Appendix B: Operational Sub-Plans
Appendix B: Operational Sub-Plans ................................................................................................ 1
B.1
B.2
B.3
Financial Management Sub-Plan ......................................................................................... 7
B.1.1
Purpose ................................................................................................................ 7
B.1.2
Functional responsibility ........................................................................................ 7
B.1.3
Introduction, context and assumptions of this plan ................................................ 7
B.1.4
Support agencies .................................................................................................. 7
B.1.5
Delegation of authority for contracts and authorisation of expenditure of funds .... 7
B.1.6
Recording of expenses ......................................................................................... 7
B.1.7
Natural disaster relief and recovery arrangements ................................................ 8
B.1.8
NDRRA - recouping of funds ................................................................................. 8
Community Support Sub-Plan ........................................................................................... 11
B.2.1
Purpose .............................................................................................................. 11
B.2.2
Context and assumption of this plan ................................................................... 11
B.2.3
Introduction ......................................................................................................... 11
B.2.4
Evacuation means .............................................................................................. 11
B.2.5
Temporary relocation means............................................................................... 12
B.2.6
Community Welfare Sub Committee ................................................................... 12
B.2.7
Operational areas ............................................................................................... 12
B.2.8
Public awareness ................................................................................................ 12
B.2.9
Community information / reporting system .......................................................... 13
B.2.10
Outreach teams – emergency response / impact assessment ............................ 13
B.2.11
Mental health and counselling ............................................................................. 13
Evacuation Sub-Plan ......................................................................................................... 17
B.3.1
Introduction ......................................................................................................... 17
B.3.2
Administration and governance ........................................................................... 17
B.3.3
Evacuation strategies .......................................................................................... 17
B.3.4
Evacuation Stages .............................................................................................. 19
B.3.5
Evacuation decision considerations .................................................................... 19
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-1
B.4
B.5
B-2
Evacuation Centre Management Sub-Plan ........................................................................ 25
B.4.1
Purpose .............................................................................................................. 25
B.4.2
Functional responsibility ...................................................................................... 25
B.4.3
Context and assumptions of this plan.................................................................. 25
B.4.4
Introduction ......................................................................................................... 26
B.4.5
Support agencies ................................................................................................ 26
B.4.6
Identification of centres ....................................................................................... 26
B.4.7
Management and coordination of evacuation centres ......................................... 27
B.4.8
Briefings and debriefings..................................................................................... 27
B.4.9
Function and layout of evacuation centres .......................................................... 27
B.4.10
Responsibilities within the evacuation centre ...................................................... 27
B.4.11
Safer location ...................................................................................................... 28
B.4.12
Logistics .............................................................................................................. 28
B.4.13
Length of stay, capability and facilities ................................................................ 28
B.4.14
Medical support................................................................................................... 28
B.4.15
Toilets and bathing.............................................................................................. 29
B.4.16
Kitchen facilities .................................................................................................. 29
B.4.17
Refuse collection................................................................................................. 29
B.4.18
Vehicular access ................................................................................................. 29
B.4.19
Access for people with mobility impairments ....................................................... 29
B.4.20
Pets .................................................................................................................... 29
B.4.21
Vehicle parking ................................................................................................... 29
B.4.22
Needs of Nursing Mothers, Infants and Children ................................................. 29
B.4.23
Security and social considerations ...................................................................... 29
B.4.24
Entertainment ..................................................................................................... 30
B.4.25
Public information ............................................................................................... 30
B.4.26
Management processes ...................................................................................... 30
B.4.27
Closure of evacuation centres ............................................................................. 30
B.4.28
Evacuation centre management sub-plan operational checklist .......................... 31
Impact Assessment Sub-Plan............................................................................................ 47
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.5.1
Purpose .............................................................................................................. 47
B.5.2
Functional responsibility ...................................................................................... 47
B.5.3
Context and assumptions of this plan.................................................................. 47
B.5.4
Introduction ......................................................................................................... 47
B.5.5
Support agencies to be included in the impact assessment team ....................... 47
B.5.6
Impact assessment reporting format ................................................................... 48
B.5.7
Impact assessment team requirements ............................................................... 48
B.5.8
System for impact assessment teams ................................................................. 48
B.5.9
Information to be obtained and documented ....................................................... 48
B.6
Impact assessment Sub-Plan operational checklist ........................................................... 51
B.7
Health Services Sub-Plan.................................................................................................. 58
B.8
B.7.1
Purpose .............................................................................................................. 58
B.7.2
Functional responsibility ...................................................................................... 58
B.7.3
Context and assumptions of this plan.................................................................. 58
B.7.4
Introduction ......................................................................................................... 58
B.7.5
Support agencies ................................................................................................ 58
Community Health Sub-Plan ........................................................................................... 107
B.8.1
Purpose ............................................................................................................ 107
B.8.2
Functional responsibility .................................................................................... 107
B.8.3
Context and assumptions.................................................................................. 107
B.8.5
Support agencies .............................................................................................. 107
B.8.6
Provision of safe and adequate water ............................................................... 108
B.8.7
Shelter .............................................................................................................. 109
B.8.8
Safe food and food-related concerns ................................................................ 109
B.8.9
Provision of emergency ablution facilities .......................................................... 109
B.8.10
Refuse disposal ................................................................................................ 110
B.8.11
Vermin and vector control ................................................................................. 110
B.8.12
Infectious disease control .................................................................................. 111
B.8.13
Personal hygiene .............................................................................................. 111
B.8.14
Disposal of dead stock and animals .................................................................. 111
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-3
B.9
B.10
B.8.15
Disinfection of buildings .................................................................................... 112
B.8.16
Decontamination ............................................................................................... 112
B.8.17
Provision of public information .......................................................................... 112
Public Information and Warnings Sub-Plan ..................................................................... 117
B.9.1
Purpose ............................................................................................................ 117
B.9.2
Functional responsibility .................................................................................... 117
B.9.3
Context and assumptions of this plan................................................................ 117
B.9.4
Support agencies .............................................................................................. 117
B.9.5
Public awareness programs .............................................................................. 117
B.9.6
Authorisation of media release .......................................................................... 118
B.9.7
Media liaison officer .......................................................................................... 118
B.9.8
Spokespersons ................................................................................................. 118
B.9.9
Information to be released and communicated to community ............................ 118
B.9.10
Regular information bulletins ............................................................................. 119
B.9.11
Information management .................................................................................. 119
B.9.12
Documentation .................................................................................................. 119
B.9.13
Media contact list .............................................................................................. 119
B.9.14
Emergency warnings and alerts ........................................................................ 119
Public Works and Engineering Sub-Plan ......................................................................... 125
B.10.1
Purpose ............................................................................................................ 125
B.10.2
Functional responsibility .................................................................................... 125
B.10.3
Context and assumptions of this plan................................................................ 125
B.10.4
Introduction ....................................................................................................... 125
B.10.5
Support agencies .............................................................................................. 125
B.10.6
Damage surveillance and assessment .............................................................. 126
B.10.7
Water supply ..................................................................................................... 126
B.10.8
Sewerage services............................................................................................ 126
B.10.9
Roads, rail and bridges, marine structures ........................................................ 126
B.10.10 Building inspections .......................................................................................... 127
B.10.11 Debris clearance of materials and green waste ................................................. 127
B-4
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.11
B.12
B.13
Rescue Sub-Plan ............................................................................................................ 139
B.11.1
Purpose ............................................................................................................ 139
B.11.2
Functional responsibility .................................................................................... 139
B.11.3
Context and assumptions of this plan................................................................ 139
B.11.4
Introduction ....................................................................................................... 139
B.11.5
Support agencies .............................................................................................. 139
Transport Sub-Plan ......................................................................................................... 140
B.12.1
Purpose ............................................................................................................ 140
B.12.2
Functional responsibility .................................................................................... 140
B.12.3
Support agencies .............................................................................................. 140
B.12.4
Context and assumptions of this plan................................................................ 140
B.12.5
Introduction ....................................................................................................... 140
B.12.6
Maintenance of information ............................................................................... 141
B.12.7
Mass movement of people ................................................................................ 141
B.12.8
Fuel supplies ..................................................................................................... 141
Logistics Sub-Plan........................................................................................................... 143
B.13.1
Purpose ............................................................................................................ 143
B.13.2
Functional responsibility .................................................................................... 143
B.13.3
Context and assumptions of this plan................................................................ 143
B.13.4
Introduction ....................................................................................................... 143
B.13.5
Support agencies and enterprises ..................................................................... 143
B.13.6
Management of logistics ................................................................................... 143
B.13.7
Resupply ........................................................................................................... 144
B.13.8
Warehousing - identification of suitable premises in the Sunshine Coast area .. 144
B.13.9
Resource recording / tracking ........................................................................... 144
B.13.10 Transportation of freight and resources ............................................................. 145
B.13.11 Fuel................................................................................................................... 145
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.1
Financial Management Sub-Plan
B.1.1
Purpose
To outline the responding and supporting agency internal financial arrangements in support of a
disaster event, and the subsequent process to recoup funds.
B.1.2
Functional responsibility
All participating agencies are individually responsible for their own financial management.
B.1.3
Introduction, context and assumptions of this plan
Financial management procedures must be maintained by all agencies during a disaster, subject to
the exceptions provided for in the legislation. The LDC undertakes consultation with and may
make recommendations to Council’s senior management, the DDC and Chair Local Group about
any major outlay.
(a) Disaster related budget amounts are not normally included in the annual budgetary
processes of responding agencies. Disaster events happen however, and may require the
allocation of substantial funds as a consequence.
(b) Due to the nature of many disaster situations, finance operations will often be carried out
within compressed time frames and other pressures, necessitating the use of non-routine
procedures. This in no way lessens the requirement for sound financial management and
accountability.
(c) Each agency is responsible for costs incurred within that agency’s area of responsibility
and operation.
(d) It is important to remember that a declaration of a disaster situation is not a pre-requisite for
the activation of NDRRA arrangements to allow for the funding and reimbursement of
eligible expenditure.
B.1.4
Support agencies
Each support agency is responsible for providing its own financial services and support to its
response operations in the field.
B.1.5
Delegation of authority for contracts and authorisation of
expenditure of funds
The LDC is able to authorise financial expenditure within the delegated authority provided to the
LDC, as per council’s normal schedule of delegation of authority for contracts and authorisation of
expenditure.
B.1.6
Recording of expenses
When an incident occurs, each participating agency or department should immediately begin
accounting for personnel and equipment costs relating to the disaster response.
It is recommended that separate recording be maintained of disaster-related funding /expenditure
by accounting records, operations logs and file copies of expenditures to provide clear and
reasonable accountability and justification for reimbursement.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-7
As an example, Sunshine Coast Council has established a dedicated cost centre code for disaster/
emergency event related expenditure in its financial accounting systems. When an event occurs
council will begin to account for costs (i.e. employee, materials and services, plant hire and
equipment), relating to the disaster response in this dedicated cost centre.
Whilst innovative and expeditious means of procurement are called for during times of disaster
events, it is still expected that proper procurement principles and accounting practices will be
employed in order to safeguard the use of public funds from the potential of fraud, waste or abuse.
B.1.7
Natural disaster relief and recovery arrangements
Provided the Minister for Emergency Services has approved the activation of the Commonwealth /
State natural disaster relief and recovery arrangements (NDRRA) the agency can submit a claim
reimbursement of eligible for costs incurred responding and recovering from a disaster event.
Refer to the booklet: “Natural Disaster Financial Assistance Arrangements Within Queensland”;
which provides an overview of financial arrangements for the activation and delivery of natural
disaster relief and assistance within Queensland. The publication can be found at web site:
http://www.disaster.qld.gov.au.
The NDRRA trigger point for Sunshine Coast Council is outlined in this booklet.
B.1.8
NDRRA - recouping of funds
Extreme care and attention to detail is required throughout the disaster response period to
maintain logs, formal accounting records and file copies of all expenditures (including personnel
time sheets), in order to provide clear and reasonable accountability and justification for future
NDRRA reimbursement requests. Reimbursement from other agencies or through NDRRA is not
an automatic process, and requires evidence of disaster-related expenditure.
Refer to the booklet: “Natural Disaster Financial Assistance Arrangements within Queensland” to
determine which costs are eligible for reimbursement.
During or following an event, if uncertainty arises about how NDRRA operates in practice, the LDC
should request assistance from QFES (DM) staff.
B-8
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Table 32: Financial Management Operational Checklist
Financial Management Operational Plan
Operational Checklist
(This is a restricted document and is only for use by the LDCC during activation of the
Operational Plan).
Determine
authorisation for
expenditure of
council funds during
a major event.
Commenced Responsible
Organisation
Contact
Numbers
Status
Sunshine Coast Council Ph
Mob
Responsible Officer
Email
Executive Director
Instigate a
management
process which will
expeditiously
authorise specific
officers or a class of
officers to expend
funds to a stipulated
limit.
Commenced Responsible
Organisation
All agencies
Ph
Mob
Responsible Officer
LDC
Determine the limit of Commenced Responsible
expenditure
Organisation
permitted without
All agencies
further reference to
senior management.
Responsible Officer
LDC
Establish and
maintain a specific
cost centre for
disaster or
emergency event
expenditure.
Contact
Numbers
Commenced Responsible
Organisation
All agencies
Email
Contact
Numbers
Ph
Mob
Email
Contact
Numbers
Ph
Mob
Responsible Officer
Email
Finance Officers
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-9
Financial Management Operational Plan
Operational Checklist
(This is a restricted document and is only for use by the LDCC during activation of the
Operational Plan).
Develop a discrete
recording system for
disaster or
emergency event
related expenditure,
to expedite the
payment of
appropriate claims
post event.
Commenced Responsible
Organisation
Maintain all financial
records in relation to
the event.
Commenced Responsible
Organisation
All agencies
Responsible Officer
Email
Finance Officers
Contact
Numbers
All Agencies
Ph
Responsible Officer
Mob
LDC and Finance
Officers
Email
Finance Officers
B-10
Ph
Mob
Prepare and submit Commenced Responsible
NDRRA financial
Organisation
claims in relation to
All agencies
counter disaster
operational expenses
Responsible Officer
to QFES (DM).
Prepare and submit
NDRRA financial
claims in relation to
public assets to the
Department of Local
Government and
Planning.
Contact
Numbers
Commenced Responsible
Organisation
Contact
Numbers
Ph
Mob
Email
Contact
Numbers
Sunshine Coast Council Ph
Responsible Officer
Mob
LDC and LDCC Finance Email
Officer
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.2
Community Support Sub-Plan
B.2.1
Purpose
The provision of immediate and continuing care of disaster affected persons who may be
threatened, distressed, disadvantaged, homeless or evacuated and the maintenance of health,
well-being and prosperity of such persons with all available community resources until their
rehabilitation is achieved.
The Department of Communities is the Queensland Government agency responsible for recovery
during and following a disaster / emergency event. The local community recovery and community
welfare sub committees will provide assistance to the department during the recovery process.
B.2.2
Context and assumption of this plan
This operational plan addresses short term sustenance, health and well-being. Longer term
disaster recovery issues, are managed through the Recovery Committee refer Appendix F.
A level of resilience is expected from most communities, via their preparedness for major events.
The Sunshine Coast Council, Noosa Council and QFES (DM) public awareness programs help
communities to be prepared and to be self-sufficient for a number of days in relation to food, water,
etc.
The involvement of community groups, such as those listed as support agencies, is invaluable in
this area. This sub-plan seeks to harness the efforts of these organisations into an efficient,
coordinated community support system during events which may have a major impact on the
community.
B.2.3
Introduction
The Community Support Operational Plan details the requirements necessary to support and
maintain contact with vulnerable people in their place of residence within our community in times of
an emergency/disaster situation. The plan will be scaled up or down as necessary to provide
support for members of the community involved in major or minor operations.
B.2.3.1
Functional Responsibility
The LDMG community liaison officer has functional responsibility for community support in their
local government area.
When the LDCC is at stand up level, the Community Liaison Officer will be in attendance at the
LDCC and is responsible for the coordination of community support operations, including
evacuation facilities within the region. The coordination of community support will ideally be
supported by a Deputy Liaison Officer for communication and administration support duties. The
Community Liaison Officer will work closely with Australian Red Cross and Department of
Communities officers.
B.2.4
Evacuation means
When danger to the community and property is expected to be for an extended period, residents
may be removed from the disaster area or potential disaster area and relocated in an evacuation
centre with access to personal and community support facilities. An evacuation centre may also
be commercial accommodation for extended periods. (See B.4 Evacuation Centre Management
Sub-Plan).
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-11
B.2.5
Temporary relocation means
When danger to people and property is expected to be of a short duration, residents may be
temporarily removed from the area of immediate danger to a safe assembly point until danger has
passed. Only minimum support facilities may be required.
B.2.6
Community Welfare Sub Committee
At the local level the LDMG will form a Community Welfare Sub Committee to help coordinate
preparation for and recovery from a disaster.
B.2.6.1
Support agencies
Some or all of the following agencies will be invited onto the Community Welfare Sub Committee:

