Sunshine Coast District Disaster Management Plan
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Sunshine Coast
District Disaster
Management Plan
Version 1.1
(2014)
Sunshine Coast Council
Noosa Council
Last Updated:
29 January 2014
Foreword
In recent years, Queensland has been impacted in almost every disaster district by some of
the most devastating and encompassing natural disasters that the state has seen. The
Sunshine Coast, whilst not affected as severely as other parts of the state, was no
exception. The impacts of these disasters on the community and the State have reinforced
the need for all Queenslanders to be prepared for disasters. In order for the community to
deal with the hazards it may encompass, we must ensure that our disaster plans are
effective and current.
The Sunshine Coast District Disaster Management Plan reflects the changes made to the
Disaster Management Act (2003) in 2010. It also aims to harness the direction set through the
State’s Strategic Policy Framework and to supply the tools required for disaster management
agencies to provide an efficient and coordinated ‘all agencies’ approach to disaster
management in the Sunshine Coast District.
The Sunshine Coast District Disaster Management Group, through the development, testing
and reviewing of this plan is committed to supporting the Sunshine Coast and Noosa Local
Disaster Management Groups (LDMG), the Sunshine Coast and Noosa Councils and the entire
Sunshine Coast community in their disaster mitigation, prevention, preparedness, response
and recovery strategies to make the Sunshine Coast a disaster resilient community.
Resilience within the community to natural hazards and human-caused events starts with the
individual. It encompasses those individuals, community groups and networks, business,
government and non-government agencies. The State’s approach to disaster management is
collaborative in nature with the Local Government being responsible for managing events in
their local area and the Local Disaster Management Group assisting in the coordinated
response with support and assistance provided by both the District and State Disaster
Management Groups.
This plan summarises that collaborative approach.
The plan is a dynamic document that may be amended as required to incorporate legislative
changes and lessons learned from activations during events. The plan will also be reviewed
periodically and amended as necessary to address the district’s most significant risks as
identified through hazard analysis and risk assessments and ensure compliance with current
best practice procedures in disaster management planning.
This plan is essential reading for those professionals directly involved in disaster
management in this district and I commend the plan to you.
Maurice Carless
Superintendent of Police
District Disaster Coordinator
Sunshine Coast District Disaster Management Group
Date: 29th January 2014
Sunshine Coast District Disaster Management Plan 2014
2
Endorsement
The preparation of this district disaster management plan has been undertaken in
accordance with the Disaster Management Act 2003 (DM Act), to provide for effective
disaster management in the district.
The plan is endorsed for distribution by the District Disaster Management Group.
…………………………………
Maurice Carless
District Disaster Coordinator
Sunshine Coast District Disaster Management Group
Date: 29 January 2014
Sunshine Coast District Disaster Management Plan 2014
3
Contents
FOREWORD......................................................................................................................................................... 2
ENDORSEMENT .................................................................................................................................................. 3
AMENDMENT CONTROL ....................................................................................................................................... 7
AMENDMENT REGISTER ....................................................................................................................................... 7
DISTRIBUTION .................................................................................................................................................... 8
DEFINITIONS ....................................................................................................................................................... 9
GLOSSARY ......................................................................................................................................................... 13
ADMINISTRATION AND GOVERNANCE ........................................................................................................... 14
AUTHORITY TO PLAN ......................................................................................................................................... 14
PURPOSE ......................................................................................................................................................... 14
OBJECTIVES...................................................................................................................................................... 14
STRATEGIC POLICY FRAMEWORK......................................................................................................................... 15
SCOPE ............................................................................................................................................................. 16
DISASTER MANAGEMENT PRIORITIES .................................................................................................................. 16
REVIEW AND RENEW PLAN ................................................................................................................................. 17
EXTERNAL ASSESSMENT .................................................................................................................................... 18
REVIEW OF LOCAL DISASTER MANAGEMENT ARRANGEMENTS ................................................................................ 18
DISTRICT DISASTER MANAGEMENT GROUP .................................................................................................. 19
ESTABLISHMENT ............................................................................................................................................... 19
ROLE ............................................................................................................................................................... 19
FUNCTIONS ...................................................................................................................................................... 20
MEMBERSHIP ................................................................................................................................................... 22
Advisors to the DDMG .............................................................................................................................. 23
Observers .................................................................................................................................................. 23
FUNCTIONAL AND SUPPORTING COMMITTEES ....................................................................................................... 23
ROLES AND RESPONSIBILITIES ............................................................................................................................ 24
MEETINGS........................................................................................................................................................ 34
ATTENDANCE AT MEETINGS ............................................................................................................................... 35
PROXY/DEPUTY ATTENDANCE AT MEETINGS ......................................................................................................... 35
PRESIDING AT MEETINGS .................................................................................................................................... 35
USE OF TELECONFERENCE FACILITIES................................................................................................................... 36
DECISIONS OF THE GROUP .................................................................................................................................. 36
Resolutions ............................................................................................................................................... 37
Resolution Statement .............................................................................................................................. 37
Resolution Register .................................................................................................................................. 37
MEMBER NON-ATTENDANCE AT MEETINGS ........................................................................................................... 38
VENUE ............................................................................................................................................................. 38
MEETING AGENDA ............................................................................................................................................ 38
Ordinary Meetings .................................................................................................................................... 38
Flying Minute ............................................................................................................................................ 38
Order of Business – Ordinary Meeting ..................................................................................................... 39
Order of Business – Extraordinary Meeting ............................................................................................ 39
Sunshine Coast District Disaster Management Plan 2014
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MEETING PAPERS ............................................................................................................................................. 40
MEMBERS STATUS REPORTS .............................................................................................................................. 40
DISTRIBUTION OF PAPERS .................................................................................................................................. 40
PRESENTATIONS / TRAINING ............................................................................................................................... 41
MEETING MINUTES ........................................................................................................................................... 41
RECORDS MANAGEMENT ................................................................................................................................... 41
REPORTING ...................................................................................................................................................... 42
Annual Report .......................................................................................................................................... 42
SDMG Briefing Paper/Noting Brief ........................................................................................................... 42
DISASTER RISK ASSESSMENT ......................................................................................................................... 43
COMMUNITY CONTEXT ...................................................................................................................................... 43
Geography ................................................................................................................................................ 43
Climate and Weather ............................................................................................................................... 44
Demography ............................................................................................................................................. 44
Administrative Centres............................................................................................................................. 46
Community Oranisations ......................................................................................................................... 46
Healthcare ................................................................................................................................................ 46
Aged Care.................................................................................................................................................. 47
Transport .................................................................................................................................................. 47
Shopping Facilities ................................................................................................................................... 47
Emergency Service Organisations............................................................................................................ 48
Economy / Industry ................................................................................................................................... 48
Community Preparedness ........................................................................................................................ 49
Public Buildings ........................................................................................................................................ 49
Major Public Spaces ................................................................................................................................. 49
Special Events and Festivals ..................................................................................................................... 50
Critical Infrastructure ............................................................................................................................... 50
Essential Services ..................................................................................................................................... 51
Hazardous Sites ........................................................................................................................................ 51
Proposed Future Development ................................................................................................................ 52
HAZARDS ......................................................................................................................................................... 52
RISK MANAGEMENT PROCESS ............................................................................................................................ 53
RISK ASSESSMENT ............................................................................................................................................ 53
RISK TREATMENT.............................................................................................................................................. 54
CAPACITY BUILDING ........................................................................................................................................ 55
COMMUNITY AWARENESS ................................................................................................................................. 55
TRAINING......................................................................................................................................................... 56
EXERCISES ....................................................................................................................................................... 56
Planning the exercise ............................................................................................................................... 57
Conducting the exercise ........................................................................................................................... 57
Evaluation of the Exercise ........................................................................................................................ 58
POST-DISASTER ASSESSMENT ............................................................................................................................ 58
Post-event analysis report ....................................................................................................................... 59
RESPONSE STRATEGY ...................................................................................................................................... 61
WARNING NOTIFICATION AND DISSEMINATION .................................................................................................... 61
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ACTIVATION ..................................................................................................................................................... 63
DISTRICT DISASTER COORDINATION CENTRE ........................................................................................................ 64
CONCEPT OF OPERATIONS FOR RESPONSE ........................................................................................................... 65
Operational Reporting ............................................................................................................................. 65
DISASTER DECLARATION.................................................................................................................................... 67
RESUPPLY ........................................................................................................................................................ 68
Individual & Community Preparation ...................................................................................................... 69
LDMG Education and Preparation ........................................................................................................... 70
Principles for Operational Procedures for Resupply ............................................................................... 70
Essential Supply Guidelines ...................................................................................................................... 71
Frozen or Chilled Goods............................................................................................................................ 71
Transporting / back-loading of goods from an isolated community ...................................................... 72
Local Disaster Management Group Responsibilities ............................................................................... 72
Local Resupply Operation ........................................................................................................................ 73
District Disaster Coordinator Responsibility ........................................................................................... 73
District Resupply Operation ..................................................................................................................... 74
FUNCTIONAL PLANS .......................................................................................................................................... 74
HAZARD SPECIFIC ARRANGEMENTS ..................................................................................................................... 75
RECOVERY STRATEGY ...................................................................................................................................... 77
SCOPE ............................................................................................................................................................. 77
FUNCTIONS OF RECOVERY .................................................................................................................................. 77
RECOVERY FUNCTIONAL LEAD AGENCIES ............................................................................................................. 78
ACTIVATION ..................................................................................................................................................... 79
IMMEDIATE/SHORT TERM RECOVERY ................................................................................................................... 79
TRANSITION TRIGGERS ...................................................................................................................................... 80
MEDIUM/LONG TERM RECOVERY........................................................................................................................ 80
DISTRICT RECOVERY COMMITTEE........................................................................................................................ 80
PARAMETERS AND CONSTRAINTS........................................................................................................................ 81
OPERATIONAL AND ACTION PLANS ..................................................................................................................... 81
Considerations for Recovery Operational and Action Plans ................................................................... 82
ANNEXURE INDEX ............................................................................................................................................ 83
ANNEXURE A
ANNEXURE B
ANNEXURE C
ANNEXURE D
ANNEXURE E
ANNEXURE F
ANNEXURE G
ANNEXURE H
ANNEXURE I
ANNEXURE J
DISTRIBUTION LIST (ATTACHED) ............................................................................................... 83
TERMS OF REFERENCE (SEPARATE) ........................................................................................... 83
SUNSHINE COAST DISTRICT LOCALITIES MAP (ATTACHED) ........................................................... 83
HAZARD IDENTIFICATION AND ANALYSIS REGISTER (ATTACHED) ................................................... 83
RISK REGISTER (ATTACHED)..................................................................................................... 83
RISK TREATMENT PLAN (ATTACHED)......................................................................................... 83
HEALTH SERVICES SUB-PLAN (SEPARATE) ................................................................................. 83
DISTRICT LEVELS OF ACTIVATION AND RESPONSE ARRANGEMENTS (ATTACHED) ............................. 83
DDCC OPERATIONS SUB-PLAN (SEPARATE) .............................................................................. 83
LIST OF APPENDICES................................................................................................................ 83
Sunshine Coast District Disaster Management Plan 2014
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Document Control
Amendment Control
This district plan is a controlled document. The controller of the document is the Sunshine
Coast District Disaster Coordinator (DDC). Any proposed amendments to this plan
should be forwarded in writing to:
The Executive Officer
Sunshine Coast District Disaster Management Group
PO Box 1523
Sunshine Plaza, Maroochydore, Qld 4558
Alternatively via email to DDC.SunshineCoast@police.qld.gov.au
The DDC may approve inconsequential amendments to this document. Any changes to the
intent of the document must be endorsed by the District Disaster Management Group
(DDMG).
A copy of each amendment is to be forwarded to those identified in the distribution list. On
receipt, the amendment is to be inserted into the document and the Amendment Register
updated and signed.
Amendment Register
Version
Trigger
1.0
1.1
De-amalgamation and DDMP assessment
July 2013
Sunshine Coast District Disaster Management Plan 2014
Change
(Y/N)
Endorsed/
Reviewed by
NEW
Supt Borland
Y
Supt
Carless
(DDMG Meeting)
Date
29/01/2014
7
Distribution
In compliance with s. 56 of the DM Act, the District Disaster Management Plan is available for
inspection, free of charge, by members of the public. Copies of the plan may be purchased
upon payment of the relevant fee. All applications are to be made to the:
The Executive Officer
Sunshine Coast District Disaster Management Group
P.O. Box 1523
Sunshine Plaza, Maroochydore
QLD 4558
Email: DDC.SunshineCoast@police.qld.gov.au
A copy of the plan is also available on the Queensland Police Service website:
http://www.police.qld.gov.au/programs/er/
This plan has been distributed to DDMG members as detailed in the distribution list at Annexure
A.
Sunshine Coast District Disaster Management Plan 2014
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Definitions
Advisor
Chair
Coordination
Deputy Chair
Disaster
Disaster District
Disaster
Management
Disaster mitigation
Disaster operations
Disaster response
Disaster
response
operations
Disaster
recovery
operations
A person invited to participate in the business of the DDMG in
an advisory capacity on an as-needed basis.
The person appointed by the Commissioner, Queensland Police
Service as the Chair of the DDMG. The Chair of the group is the
District Disaster Coordinator.
The bringing together of organisations to ensure effective
disaster
management before, during and after an event. It is primarily
concerned with systematic acquisition and application of
resources (people, material, equipment, etc) in accordance with
priorities set by disaster management groups. Coordination
operations horizontally across organisations and agencies.
The person appointed by the Commissioner, Queensland Police
Service as the Deputy Chair of the DDMG.
A serious disruption in a community, caused by the impact of an
event, that requires a significant coordinated response by the
State
and other entities to help the community recover from
the disruption. (Disaster Management Act 2003)
Part of the state prescribed under a regulation as a disaster
district.
Arrangements about managing the potential adverse effect
of an event, including, for example, arrangements for
mitigating,
preventing, preparing for, responding to and recovering
from a disaster. (Disaster Management Act 2003)
The taking of preventative measures to reduce the likelihood
of an event occurring or, if an event occurs, to reduce the
severity of the
event. (Disaster Management Act 2003)
Activities undertaken before, during or after an event happens to
help reduce loss of human life, illness or injury to humans,
property loss or damage, or damage to the environment,
including, for example, activities to mitigate the adverse effects
of the event. (Disaster Management Act 2003)
The taking of appropriate measures to respond to an event,
including action taken and measures planned in anticipation of,
during, and immediately after an event to ensure that its effects
are
minimised and that persons affected by the event are given
immediate relief and support. (Disaster Management Act
2003)
The phase of disaster operations that relates to responding
to a disaster. (Disaster Management Act 2003)
The phase of disaster operations that relates to recovering
from a disaster. (Disaster Management Act 2003)
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Disaster risk
assessment
Disaster District
Coordinator
District Disaster
Management Group
District Disaster
Management Plan
Event
Executive Officer
DDMG
Executive Team
Extraordinary
Meeting
Functional Lead
Agency
Guidelines
Hazard
Local Disaster
Coordinator
Local Disaster
Management Group
The process used to determine risk management priorities by
evaluating and comparing the level of risk against
predetermined standards, target risk levels or other criteria.
(COAG, Natural Disasters in Australia: Reforming mitigation, relief
and recovery arrangements: 2002)
A person appointed under the Disaster Management Act 2003
who is responsible for the coordination of disaster operations in
the disaster district for the District Disaster Management Group.
The group established in accordance with s22 of the Act to
provide coordinated State Government support and resources
to LDMGs on
behalf of local governments.
A plan prepared in accordance with s53 of the Act, that
documents planning and resource management to counter the
effects of a
disaster within the disaster district.
(1) Any of the following:
a. a cyclone, earthquake, flood, storm, storm tide,
tornado, tsunami, volcanic eruption or other natural
happening
b. an explosion or fire , a chemical, fuel or oil spill, or a gas
leak c.
an infestation, plague or epidemic (example of an
epidemic
– a prevalence of foot-and-mouth disease)
d. a failure of, or disruption to, an essential service
or infrastructure
e. an attack against the state
f. another event similar to an event mentioned in (a) to
(e). (2) An event may be natural or caused by human acts or
omissions. (Disaster Management Act 2003)
A Police officer appointed to the position of Executive Officer to
the
district group by the Commissioner, Queensland Police Service.
The Chair, Deputy Chair and Executive Officer.
A meeting convened by the Chair in response to an
operational event both inside and outside the disaster
district.
An agency allocated responsibility to prepare for and provide a
disaster management function and lead relevant organisations
that provide a supporting role.
Guidelines are developed under s63 of the Act to inform the
SDMG,
DDMGs and local governments about the preparation of
disaster management plans, matters to be included in disaster
management plans and other appropriate matters about the
operation of a DDMG or LDMG.
A source of potential harm, or a situation with a potential to
cause
loss. (Emergency Management Australia, 2004)
A person appointed under the Act who is responsible for
the coordination of disaster operations for the LDMG.
The group established in accordance with s29 of the Act to
support the disaster management and operational activities of
local
governments.
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Local Disaster
Management Plan
Member
Ordinary Meeting
Post-disaster
Assessment
Primary Agency
Queensland
disaster
management
arrangements
Recovery
Relief
Residual Risk
Risk
Risk Management
Risk Register
Risk Treatment
Serious Disruption
State Disaster
Coordinator
A plan that documents agreed arrangements that are in place to
deal with disaster events within the local government’s
area of responsibility.
A person officially appointed as a member of the DDMG.
Members have voting rights to validate the business of the
group.
A DDMG meeting which is scheduled and convened on a
regular basis at an agreed time (set by the Chair) to discuss
routine
business of the group.
Addresses performance during and the risks revealed by a
disaster
event in order to improve future development of mitigation
measures. Post-disaster assessment forms part of continuous
improvement of the whole system. (Adapted from COAG,
Natural Disasters in Australia: Reforming mitigation, relief and
recovery arrangements: 2002)
An agency allocated responsibility to prepare for and respond to
a specific hazard based on their legislated and/or technical
capability
and authority.
Whole-of-government arrangements to ensure the
collaborative and effective coordination of planning, services,
information and
resources for comprehensive disaster management.
The taking of preventative measures to recover from an event,
including action taken to support disaster-affected communities
in the reconstruction of infrastructure, the restoration of
emotional, social, economic and physical wellbeing, and the
restoration of the environment. (Disaster Management Act
2003)
The provision of immediate shelter, life support and human
needs of persons affected by, or responding to, an emergency.
The risk remaining after risk treatment. Residual risk can
contain unidentified risk. Residual risk can also be known as
‘retained
risk’. (ISO Guide 73:2009 Risk management – Vocabulary)
The effect of uncertainty on objectives. (ISO Guide 73:2009 Risk
management – Vocabulary)
Coordinated activities to direct and control a community or
organisation with regard to risk. (Adapted from ISO Guide 73:2009
Risk management – Vocabulary)
A listing of risk statements describing sources of risk and
elements
at risk with assigned consequences, likelihoods and levels of risk.
Process of selection and implementation of measures to
modify risk. (National Emergency Risk Assessment Guidelines)
Serious disruption means:
(a) loss of human life, or illness or injury to humans; or
(b) widespread or severe property loss or damage; or
(c) widespread or severe damage to the
environment. (Disaster Management Act 2003)
A person appointed under the Act who is responsible for
the coordination of disaster response operations for the
SDMG.
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State Recovery
Coordinator
State Disaster
Management Plan
State Recovery
Coordinator
Temporary District
Disaster
Management
Group
A person appointed under the Disaster Management Act 2003
who
is responsible for the coordination of disaster recovery
operations for the State Disaster Management Group.
A planning tool for disaster managers which provides an
overview
of
Queensland’s
disaster
management
arrangements, including
agency roles and responsibilities.
A person appointed under the Act who is responsible for the
coordination of disaster recovery operations for the SDMG.
A DDMG established under the Act by the SDMG Chair, in
consultation with the Commissioner, Queensland Police Service,
as a temporary district group to manage a disaster across two
or more
affected disaster districts.
Sunshine Coast District Disaster Management Plan 2014
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Glossary
Acronyms and abbreviations:
ADF
ALARP
BoM
DACC
DDC
DDCC
DDMG
DDMP
DAFF
DEHP
DLGCRR
DoCCSDS
DSDIP
DTMR
EMA
EMQ
LDC
LDCC
LDMG
LDMP
NDRRA
NGO
QAS
QDMA
QFES
QPS
QR
SDC
SDCC
SDCG
SDMG
SDMP
SDRA
SEWS
SITREP
SOP
SPF
the Act
the Minister
XO
Australian Defence Force
As low as reasonably possible
Bureau of Meteorology
Defence Assistance to the Civil Community
District Disaster Coordinator
District Disaster Coordination Centre
District Disaster Management Group
District Disaster Management Plan
Department of Agriculture, Fisheries and Forestry
Department of Environment and Heritage
Department of Local Government Community Recovery and Resilience
Department of Communities, Child Safety and Disability Services
Department of State Development, Infrastructure and Planning
Department of Transport and Main Roads
Emergency Management Australia
Emergency Management Queensland
Local Disaster Coordinator
Local Disaster Coordination Centre
Local Disaster Management Group
Local Disaster Management Plan
Natural Disaster Relief and Recovery Arrangements
Non-Government Organisation
Queensland Ambulance Service
Queensland disaster management arrangements
Queensland Fire and Emergency Services
Queensland Police Service
Queensland Rail
State Disaster Coordinator
State Disaster Coordination Centre
State Disaster Coordination Group
State Disaster Management Group
State Disaster Management Plan
State Disaster Relief Arrangements
Standard Emergency Warning Signal
Situation Report
Standard Operating Procedure
Disaster Management Strategic Policy Framework
Disaster Management Act 2003
Minister for Police, Fire and Emergency Services
Executive Officer
Sunshine Coast District Disaster Management Plan 2014
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Administration and Governance
Authority to Plan
This district disaster management plan is prepared under the provisions of s53 of the Act.
Purpose
This plan details the arrangements within the Sunshine Coast disaster district to provide wholeof-government planning and coordination capability to support local governments in disaster
management and disaster operations.
Objectives
The objective of the Sunshine Coast district disaster management plan is to facilitate the
implementation of effective and efficient disaster management strategies and arrangements
including:
The development, review and assessment of effective disaster management for the
district including arrangements for mitigating, preventing, preparing for, responding
to and recovering from a disaster;
Compliance with the State Disaster Management Group’s (SDMG) Strategic Policy
Framework ; the State Disaster Management Plan; the District Disaster Management
Guidelines; and any other Guidelines relevant to district level disaster management
and disaster operations.
The development, implementation and monitoring of priorities for disaster
management for the district.
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Strategic Policy Framework
Disaster management and disaster operations in the Sunshine Coast district are consistent with
the Disaster Management Strategic Policy Framework. This is achieved by:
Ensuring a comprehensive, all hazards, all agencies approach by achieving the right
balance of prevention, preparedness, response and recovery;
Supporting the mainstreaming of disaster preparedness and mitigation into
relevant areas of activity of government, non-government, small business and
corporations;
Aligning disaster risk reduction, disaster mitigation, disaster resilience and climate
change adaptation policy and actions with international and national reforms;
Promoting a transparent, systematic and consistent approach to disaster risk
assessment and management, based on the National Emergency Risk Assessment
Guidelines and the Australian/New Zealand Standard AS/NZS ISO 31000:2009 Risk
management – Principles and guidelines;
Recognising the commitment of stakeholders and the need for collaboration
across all levels of government, community, industry, commerce, government
owned corporations, private and volunteer organisations, and local communities in
all aspects of disaster management;
Emphasising building and maintaining sincere relationships, trust, teamwork,
consultative decision-making and shared responsibilities among stakeholders; and
Promoting community resilience and economic sustainability through disaster risk
reduction.
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Scope
In accordance with Section 49 of the Disaster Management Act 2003, this disaster management
plan is prepared to:
Outline the State group’s strategic policy framework, and the concepts and
principles for disaster management in Queensland; outline the structure,
responsibilities and arrangements of committees at state, Disaster District and
Local Government level;
Outline the roles and responsibilities of those departments and agencies who have
been allocated a functional role;
Provide for the coordination of disaster operations and activities;
Identify events that are likely to happen and outline priorities for disaster
management in the State;
Provide for the activation of the arrangements in support of State operations;
Include matters stated in the disaster management guidelines; and
Specify responsibilities for annual reporting in relation to disaster management.
This plan details the arrangements necessary to undertake disaster management within the
Sunshine Coast disaster district. From 1st January 2014 this includes the local government areas
of:
Sunshine Coast Council
Noosa Council
Disaster Management Priorities
The priorities for the Sunshine Coast District Disaster Management Group are –
The continual development, review and assessment of effective disaster
management for the district including arrangements for mitigating, preventing,
preparing for, responding to and recovering from a disaster;
The regular review and assessment of the disaster management arrangements of
the
-
Sunshine Coast Local Disaster Management Group;
-
Noosa Local Disaster Management Group.
