.g. household emergency kits and emergency plans

Understanding what to do in an evacuation: e.g. information sources, what to take,
where to go and how to get there
Special needs arrangements during times of emergency or disaster

3.4
Effective public communication
Campaigns are an effective way of educating the public prior to disasters. A schedule of
campaigns is to be managed throughout the year to ensure timely dissemination of information.
Campaigns and information dissemination can be arranged through the following:
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
3.5

A collaborative approach with other organisations/agencies such as the Brisbane
Ready for Summer Campaign

The internet: Brisbane City Council has a link to “Emergency Management” on its
website which includes information on how to prepare for emergencies and
information on a variety of hazards

Community events: e.g. information stands and demonstrations

Conferences and educational institutes: e.g. guest speakers

Letterbox drops: e.g. community newsletters (Living in Brisbane), community service
announcements (CSAs)

Social Media: e.g. Twitter and Facebook

Other associated agencies: e.g. Energex and QFES

Councillor information: e.g. newsletters
Self-evacuation
Upon timely advice of the need to evacuate, many people will choose to self-evacuate. Selfevacuation has the potential to be beneficial in some circumstances as it permits emergency
services to focus on those in most need of assistance.
Self-evacuees are encouraged to seek refuge with family and friends as first priority. This
information should be communicated as early as possible so that people can safely move to these
locations. The Crisis Communications team must be consulted on any public information that
needs to be disseminated.
The Crisis Communications team is made up of personnel from Corporate Communications and is
responsible for writing CSAs, Lord Mayoral briefings, and collaborating with the Contact Centre for
scripting and other agency media representatives. (Refer to the Crisis Communication SOP on
BIMS Online.)
Although self-evacuation is encouraged, a degree of coordination is required particularly in relation
to transport and safe access. It is critical that information on safe passage through the transport
and road network be disseminated to the public.
The Brisbane Metropolitan Transport Management Centre will disseminate these messages
through the 13 19 40 hotline and internet page (http://131940.qld.gov.au/). Other methods such as
the use of Variable Message Signs, which are electronic signs, can be used to warn motorists.
3.6
Risk to emergency workers
During evacuations the risk to emergency workers may be high, especially in situations where
door-to-door warnings are being given. Emergency workers becoming casualties may jeopardise
the effectiveness of the evacuation operations.
The Zero Harm policy must be adhered to at all times and applies to all staff including those in the
field and those in the Local Disaster Coordination Centre (LDCC). All evacuation decisions must
keep Zero Harm in mind.
Refer to Zero Harm policy (Council intranet page) http://intranet.bcc.qld.gov.au/safety-wellness/
3.7
Security of evacuated premises
Security of evacuated premises is an important message that must be communicated to the public.
Perception of security of vacated property may influence whether or not individuals decide to
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evacuate. It is important that the community understands how to secure their property prior to
leaving.
Security arrangements need to be made early for affected communities as well as evacuation
centres in consultation with the QPS and Facility Services who have contracts with a security
company.
3.8
Potential risks in moving people in hazardous situations
There are a number of potential risks associated with moving people in hazardous situations.
Considerations that need to be made include:
a. Access and egress: what roads or thoroughfares have been affected?
b. How will people be transported?
c. Does the move put anyone at risk?
Refer to the Evacuation SOP ‘Potential risk considerations when moving evacuees’.
3.9
Need for coordination
Evacuations require a significant level of coordination with internal business units as well as
external agencies to ensure that all parties are accurately informed. The Manager, Community
Facilities and Venues (or delegate) acting as the Evacuation Centre Coordinator will handle this
role The Evacuation Centre Coordinator will be the liaison point between Council’s LDCC and the
established evacuation centres, in particular with the Red Cross Evacuation Centre Manager and
the DCCSDS. This role has a reporting function to the Brisbane LDMG and is responsible for any
Council staff deployed onsite.
3.10 Media
All media requests will be referred to the LDCC via the Crisis Communications team who will
contact the Lord Mayor’s media advisors. Under Council’s media policy, no Council staff are to
speak to the media without the approval of the Crisis Communications team.
3.11 Special needs groups in the community
Special needs groups in the community include, but are not limited to, those who are aged, infirm,
incapacitated and those with disabilities. Special needs may also include children, and those with
language difficulties (e.g. non-English speaking backgrounds).
It is important that special needs groups are identified early and appropriate arrangements made in
a timely manner as resources and services may be more difficult to access dependent on the scale
of the event.
There are a number of key considerations that need to be made when planning for special needs
groups.
Refer to the Evacuation SOP ‘Considerations for special needs evacuees’.
The transporting of special needs evacuees can be highly specialised and often limited resources
are available to assist. It is important not to assume that standard transport arrangements will be
suitable. There may be requirements for transport to include wheelchair accessible vehicles with
hoists and transport for bedridden evacuees.
Similarly, bedding requirements for special needs evacuees needs to be brought into consideration
when planning. Standard bedding arrangements (mattresses or camp stretchers) may not be
suitable for elderly, infirm or incapacitated persons and those in wheelchairs.
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Alternate means of accommodating special needs evacuees need to be considered. Dependent on
numbers, special needs evacuees may be best suited and prioritised for established
accommodation: e.g. hotels/motels. This form of accommodation is equipped with wheelchair
accessible rooms and ground-floor accommodation.
If hotels/motels are not available, community organisations may be able to assist by offering
temporary accommodation in their facilities for approximately 72 hours until the DCCSDS can
assist with establishing long-term accommodation.
Refer to the Evacuation SOP ‘Temporary accommodation for special needs evacuees’.
3.12 Time management in large scale evacuation
It is critical that all evacuations are conducted in a timely manner. In some circumstances there will
be very little lead time (e.g. tsunami).
There will be a large number of personnel that will need to be contacted at the immediate start of
an evacuation.
Refer to the Evacuation SOP ‘Standby/Activation priority list - evacuation centres’.
3.13 Letterbox drops
In some cases letterbox drops will be required. Council officers may be requested to provide
support for this. All scripting for letterbox drops will be provided by the Crisis Communications
team.
3.14 Transport resources
Where large numbers of people need to be transported, Brisbane Transport may be able to assist
with the transport of people via bus. Bus transport may not be suitable for special needs evacuees.
Special needs evacuees will need to be identified and special arrangements made.
Note: Queensland Health is not responsible for the transport of special needs patients unless
transportation to hospital is required. Dependent on availability, some patient transport vehicles
and ambulances may be able to assist, provided they are not required for other operational
purposes.
Refer to the Evacuation SOP ‘Provision of Transport’.
3.15 Time required to clear evacuation area
Careful consideration needs to be made when planning to evacuate people from an affected area.
Time may be a critical element: e.g. for a rapidly evolving event such as a bushfire or tsunami as
opposed to a slow moving event such as a flood.
Evacuations are conducted by the QPS who have legislative authority under the Public Safety
Preservation Act 1986 (PSPA). The PSPA is used under the following circumstances:
“to provide protection for members of the public in terrorist, chemical, biological,
radiological or other emergencies that create or may create danger of death,
injury or distress to any person, loss of or damage to any property or pollution of
the environment and for related purposes” (Part 1, Public Safety Preservation Act
1986).
Timely messaging to the community is extremely important to reinforce the need to evacuate as
well as notifying evacuees on what to bring.
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When the LDCC is activated Crisis Communications needs to be informed immediately about any
evacuation requests so that messaging can be disseminated through the Contact Centre,
Community Service Announcements and social media and briefed to the Lord Mayor. Similarly, if
the LDCC isn’t activated, the Disaster Management Office will work with other agencies on
evacuation messaging and Corporate Communications will be notified in case of media enquiries.
Early consideration needs to be made in regard to special needs evacuees who may take longer to
evacuate due to mobility problems and specialist transport requirements.
The Brisbane Metropolitan Transport Management Centre may be able to assist by advising on
road conditions, access issues and alternate routes. Traffic signal support (through manipulating
traffic lights) may also assist with clearing areas quickly. The QPS may provide traffic control,
close roads or activate traffic management plans as needed.
3.16 Requests for evacuation centres to be established as a result of a PSPA
declaration
The Local Disaster Coordinator (LDC) or Manager, Disaster Management Office (MDMO), Disaster
Management Duty Officer (after hours) or delegate may be notified by the QPS once a PSPA has
been activated and will advise on approximate numbers of evacuees and exclusion zones. QPS
will also be responsible for closing streets and access points around affected areas. The MDMO or
delegate will immediately notify the LDC if a PSPA has been activated and/or if evacuations are
required.
If evacuation centres need to be established, QPS will make a request through the LDC or through
the LDCC if it is activated. It will be the responsibility of the LDC or the LDCC to contact the
Manager, Community Facilities and Venues to inform them that evacuation centres need
activating.
The Manager, Community Facilities and Venues will assume the role of Council’s Evacuation
Centre Coordinator.
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4.0
RECEPTION PLANNING
Significant overseas evacuations will normally be coordinated by the Australian Government
Department of Foreign Affairs and Trade (DFAT) and may be conducted with Australian Defence
Force (ADF) assistance. If the evacuees have arrived from overseas, the Australian Government
will coordinate the customs, immigration and quarantine procedures at the Reception Point, before
evacuees are moved to the Reception Centre in Brisbane.
Significant evacuations within Australia will normally be coordinated by the Australian Government
or the relevant State/Territory Government. Registration of evacuees at the Reception Point will
normally be coordinated by the Australian Government or the relevant State/Territory Government,
before evacuees are moved to the Reception Centre in Brisbane.
Evacuees may arrive at the Brisbane Reception Point by a number of means, depending on the
scale of the movement of evacuees to the Reception Point. Normal scheduled flights/cruises, ADF
aircraft/naval vessels, aircraft/ships chartered by the Australian Government or existing transport
infrastructure within Australia may all be utilised to transport evacuees from the unsafe location to
the Reception Point at Brisbane.
This Sub-plan draws upon key elements and resources of the State’s Disaster Management
arrangements, including the Disaster Management Act 2003.
Reception operations may include but not be limited to customs, immigration and quarantine
processing (Australian Government responsibility), security screening, evacuee registration,
ambulance transport, physical health assessment, mental health assessment, medical treatment,
communication facilities including telephone, internet and post, banking facilities, travel advisory
and booking services, temporary accommodation, personal support services, social security
assistance, food and drinking water, toilets, showers and local transport.
4.1
Decision to conduct Reception operations
The Australian Government will make a decision to conduct Reception operations if Australian
citizens or other approved persons are at risk of a significant disaster event. The Australian
Government or a State/Territory Government will make a decision to evacuate persons at risk from
a significant disaster event within Australia.
4.2
Authority to commence reception operations
A decision will be made by the Chair of the LDMG (if activated) to open reception centres.
Alternatively, upon receiving advice of the need to open reception centres, the LDC will liaise with
the District Disaster Coordinator (DDC) to gather further intelligence on the situation. When a
decision has been made to open reception centres the Manager, Community Facilities and Venues
will be notified by the LDC or MDMO to assume the role of Reception Centre Coordinator.
This Sub-plan will be activated by the LDC where the nature of risk to persons will require the
movement of the at risk persons to a safer location within Brisbane.
The exact Reception Point location within the Brisbane region and the exact Reception Centre
location within the Brisbane region will depend on the point of departure of the evacuees, rate of
evacuation, number of evacuated persons, and the capacity to process the evacuated persons.
4.3
Information required
To enable an efficient receiving of evacuees into Brisbane, it is vital that the following information is
provided to Reception Centre staff as soon as possible:

number of evacuees,

their composition by nationality (if arriving from overseas),

home state (if arriving from within Australia),
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
primary language,

family groups,

gender,

age groups,

arrival times and

any special requirements
Where possible, a form or survey outlining this information for Reception Centre staff should be
completed by evacuees.
Information on Reception Point and Reception Centre arrangements should be provided to
evacuees as soon as practicable – ideally before departure from the disaster location.
In the event of a reception operation in response to an outbreak of communicable disease, detailed
health advice, including advice on quarantine arrangements should be provided to evacuees as
early as possible.
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5.0
DECISION TO EVACUATE
Figure 2: Stages of Evacuation – Decision to Evacuate
5.1
Considerations for decision to evacuate
Decision makers need to analyse all information and intelligence on the event and make an
assessment on the necessity to evacuate the at risk community.
The decision to evacuate occurs on many levels leading up to or during an event. Examples
include:



5.2
Self-evacuation: Residents are informed of the impending danger and decide to
evacuate themselves.
Voluntary evacuation: Residents are informed of the impending danger and are
advised that it is recommended that they self-evacuate. Voluntary evacuation is an
option that Council can recommend via the LDMG to residents in affected areas.
Formal evacuation: e.g. under the PSPA where authorised officers can formally give
direction to residents to be evacuated due to safety reasons. Council has no
legislative powers under the PSPA.
Neighbourhood Safer Places (NSP) - for bushfires only
Following the 2009 Victorian Bushfire Royal Commission Interim Report a recommendation was
made that people need a range of options to increase their safety in the event of bushfire.
An NSP is a local open space or building where people may gather, as a last resort, to seek shelter
from a bushfire.
QFES recommend that people living in bushfire prone areas have a personal Bushfire Survival
Plan based on the Bushfire Survival Plan Guidelines. This should be used by individuals as a first
priority to self-evacuate.
Bushfire Survival Plan - Refer to http://www.ruralfire.qld.gov.au and click on “Bushfire Survival
Plan”
Self-evacuation for fire may be determined through public messaging (e.g. Bureau of Meteorology
warnings, radio announcements etc.) or through bushfire ratings displayed by QFES (low to
catastrophic).
Residents in bushfire prone areas also need to understand where their Neighbourhood Safer
Places (NSP) are located, and what to do until a fire passes. The NSPs should only be used as a
last resort and must be used in conjunction with the Bushfire Survival Plan Guidelines.
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In Brisbane the following sites have been identified through QFES as suitable Neighbourhood
Safer Places:
Title
Type
Brookfield
Open
Showgrounds
Space
Belmont State
Open
School
Space
Ferny Grove State
Open
School
Space
Hilder Road State
Open
School
Space
Mitchelton State
Open
School
Space
Mitchelton State High Open
School
Space
Wittonga Park
Open
Space
Fenwick Park
Open
Space
Location
Latitude / Longitude
Brookfield Road, Brookfield Qld -27.4937656 (lat) /
4069
152.9117367 (long)
Old Cleveland Road, Carindale
-27.5025880 (lat) /
Qld 4152
153.1154405 (long)
Finvoy Street, Ferny Grove Qld
-27.4038732 (lat) /
4055
152.9291283 (long)
Kaloma Road, The Gap Qld 4061 -27.4366284 (lat) /
152.9360072 (long)
Glen Retreat Road, Mitchelton
-27.4121536 (lat) /
Qld 4053
152.9691451 (long)
Samford Road, Mitchelton Qld
-27.4108446 (lat) /
4053
152.9661625 (long)
Hilder Road, The Gap Qld 4061 -27.4381948 (lat) /
152.9332391 (long)
Corner of Samford Road and
-27.4124540 (lat) /
Glen Retreat Road, Mitchelton
152.9711192 (long)
Qld 4053
The NSP may be used in the following circumstances:



The failure of an individual’s Bushfire Survival Plan
Planning to stay has become unsafe
The fire has escalated to an ‘extreme’ or ‘catastrophic’ level and voluntary evacuation is
the safest option
Limitations of the NSP include:





Fire-fighters may not be present, as they are likely to be fighting the main fire front
elsewhere.
NSPs do not cater for animals or pets.
NSPs do not provide meals or amenities.
NSPs may not provide shelter from the elements, particularly flying embers.
NSPs are not necessarily suitable for those with special needs.
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6.0
AUTHORITY TO COMMENCE EVACUATION (WITHIN COUNCIL)
Advice will come from QPS or QFES directly to any of the following roles if evacuations need to
occur:

The Local Disaster Coordinator (LDC)

The Brisbane LDMG (if activated)

The MDMO (business hours) or delegate

If anyone else on this list is informed first the LDC and MDMO must be informed
immediately as well as the Lord Mayor’s Office.

The Disaster Management Duty Officer (after hours/public holidays)

The LDCC (if activated)
A decision will be made by the Chair of the LDMG (if activated) to open evacuation centres.
Alternatively, upon receiving advice of the need to open evacuation centres, the LDC will liaise with
the District Disaster Coordinator (DDC) and/or the MDMO to gather further intelligence on the
situation. When a decision has been made to open evacuation centres the Manager, Community
Facilities and Venues will be notified by the LDC to assume the role of Evacuation Centre
Coordinator.
If the MDMO is the first point of contact to receive notification on the need to open evacuation
centres the LDC must be advised immediately.
A number of decisions need to be made prior to making an evacuation to ensure the safety of
evacuees and to ensure the appropriateness of moving evacuees.
Refer to the Evacuation SOP ‘Decision to evacuate considerations and strategy’.
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7.0 Warnings
Figure 2: Stages of Evacuation – Warning to the Public
7.1
Introduction
The warning phase of evacuations comprises public information in the form of advice or direction. It
is critical that timely and accurate information be given through the warning phase.
The following factors may influence the effectiveness of the warning:





7.2
Time
Distance
Visual evidence
Threat characteristics
Sense of urgency
Warning dissemination and methods
Warnings will be issued by the most efficient and appropriate means, and are disseminated via a
number of different media to ensure that the message is received by as many people as possible
within a short period of time. These may include:






7.3
Media warnings (by print, broadcast, online - including social media)
Telephone warnings to individual properties
Personal visit to property by police, emergency services members or Council
employees (door knock)
Predetermined warning device/s (e.g. horns or alarms)
Loudhailer or similar in the street
Liaison with partner agencies
Roles and responsibilities for Council staff
Brisbane City Council has a duty of care to inform and warn residents who may, or will be,
impacted by an event. Although Council does not have a legislated responsibility to authorise
evacuations, messaging through the Crisis Communication team can mirror QPS evacuation
messages.
Brisbane City Council has an obligation to tell residents where the location of evacuation centres
are at the time they are opened.
Within Council the Crisis Communication team in conjunction with the Lord Mayor’s Office (LMO) is
responsible for the dissemination of warnings to the public via the following methods:
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







Liaising with the Contact Centre to write scripting for incoming calls
Writing Lord Mayoral briefs for press releases
Community Service Announcements
Social media through Facebook and Twitter
Letterbox drops
Updating the corporate website
Noticeboards
Liaising with other agency media departments for consistent messaging
To support this dissemination of information, Council officers may be requested to assist with
letterbox drops and SES volunteers may be asked to assist the police with door knocking. Public
Address systems may be utilised as a method of informing the public.
The Incident Controller within the LDCC will authorise all content produced by the Crisis
Communications team before it is sent to the LMO for final approval. If the LDCC is not activated
the Manager, Disaster Management Office or delegate will provide content to the Corporate
Communications team who will liaise directly with the LMO.
7.4
Notification to Council staff
Upon receiving warnings within Council about the need for evacuation, it is critical that all
stakeholders are notified. This is to ensure that response teams are placed on standby or
activated. The LDC will delegate this role to the Manager, Community Facilities and Venues (as
Evacuation Centre Coordinator) or delegate.
The following internal stakeholders will need to be placed on standby:

Manager, Community Facilities and Venues: this role will manage the function of
Evacuation Centre Coordinator and will be Council’s liaison to the evacuation centres. This
role will have a reporting function to the Brisbane LDMG and will coordinate staff resources
deployed to evacuation centres. This role will appoint the Council Evacuation Centre
Facilities Manager and the Bump in Bump out Coordinator.

Building and Maintenance Service: to open Council owned facilities and provide ongoing
facilities management support.

Manager Compliance and Regulatory Services: manages the function of Environmental
Health – to ensure health requirements are met, and City Safety Group – to assist with
setting up and arranging appropriate shelter for animals that have been evacuated.

Manager Inclusive Communities: this role will coordinate all volunteer requests for
assistance and donations.

Corporate Communications (Crisis Communications): to write and disseminate warning
messages and ongoing advice on the situation via the LMO.
Other internal stakeholders may need to be activated dependent on the requirement at the time.
Examples include but are not limited to:

Rapid Response Group (also known as Rapid Assessment Team) for intelligence and
reconnaissance and door knocking if required

Brisbane Transport for the provision of buses

Councillors for their connection to the community

The Brisbane Metropolitan Transport Management Centre for road network advice and
updates and liaison with QPS on evacuation route control.
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7.5
Notification to external stakeholders
Once all internal stakeholders are notified it is essential that all external stakeholders are also
notified so that they can be either on standby or activated.
The following agencies will be placed on standby or activated by the Evacuation Coordinator:
 Red Cross
 Queensland Police Service
 District Disaster Management Group
 Queensland Fire and Emergency Services (QFES)
 Department of Communities, Child Safety and Disability Services
 Queensland Health
 Department of Housing and Public Works
 St John Ambulance Australia (Qld)
 Adventist Development & Relief Agency
 St Vincent de Paul
 Salvation Army
 Save the Children
 Department of Primary Industries and Fisheries
 Tzu Chi Australia, Brisbane
 Uniting Care (formerly Lifeline)
 Department of Social Services
Refer to BIMS Online for contact lists.
Refer to the Evacuation SOP Standby/activation priority list – evacuation centres and roles and
responsibilities, Appendix A.
7.6
Warning process
Once a decision to relocate or evacuate people has been made, a warning will be issued by the
responsible authority. Concurrently, Council may be requested to provide assistance with the
evacuation.
It is essential that all information communicated to the public is clear, concise, consistent, accurate
and credible.
The Crisis Communications team will disseminate information to the public during the warning
phase. The following examples may be included in messaging:

The issuing authority

The date and time of issue

The situation (what has happened/is likely to happen) and the need for evacuation due
to the risk

The area affected or likely to be affected

Expected duration for evacuation or staying indoors (sheltering in place)

How to reduce risk if people need to shelter in place

Advice on further sources of information for updates: e.g. radio or television broadcasts

Evacuation routes or access/egress issues
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
What evacuees should bring when they evacuate and what they are not allowed to
bring

How evacuees should secure their home or premises when they leave

Advice on how to self-evacuate

The location of evacuation centres (if known at this stage)

Transport or assistance arrangements (if supplied)

Any information on contact people or points

Any information relating to special needs evacuees

Pet care arrangements

Translation services (if supplied)

Not using phones unless absolutely necessary (to avoid congestion)

What is being done about the situation

When the next warning will be issued
It is important that warnings for special needs evacuees are implemented as early as possible so
that adequate time can be spent making arrangements for them.
People with special needs may include, but are not limited to, the following:

Aged/elderly

Mobility impaired

Hearing impaired

Visually impaired

Intellectual disabilities

Mental health disabilities

Oxygen dependent

Children

Non-English speaking

Nursing mothers

Those requiring the evacuation of pets
Where possible, it is important to emphasise that the best option for evacuees (particularly with
special needs) is to contact their own friends and family first to arrange short-term accommodation
and transport. This is vital as specialised accommodation and transport is not always going to be
available dependent on the scale of the event, access issues and the need for resources. This
should be communicated via the Crisis Communications team as early as possible.
It is important to note that Queensland Health is not responsible for the transportation or
accommodation of special needs evacuees.
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8.0
WITHDRAWAL
Figure 2: Stages of Evacuation – Withdrawal of evacuees from affected areas
The withdrawal phase is the physical movement of evacuees to a safer area.
In the case of reception centres, the withdrawal phase is the physical movement of evacuees
from the disaster location to a safer area in the Brisbane region.
Although the movement of evacuees is not directly a responsibility of Council, requests for the
movement of evacuees may be assisted by Brisbane Transport.
Note: Brisbane Transport buses may not be suitable for some special needs evacuees. Alternate
transport may need to be sourced.
Refer to the Evacuation SOP for a list of transport options for special needs evacuees.
8.1
Traffic Management Strategy
The QPS will implement road closures as required.
Planning associated with the transport of evacuees (for self-evacuation or assisted evacuation)
should keep in mind access to and egress from the evacuation centre(s). Aged Care facilities
should include access and egress routes into their plans.
The Brisbane Metropolitan Transport Management Centre (BMTMC) is a good source of
intelligence relating to access and egress of the road network. The BMTMC has access to a wide
array of information sources that can verify closures and delays to the road network. The BMTMC
has contacts with QPS who implement traffic management plans.
The Crisis Communication team should consult with the BMTMC prior to any information being
disseminated to the public relating to road closures.
In instances where withdrawal of evacuees affects Moreton Island, the Moreton Island Sub-plan
and SOP should be consulted. These outline evacuation arrangements for sheltering on the island,
or being transported from the island, including disembarkation and embarkation points.
8.2
Withdrawal of aged-care facilities
The Commonwealth Aged Care Act 1997 and associated standards and guidelines require
residential aged-care services to be actively working to provide a safe working environment and
safe systems of work to minimise disaster risks. This includes having a business continuity plan in
place, to exercise judgement in decision making and to take responsibility to protect the health and
safety of residents and staff. In view of this, residential aged-care services should:
 Have current disaster management plans in place that take into account local disaster
planning
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





Incorporate a comprehensive risk management approach taking an all hazards approach
Ensure all residents’ care plans are up to date, easily accessible and consider the needs of
the residents
Communicate disaster management plans to relevant stakeholders e.g. family members
and related service providers
Establish and maintain links to local disaster services
Ensure all staff are trained in implementing the disaster management plan including
addressing individual residents’ needs (these efforts should include visiting staff,
consultants and volunteers)
Understand the key issues in making decisions about whether to evacuate or stay on site
during disaster events.
Following the Commission of Inquiry recommendations, aged-care providers have access to a
business continuity planning resource for aged-care facilities (which includes evacuation planning).
This planning resource has been distributed to the Department of Social Services (DSS), Leading
Aged Care Services and via the Emergency Management Qld website for aged-care providers to
use to update or create their own disaster management plans.
If further assistance is required by providers in the aged-care industry they can receive assistance
by any of the following (preferably in the following order):
1. 000 for life threatening events requiring immediate assistance (response dependent on
availability of resources)
2. Other providers in the aged-care industry through prior arrangements or agreements
3. Regular contact with DSS
4. The LDCC via the Council Contact Centre on (07) 3403 8888, who will escalate the request
through the request for assistance process.
If required, DSS can act as a liaison point for the aged-care sector.
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9.0
SHELTER
Figure 2: Stages of Evacuation – Shelter of Evacuees
The shelter stage refers to the provision of basic needs for affected people away from the
immediate or potential effects of the hazard. In this stage evacuation/reception centres will be
established.
Evacuation/reception centres are established primarily for registration, emergency human services
and short-term emergency accommodation. Preferred solutions for short-term accommodation, in
priority order, are:

A destination of the person’s own choosing (relatives, friends etc.)

An established accommodation venue (hotel, motel, caravan park etc.)

An evacuation centre
In Council, as a guideline, evacuation centres are established when numbers of evacuees
requiring accommodation exceed 50. In instances where there are less than 50 people requiring
accommodation it will be the responsibility of Council to arrange temporary accommodation
through established accommodation venues or alternatively contact ADRA for short-term
accommodation requests.
9.1
Responsibility for identifying evacuation centres in pre-planning
Council’s Disaster Management Office staff will identify and register a range of locations suitable
for use as evacuation centres for a range of hazard types. Facility Services (for Council owned
sites) and Environmental Health will be engaged to conduct site audits for suitability and
maintenance. Priority is to be given to large and medium shelters in areas not susceptible to
flooding.
The locations are to be entered into the evacuation centre register which is maintained by the
Disaster Management Office and accessed by the Evacuation Centre Coordinator and the LDCC.
9.2
Evacuation centre audit process in pre-planning
Each of the identified evacuation centre sites is required to be audited annually by an
Environmental Health Officer (EHO) in consultation with Facility Services (for Council owned sites).
The Red Cross audit tool is based on the “Sphere Project Humanitarian Charter and Minimum
Standards in Humanitarian Response” and advice from the EHO on health standards which will
support the audit process.
Refer to http://www.spherehandbook.org/
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Auditing: the evacuation centre register is to be reviewed and updated annually to ensure that
contact details for each site are still correct and that each facility is still willing to assist as a
designated evacuation centre.
9.3
Register of evacuation centres
The register of evacuation centres is to include:

An annotated map showing the location of possible evacuation centres

An annotated floor plan for each showing the proposed layout, the amenities and
logistic support facilities

Hazards affecting the site

An assessment of the numbers of people (optimum and maximum) that could be
accommodated at each location (for up to approximately 72 hours)

An estimate of the additional support required to operate the shelter for
approximately 72 hours

The location of the keys

Contact details for the primary and secondary persons to contact for access in an
emergency

Access routes to/from the selected location

Signposting requirements

Animal Management suitability
Refer to the Evacuation SOP ‘Evacuation centre site summary’.
This register will also be kept on BIMS Online.
9.4
Principles of resource support
The following information is provided to local councils with a view to optimising resource support
provided under the emergency supply function during an event.
1.
2.
Organisations are responsible for the acquisition of goods or services used as part of their
core business activities:

Where appropriate, organisations are to ensure that existing supply and service
arrangements can be extended for use during disaster events to meet operational
imperatives.