Australian Red Cross

Blue Care

Church groups

Community Centres

Department of Communities

Queensland Fire Emergency Services (Disaster Management)

Lifeline Sunshine Coast

Meals on Wheels

Public and private transportation providers

Queensland Ambulance Service

Queensland Police Service

Queensland Transport

Salvation Army

Service Clubs

St John Ambulance

St Vincent de Paul

State Emergency Service
In accordance with best practice it is anticipated that memorandums of understandings will be
developed between the Local Groups and the support agencies and team members for the
provision of a range of services during both the response to and recovery from a disaster.
B.2.7
Operational areas
For the implementation of this community support sub-plan the region will be divided into sectors
as required to enable efficient coordination of disaster operations. This will be determined by the
LDC with input from the coordination centre manager and Local Group Community Liaison Officer.
B.2.8
Public awareness
Existing council and community groups including CALM, Community Safety and Neighbourhood
Watch (NHW), sporting groups etc will be used to increase public awareness and community
resilience.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.2.8.1
Publication of point of contact for the public
When required during emergency / disaster situations, Section 5.6 of the SCLDMP details the
process for public education, media releases, warnings and contact numbers for assistance and
evacuation or temporary relocation centre locations. Also refer to B.8 Public Information and
Warnings Sub-Plan.
B.2.9
Community information / reporting system
The Queensland Police Service in conjunction with other appropriate available personnel shall if
required during an event, undertake a requirement to carry out door to door checks or public
awareness dissemination about the event.
Local Group support agencies and team members such as Red Cross, Blue Care and Meals on
Wheels and other agencies including Queensland Health and ENERGEX, may be able to assist
with compiling a record of community members requiring assistance which can then be given to
the Community Liaison Officer.
B.2.10 Outreach teams – emergency response / impact assessment
Immediately following a disaster the Local Group will work closely with the Queensland Fire
Emergency Services (Fire) and the Department of Communities, to form multi-disciplinary teams to
enter the affected area post-impact, to assess the impact on and the needs of the disaster affected
community. This action is designed to assist all agencies in developing appropriate responses to a
disaster situation and as such will be a coordinated multi agency approach. Information obtained
from these teams will provide the basic information for the development of the Local Recovery
Plan.
The operation of these community impact teams will initially be coordinated through the LDCC by
the Community Recovery Coordinator and the relevant State Government agencies. Refer
Appendix F Community Recovery Arrangements.
The Department of Communities has pre-prepared forms for use by outreach teams assessing
requests for personal assistance.
B.2.11 Mental health and counselling
The Community Welfare Sub Committee, through outreach teams and the core business of its
participating agencies, may identify the need for and the coordination of initial counselling services,
in conjunction with the provisions of Local Plan Appendix B.6 Health Services Sub Plan (where
appropriate). The primary contact is Lifeline who will provide psychological first aid to those in
need.
Queensland Health coordinates mental health and counselling services to people evacuated and
other sections of the community as required. This assistance is to be accessed through the
LDCC.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-13
Table 33: Community Support Sub-Plan Operational Checklist
Community Support Sub-Plan
Operational checklist
(This is a restricted document and is only for use by the LDCC during activation of the operational plan).
Prepare and release media
advisories regarding the transition to
recovery.
Commenced
Responsible Organisation LDCC
Contact Numbers
Responsible Officer:
Ph:
Media Liaison Officer
Mob:
Fax:
Prepare and release media
advisories regarding the public
assistance available.
Commenced
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
Media Liaison Officer
Mob:
Fax:
Activate outreach teams and instigate Commenced
a reporting timetable.
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
Community Liaison Officer
Mob:
Fax:
B-14
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Status
Community Support Sub-Plan
Operational checklist
(This is a restricted document and is only for use by the LDCC during activation of the operational plan).
Provide emergency temporary
accommodation post impact.
Commenced
Responsible Organisation Local Group
Contact Numbers
Responsible Officer
Ph:
LDC and Community Liaison Officer
Mob:
Fax:
Provide logistic support to outreach
teams.
Commenced
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
Community Liaison Officer
Mob:
Fax:
Provide logistic support to operational Commenced
Community Support personnel, both
in the field and at the LDCC.
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
LDCC Logistics Officer / Community
Liaison Officer
Mob:
Fax:
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-15
Community Support Sub-Plan
Operational checklist
(This is a restricted document and is only for use by the LDCC during activation of the operational plan).
Provide Community Support
personnel personal protective
equipment or appropriate workplace
health and safety information to
operational personnel.
Collect information about and report
on, members of the community in
need of personal hardship
assistance.
Commenced
Commenced
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
LDCC Logistics Officer / Community
Liaison Officer
Mob:
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
Community Liaison Officer
Mob:
Fax:
Fax:
Maintain ongoing link with the
Sunshine Coast District Community
Recovery Committee.
Commenced
Responsible Organisation LDCC and
SCCRC
Responsible Officer
LDC and Community Liaison Officer
B-16
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Contact Numbers
Ph:
Mob:
Fax:
B.3
Evacuation Sub-Plan
B.3.1
Introduction
Evacuation is defined as the planned movement of persons from an unsafe or potentially unsafe
location to a safer location and their eventual return. Evacuations may be:

Voluntary: the LDC may advise people in exposed areas to evacuate voluntarily before a
directed evacuation is required.

Directed: the DDC issues a directed evacuation order with powers supported by a
declaration of a disaster situation in accordance with Section 64 of the Disaster
Management Act 2003. The issue of an evacuation advisory notice for people in
designated exposed areas to evacuate will be required.
This sub-plan notes that a successful evacuation needs a well informed and engaged community.
This Evacuation Sub-Plan has been developed in conjunction with the Sunshine Coast evacuation
planning working document. The evacuation planning working document has been prepared as a
reference document for use by the LDC and members of the LDMG and is not for public
distribution.
B.3.2
B.3.2.1
Administration and governance
Purpose of the evacuation sub-plan
The purpose of this evacuation sub-plan is to:

ensure the safety and sustainability of the local community;

reduce or eliminate risk to the community;

be consistent with best practice evacuation planning and preparedness;

promote effective coordination between the Local Group members and other agencies
involved in evacuation planning and implementation; and

to ensure compliance with the Disaster Management Act 2003.
B.3.2.2
Evacuation sub-plan key objectives
The key objectives of the evacuation sub-plan are to:

provide guidance for evacuation planning and implementation;

broadly outline the process for authorising an evacuation of all or part of the region;

broadly outline procedures governing the conduct of an evacuation;

broadly list the agreed roles and responsibilities of lead and support agencies during
evacuation operations; and to

provide guidance for the selection and establishment of suitable evacuation
accommodation centres.
B.3.3
Evacuation strategies
The two main broad categories of public protective measures that can be implemented to
safeguard the community when a threat or potential threat arises are shelter in place and
evacuation.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-17
B.3.3.1
Shelter in place
Shelter in place provides the most viable survival strategy to be used on the Sunshine Coast
during most types of emergencies. Evacuations should only occur when the risk of sheltering in
place is greater than the risks associated with leaving.
B.3.3.2
Evacuation
The following factors should be considered when planning evacuations:

Decision time - The time required to make an informed decision to evacuate. This
calculation should include mobilisation and deployment of resources.

Warning time - The time taken to advise the community of the evacuation. This warning
time would effectively overlap into the withdrawal phase as public messages continue to be
conveyed. Also consider the time required to develop and implement any Emergency
Alert campaigns during the ‘warning’ phase.

Withdrawal time – the time taken for at risk persons to travel to a safer location. The
withdrawal time is the total of the leave time, the travel time and time past-a-point.
B.3.3.3
o
Leave time - the time people take to secure the home and prepare to leave.
o
Travel time - the time taken by a person or vehicle to travel from the evacuation
zone to the shelter zone.
o
Clearance time -time past-a-point - the time taken for all people being evacuated to
pass a point on the evacuation route. For consistency, assume average vehicle
occupancy of two (2) people per vehicle.
o
Shelter time - time for people and response crew to take shelter at a safer location.
Evacuation concepts
The following are the general concepts for evacuation for the following hazards:

Cyclone/storm tide - run from water - shelter from wind

Flooding - stay with friends in high places

Bushfire - if you are going to leave, leave early

Dam release - get out and seek higher ground

Tsunami - go inland 1 klm and/or go up 10 metres

Hazmat - stay up-wind or stay indoors
Assisted evacuation for people without their own transport or who cannot evacuate with friends and
relatives may be required for all evacuation strategies.
During the lean forward or stand up phases of an event evacuation timelines should be developed
at the LDCC to determine the time it may take to evacuate an exposed population and determine
the latest time an evacuation can start. This will involve those self-evacuating in their own vehicles
and those requiring assistance in an evacuation including those who do not own or drive cars and
special needs such as the disabled.
Timelines for each hazard differ due to the speed of onset or arrival of the hazard. Timelines are to
be developed early when conducting operational evacuation planning.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.3.4
Evacuation Stages
Figure 3: Stages of evacuation
DECISION
WARNING
WITHDRAWAL
SHELTER
RETURN
Shelter in
Place
Family and
Friends
Issue
warning
message
Determine
appropriate action
Evacuation
Hazard threat /
impact
Evacuation
Centre
Managed
return
Assembly
Point
Time Critical Actions
B.3.4.1
Decision and authority to evacuate
 Voluntary evacuation. The chair of the Local Group or the LDC may recommend the
community voluntarily evacuates an area but they do not have the authority to initiate a
directed evacuation.

B.3.5
Directed evacuation. A directed evacuation can only be initiated after the declaration of a
disaster situation by the District Disaster Coordinator, in accordance with the Disaster
Management Act 2003.
Evacuation decision considerations
B.3.5.1
Risk factors
 Which area(s) of the community is/are at risk?

Is there sufficient time to evaluate the risk?

What risk mitigation processes are in place?

What other hazards may result from this risk?

What risks are apparent for the evacuees and/or emergency services personnel?

Quality of information?

Level of evacuation required?

Evacuation information for the community?
B.3.5.2
Emergency situation
An emergency situation is declared under part two sub section five and six of the Public Safety
Preservation Act (PSPA) and can be used in response to small scale localised situations such as a
chemical spill or explosion. An evacuation conducted under an emergency situation is likely to be
an immediate response managed by QPS using local resources.
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B.3.5.3
Declaration of a disaster situation
For the DDC to gain the authority to issue a directed evacuation order the DDC will require a
declaration of a disaster situation. A declaration may be declared by a DDC with approval of the
Minister or by the Minister and the Premier, which then gives the DDC and declared disaster
officers the powers under the Disaster Management Act 2003.
The LDC, in consultation with the LDMG, may recommend to the DDC that the need for additional
powers exists which can generally only be obtained from a declaration of a disaster situation.
B.3.5.4
Warning stage - standardised messages to the public
The broadcast media are likely to be the primary method to distribute an emergency warning.
Warnings issued via broadcast media will be supported with warnings on the lead agency and
council websites and social media sites.
The public will be advised through a series of generic preparedness messages throughout the
disaster season including preparing for evacuations. Messages will be issued under the authority
of the LDC and the DDC where appropriate. The Bureau of Meteorology is responsible for issuing
advisory and warning messages for flood, cyclone, storm tide, and tsunami. When an information
bulletin has been issued, public messages relating to evacuation will be more targeted and
specific.
B.3.5.5
Use of SEWS
The Standard Emergency Warning Signal (SEWS) may be used to precede important messages to
the public during the evacuation. The use of SEWS will require discussion between the LDC and
DDC and will require input for the LDCC Media Officer regarding message construction and format.
B.3.5.6
Emergency alert telephone messaging
Emergency alert is Australia’s national telephone emergency alert system. It is a web GIS based
product accessed by authorised persons from QFES (DM) and QFES (FIRE). The area under
threat is indicated on a map and a message is developed to be sent to that area. The system then
targets telephone numbers that are registered to addresses found in that designated area.
B.3.5.7
Withdrawal stage
This stage involves the safe and efficient process of relocating community members from
hazardous or potentially hazardous environments to designated safe evacuation areas.
B.3.5.8
District and state support
It is anticipated that an evacuation to areas outside of the Sunshine Coast region would be
coordinated jointly at Local/District coordination centre and may involve state level involvement.
Most people will transport themselves in their own vehicles. However, some individuals and
groups in the community will require assistance. Early liaison with the SDCC via the DDMG should
be initiated early as positioning of state resources may take several hours to days to occur.
B.3.5.9
Transport management plan
The conduct of the directed evacuation will be based primarily upon the development and
implementation of an event specific evacuation transport management plan to account for selfevacuees and those requiring assisted evacuation. QPS are responsible for security and traffic
control on evacuation routes. Sunshine Coast Council and DMR shall assist QPS with advice on
the condition of routes. It is important that advice about the condition of evacuation routes is
provided in a regular manner from the LDCC to the public.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.3.5.10
Transit centres/shuttles to evacuation centres
Evacuees requiring transportation could be transported to one of the four transit centres on the
coast using existing bus services and could then be shuttled by bus to designated evacuation
centres as advised by the Community Support Officer. The transit centres are:

Noosa Junction,

Sunshine Plaza,

Caloundra Bus Transit Centre, and

Nambour Bus Station,
The Community Liaison Officer, or their delegate, are to establish links with community based
organisations through a special needs support group, that have responsibilities in providing support
to disabled special needs persons. The group will provide the Community Support Officer with the
latest information on what special needs persons may require assistance during the evacuation.
B.3.5.11
Shelter stage
The concept for the shelter of at risk persons during an evacuation includes:

Shelter in place,

Sheltering in evacuation centres located in the Sunshine Coast region, and

Out of area sheltering. Due to the nature of the hazard or the suitability of Sunshine Coast
evacuation centres it is more appropriate to shelter outside the Sunshine Coast region; and

Reception and accommodation of evacuees from another locality.
The provision of ongoing evacuee support is primarily through evacuation centres. Evacuation
centres are classified as:

Level 1- Council operated,

Level 2- Community centres,

Level 3- Commercial facilities, and

Level Four- Education facilities.
Specific details of evacuation centres for the Sunshine Coast are held by the LDC and LDMG
Community Liaison Officer. Evacuation centres can provide only basic needs for evacuees
including:

food and clean water,

showering and toilet facilities if available, (these may be limited),

personal hygiene items, limited access to clothing and bedding,

baby needs such as nappies and formula, and

access to other support agencies.
B.3.5.12
Out of area accommodation arrangements
Evacuees transported to Brisbane for sheltering would need to be accommodated under modified
Brisbane reception plan arrangements managed by the Brisbane Disaster District and Brisbane
City Local Disaster Management Group.
B.3.5.13
Security and crime prevention
Police are responsible for the security of evacuated areas including the security of any damaged
premises. Police are responsible for establishing any road blocks of evacuated areas. TMR,
council and private traffic controllers may be required to assist with this task through the provision
of signs.
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B.3.5.14
Evacuees transiting through the Sunshine Coast
Events occurring outside the Sunshine Coast may result in a passage of a large number of
evacuees through the region. This could include moving south along the Bruce Highway following
a cyclone in Central Queensland. The SCLDMG may be requested to provide assistance for these
evacuees: This could include:

Providing feeding at rest stops,

Additional fuel supplies, and

Opening of evacuation centres.
B.3.5.15
Reception and accommodation of evacuees from another locality
Adjacent localities implementing evacuations and may request the Sunshine Coast to host
evacuees. Liaison will likely be initiated by the impacted council seeking assistance from the
Sunshine Coast. This could result in a large influx of evacuees. Where possible they should be
directed to local tourist accommodation however in some cases evacuation centres may need to
be opened.
Requests for evacuation accommodation will be initially be considered by the LDC and a decision
to ‘stand up’ the LDCC will be taken based on the number and expected duration hosted evacuees
may need to be accommodated. In severe disasters this may be for a number of weeks, however
alternative accommodation should be considered.
B.3.5.16
Return stage
The decision to return evacuees to their homes will be considered after the impacts of the disaster
have lessened or stopped completely. The following will be considered when assessing whether
or not to return evacuees:

hazardous nature of the area,

possibility of the hazard or threat returning,

safety of structures including accommodation, utilities, and transport facilities,

suitable management of public health issues and secondary threats i.e. mosquito
infestations,

security within the affected areas, and the

availability of suitable facilities including accommodation, utilities and hygiene facilities, and
availability of services to support the community.
The return of the community to their homes will be conducted in phases for ease of control. Public
communication will be a key tool used to advise the local community of what is happening.
Prior to evacuees returning it is necessary to:

quickly evaluate and assess the immediate human needs (food, water, health/medical, and
housing) and the operational status of vital community infrastructure (transportation,
communications, and utility systems),

restore essential services, and to

plan for and implement the return of evacuees to their homes.
B.3.5.17
Operational issues
In preparing for a directed evacuation the following operational issues need to be considered:

Evacuation route signage,

Educational institutions,

Animal management, and
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014

Tourism accommodation and shopping centres.
B.3.5.18
Evacuation planning maps
The LDC and the LDMG has access to a series of maps for disaster management planning which
have been developed to support this evacuation sub-plan. The maps are supported by population
data using bureau of statistic and council data. Evacuation maps have been developed to indicate
four inundation levels for storm tide and riverine flooding, and two levels for tsunami inundation.
B.3.5.19
Evacuation planning check list
Define the evacuation problem

What is the hazard?