Ensuring the community is aware of ways of mitigating the adverse effects of an
event, and preparing for, responding to and recovering from a disaster;
Coordinating the provision of State resources and services to support the
-
Sunshine Coast Local Disaster Management Group ; and
-
Noosa Local Disaster Management Group
in all phases of disaster management;
The identification, allocation and coordination of resources that may be used for
Sunshine Coast District Disaster Management Plan 2014
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disaster operations in the district; and
The establishment and review of communications systems in the group, and with
the
-
Sunshine Coast Local Disaster Management Group; and
-
Noosa Local Disaster Management Group
for use when a disaster happens.
Addressing disaster management training needs of the district through the delivery
of a structured training program.
The Sunshine Coast District Disaster Management Group (DDMG) develop a District Annual
Operational Plan outlining the operational priorities for the forthcoming year pursuant to the
provisions of Section 53 (2)(e) of the Disaster Management Act 2003, The operational plan is
used as a tool to outline, implement, manage and monitor current disaster management
priorities for the district.
Review and Renew Plan
In accordance with Section 55 of the Disaster Management Act 2003, this plan will be
reviewed annually by the planning committee as follows:
April – July
Planning committee reviews DDMP;
September
Draft amendments submitted to DDMG for approval;
November
Amendments (or new plans if appropriate are disseminated to al
stakeholders.
The plans of the Disaster District’s Functional Committees shall be reviewed annually by the
respective committee as follows:
April-July
Functional committee reviews plan;
August
Draft amendments submitted to DDMG for consideration;
November
Amendments (or new plans if appropriate are disseminated to all
stakeholders.
In addition to the programmed reviews of disaster management plans, there are a range of
conditions that may trigger the need for the disaster management plan or functional plan
to be reviewed outside the review program, these include:
an exercise or operational activation of the plan highlights significant deficiencies in
arrangements, systems or processes;
changes to the boundaries to which the plan is applicable resulting in increased risk
levels;
changes within the environment, community population, demographics or hazards
resulting in increased risk levels;
changes to available resources or agencies with a role in delivery of disaster
management response and recovery which impacts on group capability;
changes to State disaster management guidelines or doctrine; or
at the request of the DDC.
Where one or more of these triggers are identified within the district, a plan review should
Sunshine Coast District Disaster Management Plan 2014
17
be undertaken as soon as practical, regardless of the existing timeframes of programmed
reviews.
The DDMP and Functional Plans may be reviewed at any other time should it become
apparent that an urgent amendment is required to give effect to operational effectiveness
of the DDMG activities. Furthermore, the Sunshine Coast DDMG will review the
effectiveness of the plan or parts of the plan after every exercise and event that tests or
activates parts or the entire plan. This analysis will be reported in the form of Disaster
Assessment Reports and Exercise Debrief Reports. Recommendations from these reports
will be tabled at the next DDMG meeting and resolutions that affect the Plan will be
incorporated into the plan.
External Assessment
In accordance with s. 16A of the Act, the functions of the Inspector General include a
requirement to regularly review and assess the effectiveness of disaster management by
district groups, including district plans.
External assessment of the plan will be in accordance with the DDMP Review and
Assessment timeframes set by Inspector General. Corrective Action Recommendations
arising from this assessment process will be addressed as soon as reasonably practicable
and within the specified timeframes outlined in the assessment document and presented to
the Sunshine Coast DDMG for endorsement at the next scheduled DDMG meeting.
Review of Local Disaster Management Arrangements
In accordance with Section 23 of the Act the DDMG will regularly review and assess the
disaster management arrangements of Local Groups in the District. This will be conducted
annually and coordinated by the XO in consultation with Queensland Fire and Emergency
Services representatives and the relevant LDMG.
Sunshine Coast District Disaster Management Plan 2014
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District Disaster Management Group
Establishment
The Sunshine Coast DDMG has been established pursuant to the provisions of Section 22 of
the Disaster Management Act 2003. This section allows for the creation of a district group
for each disaster district.
Role
The role of the Sunshine Coast Disaster Management Group is contained in the Terms of
Reference attached as Annexure B.
The District Disaster Management Guidelines (2012) also provide that –
DDMGs provide whole-of-government planning and coordination capacity to
support local government in disaster operations and disaster management.
The DDMG is responsible to the SDMG for all aspects of the State
government’s capabilities in disaster management for their district.
In performing their role, the DDMG ensures that disaster management and
disaster operations in the district are consistent with the SPF by:
• ensuring a comprehensive, all hazards, all agencies approach by
achieving the right balance of prevention, preparedness, response and
recovery;
• supporting the mainstreaming of disaster preparedness and mitigation
into relevant areas of activity of government, non-government, small
business and corporations;
• aligning disaster risk reduction, disaster mitigation, disaster resilience
and climate change adaptation policy and actions with international
and national reforms;
• promoting a transparent, systematic and consistent approach to
disaster risk assessment and management, based on the National
Emergency Risk Assessment Guidelines and the Australian/New
Zealand Standard AS/NZS ISO 31000:2009 Risk management –
Principles and guidelines;
• recognising the commitment of stakeholders and the need for
collaboration across all levels of government, community, industry,
commerce, government owned corporations, private and volunteer
organisations, and local communities in all aspects of disaster
management;
• emphasising building and maintaining sincere relationships, trust,
teamwork, consultative decision-making and shared responsibilities
among stakeholders; and
• promoting community resilience and economic sustainability through
disaster risk reduction.
Sunshine Coast District Disaster Management Plan 2014
19
DDMGs are led by a Chairperson, who is also the District Disaster Coordinator
(DDC), appointed by the Commissioner of the Queensland Police Service
(QPS). DDMGs are comprised predominantly of representatives of those
State agencies responsible for the hazards and functions of disaster
management outlined in the SDMP and representatives from local
government within the district. DDMGs coordinate district level whole-ofgovernment support and provide resource gap assistance to disaster affected
communities, when requested by LDMGs.
Functions
The functions of the Sunshine Coast Disaster Management Group are contained in the
Terms of Reference attached as Annexure B and are further explained in chapter 4 of the
Queensland District Disaster Management Guidelines.
The primary functions of the DDMG as provided in the Act are to:
ensure disaster management and operations in the disaster district are consistent
with the SDMG’s Strategic Policy Framework;
develop effective disaster management for the district, including a District Disaster
Management Plan (DDMP), and regularly review and assess disaster management
arrangements;
ensure the community is aware of ways of mitigating the adverse effects of an
event, and preparing for, responding to and recovering from a disaster.
In accordance with s 23 of the Act, the DDMG has the following functions for the disaster
district:
Table 1: Legislated Functions of District Disaster Management Groups
DDMG FUNCTIONS
SUMMARY
(a)
Ensure that disaster
management and disaster
operations in the district are
consistent with the SPF;
The SPF establishes elements, strategies
and key performance indicators for the
disaster management groups to
discharge their disaster management
responsibilities in accordance with the
Act.
(b)
Develop effective disaster
management for the district,
including a District Disaster
Management Plan (DDMP) and
regularly review and assess
disaster management;
Effective disaster management for
DDMGs follows the comprehensive (allhazards, all agencies and prepared
communities) approach of prevention,
preparedness, response and recovery,
whilst applying effective risk
management.
(c)
Provide reports and make
recommendations to the SDMG
about matters relating to
disaster management and
disaster operations in the
Establishment of DDMG accountability
through consistent reporting
(preparation of special reports, annual
reports and operational reports) on
disaster management and disaster
Sunshine Coast District Disaster Management Plan 2014
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DDMG FUNCTIONS
SUMMARY
district;
operations against the SPF ensures
DDMGs meet their responsibilities in
accordance with the Act.
Regularly review and assess the
disaster management of LDMGs
in the district, and LDMPs
prepared by local governments
whose areas are in the district;
Effective disaster management for LDMGs
follows the national concepts and principles
of a comprehensive (prevention,
preparedness, response and recovery),
all-hazards, all agencies and prepared
communities approach, whilst applying
effective risk management. It is the role
of the DDMG to review and assess LDMG
disaster management activities in the
disaster district, and the LDMPs
prepared by local governments.
(e)
Ensure that any relevant
decisions and policies made by
the SDMG are incorporated in its
disaster management, and the
disaster management of LDMGs
in the district;
SDMG decisions and policies such as the
SDMP, the SPF and disaster
management or operational guidelines
are considered and incorporated into
district and local disaster management
through planning and disaster
management activities, e.g. functional
plans and committees.
(f)
Ensure the community is aware
of ways of mitigating the
adverse effects of an event, and
preparing for, responding to and
recovering from a disaster;
Disaster management and disaster
operational activities and requirements are
communicated to the community, utilising
effective public education and, awareness
strategies and mechanisms.
(g)
Coordinate the provision of
State resources and services to
support LDMGs in the district;
The capacity and capability of local
government is enhanced through
identification and provision of resources
in an organised, timely and efficient
manner to the affected communities,
following the disaster management
pyramid and considering the operational
priorities against the presented risks.
(h)
Identify resources that may be
used for disaster operations in
the district;
Resources are identified and prioritised by
undertaking a risk management assessment
of the disaster district. This identifies those
resources that will be required and are
accessible within the district. A gap analysis
and contingency plans are implemented
to ensure the shortfall can be accessed
from outside the disaster district e.g.
State or Australian Government.
(i)
Make plans for the allocation,
Development of disaster plans at all
(d)(i)
and
(ii)
Sunshine Coast District Disaster Management Plan 2014
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DDMG FUNCTIONS
SUMMARY
and coordination of the usage of
resources mentioned in
paragraph (h);
levels of government to guide disaster
management activities.
(j)
Establish and review
communication systems for use
when a disaster happens, in the
group, and with and between
LDMGs in the district;
Maintain a contemporary, up-to-date
approach to communications and
communication systems.
(k)
Ensure information about an
event or a disaster in the district
is promptly given to the SDMG
and each LDMG in the district;
Establish clear command, control and
coordination arrangements to support
disaster management and operations at
all levels.
(l)
Prepare, under s. 53 of the Act, a
DDMP;
The DDMP outlines how disaster
management principles are applied, how
risks to the district are managed and
how disaster operation arrangements
will be activated.
(m)
Perform other functions given
to the group under the Act;
Other functions may be accepted by
members in support of a primary
agency’s management of events, such as
avian / equine influenza or an oil spill.
(n)
Perform a function incidental to
a function mentioned in
paragraphs (a) to (m).
Members will have the resources to
assist other agencies and the community
from time to time. Through effective
plans collaborative arrangements may
be reached by agreement.
Membership
Membership of the Sunshine Coast DDMG is established in accordance with Section 24 of
the Disaster Management Act 2003.
Appointments of the Chairperson, Deputy Chairperson and Executive Officer have been
declared as required by the Commissioner of Police.
In accordance with the Act the Chairperson of the District Disaster Management Group has
consulted with the Chief Executive of Queensland Fire and Emergency Services and
determined that a number of departments, agencies and non-government organisations
are represented on the group.
The representative of the respective government department has been appointed by the
Chief Executive of that department and representatives of non-government organisations
have been appointed by the Chief Executive of Queensland Fire and Emergency Services in
accordance with the Act. The Sunshine Coast DDMG XO retains a copy of those
appointments.
Sunshine Coast District Disaster Management Plan 2014
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Whilst the Act appointments are to “a person” or “persons” in s. 24, these persons will be
appointed by agency positions in accordance with the Acts Interpretation Act 1954 s.
24A(1)(e).
The Sunshine Coast DDMG has also adopted a number of advisors to the Group to
participate in the activities and planning of the group in an advisory capacity.
The membership and advisors to the Sunshine Coast District Disaster Management Group is
contained in the Terms of Reference attached as Annexure B.
Section 40A of the Act allows a member of a disaster management group, with the
approval of the Chairperson, to appoint, by signed notice, another person as their deputy.
In identifying and nominating a deputy, a disaster management group member must
acknowledge that the nominated person has the necessary expertise or experience to
perform the functions associated with membership of the group. Members of the
Sunshine Coast DDMG are encouraged to nominate deputies for their respective agencies
to ensure depth and continuity of support to the DDMG.
Advisors to the DDMG
The DDMG may invite participants from a range of entities, such as community entities, to
participate in the business of the group in an advisory capacity, as required.
The list of DDMG advisors is regularly reviewed to reflect current State Government
priorities and the disaster management arrangements for the disaster district. It is at the
discretion of the DDMG what meetings the advisors attend; this may be on a regular basis
or as required.
Whilst advisor input is considered by members in their decision-making, meeting
resolutions will only be carried by member consensus.
The advisors identified by the Chairperson / DDC as being appropriate to assist the Sunshine
Coast DDMG are contained in the Terms of Reference under Annexure B.
Contact details for advisors are maintained, updated and treated the same as member
details, in order to be prepared for operational and post operational activities.
Observers
On occasions the DDMG may be approached by interested parties to observe DDMG
activities. This is at the discretion of the Chairperson / DDC (Observers are to be noted on
the meeting minutes).
Functional and Supporting Committees
The function of the DDMG is to ensure all steps are taken to support Local Government to
plan for and counter the effects of a disaster, as defined under the provisions of the
Disaster Management Act 2003 (ss13-16), which has or may have a community
consequence.
The Sunshine Coast DDMG will form functional and supporting committees as necessary to
undertake that function and will draw from the member expertise and source external
expertise to participate in those committees.
Current Functional Committees within the Sunshine Coast DDMG are:
Human Social Community Recovery Committee
Health Services Sub-Committee
Sunshine Coast District Disaster Management Plan 2014
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District Disaster Risk Management Sub-Committee
Disaster Management Planning Sub-Committee
As of 1 January 2014 the Sunshine Coast Disaster District will comprise of 2 Local
Governments namely The Sunshine Coast Council and Noosa Council. Members of the
Sunshine Coast DDMG also recognise and provide support to the Sunshine Coast and Noosa
LDMG functional and supporting committees.
Roles and Responsibilities
The Queensland District Disaster Management Group Guidelines issued in September 2012 set
both the environment in which the DDMG will operate and the functions of the group.
These guidelines provide the structure for disaster management in Queensland as follows –
The DM Act provides the legislative basis for the Queensland Disaster Management
Arrangements (QDMA), and outlines the principles of disaster management in
Queensland.
Five main principles of disaster management for the basis of the QDMA:
i. The comprehensive approach;
ii. The all hazards approach;
iii. The all agencies approach;
iv. Local disaster management capability; and
v. A prepared, resilient community.
Details of these principles and supporting supplementary principles is provided in
the State Disaster Management Plan (SDMP) available at www.disaster.qld.gov.au
Queensland’s whole-of-Government disaster management arrangements are
based upon partnerships between government, government owner corporations,
non-government organisations (NGOs), commerce and industry sectors, and the
local community. These arrangements recognise each level of the QDMA working
collaboratively to ensure the effective coordination of planning, services,
information and resources necessary for comprehensive disaster management.
The QDMA are based on a four-tiered system, incorporating the three levels of
government (Federal, State and Local Government), with an additional State
Government tier known as disaster districts, as demonstrated in the below
diagram.
Sunshine Coast District Disaster Management Plan 2014
24
Figure 1:
Queensland Disaster Management Arrangements
The principal structures comprising the QDMA are:
Disaster management groups operating at local, district and state levels. These are
responsible for the planning, organisation, coordination and implementation of all
measures to mitigate, prevent, prepare for, respond to and recover from disasters.
Coordination centres at local, district and state levels support disaster management
groups in coordinating information, resources and services necessary for disaster
operations.
State Government functional agencies through which the disaster management
functions and responsibilities of the State are managed and coordinated.
State Government threat-specific agencies responsible for the management and
coordination of combating specific threats.
The guidelines further provide that DDMGs, established under the DM Act, comprise
representatives from regionally based government, government owned corporations and
NGOs which can provide and coordinate whole-of-Government support and resource
assistance to disaster-stricken communities. The DDMGs perform a ‘middle management’
function within the QDMA by providing coordinated State Government support to LDMGs on
behalf of local governments.
Table 2:
Roles of DDMG members
Function / Role
Group Management
Chairperson
District Disaster
Coordinator
Appointment
As appointed by the
Commissioner of the
Police Service under s.
25 of the DM Act.
District Officer - Police
Sunshine Coast District
Key Accountabilities
The chairperson of a district group is to:
(i) Manage and coordinate the business of the
district group;
(ii) Ensure, as far as practicable, that the group
performs it's functions as prescribed under s.
23: 'Functions' of the DMA;
(i) Prepare, under s. 53: 'Plan for disaster
management in disaster district' of the DMA,
Sunshine Coast District Disaster Management Plan 2014
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Function / Role
Appointment
Key Accountabilities
a district disaster management plan which
must be consistent with the disaster
management guidelines. When a district
group considers it appropriate the plan may
be reviewed or renewed. Review the
effectiveness of the plan at least once a year
(See s. 55: 'Reviewing and renewing plan' of
the DMA). The district disaster management
plan must comply with s. 53 of the DMA.
(iv) Ensure the Chief Executive, Department of
Community Safety is advised of any
temporary or permanent changes to the
appointment of a deputy chairperson or
district disaster coordinator of a district
group; and
(v) Regularly report to the State group about the
performance by the district group of its
functions.
The role of the Chairperson during normal
business activities is to provide drive, leadership
and direction to the DDMG and its members in
the undertaking of prevention and preparedness
activities to fulfil its legislated functions.
The Chairperson should be orientated to ensuring
that, should an event require district support, the
DDMG and DDCC will function efficiently and
effectively and LDMGs and the community are as
prepared and resilient as available resources will
allow.
This will include ensuring a DDMP is in place, and
DDMG members understand and can effectively
perform their roles and responsibilities.
District Disaster Coordinator – District group
The District Disaster Coordinator (DDC) of a
district group is also the chairperson of the
group. The function of a DDC of a district group is
to coordinate disaster operations in the disaster
district for the group, see s. 26A: ‘Function of
district disaster coordinator’ of the DMA.
The DDC of a district group may delegate the
DDC's functions to an appropriately qualified
member of the Service; see s. 143(7):
'Delegations' of the DMA.
The DDC is the State’s representative on the
ground in a disaster within the disaster district.
The DDC’s primary role during operational
activities is to lead the DDMG to ensure the
effective performance of three key tasks in
Sunshine Coast District Disaster Management Plan 2014
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Function / Role
Appointment
Key Accountabilities
support of local government’s disaster response
and recovery operations:
Deputy
Chairperson
As appointed by the
Commissioner of the
Police Service under s.
25 of the DM Act.
District Police
Inspector as appointed
by DDC
forward planning;
request management; and
information management.
In accordance with s. 25(1) (b) of the DMA, a
police officer has been appointed as deputy
chairperson for each district group.
Deputy chairperson is responsible for:
Assisting the chairperson to manage and
coordinate the business of the district group;
Chairing meetings associated with the district
group in the absence of the chairperson (see
s. 41: 'Presiding at meetings' of the DMA);
Assisting the chairperson and executive
officer of the district group, to review the
district disaster plan;
The provision of timely and accurate advice
to the DDC in matters relating to disaster
management;
Assisting the chairperson, in their role as
DDC, in coordinating disaster operations in
the disaster district for the group;
Reporting to the district group on
operational issues regarding the disaster;
Representing the chairperson when the
chairperson is unavailable;
Undertaking the role of the DDC when
delegated that function pursuant to s. 143(7)
of the DMA; and
Performing any other task or functions as
required by the chairperson for the efficient
and effective performance of the district
group.
Performing any other tasks or functions as
required by the DDC for the efficient and
effective performance of the district group.
Function / Role
Executive Officer
Responsible
person/agency
As appointed by the
Commissioner of the
Police Service under s.
27 of the DM Act.
Disaster Management
Support Officer –
Key Accountabilities
The executive officer of a district group is to
support the group in the performance of its
functions, as directed by the chairperson of the
district group. Executive officers are responsible
for:
Sunshine Coast District Disaster Management Plan 2014
The establishment of the DDCC including
27
Function / Role
Appointment
Key Accountabilities
Police
relevant standard operating procedures;
The identification and training of staff to
operate within the DDCC;
The activation and operational management
of the DDCC during times of actual or
potential disaster;
The provision of administrative and
secretarial functions associated with the
district group including facilitating and
recording district group meetings and
records relating to disaster management;
Maintenance and distribution of a contact list
of all district group members;
In conjunction with relevant stakeholders,
reviewing district disaster plans;
Liaison with Queensland Fire and Emergency
Services (QFES) in the development and
conduct of exercises to test operational
preparedness of district and local disaster
management plans, functional sub-plans and
DDCC operations;
Assisting QFES with facilitating disaster
management training in the district;
Facilitation of post disaster event debriefs;
The establishment of, and liaison with a
network of relevant agencies, to provide
advice on current and emerging trends which
may have an impact in disaster districts;
The provision of timely and accurate advice
to the DDC in matters relating to disaster
management;
In conjunction with QFES, disseminating
information on disaster preparedness to QPS
and community networks;
Representing the DDC when required,
including providing briefings on behalf of the
DDC;
Ensuring the district group fulfils its
legislative responsibilities, see s. 23:
‘Functions’ of the DMA;
Performing any other tasks or functions as
required by the DDC for the efficient and
effective performance of the district group.
Sunshine Coast District Disaster Management Plan 2014
28
Function / Role
Appointment
As appointed by the
DDC
Deputy XO
Liaison Officers
(Representatives
from Local
Government, State
Government
Departments and
other nongovernment
organisations).
Senior representation
as appointed by
organisation
Key Accountabilities
As per roles and responsibilities of the XO
Provision of advice to DDMG and resource
allocations relevant to parent organisational
functions.
Compliance with organisational roles and
responsibilities defined in State Disaster
Management Plan.
Each member agency has the roles and responsibilities as documented in the Interim
Queensland State Disaster Management Plan 2012 and relevant agencies to the Sunshine Coast
DDMG replicated below.
Table 3:
DDMG member roles and responsibilities
MEMBER AGENCY
ROLES AND RESPONSIBILITIES
Queensland Police
Service
Queensland Fire and
Emergency Services
(Disaster Management)
Provide the Chairperson, Deputy Chair and XO to the Group
Primary Agency for Terrorism
Manage and coordinate the business of the group (s26 DMA)
Provide executive support to the district group
Coordinate the disaster response operations as DDC
Preserve peace and good order
Prevent Crime
Maintain any site as a possible crime scene
Provide a disaster victim identification capability
Conduct traffic control, including assistance with road closures
and maintenance of road blocks
Coordinate evacuation operations
Coordinate search and rescue operations
Manage the registration of evacuees and associated enquiries in
conjunction with the Australia Red Cross
Provide security for damaged and evacuated premises
Respond to and investigate traffic, rail and air incidents
Assist in the management and coordination of the group
Functional lead agency for warnings and alerts as an agency
within the Queensland Fire and Emergency Services
Functional lead agency for emergency supply
Review, asses and report on the effectiveness of disaster
management at local and district levels, including the district and
local disaster management plans
Ensure that disaster management and disaster operations at a
local and district level are consistent with the State’s Strategic
Sunshine Coast District Disaster Management Plan 2014
29
MEMBER AGENCY
ROLES AND RESPONSIBILITIES
Queensland Fire and
Emergency Services
(Fire)
Sunshine Coast Council
Policy Framework, plans and guidelines.
Ensure that persons performing functions under the Act under
disaster operations are appropriately trained
Provide advice and support to the DDMGs and LDMGs in relation
to disaster management and disaster operations
Primary agency for bushfire
Primary agency for chemical / hazmat related incidents
Provide control, management and pre-incident planning of fires
(structural, landscape and transportation)
Provide rescue capability for persons trapped in any vehicle,
vessel, by height or in confined space
Rescue of persons isolated or entrapped in swiftwater /
floodwater events
Provide advice, chemical analysis and atmospheric monitoring at
chemical / hazmat incidents
Provide mass and technical decontamination capabilities under
State Biological Disaster and State Radiological Disaster response
Provide USAR capability for building collapse events
Support the Queensland Hazardous Materials Incident Recovery
Plan
Support the Queensland Coastal Contingency Action Plan –
Chemical Spill Response Plan (a supporting plan of the National
Marine Chemical Spill Contingency Plan, and National Marine Oil
Spill Contingency Plan)
Provide impact assessment, and intelligence gathering
capabilities
Provide logistical and communications support to disasters
within capabilities
Provide expert advice and resources
Key liaison role to the Sunshine Coast LDMG
Maintenance of local government functions (via local
government business continuity and recovery planning)
Maintenance of normal local government services to the
community and critical infrastructure protection
Development and maintenance of disaster management plans
for the local government area.