The acquisition of goods or services obtained under permit or licence restrictions
shall remain the responsibility of the requesting organisation.

As part of good business practices, business continuity arrangements should be
developed to minimise disruptions caused by an impact on critical services.
Organisations are to seek support from the disaster management system for the acquisition of
goods or services when:

They are legitimately unable to do so themselves due to the impact on staff or
systems.

The resource is not available within the local area or through supplier network
arrangements.
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
Required timeframes cannot be achieved without an alternative transport solution.

They are overwhelmed by the scale of the event.
Options for the provision of support: As the functional agency for emergency supply, Queensland
Fire and Emergency Services (QFES) has a number of options available to support organisations
with the acquisition of goods or services to meet operational imperatives. These options will be
governed by those circumstances noted in point 2 above. The available options in order of priority
are:

QFES locates the goods or services, obtains supplier contact details and forwards the
details to the requesting organisation to enable the placement of order(s) or for further
action as required.

QFES places an order on behalf of the requesting organisation and provides the
supplier with the contact and invoicing details of the organisation (if applicable to the
supplier).

QFES incurs the cost and seeks reimbursement through the funding arrangements
activated for the event.
Important note:
Should the goods or services be deemed ineligible for reimbursement or other factors impede
QFES from recouping costs within a reasonable timeframe, cost recovery will be sought directly
from the requesting organisation.
9.5
Establishing and operating an evacuation centre
Council is responsible for providing evacuation centres within its boundaries. There are two phases
in the planning process:
1) Pre-planning – proactively preparing for events
2) Activation – implementing the plan
The following list describes who is responsible within Council for establishing and operating an
evacuation centre at the pre-planning and activation phases.
Work Area
Pre-planning responsibility
Activation responsibility
Disaster
Management
Office
Working in partnership with the Manager,
Community Facilities and Venues to update
and review Sub-plans and SOPs
Assisting the Manager,
Community Facilities and
Venues and the LDCC where
needed with advice and
operational support.
Identifying potential evacuation centre sites.
Manager,
Community
Facilities and
Venues
The Manager, Community Facilities and
Venues is responsible for working in
partnership with the Disaster Management
Office to update and review SOPs to specify
actions required to identify, document,
open, prepare and operate evacuation
centres.
Coordination of all evacuation
centre requests through
Brisbane City Council.
Notifying other stakeholders of
the location, residual capacity
and readiness status of
evacuation centres.
Reporting to the LDMG on the
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Work Area
Pre-planning responsibility
Activation responsibility
status of evacuation centres.
Liaising with the Red Cross
Centre Manager on the
progress of the evacuation
centre and any ongoing
requirements.
Manager
Inclusive
Communities
Preparing SOPs on volunteering and
donations.
Coordinating volunteers (nonSES) and donation
management.
Building and
Maintenance
Service
Condition auditing the individual Councilowned facilities annually as part of their
regular facilities audit process.
Providing facilities managers
to assist with the physical
opening of an evacuation
centre and to supply ongoing
facilities management support.
Corporate
Communication
Updating Crisis Communication manual with
templates on evacuation advice.
Issuing evacuation advice
following the QPS notification
of evacuation.
Manager Compliance and Regulatory Services: accountable for the following two roles:
Environmental
Health
Environmental Health audits.
Health advice and monitoring.
City Safety
Reviewing content in the plan and
SOP in relation to animal
management.
Coordinating the provision of
emergency shelter for animals.
9.6
Establishing an evacuation centre
The decision to open evacuation centres will be made by the LDC or the Brisbane LDMG (if
activated) in consultation with the District Disaster Coordinator (DDC).
Once a decision has been made to open evacuation centres the Manager, Community Facilities
and Venues will be notified.
The Manager, Community Facilities and Venues will then assume responsibility as the Evacuation
Centre Coordinator and will coordinate the establishment of centres, as well as be Council’s liaison
to the Red Cross Evacuation Centre Manager. The Evacuation Centre Coordinator will also liaise
with the LDCC Controller on an as needs basis to inform the LDCC of the ongoing status of the
centres.
Disaster Management Office staff may be requested by the Evacuation Centre Coordinator to
assist in the establishment and ongoing support of the centres. Council staff may be required to
assist on an as needs basis within the evacuation centres.
The Evacuation Centre Coordinator will notify the Red Cross of the broad area and approximate
number of evacuees required in the evacuation centre.
The Evacuation Centre Coordinator will identify appropriate evacuation centres from the register to
be opened, based on the nature and extent of the disaster, prevailing and forecast weather
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conditions and anticipated numbers and duration. They will also provide updates for the LDCC
situation report as required.
Refer to the Evacuation SOP ‘How to choose an appropriate site checklist’.
The Evacuation Centre Coordinator will activate the Bump in Bump out SOP and will activate staff
to begin the Bump in process.
Refer to the Bump in Bump out Standard Operating Procedure in the Evacuation SOP.
The Evacuation Centre Coordinator will notify the DDC and designated agencies of the probable
need for emergency human services (registration, personal support, first aid, material aid, catering
and short-term accommodation).
Refer to the Evacuation SOP ‘Establishing an evacuation centre SOP’.
The roles within the evacuation centre will report as follows:
LDCC - EHSOT
Evacuation Centre
Coordinator
Red Cross Centre
Manager
Red Cross
Management
Team
TLs, visiting
support agencies,
etc.
BCC Evacuation
Centre Facilities
Manager
Bump In & Bump
Out Coordinator +
Team
The Red Cross Evacuation Centre Manager is to:

Clarify the requirement.

Deploy with the Red Cross Evacuation Kit.

Complete an opening inspection of the evacuation centre with the facilities manager.
This will be via Facility Services for Council-owned sites or the facility owner of
privately owned sites.

Notify the Evacuation Centre Coordinator – in particular, when open, when fully
operational and when at capacity.

Provide situation reports on status (including security).