When and where is it likely to impact?

How many people may it affect?

How much time do we have to evacuate or shelter in place?

When must the evacuation be completed by?
Decision to evacuate

Who is going to make it?

If an evacuation is likely has the LDCC team commenced planning for the evacuation?

What is the latest time they can make the decision to evacuate to allow the evacuation to
be completed before impact of hazard?
Warning

What are we going to advise the exposed population- what do we want them to do?

How are we going to advise them?

Who is going to advise them?

When are we going to advise them?
Withdrawal



What are the protective measures?
o
Shelter in place
o
Evacuate
Shelter in place
o
Who needs to be sheltered?
o
What information are we going to advise them?
o
How are they to be advised?
o
Who will advise them?
Evacuation- voluntary or directed?
o
o
Self-evacuation - the majority of evacuees

What population needs to self-evacuate? Which evacuation zones?

Where do we want them to go?

What evacuation routes are available?

When should they go?
Assisted evacuation - Those requiring transport assistance:

What population needs assisted evacuation?
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
What special transport do we need?

Transport management? (Who is in the LDCC planning cell’s Transport Management Sub
Cell?).

Traffic control of evacuees?

Security of evacuated areas?
Shelter

What population needs to be sheltered – how many?

Which evacuation centres will we open and what are their capacities?

Pets – which evacuation centres are pet friendly?

Special needs- which shelters/facilities are available/do we accommodate them out of the
Sunshine Coast region?

When will the evacuation centre open/close?

Will we shelter evacuees out of area- where?
Return

What triggers can assist the LDC to determine if it is safe to return?

Who will be allowed to return - can it be phased?

How will evacuees be advised?

How can evacuees return? i.e. self-transport/transport assistance/special needs?
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.4
Evacuation Centre Management Sub-Plan
B.4.1
Purpose
To provide for the management of facilities which provide affected people with basic human needs
including accommodation, food and water, and community personal support processes. The size
and number of evacuation facilities available will depend upon the scale and extent of the
emergency/disaster situation.
This sub-plan has considered the:

Recommendations of interim report of the Queensland Floods Commission of Inquiry, 1
August 2011; and the

Queensland Evacuation Guidelines for Disaster Management Groups, Version one, August
2011.
B.4.2
Functional responsibility
The LDMG is responsible for the management of evacuation centres.
The Community Liaison Officer will have responsibility for ensuring the logistical and operational
running and provision of support services for the effective operation of evacuation centres.
The Community Liaison Officer will report to the SCLDMG / LDCC on all matters relating to the
functional operation of evacuation centres.
Sunshine Coast Council and Australian Red Cross have entered into a Memorandum of
Understanding about the operation of evacuation centres.
B.4.3
Context and assumptions of this plan
That a disaster / emergency situation has occurred or is likely to occur which requires members of
the community to be temporarily sheltered in a safer place for an unknown period. To clearly
identify the role of evacuation centre management in the operation of an evacuation centre. To
note the role evacuation shelters in the transition to disaster recovery.
This sub-plan assumes that staff or agencies that are involved in the management of an
evacuation centre have the required skills and resources to do so.
This sub-plan is to be read in conjunction with Appendix B.3 of the evacuation sub-plan. The
evacuation sub-plan identifies that there are five stages of evacuation:
1. Decision to evacuate – decision makers analyse event intelligence and make an assessment
on the necessity to evacuate persons exposed to a range of hazards.
2. Warning – notification of event conditions and appropriate actions required are conveyed to the
public.
3. Withdrawal – the movement of exposed persons from a dangerous or potentially dangerous
area to a safer location.
4. Shelter – the provision of refuge and basic needs for evacuees in a safer location.
5. Return – assessment of the disaster area and managed and planned return of evacuees.
This sub-plan is dealing principally with shelter but has linkages to the other five stages.
This sub-plan notes that there may be specific requirements during an evacuation to manage the
needs of aged care facilities and retirement villages.
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B.4.4
Introduction
This plan details the requirements necessary to establish and manage evacuation centres in the
event of a disaster / emergency for an unknown period. The provision of shelter for short duration
evacuations (e.g. up to 48 hours), may be readily facilitated but longer duration operations of more
than 48 hours will require additional planning and resources.
The Community Liaison Officer with the assistance of Australian Red Cross and the Department of
Communities may consider what type of facility is most appropriate for the event, and may
consider alternatives such as placing evacuees in commercial overnight accommodation, such as
motel / hotel type facilities.
B.4.5
Support agencies
The following LDMG agencies provide support as required in the management and operation of
evacuation centres:

Australian Red Cross

Blue Care

Department of Communities

Lifeline Sunshine Coast

Meals on Wheels

Noosa Council

Public and private transportation providers

Queensland Police Service

Queensland Ambulance Service

St Vincent de Paul

St. John Ambulance

State Emergency Service and WICEN

Sunshine Coast Council

Sunshine Coast Division of General Practitioners Ltd
The following SCLDMG agencies may provide support as required in the management and
operation of evacuation centres:

Queensland Health – Sunshine Coast Health District

Queensland Transport
B.4.6
Identification of centres
The Community Liaison Officers from the Sunshine Coast and Noosa LDMGs are responsible for
identifying suitable evacuation centres to service the different geographic communities and types
of identified risks and natural hazards within their local government area. The location of all
potential evacuation centres will be advertised on Council’s website.
In the event of a disaster the LDC in consultation with the Community Liaison Officer will determine
those evacuation centres which will be opened to provide shelter for that particular event. Once
the decision has been made to open an evacuation centre the location of these evacuation centres
will be announced publically through print, radio, social media, and on council’s website.
If during an evacuation public and private hospitals are unavailable, an alternative primary centre
for medical high needs evacuees, is the University of the Sunshine Coast medical ward.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.4.7
B.4.7.1
Management and coordination of evacuation centres
Regional management and co-ordination of centres
Where more than one evacuation centre is operating, the central coordination of the evacuation
centres shall be established in or nearby to the LDCC.
The Community Liaison Officer will be in attendance at the LDCC and is responsible for the
coordination of community support operations, including evacuation facilities within the region.
Depending upon the scale of operations the Community Liaison Officer may delegate the task to
officer to be the overall coordinator of evacuation centres. This person, reporting to the
Community Liaison Officer, shall sit in the LDCC or in a council office with easy access to the
LDCC.
The coordinator of evacuation centres is likely to be a council employee.
B.4.7.2
Management and operation of individual centres
The Community Liaison Officer or delegate will appoint an evacuation centre coordinator to each
established evacuation centre. It will be the role of the Evacuation Centre Coordinator to run all
aspects of the centre, including liaison with other key agencies engaged in the operations of the
centre.
Australian Red Cross officers will assist with the operations of evacuation centres and the
registration of people staying at the centre.
The Red Cross’s primary function is to ensure the comfort and welfare of all people including
agencies engaged in the evacuation centre operations and to provide expert assistance to the
Evacuation Centre Coordinator.
B.4.8
Briefings and debriefings
The Community Liaison Officer will ensure that the LDC and Coordination Centre Manager are
aware of all situations relevant to the management and welfare of an evacuation centre.
The Community Liaison Officer is to ensure that the Evacuation Centre Coordinator of each facility
has received a briefing about evacuation centre operations. Briefings for all facilities may be held
at a single evacuation centre or at the LDCC.
If more practical, these may be conducted by teleconference or other electronic means depending
upon the circumstances of the event.
The senior representative of each support agency is to attend briefings and debriefings conducted
by the Evacuation Centre Coordinator at each facility. Centre briefings and debriefings will be held
as determined by the Evacuation Centre Coordinator; and there will be at least a daily briefing for
the duration of operations.
Each organisation shall be responsible for its own internal briefings and debriefings.
B.4.9
Function and layout of evacuation centres
The layout and function of a typical evacuation centre is outlined at B.4.28.2.
B.4.10 Responsibilities within the evacuation centre
The following groups may be required to assist and be responsible for specific jobs within an
evacuation centre:

Evacuation Centre Coordinator (usually a council employee)
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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
Council officers