Development and maintenance of a public awareness / education
program
Establishment, maintenance and operation of a LDCC including
the training of sufficient personnel to operate the centre
Coordination of support to emergency response agencies
Maintenance of warning and telemetry systems
Collection and interpretation of information from telemetry
systems
Reconnaissance and post impact assessments for the local
government area
Debris clearance of roads and bridges
Issuance of public information prior to, during and post disaster
Sunshine Coast District Disaster Management Plan 2014
30
MEMBER AGENCY
ROLES AND RESPONSIBILITIES
impact events
Recommendations with regard to areas to be considered for
managed evacuation
Public advice with regard to voluntary evacuation
Provision of locally based community recovery services in
conjunction with other agencies
Evacuation centre establishment and management
As per Sunshine Coast Council (above) as it relates to the Noosa local
government area.
Provide expert advice and resources
Management of evacuation centres
Assisting with personal support and meet and greet functions in
government established recovery centres
Undertaking door to door welfare checks on people immediately
affected by disasters undertaking outreach visits in affected
communities, in partnership with other agencies such as the
Department of Communities, Child Safety and Disability Services
and Lifeline
Registration of evacuees on the National Registration and Inquiry
System (NRIS), and matching enquirers with evacuees.
Functional lead agency for human social recovery
Coordination of provision of human-social recovery services
during recovery operations in partnership with local, state, fedral
and non-government agencies
Work with affected individuals and communities to support their
own recovery activities
Maintain linkages with local, state, federal and non-government
agencies and committees.
Maintain a register of state government officers available to
assist in human-social recovery when required
Administer relevant human and social SDRA and NDRRA relief
measures
Manage corporate offers of assistance and direct offers or
volunteering through appropriate channels
Provide expert advice and resources
Maintain the safety and wellbeing of students, staff and
volunteers who work or participate in DETE schools, institutes
and workplaces
Ensure, as far as practicable, that all state and Instructional
Institutions and workplaces have a documented emergency
management plan
Minimise interruption to essential services to allow teaching and
learning to be maintained or resumed as a priority
Protect critical resources where possible
Facilitate the return of state instructional institutions to normal
operations as soon as possible
Functional lead agency for environmental recovery
Provide oiled wildlife response, traditional owner liaison,
Noosa Council
Australian Red Cross
Department of
Communities, Child
Safety and Disability
Services
Department of
Education, Training and
Employment
Department of
Environment and
Sunshine Coast District Disaster Management Plan 2014
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MEMBER AGENCY
ROLES AND RESPONSIBILITIES
Heritage Protection
Department of State
Development,
Infrastructure and
Planning
Department of Housing
and Public Works
(Building and Asset
Services – Q-Build)
environmental and shoreline assessments and waste
management advice and approvals for ship-sources pollution at
sea
Provide information and expert advice with respect to regulated
(tailings, containment water) dam locations, safety and integrity
Provide expert environmental advice in pollution incidents
Functional lead agency for economic recovery
Asisst business and industry in business resilience and recovery
strategies
Support disaster mitigation considerations in developing
planning, built environment and infrastructure design
Support compliance of State Policies for new developments
Provide infrastructure programming expertise to assist in
delivery agencies to plan, sequence and prioritise work
Administer NDRRA relief measures
Functional lead agency for Building and Engineering Services
Review and assess building requirements in order to mitigate the
impact of natural disasters on infrastructure
Coordinate the acquisition, provision and/or activities of building
and engineering services in support of disaster operations. This
includes:
- professional services e.g. engineers (geotechnical, structural,
civil, etc.), architects and other professional officers and
consultants
- building services trade staff, both internal and contractors
- damage assessment and repair and rebuilding of state
government buildings and assets
- assistance to the Department of Communities, Child Safety
and Disability services with the inspection of private
dwellings and other approved buildings as pert of the
Structural Assistance Grant Scheme
- emergency housing assistance including, where available,
limited, short-term social housing; assistance to access
private market housing options and/or access to temporary
and transportable housing
- assessment and repair/rebuilding of state government social
housing assets
- temporary housing and facilities to facilitate the repair and
rebuilding process
- technical support in response to damage sustained by
heritage buildings and or cultural assets
- connection of services to demountable buildings including
ablution blocks
- technical advice on natural hazard mitigation measures as
may apply to buildings
- temporary accommodation for use as forward command
posts, recovery centres, local disease control centres and
warehousing facilities etc
Sunshine Coast District Disaster Management Plan 2014
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MEMBER AGENCY
Department of
Transport and Main
Roads (including
Program Delivery &
Operations, Passenger
Transport Services and
Maritime Safety
Queensland)
ROLES AND RESPONSIBILITIES
Queensland Health and
Hospital Health Services
(Including Public Health)
Queensland Ambulance
Service (Queensland
Health)
- technical advice on structural suitability of buildings for use
as community evacuation centres, places of refuge or
cyclone shelters
- other building and engineering services tasks requested by
the DDC or the SDCC
Functional lead agency for transport systems
Primary agency for ship-sources pollution where it impacts, or is
likely to impact, on Queensland Coastal Waters
Functional lead agency for infrastructure recovery
(transportation)
Provide information and advice on the impact of disruptive
events on road, rail, aviation and maritime infrastructure as it
affects the transport system
Enable an accessible transport system through reinstating road,
rail and maritime infrastructure
Assist with the safe movement of people as a result of mass
evacuation of a disaster affected community.
Functional lead agency for health response
Primary agency for pandemic influenza, biological and
radiological incidents
Protect and promote health in accordance with Hospital and
Health Boards Act 2011, Hospital and Health Boards Regulation 2012,
Health and Public Health Act 2005, and other relevant legislation
and regulations
Queensland Health provides a whole-of-health emergency
incident management and counter disaster response capability
to prevent, respond to, and recover from a state declared
emergency or disaster event
Hospital and health services provide coordinated
multidisciplinary support for disaster response and recovery
including specialist health services and specialist health
knowledge representation
Provide state representation at the Australian Health Protection
Principal Committee
Provide clinical and state-wide and forensic services support for
disaster and response recovery
Promote optimal patient outcomes
Provide appropriate on-site medical and health support
Clinically coordinate aeromedical transport throughout the state.
In a disaster situation provide staff to the Emergency Helicopter
Tasking Cell
Provide health emergency incident information for media
communications
Provide operate and maintain ambulance services
Access, assess, treat and transport sick and/or injured persons
Protect persons from injury or death, during rescue and other
related activities
Coordinate all volunteer first aid groups during major
Sunshine Coast District Disaster Management Plan 2014
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MEMBER AGENCY
ROLES AND RESPONSIBILITIES
Department of
Agriculture Fisheries
and Forestry
Department of National
Parks, Recreation, Sport
and Racing
Energex
Telstra
emergencies and disasters
Provide and support temporary health infrastructure where
required
Collaborate with Queensland Clinical Coordination Centre in the
provision of paramedics for rotary wing operations
Participate in search and rescue, evacuation and victim reception
operations
Participate in health facility evacuations
Collaborate with Queensland Health in mass casualty
management systems
Provide disaster, urban search and rescue (USAR), chemical
hazard (Hazmat), biological and radiological operations support
with specialist logistics support and specialist paramedics
Primary agency for the containment and eradication of
emergency animal and plant diseases
Coordinate efforts to prevent, respond to, and recover from
pests and diseases, and livestock welfare
Provide advice relative to stock
Coordinate destruction of stock or crops in an emergency
pest/disease situation
Administer NDRRA relief measures
Provide for the safety of national parks users including issuing
warnings in extreme conditions, closing areas where necessary
and coordinating evacuations with QPS.
Provide advice on the management of national parks and expert
knowledge of national parks to responding agencies
Lead fire fighting on the protected area estate and state forests
where there is no threat to life or property
Provide expert advice and resources regarding electricity supply,
infrastructure and networks.
Provide expert advice and resources regarding
telecommunications networks and infrastructure
Meetings
The Sunshine Coast DDMG is scheduled to conduct five (5) ordinary meetings in the calendar
year. Meeting dates will generally fall in the following months:
February (Briefing on current situation in the wet season)
March (Debriefing wet season in line with continuous improvement strategy)
June (Exercise and focus on upcoming fire season)
September (Briefing on current situation of fire season and awareness of storm
season – outcome of annual risk management review)
December (status on preparations for wet season)
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At least one meeting each year will be held directly after each of the Sunshine Coast and
Noosa LDMG meetings at a venue of their choosing. Meetings may be held in other locations
as deemed appropriate to the group.
The DDC may call extra-ordinary meetings if required. As extraordinary meetings are
convened as required, individual members are contacted and advised of the extraordinary
meeting date/s, venue/s and time/s by a nominated person (usually the Executive Officer).
In accordance with Section 38 of the Disaster Management (DM) Act 2003, the Sunshine Coast
DDMG will conduct its business, including its meetings, in a way it considers appropriate.
Meetings can be held or allow members to take part in its meetings, by using any technology
that reasonably allows members to hear and take part in discussions as they happen.
Other meeting structure matters are contained in the Terms of Reference attached as
Annexure B.
An attendance sheet will be completed at the commencement of each DDMG meeting to
record member attendance and ensure the meeting has a quorum. This attendance sheet also
forms part of the meeting minutes.
Attendance at Meetings
DDMG members are expected, wherever possible to attend all DDMG meetings. In their
absence, DDMG members should send a proxy in the form of a nominated deputy. If a
member or nominated deputy are unable to attend, members are encouraged to send a
representative of their agency to attend the DDMG meeting and report on behalf of the
agency and return information from the meeting to the DDMG member.
Proxies that are not nominated deputies have no voting rights and cannot contribute to the
quorum of the group for the purposes of ratifying decisions of the group.
Advisors to the group are also encouraged to attend DDMG meetings. Advisors have no
voting rights and do not contribute to the quorum of the group for the purposes of ratifying
decisions of the group.
Proxy/Deputy attendance at meetings
A DDMG member may, with the Chairperson’s approval, appoint by signed notice another
person as his/her deputy. The deputy may attend meetings in the member’s absence and
exercise the member’s functions. Therefore, a deputy attending a meeting on behalf of a
member contributes towards the quorum and holds voting rights. A deputy register is to be
maintained by the DDMG.
When a deputy is formally authorised to act in the appointed position of a DDMG member, the
person acting in the appointed position is deemed to be the relevant agency’s DDMG
representative.
Presiding at meetings
In accordance with Section 25A of the DM Act, the Chairperson is the DDC of the DDMG.
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Under Section 41 of the DM Act, the Chairperson / DDC of the DDMG will preside at all
meetings. If the DDC is absent from a DDMG meeting, the Deputy Chairperson will preside.
If both the Chairperson and the Deputy Chairperson are absent from a DDMG meeting:
A member nominated by the Chairperson / DDC will preside;
If the Chairperson / DDC has not nominated a member, the Deputy Chairperson will
nominate a member to preside;
If both the appointments of Chairperson and Deputy Chairperson are vacant, the
DDMG will choose a member to preside.
It will be recorded as part of the meeting minutes who is presiding for the meeting.
Use of Teleconference Facilities
Under Section 42(1) of the DM Act, the DDMG may hold meetings, or allow members of the
group to take part in its meetings, by using any technology that reasonably allows members to
hear and take part in discussions as they happen.
Instead of DDMG members travelling a long distance to attend a meeting in person, Section 42
of the DM Act allows for members to attend DDMG meetings using any technology that
reasonably allows members to hear and take part in discussions as they happen e.g. via
teleconference or video conference.
In accordance with Section 42(2) of the DM Act a member who takes part in a DDMG meeting
via teleconference or video conference, is considered to be present at the meeting. Therefore
at the beginning of each DDMG meeting when the attendance sheet is completed, those
members attending via teleconference / video conference are to be marked as attending.
Anyone who is in attendance at a DDMG meeting needs to be recorded on the attendance
sheet, even if the individual is there as an advisor or observer.
Decisions of the group
Decisions of the Group will be made by movement and seconding of a resolution, before a
vote is taken.
All decisions of the group are not ratified without agreement by the Quorum of the group.
If it is anticipated that a scheduled meeting will not have a quorum, the DDC may:
1.
Proceed with the meeting – any proposed resolutions would need to be endorsed via a
flying minute;
2.
Reschedule the meeting – this option is best if there are proposed agenda items that
would require a discussion from members;
3.
Cancel the meeting – whilst not the preferred option, the DDC may cancel a meeting if
the proposed agenda items could be held over until the next scheduled meeting (keeping in
mind the legislative meetings requirement);
4.
Progress the business via a flying minute – this option allows progression of any urgent
agenda items whilst not requiring a physical meeting of the DDMG.
A resolutions register will be kept by the Secretariat of the group. A copy of which can be
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made available to members upon request.
Resolutions
In order for DDMG meeting resolutions to be validated, it is a requirement under s. 42 of the
DM Act that a majority of members provide written agreement to the resolution. This can
occur even if the resolution is not passed at the meeting, i.e. via a flying minute.
In order to ensure that resolution requirements are met, the DDMG can conduct its business in
numerous ways:
Via meeting where a quorum is achieved:
o
Meeting resolutions are passed by a majority of members at the meeting;
o
Resolutions are communicated to members via meeting minutes;
o
Members are asked to endorse the meeting minutes in writing via email to the
DDMG Secretariat (NB – email must be received from the appointed members’
email address to be counted towards quorum).
Via meeting where a quorum is not achieved:
o
Proposed resolutions are identified at the meeting;
o
Proposed resolutions are communicated to members via a flying minute;
o
Members are requested to endorse the flying minute via signature and return
to the DDMG Secretariat.
Resolution Statement
In addition to meeting minutes, the DDMG Secretariat should produce a resolution statement.
The purpose of this document is to provide a running log of actions undertaken and an audit
trail through to the acquittal of those resolutions.
Prior to each ordinary meeting of the DDMG, members will be requested to:
review the current resolution statement (distributed with meeting papers);
provide (where applicable) a status update, advising of any actions undertaken with
regards to the resolution.
To capture any actions as a result of discussion outcomes, a resolution statement will be
documented, for example:
The DDMG decision in relation to <XYZ> is to <<insert the action required and the
responsible position/ person >>
The DDMG decision is that this matter will be dealt with out-of-session and the
DDMG member/s <<XYZ>> will <<insert what the members are required to do>>. The
outcome of this resolution will be reported back to the DDMG at the next meeting.
The resolution will remain active on the resolution statement until such time that it has been
acquitted (e.g. all required actions have been undertaken), when it will be removed from the
resolution statement and recorded on the DDMG resolution register.
Resolution Register
For governance purposes, a register detailing each resolution passed by the DDMG, including
necessary details of actions undertaken to acquit the resolution, will be kept. This provides an
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easy reference document and an historical record of past DDMG resolutions.
Member non-attendance at meetings
Member attendance records will be kept by the Secretariat of the group.
Where a member continually does not attend DDMG meetings, then it is suggested that the
DDMG Executive Team meets with the member to discuss the ongoing non-attendance at
DDMG meetings.
Venue
Meetings will be held at a venue to be decided by the Chair of the group in consultation with
the group. The default venue for meetings will be the North Coast Police Communications
Centre, Level 1, 21 Carnaby Street, Maroochydore.
Meeting Agenda
Ordinary Meetings
Agenda items raised at an ordinary meeting must reflect the goals and aims of the DDMG. To
ensure this occurs, all proposed agenda items must be documented on a Meeting Brief and
submitted to the Executive Officer.
A call for agenda items is made by the DDMG Secretariat to members one month prior to the
scheduled meeting. Members have a two-week period to provide agenda items, allowing time
for the Secretariat to collate agenda items.
The DDC may also request a local government / agency to provide a meeting brief or a noting
brief regarding a particular issue which the Chairperson / DDC feels should be addressed at a
DDMG meeting.
Flying Minute
Section 42(3) of the DM Act allows for resolutions to be made by the DDMG, even if not
passed at a DDMG meeting, if a majority of the members provide written agreement to the
resolution, and if notice of the resolution is given under procedures approved by the DDMG.
A flying minute may be used to progress business of an urgent nature in the instance where
convening a meeting of the DDMG is not practicable. Some guidelines for the use of flying
minutes are:
A flying minute should detail necessary background on the matters being raised and
should clearly articulate recommendations for DDMG members’ consideration;
The flying minute should contain a section for members to complete and indicate
whether they agree or disagree with the proposed resolution;
A DDMG Briefing Paper on the issue should accompany the flying minute
endorsement schedule, as it provides in-depth information on the matter which is
being considered;
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A DDMG Agenda listing the Item/s should also be attached;
As flying minutes are only used for urgent business, they may be conducted via
email.
Proposed resolutions passed by members via a flying minute are to be included for
ratification on the next ordinary DDMG meeting agenda.
Order of Business – Ordinary Meeting
For an ordinary meeting of the DDMG, the standard order of business detailed on the agenda
unless otherwise advised, is generally:
1.
Welcome and apologies;
2.
Minutes, Resolution Statement and business arising from previous meeting;
3.
Members’ agency briefs – by exception;
4.
Agenda Items raised for discussion by members;
5.
Inward/Outward Correspondence;
6.
General business;
7.
Next meeting.
If a topic arises and a discussion that will take longer than 10-15 minutes is required, it should
be suggested that the topic is discussed off-line with the relevant stakeholders. The topic
resolution from that off-line meeting can then be tabled at the next meeting for DDMG
endorsement.
Agenda item meeting briefs may include issues or topics such as:
DDMG / LDMG priorities for the next 12 months;
Local Government issues;
Agency issues or initiatives;
Update on agency Functional Plans;
Planning - DDMG / LDMG;
Risk Assessment – DDMG / LDMG;
Presentations or training.
Order of Business – Extraordinary Meeting
As the agenda for an extraordinary meeting focuses primarily on the situation at hand, the
meeting agenda is prepared by the DDMG Secretariat on advice from the DDC and may include
briefings provided by the hazard specific primary agency, depending on the nature of the
event, as detailed in the State or District Disaster Management Plan. The DDMG Secretariat will
liaise with the appropriate members to provide these briefings as required.
For an extraordinary meeting of the DDMG, the order of business detailed on the agenda
unless otherwise advised, is generally:
Sunshine Coast District Disaster Management Plan 2014
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1.
Welcome and apologies;
2.
Current situation overview;
3.
Other agency reports (by exception);
4.
Communication Strategy;
5.
Priorities and further action (if any);
6.
Other Business;
7.
Future Meetings.
Meeting Papers
There are two types of meeting papers:
Meeting Briefs – used to raise an agenda item at an ordinary meeting. The brief
should clearly articulate the issue being raised and detail recommendations for
DDMG consideration. This ensures the members are across the issue prior to the
meeting to the point where discussion can be held regarding the required
resolution.
Noting Briefs – Noting briefs are for information only and should not contain
recommendations other than that the members note the brief. They are used to
update DDMG members on the status of key initiatives, projects and for local
government, departmental or other agency status updates. It is expected that
members will read the Noting Briefs prior to attending the meeting as these briefs
are not raised during the meeting unless further discussion is required.
To help distinguish between what is a Meeting Brief and a Noting Brief on the agenda, it is
suggested that Meeting Briefs are referenced numerically e.g. 1, 2, 3 etc. and Noting Briefs are
referenced alphabetically e.g. A, B, C etc.
Members Status Reports
Written member status reports on behalf of the member agency are used to update other
DDMG members on the status of the member agency’s disaster management initiatives,
projects, training, community awareness, disaster management plans, operations and contact
information. This information assists the DDMG to evaluate the status of disaster management
and disaster operations for the disaster district. Oral agency reports would be provided at
DDMG meetings by exception.
Distribution of papers
Meeting papers should be distributed to members at least one week prior to a meeting.
Distribution will include a copy of the meeting agenda, previous meeting minutes, meeting
briefs and noting briefs (and any associated attachments) and members’ status reports.
Members should ensure they have read the meeting papers prior to attendance at the
meeting and have a good understanding of what is expected of them, to assist the flow of the
meeting agenda in a timely manner.
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Presentations / Training
There will be at least one presentation or training session at each ordinary meeting. It is
recommended that presentations / training should be between 10 to 30 minutes, depending
on the amount of DDMG business included on the agenda.
If the presenter intends on distributing documents / material at the meeting they should be
advised in advance of the number of attendees, to ensure they bring enough copies for all
appointed members.
It is required that any documents, maps, plans and/or PowerPoint’s, which will be handed out
during the presentation / training session, be provided to members attending via
teleconference / video conference prior to the meeting, to enable them to participate.
DDMG members are encouraged to deliver presentations on their agencies/local governments
functional plans and/or what assistance/services they can provide to the DDMG.
Meeting Minutes
It is a requirement under Section 43 of the DM Act that the DDMG keeps minutes of its
meetings.
The DDMG meeting minutes should provide a summary of key discussion points and the
resolutions. It is important to remember that the minutes may be subject to public scrutiny
under the Right to Information Act 2009.
It should be noted in the meeting minutes whether or not a quorum was established at the
meeting. The Meeting Attendance Sheet should then be attached to the back, as it forms part
of the meeting minutes as an accurate account of who attended the meeting and whether the
meeting had a quorum, thus making any resolutions or decisions valid.
Meeting minutes are not a transcript of meeting undertakings, but provide a summary of key
discussion points and resolutions. DDMG meeting minutes are confidential and not for wider
distribution, but may be subject to Right to Information.
Records Management
Records management is an activity targeting preservation of evidence of actions, decisions
and important communication by creating, keeping and maintaining records of these actions,
decisions and communications. Public records are protected by the Public Records Act 2002
and may be subjected to public scrutiny under the Right to Information Act 2009.
A public record is a file providing evidence of actions, decisions, activities and functions of a
Disaster Management Group. This can include internal or external correspondence (e.g.
letters, emails, memos, reports, minutes, agendas, complaints, contact with the community,
other agencies etc). DDMG’s must ensure that these records are complete, authentic, reliable,
inviolate and usable.
The DDMG must comply with the legal, evidentiary and financial requirements (including
lawful and accountable disposal of records) when managing DDMG records. The Queensland
State Archives general retention and disposal schedule for administrative records requires the
Sunshine Coast District Disaster Management Plan 2014
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above documents to be retained in accordance with the Public Records Act 2002.
Reporting
Under the provisions of Section 23 of the Act the DDMG is required to provide reports as
necessary to the SDMG to assist that group meet its statutory obligations under section 44 of
the Act and report to the Minister annually.
Annual Report
Accordingly the SDMG requests the DDMG submit an annual report before July each year to
assist the compilation of the SDMG Annual Report.
In order to assist the group executive to compile those reports, member agencies will report
to the DDC on their agency’s disaster management activities at the meetings and with written
member status reports prior to each meeting.
SDMG Briefing Paper/Noting Brief
In accordance with s. 23(c) of the DM Act, the DDMG is to ‘provide reports and make
recommendations to the SDMG about matters relating to disaster management and disaster
operations in the district’. The SDMG has a standing invitation for DDMGs to provide agenda
items or noting briefs to the Executive Officer of the SDMG for consideration.
There are two types of SDMG meeting papers:
SDMG Briefing Paper – used to raise an agenda item at an ordinary meeting. The
brief should clearly articulate the issue being raised and detail recommendations for
SDMG consideration.
SDMG Noting Briefs– used to update SDMG members on the status of key initiatives,
projects etc. Noting briefs are for information only and should not contain
recommendations other than that the SDMG members note the brief.
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Disaster Risk Assessment
Community Context
Figure 2: Map of the Sunshine Coast Disaster District and localities
The Sunshine Coast Disaster District comprises the local government areas of the Sunshine
Coast Regional Council and Noosa Shire Council. The Sunshine Coast Regional Council and
Noosa Shire Council are required to form a Local Disaster Management Group in accordance
with s29 of the Act.
A detailed map of the Sunshine Coast and Noosa local government areas and associated
localities within those local government areas is contained in Annexure C of this plan.
Geography
The Sunshine Coast Disaster District is located in South East Queensland approximately 100
kilometres north of Brisbane. It covers a total area of 3,127 km2 which includes 113 km2 of
waterways. It is bounded by the Gympie Disaster district to the North and West, Redcliffe
Disaster District to the South and Ipswich Disaster District to the South-West.
The District lies east of the Great Dividing Range and extends from the Beerburrum area in the
South, West to the Conondale and Blackall Ranges following the Great Dividing Range to the
Gympie Shire in the north. The East is bordered by the Pacific Ocean and has over 200klm of
coastline. Major headlands are Caloundra in the South, Alexandra Headland, Coolum and
Sunshine Coast District Disaster Management Plan 2014
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Noosa Heads in the North. A sandy coastal plain lies between Caloundra and Coolum and
extends to the ranges. The Region is drained by the Mary River and its tributaries, which flow
to the north, the Stanley River and its tributaries which flow to the south, creeks such as
Coochin and Bells which drain to the Pumicestone Passage and the Mooloolah, Maroochy and
Noosa Rivers and their tributaries that flow to the east. The region has over 4,000 kilometres
of roads, nearly 800 kilometres of bikeways and over 13,000 hectares of parks and bushland.
Sunshine Coast Disaster District is dominated by its broad coastal plain, with the Glasshouse
Mountains to the south-west and the Blackall Ranges to the west. A large number of national
parks and state forests are located in this area.