Progressively hand over functions to responsible support agencies.
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9.7
Operating an evacuation centre
Council is the responsible entity for identifying suitable sites, supported by philanthropic, charity
and community organisations.
The responsibility for operating evacuation centres is exercised between the Red Cross
Evacuation Centre Management Team (for evacuee management) and with Brisbane City Council
for facility and resource management as soon as possible.
Specialist tasks such as registration, medical support, facilities management, catering and animal
management are to be taken over by appropriately trained persons as soon as possible.
Red Cross, in accordance with their standard operating procedures and the memorandum of
understanding with Brisbane City Council, will:

Assist with the establishment of the evacuation centre

Manage the welfare of evacuees

Register evacuees

Provide emergency human services
Security is the responsibility of the QPS; a request for QPS support will be made by the Evacuation
Centre Coordinator through the District Disaster Management Group as a matter of priority. QPS
may be supported by contracted security service officers who can be sourced via Facility Services.
9.8
Roles and responsibilities of agencies in evacuation centres
Broad responsibilities for each of the roles are explained in the Evacuation SOP which can be
found on BIMS Online.
9.9
Setting up an evacuation/reception centre
The Red Cross Evacuation Centre Management Team in conjunction with Council’s Evacuation
Centre Facilities Manager and Bump in Bump out Coordinator will lead the set-up of the evacuation
centre. It will be the responsibility of each individual agency to bring their own resources and to set
up their own space.
A procedure for the bump in bump out process has been established based on Red Cross
guidelines. See Bump in Bump out Standard Operating Procedure in the appendix of the
Evacuation SOP.
Agencies are expected to understand their own requirements for staffing, equipment, size of
working area, communication equipment/needs and external support.
Because each site is potentially going to be different for each event, it is important that during the
set-up stage agencies physically co-locate close to like agencies (e.g. reception, triage and
personal support). This is to ensure the most efficient approach for processing evacuees. It is also
important to be mindful of setting up in locations within the facility that are accessible for special
needs evacuees.
9.10 Set-up considerations
There are a number of considerations to make when setting up an evacuation/reception centre.
The following points suggest some key considerations:
1
Safety and security
A safe physical environment, workplace health and safety and safety
of equipment. Managing the security of the facility.
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2
Access
Ease of access to enable efficient processing of evacuees. Ready
access to facility from road/car park. Traffic management should be
considered.
3
Communication
Communication
externally,
internally
between
agencies,
with/between evacuees. Provision of communication facilities for
evacuees.
4
Information
Dissemination and updates between agencies and to evacuees or
the general public wanting information on the disaster event.
5
Facility standards
Ensuring standards meet community expectations and are
appropriate for use and that the facility has suitable and sufficient
equipment for the intended requirement (identify any shortfalls).
6
Privacy
Privacy for service providers (individual counselling). Prayer areas
for cultural needs.
7
Breakout area for
providers
Provision of a separate area exclusively for use by the service
providers.
8
Visibility
Ensuring that the centre is well signed with all services readily
visible. Use of reception staff as guides if necessary. Consider the
provision of maps of the centre.
9
Location of
services
Ensuring inter-dependent services are located near each other.
Separate non-compatible services.
10 Managing
escalating demand
Early identification of facility’s capacity and when this will be
exceeded.
9.11 Other factors when setting up an evacuation/reception centre
Where possible, keep family groups together for mutual support and security. Ensure that if family
members need to be moved for special needs reasons that they are located in close proximity to
the rest of the family.
Special needs groups may have special requirements to assist them with physical support,
linguistic support and cultural needs. These groups need to be identified early by the Evacuation
Centre Management Team and appropriate provisions made.
Where possible provision needs to be made for pets at or near evacuation centres. See Provision
of Animal Management in the Evacuation SOP for further details.
9.12 Volunteer management (of non-SES persons) and donations management
Volunteers will present themselves during times of crisis to offer their assistance and to donate
goods. In order to effectively coordinate this process, the Manager Inclusive Communities (or
delegate) will take on the role of Volunteer Coordinator.
A list of all key strategies, actions and responsibilities is found in Evacuation SOP Section 3.11,
Volunteer and Donations Management.
Ad hoc volunteering requests made direct to the evacuation centres will be managed by the
Evacuation Centre Management Team in accordance with their strategy for the management of
spontaneous volunteers.
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9.13 Handing over an evacuation centre to oncoming staff
A Red Cross member is to be appointed as the evacuation centre manager and is to retain overall
responsibility for that evacuation centre while on shift. The manager will be appointed and
appropriately trained by Red Cross as a member of the Red Cross Evacuation Centre
Management Team.
The management of the centre may be handed over:


To the Red Cross Evacuation Centre Management Team and subsequent shifts
To another agency (e.g. a Queensland Government officer)
In each case, a comprehensive briefing is to be prepared and the formal handover is to be
recorded and signed off by the outgoing and incoming centre managers in accordance with Red
Cross procedures.
Incoming evacuation centre staff are to be briefed on the aspects which directly affect them.
Outgoing evacuation centre staff are to be provided with:

An immediate opportunity to provide information/feedback (debrief)

Where applicable:

A date and time set for a formal debrief

The date and time of their next shift
9.14 Pets and animal welfare
It is a recognised fact that people will be reluctant to abandon pets in times of disaster. To ensure
the safety and emotional support of all people it is critical to have an animal management plan in
place for evacuations.
Domestic animals
A decision to evacuate people brings with it the issue of the evacuation of domestic animals and
pets. These animals may be evacuated provided their evacuation does not endanger human life
and can be accomplished with safety.
Where practical, animals are to be co-located with their owners, subject to the agreement of the
evacuation centre manager and site owner. Where this is impractical, Council Animal Shelters and
the RSPCA will endeavour to provide emergency shelter in existing animal facilities.
If animals are to be housed on site at evacuation centres, additional resources need to be brought
in for tethering purposes, feeding, waste removal and cages.
Refer to Evacuation SOP ‘Provision of animal management’.
9.15 Responsibilities
Council has a limited capacity to provide accommodation for domestic animals at the animal
shelters.
Council’s Compliance and Regulatory Service Branch is responsible for coordinating the provision
of emergency shelter for animals.
The Crisis Communication team is to notify the public of which activated evacuation centres allow
pets, what to bring, what the owner’s responsibilities are and what type of pets are allowed. Exotic
pets (e.g. snakes, rodents etc.) or farm animals may not be accepted at evacuation centres.
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9.16 Animal Shelters
Although animal management and shelter services are outsourced to Lost Dog Homes the contract
includes provisions for the contractor in partnership with Council to do the following:

Plan for possible disaster events

Provide for increased capacity (e.g. collapsible cages)