Australian Red Cross

St Vincent de Paul

Salvation Army

State Emergency Service

Queensland Police Service

Department of Communities
The deployment of other agencies to assist will be at the operational discretion of the community
liaison officer, upon advice from the Evacuation Centre Coordinator.
B.4.11 Safer location
The LDC in consultation with the Community Liaison Officer shall ensure that a prospective
evacuation centre is in an area unaffected or not likely of being affected by the disaster. Mapping
held by the LDMG assists with this task.
Safer Locations concepts are outlined in the Queensland Evacuation Guidelines August 2011 at
page 40 – 46 and further discussed in Appendix B.3 Evacuation sub-plan.
B.4.12 Logistics
The Community Liaison Officer is responsible for the acquisition of resources for evacuation
centres and response personnel as required. Assistance with this task is to be sought through the
LDCC Logistics Officer
B.4.13 Length of stay, capability and facilities
Evacuation Centres by definition provide temporary emergency accommodation only and most of
the evacuation centres which have been identified for use on the Sunshine Coast will only be able
to accommodate people for a maximum of two to three days duration.
If accommodation is required for longer periods of time, the Community Liaison Officer, in liaison
with the Department of Communities will need to make alternative arrangements.
Facility capabilities for all prospective evacuation centres have been identified by the Community
Liaison Officer.
B.4.14 Medical support
The Community Liaison Officer is to make the LDC aware of any requirements for support by
medical personnel at an evacuation centre, other than basic first aid.
Sunshine Coast Division of general practice can be a primary supplier of medical support in an
evacuation centre. Contact should be made when the LDCC is at lean forward status and it is
likely that evacuation centres are to be opened.
Requirements for prescription medication may arise in evacuation centres and consideration will be
required for how necessary medication can be accessed. The Evacuation Centre Coordinator is
to give consideration to medication storage and associated administrative processes for people
that arrive at a centre with medication. It is noted that some medications may require refrigeration.
Further, some evacuees may require assistance taking their medication such as the elderly, people
with disabilities, and people with limited English.
Further levels of medical support are to be requested by the LDC through the LDMG to
Queensland Health.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
In the event of a health emergency the Evacuation Centre Coordinator or delegate will call for an
ambulance, by calling Triple Zero (000).
B.4.15 Toilets and bathing
Where additional toilet capacity is required e.g. portaloos, the Community Liaison Officer through
the LDCC Logistics Officer will make arrangements for the delivery of temporary facilities.
B.4.16 Kitchen facilities
The Community Liaison Officer is to be aware of all kitchen and catering facilities available in the
intended evacuation centre and to ensure meals and or food stocks are available as required.
B.4.17 Refuse collection
Council is responsible for the disposal and storage of refuse produced by an evacuation centre in
their local government area. The Evacuation Centre Coordinator will ensure waste removal is
undertaken to avoid overflow of waste bins or health risk.
B.4.18 Vehicular access
Sealed driveway access especially during rainy periods for all evacuation centres is desirable and
the driveway / parking area should also be wide enough to permit entry and exit by buses.
B.4.19 Access for people with mobility impairments
A full list of specialist evacuation centres with wheelchair access has been identified and this listing
is held by the Community Liaison Officer. Council facilities listed as evacuation centres all have
access for mobility.
Where required, specialist centres may be activated that provide additional assistance to people
with impaired mobility.
B.4.20 Pets
Those facilities that have suitable areas available for pets / service animals are listed in the listing
of centres held by the Community Liaison Officer. The Community Liaison Officer will ensure that
facilities are available to the relocation of pets or other animals.
The Community Liaison Officer with the Council’s Response Service Manager will ensure refuge
facilities are available for animals.
B.4.21 Vehicle parking
Each of the major centres has appropriate parking. The majority of the evacuation centres listed
only have sufficient parking spaces for essential vehicles.
The LDMG Community Liaison Officer shall nominate suitable assembly areas when required that
have sufficient parking facilities for the anticipated number of evacuees.
B.4.22 Needs of Nursing Mothers, Infants and Children
The Evacuation Centre Coordinator shall nominate (if available) changing / nursing spaces /
facilities for mothers with infants and will ensure that the needs and safety of children within the
centre are provided for.
B.4.23 Security and social considerations
The security and good order of an evacuation centre is the responsibility of the Evacuation Centre
Coordinator and security services will be employed as required.
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All evacuation centres must have visible and clear evacuation plans in the event of a fire or other
emergency situation, and evacuees are to be advised of these plans by the Evacuation Centre
Coordinator.
The Community Liaison Officer and the Evacuation Centre Manager will ensure that evacuation
centre procedures to address culturally and linguistic diverse community needs. These
procedures may incorporate all or any requirements of culturally and linguistically diverse
evacuees.
B.4.24 Entertainment
Provision of a range of entertainment will help maintain a positive mood at an evacuation centre.
Attempts are to be made by Evacuation Centre Coordinators to provide television / DVD / video /
radio facilities for evacuees. Newspapers, magazines and books will be provided if available.
Special attention is to be given to identifying suitable activities for children.
B.4.25 Public information
The Evacuation Centre Coordinator shall provide, when available, regular disaster related and
general information for evacuees at the centre. The provision of television / and radio facilities for
use by evacuees will assist with this task.
B.4.26 Management processes
The Evacuation Centre Coordinator shall ensure that all staff members/volunteers are aware of
their responsibilities and requirements. The Evacuation Centre Coordinator shall institute a staff
roster system as soon as possible after the evacuation centre has been activated.
The SES may assist, following a request through the LDCC with radio communications at an
evacuation centre. Red Cross personnel and the Police are responsible for the registration of all
evacuees at the centre. It is the responsibility of the Evacuation Centre Coordinator to ensure
evacuees are registered.
B.4.27 Closure of evacuation centres
The LDC is responsible for closing down an evacuation centre when it is time to do so. In making
this decision the LDC will have regard for the welfare of those people remaining at the centre and
ensure that they have alternative accommodation options.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.4.28 Evacuation centre management sub-plan operational checklist
Table 34: Evacuation centre management sub-plan operational checklist
Evacuation Centre Management Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Identify centres
appropriate for the
event.
Commenced
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
Community Support Officer
Mob:
Status
Fax:
Provide centre
management
personnel.
Commenced
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
Community liaison officer
Mob:
Fax:
Provide support
personnel for
administration,
kitchens, cleaning,
and security.
Commenced
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
Community Liaison Officer/
Evacuation Centre Coordinator
Mob:
Fax:
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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Evacuation Centre Management Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Provide refuse
collection equipment
and service.
Provide public
information process
for evacuees.
Provide basic
entertainment /
newspapers /
magazines if
available for
evacuees.
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Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
Council
Ph:
Responsible Officer
Mob:
Community Liaison Officer /
Manager Waste Services
Fax:
Responsible Organisation
Contact Numbers
LDCC
Ph:
Responsible Officer
Mob:
Community Liaison Officer /
Evacuation Centre Coordinator
Fax:
Responsible Organisation ICC
Contact Numbers
Responsible Officer
Ph:
Evacuation Centre Coordinator
Mob
Fax:
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Evacuation Centre Management Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Provide
communications
facility to the ICC or
LDCC or the
appropriate
coordinating agency.
Commenced
Provide registration
process for people at
evacuation centre.
Commenced
In conjunction with
ICC, develop
operational reporting
timetable about
Evacuation Centre
Management.
Responsible Organisation
LDCC
Responsible Officer
Ph:
Mob:
Community Liaison Officer/
Evacuation Centre Coordinator
Responsible Organisation ICC /
Red Cross / QPS
Responsible Officer
Commenced
Contact Numbers
Fax:
Contact Numbers
Ph:
Mob:
Community Liaison Officer / Red
Cross
Fax:
Responsible Organisation LDCC
Contact Numbers
Responsible Officer
Ph:
LDC / Community Liaison Officer
Mob:
Fax:
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-33
Evacuation Centre Management Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN
Identify appropriate /
required Evacuation
Centres from listing
in and B to this
Operational Plan and
activate.
Commenced
Identify Evacuation
Centres with the
capacity to cater for
animals from listing in
and B to this
Operational Plan.
Commenced
Commence and
maintain a record of
numbers of people
evacuated to
evacuation centres.
Commenced
B-34
Responsible Organisation:
Council
Responsible Officer
LDC and Community Liaison
Officer
Responsible Organisation: LDCC
Logistics Cell
Responsible Officer
Community Liaison Officer and
Logistics Officer
Responsible Organisation: LDCC
Intelligence Cell
Responsible Officer:
Community Liaison Officer and
LDCC Intelligence Officer
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph:
Mob:
Fax:
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Status
Evacuation Centre Management Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN
Assign a liaison
person to all
evacuation centres,
with communications
ability to contact the
SCLDCC or the ICC.
Commenced
Responsible Organisation: LDCC
Contact Numbers
Responsible Officer
Ph:
Community Liaison Officer
Mob:
Fax:
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-35
B.4.28.1
Guide to roles and responsibilities of officers and organisations
at an evacuation centre
The number of staff and the duties assigned will vary depending upon the size and extent of
population that have been evacuated due to the emergency/disaster situation.
Table 35: Roles and responsibilities of officers and organisations at an evacuation centre
OFFICER /
ORGANISATION
Evacuation Centre
Coordinator
DUTIES, ROLES AND RESPONSIBILITIES
Reports to community liaison officer at LDCC.
Set up of evacuation centre.
Establish contact point and notice boards for information.
Establish sickbay and identifies place for storage of medicines.
Coordinates staff and overall operation of centre.
Coordinates movement of people through registration area and into rest
area.
Coordinates catering requirements, distribution of food and refreshment
points.
Coordinates issue of clothing and blankets (if required).
Coordinates the cleaning showers / toilets.
Coordinates rubbish disposal.
Provision of entertainment (TV/radio / DVD / newspapers/ magazines/
books).
Supervises animal compound.
Coordinates vehicle control and crowd control.
Monitors assembly area control.
Registration of centre staff.
Compilation of SitRep back to ICC and LDCC.
Ensure return of completed registration and enquiry forms to Police.
Records movement details of evacuees.
Liaison with agencies, briefing and debriefing
B-36
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
OFFICER /
ORGANISATION
Communications
Officer (SES or
WICEN)
DUTIES, ROLES AND RESPONSIBILITIES
Reports to Evacuation Centre Coordinator.
Staffs telephones.
Staffs Radio Communications if available.
Keeps Log book of Inward / Outward correspondence, telephone calls,
radio messages.
Assist with compilation of SitReps.
Evacuation Centre
Workers:
Staff and Volunteers
Liaise with Evacuation Centre Coordinator.
Vehicle Control officer.
Assembly Area Officer.
Post Assembly Area Officer.
Unknown number of Centre workers/volunteers.
St.John Ambulance
Provide support with First Aid needs at a centre.
Report requirements for resources to the Evacuation Centre
Coordinator.
Provide personal support to evacuees if invited to do so by Evacuation
Centre Coordinator.
SES coordinator
Provision of logistical support as requested by Evacuation Centre
Coordinator.
Traffic control support if necessary.
Administration Support
to Evacuation Centre
Coordinator
Reports to Evacuation Centre Coordinator.
Assist with registration of personnel including volunteers operating the
evacuation centre.
Maintain Notice Board Information.
Assist with preparation of news releases within the centre (PA,
whiteboard etc).
Return of completed registration and enquiry forms to the Police (if
required).
Record movement details of evacuees.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-37
OFFICER /
ORGANISATION
Red Cross Coordinator
DUTIES, ROLES AND RESPONSIBILITIES
The primary function of the Red Cross teams is to ensure the comfort
and welfare of all people including agencies engaged in the evacuation
centre operations. To provide expert assistance to the Evacuation
Centre Coordinator.
Assists the Evacuation Centre Coordinator in logistics and welfare.
Where multiple evacuation centres are required Red Cross may be
requested to take on the Centre Coordinator role as required.
Reports to Evacuation Centre Coordinator.
Team Leader to register Red Cross workers.
Take enquiries about missing persons on NRIS enquiry forms.
Team leader to liaise with other organisations as and when required.
Register all evacuees at the centre on NRIS registration forms.
Provide completed NRIS forms to Police and reports to or Evacuation
Centre Coordinator.
Report any requirements to Red Cross Operations or Evacuation
Centre Coordinator as appropriate.
Once primary registration role has been completed assist other
organisations in providing personal support to evacuees if invited to do
so by Evacuation Centre Coordinator.
Police
Liaise with Evacuation Centre Coordinator.
Provide Law and Order.
Provide direction and assistance to Red Cross with registration process
Missing persons’ investigations.
Meals on Wheels
Liaise with Evacuation Centre Coordinator.
Provide assistance with catering to an evacuation centre if required.
Salvation Army
Liaise with Evacuation Centre Coordinator.
Senior Officer to liaise with other organisations.
Reporting requirements for resources to their Senior Officer through the
Evacuation Centre Coordinator.
Provide assistance with catering to an evacuation centre if required.
Provide personal support to evacuees and staff.
B-38
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
OFFICER /
ORGANISATION
DUTIES, ROLES AND RESPONSIBILITIES
St Vincent de Paul
Liaise with Evacuation Centre Coordinator.
Provide assistance and personal support to Centre staff and evacuees.
Senior member to liaise with other organisations.
Report requirements to their Senior Officer through the Evacuation
Centre Coordinator.
Lifeline
Liaise with Evacuation Centre Coordinator.
Senior member to liaise with other organisations.
The provision of psychological first aid.
Provide personal support to people at the evacuation centre.
Function as key members in the informal communication between
persons and assist them in understanding the situation.
Reporting any requirements to their Senior Liaison Officer through the
Evacuation Centre Coordinator.
Queensland Health
- Counselling and Adult
Mental Health
The Queensland Health Plan provides for this support and it is
accessed through the DDC.
Interpreter
Liaise with Evacuation Centre Coordinator.
Aboriginal/Islander
liaison officer
Provide help in communicating and liaising with certain sectors of the
community if required.
Pet Owners
Service animal and pet owners, with the assistance if necessary of local
veterinarians and centre staff, will be responsible for the oversight of
pets and animals brought to the Centre.
Dept of Communities
Liaise with Evacuation Centre Coordinator.
Senior member to liaise with other organisations.
Gather information about the requirement for a Community Recovery
operation and any requirements for early activation of recovery.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-39
OFFICER /
ORGANISATION
Queensland Health Population Health
and Council
Environmental Health
DUTIES, ROLES AND RESPONSIBILITIES
Liaise with Centre Coordinator.
Ensure Hygiene standards are kept at a safe standard.
Provide health advice and assistance.
Ensure provision made cleaning of showers / toilets where required.
Ensure satisfactory process is in place for clearing of refuse generated
by Centre.
B.4.28.2
Evacuation centre layout considerations
Table 36: Evacuation centre layout
Layout:
Staffing the evacuation centre:
The evacuation centre would normally contain
the following elements and be staffed by the
relevant service groups.
Staffing considerations:
Reception area for arrivals.
On the information available, assess the
number of workers required.
Number of Council support staff required.
A registration space staffed by Red Cross and
Police.
Administrative Support staff (Council).
Information board updated by staff with
assistance from Media Liaison.
Catering – Salvation Army / Council / Meals on
Wheels
A First Aid Post / Medicine Storage Area.
Registration- Red Cross.
Counselling Room.
Accommodation - for overnight stay by
evacuees at commercial accommodation.
Quiet / withdrawal Area.
Area for children (supervised).
Blankets / mattresses / clothing / personal kits
– St Vincent de Paul.
Administration area.
First Aid - St.John Ambulance.
Sleeping area (if needed).
Counselling - Queensland Health / Lifeline.
Accessibility for wheelchairs / hospital beds.
Child Care - Centre Staff may need to request
assistance.
Parking, large enough for easy access by bus.
Privacy – screens, other rooms.
Catering / dining area.
B-40
Centrelink - Emergency financial assistance.
Volunteering officer - registration officer to
register and redirect spontaneous volunteers.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Secure room – for locking away and protection
of valuables.
Pets – liaise with vet, may need alternate offsite space.
Rosters are required for all staff and
volunteers. It is the responsibility of the
participating agency to roster their personnel.
Medical - Qld Health through SCDDMG.
Toilet and shower facilities.
Entertainment-TV / DVD, newspapers,
magazines.
Furniture requirements.
Heating / cooling.
Alternate power supply. Initial Generator may
be sourced from Council or SES if required.
Identification:
Communications:
Name badges for all staff and volunteers.
Assess communication requirements at a
Centre:
All staff and volunteers to wear their agencies
identifying clothing such as high visibility vests
and tabards.
Quality of mobile phone coverage:
Phone landlines:
Magnetic signs to indicate authorised motor
vehicles.
Laptops; email and internet
Council logos to identify Centre being run by
Council.
Two - way radios - may be
available from Council / SES.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-41
B.4.28.3
Evacuation centre set up kit inventory
Table 37: Evacuation centre set up kit inventory
Large labelled plastic boxes with kit contents detailed below one box located at council venues:
1. Blue Tack and Masking tape (2packs and 4 rolls respectably).
2. Butchers paper for signs (10 large sheets).
3. Copy of the Sunshine Coast Local Disaster Management Plan (x1).
4. Disposable Name Badges / Stickers (x15).
5. Exercise books (x10).
6. Log books for detailing incoming and outgoing calls (x1).
7. Magnetic signs with Council logo for cars etc. (x2).
8. Note pads (x5).
9. NRIS registration and enquiry forms for evacuees (from Red Cross).
10. Registration forms for Volunteers.
11. Roster Sheets for staff and volunteers (enough for 15 staff).
12. Safety vests (x10).
13. Sheet detailing Centre staff tasks (x1 laminated).
14. Situation report forms.
15. Stationary (marker pens and biros).
16. Table numbers
17. Torches (x2).
18. Clipboards
19. Vests (x2) for Centre coordinator and administration assistant.
B-42
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.4.28.4
Evacuation centre forms
Following is an example of the National Registration Information System (NRIS) form for
registration of evacuees. The Australian Red Cross hold these forms.
Table 38: NRIS national registration
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-43
Following is an example of the National Registration Information System (NRIS) National Inquiry
Form for evacuees / persons being sought. The Australian Red Cross hold these forms.
Table 39: NRIS national inquiry
B-44
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Table 40: Evacuation centre form - volunteer registration
Evacuation / Temporary Relocation Centre
Volunteer Registration for Relocation Centre or Evacuation Centre Helper
Volunteer’s Position: ____________________________________________________
Centre Name: __________________ Start Time: __________________ Date:
/
/
Appointed by: _______________________in capacity as: _______________________
You will report for duty to and work under the direction of: _______________________
Special duties or responsibilities: __________________________________________
_____________________________________________________________________
Volunteers Details:
Name: ______________________________________ Age_____________ Sex M / F
Home Address: ________________________________________________________
Home Phone: ________________________ Work Phone: ______________________
Mobile Phone: ___________________ Email: ________________________________
Occupation:________________________________________ Vehicle Available: Y / N
Special Experience or Skills: ______________________________________________
I hereby agree to carry out those duties assigned to me and to take instructions from
Sunshine
Coast or
Council
Noosaofficials
Shire Council
Local Disaster Management Plan 2014
the Centre
Manager
otherand
Centre
as required.
B-45
Table 41: Evacuation centre form – volunteer authorisation
Evacuation / Temporary Relocation Centre
Volunteer Authorisation
For Relocation Centre or Evacuation Centre Helper
Volunteer name: _________________________________________________________
Volunteer Position: _______________________________________________________
Centre Name: __________________ Start Time: _____________________ Date: /
/
Appointed by: _______________________________ in capacity as: _________________
You will report for duty to and work under the direction of: __________________________
Special duties or responsibilities: _____________________________________________
________________________________________________________________________
Conditions of Position:
You will work under the direction of your manager who is a trained volunteer operating
under the authority of the Sunshine Coast Regional Council. As a volunteer worker you
have need to agree to the following conditions. You must:
Sign in and sign out at Centre Management including the time, date and your name.
Follow all directions given by the Centre Management.
Inform the Centre Management if you leave your position or are required elsewhere.
Wear identification as a volunteer helper at all times when acting in that capacity.
Act with care, compassion and in the best interests of others when carrying out your duties.
Immediately report any serious incidents to the Centre Manager e.g.; injury, violence or
B-46theft.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Beware of hygiene and maintain good cleanliness.
B.5
Impact Assessment Sub-Plan
B.5.1
Purpose
To assist the LDMG and LDCC in planning and conducting an impact assessment, this
assessment gathers information on the magnitude of the event, and the extent of its impact on the
population and private and community infrastructure.
B.5.2
Functional responsibility
The lead agency has responsibility for the impact assessment of the incident or event supported by
the liaison officers in attendance at the ICC / FCC and LDCC.
B.5.3
Context and assumptions of this plan
As identified in the hazard analysis process, many events have the potential for causing extensive
personal loss, injuries and property and environmental damage. The timely and accurate
assessment of the health impact on the community, along with damage to public or private
property, with associated implications for business continuity and continuity of government, will be
of vital concern following a major event, and will have great bearing upon the manner in which
disaster response and recovery operations are conducted.
This plan assumes that:
(a)
Critical infrastructure has been sufficiently identified in the LDMP.
(b)
The lead agency ICC or the LDCC still has the capacity to undertake the impact
assessment function despite the overall impact of the situation.
(c)
That there is assistance available to the lead agency from other agencies to undertake
the impact assessment function e.g. QFES (FIRE)
(d)
Each member agency of the Local Group will still be in a position, to advise effects of
the event in relation to its individual resources and operations.
(e)
Comprehensive daily advices are able and will be given to the broadcast media, Mayor
and Executive Leadership Team of Sunshine Coast Council, DDC, Local Group
members, the ICC and the LDCC.
B.5.4
Introduction
This plan provides the ICC and the LDCC with the tools and processes to carry out an initial and
then more detailed impact assessment on the effect of the disaster on infrastructure, private
property and the people in the community.
B.5.5
Support agencies to be included in the impact assessment team
All member organisations of the Local Group and others as required. All agencies can play a role
in impact assessment. It is important that a complete picture of the situation is available, so
multiple sources of information are required.
The State Disaster Management Plan identifies that Queensland Fire Emergency Services (Fire)
has impact assessment and intelligence gathering role.
The composition of a formal impact assessment team will be dependent upon the availability of
personnel following the impact of the event. Local Plan Appendix B.2 Community Support Sub-
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-47
Plan identifies the role of outreach teams in relation to the provision of impact assessment
information regarding the well-being of the affected community.
B.5.6
Impact assessment reporting format
A standard situation report template which includes an impact and damage assessment section is
contained in Local Plan Appendix B.5 LDCC Operational Plan.
A display board of impact assessment is to be available in the LDCC. Each individual member
agency of the Local Group needs to be in a position to provide advice in relation to its own assets.
Impact assessment data recorded on maps is also to be created and available.
Ideally impact assessment teams will be able to electronically record and report their assessments
from the field back to the LDCC.
B.5.7
Impact assessment team requirements
Each impact assessment team will require transportation, communications and recording
equipment, and this is to be coordinated by the LDCC.
B.5.8
System for impact assessment teams
It is essential to develop a sector, grid or locality system for the deployment of impact assessment
teams, to ensure maximum coverage without duplication of effort. Typically, this can be achieved
by assigning suburbs or street blocks, for instance, to particular teams. The teams shall be
provided with a map of their area of activity.
B.5.9
Information to be obtained and documented
Information obtained by the officer or team carrying out the assessment is to be reported back to
the ICC and LDCC to enable a complete strategic impact assessment to be carried out. Recording
data obtained in spatial management systems can be used to generate mapping of the impact
allowing for a more targeted response. This information is to include:
B.5.9.1

Area affected by the event
Location and size.

Urban, rural, communities.
B.5.9.2

Population affected by the event
Deceased or missing.

Injured - determine or estimate the number of major injuries.

Numbers unwell that may require medical treatment or hospitalisation.

Homeless (as a result of the event).

Evacuated population including numbers and where to. Refer to Local Plan Appendix
B.4 Evacuation Centre Management Operational Plan.

Numbers still or likely requiring evacuation. Refer to Local Plan Appendix B.3
Evacuation Operational Plan.