There are several lakes across the whole district and include Weyba, Cooroibah, Cootharaba,
McDonald, Currimundi and Baroon. Many river systems are present, notably Mary, Mooloolah,
Maroochy and Noosa Rivers, along with many creeks and tributaries.
Much of the native vegetation has been removed or greatly modified. The main form of native
vegetation that remain include tall open eucalypt forests along the western borders to
remnants of melaleuca forest and open heaths along the coast. There are extensive areas of
exotic pine plantings on the coastal plain.
The major water supplies in the district are Baroon Pocket, Ewen Maddock, Poona, Wappa,
Cooloolabin and MacDonald Dams with arrangements to draw water from Barumba Dam in
the Gympie Regional Council area.
Climate and Weather
The Sunshine Coast District is considered to have a mild sub-tropical climate with most rain
occurring from December to May. The average rainfall is 1500-1850mm. It has warm to hot
and humid summers to dry to moderate winters. The district’s temperatures range from an
average of 21-29 degrees in Summer and 12-22 degrees in winter. The district can be subject to
extremes of both temperature and rainfall.
Thunderstorms are common within the district from November to March each year. Coastal
areas may be prone to storm surges and tsunamis. The Sunshine Coast lies in a tropical
cyclone risk area however cyclones crossing the coastline or significantly affecting the
Sunshine Coast are rare.
Demography
In 2011 the Census population of Sunshine Coast region was 306,903 people, who lived in
142,446 dwellings with an average household size of 2.44.
By June 2012 the estimated residential population of the coast had grown to 324,000 with
approximately 52,000 people living in the Noosa Council area and 272,000 living on the
remainder of the Sunshine Coast.
The bulk of the urban population in the Sunshine Coast region lives along the coast extending
from Pelican Waters in the south to Noosa Heads in the north. Towns and urban centres are
also located in the hinterland along the railway corridor and in the ranges.
The region has a population density of 102.7 people per square kilometre, far less overall than
the Gold Coast (284.2 people per square kilometre), and total Greater Brisbane (135.6 people
per square kilometre). However, this lower average is a combination of high density locations
such as Noosa (405.9), Nambour (346), Maroochydore (1241.3) and Mooloolaba (2055.8).
Sunshine Coast District Disaster Management Plan 2014
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The overall lower level density is due to development constraints on multi-story units, the
amount of open space areas included in national and state parks and the old cane lands which
are prone to flooding and therefore are unsuitable for urban development.
High tourist and visitor numbers, especially during peak tourist seasons, considerably increase
the overall population on any given day. The Sunshine Coast Region receives over 2.5 million
domestic visitors annually and approximately 270,000 international visitors annually.
Passenger movements at the Sunshine Coast are estimated to be over 1.04 million per year.
The top five source countries for tourists are: New Zealand, United Kingdom, Germany, United
States and Canada.
Projections prepared by the Department of Infrastructure and Planning indicate that by 2031
the total residential population of the Sunshine Coast is expected to grow to between 439,100
and 516,250 people.
In 2011, 135,074 people living in Sunshine Coast Council area were employed, of which 56%
were working full time and 42% part time.
The age structure of the Sunshine Coast is significantly older than the Queensland average
with a median age of 42 as opposed to a Queensland average of 36. This reflects the high
number of retirees and baby boomers who have moved to the region, and the number of
young adults (15-24 years) migrating away for employment and educational opportunities.
In the two decades from 2006 to 2026, the number of people over the age of 65 is predicted
to more than double (from 47,554 to 100,774), while the number of people over the age of 85
is likely to almost treble. Although this structural ageing of the population is a national
phenomenon, the impacts are experienced earlier and more profoundly in sea change
communities like the Sunshine Coast.
In 2011, 27% of households within the Sunshine Coast region were made up of couples with
children compared with 32% in Greater Brisbane.
Correspondingly there are a higher proportion of lone person households and a higher
proportion of couples without children on the Sunshine Coast. Overall, the proportion of lone
person households was 22.1% compared to 21.0% in Greater Brisbane while the proportion of
couples without children was 30.6% compared to 25.5% in Greater Brisbane.
Analysis of household income levels in Sunshine Coast region in 2011 shows that there was a
smaller proportion of high income households (those earning $2,500 per week or more) and a
higher proportion of low income households (those earning less than $600 per week)
compared to Greater Brisbane. Overall, 10.6% of Sunshine Coast households earned a high
income, and 24.1% were low income households, compared with 19.7% and 17.8% respectively
for Greater Brisbane.
The Aboriginal and Torres Strait Islander Census population of Sunshine Coast Council area in
2011 was 4,625, living in 2,228 dwellings. The age structure of the Sunshine Coast’s indigenous
population is much younger than those of non-indigenous descent. Sixty-four per cent (64%)
of the local indigenous population is under the age of 30, whereas the proportion of nonindigenous residents under the age of 30 on the coast is 34%.
People living on the Sunshine Coast were predominantly born in Australia (73.8%), which is
higher than the Australian average (67.3%).
There are 75 different countries of birth represented on the Coast, with the top five being UK
(6.6%), New Zealand (4.9%), South African (0.8%), German (0.7%) and Scottish (0.7%) born
Sunshine Coast District Disaster Management Plan 2014
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residents.
Administrative Centres
The major centres in the region are Caloundra, Nambour, Maroochydore and Noosa Heads
with smaller centres at Beerwah, Kawana Waters, Sippy Downs and Tewantin. These centres
accommodate key education, business, service and retail uses.
In the hinterland the railway towns of Cooran, Pomona, Cooroy, Eumundi, Yandina, Eudlo and
Beerburrum provide services to their local communities as do Maleny and Montville on the
Blackhall Range and Kenilworth in the Mary Valley.
Sunshine Coast Council has offices located at Caloundra Maroochydore and Nambour. The
Noosa Council offices are located in Tewantin.
Community Oranisations
There are over 2600 community, sporting, cultural and service groups across the region
registered on the Sunshine Coast Community Information Services (CIS) database. Website
address: www.sunshinecoastcis.qld.gov.au .
Healthcare
The Sunshine Coast Hospital and Health Service (SCHHS) extends from Tin Can Bay and
Glenwood (34 km from Gympie) in the north, to Beerburrum in the south. The Health Service
operates four public hospitals (Nambour, Caloundra, Maleny and Gympie) in the reion. In
addition to the public hospitals there are five private hospitals (Caloundra Private, Nambour
Private, Noosa Hospital, Sunshine Coast Private Hospital and from December 2013 the
Sunshine Coast University Private).
The Queensland Government is planning to deliver a new public hospital on the Sunshine
Coast to meet growing demand. The new Sunshine Coast University Hospital (SCUH) at
Kawana will offer a range of new and expanded services, potentially meaning fewer people
travelling to Brisbane to receive care. It is planned to open with 450 beds in 2016 and expand
to a 738 bed facility by 2021.
Medical clinics, some open 24 hours, serviced by GPs, registered nursing and specialist staff
(such as radiology, physiotherapy and psychologists) are located in the larger towns within the
region.
There are over 96 Community pharmacies in the SCHHS area.
The Department of Communities Disability Services provides disability services, support and
facilities to people with a disability and their careers living on the Sunshine Coast.
Community Integrated Sub Acute Services (CISAS) are delivered in a variety of settings
including hospitals, community based centres, residential aged care, satellite and outreach
services, mobile services and in peoples’ homes. These services include:
Oral health
Breast Screen Queensland
Glenbrook Residential Aged Care Facility
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Dove Palliative Care Unit
Palliative Care Outreach
Aboriginal and Torres Strait Islander Health
Transition Care Program
Community Sub Acute Program (CSAP)
Community Rehabilitation
Aged Care Assessment (ACAT)
Adult Health Program
Community Hospital Interface Program (CHIP)
Queensland Magistrates Early Referral into Treatment (QMERIT)
Alcohol Tobacco and Other Drug Services (ATODS)
Sunshine Coast Public Health Unit
At the local level the Sunshine Coast and Noosa Council are responsible for the maintenance of
public health in liaison with Queensland Public Health’s Sunshine Coast Public Health Unit.
In July 2012 a Health Sub Committee was formed as part of the Sunshine Coast District Disaster
Management Group.
The Health Services Sub Committee identified the need to establish a health sub plan, which
provides clearly defined points of contact and outlines strategic management for all aspects of
relevant health care impacting the Sunshine Coast Community in the event of a disaster. This
sub plan was adopted by the Sunshine Coast LDMG in September 2013. Refer to Annexure G.
Aged Care
With a growing aged population, the region has experienced the development of state-of-theart aged care services along with extensive medical and supporting infrastructure and
services.
There are currently 28 nursing homes on the Sunshine Coast with building approval for a
further 3 facilities.
As of June 2013 there were 1987 residents in care with 345 of these residents being secured
dementia patients. The largest nursing home has 165 residents and the smallest 48.
Transport
The region is well connected and easily accessible through the centrally located Sunshine
Coast Airport. There were an estimated 938,000 passenger movements at the Sunshine Coast
Airport for the year ending June 2008 with this number increasing each year.
The region is served by three primary land transport corridors, the Bruce Highway, the
Sunshine Motorway and the North Coast railway line.
Shopping Facilities
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The region has shopping precincts in each town supported by major centres at Beerwah,
Caloundra, Buddina, Nambour, Kawana Waters, Maroochydore, Coolum, Noosa Heads and
Tewantin.
Emergency Service Organisations
Coast Guard
There is an active Australian Volunteer Coastguard Squadron located on the Sunshine Coast
with flotillas located at Noosaville (QF6), Mooloolaba (QF5) and Caloundra (QF4).
Queensland Ambulance Service
Ambulance Stations are located across the Sunshine Coast region.
Queensland Fire and Emergency Services
(Urban) Fire Stations are located at Beerwah, Buderim, Caloundra, Coolum, Cooran, Cooroy,
Kawana, Kenilworth, Maleny, Maroochydore, Mooloolah, Nambour, Noosa Heads, Pomona
and Tewantin.
Queensland Police Service
Police Stations and Police Beats are located across the region at: Beerwah, Buderim,
Caloundra, Coolum, Cooroy, Eumundi, Kawana Waters, Kenilworth, Landsborough, Maleny,
Maroochydore, Mooloolaba, Nambour, Noosa Heads, Palmwoods, Pomona, Sunshine Plaza,
Tewantin - Noosaville.
Rural Fire Brigades
Sunshine Coast Council and QFRS Rural Operations supports the Sunshine Coast Rural Fire
Brigade Groups which comprises thirty seven brigades spread throughout the region’s
hinterland.
State Emergency Service
SES Units are active on the Sunshine Coast, with groups located at Caloundra, Kawana,
Glasshouse Mountains (Beerwah), Maleny, Nambour, Kenilworth, Maroochydore, Coolum,
Tewantin, Cooroy, Pomona and Boreen Point.
Surf Life Saving
Surf Lifesaving Clubs are active on the Sunshine Coast and are located at; Caloundra, Dicky
Beach, Buddina, Mooloolaba, Alexandra Headlands, Maroochydore, Mudjimba, Marcoola,
Coolum, Perigean, Sunshine Beach, Noosa Heads.
Economy / Industry
The Sunshine Coast region’s gross regional product (GRP) has been growing strongly over the
last 20 years, although growth has slowed recently due to the GFC. The size of the region’s
economy is estimated by AEC (June 2011) at $13.8 billion.
Key drivers of this economic growth have been:
Strong population increases on the Sunshine Coast.
Growth in the key coastal industries such as tourism, retail and construction.
Attracting a more flexible workforce.
This economic activity supports approximately 31,758 businesses on the Sunshine Coast; 85.3%
Sunshine Coast District Disaster Management Plan 2014
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of these businesses have five or less employees. The profile in terms of number of employees
per business is similar to the Australian average of 84.8% (source: Economic Development
Strategy 2010-2014).
2010/11 figures for gross regional product by industry, shows tourism is the most valuable
industry on the Sunshine Coast with an estimated worth of $2,324 million.
Other industries related to the tourism sector are also strong performers, with construction
worth $1,240 million and retail $1,071 million per annum.
The impact of strong population increasesover the past twenty years has seen a growth in the
health and community services (1,602 million), education ($967 million), and finance (715
million) sectors of the Sunshine Coast economy.
The diverse nature of the economy is also apparent with the agricultural ($544 million) mining
($287 million) and manufacturing ($938 million) sectors making important contributions.
Community Preparedness
The Sunshine Coast Regional Council have recently conducted a community resilience,
preparedness and awareness study. They have also conducted several print, electronic and
radio campaigns to increase the community’s disaster awareness and preparedness. The
community’s preparedness is generally good and expected to improve with the further work
conducted in conjunction with the Sunshine Coast Regional Council and Local Disaster
Management Group.
Public Buildings
Throughout the Sunshine Coast there are a number of public and community buildings, with
many of these able to be utilised as evacuation or temporary relocation centres. These include:
Recreation and Sports Stadiums
Beerwah Community Hall
Bicentennial Community Centre, Sunshine Beach
Caloundra Indoor Sports Stadium
Events Centre Caloundra
Kawana Community Centre
Lake Kawana Community Centre
Landsborough Recreation Centre
Nambour Civic Centre
Noosa Leisure Centre
The J
Sunshine Coast Council Libraries located at Beerwah, Caloundra, Coolum Beach,
Kawana, Kenilworth, Maleny, Maroochydore, Nambour, Noosa and Cooroy.
Major Public Spaces
Public spaces that may be used for large meeting locations for the establishment of temporary
Sunshine Coast District Disaster Management Plan 2014
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facilities include:
Corbould Park Racecourse
Parkland at Kings Beach, Alexandra Headlands, Cotton Tree, Noosa Heads
Multi-sports complexes at Bokarina (Stockland Park) and Maroochydore
Shopping, Café and Tourist precincts including Hastings Street in Noosa and
Mooloolaba Esplanade.
Showgrounds at Maleny, Nambour and Pomona
Sunshine Coast Beaches, particularly the more popular beaches at Noosa, Coolum,
Alexandra Headlands, Mooloolaba and Kings Beach.
Sunshine Coast Airport terminal
Sunshine Coast University.
Special Events and Festivals
Special events that attract large concentrations of people include:
Australia Day celebrations
Australia Zoo special celebration days
Caloundra Music Festival
Corbould Park racecourse special race-days
King of the Mountain Festival Pomona
Kings Beach Parkland special events
Mooloolaba triathlon
Queensland Home Garden Expo
Sunshine Coast Show
New Year’s Eve Celebrations,
Noosa long weekend festival
Noosa food and wine festival
Noosa Show
Noosa triathlon and multi-sport festival
Critical Infrastructure
Key infrastructure in the Sunshine Coast region includes:
Strategic road corridors including the Bruce Highway and Sunshine Motorway
Road network including: approximately 4100 km of sealed and unsealed road,
bridges and culverts
North Coast Rail Line
Sunshine Coast Airport and Caloundra Aerodrome
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Water storage reservoirs including Lake McDonald, Baroon Pocket, Poona, Wappa,
Cooloolabin and Ewen Maddock Dams
Water supply network
Sewerage treatment and disposal networks
Stormwater and underground drainage networks
Electricity distribution network
Telecommunications networks (voice and data)
Repeater stations for Radio and TV on Bald Knob, Buderim, Dulong
Beaches, recreational parks and reserves
Bikeways (approximately 800kilometresm), footways and footbridges.
Essential Services
Essential services on the Sunshine Coast include:
Electricity: Energex is the region’s electricity distribution network provider
Gas Supply: LP Gas is only available in cylinders and is distributed by authorised
agents
Water Supply: Major water treatment plants are located at Landershute, Image Flat,
and Lake McDonald. Smaller local treatment plants are located at Ewen Maddock
Dam, Maleny and Kenilworth. Other small towns have local water supplies and other
properties rely on tank water
Sewerage: The majority of urban properties are connected to Unitywater’s
sewerage system. Those properties not connected to the system have a range of onsite treatment systems
Telecommunications. The landline and mobile phone network has a number of
service providers. The top three are Telstra, Optus and Vodafone-Hutchinson
Australia (VHA)
Internet connection: It is estimated that 70 per cent of households in the Sunshine
Coast Region have an internet connection at their dwelling. Fixed line, WiFi and 3G
internet connections are available through a range of service providers.
Hazardous Sites
A range of dangerous goods travel via bulk tankers and intermediate or smaller
containers along the Brisbane to Gladstone transport corridor. These include
petroleum, liquefied petroleum gas, liquefied ammonia, molten sulphur, liquefied
chlorine, concentrated hydrochloric acid, compressed hydrogen, and sodium
cyanide. The primary road route comprises Brisbane’s Gateway Motorway, the
Bruce Highway (National Route 1) and feeder roads to/from regional centres
The rail link (North Coast railway) closely parallels the highway, as with the Bruce
Highway dangerous goods and hazardous goods travel up this rail corridor with the
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two routes rarely being separated by more than a few kilometres
Both routes pass either through or near numerous settled areas, including the
Sunshine Coast Hinterland, regional centres and smaller towns
There are a significant number of fuel storage depots including service stations and
marina refuelling facilities throughout the region
There are major hardware and cooperative warehouses across the region
The entrance to the Port of Brisbane shipping channel is located in close proximity
to the Sunshine Coast coastline, passing several the popular beaches.
Proposed Future Development
The Sunshine Coast is a growing community. The most significant developments on the
Sunshine Coast are in the areas of Caloundra South and Palmview through to Caloundra Road
for residential development and associated infrastructure with approximately 50,000 houses
to be built in that area.
Further developments are scheduled for the Sunshine Coast University Hospital and Kawana
Private Hospital at Birtinya, scheduled for opening in 2014.
Hazards
In 2011, a regional Disaster Risk Assessment covering 23 Natural and human-made hazards that
may impact on the region was compiled. This risk assessment took in to account seasonal
variations each of the risks to ensure a more dynamic and accurate assessment of the
risk exposures for the region. The hazards identified as affecting the Sunshine Coast Disaster
District are:
East Coast Low Pressure System
Severe Thunderstorm / Electrical Storm
Tropical Cyclone (Category 1/2/3 Sandy Cape to Point Danger)
Tropical Cyclone (Category 4/5 Sandy Cape to Point Danger)
Storm Tide (> HAT 0.5m)
Flood (Q20 impacting on Sunshine Coast Region)
Dam Failure
Tornado (Grade F1 – winds 117-180kmh)
Major Earthquake
Tsunami (>10m wave and land inundation > 1km inland)
Landslide
Prolonged Drought
Bushfire (Rural and Interface areas)
Major Fire (Urban/Industrial Area)
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Hazardous Material Accident (Land Transport Corridor)
Hazardous Material Accident (Marine Environment)
Major Passenger Transport Accident (Road/Rail Casualties)
Major Air Transport Accident
Pandemic
Extreme High Temperatures (>36degrees, >2 days)
Exotic Animal/Plant Disease
Terrorism
Cyber Security Incident (Emerging Risk)
Black Swan (Unpredictable, Extreme/Concurrent Events)
Detailed Natural Disaster Risk Assessment Studies have been undertaken by the previous
Noosa, Maroochy and Caloundra Councils. These Studies provide information on specific risks
within the Sunshine Coast District and took into consideration earlier studies. These studies
include:
Storm Tide Studies
Flood Risk Assessment Reports / Catchment Management Studies
Bushfire Risk Management Studies
Landslide Risk Assessment Studies
City and Shire Plans
Risk Management Process
Risk management processes conducted by the group are to be undertaken in accordance with
the National Emergency Risk Assessment Guidelines and comply with Risk Management
Standard AS/NZS ISO 31000:2009.
The Sunshine Coast DDMG will form a Disaster Risk Management Sub Group which will meet at
least annually to review the Sunshine Coast Disaster District Risk Management Plan. This
group will comprise of identified stakeholders and be chaired by the XO of the DDMG. Also
sitting on the Group will be a suitable representative of each of the local Government Areas in
order to provide input into the risks transferred or shared between the local government
areas and the District Disaster Management Group.
A District Disaster Management plan will be submitted to the District Group at the September
meeting.
Risk Assessment
The DDMG has undertaken a risk assessment and developed a district risk register
incorporating risk identification, risk analysis and risk evaluation in accordance with the
process outlined in the National Risk Assessment Guidelines.
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Due to the Sunshine Coast Disaster District having previously shared the same area in a 1:1 ratio
with the Sunshine Coast Regional Council and therefore the Sunshine Coast Local Disaster
Management Group, members of the Sunshine Coast DDMG were involved in the Sunshine
Coast Local Disaster Management Group’s conduct of a risk assessment for the area. The
assessment looked at the 23 identified hazards across the year and incorporated seasonal
variations to the likelihood and consequences of those risks.
The risks identified in the district risk register are not a duplication of those risks identified in
the Local Disaster Management Group’s risk register and seeks to only address those risks that
will significantly impact on the local government area to such a degree that the risk requires
transferring to, or sharing with, the District.
Those risks and their evaluation are contained in Annexure D of this plan.
The Risk Assessment provided in Annexure E is a preliminary risk assessment based on the
results of the Sunshine Coast Regional Council’s Disaster Hazard Risk Assessment Study
completed in November 2011. A further review will be undertaken in June 2014 to ensure that
risks associated with the De-amalgamation of Noosa and Sunshine Coast Councils have been
adequately addressed.
Risk Treatment
Risks outlined in the District Risk Register are analysed by members of the Sunshine Coast
DDMG with a view to identifying strategies for risk treatment. These strategies are contained
in the District Risk Treatment Plan (detailed in Annexure F of this plan). Along with these
strategies, the District Risk Treatment Plan contains preferred treatment options,
responsibilities and timeframes for implementation.
The allocation of responsibility for the implementation of risk treatment strategies, monitoring
and reporting shall be determined by members of the DDMG under the guidance of the DDC.
The District Risk Treatment Plan is to be presented to the Sunshine Coast DDMG for
ratification.
To progress any treatment options, the DDMG is to request relevant responsible agencies to
incorporate specified risk treatment strategies into their agency corporate planning processes
for recognition and implementation.
In instances where the applications of treatment strategies at district level are identified as
not being adequate and residual risks remain, the DDMG is to determine whether risk transfer
or risk sharing with the SDMG is a treatment option. In those instances the DDMG is to
document and notify the SDMG of these with a view to transferring or sharing the risks.
A review of the district risk treatment plan shall be conducted in conjunction with any district
risk assessment review process.
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Capacity Building
Community Awareness
Local Disaster Management Groups have the primary responsibility for ensuring their
community is aware of mitigating the adverse effects of an event, and preparing for,
responding to and recovering from a disaster. These requirements are included under s23 (f):
‘Functions’ (Disaster District), and s30 (1) (e): ‘Functions’ (Local Government) of the Disaster
Management Act 2003.
The DDMG facilitates the development and implementation of a common approach and
broader strategic direction to community awareness. It is important to acknowledge that
hazards and community characteristics may be similar across local governments and media
broadcast areas will routinely overlap local government boundaries. In recognition of these
facts, the DDMG has identified opportunities for consistent messaging, joint programs and
commonalities across disaster management arrangements.
QFES (formerly EMQ) is the lead agency in general community education programs including
preparedness for the possible consequences of any impending disaster such as loss of
essential services. Specific agencies are identified and given carriage of warnings and
information for specific risks and events. For example, QFES regarding bushfires, Queensland
Health regarding pandemic, and Energex re powerline hazards from storms and storm
preparedness.
Funding of community awareness campaigns will be funded through local government and
DDMG member agency funding / resources. Members will also provide LDMG’s, functional
committees and other NGO’s all necessary assistance as may be required from time to time to
give effect to their respective community awareness / education programs.
DDMG involvement in community awareness programs will be programmed annually and as
required and details of that program will be contained in the Annual Operational Plan.
The Sunshine Coast DDMG in consultation with the LDMG’s will identify and collate annual
community awareness programs that include:
Community awareness events; and
Joint projects and funding opportunities for community engagement and social
marketing projects targeted at addressing the specific needs of vulnerable
communities.
Section 56: ‘Plan to be available for inspection etc.’ of the Disaster Management Act 2003
requires the District Disaster Management Plan to be made available for viewing by the public.
This section also provides that members of the community may also purchase a copy of the
plan upon the payment of an appropriate fee, as decided by the Disaster District Coordinator.
A copy of the plan is also available on the Queensland Police Service website:
www.police.qld.gov.au .
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Training
QFES (formerly EMQ rep) is primarily responsible for the review and provision of training
programs to those persons involved in disaster management. It is also the responsibility of all
agencies within the district group to ensure that suitable staff are identified and trained in the
Queensland Disaster Management Arrangements, appropriate QFES training in accordance
with the Queensland Disaster Management Training Framework and internal agency training
as required enabling that agency to sufficiently conduct disaster management functions.
The training needs of the district group will be reviewed annually and as required and
determined through consultation between group members and QFES.