Provide resources to assist at shelter sites
Council is a signatory to a Memorandum of Understanding (MOU) which also provides
commitments of assistance from all neighbouring South East Queensland Councils.
Animal shelters are located in the following locations:
Warra Animal Shelter
(07) 3667 6040
Telegraph Road, Bracken Ridge
Willawong Animal Shelter
(07) 3407 1242
501 Gooderham Road, Willawong
Capacity of the shelters to house animals temporarily during an emergency will be dependent on
the capacity of the facility and if the facility itself has been affected.
9.17 Coordinating animal evacuations
Council's Compliance and Regulatory Service Branch will provide a liaison officer to the evacuation
centre(s) to coordinate the evacuation of domestic animals and pets. City Safety or Rapid
Response Group officers may be attached to SES teams and the QPS for the purposes of effecting
animal evacuations.
9.18 Legislative role for animal management
State Government’s Legislative role
Biosecurity Queensland (BQ), a service of the Department of Agriculture, Fisheries and Forestry, is
the government's lead agency for animal welfare activities in Queensland. BQ administers the
Animal Care & Protection Act 2001 and enforces the Act in partnership with the RSPCA.
BQ works closely with the RSPCA in delivering animal welfare services throughout the state and
has a formal agreement with the RSPCA for the enforcement of the Act. Under this agreement, the
RSPCA has the primary responsibility for companion animals and BQ has primary responsibility for
commercial livestock.
BQ also administers a range of other legislation including the Stock Act 1915 which requires the
compulsory registration of properties running livestock and allocation of a Property Identification
Code to individual properties.
BQ is the government agency responsible for managing the regulation of native and exotic
exhibited and demonstrated species in Queensland. BQ will ensure that exhibited and
demonstrated animals are:



afforded high standards of welfare and are treated humanely
contained in a way that does not pose a pest risk
managed to minimise the risks to public safety
In Queensland, three main pieces of legislation ensure that care and control of exhibited animals
meets community expectations:

The Animal Care and Protection Act 2001 (ACPA). This legislation promotes the
responsible care and use of animals through a strong focus on education. It places a legal
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