The development of the training program will involve:
A training needs analysis defining required competency:
o
roles required
o
skills and knowledge required to undertake the roles
o
individuals required to undertake the roles
o
current levels of competency
Competency can be determined from a number or sources:
o
training records
o
qualifications
o
observations of on-the-job performance
o
interview and group discussions
Identification of knowledge gaps
o
note differences between required and current levels of competency
The training program implementation is monitored through the DDMG Annual Operational
Plan and developed in accordance with the Queensland Disaster Management Training
Framework.
The District Disaster Management Group will also provide assistance in the delivery of training
to the Sunshine Coast LDMG members and Council staff. This will generally be provided by
QFES (formerly EMQ) representative and the Executive Officer of the DDMG.
Exercises
Exercises are a key component of disaster management strategies and are conducted with the
objective of:
practicing the coordination procedures during an event including:
o
Standing Up of Disaster Management Groups;
o
Activation of District Disaster Coordination Centres;
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o
Information management including dissemination of information in respect to
threats and warnings, requests for assistance and providing situation reports.
enhancing the interoperability of agency representatives;
evaluating emergency plans;
identifying planning and resource issues;
promoting awareness;
developing competence;
evaluating risk treatment strategies;
validating training already conducted;
identifying performance gaps and areas for the potential improvement in the skills
of agency representatives involved in disaster management; and
evaluating equipment, techniques and processes in general.
The DDMG will conduct an exercise annually, to include functional committees. Exercises will
be conducted after post-disaster assessments from disaster events to embed lessons learned.
On an annual basis functional committees will exercise their respective sub-plans,
independent of the aforementioned disaster district exercise.
Planning the exercise
In planning an exercise, the DDMG will consider the following:
What is the need for exercising?
What is the aim of the exercise?
What are the objectives to be achieved as a result of the exercise?
What style of exercise is most appropriate (discussion, functional or field)?
What resources will be required to develop, coordinate and evaluate the exercise?
Conducting the exercise
The DDMG will consider exercising:
processes within the DDMG (e.g. activation, communications, decision making);
disaster management activities (e.g. coordination centre management, resupply,
evacuation, transition to recovery);
interactions between the DDMG and LDMGs;
interactions between the DDMG and SDMG; and
preparation and response arrangements for specific hazards (e.g. pandemics, flood,
cyclone, animal or plant diseases).
Exercises will be conducted using the following styles:
Discussion exercises (desktop exercises) can be used by participants to think
through scenarios or plans, talk through issues and discuss possible solutions;
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Functional exercises are conducted in an operational environment with participants
performing their individual role and functions. They may be used to practice or
evaluate procedures or decision making, or assess interaction of groups, for
example coordination centres with field units; or
Field exercises involve the scalable mobilisation of personnel and/or resources to a
simulated incident. They are the most labour and planning intensive, however allow
participants to be tested under a degree of realistic operational stress in a
controlled environment.
Evaluation of the Exercise
Exercises will be evaluated in accordance with s9.9.3 of the Queensland District Disaster
Management Guidelines.
In order to assess if the exercise achieved its original aim both hot debriefs (on the day of the
exercise) and full debriefs (several days later) will be conducted with exercise participants.
The purpose of the debriefs are to:
identify whether and to what extent the exercise objectives were met;
evaluate the conduct of the exercise generally; and
capture issues and areas for improvement as well as processes and plans that are to
be retained.
When feedback is being received and collated on the exercise, it will consider issues and
action items in two separate categories:
1.
Exercise design and conduct – issues and feedback relating to the exercise format,
design and conduct. This feedback will help inform the design and conduct of future
exercises.
2. Achievement of exercise objectives – the exercise evaluation process should examine
to what extent the exercise objectives were achieved.
Any gaps or issues that are identified during this process will be tabled as findings. From the
findings, appropriate treatment options will be developed to address identified gaps and
issues. The exercise findings and treatment options will then be captured in post-exercise
report to be compiled by the exercise director or members of the exercise planning team.
The Post Exercise report will be tabled at the next DDMG meeting after completion for
adoption by the group and treatment options may be noted in the Annual Report, and
included in the Annual DDMG Operational Plan for implementation.
A copy of the adopted Post Exercise Report will be distributed to each participating agency
representative.
Post-Disaster Assessment
The review of operational activities undertaken during a disaster activation is a key
component in ensuring capability development and the continuous improvement of disaster
management arrangements.
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Post-disaster reviews are conducted to:
assess disaster operations undertaken for a given disaster including actions,
decisions or processes;
document those processes that worked well and identify a course of action to
ensure that they are captured and updated in relevant doctrine for use in the next
operation; and
assess capability and consider where additional training and/or exercises may
enhance capacity.
The review of operations is conducted through two forms of debrief:
Hot debrief - debrief undertaken immediately after operations are complete, giving
participants the opportunity to share learning points while the experience is still very fresh in
their minds. Multiple hot-debriefs during protracted operations may be conducted to identify
significant issues and provide prompt solutions for immediate implementation.
Post-event debrief - held days or weeks after an operation, when participants have had an
opportunity to take a considered view of the effectiveness of the operation.
The full debrief will be conducted between one and three weeks after the event depending on
availability of participants. Facilitation of the debrief will be at the discretion of the
Chairperson of the District Disaster Management Group and whether this is conducted by a
member of the group or a person independent of the group or the activation may depend on
the size of the event or the disaster response required.
Post-event analysis report
A post event analysis may be conducted as a cooperative panel approach between QFES and
QPS. This process is designed to look for district and state level issues that can be maintained
and improved across the QDMA, its member agencies and the conduct of business between
the SDMG, DDMG and LDMG.
Findings and recommendations from the debrief will be outlined in a Post Disaster
Assessment Report in accordance with the District Disaster Management Guidelines and will
be completed by the XO in partnership with QFES to provide an overview of the conduct of
the disaster response, systems and performance with a view to:
identifying strengths in the plan, conduct and performance;
identifying what can be improved and why;
identifying how it can be improved and strategies to make those improvements.
The report will outline recommendations relevant to:
QDMA or state level issues for referral and consideration by the SDMG / SDCG;
Issues for resolution by the DDMG;
o
Prevention
o
Preparedness / Planning
o
Response
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o
Recovery
Advice for improvements to local disaster management arrangements.
The Post Event Analysis Report will be tabled at the next DDMG meeting after completion for
adoption by the group and treatment options may be noted in the Annual Report, and
included in the Annual DDMG Operational Plan for implementation.
A copy of the adopted Post Event Analysis Report will be distributed to each participating
agency representative, LDMG’s and the Executive Officer of the SDMG.
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Response Strategy
Warning Notification and Dissemination
DDMG members will receive warning products via a number of means.
The DDC will receive notification directly from the State Disaster Coordination Centre (SDCC)
and internally through Queensland Police Service Communication Centres. The DDC will
ensure the dissemination of warnings to vulnerable LDMGs within the district.
DDMG member agencies will be notified by a variety of channels, including, but not limited to,
email, phone (mobile and landline) and / or SMS and may also receive notification from
internal agency central offices. The means of notification will be relevant to the nature of the
event warranting the warning or notification and will be at the discretion of the person /
agency issuing the warning.
Upon receipt of information that communities located within the Sunshine Coast Disaster
District are or may be threatened by a particular hazard, the Disaster District Coordinator
(DDC) shall ensure that the LDMG’s receive appropriate warnings in respect to those threats.
The use of Standard Emergency Warning Signal (SEWS) may be considered outside of the
aforementioned eligible events, in which case the DDC will liaise with the Assistant
Commissioner, Central Police Region, and advise the Executive Officer of the SDMG
accordingly.
Warnings will be communicated to the vulnerable community by their respective LDMG’s in
accordance with the relevant provisions of the respective Local Disaster Management Plan.
Departments or organisations with specific responsibility for issuing warnings or the
management of specific threats, for example, the Bureau of Meteorology for meteorological
related information and Department of Agriculture Fisheries and Forestry for Emergency
Diseases in Animals, shall issue warnings in accordance with their standard operating
procedures.
Where events require a higher level of warning, including directed evacuations in respect to
storm tide events, such warnings shall be issued in accordance with the provisions of the
Tropical Cyclone Storm Tide Warning-response System handbook.
The SEWS, approved by agreement between all states and territories in 1999 shall be utilised
in respect to warning issues for events involving the following:
Wind gusts >125 kilometres per hour (equivalent to category 2 and above cyclones);
Storm tide >0.5 metre above Highest Astronomical Tide;
Large hail > 4 centimetre in diameter;
Tornado(s);
Major floods, flash floods and/or dam break;
Intense Rainfall leading to Flash Floods and/or landslides (1-6 hour rainfall total > 50
year Average Recurrence Interval);
Geo-hazards including effects of earthquakes and or tsunami waves > 1 metre (tide
dependent);
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Major urban and rural fires;
Major pollution, hazardous material or bio-hazard emergency;
Civil defence emergency (as defined in Article 61 of Protocol 1 of the 1977 Protocols
Additional to the Geneva Conventions of 1949);
Other major emergency situations.
The use of SEWS may be considered outside of the aforementioned eligible events, in which
case the DDC will liaise with the Assistant Commissioner, Central Police Region, and advise
the Executive Officer of the SDMG accordingly.
A number of agencies will also receive warnings directly from the Bureau of Meteorology.
Details regarding responsibility for notification processes within DDMG member agencies are
detailed in respective agency plans. Agency plans will include detailed contact registers to
achieve dissemination of warnings.
In summary, the responsibilities of DDMG member agencies for notification in Local
Government areas is shown in the following table.
Table 4:
DDMG member notification responsibilities
Responsible Agency
Group/Agency Notified
Queensland Police Service
Queensland Fire and Emergency Services
(Disaster Management)
Sunshine Coast and Noosa Council
Australian Red Cross
Department of Education and training
Department of Environment
and Heritage Protection (DEHP)
Department of Public Works
Energex
Queensland Ambulance Service
Queensland Fire and Emergency Services
(Fire)
Queensland Health
Council staff and depots Relevant LDMG
members Suppliers where relevant
Red Cross Staff and Volunteers
Department of Communities
Department of Transport and Main Roads
Queensland Police Service Stations and
Establishments
All relevant DDMG member agencies
State Emergency Service Units/Groups
Suppliers where relevant
Sunshine Coast District Disaster Management Plan 2014
Dept of Communities staff and relevant
Community Recovery Committee (CRC)
members
Queensland public schools and education
facilities
DEHP offices
Environmental Protection Offices
Appropriate DPW staff
Suppliers where relevant
TMR staff (road and maritime), Regional and
Head Office. Regional Transport System
contacts as detailed in our Continuity
Network Response Plan (CNRP) including rail
and aviation
Electrical energy supply services and service
teams
Queensland Ambulance Service stations and
establishments
Queensland Fire and Rescue Service stations
and establishments and auxiliary staff
Hospitals and government medical facilities
Public Health Unit staff
62
Responsible Agency
Department of National Parks,
Recreation, Sport and Racing
Telstra
Group/Agency Notified
National Parks and Wildlife Offices
Telstra Infrastructure Service teams and
providers
The process for the notification and dissemination of warning products is not a function
dependant on the activation of the DDMG, rather should be an automatic responsibility of
DDMG Executives and members regardless of the status of activation of the DDMG.
Activation
The DDC is responsible for activating the DDMG. This would generally occur following
consultation with one or more of:
the Chair of the SDMG;
the Chair of a LDMG; and/or
a member of the DDMG.
The four levels of activation are:
Alert
Lean Forward
Stand-up
Stand-down
Table 5:
DDMG member notification responsibilities
Level of Activation Definition
Alert
A heightened level of vigilance and preparedness due to the possibility of an
event in the area of responsibility. Some action may be required and the situation
should be monitored by staff capable of assessing and preparing for the potential
threat.
Lean forward
An operational state prior to ‘stand up’ characterised by a heightened level of
situational awareness of a disaster event (either current or impending) and a
state of operational readiness. Disaster coordination centres are on stand by;
prepared but not activated.
Stand up
The operational state following ‘Lean Forward” whereby resources are mobilised,
personnel are activated and operational activities commenced. Disaster
coordination centres are activated.
Stand down
Transition from responding to an event back to normal core business and/or
recovery operations. There is no longer a requirement to respond to the event
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and the threat is no longer present.
The District levels of activation are outlined at Annexure H.
District Disaster Coordination Centre
The Primary District Disaster Coordination Centre (DDCC) is located at:
North Coast Police Communications Centre
First Floor
21 Carnaby Street
Maroochydore
Contact details are contained in the DDCC sub-plan (Annexure I).
Entry to the DDCC (by authorised personnel only) is available via the front entry to the
building and using the lift to the first floor. After hours entry is gained by pressing the
intercom button on the right of the door and gaining entry by one of the Police
Communication Centre Staff. The venue is equipped with photocopier, facsimile machine,
telephones and welfare facilities. There is a cache of QPS computers for QPS personnel to use
and members of other agencies will be required to bring their own computers and mobile
phones to use if available. The building has backup generator as an alternate power supply in
the event that main electricity supply is disrupted.
A Disaster Coordination Centre Sub-plan forms an appendix to this plan and details all
administrative, financial and operational functions associated with the management of the
Sunshine Coast DDCC (Annexure I)
The Secondary District Disaster Coordination Centre (DDCC) is located at:
Mezzanine Floor
Sunshine Coast Council Office (Nambour)
Cnr Curry and Bury Streets
Nambour
Alternate DDCC locations may be located at:
Sunshine Coast Police District Office, 61 The Esplanade, Cotton Tree;
Noosa Council Office (Tewantin);
Sunshine Coast Council Office (Caloundra), Omrah Ave, Caloundra; or
Any other suitable location as determined by the DDC
The exact location of the Coordination centre will be determined by the DDC in consultation
with the Local Disaster Coordinators and appropriate members of the DDMG. DDCC staff and
DDMG members will be advised of the location when the DDMG moves to Lean Forward
status.
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Concept of Operations for Response
Operational Reporting
Notification
Immediately upon being placed on Alert, Lean Forward, Stand-up and any change of status
until stood down:
The Local Disaster Coordinator shall advise:
o
The DDC;
o
The XO of the Sunshine Coast District Group;
o
The neighbouring LDC (ie, Noosa or Sunshine Coast);
o
Members of the LDMG; and
o
Any other person as contained in their respective LDMP.
The District Disaster Coordinator shall advise:
o
The Executive Office of the SDMG;
o
The LDCs of each LDMG in the Disaster District;
o
DDC’s of neighbouring Districts (Redcliffe, Ipswich and Gympie);
o
The DDMG members and advisors; and
o
Any other person as contained in the DDCC Sub-plan (Annexure I).
Situation Reports
Once placed on Alert or Lean Forward, the Local Disaster Management Group and any
activated functional committees will provide situation reports (SITREP’s) on the event and
disaster management operations in the approved form to the DDC within the timeframes as
required by the DDC.
Once placed on Alert or Lean Forward, the District Disaster Management Group will provide
SITREP’s on the event and disaster management operations in the approved form to the SDCC
within the timeframes as required by the SDC or Chair of the SDMG. The DDMG will also
provide copies of the SITREP’s to all members of the DDMG.
Financial Management
Members of the DDMG who are coordinating purchases for their agency / department for
disaster response are to comply with their respective agency / department’s purchasing
policies.
No purchases are to be made on behalf of the DDMG without consultation with and approval
of the DDC, Deputy Chair or the Executive Officer of the Sunshine Coast DDMG.
Wherever possible, purchases should be made in accordance with any Standing Offer
Arrangements (SOA) in place for the supply of goods or services. In the absence of any SOA,
purchases are to be made with the most appropriate supplier in the circumstances.
Consideration should also be given to the use of donated / offered goods and services.
All requests for financial approval through the DDCC, are to be in written form and
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determination of that funding request will be in written form. All requests are to be recorded
on the DDCC Master Activity Log.
Receipts / Invoices are to be obtained and kept for all purchases conducted by the DDCC and
are to be handed to the finance officer (Admin / Logistics Cell) for recording and filing to
enable submissions for cost recovery under the QRA or NDRRA funding arrangements to the
Queensland Reconstruction Authority. These arrangements will be facilitated through the
Finance Manager, Central Police Region.
Each support agency is responsible for providing their own financial services and support to its
response operations relevant to their agency. Each DDMG member should contact their
respective agency Finance Officer to predetermine financial arrangements applicable to their
agency during a disaster operation. When an event occurs, each participating agency should
immediately begin accounting for personnel and equipment costs relating to disaster
operations. Each agency is responsible for submitting their own cost recovery to the
Queensland Reconstruction Authority (QRA).
Media Management
The community will be kept informed of the activities of the District Disaster Management
Group in terms of the disaster management operations in support of the Sunshine Coast and
Noosa LDMGs and LDCCs.
Information provided to the community will reflect the role of the State. Wherever possible,
media interviews are to be conducted in conjunction with the Mayor or Local Government
Representative and the Local Disaster Coordinator. It is the role of these people to comment
on matters relating to the Local Government response.
Formal comments/interviews with the media in respect to district disaster operations on
behalf of the disaster district shall only be made by the DDC, Deputy DDC or XO (in that order
of availability) in consultation with, and assistance from, other DDMG members as necessary.
No other member of the DDMG will conduct interviews with the media during disaster
response except with the express permission of the DDC. This includes interviews regarding
their individual agency / department’s activities. This is to ensure a coordinated message to
the media. The DDC may consult or request assistance from other DDMG members with
comments or interviews as necessary. Comments from the DDMG representative will relate to
disaster operations in support of the LDMG and not tactical aspects of the local operations.
Upon activation of the DDCC, a person will be appointed in the role as media liaison. This
person will have the necessary training and experience to perform this role and will be
conversant with any QPS and DDCC policies regarding media comment / management. QPS
media representatives may be available to assist in the role as media liaison and will be
requested by the DDC or XO as required.
The District Disaster Coordination Centre Sub-plan (Annexure I) contains information relating
to areas identified for media briefings The appointed media liaison officer will organise media
representatives who attend the briefing area. The DDMG has a representative from the
Australian Broadcasting Commission (ABC) local radio to be an advisor to the group in this
regard. Contact details for this person are included in district contacts lists.
Accessing Support and Allocation of Resources
The District Disaster Management Group as an entity does not possess any resource reserves.
All resources within the disaster district are owned and managed by the Sunshine Coast
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Council, Noosa Council, government departments, corporate entities or private business
operators. Resource lists are included in each Local Disaster Management Plan all of which
form appendices to this district plan. A copy of these plans are also available on the
respective council websites or from the respective council offices.
Where resources or services are not available within the jurisdiction of the LDMG, the LDMG
may request assistance from the DDMG to provide such resources. Requests for Assistance
(RFA’s) must be in writing and may be received by:
Email;
Fax; or
WebEOC (DIEMS).
Upon receipt of an RFA, it will be prioritised accordingly by the DDC, Deputy Chair, Executive
Officer in consideration of other RFA’s received and allocation to the appropriate member
agency or agencies for action. All reasonable attempts will be made by the DDMG members to
locate the required resource or service from within that member’s area of authority.
Resources acquired and allocated to the LDMG may be recalled or reallocated by the DDC as
necessary.
In the event that the required resource or service is not available within the district, the DDC
shall forward a request, in the approved form, to the SDMG. For 2014, Requests for assistance
forwarded to the State will be allocated to the SDCC within WebEOC (DIEMS).
In acquiring resources, the DDMG and its members will comply with all financial policies of this
plan and their respective department / agency. This includes appropriate approvals for the
incurrence of financial expenses.
The DDC or the Executive Officer of the DDMG shall ensure that accurate records are
maintained in respect to requests for assistance, resource acquisition and allocation and
financial expenditures.
Requests for Australian Defence Force assistance under the Defence Aid to the Civil
Community (DACC) arrangements shall be made in the first instance to the ADF representative
on the DDMG.
As well as requesting Joint Operations Support Staff (JOSS) and requests for ongoing ADF
assistance, particularly where aircraft usage or cost recovery may be required, under
categories other than Category 1 DACC, requests shall be forwarded to the Executive Officer
of the SDMG at the same time.
Disaster Declaration
The Statutory Machinery for declarations relative to disaster management and the
management of emergent situations are contained in the following Acts:
‘Disaster Situation’
Disaster Management Act 2003 (the Act)
Section 64: ‘Declaration’
‘Emergency Situation’
Public Safety Preservation Act 1986
Section 5: ‘Declaration of emergency situation’
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‘CBR Emergency’
Public Safety Preservation Act 1986
Section 12: ‘CBR emergency may be declared’
Under s64 of the Act the DDC may, with the approval of the Minister, declare a ‘disaster
situation’ for the district, or part of it, if satisfied:
(a) A disaster has happened, is happening or is likely to happen, in the disaster district;
and
(b) It is necessary for the district disaster coordinator … to exercise declared
disaster powers to prevent or minimise any of the following:
(i)
(ii)
(iii)
(iv)
Loss of human life;
Illness or injury to humans;
Property loss or damage;
Damage to the environment
S. 64 of the Act further prescribes that before declaring a disaster situation, the DDC must
take reasonable steps to consult with the DDMG and the local governments within the area to
be included in the declaration.
S. 65 ‘Form and notice of declaration’ of the Act prescribes that the declaration of a ‘disaster
situation’ must be in the approved form. Copies of all disaster management forms can be
obtained from Emergency Management Queensland’s Disaster Management Portal.
A declaration of a disaster situation under s. 64 can be made orally if the DDC is satisfied it is
necessary to exercise declared disaster powers before an approved form can be obtained and
completed. If an oral declaration is made, the declaration must be recorded in the approved
form as soon as is reasonable practicable after the oral declaration is made.
Upon the declaration being made, members of the SDMG, DDMG and LDMG/s are to be
notified as to the activation of the Disaster Declaration. This notification is to include the area
under the declaration, commencement and duration of the declaration as well as any special
approved powers or declared disaster officers.
Persons required to exercise declared disaster powers under the Act are to be notified as to
the activation of the Disaster Declaration as a matter of priority. Officers exercising those
powers are to ensure they are conversant with the appropriate legislation.
A copy of the Disaster Declaration form is to be retained by the Executive Officer, Sunshine
Coast DDMG.
Forms for use in the declaration of a disaster situation are available on the QPS Forms Select –
Form DM02 Declaration of a Disaster Situation – District Level or alternatively on the QFES
Community Safety Portal.
Resupply
Resupply to isolated communities is to be undertaken in accordance with the Queensland
Resupply Guidelines (QRG). QFES (Disaster Management) are the lead agency for coordinating
resupply by:
assisting local groups to coordinate resupply requests;
endorsing re-supply requests at the district/regional level;
providing approval, through the Assistant Director General, EMQ, for resupply
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requests at State level;
providing approval, through the regional Director, EMQ, for resupply requests at the
Regional level;
coordinating transport arrangements for approved resupply requests(at the level
where the appropriate resources are available); and
supporting local groups to coordinate the receipt and delivery of resupply at the
local level
Individual & Community Preparation
In ensuring sufficient preparation is undertaken by communities subject to potential isolation,
LDMG’s should seek to develop community resilience by promoting residents:
a.
Stock up on sufficient foods, medicines and other foods they would need to
sustain themselves for the expected period of isolation;
b.
Check with their local Australia Post manager/contractor to ascertain
arrangements for the delivery/collection of mail during isolation periods; arranging
suitable access to tuition for school children and maintaining contact with neighbours
and friends;
c.
Relocate stock from threatened areas and preparing fodder stockpiles to last
them through the expected period of isolation;
d.
Make arrangements to extend lines of credit with local suppliers, or establishing
lines of credit with other supply centres if local arrangements cannot be made, so that
they can obtain sufficient goods to last them through the expected period of isolation;
e.
Provide as much protection as possible for the stockpiled goods to prevent
them either being damaged and rendered unusable by the impact of the hazard, or
spoiling because of the length of storage time; and
f.
Have sufficient fuel stocks for generators, machinery, vehicles and aircraft.
Communities / individuals should also ensure that their Local Government is provided with
accurate details of the location of their property and / or landing strip / helipad using Global
Positioning System (GPS) latitude and longitude data to assist possible resupply operations.
Communities / individuals should also include any potential hazards near likely landing areas,
including power and phone lines, or tall objects.
The supply of essential goods to individuals will fit within three distinctly different categories:
Isolated Community resupply: This type of resupply operation is used when the persons
residing in that community have ready access to retail outlets however the retail outlet is
unable to maintain the level of essential goods required due to normal transport routes being
inoperable as a result of a natural event or events.
Isolated Rural Properties Resupply: For the purposes of these guidelines isolated rural
properties are groups of individuals that are isolated from retail facilities due to normal
transport routes being inoperable as a result of a natural event or events. This may include
primary producers, outstations or small communities that have no retail facilities.
Resupply of Stranded Persons: This type of resupply operation is undertaken to provide
essential goods to individuals that are isolated from retail facilities and are not at their normal
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place of residence. This normally pertains to stranded travellers and campers.
It is recommended that LDMG’s seek quotations annually prior to the commencement of the
wet season from operators where the use of air assets, including rotary aircraft, is considered
to be likely in their local government area. Quotations are to be forwarded to the DDC for
consideration and to expedite approval at the time of need.
The DDCC and LDCC’s will maintain a log of all re-supply activities undertaken to assist with
reconciliation.
LDMG Education and Preparation
Local Government are responsible for conducting community awareness programs to build
resilient communities and individuals to minimise the need for the DDMG to conduct resupply
operations in response to resupply requests. These community education programs may be
general and in preparation for general times of disaster risk and also in response and
preparation for a more specific threat or event and prior to the expected time of impact of the
event. These could include:
a) Ensuring officers in the relevant sections of Local Government are aware of the
contents of this document and are able to answer questions from their communities
with respect to it;
b) Using appropriate community information networks to ensure their communities
know of the existence and contents of this document, in sufficient time to prepare for
the possible event. Some of these means may be:
i. Including information about the existence of this policy with rates notices;
ii. Placing notices in local newspapers and in community information programs
of local radio and television stations informing communities about this policy;
and
iii. Sponsoring meetings of ‘at risk’ communities to explain how the system will
be implemented if necessary.
c) Encouraging retailers to make arrangements with their wholesale suppliers to extend
credit if necessary and are ready (when such operations are conducted) to collect their
supplies when they are delivered to the landing point; and
d) Inviting their local Australia Post manager/contractor to the committee responsible for
developing and implementing their plans for resupply operations in their area.
A reference to this policy and procedures is to be included in all Local Government Disaster
Management Plans where a possibility of isolation exists.
Principles for Operational Procedures for Resupply
The following general principles will apply to the conduct of resupply operations:
a) Resupply operations will normally be conducted using either fixed wing or rotary wing
aircraft. There may be occasions, however, when it is both safe and feasible to use
watercraft to transport supplies to communities;
b) Whenever possible, the normal retail/wholesale resupply system to retailers will
continue to be used, with supplies being delivered via bulk orders from the normal
wholesale outlets to the communities’ retail outlets;
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c) Wherever practicable, only one resupply operation will be undertaken for each
affected area. Bulk orders, therefore, should be sufficient to last affected
communities until normal road/rail services can be restored;
d) Retailers will be responsible for placing their orders with their normal wholesale
suppliers;
e) Wholesalers are to be responsible for delivering orders to the nominated dispatch
point;
f) Orders are to be:
i. Properly prepared for transport by the nominated means;
ii. Clearly marked with volume, mass and details of recipient to ensure correct
delivery; and
iii. Fully comply with regulations covering the transportation of Dangerous
Goods.
g) Transport costs incurred during State approved resupply operations must conform to
the Queensland Fire and Emergency Service’s Financial Practices Manual, which
requires that three written competitive quotes be obtained where practicable. When
resupply operations are conducted at a Local or District level, without State approval
the procurement should be in accordance with the relevant Local or District
arrangements.
Essential Supply Guidelines
Those items currently regarded as ‘essential supplies’ are defined in the Resupply Guidelines.
The list provides a guide to the types of items that will be provided to an isolated community.
No variations to these guidelines will be made without the approval of the XO SDMG.
Frozen or Chilled Goods
Resupply operations conducted under the terms of this policy may not have access to aircraft
or watercraft equipped with suitable units to carry refrigerated or frozen goods. It is
recommended where possible, that alternative products are considered (e.g. UHT or
powdered milk instead of fresh milk).
However, if the DDC deems frozen and/or chilled goods to be ‘essential’ or alternative
products are unavailable or unsuitable then the DDC may approve a resupply request
containing chilled/frozen goods. In these cases arrangements should be made by the supplier
to keep the goods at the appropriate temperature from the time they are delivered to the
dispatch point until the time they are delivered to the receiving point. Where possible,
insulated containers and freezer packs should be used. Accurate coordination is required to
ensure foodstuffs reach their destination without spoiling, as small boats or light aircraft may
not have suitable refrigeration. It is critical that goods are delivered to the departure point and
collected at the destination point in a timely manner to ensure the minimum period without
refrigeration.
Transportation of frozen/chilled goods will be undertaken on the basis that there is a risk of
deterioration due to delays in projected delivery times. It is the responsibility of recipients of
frozen or chilled goods to take extra care to check their suitability for consumption.
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Transporting / back-loading of goods from an isolated community
In special cases, consideration will be given to transporting/back loading personnel or stores
from the isolated community via aircraft/watercraft used in resupply operations. The
community needs to demonstrate that they will be isolated for an extended period of time
and the transportation would be beneficial. No back loading is to be undertaken without the
approval of the XO SDMG. If the XO SDMG approves the back loading, the SDCC will advise the
DDC of administrative arrangements.
Local Disaster Management Group Responsibilities
There will be occasions when, despite all efforts by the communities concerned, they will
either exhaust their supplies because the period of their isolation is longer than expected or
they have been unable to prepare for their isolation because of the speed of onset of the
event.
LDMG’s are to certify to the DDC that a resupply operation is necessary to maintain the
physical and/or psychological welfare of the inhabitants of the affected communities.
Where resupply operations for isolated properties/homesteads are being contemplated,
LDMG’s are to canvass all properties in the area prior to submitting a request for assistance to
the DDC to ensure the most effective and efficient use is made of transport resources.
LDMG’s will be the focal point for processing any request for resupply by any community in
their area of responsibility. No request for resupply is to be submitted to the DDC until it has
been examined and checked.
LDMG’s will also be responsible for:
a) Coordinating the activities of the retailers, fuel suppliers and hospitals in preparation
and placing bulk orders, and ensuring their compliance with guidelines issued with
respect to those goods which will be considered essential to the needs of the isolated
communities;
b) Collecting copies of retailers’ orders for use in checking supplies delivered to ensure
no unauthorised variations are made by retailers with wholesalers after providing
copies of their orders to the LDMG;
c) Collating all orders, including those of property owners, to provide details of volume
and mass of the consolidated orders, so that calculations with respect to the number
and type of aircraft / watercraft required to uplift the supplies can be provided to the
appropriate DCC;
NOTE:
As the volume and mass details provided to the DDC are used to obtain
quotes for carriage of the orders, any increases to volume and/or
weights or orders when they are delivered to the dispatch point and
measured by the selected company prior to loading may force a recalling
of quotes. This could cause delays in the delivery of the supplies or
result in supplies being left behind.
d) Ensuring retailers arrange for the collection of their supplies from the landing point
and their subsequent distribution to consumers;
e) Checking the manifests of supplies delivered against the copies of the retailers’ orders
Sunshine Coast District Disaster Management Plan 2014
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provided to them;
f) Ensuring suitable arrangements are made for the delivery of supplies to isolated
properties; and
g) Certifying to the appropriate DDC that all supplies have been delivered at delivery
manifests are correct.
NOTE:
LDMG’s are advised to consider the appointment of an independent
Liaison Officer for the collation of local orders. This appointment may
prevent claims of bias against elected officials. Where possible, the
appointed officer should not be involved in food retail outlets, fuel
suppliers or local hospitals.
Where the DDC organises a resupply operation from within District resources the DDC should
ensure that suitable measures have been activated under SDRA or NDRRA to ensure cost
recovery. Should such measures not be activated, the DDC should seek State approval to
ensure financial cover is available.
Local Resupply Operation
If an LDMG organises a local operation (no request for state level resupply) then they are
responsible for payment, however this may be claimable under SDRA or NDRRA providing the
Counter Disaster Operations (CDO) relief measure has been activated by the relevant Minister.
The LDMG should ensure that provision is made for the carriage of mail when applicable.
District Disaster Coordinator Responsibility
The DDC is responsible for ensuring that any request for resupply from any LDMG in the
disaster district is processed through the DDCC. No requests from LDMG’s for resupply
operations are to be referred to the State Disaster Coordination Centre (SDCC) until they have
been checked and endorsed by the DDC.
The DDC is to examine each request received from a LDMG for a resupply operation and, if it is
considered an operation is warranted, refer a copy of the request to the Executive Officer,
State Disaster Management Group (XO SDMG) accompanied by pertinent recommendations.
DDC’s should be aware they are requesting operations that may be unbudgeted for and not
claimable under NDRRA. They are accountable for their decision in committing State
Government funds and should not support the resupply if it does not meet the requirements
of this policy. Such requests should be clearly identified to the XO, SDMG.
The DDC will also be responsible for:
a) Wherever practicable, satisfying requests for resupply operations to isolated
communities by using resources available to them, in accordance with instructions
issued by the XO SDMG. Details of three local competitive quotes for the
transportation of the resupply goods should be forwarded to the SDCC;
b) Where it has been determined that the SDCC will be making arrangements for
satisfying requests for resupply operations, collating all requests from LDMG’s and
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passing them to the SDCC in accordance with directions from the SDCC;
c) Checking LDMG requests for resupply to ensure they comply with the guidelines
before processing them any further. Where any apparent discrepancies arise, that
cannot be resolved with the LDMG are to be referred to the XO SDMG for resolution;
d) Monitoring resupply operations in the disaster district to ensure the most efficient use
of resources;
e) Where variations to the ‘essential supplies’ guidelines are being sought by a LDMG,
examin those requests and make recommendations on them to the XO SDMG; and
f) Liaise with major mail centre to ensure delivery of essential mail.
NOTE:
If suitable resources are available to the DDC within a Disaster District,
the XO SDMG may authorise the DDC to contract those resources for the
task(s) – in these cases, the SDCC will raise a purchase order and be
responsible for payment of the resource. A report on the progress of
each operation is to be included in the DDC’s daily Situation Report
(SITREP) to the SDCC.
District Resupply Operation
Where the DDC organises a resupply operation from within District resources, the DDC should
ensure that suitable measures have been activated under SDRA or NDRRA to ensure cost
recovery. Should such measures NOT be activated, then the DDC should seek State approval
under this policy to ensure financial cover is available.
For further information please refer to the Queensland Resupply Guidelines.
Functional Plans
The State Disaster Management Plan 2012 (State Plan) outlines that functional plans address the
functions of disaster management where government departments and agencies have a
functional lead agency role. The plans and procedures are developed by the functional lead
agency.
The following table outlines the functional lead agency for each of the functions of disaster
management. Reference should be made to the State Plan for a description of each function.
Table 5:
Function and Functional Lead Agency for Response
Function
Building and
Engineering Services
Functional Lead Agency
Department of Housing and Public Works
Communications
Services
Electricity, Fuel, Gas
reticulated water
supply and water dam
Department of Energy and Water Supply
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Function
safety
Functional Lead Agency
Supply
Emergency Supply
Queensland Fire and Emergency Services
Health Services
Queensland Health
Public Information
Department of Premier and Cabinet
Search and Rescue
Queensland Police Service
Transport Systems
Department of Transport and Main Roads
Warnings
Queensland Fire and Emergency Services
The District Disaster Management Group and functional committees have a responsibility to
develop functional plans to support the Disaster Management Plan. Functional plans detail
arrangements relating to supporting activities undertaken by functional lead agencies of the
DDMG.
Functional plans are held separate to the disaster management plan. A list of functional plans
are contained in the Appendices of this plan. (List to be maintained by the Executive Officer,
Sunshine Coast DDMG.)
Hazard Specific Arrangements
Whilst Queensland has adopted an all hazards approach to the development of disaster
management arrangements, it is important to acknowledge that some hazards have
characteristics that may require a hazard specific approach.
These plans address specific hazards where government departments and agencies have a
primary management responsibility. The primary agency has responsibility to ensure that an
affective hazard specific plan is prepared.
Primary agencies also have a role in ensuring District Hazard specific plans link to State hazard
specific plans and arrangements and that appropriate communication and relationships with
counterparts at the state level are maintained.
Hazard specific plans developed by the relevant hazard specific primary agency are considered
as supporting references to the DDMP. These hazard specific plans and their location are
contained in the Appendices of this plan. (List to be maintained by the Executive Officer,
Sunshine Coast DDMG.)
Table 6:
State and National Hazard specific plans relevant to hazard and primary agency.
Specific Hazard
Primary Agency
State and National Plans
Animal and plant disease
Department of Agriculture, Fisheries
and Forestry
Queensland Veterinary Emergency Plan
Australian Veterinary Emergency Plan
Biological (human related)
Queensland Health
State of Queensland Multi-agency
Response to Chemical, Biological,
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Specific Hazard
Primary Agency
State and National Plans
Radiological Incidents
Bushfire
Queensland Fire and Rescue Service
Wildfire Mitigation and Readiness Plans
(Regional)
Chemical
Queensland Fire and Rescue Service
State of Queensland Multi-agency
Response to Chemical, Biological,
Radiological Incidents
Influenza Pandemic
Queensland Health
Queensland Pandemic Influenza Plan
National Action Plan for Human Influenza
Pandemic
Ship-Sourced Pollution
Department of Transport and Main
Roads (Maritime Safety Queensland)
Queensland Coastal Contingency Action
Plan: and National Plan for Maritime
Environmental Emergencies (the National
Plan)
Radiological
Queensland Health
State of Queensland Multi-agency
Response to Chemical, Biological,
Radiological Incidents
Terrorism
Queensland Police Service
Queensland Counter-Terrorism Plan
National Counter-Terrorism Plan
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Recovery Strategy
This recovery strategy provides a framework for the coordination of recovery operations
within the district and is supported by the procedures outlined in the Queensland Recovery
Guidelines (2011) and the 2013-2014 Qld State Disaster Management Plan.
The Department of Communities, Child Safety and Disability Services (DCCSDS) has functional
lead for human social recovery and the member of the DDMG from DCCSDS chairs the
Sunshine Coast District Human Social Recovery Committee. The Committee is responsible for
development of the District Community Recovery Plan which entails the five functions of
recovery. This plan is an annexure to this DDMP.
Scope
This recovery strategy has been developed to:
Include all functions of recovery (human-social, infrastructure, economic and
environmental);
Define broad parameters for the effective coordination of recovery operations
within the district;
Identify constraints to the coordination of recovery operations within the district;
and
Identify for each recovery function, a broad scale of recovery that can be managed
at district level.
Functions of Recovery
Effective recovery requires an integrated, multi-disciplinary approach to needs analysis,
community engagement and planning. Coordinated effort by all agencies involved in recovery
is required. As recovery is a complex and potentially protracted process, to assist with the
overall and effective coordination, aspects of recovery are conceptually grouped into four
functions. The functions and the designated four functional lead agencies are:
1.
Economic Recovery – the Department of State Development, Infrastructure and
Planning is the functional lead agency for economic recovery as it relates to impacts
on business, industry and workers.
2. Environmental Recovery – the Department of Environment and Heritage Protection is
the functional lead agency for environmental recovery as it relates to parks,
waterways and wildlife.
3. Human-Social Recovery – the Department of Communities is the functional lead
agency for Community Recovery in disaster events which includes recovery as it
relates to the provision of personal support, psychological services, temporary
accommodation (not evacuation centres), financial assistance and repairs to
dwellings. Sport and Recreation Disaster and Flood Recovery Programs and grants for
sporting organisations assist sporting clubs to recover from disaster events.
Sunshine Coast District Disaster Management Plan 2014
77
4. Roads and Transport Recovery – the Department of Transport and Main Roads is
functional lead agency for roads and transport services.
5. Building Recovery – the Department of Housing and Public Works is the functional
lead agency for infrastructure recovery in a disaster event as it relates to government
structures, transport, essential services and communications. Assistance is provided
by those areas with responsibility for energy, water and sewerage.
The table below represents the Functional Lead agency for the functions of recovery.
Table 7:
Function and Functional Lead Agency for Recovery
This District Community Recovery Plan provides the strategic framework for community
recovery planning, outlining roles and responsibilities of government and non-government
partners for the coordinated delivery of community recovery services following a disaster.
Experience has demonstrated that effective recovery management following a disaster
depends on planned procedures, trained staff, identified resources and planned distribution
processes.
Recovery Functional Lead Agencies
Each designated functional lead agency has responsibility for the performance of a function of
recovery which has a direct correlation to their core business. Functional lead agencies will
Sunshine Coast District Disaster Management Plan 2014
78
require the assistance of supporting agencies to effectively perform their function of helping
communities recover from the effects of a disaster.
Functional lead agencies may determine that an effective mechanism for coordinating
supporting agencies for their designated function is to form a standing group or committee.
Further detail on functional lead agency roles and responsibilities and supporting agencies,
including Queensland Government, Australian Government, industry and NGOs, are outlined in
the Queensland Recovery Guidelines. All organisations need to understand their role in
recovery and must be prepared to ensure delivery of recovery services through the medium
and long term.
Activation
Community recovery commences as soon as possible after the disaster event and includes
activities and services needed to restore the emotional, social, economic and physical wellbeing of an affected community. The activities and services will vary across the six different
phases as described below:
Preparedness
Alert/Stand-By
Activation
Immediate to Short-Term Recovery
Medium to Long-Term Recovery
Stand-Down/De-Brief
Responsibility for activating and coordinating financial relief and recovery measures from a
Whole-of-Government perspective lies with the Minister for Police, Fire and Emergency
Services. Direct support for this role is provided by Queensland Fire and Emergency Services
(Disaster Management).
The district recovery strategy may be activated upon direction from the DDC. As disaster
response and immediate/short term recovery occurs concurrently, the activation of the
strategy will commence with immediate/short term recovery actions undertaken within the
response phase.
The level of district support required in the medium/long term recovery phase will be
dependant on the recovery structure advised by the SDMG for each specific event.
Immediate/short term recovery
The immediate/short term recovery phase occurs concurrently to response operations.
Immediate/short term recovery activities of the DDMG will typically include:
Support to LDMG’s to ensure the conduct of rapid damage and need assessment;
Support to LDMG’s to ensure the provision of immediate community services (e.g.
health services, food, clothing and shelter, financial relief);
Support to LDMG’s to ensure the restoration of critical utilities and services; and
Support to LDMG’s to ensure the provision of temporary housing.
Sunshine Coast District Disaster Management Plan 2014
79
The Immediate to Short-Term Recovery phase covers immediate community recovery service
provision to meet identified individual personal and community needs, and to restore services
to the level where Local Government and the normal responsible agencies can manage the
continuing recovery process.
During this phase, the local recovery committee will prepare an Event Specific Community
Recovery Implementation Plan which will include action plans for the four functions of
recovery. This will assist in determining requirements for short, medium and long term
recovery.
Transition Triggers
The DDMG will monitor the following as triggers to commence the process of transition from
immediate/short term to medium/long term recovery:
Emergency is contained;
No further hazard or secondary threats are likely in the near future;
Response organisations cease their activities;
Public safety measures are in place and work effectively;
Evacuation centres have closed; or
Initial rehabilitation has commenced.
The appointment of the Recovery Coordinator should take place at the latest during the
transition phase and preferably during the response/short term recovery phase of the event.
Medium/Long Term Recovery
The level of support required by the DDMG during the medium /long term recovery phase will
be dependant on the nature and scale of the disaster. The level of involvement of the DDMG
may range from supplementation of a Local Recovery Group to the establishment of a District
Recovery Committee.
District Recovery Committee
Where appropriate to the scale of the disaster the medium/long term recovery phase may
include the establishment of a District Recovery Committee with specific membership
appointed as appropriate to the type of event and functions of recovery. Where a District
Recovery Group is established, the recovery coordination is handed over to the Recovery
Coordinator who will be the DDC or a person appointed by the DDC.
The medium/long term District Recovery Committee will comprise any or all members of the
DDMG, and any additional invited members as required. Organisations that are not members
of the DDMG may be invited where required, for example: Chambers of Commerce, insurance
companies, major employment (industry) organisations in the area.
Sunshine Coast District Disaster Management Plan 2014
80
Parameters and Constraints
The Sunshine Coast District Disaster Community Recovery Plan (SCCR Plan) outlines in detail
the parameters and constraints for effective coordination of recovery operations within the
district. The SCCR Plan is attached as an appendix to this plan.
As part of the disaster recovery phase, the Chair of the Community Recovery Committee may
establish a Community Recovery Coordination Centre. The Coordination Centre is established
to coordinate:
Community recovery operations; planning; logistics and communications;
Administration within the region responding o the disaster;
Delivery of Outreach Services; and
Multi-agency situational awareness.
It is recognised that with large disasters multiple Disaster Districts neighbouring to the
Sunshine Coast District and within the region may be affected and could require simultaneous
recovery. This may place a strain on functional lead agencies and other member agencies and
organisations to provide staff from within district resources to sit on multiple Recovery
Groups or within multiple coordination centres. This may require deployment of staff from
outside the district and does not restrict the Chair of the District Community Recovery
Committee from forming one coordination centre to address the recovery of multiple districts
within the Government Region.
Operational and Action Plans
When convened for disaster recovery operations, the Sunshine Coast District Community
Recovery Committee will develop an Operational Plan to guide its activities. This will be
discussed and developed during the group’s first meeting and will be developed to
supplement the local government disaster recovery operational plan. A broad timeframe will
be included in this plan.
At the first meeting Action Plans for each recovery function will also be developed. This
Action Plan will list the tasks to be performed by the group, agencies/individuals responsible
for the tasks and will be developed to supplement the local government disaster recovery
action plan.
As Local Disaster Management Committee have a lead role in the disaster recovery process,
any District Community Recovery Committee’s operational or action plans will be developed
to supplement and support LDMG disaster recovery plan. The Community Recovery
Committee will operate closely with any LDMG to assist in the recovery process.
At each subsequent meeting of the committee, their Action Plan will be reviewed and updated
with new information. The revised plans should consider: emerging issues; additional actions
that may be required; roles and responsibilities; arrangements for ongoing coordination
across the functions; and progress against the original requirements.
Operational and Action Plans should also identify proposed transitional arrangements that
consider the requirements of affected individuals and communities. This should include
service delivery arrangements and emerging issues.
Plans should also be informed where possible by feedback received through ongoing
community engagement strategies.
Sunshine Coast District Disaster Management Plan 2014
81
Copies of amended action plans should then be submitted to the recovery group of the
appropriate level at their final meeting, where the Operational Plan is to be finalised. Copies of
plans should be included in relevant agency and committee event files.
Considerations for Recovery Operational and Action Plans
When developing Operational and Action Plans lead functional agencies and recovery
committees should consider the following:
Issues identified from information gathered by impact assessments;
Arrangements outlined in existing functional plans;
How to allocate actions and responsibilities across the four recovery functions to
inform the development of action plans;
Arrangements for overall coordination of recovery operations;
How to develop strategies for recovery with the affected community which detail
the vision, goals and project outcomes of the recovery strategy;
Identifying the main short, medium and long-term priorities;
Developing project timeframes, costs, funding priorities and funding strategies;
Advertising and disseminating public information about the Action Plans;
Determining appropriate community engagement and communication strategies;
Transitional and exit strategies; and
Strategies for conducting a debrief and evaluation of recovery operations
Sunshine Coast District Disaster Management Plan 2014
82
Annexure Index
Annexure A
Distribution List (Attached)
Annexure B
Terms of Reference (Separate)
Annexure C
Sunshine Coast District Localities Map (Attached)
Annexure D
Hazard Identification and Analysis Register (Attached)
Annexure E
Risk Register (Attached)
Annexure F
Risk Treatment Plan (Attached)
Annexure G
Health Services Sub-Plan (Separate)
Annexure H
District Levels of Activation and Response Arrangements
(Attached)
Annexure I
DDCC Operations Sub-Plan (Separate)
Annexure J
List of Appendices
Sunshine Coast District Disaster Management Plan 2014
83
Annexure A
DDMP Distribution List
Position
Members
Advisors
Deputy
Members and
Support staff
Organisation
Hard
Copy √
Sunshine Coast District Disaster
Management Group
Sunshine Coast District Disaster
Management Group
Electronic
Copy √
√
√
Sunshine Coast District Disaster
Management Group
√
District Disaster
Coordinator
Sunshine Coast District Disaster
Management Group
√
√
Deputy District Disaster
Coordinator
Sunshine Coast District Disaster
Management Group
Sunshine Coast District Disaster
Management Group
√
√
Executive
Officer
Local Disaster
Coordinator
Local Disaster
Coordinator
Chairperson
Chairperson
Chairperson
Chairperson
Sunshine Coast Local Disaster
Management
Group
Noosa Local Disaster Management
Group
Sunshine Coast Local Disaster
Management
Group
Noosa Local Disaster Management
Group
Gympie District Disaster
Management
Group
Redcliffe District Disaster
Management
Group
√
√
√
√
√
√
√
√
√
√
√
Chairperson
State Disaster Management Group
SDCC Watchdesk
Queensland Fire and Emergency
Services (Disaster Management)
√
Inspector
Queensland Police Service, Disaster
Management Unit
√
Assistant Commissioner
Central Police Region
√
Website
Queensland Police Service
√
Return to Annexure List
Sunshine Coast District Disaster Management Plan 2014
84
Annexure B
Terms of Reference
The Sunshine Coast DDMG Terms of Reference is attached to this DDMP as a separate
Document.