duty of care on those in charge of animals to provide for those animals' needs in an
appropriate way.
The Land Protection (Pest and Stock Route Management) Act 2002 (LPA). This legislation
governs actions for the control and management of declared plants and animals in the
state. A number of species exhibited in Queensland are ‘declared animals’ and are held
and exhibited under a declared Pest Permit including at zoos, film and television
companies, circuses and magicians’ premises.
The Nature Conservation Act 1992 (NCA). Persons are required to hold licences, permits or
authorities to take, keep and use many native animals. A Wildlife Exhibitor Licence or a
Wildlife Demonstrator Licence is required to exhibit, demonstrate or use protected,
international or prohibited wildlife.
BQ works closely with the RSPCA Qld in responding to animal welfare emergency situations in
natural disasters and has a role in providing advice to local governments in the development of
natural disaster response plans.
BQ has representation at the State Disaster Management Group level and provides high level
biosecurity and animal welfare advice during natural disaster events. Biosecurity Queensland also
plays a role in providing appropriate advice at the district and local disaster management group
levels.
The Animal Care and Protection Act 2001 promotes the responsible care and use of animals
through a strong focus on education. It places a legal duty of care on those in charge of animals to
provide for those animals' needs in an appropriate way and is administered by Biosecurity
Queensland.
9.19 RSPCA’s role
Appropriate RSPCA Queensland staff have powers under the Animal Care and Protection Act
administered by BQ.
RSPCA Queensland works closely with BQ regarding wildlife rescue and rehabilitation and with
local government regarding companion animal issues.
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10.0
RETURN
Figure 2: Stages of Evacuation – Return of Evacuees
The return of evacuees is the final stage of the evacuation process. At this stage the impact of the
event is being assessed and a determination is made as to whether evacuees can return home
and/or will be assisted through the recovery process.
The return phase is when Brisbane City Council hands over responsibility to Department of
Communities, Child Safety and Disability Services (DCCSDS) for long-term recovery.
The Crisis Communication team will liaise with QPS to advise the public when it is safe to return to
an area, given not everyone affected by the event will be in an evacuation centre.
10.1 Reception Centre: Return of evacuees from outside Brisbane
Once it becomes safe for evacuees to be moved on from the Reception Centre, Brisbane City
Council will assist with this function. Reception Centre Managers, along with Council staff should
seek to provide appropriate resources to support evacuees in arranging any further
accommodation in Brisbane.
Where there is inadequate commercial accommodation available, or if it is necessary for evacuees
to remain in Brisbane for an extended period, it may be necessary to establish further temporary
accommodation.
Where there is a need to move large groups of evacuees from a Reception Point or Reception
Centre, local transport services and facilities (such as those provided by Brisbane Transport) may
need to be provided. For example, local transport facilities may be needed to transport evacuees
to airports or other transport nodes for onwards movement.
10.2 Stand down process
The Evacuation Centre Coordinator will liaise with Red Cross, the Evacuation Centre Facilities
Manager and DCCSDS to establish the need for stand down and to discuss stand down strategies
in consultation with the Brisbane LDMG. The Evacuation Centre Coordinator will be responsible for
determining the end date of operation of the evacuation centre(s).
A decision to stand down will be based on approximate calculations of the continued uptake of
evacuees presenting and natural attrition within the centres.
The Evacuation Centre Facilities Manager will activate the bump out process in coordination with
Red Cross and the Bump in Bump out Coordinator. (See Bump in Bump out Standard Operating
procedure in the Evacuation SOP.)
DCCSDS will provide outreach services as soon as possible. This will allow DCCSDS to make
early assessment of the current and ongoing human and social recovery needs to inform recovery
service delivery modelling.
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A liaison officer from DCCSDS will also be located within the LDCC to work closely with the
Evacuation Centre Coordinator. This role will closely monitor and make assessments of the
suitability of stand down and transitional strategies to the recovery phase.
The liaison role will provide communication from the LDCC through to the DCCSDS Regional
Coordination Centre which has the responsibility of lead agency for human and social recovery as
well as administration of the Personal Hardship Scheme under the Natural Disaster Recovery and
Relief Arrangements (NDRRA).
10.3 Considerations
It is critical that communication with evacuees in evacuation centres continues into the return
phase. This is particularly important in relation to whether areas are suitable for their return.
If areas continue to be unsafe due to the extent of the damage this will determine if evacuees will
need long-term accommodation in the recovery phase.
The LDCC in consultation with agencies such as QPS and QFES may be able to assist by
providing information to the Evacuation Centre Management Team on the status of affected areas
and the suitability for evacuees to return home.
It will be a responsibility of the Evacuation Centre Management Team to display information
relevant to the recovery needs of the evacuees.
Where possible, utilise local business for resupply and assistance in the return phase and to link to
recovery.
10.4 Closure of evacuation/reception centres
The closure of the evacuation/reception centre is the responsibility of the designated Red Cross
Evacuation Centre Manager at the time of the declaration, assisted by the Evacuation Centre
Facilities Manager, the Bump in Bump out Coordinator and team and other agencies and
organisations providing services within the centre.
For Council-owned sites, Facility Services will provide assistance for the provision of rubbish
removal, the reconditioning of the site, the return of borrowed Council goods and the physical
closure of the building.
For privately owned sites, it will be the responsibility of the Evacuation Centre Manager to liaise
with the building owner or facility manager to close the physical site. Reconditioning of the site will
be the responsibility of the agencies present to ensure that the site is returned to its previous
condition. Individual arrangements will need to be made with the provider for the return of
borrowed goods. Rubbish removal will need to be coordinated with the site owner’s existing
arrangements. Facility Services may provide assistance for rubbish removal.
If large amounts of rubbish need to be removed and this cannot be done effectively through the
usual rubbish removal arrangements, the LDCC can be contacted for assistance.
For more details on the Bump in Bump out process see Bump in Bump out Standard Operating
procedure in the Evacuation SOP.
10.5 Debrief
Debriefs are to be conducted at each centre. Centralised debriefs for all Council elements will be
coordinated by the MDMO. A debrief checklist is contained in the Evacuation SOP.
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11.0
ROLES AND RESPONSIBILITIES
11.1 Australian Government
Emergency Management Australia – act as the lead Australian Government agency in
coordinating Australian Government Departments and assisting State Government Department
and Agency support for reception operations.
Australian Defence Force – provide support at Reception Centres if requested. Provide advice
on anticipated arrival timing, number of evacuees being evacuated by ADF assets, gender breakup, age grouping and special needs.
Department of Foreign Affairs and Trade – act as the lead Australian Government agency for
the coordination of the evacuation.
Australian Customs Service – undertake customs and immigration processing at the Reception
Point (if evacuees are arriving from overseas).
Department of Immigration and Citizenship (if evacuees are arriving from overseas) – grant
visas, process evacuees at the point of arrival, assist evacuees to maintain lawful status within
Australia.
Australia Quarantine and Inspection Service (if evacuees are arriving from overseas) undertake quarantine and inspection clearances of aircraft, passengers, goods and associated
cargo at the Reception Point.
Centrelink – establish and provide Centrelink services at the Reception Centre.
Department of Infrastructure and Transport – provide advice on transport security matters and
assist in facilitating additional commercial airline resources or access to airports if required.
Department of Social Services – provide health assessments and screening support to reception
operations, provide advice on health assessment and screening requirements for evacuees, and to
assess the scope of evacuation operation clinical care requirements.
Australian Federal Police – provide for the coordination of law enforcement support for reception
operations.
11.2 Queensland Government
Department of Treasury and Trade – responsible for assisting in the development of funding and
cost recovery procedures for Queensland reception operations.
Queensland Fire and Emergency Services – provides State-level operational leadership for
reception operations within Queensland.
Queensland Ambulance Service – Provide ambulance support as requested at the Reception
Point and during reception operations.
Department of Health – acts as the functional agency for health services within Queensland.
Responsible for providing medical / health screening and medical treatment services. Responsible
for the facilitation of public health information and the provision of health advice to evacuees.
Department of Communities, Child Safety and Disability Services – responsible for monitoring
the emotional and psychological aspects of the reception of evacuees. Responsible for
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coordinating the provision of temporary accommodation. Responsible for the provision of personal
services to evacuees.
Department of Transport and Main Roads – coordinates the mobilisation and deployment of
transport resources and transport expertise, as required to support reception operations in
Queensland. Provides advice and assistance for the onwards travel of evacuees. Provides advice
and assistance on transportation services to the planners of reception operations.
Department of Housing and Public Works – provides building services and engineering advice
and services. Coordinates procurement and emergency supply to assist in the conduct of
reception operations. Provides communication infrastructure advice and coordinated the provision
of services to reception operations as required.
Department of Agriculture, Fisheries and Forestry – provides assistance on any issues relating
to the introduction of exotic animal or plant disease that may occur as a result of reception
operations.
Queensland Police Service – provide appropriate security and police services to support
reception operations.
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APPENDIX 1: EVACUATION CENTRE AUDIT CHECKLIST
Reference #
Information Brief: [insert name & address]
Contents
USE OF THIS SITE DECISION POINTS
2
SITE DETAILS
3
AMENITIES
3
ACCESS/PARKING
3
COOKING & FACILITIES
4
ADMINISTRATION & EQUIPMENT
4
Animal Management
4
Attachments
Attachment 1: Site Photos
Attachment 2: UBD Map
Attachment 3: Site Floor Plans
5
6
7
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CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
Site summary
[Delete symbols and boxes that are not relevant to each site]
Suitable as an Assembly area (temporary
holding area under 8 hrs)
Suitable as an Evacuation centre
(over 8 hours)
Number……………..
Number……………
Hazard affecting this site = East Coast
Low/Cyclone
Hazard affecting this site = Bush Fire
Hazard affecting this site = Flood/Storm
Surge
Suitable as an assembly area for large
groups over 100 people for a threat (e.g.
bomb threat)
Suitable for animals
YES
NO
Key considerations influencing use of site
 List here
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CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
Site details
Name of property
Street no.
Street name
Suburb
Postcode
UBD location
Number of people
Property Manager (PM)
PM b/h phone
Alt PM-1
Alt PM-1 phone
BCC region
Ownership category
Size category
Insurance coverage
Number of useable rooms
Dimensions of useable
rooms (floor space)
Leased areas associated
with site
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
Amenities
No of facilities
No of people
Toilets: Female
Toilets: Male
Toilets: Male urinals
Toilets: Disabled
Showers: Female
Showers: Male
Showers: Disabled
Showers: Communal
Bedding
Fire safety equipment
Fire evacuation plan
Access/parking
Vehicle access
QAS access
Disabled access
Off street parking
Signage/signposting
Ratios:
Base your choice for this site from the following ratios which are based on international standards for evacuation centres.
Showers
1 shower per 50 people
Basins
1 basin per 20 people
Toilets
1 toilet per 20 people
Floor space
1 person per 3.5m² (for accommodation purposes)
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CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
Cooking and facilities
Domestic/commercial
kitchen standard
Refrigerator/cold
rooms/freezers
Cooking facilities
Cutlery sets
Crockery sets
Glasses
Dining facilities
Canteen
Chairs: Adult
Chairs: Children
Tables
Beds
Laundry
First aid equipment/room
Sports equipment
Television/VCR
Entertainment equipment
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Administration and equipment
Photocopier
Fax
Telephones
Computers
Modem
Intercom/public address
Auxiliary power
Additional information
Animal management
Site fenced
Size of fenced area
Undercover space
Outdoor space
Access to water
Notes:
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
ATTACHMENT 1: SITE PHOTOS
[INSERT]
ATTACHMENT 2: [INSERT SITE NAME] - UBD MAP
[INSERT]
ATTACHMENT 3: SITE FLOOR PLANS
[INSERT]
HIGHLIGHT WHICH SPACE IS USEABLE
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BRISBANE CITY COUNCIL LOCAL DISASTER MANAGEMENT PLAN
CHAPTER 4 – EVACUATION AND RECEPTION SUB-PLAN (V2.2)
APPENDIX 2: ACRONYMS AND ABBREVIATIONS
ADRA
Adventist Development & Relief Agency
BQ
Biosecurity Queensland
Brisbane LDMG
Brisbane Local Disaster Management Group
Council
Brisbane City Council
CSA
Community Service Announcement
CSC
Community Support Centre
DCCSDS
Department of Communities, Child Safety and
Disability Services
DDC
District Disaster Coordinator
DSS
Department of Social Services
DMO
Disaster Management Office
EHO
Environmental Health Officers
EHSOT
Emergency Human Services Operational Team
EMA
Emergency Management Australia
HPW
Department of Housing and Public Works
LDC
Local Disaster Coordinator
LDCC
Local Disaster Coordination Centre
LGA
Local Government Area
LMO
Lord Mayor’s Office
MDMO
Manager, Disaster Management Office
NSP
Neighbourhood Safer Places
PSPA
Public Safety Preservation Act
QFES
Queensland Fire and Emergency Services
QPS
Queensland Police Service
SOP
Standard Operating Procedure
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