The original document is stored electronically and maintained by the XO, Sunshine
Coast DDMG.
Return to Annexure List
Sunshine Coast District Disaster Management Plan 2014
85
Annexure C
Sunshine Coast District Localities Map
Sunshine Coast Local Government Area
NOTE: Further details on next 3 pages.
Sunshine Coast District Disaster Management Plan 2014
86
Areas within the Sunshine Coast Regional Council include:
Alexandra
Headland
Coochin Creek
Hunchy
Moffat Beach
Point Arkwright
Aroona
Coolabine
Ilkley
Mons
Reesville
Bald Knob
Cooloolabin
Image Flat
Montville
Rosemount
Balmoral Ridge
Coolum Beach
Kenilworth
Mooloolaba
Shelly Beach
Battery Hill
Crohamhurst
Kiamba
Mooloolah
Valley
Sippy Downs
Beerburrum
Curramore
Kidaman Creek
Mount Coolum
Tanawha
Beerwah
Currimundi
Kiels Mountain
Mount Mellum
Towen
Mountain
Belli Park
Diamond Valley
Kings Beach
Mountain Creek
Twin Waters
Bells Creek
Dicky Beach
Kulangoor
Mudjimba
Valdora
Birtinya
Diddillibah
Kuluin
Nambour
Verrierdale
Bli Bli
Doonan
Kunda Park
Ninderry
Warana
Bokarina
Dulong
Kureelpa
North Arm
West Woombye
Booroobin
Eerwah Vale
Landers Shoot
North Maleny
Weyba Downs
Bridges
Elaman Creek
Landsborough
Obi Obi
Witta
Buddina
Eudlo
Little Mountain
Pacific Paradise
Woombye
Buderim
Eumundi
Maleny
Palmview
Wootha
Burnside
Flaxton
Mapleton
Palmwoods
Wurtulla
Caloundra
Forest Glen
Marcoola
Parklands
Yandina
Caloundra West
Gheerulla
Marcus Beach
Parrearra
Yandina Creek
Cambroon
Glass House
Mountains
Maroochy River
Peachester
Yaroomba
Chevallum
Glenview
Maroochydore
Pelican Waters
Coes Creek
Golden Beach
Meridan Plains
Peregian
Springs
Como
Highworth
Minyama
Perwillowen
Return to Annexure List
Sunshine Coast District Disaster Management Plan 2014
87
Noosa Local Government Area
Areas within the Noosa Shire Council include:
Black Mountain
Cooroy
Mountain
Lake
Macdonald
Pinbarren
Sunshine
Beach
Boreen Point
Cooran
Noosa Heads
Pomona
Tewantin
Castaways
Beach
Cooroibah
Noosa North
Shore
Ridgewood
Tinbeerwah
Conondale
Cootharaba
Noosaville
Ringtail Creek
Cooroy
Federal
Peregian Beach
Sunrise Beach
Return to Annexure List
Sunshine Coast District Disaster Management Plan 2014
88
Annexure D
Sunshine Coast District Hazard Identification and Analysis Register
The following Annexure outlines the hazards that have been identified as a risk to the Sunshine Coast District and have been
mapped across the months of the year in terms of their likelihood of occurring and impacting on the Sunshine Coast. The risks
were then assessed as to the consequence of the impact of the event on the Sunshine Coast across the months of the year and
then analysed in the same format.
The sections below provide the methodology and the regional hazard risk assessment.
Acknowledgement: The regional disaster risk management information contained in this plan was prepared by GHD Pty Ltd, working with
council’s disaster management team and the Local Group and funded with the assistance of a Natural Disaster Resilience Program grant.
Copies of this document are held by the Sunshine Coast and Noosa Councisl and are available on request from the Local Disaster
Coordinator.
Risk methodology – likelihood descriptors
Almost Certain The event will occur at least once per year (Average Recurrence Interval < 1 year).
Likely
The event could occur at least once every one to ten years. (Average Recurrence Interval 1-10 years).
Possible
The event could occur at least once every ten to fifty years. (Average Recurrence Interval 10-50 years).
Unlikely
The event could occur at least once every fifty to one hundred years. (Average Recurrence Interval 50-100 years).
Rare
The event could occur at least once every one hundred to one thousand years. (Average Recurrence Interval 100-1000
years).
Improbable
The event may occur at least once every thousand years or more. (Average Recurrence Interval >1000 years).
Return to Annexure List
89
Risk methodology – consequence descriptors
Descriptor
People
Economy
Governance
Social/Community
Infrastructure
Insignificant No known injuries No or minimal
or illnesses.
impact on the
environment very limited
direct damage to
ecosystems or
elements of
place
Minor financial
loss that can be
managed within
standard financial
provisions (e.g.
insurance),
inconsequential
disruptions at
business level.
Governing
entities are able
to manage the
event within
normal
parameters,
public
administration
functions without
disturbances,
public confidence
in governance,
no media
attention.
Inconsequential short
term reduction of
services, no
damages to objects
of cultural
significance, no
adverse emotional
and psychological
impacts.
Inconsequential short
term failure of
infrastructure and
service delivery, no
disruption to the public
services and utilities.
Minor
Financial loss
requiring activation
of reserves to
cover loss,
disruptions at
business level
leading to isolated
cases of loss of
employment.
Governing
entities manage
the event under
emergency
arrangements,
public
administration
functions with
minimal
disturbances,
isolated
expressions of
public concern,
media coverage
within region.
Isolated and
temporary cases of
reduced services
within community,
repairable damage to
objects of cultural
significance, impacts
within emotional and
psychological
capacity of the
community.
Isolated cases of
short- to mid-term
failure of infrastructure
and service delivery,
localised
inconvenience to the
community and
business anticipated to
extend up to 72 hours.
No long term impact
on integrity or
operation of the
infrastructure.
Minor
injury/illness
managed within
existing
resources (first
aid personnel and
readily available
equipment).
Environment
Limited and/or
localised impact
on the
environment that
can be readily
rectified but
effort is still
required to
minimise. One
off recovery
effort is
required.
90
Descriptor
People
Environment
Economy
Governance
Social/Community
Infrastructure
Moderate
Single fatality or
permanent
incapacity.
Multiple serious
injury/illnesses
requiring
professional
medical care
and/or
hospitalisation.
Small number of
people displaced
for <24 hrs.
Isolated but
significant cases
of impairment or
loss of
ecosystem
functions,
intensive efforts
for recovery
required. Event
can be managed
under normal
procedures.
Direct moderate
financial loss in the
region requiring
adjustments to
business strategy
to cover loss,
disruptions to
selected industry
sectors leading to
isolated cases of
business failure
and multiple loss
of employment.
Governing
entities manage
the event with
considerable
diversion from
policy, public
administration
functions limited
by focus on
critical services,
widespread
public protests,
media coverage
within region.
Ongoing reduced
services within
community,
permanent damage
to objects of cultural
significance, impacts
beyond emotional
and psychological
capacity in some
parts of the
community.
Mid-term failure of
(significant)
infrastructure and
service delivery
affecting some parts of
the community,
widespread
inconveniences.
Repair/replacement
expected to take
greater than 72 hours.
Major
Multiple fatalities
or permanent
incapacities (up
to 1 per 100 000).
Regional health
care system
stressed.
External
resources
required to
contain and
resolve the
incident. Large
number of people
displaced for >24
hours.
Severe
impairment or
loss of
ecosystem
functions
affecting many
species or
landscapes,
progressive
environmental
damage.
Significant
financial loss
requiring major
changes in
business strategy
to (partly) cover
loss, significant
disruptions across
industry sectors
leading to multiple
business failures
and loss of
employment.
Governing body
absorbed with
managing the
event, public
administration
struggles to
provide merely
critical services,
loss of public
confidence in
governance,
national level
media coverage.
State level
support required.
Reduced quality of
life within community,
significant loss or
damage to objects of
cultural significance,
impacts beyond
emotional and
psychological
capacity in large
parts of the
community. Majority
of services
unavailable to
community.
Mid to long term failure
of significant
infrastructure and
service delivery
affecting large parts of
the community,
external support
required.
91
Descriptor
People
Catastrophic Widespread loss
of lives (at least 1
per 10 000),
regional health
care system
unable to cope,
large
displacement of
people beyond
regional capacity
to manage.
Environment
Economy
Governance
Social/Community
Infrastructure
Widespread
severe
impairment or
loss of
ecosystem
functions across
species and
landscapes,
irrecoverable
environmental
damage. Total
incongruence
with preferred
elements of
place.
Unrecoverable
financial losses.
Multiple major
industries in the
region seriously
threatened or
disrupted for
foreseeable future.
Asset destruction
across industry
sectors leading to
widespread
business failures
and loss of
employment.
Governing bodies
unable to
manage the
event, ineffective
public
administration,
loss of public
order,
widespread
unrest and crime.
State or national
intervention
required.
Widespread
international
media coverage.
Community unable to
support itself,
widespread loss of
objects of cultural
significance, impacts
beyond emotional
and psychological
capacity in all parts
of the community,
long term denial of
basic community
services.
Long term failure of
significant
infrastructure and
service delivery
affecting all parts of
the community,
ongoing external
support at large scale
required.
Return to Annexure List
92
Risk methodology – risk calculation table
Consequences
Risk Table
Minor
Moderate
Major
Catastrophic
Almost
Certain
The event will occur at least
once per year (Average
Recurrence Interval (ARI) < 1
year).
Medium - 42
Medium - 48
High - 69
Extreme - 84
Extreme - 90
Likely
The event could occur at least
once every one to ten years.
(ARI 1-10 years).
Low - 15
Medium - 45
High - 66
High - 75
Extreme - 87
Possible
The event could occur at least
once every ten to fifty years.
(ARI 10-50 years).
Low - 12
Low - 27
Medium - 54
High - 72
High - 81
Unlikely
The event could occur at least
once every fifty to one
hundred years. (ARI 50-100
years).
Low - 9
Low - 24
Medium - 51
Medium - 60
High - 78
Rare
The event could occur at least
once every one hundred to
one thousand years. (ARI 1001000 years).
Low - 6
Low - 21
Low - 33
Medium - 57
Medium - 63
Improbable
The event may occur at least
once every thousand years or
more. (ARl >1000 years).
Low - 3
Low - 18
Low - 30
Low - 36
Low - 39
Likelihood
Insignificant
93
Hazard Risk Likelihood Register
Risk
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
East Coast Low Pressure System
LIKELY
LIKELY
LIKELY
LIKELY
LIKELY
LIKELY
POSSIBLE
POSSIBLE
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
Severe Thunderstorm / Electrical
Storm
LIKELY
LIKELY
LIKELY
POSSIBLE
POSSIBLE
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
POSSIBLE
LIKELY
LIKELY
Tropical Cyclone (Cat 1/2/3 Sandy
Cape to Point Danger)
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
UNLIKELY
IMPROBABLE
IMPROBABLE
IMPROBABLE
IMPROBABLE
RARE
UNLIKELY
POSSIBLE
Tropical Cyclone (Cat 4/5 Sandy
Cape to Point Danger)
POSSIBLE
UNLIKELY
UNLIKELY
RARE
IMPROBABLE
IMPROBABLE
IMPROBABLE
IMPROBABLE
IMPROBABLE
IMPROBABLE
RARE
UNLIKELY
Storm Tide (> HAT 0.5m)
LIKELY
LIKELY
LIKELY
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
UNLIKELY
UNLIKELY
POSSIBLE
LIKELY
Flood (Q20 impacting on Sunshine
Coast Region)
LIKELY
LIKELY
LIKELY
POSSIBLE
POSSIBLE
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
POSSIBLE
POSSIBLE
LIKELY
Dam Failure
UNLIKELY
UNLIKELY
UNLIKELY
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
UNLIKELY
Tornado (Grade F1 - Winds 117-180
kmh)
POSSIBLE
POSSIBLE
POSSIBLE
UNLIKELY
UNLIKELY
RARE
RARE
RARE
RARE
UNLIKELY
POSSIBLE
POSSIBLE
Major Earthquake
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
Tsunami (>10m wave and Land
Inundation >1km inland)
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
Landslide
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
UNLIKELY
UNLIKELY
POSSIBLE
POSSIBLE
Prolonged Drought
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
Bushfire (Rural and Interface Areas)
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
POSSIBLE
LIKELY
LIKELY
LIKELY
POSSIBLE
94
Risk
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Major Fire (Urban/Industrial Areas)
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
Hazardous Material Accident (Land
Transport Corridor)
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
Hazardous Material Accident
(Marine Environment)
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
Major Passenger Transport Accident
(Mass Casualties)
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
Major Air Transport Accident
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
UNLIKELY
Pandemic
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
Extreme High Temperatures (>36
degrees, >2 days)
POSSIBLE
POSSIBLE
POSSIBLE
UNLIKELY
RARE
RARE
RARE
RARE
RARE
RARE
UNLIKELY
POSSIBLE
Exotic Animal/Plant Disease
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
POSSIBLE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
RARE
Terrorism
Cyber Security Incident (Emerging
Risk)
Black Swan (Unpredictable, Extreme
Events)
Likelihood Rating Scale
IMPROBABLE
RARE
UNLIKELY
POSSIBLE
LIKELY
ALMOST CERTAIN
* Based on available Bureau of Meteorology Data at September 2011
Return to Annexure List
95
Hazard Risk Consequence Register
Risk
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
Dam Failure
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
Tornado (Grade F1 - Winds 117-180
kmh)
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
Major Earthquake
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
Tsunami (>10m wave and Land
Inundation >1km inland)
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
Prolonged Drought
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
Bushfire (Rural and Interface Areas)
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
East Coast Low Pressure System
Severe Thunderstorm / Electrical
Storm
Tropical Cyclone (Cat 1/2/3 Sandy
Cape to Point Danger)
Tropical Cyclone (Cat 4/5 Sandy
Cape to Point Danger)
Storm Tide (> HAT 0.5m)
Flood (Q20 impacting on Sunshine
Coast Region)
Landslide
96
Risk
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Major Fire (Urban/Industrial Areas)
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
Hazardous Material Accident (Land
Transport Corridor)
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
Hazardous Material Accident
(Marine Environment)
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
Major Passenger Transport Accident
(Mass Casualties)
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
Major Air Transport Accident
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
Pandemic
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
Extreme High Temperatures (>36
degrees, >2 days)
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
Exotic Animal/Plant Disease
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MAJOR
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
MODERATE
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
CAT
INSIGNIF.
MINOR
MODERATE
MAJOR
Terrorism
Cyber Security Incident (Emerging
Risk)
Black Swan (Unpredictable, Extreme
Events)
Likelihood Rating Scale
CATASTR.
Return to Annexure List
97
Hazard Risk Assessment Register
Risk
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
East Coast Low Pressure System
HIGH 75
HIGH 75
HIGH 75
HIGH 75
HIGH 75
HIGH 75
HIGH 72
HIGH 72
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
Severe Thunderstorm / Electrical
Storm
HIGH 66
HIGH 66
HIGH 66
MEDIUM
54
MEDIUM
54
MEDIUM
51
MEDIUM
51
MEDIUM
51
MEDIUM
51
MEDIUM
54
HIGH 66
HIGH 66
Tropical Cyclone (Cat 1/2/3 Sandy
Cape to Point Danger)
HIGH 72
HIGH 72
HIGH 72
HIGH 72
MEDIUM
60
LOW 36
LOW 36
LOW 36
LOW 36
MEDIUM
57
MEDIUM
60
HIGH 72
Tropical Cyclone (Cat 4/5 Sandy
Cape to Point Danger)
HIGH 81
HIGH 78
HIGH 78
MEDIUM
63
LOW 39
LOW 39
LOW 39
LOW 39
LOW 39
LOW 39
MEDIUM
63
HIGH 78
Storm Tide (> HAT 0.5m)
HIGH 66
HIGH 66
HIGH 66
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
51
MEDIUM
51
MEDIUM
54
HIGH 66
Flood (Q20 impacting on Sunshine
Coast Region)
HIGH 75
HIGH 75
HIGH 75
HIGH 72
HIGH 72
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
HIGH 72
HIGH 72
HIGH 75
Dam Failure
MEDIUM
51
MEDIUM
51
MEDIUM
51
LOW 33
LOW 33
LOW 33
LOW 33
LOW 33
LOW 33
LOW 33
LOW 33
MEDIUM
51
Tornado (Grade F1 - Winds 117-180
kmh)
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
51
MEDIUM
51
LOW 33
LOW 33
LOW 33
LOW 33
MEDIUM
51
MEDIUM
54
MEDIUM
54
Major Earthquake
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
Tsunami (>10m wave and Land
Inundation >1km inland)
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
Landslide
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
51
MEDIUM
51
MEDIUM
54
MEDIUM
54
Prolonged Drought
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
98
Risk
Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
Bushfire (Rural and Interface Areas)
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
HIGH 72
HIGH 75
HIGH 75
HIGH 75
HIGH 72
Major Fire (Urban/Industrial Areas)
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
Hazardous Material Accident (Land
Transport Corridor)
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
Hazardous Material Accident
(Marine Environment)
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
Major Passenger Transport
Accident (Mass Casualties)
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
Major Air Transport Accident
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
MEDIUM
60
Pandemic
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
HIGH 72
Extreme High Temperatures (>36
degrees, >2 days)
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
51
LOW 33
LOW 33
LOW 33
LOW 33
LOW 33
LOW 33
MEDIUM
51
MEDIUM
54
Exotic Animal/Plant Disease
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
Terrorism
MEDIUM
57
MEDIUM
57
MEDIUM
57
MEDIUM
57
MEDIUM
57
MEDIUM
57
MEDIUM
57
MEDIUM
57
MEDIUM
57
MEDIUM
57
MEDIUM
57
MEDIUM
57
Cyber Security Incident (Emerging
Risk)
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
MEDIUM
54
Black Swan (Unpredictable,
Extreme Events)
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
MEDIUM
63
* Based on available Bureau of Meteorology Data at September
LOW (3-39)
MEDIUM (42-63)
HIGH (66-81)
EXTREME (84-90)
2011
99
Annexure E
Sunshine Coast District Risk Register
Risk Identification (District level risks only)
Risk
No.
1
Risk Statement
There is the potential that a tropical
cyclone (Category 1-5) will impact on the
coastal and in-land areas of the community,
which in turn will cause impact on
inhabitants, environment, significant
infrastructure and service delivery and the
economy.
Source
Cyclone
Category 1-5
(includes East
Coast Low)
Impact Category
Infrastructure
People
Environment
Economy
Prevention / Preparedness
Controls
People
Education programs on
preparedness , i.e. outs
deformation; Registration of
campers; Telemetry Information;
Early movement of frail, disabled
and those requiring electronic
medical support to safe respite
centres; Pre-cyclone season
education and consultation
Environment
Catchment management plan;
Bank vegetation management;
Council Planning Scheme;
Council Statement of Objectives
Economy
Insurance; Business continuity
planning
Recovery / Response
Controls
People
Prioritisation of activitiesclearing access roads, rail,
airports etc.
Environment
Economy
Infrastructure
Infrastructure Building
controls/codes (Application of
codes(category
3); Studies, good pre
information; Council Planning
Scheme; Small supply of
Emergency
equipment/generators; Urban
planning;
100
Risk Identification (District level risks only)
Risk
No.
2
Risk Statement
There is the potential that a major bush fire
will impact on the coastal and inland areas of
the community, which in turn will impact on
inhabitants, environment, significant
infrastructure, service delivery and economy
Source
Bushfire
Impact Category
Infrastructure
People
Environment
Economy
Prevention / Preparedness
Controls
People
Active Counter Disaster
planning and rehearsals;
public education on risks and
expected actions; Well
educated, trained and
equipped Rural Fire Services,
supported by SES teams and
other agencies; Rehearsed
Counter Disaster Plan; Active
Counter Disaster planning
Environment Responsibility for
fuel monitoring (National parks
& forest conservation, council
controlled land); Managing
ignition source (fire weather
warnings, fire bans & stats of
fire emergency fire, permit to
burn, area closures)
Economy
Infrastructure
FPQ (resources)- Energexsummer preparedness and
planning; Other natural area
Council, fire resources from
QPWS
Recovery / Response
Controls
People
Ability of Police to call out
volunteers and second them
for special duties; local
recovery committees.
Environment
Managing fire (fire detection &
reporting, convectional
response resources, aerial
attack, fire weather, incident
management)
Economy
Insurance; Federal & State
Government Assistance
Infrastructure
Energex (Disconnect and
Reconnect);
Telecommunications carriers
repair and temporary mobile
phone tower capabilities;
Return to Annexure List
101
Risk Identification (District level risks only)
Risk
No.
3
Risk Statement
There is the potential that a Flood (above
Q20) will impact on the coastal and inland
areas of the community, which in turn will
impact on inhabitants, environment,
significant infrastructure, service delivery
and economy
Source
Flood (Q20)
Impact Category
Infrastructure
People
Environment
Economy
Prevention
/Preparedness
Controls
People
External flood warning system
(DERM managed); Strong
relationships Emergency
Services and LDMG planning
and exercising; Community
understanding of risks generally low.
Environment
Existing natural and man
made levees, flood bypasses,
channel improvements,
retention basins and flood
mitigation dams
Recovery/Response Controls
People
Regional health care facilities;
State level health care
facilities; Early warning
system; Comprehensive and
rehearsed Counter Disaster
Plan; Evacuation plan and
centres; early transport of the
vulnerable population
segments to safe areas
Environment
Catchment management plans
Economy
Infrastructure
Land use controls (such as
zoning and the removal of
existing buildings) and building
restrictions (such as
establishing minimum floor
levels and raising buildings) in
relation to development on
flood-prone land;
Economy
Small supply of emergency
equipment/generators;
Infrastructure
Insurance policies for small
businesses and individuals;
102
Risk Identification (District level risks only)
Risk
No.
4
Risk Statement
There is the potential that a hazardous
material incident (land transport corridor)
will impact on the coastal and inland areas
of the community, which in turn will
impact on inhabitants, environment,
significant infrastructure, service delivery
and economy
Source
Hazardous
Material
Accident (Land
Transport
Corridor)
Impact Category
Infrastructure
People
Environment
Economy
Prevention
/Preparedness
Controls
People
Land use controls and road
development planning.
Environment
DTMR emergency response
planning;
Economy Insurances;
Business Continuity
Planning
Infrastructure
Wider roads to minimise the risk
of accidents; Night road works;
Drive revival sites; Rail corridors
into Sunshine Coast
Recovery/Response Controls
People
Emergency service support;
local services (medical clinics
hospitals, psychology services,
Salvation Army, Red Cross);
Insurances (Health, Life,
Vehicle, House and Contents),
Government emergency
assistance programs;
Environment Recovery
committee consideration of
available activities and
resources to assist
environmental recovery (eg.
LandCare funding and program
of works etc); Access to
international expertise;
Economy
Infrastructure
LDCC resource allocation for
the protection of priority
infrastructure; Activation of
Business Continuity plans by
infrastructure owners and
operators
103
Risk Identification (District level risks only)
Risk
No.
5
Risk Statement
There is the potential that a hazardous
material incident (marine environment)
will impact on the coastal areas of the
community, which in turn will impact on
inhabitants, environment, significant
infrastructure, service delivery and
economy
Source
Hazardous
Material
Incident (Marine
Environment)
Impact Category
Infrastructure People
Environment Economy
Prevention
/Preparedness
Controls
People
Communication with key
stakeholders is very important
to ensure good functioning of
the existing mechanisms during oil
spills
Environment
Sunshine Coast Area - first strike
Oil Spill Immediate response
from the department of
Transport and Main Roadsdocument
Economy
Infrastructure Preparation - Oil
Spill Response Incident Control
System, Hazard Specific Plans
, First Strike response deeds,
Memorandums of
understanding, stakeholder
awareness, training, QLD
marine pollution plans to be
exercised by SCRC
(implementation of those
plans for the Sunshine Coast
region and modifying them
according to the needs of the
region.
Recovery/Response Controls
People
Risk assessments should be
done accordingly to the
following :Historical records of
ship wrecks, traffic patterns and
frequency , incident
reports and statistics,
individual experiences of
people living the coast and
expert technical advice and
judgement
Environment
DERM is the statutory and
combat Agency for ship
sourced oil spills and for
providing environmental and
scientific advice to the incident
controller for all spills within
the area. Designation of place
of refuge for ships , salvage and
towage, oil industry
engagement and periodic
review
Economy
Infrastructure
Adequate equipment to be in
possession of the Council since
they are authorised to clean
the affected areas of their
jurisdiction. E.g Booms, spill
containment kits , charter and
use of vessels and aircrafts,
MOSES (Marine Oil Spill
equipment System, aerial
spraying arrangements.
104
Risk Identification (District level risks only)
Risk
No.
6
Risk Statement
There is the potential that a pandemic will
impact on the coastal and inland areas of
the community, which in turn will impact on
inhabitants, environment, significant
infrastructure, service delivery and
economy
Source
Pandemic
Impact Category
Infrastructure
People
Environment
Economy
Prevention /Preparedness
Controls
People
Monitoring of international
indicators and health
authorities; {public Health
plans; workplace practices;
integrated Disaster
Management arrangements;
Environment
Recovery /Response
Controls
People
PPE for workers and public;
Personal isolation -stay
@home; Activation of
workplace and community
pandemic plans; Emergency
service support; local services
(medical clinics, hospitals,
psychology services, Salvation
Army, Red Cross);
Economy
Environment
Infrastructure
Economy
Infrastructure
People
7
There is the potential that exotic animal or
plant disease will impact on the coastal
and inland areas of the community, which
in turn will impact on inhabitants,
environment, significant infrastructure,
service delivery and economy
Exotic Animal
/ Plant Disease
Infrastructure
People
Environment
Economy
Environment
Early detection for diseases is
considered as an important
step in preventing spread of
diseases.e.g the Hendra virus
and the foot and mouth
disease. Feral animal control
may help to stop proliferation
of diseases - responsibility of
Biosecurity Queensland
Economy
Preventive approach from
concern parties is the best
approach towards issues of
biosecurity. Prevention of
weeds and diseases
Infrastructure
People
Emergency Animal disease
(EAD) and its sub plans to be
consulted.
Environment
Economy
Infrastructure
Biosecurity QLD Set up of
local
disease control centre
105
Return to Annexure List
Risk Analysis
Risk Analysis
Risk No
Level of Existing PP
Controls
People
Education programs on
preparedness , i.e. outs
deformation; Registration of
campers; Telemetry
Information; Early movement
of frail, disabled and those
requiring electronic medical
support
to safe respite centres; Precyclone season education
and consultation
1
Cyclone
Environment Catchment
management plan; Bank
vegetation management;
Council Planning Scheme;
Council Statement of
Objectives
Level of Existing RR Controls
Consequence
Likelihood
Risk
Confidence
Level
Major
Possible
High
Moderate
People
Prioritisation of activities- clearing
access roads, rail, airports etc.
Environment
Economy
Economy Insurance;
Business continuity
planning
Infrastructure
Infrastructure Building
controls/codes (Application
of codes(category 3);
Studies, good pre
information; Council
Planning Scheme; Small
supply of emergency
equipment/generators;
Urban planning;
106
Risk Analysis
Risk No
Level of Existing PP
Controls
People
Active Counter Disaster
planning and rehearsals;
public education on risks
and expected actions; Well
educated, trained and
equipped Rural Fire
Services, supported by SES
teams and other agencies;
Rehearsed Counter Disaster
Plan; Active Counter
Disaster planning
2
Bushfire
Environment Responsibility
for fuel monitoring (National
parks
& forest conservation,
council controlled land);
Managing ignition source
(fire weather warnings, fire
bans & stats of fire
emergency fire, permit to
burn, area closures)
Economy
Infrastructure
FPQ (resources)- Energexsummer preparedness and
planning; Other natural area
Council, fire resources from
QPWS
Level of Existing RR Controls
Consequence
Likelihood
Risk
Confidence
Level
Major
Likely
High
High
People
Ability of Police to call out
volunteers and second them for
special duties; local recovery
committees.
Environment
Managing fire (fire detection &
reporting, convectional response
resources, aerial attack, fire
weather, incident management)
Economy
Insurance; Federal & State
Government Assistance
Infrastructure
Energex (Disconnect and
Reconnect); Telecommunications
carriers repair and temporary
mobile phone tower capabilities;
107
Risk Analysis
Risk No
Level of Existing PP
Controls
People
External flood warning
system (DERM managed);
Strong relationships
Emergency Services and
LDMG planning and
exercising; Community
understanding of risks generally low.
3
Flood
Environment
Existing natural and man
made levees, flood bypasses,
channel improvements,
retention basins and flood
mitigation dams
Economy
4
Infrastructure
Land use controls (such as
zoning and the removal of
existing buildings) and
building restrictions (such as
establishing minimum floor
levels and raising buildings) in
relation to development
on flood-prone land;
People
Land use controls and road
development planning.
Level of Existing RR Controls
Consequence
Likelihood
Risk
Confidence
Level
Major
Likely
High
Moderate
Major
Possible
High
Moderate
People
Regional health care facilities; State
level health care facilities; Early
warning system; Comprehensive and
rehearsed Counter Disaster Plan;
Evacuation plan and centres; early
transport of the vulnerable
population segments to safe areas
Environment
Catchment management plans
Economy
Small supply of emergency
equipment/generators;
Infrastructure
Insurance policies for small
businesses and individuals;
People
Emergency service support; local
services (medical clinics, hospitals,
108
Risk Analysis
Risk No
Level of Existing PP
Controls
People
Land use controls and road
development planning.
4
Hazardous
material
transport
corridor
Environment
DTMR emergency response
planning;
Economy Insurances;
Business Continuity
Planning
Infrastructure
Wider roads to minimise the
risk of accidents; Night road
works; Drive revival sites; Rail
corridors into SunshineCoast
Level of Existing RR Controls
People
Emergency service support; local
services (medical clinics, hospitals,
psychology services, Salvation
Army, Red Cross); Insurances
(Health, Life, Vehicle, House and
Contents), Government emergency
assistance programs;
Consequence
Likelihood
Risk
Confidence
Level
Major
Possible
High
Moderate
Environment
Recovery committee consideration
of available activities and resources
to assist environmental recovery (eg.
LandCare funding and
program of works etc); Access to
international expertise;
Economy
Infrastructure
LDCC resource allocation for the
protection of priority
infrastructure; Activation of
Business Continuity plans by
infrastructure owners and
operators
109
Risk Analysis
Risk No
5
Hazardous
material
accident
(Marine)
Level of Existing PP
Controls
People
Communication with key
stakeholders is very
important to ensure good
functioning of the existing
mechanisms during oil spills
Environment
Sunshine Coast Area - first
strike Oil Spill Immediate
response from the
department of Transport
and Main Roads- document
Economy
Infrastructure
Preparation - Oil Spill
Response Incident Control
System, Hazard Specific Plans ,
First Strike response deeds,
Memorandums of
understanding, stakeholder
awareness, training, QLD
marine pollution plans to be
exercised by SCRC
(implementation of those
plans for the Sunshine Coast
region and modifying them
according to the needs of the
region.
Level of Existing RR Controls
Consequence
Likelihood
Risk
Confidence
Level
Major
Possible
High
Moderate
People
Risk assessments should be done
accordingly to the following
Historical records of ship wrecks,
traffic patterns and frequency ,
incident reports and statistics,
individual experiences of people
living the coast and expert
technical advice and judgement
Environment
DERM is the statutory and combat
Agency for ship sourced oil spills and
for providing environmental and
scientific advice to the incident
controller for all spills within the area.
Designation of place of refuge for
ships , salvage and towage, oil
industry engagement and periodic
review
Economy
Infrastructure
Adequate equipment to be in
possession of the Council since they
are authorised to clean the affected
areas of their jurisdiction. E.g Booms,
spill containment kits , charter and use
of vessels and aircrafts, MOSES
(Marine Oil Spill equipment System,
aerial spraying arrangements.
110
Risk Analysis
Risk No
6
Pandemic
Level of Existing PP
Controls
People
Monitoring of international
indicators and health
authorities; {public Health
plans; workplace practices;
integrated Disaster
Management arrangements;
Environment
Level of Existing RR Controls
People
PPE for workers and public;
Personal isolation -stay @home;
Activation of workplace and
community pandemic plans;
Emergency service support; local
services (medical clinics, hospitals,
psychology services, Salvation
Army, Red Cross);
Consequence
Likelihood
Risk
Confidence
Level
Major
Possible
High
Moderate
Moderate
Possible
High
Low
Economy
Environment
Infrastructure
Economy
Infrastructure
People
7
Exotic
animal
and plant
disease
Environment
Early detection for diseases
is considered as an
important step in preventing
spread of diseases.e.g the
Hendra virus and the foot and
mouth disease. Feral animal
control may help to stop
proliferation of diseases
- responsibility of
Biosecurity Queensland
People
Emergency Animal disease (EAD)
and its sub plans to be consulted.
Environment
Economy
Infrastructure
Biosecurity QLD Set up of
local disease control centre
Economy
Preventive approach from
concern parties is the best
approach towards issues of
biosecurity. Prevention of
weeds and diseases
Infrastructure
Return to Annexure List
111
Risk Evaluation
Risk Evaluation
Risk No
Tolerability
Treatment Strategies
Residual
Consequence
Residual
Likelihood
Residual Risk
Further Action
High
Ongoing review
and assessment
of treatment
strategies as
part of a cycle of
continuous
improvement
High
Ongoing review
and assessment
of treatment
strategies as
part of a cycle of
continuous
improvement
Ongoing reviewing and testing of
evacuation planning for affected
communities
1
Intolerable
Cyclone
Improved community education
campaigns
Catastrophic
Possible
Training for emergency services in
evacuating communities
Ensuring warnings are provided in an
effective and timely manner
Ongoing reviewing and testing of
evacuation planning for affected
communities
Improved community education
campaigns on actions to be taken by
the vulnerable communities in
Bushfires
2
Tolerable to ALARP
Bushfire
Major
Training for emergency services in
evacuating communities
Ensuring warnings are provided in an
effective and timely manner
Likely
Review of fuel reduction strategies
112
Risk Evaluation
Risk No
Tolerability
Treatment Strategies
Residual
Consequence
Residual
Likelihood
Residual Risk
Further Action
Encourage community understanding of
both the flood threat and the means by
which people can manage it.
3
Tolerable to ALARP
Efficient
evacuation
plans
using
multiple communications mediums to
maximise warning take up.
Moderate
Likely
High
Ongoing review
and assessment
of treatment
strategies as part
of a cycle of
continuous
improvement
Medium
Ongoing review
and assessment
of treatment
strategies as
part of a cycle of
continuous
improvement
Flood
Ensuring warnings are provided in an
effective and timely manner
Education
on
broad
disaster
management
plans
through
the
education system.
Detailed alternate route planning to
allow for diversion in the event of a
major accident.
Contingency planning for HAZMAT
releases at strategic on/off ramps on
the Bruce Highway and key rail junctions.
4
Hazardous
material
transport
corridor
Tolerable to ALARP
Multi-agency exercises focusing on
response and recovery roles of agencies
and to test existing plans
Review processes for public warnings
Moderate
Possible
Ongoing education and training to
disaster and emergency management
responders.
113
Risk Evaluation
Risk No
Tolerability
Residual
Consequence
Residual
Likelihood
Residual Risk
Further Action
Medium
Ongoing review
and assessment
of treatment
strategies as
part of a cycle of
continuous
improvement
High
Ongoing review
and assessment
of treatment
strategies as part
of a cycle of
continuous
improvement
Medium
Ongoing review
and assessment
of treatment
strategies as part
of a cycle of
continuous
improvement
Multi-agency exercises focusing on
response and recovery arrangements to
oil spills
5
Hazardous
material
accident
(Marine)
Treatment Strategies
Tolerable to ALARP
Incident management strategy involving
rapid deployment of staff and resources
by participating agencies including MSQ,
Regional Council, DERM.
Moderate
Possible
Multi-agency exercises focusing on
response and recovery arrangements to
pandemics
Disaster management / emergency
services agencies consider the effects of
pandemic in business continuity planning.
6
Tolerable to ALARP
7
Exotic
animal
and plant
disease
Major
Possible
Qld Health to develop and test
planning arrangements for hospital
and off-site facilities for the
management of sick and deceased
persons.
Pandemic
Tolerable to ALARP
DEEDI provide education to DDMG
member agencies on the response
arrangements for exotic plant and
animal disease.
Multi-agency exercises focusing on
response and recovery arrangements to
exotic plant and animal disease.
Moderate
Possible
114
Risk Evaluation
Risk No
7
Tolerability
Tolerable to ALARP
Exotic animal
and plant
disease
Treatment Strategies
Residual
Consequence
Residual
Likelihood
Residual Risk
Further Action
Medium
Ongoing review
and assessment
of treatment
strategies as part
of a cycle of
continuous
improvement
DEEDI provide education to DDMG
member agencies on the response
arrangements for exotic plant and
animal disease.
Multi-agency exercises focusing on
response and recovery arrangements
to exotic plant and animal disease.
Sunshine Coast Regional Council
develop strategies/planning processes
in support of a DEEDI response to
exotic plant and animal disease.
Moderate
Possible
DEEDI provide ongoing community
awareness of the appropriate actions to
be taken in relation to exotic plant and
animal diseases including reporting
and prevention options
Return to Annexure List
115
Annexure F
Sunshine Coast District Risk Treatment Plan
Risk No.
Treatment Strategy
Priority
Cyclone
Improved community
education campaigns
Training for emergency
services in evacuating
communities
Ensuring warnings are
provided in an effective
and timely manner
Consequential
Actions
Review of
Sunshine Coast
LDMG Plan
Ongoing reviewing and
testing of evacuation
planning for affected
communities
1
Responsible
Agency
LDMG
H
DDMG
Review of
Sunshine Coast
DDMG Plan
Resource
Requirements
Including Estimated Cost
LDMG Members
DDMG Members
Implementation
Timeframe
Continuous
Performance Measures
Including reporting and monitoring
requirements
Number of exercises
Number of staff trained
Number of community
education campaigns
Exercises for LDMG
and DDMG
members
Training for
LDMG/DDMG
members
116
Risk No.
Treatment Strategy
Priority
Ongoing reviewing and
testing of evacuation
planning for affected
communities
2
Bushfire
Improved community
education campaigns
on actions to be taken
by the vulnerable
communities in
Bushfires
Training for emergency
services in evacuating
communities
Ensuring warnings are
provided in an effective
and timely manner
Responsible
Agency
LDMG
H
DDMG
QFRS
EMQ
Consequential
Actions
Review of
Sunshine Coast
LDMG Plan
Review of
Sunshine Coast
DDMG Plan
Resource
Requirements
Including Estimated Cost
Implementation
Timeframe
Continuous
Performance Measures
Including reporting and monitoring
requirements
Number of exercises
Number of staff trained
Number of community
education campaigns
Sunshine Coast Exercises for LDMG
and DDMG
Regional
members
Council
Training for
LDMG/DDMG
members
Review of fuel reduction
strategies
117
Risk No.
3
Flood
Treatment Strategy
Priority
Consequential
Actions
Development and
review of Flood
mapping
Encourage
community
understanding of both
the flood threat and the
means by which people
can manage it.
Efficient
evacuation
plans using multiple
communications
mediums to maximise
warning take up.
Responsible
Agency
LDMG
H
DDMG
BOM
Exercises for LDMG
and DDMG
members
Training for
LDMG/DDMG
members
Resource
Requirements
Including Estimated Cost
Implementation
Timeframe
Continuous
Performance Measures
Including reporting and monitoring
requirements
Number of exercises
Number of staff trained
Number of community
education campaigns
Surveys/studies on
communities
Ensuring warnings are
provided in an
effective and timely
manner
Education on broad
disaster management
plans through the
education system.
118
Risk No.
4
Hazardous
material
transport
corridor
Treatment Strategy
Priority
Detailed alternate route
planning to allow for
diversion in the event of
a major accident.
Contingency planning for
HAZMAT
releases at
strategic
on/off
ramps on the Bruce
Highway and key rail
junctions.
Multi-agency
focusing on
and recovery
agencies and
existing plans
Consequential
Actions
Review of
Sunshine Coast
LDMG Plan
Resource
Requirements
Including Estimated Cost
Implementation
Timeframe
Continuous
H
DDMG
TMR
QR
Performance Measures
Including reporting and monitoring
requirements
Number of exercises
Gaps identified in review of
exercises
LDMG
Review of
Sunshine Coast
DDMG Plan
Number of staff trained
Number of community
education campaigns
Review TMR Bruce
Hwy plan
QPS
exercises
response
roles of
to test
Review processes
public warnings
Responsible
Agency
for
Ongoing education and
training to disaster and
emergency
management
responders.
5
Hazardous
material
accident
(Marine)
6
Pandemic
LDMG/DDMG
Held outside District
review of MSQ
capacity at a local
level
Multi-agency exercises
focusing on response
and recovery
arrangements to oil
spills
Incident management
strategy involving rapid
deployment of staff
and resources by
participating agencies
Multi-agency
exercises
including MSQ,
focusing
response
Regional on
Council,
DEHP.
and recovery
arrangements to
pandemics
H
Continuous
Action taken on gaps identified
in review of exercises
LDMG
Number of staff trained
DDMG
Commitment from all agencies
to rapidly respond.
MSQ
Dept EHP
LDMG
H
Number of exercises
DDMG
LDMG/DDMG
review of Health
plan
Continuous
Q Health
Dept EHP
119
Risk No.
6
Pandemic
Treatment Strategy
Multi-agency exercises
focusing on response
and recovery
arrangements to
pandemics
Disaster management /
emergency services
agencies consider the
effects of pandemic in
business continuity
planning.
Qld Health to develop
and test planning
arrangements for
hospital and off-site
facilities for the
management of sick
and deceased persons.
Priority
H
Responsible
Agency
LDMG
DDMG
Q Health
Dept EHP
Consequential
Actions
LDMG/DDMG
review of Health
plan
Exercises for LDMG
and DDMG
members
Training and
awareness for
LDMG/DDMG
members
Resource
Requirements
Including Estimated Cost
Implementation
Timeframe
Continuous
Performance Measures
Including reporting and monitoring
requirements
Number of exercises
Action taken on gaps identified
in review of exercises/plans
Number of staff trained
Agency Business continuity
plans that consider
arrangements for pandemic
outbreak.
120
Risk No.
Treatment Strategy
Priority
DAFF provide education
to DDMG member
agencies on response
arrangements for exotic
plant and animal disease.
7
Exotic
animal and
plant
disease
Multi-agency exercises
focusing on response
and recovery
arrangements to exotic
plant and animal
disease.
Responsible
Agency
LDMG
DDMG
DAFF
Consequential
Actions
Training and
awareness for
LDMG/DDMG
members
Resource
Requirements
Including Estimated Cost
Implementation
Timeframe
Continuous
Performance Measures
Including reporting and monitoring
requirements
Exercises
Number of staff trained
Number of community
education campaigns
H
Briefings from DAFF to DDMG
members on current/future
risks.
Sunshine Coast Regional
Council develop
strategies/planning
processes in support of a
DAFF response to exotic
plant and animal disease.
DAFF conduct ongoing
community awareness
of the actions to be
taken in relation to
exotic plant and animal
diseases including
reporting
and prevention options
Return to Annexure List
121
Annexure G
Health Services Sub Plan
The Sunshine Coast DDMG Health Services Sub Committee has developed a Health Services Plan.
This plan provides clearly defined points of contact and outlines strategic management for all aspects
of relevant health care impacting the Sunshine Coast Community in the event of a disaster.
This sub plan provides the member agencies with escalation pathways and support in the event of a
large-scale emergency event, which overwhelms normal resources.
The sub plan addresses three key focus areas:
Medical Services
Public Health
Aged care
The Health Services Sub Plan is stored separately to this document and is maintained by the chair of
the Health Services Sub Committee – DDMG member for Health (Hospitals)
A copy of this document is stored electronically with the XO, Sunshine Coast DDMG.
Return to Annexure List
122
Annexure H
District Levels of Activation and Response Arrangements
Triggers
Alert
• One or more LDMGs operational
• Awareness that threat may be widespread
Lean Forward
• Potential requirement for DDMG to coordinate disaster
operations or provide support because of threat level or
resource requirements
Actions
Communication
• XO brief DDC on activation level of
LDMG/s
• Analysis of threat
• Contact LDC/s
• DDC and XO on mobile
remotely
• Maintain contact with LDC/s
• Communication procedures
established
• Planning commenced for support
to DDCC
• Advise State regarding status of
DDMG
• Establish contacts & set up
communication systems
• Receipt of Sitreps from LDMG/s
• Brief DDMG core members
• Warning orders given to DDMG
• Planning for potential support to
LDMG/s
• DDC support staff briefed
• DDC, XO and DDMG
members on mobile and
monitoring email
remotely
• Ad-hoc reporting
123
Triggers
Actions
• Develop situational awareness
• Pass on urgent warnings
• Initial Sitrep to SDCC
• DDCC activated with required staff
• Roster developed and commenced
for DDCC
• Forward planning commenced
• SDCC advised DDMG stood up
• Regular Sitreps provided to SDCC
• Logistics, operations, planning and
administrative cells in place
• Coordination of State support
commenced
• Receive advice from State Disaster
Coordinator (if appointed)
• LDMG/s stood down from response
• Recovery arrangements functioning
• Final checks for outstanding
requests
• Assist LDMG/s to transition to
recovery
• Debrief of staff in DDCC & DDMG
members
• Consolidate financial records
• Final situation report sent to SDCC
• Hand over to Recovery
Coordinator (If appointed)
• Return to core business
Stand down
Stand Up
• Request for support received from LDCC/s
• Large threat is imminent with impact in District
• Coordinated support required
• Significant State resources committed
Communication
• DDCC contact through
established land lines
and generic email
addresses
• DDC, XO and DDMG
members present at
DDCC, on established
land lines and/or
mobiles, monitoring
emails
For further details on actions upon activation of the DDCC – refer to the DDCC Sub-plan.
Return to Annexure List
124
Annexure I
Sunshine Coast District Disaster Coordination Centre Sub-Plan
The Sunshine Coast DDCC Sub-plan is a comprehensive document that outlines the location, set-up,
processes, contacts and method by which the Sunshine Coast DDCC will operate. This sub plan is to
be used as a Standard Operating Procedure or Instruction on the operation of the DDCC for the
Sunshine Coast.
Due to the size of the document and because it relates to operating procedures rather than general
plans, it is not included in the DDMP proper.
The DDCC Sub-plan is not for public distribution.
The DDCC Sub-plan is managed by the XO, Sunshine Coast DDMG and is stored electronically on QPS
systems. It will also be included as a linked file within DIEMS (WebEOC) for the reference of any
member of the DDMG that has DIEMS access.
Return to Annexure List
125
Annexure J
List of Appendices to the Plan
The following documents form Appendices to this Plan
(i) District Disaster Management Group Full Contact List
(ii) Sunshine Coast and Noosa Local Disaster Management Plan 2014
Functional Plans:
Health
Queensland Health Disaster Plan (and emergency management arrangements)
(State Level Plan)
Health
Incorporating Queensland Health Mass Casualty Sub-Plan (Queensland Health)
Recovery Sunshine Coast Disaster District Community Recovery Plan (Department of
Communities) Original held at Dept Communities office at Maroochydore
Transport Continuity and Network Response Plan(CNRP) North Coast District 2013-2014 and
TMR Disruptive Event Overview 2013
The following documents compliment the Sunshine Coast District Disaster
Management Plan
Hazard Specific Plans:
Dams
Cooloolabin Dam: Emergency Action plan (SEQ Water). Original held at SEQ Water. Copy held by
Executive Officer at North Coast Region Police Communications Centre.
Lake MacDonald Dam: Emergency Action Plan (SEQ Water). Original held at SEQ Water. Copy held by
Executive Officer at North Coast Region Police Communications Centre.
Baroon Pocket Dam: Emergency Action Plan (SEQ Water) Original held at SEQ Water. Copy held by
Executive Officer at North Coast Region Police Communications Centre.
Ewen Maddock Dam: Emergency Action Plan (SEQ Water). Original held at SEQ Water. Copy held by
Executive Officer at North Coast Region Police Communications Centre.
Poona Dam: Emergency Action Plan (SEQ Water). Original held at SEQ Water. Copy held by Executive
Officer at North Coast Region Police Communications Centre.
Wappa Dam: Emergency Action Plan (SEQ Water). Original held at SEQ Water. Copy held by
Executive Officer at North Coast Region Police Communications Centre.
QFES
North Coast Region Swift Water Rescue Operational Plan 2011/2012 (Queensland Fire and Emergency
Services) Original held at QFES Maroochydore Office. Electronic copy located on Community Safety
Portal – QFES – NCR.
Sunshine Coast Bushfire Operations Plan 2011/2012 (Queensland fire and Emergency Services)
Original held at QFES Maroochydore Office. Electronic copy located on Community Safety Portal –
QFES – NCR.
North Coast Region Technical Rescue Operations Plan 2011/2012 (Queensland Fire and Emergency
Services) Original held at QFES Maroochydore Office. Electronic copy located on Community Safety
Portal – QFES – NCR.
126
Responding with Queensland Water Police to Maritime Emergencies (Queensland Fire and
Emergency Services) Original held at QFES Maroochydore Office. Electronic copy located on
Community Safety Portal – QFES – NCR.
TMR
Queensland Coastal Contingency Action Plan 2011 (Maritime Safety Queensland) held at Maritime
Safety Queensland Offices and at website - www.msq.qld.gov.au
Return to Annexure List
127