Members of the community suffering personal hardship and likely to require assistance.

Members of the community suffering loss of personal possessions and belongings,
small or large e.g. clothing / motor vehicles.
B-48
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.5.9.3

Characteristics and condition of the affected population
Resilience of the population – identify sections of the community that are self-sufficient
and those that require assistance and type of assistance.

Type of community, special care groups, self-help groups, aged care facilities that are
resilient or require assistance.
B.5.9.4

Emergency medical, health, nutritional, water, and sanitation situation
Level of services available across the region that are not functioning out of the usually
available number.

Determine the number of medical facilities that are still functioning and the total number
of usable beds.

Determine the number of food outlets or retailers still able to function.

Identify any issues which may affect the drinking water supply or inability to source
potable (drinking) water supply.

Identify level of assistance required to maintain sustainability:
B.5.9.5

o
Staffing levels
o
Plant and equipment
o
Supplies
o
Construction materials.
Level of continuing or emerging threats (natural / human-caused)
Identification of secondary hazards, e.g. mosquito or other insect infestations and action
to be taken.
Damage to infrastructure and critical facilities

Water and sewerage;
o
Identify the condition of water and sewage treatment facilities and of the distribution
network.
o
Determine whether water mains are broken. Are leaks in the sewage system
contaminating the water supply?
o
Quantify the impact of any water loss on key facilities and on individual users. How
quickly can the operator be expected to restore services? Identify facilities and
action taken to restore services.
o
Identify and evaluate possible alternative water sources, for example, provision of
bottled water.

Electricity: Identify the condition of the electricity distribution network and quantify the
impact of loss of electricity on residences and business and what action is planned to
restore services.

Telecommunications; Identify the condition of the telecommunications landline and
mobile network and quantify the impact of loss of service on residences and business
and what action is planned to restore services.

Road network: Identify the condition of the road network and quantify the impact of loss
of open roads on residences and business and what action is planned to allow roads to
be re-opened.
B.5.9.6
Damage to homes and residences
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-49

Approximate the number of private dwellings damaged or destroyed.

Approximate the number of private dwellings damaged and uninhabitable.

Approximate the number of private dwellings damaged beyond repair,

Approximate the number of private dwellings that have damaged or destroyed access
i.e. driveways destroyed or blocked.

Approximate the number of private dwellings that have lost services i.e. water /
sewerage / electricity / telephone,
B.5.9.7

Damage to public buildings
Approximate the number of public buildings (schools, churches, hospitals, government
buildings) damaged or destroyed.

Approximate the number of public buildings unusable in the short term.

Approximate the number of public buildings damaged beyond repair,

Approximate the number public buildings that have damaged or destroyed access i.e.
driveways destroyed or blocked.

Identify any damaged or destroyed buildings which were listed as evacuation centres in
Local Plan Appendix B.4 Evacuation Centre Management Operational Plan.
B.5.9.8

Damage to commercial premises
Identify the approximate the number of commercial buildings damaged or destroyed
and list / map.
B.5.9.9

Damage to agriculture and food supply system
Description of effects on agricultural crops if applicable.
Description of effects on specific localised agricultural concerns – e.g. dairy industry.

B.5.9.10

Damage to economic resources and social organisations
Damage to industry which may result in long-term economic or social problems.

Damage to community infrastructure, such as sporting clubs which may result in short
and long-term social problems.

Effects on government administration and operational infrastructure.
B.5.9.11

Level of response by the community of the affected area and the identification of
resilience and capacity to cope with the situation
Is the community capable of looking after itself with minimal assistance? Have they
implemented a local community disaster plan? Have recovery processes commenced?
Refer also to Local Plan Appendix B.2 Community Support Sub - Plan.

Is assistance from outside the region or local area required? If the resources of the
region are exhausted, outside assistance is to be sought through the DDC by the LDC.

Type of assistance required, manpower, plant and equipment, construction materials,
specialist advice or equipment.

If reconstruction of public infrastructure delayed how will this affect the community?

Indicate the urgency of assistance, immediate, days, weeks.

Identify the number of people requiring urgent personal hardship assistance?
B-50
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014

B.6
Have all community members of the affected area received some personal support?
Impact assessment sub-plan operational checklist
Table 42: Impact assessment sub-plan checklist
Impact Assessment Sub-Plan
CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Preparation
Identify agencies to
be included in an
impact assessment
team.
Develop an impact
assessment
reporting format and
information
management
system.
Commenced Responsible Organisation:
LDCC
Contact
Numbers
Responsible Officer
Ph
Coordination Centre
Manager
Mob
Commenced Responsible Organisation:
LDCC
Responsible Officer
LDCC Intelligence Cell
Completed
Email
Contact
Numbers
Completed
Ph
Mob
Email
Identify and provide
transport,
communications and
information
recording equipment
for impact
assessment teams.
Commenced Responsible Organisation:
Determine the area
affected by the
impact of the event.
Commenced Responsible Organisation:
LDCC
Responsible Officer
SCRDCC Logistics Officer/
Council EOT Liaison
Officer
LDCC
Responsible Officer
LDCC Intelligence Cell
Contact
Numbers
Completed
Ph
Mob
Email
Contact
Numbers
Completed
Ph
Mob
Email
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-51
Impact Assessment Sub-Plan
CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Preparation
Develop a grid or
locality system for
the deployment of
impact assessment
teams, to ensure
maximum coverage
without duplication
of effort.
Commenced Responsible Organisation
LDCC
Responsible Officer
SIM Officer / Council EOT
Liaison Officer
Contact
Numbers
Completed
Ph
Mob
Email
Deployment
Determine / Advise
the number of
fatalities or missing
persons.
Determine the
number of seriously
injured casualties.
Commenced
Commenced
Responsible
Organisation:
Contact
Numbers
Police
Ph
Responsible Officer
Mob
Police LDCC Liaison
Officer
Email
Responsible Organisation
Contact
Numbers
Police and QAS
Responsible Officer
Police and QAS LDCC
Liaison Officers
Determine the
number of ill people
(epidemic or
pandemic).
Commenced
Responsible Organisation
Queensland Health
Responsible Officer
DDMG Liaison Officer
Completed
Completed
Ph
Mob
Email
Contact
Numbers
Completed
Ph
Mob
Email
Determine the
number of persons
evacuated.
Commenced
Responsible Organisation
LDCC
Responsible Officer
Community Liaison
Officer and LDCC
Intelligence Officer
B-52
Contact
Numbers
Ph
Mob
Email
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Completed
Impact Assessment Sub-Plan
CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Preparation
Determine the
number of persons
that may require
evacuation due to
infrastructure
destruction.
Determine the
number of medical
facilities which are
still operational, and
the number of
usable beds.
Commenced
Responsible Organisation
LDCC
Responsible Officer
Intelligence Cell / Police
LDCC Liaison Officer
Commenced
Responsible Organisation
Queensland Health
Responsible Officer
QH Liaison Officer
Contact
Numbers
Completed
Ph
Mob
Email
Contact
Numbers
Completed
Ph
Mob
Email
Determine the
number of food
outlets still able to
function.
Commenced
Responsible Organisation
Council
Responsible Officer
Council Healthy Places
Officer
Determine the status
of the Region’s
water treatment and
supply.
Commenced
Responsible Organisation
Council
Responsible Officer
Unity Water Network
Operations Manager
Determine the status
of sewage systems.
Commenced
Responsible Organisation
Council
Responsible Officer
Unity Water Network
Operations Manager
Contact
Numbers
Completed
Ph
Mob
Email
Contact
Numbers
Completed
Ph
Mob
Email
Contact
Numbers
Completed
Ph
Mob
Email
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-53
Impact Assessment Sub-Plan
CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Preparation
Determine the
number of private
dwellings damaged
or destroyed.
Commenced
Responsible Organisation
LDCC
Responsible Officer
BSA / Q Build / QFES
(FIRE)
Determine the
number of public
buildings and
community facilities
damaged or
destroyed.
Determine the
number of
commercial
premises damaged
or destroyed.
Commenced
Responsible Organisation
LDCC
Responsible Officer
BSA / Q Build / QFES
(FIRE)
Commenced
Responsible Organisation
LDCC
Responsible Officer
BSA / Q Build / QFES
(FIRE)
Identify any
damaged or
destroyed buildings
which were listed as
evacuation centres
in the sub-plan.
Commenced
Responsible Organisation
LDCC
Responsible Officer
Community Support
Officer
Contact
Numbers
Completed
Ph
Mob
Email
Contact
Numbers
Completed
Ph
Mob
Email
Contact
Numbers
Completed
Ph
Mob
Email
Contact
Numbers
Completed
Ph
Mob
Email
Post Assessment Action
Determine the
effects on the power
distribution system.
Commenced
Responsible Organisation
ENERGEX
Responsible Officer
Principal Asset Officer
Contact
Numbers
Ph
Mob
Fax
B-54
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Completed
Impact Assessment Sub-Plan
CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Preparation
Determine the
effects on the
communications
networks.
Commenced
Responsible Organisation
TELSTRA
Responsible Officer
North Coast Manager
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on fuel
distribution capacity.
Commenced
Responsible Organisation
LDCC
Responsible Officer
LDCC Logistics Officer
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on gas
distribution capacity.
Commenced
Responsible Organisation
LDCC
Responsible Officer
LDCC Logistics Officer
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on road
transport.
Commenced
Responsible Organisation
DTMR
Responsible Officer
Liaison Officer
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on marine
transport.
Commenced
Responsible Organisation
QT Marine Safety
Responsible Officer
SC Area Manager
Contact
Numbers
Completed
Ph
Mob
Fax
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-55
Impact Assessment Sub-Plan
CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Preparation
Determine the
effects on rail
transport.
Commenced
Responsible Organisation
Queensland Rail
Responsible Officer
Liaison Officer
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on Sunshine
Coast Airport and
Caloundra
Aerodrome.
Commenced
Responsible Organisation
Council
Responsible Officer
Manager Airports
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on Regions
industry.
Commenced
Responsible Organisation
Council
Responsible Officer
LDC
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on the City’s
agricultural sector.
Commenced
Responsible Organisation
Dept. Primary Industries
Responsible Officer
DDMG Liaison Officer
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on the
region’s tourism
sector.
Commenced
Responsible Organisation
Sunshine Coast Tourism
Responsible Officer
LDCC Intelligence Officer
Contact
Numbers
Ph
Mob
Fax
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Completed
Impact Assessment Sub-Plan
CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Preparation
Determine the
effects on the
region’s
environment.
Commenced
Responsible Organisation
CCC/ DEH/QNPWS
Responsible Officer
LDCC Intelligence Officer
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on the
continuity of all
levels of
government.
Commenced
Responsible Organisation
Council
Responsible Officer
Mayor and CEO
Contact
Numbers
Completed
Ph
Mob
Fax
Determine the
effects on the local
response capacity.
Commenced
Responsible Organisation
Local Group
Responsible Officer
LDC and Deputy LDC
Contact
Numbers
Completed
Ph
Mob
Fax
Utilise the impact
assessment
information to
forecast resource
requirements.
Commenced
Responsible Organisation
Local Group and LDCC
Responsible Officer
LDC
Contact
Numbers
Completed
Ph
Mob
Fax
Include details of the
impact assessment
and forecast
resource
requirements in
SitReps distributed.
Commenced
Responsible Organisation
LDCC
Responsible Officer
LDC and Intelligence
Officer
Contact
Numbers
Completed
Ph
Mob
Fax
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-57
B.7
Health Services Sub-Plan
B.7.1
Purpose
To provide an outline of the coordination of the health and medical resources needed in
responding to medical care needs following a disaster event.
B.7.2
Functional responsibility
This plan is the functional responsibility of Queensland Health Sunshine Coast Hospital and Health
Services.
B.7.3
Context and assumptions of this plan
In the more populous areas of Queensland, the normal health resources are usually such that they
are either self-sufficient, or within a short distance of alternative services. In the event of a medical
health emergency it is expected that Queensland Health will activate their District Health
Emergency Incident Coordination Centre.
B.7.4
Introduction
The medical services sub-plan is designed to cover medical emergencies which over short or long
term, extend beyond the capabilities of local medical practitioners to handle.
Any disaster in the Sunshine Coast area, which automatically involves Nambour General Hospital,
the regional hospital for the Sunshine Coast, becomes a DDMG issue. Assistance if required will
be sought by the Local Group LDC from the DDC.
The attached Health services sub plan has been developed by the Health sub Committee of the
Sunshine Coast District Disaster Management Group.
B.7.5
Support agencies
The following are local support agencies who may be involved in providing assistance a disaster or
emergency situation:
(a)
Queensland Health – Sunshine Coast Hospital and Health Service District
(b)
Day surgery facilities
(c)
Private In-Patient and Community Care Providers
(d)
Private Domiciliary Care Providers
(e)
Residential Aged Care facilities
(f)
Queensland Ambulance Service
(g)
St.John Ambulance Service
(h)
Department of Communities:- Disability Services
(i)
Private Medical Practitioners
(j)
Focus Health Network (formerly the Sunshine Coast Division of General Practice)
(k)
Australian Red Cross
(l)
Community Pharmacy Guild
(m)
Nursing Agencies
(n)
Psychological and counselling services
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B
Glossary
Annexe Plans
Also referred to as supplementary plans (see below).
Business Continuity
Plan
A collection of documents that outline the organisation’s
preferred approach to dealing with interruptions to essential
services and core business processes to ensure business
continuity and recovery following an emergency event.
Critical Infrastructure
A service, facility or a group of services or facilities, the loss
of which will have severe effects on the physical, social,
economic or environmental wellbeing of the community.
Disaster
An event of such magnitude that it overwhelms the
resources available to combat it.
Emergency
Any event, actual or imminent, which endangers or threatens
to endanger life, property or the environment, and which
requires a significant and coordinated response.
Any event which arises internally or from external sources
which may adversely affect the safety of persons in a
building or the community in general and requires immediate
response by the occupants.
Emergency Event
An emergency “event” means any of the following: a cyclone, earthquake, flood, storm, storm tide, tornado,
tsunami, volcanic eruption or other natural happening;
 an explosion or fire, a chemical, fuel or oil spill, or a gas
leak;
 an infestation, plague or epidemic;
 a failure of or disruption to, an essential service or
infrastructure;
 an attack against the State (e.g. terrorism);
 medical emergency;
 accident, a bus or aircraft crash or major industrial
accident;
 threat to or on a person;
 a release of a chemical, biological or radiological agent;
 Or any other event similar to those mentioned above.
An emergency “event” may be natural or caused by human
acts or omissions.
Health Emergency
Operations Centre
(HEOC)
A facility, either static or mobile, form which the total
operation or aspects of the operation are managed.
A facility established to control and coordinate the response
and support to an incident or emergency.
Health Incident
Controller (HIC)
The Incident Management Team (IMT) Coordinator
responsible for liaising between the IMT and other
government agencies.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Glossary
Emergency
Preparedness
Emergency Response
Plan
Evacuation
Measures to ensure that communities and organisations are
capable of coping with emergencies. It involves developing
and maintaining arrangements to prevent or mitigate,
prepare for, respond to, and recover from emergencies.
A documented scheme of assigned responsibilities, actions
and procedures, required in the event of an emergency. A
formal record of agreed management roles, responsibilities,
strategies, systems and arrangements.
The planned relocation of persons from dangerous or
potentially dangerous areas to safer areas and eventual
return.
Evacuation Point
A predetermined place where persons are taken or are
assembled in the event of an evacuation.
Hazard
A potential or existing condition that may cause harm to
persons, or damage to property or the environment.
Incident Management
Team (IMT)
A group of incident management personnel comprising the
Health Incident Controller, and the personnel he or she
appoints to be responsible for the functions of operations,
planning and logistics.
Incident
An event, accidentally or deliberately caused, which requires
a response. See also emergency.
Preparedness
The results of strategies and services to position providers
and staff to respond to emergency events quickly and
effectively.
Response
Actions taken in anticipation of, during and immediately after
an emergency to ensure that it's effects are minimised, and
that people affected are given immediate relief and support.
Supplementary Plans
Plans, which augment the specific responses, described in
the Emergency Response Plan, with information about
patient dependency, the types of hazards prevalent in a
particular area or specific responses necessary in relation to
particular hazards or emergencies. These plans are also
referred to as annexes.
Work Unit Action Plan
A document describing roles, responsibilities and
arrangements for the response of each work unit / division.
These plans augment the responses described in the
Emergency Response Plan.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B
Abbreviations
ACAT
Aged Care Assessment Team
ADON
Assistant Director of Nursing
AIIMS
Australian Inter-Service Incident Management System
AIN
Assistant in Nursing
ATODS
Alcohol Tobacco and Other Drugs Service
CBR
Chemical Biological and Radiological
CCU
Coronary Care Unit
CEO
Chief Executive Officer
CEW
Chief Emergency Warden
CHIP
Community Hospital Interface Program
CHS
Caloundra Health Service
CISAS
Community Integrated Sub Acute Services
CNC
Clinical Nurse Consultant
COO
Chief Operating Officer
CPH
Caloundra Private Hospital
CSAP
Community Sub Acute Program
CSCF
Clinical Services Capability Framework
DDC
District Disaster Coordinator
DDCC
District Disaster Coordination Centre
DDMG
District Disaster Management Group
DDMP
District Disaster Management Plan
DOC
Department of Communities
DON
Director of Nursing
DPU
Day Procedure Unit
DVI
Disaster Victim Identification
EAP
Employee Assistance Program
ECO
Emergency Control Organisation
EHO
Environmental Health Officer
EIRP
Emergency Incident Response Plan
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Abbreviations
EMC
Emergency Medical Centre
QFES (DM)
Queensland Fire Emergency Services (Disaster Management)
EPM
Emergency Preparedness Manual
ERP
Emergency Response Plan
FACEM
Fellow of the Australian College of Emergency Physicians
FHN
Focus Health Network
FSANZ
Food Standards Australia and New Zealand
GRC
Gympie Regional Council
HDU
High Dependency Unit
HEOC
Health Emergency Operations Centre
HIC
Health Incident Controller
HLO
Health Liaison Officer
ICU
Intensive Care Unit
IMT
Incident Management Team
LDC
Local Disaster Coordinator
LDCC
Local Disaster Coordination Centre
LDM Guidelines
Local Disaster Management Guidelines
LDMG
Local Disaster Management Group
LDMP
Local Disaster Management Plan
MEH
Manager Environmental Health
MH
Mental Health
NGO
Non-Government Organisation
NH
Noosa Hospital
NSPH
Nambour Selangor Private Hospital
NSW
New South Wales
NUM
Nurse Unit Manager
PCW
Patient Care Worker
PH
Public Health
PHMO
Public Health Medical Officer
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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Abbreviations
PHO
Public Health Officer
QAS
Queensland Ambulance Service
QDI
Queensland Diagnostic Imaging
QDMA
Queensland Disaster Management Arrangements
QFRA
Queensland Fire Rescue Authority
QH
Queensland Health
QLD
Queensland
QMERIT
Queensland Magistrates Early Referral Into Treatment
QML
Queensland Medical Laboratories
QPS
Queensland Police Service
RACF
Residential Aged Care Facilities
SCHHS
Sunshine Coast Hospital and Health Service
SCPH
Sunshine Coast Private Hospital
SCPHU
Sunshine Coast Public Health Unit
SCRC
Sunshine Coast Regional Council
SCUH
Sunshine Coast University Hospital
SCUPH
Sunshine Coast University Private Hospital
SDCC
State Disaster Coordination Centre
SDCG
State Disaster Coordination Group
SDMP
State Disaster Management Group
SES
State Emergency Service
SHECC
State Health Emergency Coordination Centre
SMO
Senior Medical Officer
SOM
State Operations Manager
TEAS
Transitional Emergency Accommodation Service
UCH
Uniting Care Health
XO
Executive Officer
SECTION 1: Governance and document history
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
This sub plan has been compiled in conjunction with representation from the
Sunshine Coast District Disaster Management Group and Health Sub Committee
members.
This sub plan forms part of the overarching Sunshine Coast Disaster Management
Plan. In the event of conflict between the two plans, the SCLDMP will prevail.
This document will be reviewed annually and after any activation. It may require
further refinement to reflect the evolving organisational structure and redevelopment
impact.
Individual agencies are responsible for testing their internal sub plans annually or
following activation of their sub plans.
Any changes to this sub plan will require endorsement from the chair Health Sub
Committee prior to acknowledgement from the SCLDMG. Endorsed amendments
will be communicated and distributed by chair of HSC for acknowledgement and
updating electronically on the local council site.
Version
Amendment Date
Name
Comments
0.1
January 2013
Chair HSC
Initial Draft
0.2
February 2013
Local Disaster Coordinator
Review draft
Disaster Management
Coordinator
0.3
March 2013
Chair HSC
Amended draft
Local Disaster Coordinator
Disaster Management
Coordinator
0.4
March 2013
Chair HSC
Amended draft
Local Disaster Coordinator
0.5
March 2013
Members of HSC
Amended draft
0.6
May 2013
Members of HSC
Amended draft
0.7
May 2013
Members of HSC
Amended draft
0.7
May 2013
Chief Operating Officer
Draft endorsed
0.8
June 2013
Chair HSC
Amended draft
Proposed amendments to this plan are to be forwarded in the first instance to:-
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B
Chair: SCHHS HSC
Nursing Director
Department of Emergency Medicine
Nambour General Hospital
PO Box 547 Nambour QLD 4560
Telephone (07) 5470 5315
Amendments endorsed by the Chair HSC are to be forwarded to:Local Disaster Coordinator
Sunshine Coast Regional Council
Locked Bag 72
Sunshine Coast Mail Centre. QLD 4560
Telephone (07) 5441 8305
SECTION 2: Introduction
The Health Sub Committee was formed in July 2012 as part of the Sunshine Coast
Regional Council Local Disaster Management Group.
The Health Services Sub Committee identified the need to establish a 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.
The Health Services Sub Committee comprises of representation from the following
government and non-government organisations:

Queensland Health: Sunshine Coast Hospital and Health Services:
o Acute facilities,
o Community and Mental Health Services. and
o Public Health.

Local Disaster Management Groups:
o Sunshine Coast Regional Council, and
o Gympie Regional Council.

District Disaster Management Groups:
o Sunshine Coast Regional Council and
o Gympie Regional Council.

Department of Communities:
o Disability Services.

Focus Health Network (formerly the Sunshine Coast Division of General
Practice).

Private In-Patient and Community Care Providers:
o Uniting Care Health;
 Sunshine Coast Private Hospital,
 Life Line, and
 Blue care.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
o
Ramsay Health Care:
 Nambour Selangor Private Hospital,
 Caloundra Private Hospital,
 Noosa Hospital, and
 Sunshine Coast University Private Hospital.

Residential Aged Care facilities.

Australian Red Cross.

Community Pharmacy Guild.

Nursing Agencies:
o RNS.
This sub plan provides the above 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, and
Aged care.
SECTION 3: Phases of Activation (General)
This sub plan will be activated in the event that an incident occurs of such magnitude
that it overwhelms the ability for business continuity to occur.
In line with the Queensland Health Disaster Plan and the Local Disaster
Management Plan there are four phases of emergency response plus debrief.
Agencies need to be aware that in some instances there may not be time for all four
distinct phases. Activation may require agencies to move directly to Lean Forward or
Stand Up.
PHASE 1 - Alert
The phase where notification of an impending emergency is received or initial advice
leaves it unclear as to whether a response is appropriate. This phase involves initial
alert only notification with monitoring, but may proceed immediately to the next phase
depending upon information received. This phase involves consideration of the
likelihood of a response being required, and the nature of that response.
PHASE 2 - Lean Forward
This occurs when advice received in the alert phase is sufficient to warrant
preparatory activities in readiness for a response and extra physical resources may
be sourced and readied. At this stage, more detailed information on the readiness of
the facility or service to respond is sought, e.g. numbers of vacant beds, the need to
call in additional staff or the need to reduce elective surgery.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B
Relevant staff should begin to collect details on the preparedness of the facility to
receive patients. This would include but is not limited to bed vacancies, staffing,
resources / supply.
Note: Consider request for additional support from the LDMG/DDMG; e.g. traffic
management, accommodation, essential services and additional resources should
they be needed. Communication plans to be tested at this stage (radio, emergency
phone checks).
PHASE 3 - Stand Up
This is the phase where resources are dispatched to a scene/division/staging area
and/or personnel and services are adjusted according to the relevant plan, in
preparation for the consequences of impact, e.g. multiple casualty reception.
During this phase the hospital / agency is responding to an emergency that is above
its normal capacity and special command arrangements apply. The Incident
Management Team will be established and assume command and control of the
event.
Delegation of authority will be through the agency Service Line structure with
Managers coordinating the delegation of responsibility and allocation of resources
within their areas.
PHASE 4 - Stand Down
This is the phase when an agency's response is no longer required and services are
scaled back.
Once the emergency is contained, and a hospital / agency response is no longer
required, determination will be made by the Health Incident Commander to officially
stand down the incident.
Debrief
At the conclusion of the response a formal debrief session should be available for all
staff involved.
(Queensland Health only) A Crisis Response Service for employees is available
through Queensland Health’s Employee Assistance Program (EAP) to provide
immediate services to any sudden and traumatic event that impact on a person’s
physical and/or emotional state.
At the Work Unit Level – Line Manager Responsibility:
•
Debriefing within 2 weeks,
•
Completion of an evaluation at debrief, forwarding to appropriate Emergency
Response committee chair, and
•
Review Emergency Response plans and sub plans. Amend as required.
Within Two Weeks of Stand Down:
At the Agency Level – Emergency Response Manager Responsibility
•
B-68
Coordinate a meeting of the Emergency Response Preparedness Committee,
members of the Incident Management Team and relevant stakeholders within 4
weeks.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
The purpose of this meeting is for a formal debrief of the emergency, review of the
Emergency Response Plan and identification and initiation of any necessary
amendments to the Plan.
Note:
Any staff, patient or visitor incidents that occurred during the
emergency should be documented, managed and reported in line with normal
incident and complaints processes.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B
SECTION 4: Activation of the Health Services Sub Plan:
This flow sheet outlines the communication path when a health agency or facility within
the Health Sub Committee requires assistance from the LDMG or DDMG to manage a
significant event.
4.1 Escalation process FROM Health Agencies
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
4.2: Escalation process TO Health Agencies
This flow sheet outlines the communication path when a health agency or facility
within the Health Sub Committee is required to assist in managing a significant
event.
SECTION 5: Health Agencies Overview
This component of the Sub Plan details the service capability of public and private
hospitals, health professionals and allied health providers.
In the event of an incident occurring that cannot be contained and controlled by
individual medical agencies at their local level, intra agency coordination and
collaboration may be required to support business continuity.
The HLO’s role is pivotal to the functionality of this sub plan. The key responsibilities
and functions are:
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B





Communicating alerts, Updates, Situation Reports to members of HSC.
Advising HSC of stages of activations.
Facilitating communication between the Health Sub Group, the LDMG / DDMG
and Queensland Health as described in the flow diagrams of pages 11 and 12.
Advocating for Health Agencies and Facilities on health matters, and providing
expert advice to the LDC or DDC.
Escalating issues, requests from either the Health Agencies / facilities of the
DDMG / LDMG as described in pages 11 and 12.
Notification process of the Health Sub Committee is as follows:
The Sunshine Coast Council Local Disaster Coordinator will determine the need for
the level of response (alert, lean forward, stand up, stand down) required and notify:
o
o
The Sunshine Coast District Disaster Coordinator (QPS in their capacity as
DDC)).
SCHHS Health Liaison Officer to the District Disaster Management Group.
On receipt of relevant notification status, the SCHHS HLO DDMG (or delegate) will
notify all members of the Health Sub Committee of the status alert / activation.
SCHHS Vulnerable Persons Register
The SCHHS HLO DDMG in consultation with the SCHHS Chief Operating Officer is
responsible for coordination of the SCHHS Vulnerable Persons Registers
encompassing:
o
o
o
o
Facilitating email and or phone communication with the SCHHS owners of
Vulnerable Persons Registers.
Advising owners of registers to make contact and assess Vulnerable
Persons at risk pending the nature of the event eg: patients requiring dialysis
unable to access health facilities due to flood issues.
Providing the SCHHS HLO DDMG (or delegate) with a list of Vulnerable
Patients requiring immediate or anticipated assistance.
The SCHHS HLO DDMG (or delegate) will then liaise with Sunshine Coast
Council Local Disaster Coordinator (or delegate) of priority patients requiring
assistance.
Tsunami events
Tsunami alerts will be issued as per the Sunshine Coast Council Local Disaster
Management Plans.
The SCHHS HLO DDMG (or delegate) will notify the Health Sub Committee as soon
as is practicable on receipt of alerts or warnings.
SECTION 5.1: Overview of Health Agency Service Capability
PUBLIC FACILITIES
Facility
Bed
capacity
Hours of
Operation
Ventilator
capacity
Generator
Medical
Gasses
Other
Nambour
Hospital
374
24/7
14 ICU + 5
DEM
B2 800kva 24hr
Stored
on site
On site
catering
B3 750kv 24hr
B4/5 220kva 6hr
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B6 375kva 24hr
P Suite 550kv
24h
B7 500kva 24hr
Caloundra
Health
Service
72
24/7
2 DEM
275 kva
24hr
Stored
on site
On site
catering
Maleny
Hospital
25
24/7
1 DEM
165 kva
24hr
Stored
on site
On site
catering
Gympie
Hospital
69
24/7
2 DEM
250 kva 24hr
Stored
on site
On site
catering
Stored
on site
On site
catering
250kva 24hr
35 kva 1wk
CISAS
45
Glenbro
ok
24/7
0
250 kva
24hr
Dove
house
PRIVATE FACILITIES
Sunshine
Coast
Private
Hospital
182
24/7
4 ICU 2
spare
750 kva
72 hours
500 kva
60 hrs
Stored
on site
14/7
supply
On site
catering
Minimal
stored
on site
On site
catering
10 day
supply
stored
on site
On site
catering
(cookfresh)
One
week
supply
stored
on site
On site
catering
350 kva
30 hours
Nambour
Selangor
Private
Hospital
83
Caloundra
Private
Hospital
64
Noosa
Hospital
96
24/7
nil
Capacity 313 KVA
24 hour
run time
approx
24/7
No
220WA x
2
24hour
run time
24/7
2 ICU + 2
DEM
Capacity
650 KVA
24 hour
run time
approx
SCUPH
To be determined on building completion December 2013
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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SECTION 6: Public Health Overview
This component of the Sub Plan details the requirements necessary to mitigate
public health risks in times of an emergency/disaster situation.
It seeks to harness the efforts of a range of organisations into and efficient,
coordinated public health response during disaster events, which may have a major
impact on public health.
A disaster may cause significant disruption or damage to essential service, posing a
range of risks to public health. Water supplies, sewage treatment, refuse disposal,
power supply and access to safe food may be compromised. There may be an
increased risk of disease for some time after the event.
A level of resilience in communities is encouraged via public awareness of basic
hygiene practices during and following a disaster. It is expected that the activation
of public awareness programs will help communities to be prepared and to be self sufficient for a number of days in relation to essential commodities such as food,
water.
The Plan will be scaled up or down as required to provide operational support on
behalf of the HEOC or the LDCC.
Functional Responsibility for Public Health
At the local level the Sunshine Coast Council through the Community Response
Branch of Community Services has the functional responsibility for implementation of
this component of the Sub Plan in liaison with Queensland Public Health’s Sunshine
Coast Public Health Unit.
Public Health Officers and Environmental Health Officers will provide expert advice
and support on public health matters in accordance with their specialist roles.
The content of public health public information during a disaster will be coordinated
by the Local Group Community Support Officer in liaison with the Director of the
SCPHU.
Support Agencies
The support agencies for Public Health include:





Gympie and Sunshine Coast Regional Council,
Sunshine Coast Public Health Unit (Queensland Health),
Australian Red Cross,
Blue Care, and
Meals on Wheels.
Environmental Health Officers will join multi-disciplinary outreach teams to assess
potential public health risks and provide specialist advice to residents following a
disaster (see Appendix B for the roles and responsibilities of these agencies).
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Area
1
2
Coordinator
Safe and
Adequate Water
Local Group Community Support Officer
Shelter
Local Group Community Support Officer
Delegate to: Environmental Health Officers
Delegate to: Environmental Health Officers
Responsibilities
Liaise with water providers to facilitate:o
o
o
o
o
Water quality;
Storage;
Treatments & monitoring;
Water Distribution;
Public advice.
Safety & Suitability of evacuation centres:o
o
o
o
o
Water supply;
Kitchen facilities & layout;
Ablution facilities;
Refuse disposal;
Disinfection arrangements.
Assess impacted homes for continued human inhabitation.
3
Safe Food and
Food Related
concerns
Local Group Community Support Officer
Delegate to: Environmental Health Officers
Ensure provision of emergency food supplies to evacuation centres:o
o
Monitor food handling and sanitation;
Media and public awareness.
Provision of advice to the community on:o
4
Emergency
Ablution Facilities
LDCC manager (logistics cell)
Delegate to: Local Group Community Support
Officer
Safe consumption and storage of foods.
Following damage and impact assessment of sewerage network:o
o
Facilitation of portable toilets and showers;
Ensure safe and acceptable standard of above.
Liaise with Waste and Resource Management & water suppliers to:o
5
Refuse disposal
Local Group Community Support Officer
Ensure safe disposal of sewerage and sullage at evacuation centres.
Liaise with Waste and Resource Management to:o
o
Identify emergency landfill sites;
Coordinate collection and transportation of refuse.
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Area
Coordinator
6
Vermin and
Vector Control
Local Group Community Support Officer
7
Infectious Disease Local Group Community Support Officer
Control
Delegate to: Environmental Health Officers
Responsibilities
Under the advice from QLD Health targeted applications of pesticides may
be authorized to reduce public health risks (low priority).
Under the guidance of QLD health:o
o
o
o
8
Personal Hygiene
Local Group Community Support Officer
Delegate to: Environmental Health
9
Disposal of Dead
Stock and
Animals
Local Group Community Support Officer
Reinforce basic hygiene principles;
Undertake surveillance and reporting on risks;
Provide advice to Q health on isolation / separation of infected
individuals;
Assist in the control and containment of disease outbreaks.
Facilitate preparation of advice re personal hygiene to:o
o
o
Response agency personnel;
Evacuation centres;
Community and businesses.
Under the advice of QLD primary Industries & Fisheries Vets to facilitate:o
o
o
o
Identification of disposal sites;
Appropriate methods of disposal;
Collection, transport and burial procedures;
Inspections of private land as needed.
10 Disinfection of
buildings
Environmental Health Officers
11 Decontamination
Local Disaster Coordinator and Incident
Controller
Liaise with relevant agencies (QFES (FIRE) / QH) to:-
Sunshine Coast Public health Unit
Facilitate coordinated response re:-
12 Provision of
Public Information
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Provision of advice on disinfection of:o
o
o
o
Local Disaster Coordinator
o
o
o
Commercial food premises;
Homes;
Evacuation centres;
Ablution facilities.
Provide field decontamination facilities.
Information relating to disease transmission;
Verbal and /or written advice to outreach communities.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
SECTION 7: Aged and Community Care Overview
This component of the Sub Plan seeks to coordinate the preparation for, the response to
and recovery by the aged and community care sector during a disaster or other events
which may cause significant disruption to normal day to day operations.
The sector includes both profit and not for profit organisations with a wide variety of
business models and raisons d’etre.
Organisations which are included in this sector include those providing one or more of
the following services:


Aged care;
Health and Community Care;
Support to people with a disability, vision or hearing impairment.
This sub plan is based upon four key premises:



each agency and organisation is responsible for identifying their key operational
risks and then developing appropriate business continuity plans to manage these
risks and the needs of their clients;
during a disaster each organization has the responsibility to continue to exercise
their duty of care and support their clientele until it has become too difficult or
dangerous for them to do so;
sheltering in place or early evacuation to a safer place; and
a collaborative model whereby individual organisations within the sector will assist
one another wherever possible within the limits of their resources.
During a disaster the provision of emergency services to the aged and community care
sector, will be facilitated through the Local Disaster Management Group (LDMG) using
an all agency approach.
During these times overall responsibility for responding to the sector’s needs will rest
with the LDMG Community Support Coordinator with general health or specific medical
support being sourced through the LDMG Health Liaison Officer.
Developing Resilience
Community resilience can be defined in many ways. Rather than define disaster resilience, the
national strategy for disaster resilience focuses on the common characteristics of disaster-resilient
communities, individuals and organisations, these are:



functioning well while under stress;
successful adaptation;
self-reliance; and
social capacity.
Resilient communities also have strong social support systems, such as neighbourhoods, family
and kinship networks, social cohesion, mutual interest groups, and mutual self-help groups.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B
The development of resilience in the aged and community care sector is primarily the responsibility of
individual organisations working within the sector and their support networks. It is mandated through
state and local government regulation and compliance with funding criteria.
Council through its Community Development Branch and Disaster Management team will also assist
in developing the sector’s resilience by establishing a Sunshine Coast Aged Care Disaster Support
Group. It will also provide educational and other disaster management information.
SECTION 8: Detailed Profiles of Health Sub Committee Services
8.1: The Sunshine Coast Hospital and Health Service
Outline
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. It spans the
approximate geographical boundaries of both the Gympie Regional Council and the
Sunshine Coast Regional Council. The region’s population is presently estimated at
370,000. In addition to Nambour Hospital, the Health Service is serviced by Caloundra,
Gympie and Maleny Hospitals with public services through Noosa Private Hospital.
Nambour Hospital is an acute regional hospital, which provides a broad range of specialty
services for the Sunshine Coast Hospital and Health Service community. The 350 bedded
hospital acts as the referral centre for the broader Sunshine Coast Health Service District
and is the lead agency in the event of a major incident.
Gympie Hospital is located in the northern section of the Sunshine Coast Health Service
District, some 180 km north of Brisbane, its tertiary referral centre; and some 80 km north of
Nambour, the major regional referral hospital. Gympie Health Service provides services
east to Tin Can Bay and Rainbow Beach, north to Gunalda, south to Cooroy, and includes
much of the Mary Valley. The Gympie Hospital is a 67 bed hospital that provides a range of
level 1 and 2 services (Clinical Services Capability Framework V2.0) and is an integral
component of the health service medical, surgical, emergency, maternity and paediatric
service provision.
Caloundra Hospital provides services for the southern end of the Sunshine Coast. The
facility comprises of 72 overnight beds and 22 bed alternatives. The facility is undergoing
major redevelopment with expansion of its Emergency Department.
Maleny Soldiers Memorial Hospital is a rural facility providing primary level services to the
southern Sunshine Coast hinterland. The hospital provides medical and nursing care for 16
inpatients. Clinical care is provided for medical and post-surgical patients as well as palliative
care and post natal care.
All sites provide a twenty four hour service with the ability to establish a primary or secondary
Health Emergency Operations Centre (HEOC) in the event of a major incident.
Governance
The SCHHS Emergency Response Preparedness Plan (incorporating the Nambour Hospital
Response Plan) envisages a graded response framework to incidents within the SCHHS.
Incidents are able to be managed locally within work units or facilities.
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Please refer to the Incident Response Framework diagram for further details and note that
the Incident Management Team only begins operations once local responses are
insufficient. Once an incident is formally declared as an Emergency Event, procedures
contained in this plan are to be followed.
This plan includes a formal record of agreed communication pathways, management roles,
responsibilities and strategies. Nambour Hospital is the main facility within the health service
and would be normally expected to take on the lead role in a response in such cases.
Given the focal role of Nambour Hospital in relation to the health services resources and
infrastructure, this plan also serves as the Nambour Hospital’s facility Emergency Response
Plan. Separate supplementary plans for the other three facilities augment this plan.
In addition plans are in place for:





Business Continuity Management;
Cyclone and Flood Preparedness;
Chemical Biological and Radiological incidents;
Pandemic Plan;
Mass Casualty Plan (Code brown); and
Building engineering and maintenance services (Code yellow).
These plans are designed to be applied by all services under the auspices of the Sunshine
Coast Hospital and Health Service to the resolution of any emergency situation; internal or
external, using a consistent, universally understood and applied system, the Australian InterService Incident management System (AIIMS).
Organisation Plan
Therefore the SCHHS Emergency Response Plan and Sub Plans have been developed in
accordance with internationally accepted concept of disaster management that endorses a
comprehensive all hazards approach with generic principles and processes that underpin all
codes. These principles and processes are in accordance with Australian Standard 4083 –
2010 Planning for Emergencies – Health care facilities.
The SCHHS Emergency Response Plan also aligns with the Disaster Management Act 2003
and the Public Safety Preservation Act 1986; Australian Standard® 4083, Planning for
emergencies – Health care facilities; the State Counter Disaster Plan 2001; and the
Queensland Health Disaster Plan 2008.
While other supplementary plans exist at both a Queensland Government and Queensland
Health level these plans are referred to within the relevant SCHHS Supplementary Plans.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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Public Safety Preservation Act
1986
Disaster Management Act
2003
State Counter Disaster Plan
Public Health Act
2005
Multi-Agency Response Plan to
Chemical, Biological &
Radiological (CBR) Incidents
Qld Health Disaster Plan
QLD Government Pandemic
Influenza Plan
SC HHS Chemical Biological &
Radiological Management Plan
SCHHS Emergency
Response Plan
Qld Health Pandemic
Influenza Plan
SC HHS
Business Continuity
Plan
Caloundra Health Service
Emergency Response Sub Plan
SC HHS
Pandemic Response
Sub Plan
Gympie Health Services
Emergency Response Sub Plan
Maleny Soldiers Memorial Hospital
Emergency Response Sub Plan
Cyclone & Flood Preparedness
Sub Plan
Command and Control
The designated Health Incident commander (HIC) for the SCHHS is the Chief Operating
Officer (COO). The COO undertakes the role of the Incident Management Team Coordinator
with a primary focus on liaison between the Incident Management Team and other
government agencies / forums. It should be noted that either role could be delegated or
incorporated into the other.
The Emergency Response is to be coordinated in consultation with the Sunshine Coast
Health Service Governance Committees and Service Lines.
Where a multi-agency response is required and / or there has been the activation of the
Queensland Health Disaster Plan and / or State Counter Disaster Plan the functional support
arrangements at both the state and region/SCHHS level are outlined below.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Director General –
Queensland Health
Strategic Policy
Liaison
Director General
Premier & Cabinet
State Disaster
Management Group
Reporting
Reporting
State Health Coordinator
(SHC)
Strategic Operations
Liaison
State Health Emergency
Control Centre (SHECC)
State Disaster
Coordination Centre (SDCC)
Reporting
Reporting
Health Incident
Controller (HIC)
Health Emergency
Control Centre
State Disaster Coordination
Group
Operational
Liaison
District Disaster
Management Group
District Disaster
Coordination Centre
Reporting
Reporting
Health Event
Gympie only
Local Disaster
Management Group
Local Government
Coordination centre
Capability
The SCHHS plans encompass actions and guidelines for the prevention, preparedness and
evaluation of health event responses within all services of the SCHHS. This includes:






Development of plans to identify and mitigate major health and infrastructure risks;
Development of plans to ensure that staff are prepared, trained and equipped to deal
with health emergencies;
Command and control structures;
Inter-operability within a broader multi-agency response framework;
Support and logistics infrastructure;
Appropriate media communications and public health broadcasts;
Liaison with the Queensland Police Service (QPS) to ensure appropriate Disaster
Victim Identification (DVI) is completed.
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The plans provide processes that promote the seamless flow through the various stages of
emergency response leading to the health care recovery phase:



To optimise the safety of staff, patients, visitors and protect the physical resources of
the SCHHS from real or potential threats and emergencies;
To provide direction for hospital staff in the event of a potential or actual emergency;
To coordinate hospital services so as to receive, and optimally manage a large number
of patients than would otherwise overwhelm the capabilities of the service;
To assist the organisation to continue to provide hospital services in circumstances that
may significantly impact on organisational function.
Evaluation and Review
Evaluation and review of the SCHHS Emergency Response Plan or Work Unit Action Plans
are to be conducted following:




Activation of the Emergency Response Plan or response to particular code, with
reference to the outcome achieved, issues raised and key performance indicators;
Review of external emergency incidents;
Internal and external emergency preparedness exercises;
Organisational restructure; and / or
The introduction of new technology within the plan.
The evaluation and review process, following activation of the SCHHS Emergency Response
Plan, should be completed within a 4 week period.
Evaluation and review will also occur at minimum annually in accordance with AS 4083 –
2010 Planning for Emergencies Health Care Facilities, and will be coordinated by the
Director Corporate Services, SCHHS with changes to process, procedure or content
endorsed through the SCHHS Emergency Planning Committee.
Communication
Members of the SCHHS Incident Management Team are updated monthly and maintained in
all HEOC’s and with Switchboard Services Communication systems include power safe
telephones and 2-way radios with associated compliance monitoring, updating and testing of
systems Vulnerable Persons lists are updated monthly and maintained by the relevant
service managers. The activation of notification is initiated by the Health Incident
Commander.
Risk
Business Impact Analysis matrixes are in place and risk registers monitored and addressed
through the Emergency Response Preparedness Committee.
Education
In accordance with Australian Standard – Planning for emergencies – Health Care facilities
AS 4083-2010 the SCHHS provides relevant training to ensure appropriate levels of
preparedness and response are maintained. Training is held at a minimum of yearly.
Records are maintained showing the names of the individuals concerned, the sessions and
the dates attended.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
8.2: Mental Health
The Mental Health Service provides disaster response to consumers and staff in the event of
a severe weather or adverse event. It does this by:










Developing plans for each component of the Service which encompass all responses
prior to, during and immediately after the event;
Delineating command structures to provide disaster response;
Coordinating and providing mental health services to ensure access to mental health
services to new and existing service recipients;
Provide consultation and assistance to crisis counselling services and support for
disaster affected persons;
Where required and appropriate, assist in psychological support of emergency
personnel, recovery workers and disaster affected persons in conjunction with the
employee assistance services of Queensland Health and other organisations;
Provide mental health expertise at the site and in the respective Emergency Control
Centres, in the event of a prolonged emergency response phase, to assist in monitoring
emergency managers and workers at both locations for signs of fatigue, stress and
impaired decision making;
Provide advice and support services regarding identification of the deceased, and the
mental health aspects of handling relatives and friends of the deceased in consultation
with the Senior Counsellor, John Tonge Centre or via QPS;
Provide advice and support services in the event of consideration being given to the
evacuation of significant numbers of individuals affected by the disaster, to ameliorate
the associated personal, family and social disruption;
Be aware of individuals affected by a disaster that may have particular needs or are
most at risk, such as children, the elderly, non-English speaking persons and Aboriginal
and Torres Strait Island persons;
Provide training, education in the mental health aspects of disasters. Ensure reviewing
and briefing arrangements;
The service will liaise with the Mental Health Commander.
In the event of a natural disaster on the Sunshine Coast (and elsewhere in the state), the
Mental Health Service will work closely with the Recovery and Resilience Team and/or the
state-wide Family Bereavement Service as required.
Communication
All teams in mental health are expected to hold an emergency response kit which includes
transistor radios and torches.
Community teams have access to multiple, on-site mobile phones which are constantly
charged.
Team Leaders hold a list of clients who would be vulnerable to rapid deterioration in the
event of a disaster. These lists are updated annually as well as prior to any perceived
environmental threat.
Each Community site has an identified area warden who has roles and responsibilities
identified in each area’s local disaster response plan. It is the responsibility of the area
warden to communicate any developments during adverse environmental or weather events
to their team leader in the first instance, and where the team leader is not available, to the
Service Director.
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The Service Director liaises with the Health Service District Mental Health Commander
(Brisbane) whose responsibility is:



Coordinating multi-agency community recovery mental health and psychosocial services.
To liaise with the District Disaster Community Recovery Committee;
To advise the Health Incident Controller and Senior Director, Mental Health Branch
(State), of the planning, response and recovery strategies;
Establishing and co-ordinating a Mental Health Incident Management Team and Mental
Health Response Team members.
8.3: Community Integrated Sub Acute Services (CISAS)
CISAS services cover the geographical area to Rainbow Beach and Tin Can Bay in the
north, Beerburrum in the south and west to Kenilworth and Bells Bridge. The services are
delivered in a variety of settings including acute hospital, community based centres,
residential aged care, satellite and outreach services, mobile services and in people’s
homes.
Services included are:














Oral health;
Breast Screen Queensland;
Glenbrook Residential Aged Care Facility;
Dove Palliative Care Unit;
Palliative Care Outreach;
Aboriginal and Torres Strait Islander Health Team;
Transition Care Program;
Community Sub Acute Program (CSAP);
Community Rehabilitation Team;
Aged Care Assessment Team (ACAT);
Adult Health Program;
Community Hospital Interface Program (CHIP);
Queensland Magistrates Early Referral Into Treatment (QMERIT);
Alcohol Tobacco and Other Drug Services (ATODS);
Public Health Unit.
Governance
CISAS operates under the SCHHS Emergency response Plan for disaster management.
Capability
Due to the wide variety of services, the capability and preparedness varies from service to
service depending on the type of disaster. A number of services maintain business
continuity to provide essential clinical services. Some services redirect to primary response
and others are able to suspend services and deploy staff and resources to wherever they
may be required.
In a Pandemic Response, CISAS has the capability to operate clinics from identified and
prepared centres. Glenbrook has an Emergency Response Sub Plan encompassing
Business Continuity.
A number of CISAS services also have a role in Community Recovery.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Communication
The Vulnerable Client group differs greatly between services and include clients receiving
services at home, clients on home oxygen, and the frail aged. Each service has a
communication process in place to contact and support their client groups.
8.4: The Sunshine Coast Private Hospital
Outline of agency
The Sunshine Coast Private Hospital at Buderim (TSCPH) is located centrally on the Sunshine
Coast to provide acute healthcare services to the entire region. The hospital receives patients
from as far north as the Fraser Coast and south to Caboolture. The hospital is a not for profit
organisation owned by the Uniting Church and a part of Uniting Care Health (UCH) which also
owns The Wesley and St Andrew’s War Memorial Hospitals in Brisbane and Maryborough and
Hervey Bay Private Hospitals on the Fraser Coast. The hospital currently has 182 beds. The
hospital provides a broad range of services including interventional cardiology, mental health,
intensive care, maternity and general medicine and a range of high end surgery. The facility is
supported by 2 pathology departments, as well as Queensland Diagnostic Service and Nuclear
Medicine. There is more than 5000 sq mts of medical suites located on the campus.
Governance
The Sunshine Coast Private hospital has an Emergency Preparedness Committee which has
identified the hospital response to internal and external emergencies those that occur within
the hospital boundaries or to external emergencies that may require the hospital to function
above its normal operating requirements. The EPC is chaired by the hospitals General
Manager and comprises of key internal stakeholders. The committee meets every second
month. The Emergency Preparedness Manual (EPM) is available to all staff and details all
actions to be taken in an emergency. This manual has been produced in accordance with:Australian Standard 4083 (Planning for emergencies–Health care facilities)
3745 (Emergency control organization and procedures for buildings)
Building Fire Regulation 2008
AS/1851:2005
AS/2293.2:1995
MP6.1
WH&S ACT 1995
The Emergency Planning Committee is responsible for setting the standards and provides
guidance on dealing with a variety of emergency and critical incident situations within the
Hospital in accordance to Australian Standard AS3745-2002.
The Emergency Planning Committee is responsible for the maintenance and integrity of the
Hospital’s Emergency Management and Crisis Response Plan and the Hospital Emergency
Control Organisation (ECO).
The Emergency Planning Committee shall also consider its procedures in conjunction with all
emergency plans developed by other relevant agencies e.g. local council and emergency
services.
These functions are carried out in accordance with the Terms of Reference of the EPC.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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Scope
The Emergency Planning Committee will meet to:





establish and implement emergency plans and emergency procedures;
determine the number of ECO personnel consistent with the nature and risk of the
building, structures and workplace;
ensure that the personnel are appointed to all positions on the ECO but particularly, the
Emergency Coordinator and the Chief Warden group;
arrange for the training of the ECO personnel;
ensure the evacuation exercises are conducted according to procedures which
accompany the Crisis Response Policy and Emergency Management and Crisis
Response Plan; and to
review the effectiveness of evacuation exercises and arrange for procedure
improvements, and determine who will implement emergency procedures.
Conducting training in the operation of emergency equipment, evacuation routes, raising the
alarm and the emergency control organisation process with all staff and applicable occupants:



Conducting specific training with the emergency control organisation member on
appropriate response methods and evacuation processes for the site;
Testing the procedures of this plan in scenario based evacuation exercises with the
emergency;
Control organisation members and appropriate numbers of occupants;
Ensuring maintenance of prescribed fire safety installations is conducted by appropriately
qualified staff.
Risk
The Sunshine Coast Private Hospital is committed to managing risks within defined tolerances
and encourages all employees, visitors and patients to report risk issues.
The Sunshine Coast Private Hospital has adopted a risk management approach to its
emergency management process and this includes:




Identify hazards that relate to emergencies within the workplace;
Determine any unwanted events that may occur with these hazards;
Determine appropriate control measures to overcome those possible unwanted events;
Implementation of control measures into the workplace; and
Implementing a review and evaluation process of these control measures.
The data produced form steps 1 – 3 is used as the main source of information for emergency
procedures to be included in the EPM for the premises.
The Fire and Evacuation Plan is the core component of the emergency training that occurs for
the premises as the procedures in the Plan form part of the control measures for the
workplace.
Education
Specific training is conducted with the emergency control organisation member on appropriate
response methods and evacuation processes for the site.
Testing procedures of the EPM in scenario based evacuation exercises with the emergency
control organisation members and appropriate numbers of occupants are conducted.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
The training has the purpose of teaching staff/visitors and Contractors how to implement these
procedures as control measures.
Contacts
The hospital provides a 24 hour service and all emergency calls are directed via the Hospital
Coordinator. This position is responsible for alerting the appropriate authority, coordinating
the response and contacting the hospital executive.
8.5: Nambour Selangor Private Hospital
Nambour Selangor Private Hospital
Overview
Nambour Selangor Private Hospital is an acute medical and surgical hospital providing a
comprehensive range of services to the localised area with an Eighty Three (83) bed
capacity.
The Nambour Selangor Private Hospital is located in the Sunshine Coast Hinterland town of
Nambour and located 500 metres from Nambour General Hospital.
The hospital provides a twenty four hour in patient service with a small on-site pharmacy to
enable management of all in-patients. Nambour Selangor Private Hospital provides level
three (3) and four (4) services (CSCF V3) including surgical, medical, palliative, rehabilitation
and high dependency unit care.
The services available at NSPH include:









Orthopaedic Surgery;
General Surgery;
Ear, Nose & Throat Surgery;
Respiratory Medicine;
Gastroenterology;
Urology;
Palliative Care;
Renal Dialysis;
Pain Medicine; and
Rehabilitation.
Disaster Management
The Hospital Disaster Controller for Nambour Selangor Private Hospital is either the Chief
Executive Officer (CEO) or Assistant Director of Nursing (ADON), or nominated staff member
in their absence. The After Hours Coordinator may also act in the role until he or she can be
relieved by the CEO or ADON.
Nambour Selangor Private Hospital has a current Disaster and Business and Contingency
Plan in place and details contingency operating plans for critical business functions and their
support services. These services are available in response to any localised incident or
disaster and may be initialised when an incident is formally declared as an emergency event.
In the event of an external emergency / disaster, Nambour Selangor Private Hospital may be
required to assist in the coordinated response to and recovery from this emergency.
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Nambour Selangor Private Hospital would provide support in response to an external
emergency / disaster.
Activation of the external disaster response will only occur on the authority of the HDC
(Hospital Disaster Coordinator) who will communicate this information to the SOM (State
Operations Manager).
On receipt of notification of an external emergency or disaster, the hospital will:




Immediately notify the Nambour Selangor Private Hospital Disaster Coordinator;
The Hospital Disaster Coordinator will assess available resources and prepare for
staged response;
Stand by to assist;
Await further instructions from the Hospital Disaster Coordinator via the state emergency
services; and
By guided by the Hospital’s own contingency plan.
Transfer of patients to facility
Determination of the need for ongoing accommodation of patients from an external
emergency disaster will occur between the Hospital Disaster Coordinator, State Operations
Manager, Queensland Health and State Emergency Services. It is expected that the Hospital
Disaster Coordinator will liaise closely with the Emergency Services personnel to coordinate
the site and ensure patient and staff safety.
Facilities
Nambour Selangor Private Hospital has the following facilities to enable an independent
“stand alone facility”:
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On-site generator;
Capacity – 313KVA;
Run time – Approx 24 with on-site fuel;
On-site catering – full kitchen facilities; and
Medical Gases – minimal stored on site.
8.6: Caloundra Private Hospital
96 Beerburrum Street
Caloundra Qld 4551
Outline
Caloundra Private Hospital is an acute medical/surgical private facility owned and
operated by Ramsay Health Care. The hospital has 64 inpatient beds, a stand-alone day
surgery unit and a renal dialysis unit. The Hospital provides onsite specialist consulting
suites & radiology services supported by a comprehensive list of visiting specialists and
diagnostic services. Non-clinical support includes an accredited cook-fresh Catering
Department. The facility holds medical gases (bank & cylinders) onsite with a life of
supply of 14 days at routine hospital use.
Governance
Contingency Plan is in place and includes actions to be implemented in the event of a
request for assistance related to a disaster response within the community. It envisages
that Caloundra Private Hospital be a recipient facility from other hospitals.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Pandemic management in place, which designates Caloundra Private Hospital to be a
recipient facility from other hospitals (as per SCHSD Pandemic Strategy).
Emergency Response Management (internally & external) policies and procedures
in place inclusive of after-hours responses.
The plans provide processes that promote the seamless flow through the various stages
of emergency response, delivery and leading to the health care recovery phase:
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To optimise the safety of employees, patients, visitors and protect the physical
resources
of Caloundra Private Hospital from real or potential threats and
emergencies;
To provide direction for hospital employees in the event of a potential or
actual emergency;
To coordinate hospital services so as to receive, and optimally manage a large
number of patients than would otherwise overwhelm the capabilities of the service;
To assist the organisation to continue to provide hospital services in
circumstances that may significantly affect hospital function.
Command and Control
The designated Emergency Controller for Caloundra Private Hospital in the event of an
external disaster is the Chief Executive Officer in working in usual business hours and,
after hours is the senior nursing employee on duty at the time.
The Emergency Response would be co-coordinated in consultation with the Sunshine
Coast Health Sub- Committee representative.
Where a multi-agency response is required and / or there has been the activation of the
Queensland Health Disaster Plan and / or State Counter Disaster Plan the functional
support arrangements at both the state and region/SCHHS level would be at the request
of the DDMG Emergency Controller/equivalent.
Communication
The Caloundra Emergency Management Team receives updates via the Hospital
Committee reporting structure, particularly the Health & Safety Committee. Internal
Communication systems include power safe telephones and walkie-talkies.
Risk
Facility Risk Register & action plan is in place and incorporates external disaster response &
management.
Education
Facility wide education program addresses emergency response training as required under
the legislation & incorporates medical emergency, fire & evacuation procedures and
associated communication procedures (In accordance with Australian Standard – Planning
for emergencies – Health Care facilities AS 4083-2010).
8.7: Noosa Hospital
Noosa Private Hospital is a 96-bed facility providing acute Medical and Surgical
services.
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The hospital admits both private and a limited number of public patients.
Noosa Hospital is a modern facility. On the average day, the hospital will admit 60
patients, treat 40-60 patients in the Emergency Department (EMC), undertake 25
operations.
Clinical services
Noosa Hospital provides a range of services including:
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Accident and Emergency;
Anaesthetics;
Coronary Care Unit;
Cardiac Rehabilitation;
Ear, Nose & Throat;
Endoscopy;
Gastroenterology;
General Medicine;
General Surgery;
Geriatric Medicine;
Gynaecology;
Haematology / Oncology;
Intensive Care;
Ophthalmology;
Orthopaedics;
Palliative Care;
Pathology - provided by Queensland Medical Laboratories (QML);
Plastic and Reconstructive Surgery;
Radiology – provided by Queensland Diagnostic Imaging (QDI);
Rehabilitation;
Renal Medicine;
Respiratory Medicine; and
Urology.
Noosa Hospital is the only BOOT (Build Own Operate Transfer) Hospital in
Queensland. The hospital is a privately owned hospital and has a contract with
Queensland Health to provide some public health services to the people of Noosa
and surrounding areas.
Over the years Noosa Hospital has forged close working relationships with Nambour
General Hospital, Nambour Selangor Private Hospital and Caloundra Private
Hospital.
Noosa Private Emergency Department
Our private Emergency Department (ED) treats approximately 17.000 public and private
patients, has a 30 % admission rate.
There is an ICU/HDU/CCU and renal dialysis unit.
The Emergency Department has:
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3 monitored beds;
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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1 resuscitation room;
2 procedure rooms; and
1 consultation cubicle; and
2 ventilators.
The Emergency Department is supported by an on-call roster of surgeons and physicians
covering most subspecialties.
The Emergency department is staffed by 2 FACEM’s and several SMO.
There are no acute paediatric, mental health nor obstetric services cases presenting to the
Hospital’s Emergency Department, and those requiring admission, are transferred to the
nearby Public Hospital.
Patients requiring acute special tertiary services are transferred by air to Brisbane tertiary
hospitals.
Day Procedure Services
The hospital operates a dedicated Day Procedure Unit to provide care for our day
stay patients. The unit operates from 6.30am – 8.00pm.
Oncology Unit
The Oncology Unit at Noosa Hospital cares for thousands of cancer patients each
year. The unit offers chemotherapy for local residents as well as those holidaying in
Noosa.
Renal Dialysis Unit
Our Renal Unit provides comprehensive haemodialysis treatment for private and
public patients from across Australia and overseas. The unit has state of the art
equipment
Governance
The Noosa Private hospital has an emergency planning committee which has identified the
hospital response to internal and external emergencies those that occur within the hospital
boundaries or to external emergencies that may require the hospital to function above its
normal operating requirements. The emergency planning committee is chaired by the
hospitals CEO and comprises of key internal stakeholders.
The committee meets yearly.
The “Business continuity and Disaster recovery plan (April 2010)” and “Emergency Code
manual” are available to all staff and details all actions to be taken in an emergency. This
manual has been produced in accordance with:
Australian Standard 4083 (Planning for Emergencies–Health care facilities)
Planning for emergencies in facilities AS3745-2010
Building Fire Regulation 2008
AS/1851:2005
AS/2293.2:1995
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MP6.1
WH&S ACT 2011
The Emergency Planning Committee is responsible for setting the standards and provides
guidance on dealing with a variety of emergency and critical incident situations within the
Hospital in accordance to Australian Standard AS3745-2010.
The Emergency Planning Committee is responsible for the maintenance and integrity of the
Hospital’s Emergency Management and Crisis Response Plan and the Hospital Emergency
Control Organisation (ECO).
The Emergency Planning Committee shall also consider its procedures in conjunction with all
emergency plans developed by other relevant agencies e.g. local council and emergency
services.
These functions are carried out in accordance with the Terms of Reference of the EPC.
Scope
The Emergency Planning Committee will meet to:
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establish and implement emergency plans and emergency procedures;
determine the number of ECO personnel consistent with the nature and risk of the
building, structures and workplace;
ensure that the personnel are appointed to all positions on the ECO but particularly, the
Emergency Coordinator and the Chief Warden group, area warden group;
arrange for the training of the ECO personnel;
ensure the evacuation exercises are conducted according to procedures which
accompany the Crisis Response Policy and Emergency Management and Crisis
Response Plan;
Review the effectiveness of evacuation exercises and arrange for procedure
improvements, and determine who will implement emergency procedures;
Conducting training in the operation of emergency equipment, evacuation routes, raising
the alarm and the emergency control organisation process with all staff and applicable
occupants;
Conducting specific training with the emergency control organisation member on
appropriate;
Response methods and evacuation processes for the site;
Testing the procedures of this plan in scenario based evacuation exercises with the
emergency;
Control organisation members and appropriate numbers of occupants; and
Ensuring maintenance of prescribed fire safety installations is conducted by
appropriately qualified staff.
Communication
Members of the Noosa Incident Management Team are updated quarterly and maintained
with all Head of Departments, Bed managers After Hour Coordinators and with Switchboard
Services.
Risk
Business Impact Analysis matrixes are in place and risk registers monitored and addressed
through the Emergency Response Preparedness Committee.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Education
In accordance with Australian Standard – Planning for emergencies – Health Care facilities
AS 4083-2010.
Evaluation and Review
Evaluation and review of the Noosa Hospital Emergency Response Plan or Work Unit Action
Plans are to be conducted following:
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Activation of the Emergency Response Plan or response to particular code, with
reference to the outcome achieved, issues raised and key performance
indicators;
Review of external emergency incidents;
Internal and external emergency preparedness exercises;
Organisational restructure; and / or
The introduction of new technology within the plan.
Evaluation and review will also occur at minimum annually in accordance with AS 4083 –
2010 Planning for Emergencies Health Care Facilities, and will be coordinated by the
Director Corporate Services, Noosa private Hospital with changes to process, procedure or
content endorsed through the Noosa hospital Emergency Planning Committee.
Facilities
Noosa Private Hospital has the following facilities to enable an independent “stand alone
facility”:
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4 bed ICU ( 2 x ventilated);
4 bed HDU;
3 theatres and 1 procedure room;
On-site generator;
Capacity – 650KVA;
Run time – Approx 24 hours with on-site fuel;
On-site catering – full kitchen facilities; and
Medical Gases –stored on site (approx week supply).
8.8: Department of Communities- Disability Services
Outline of agency
Disability Services enables Queenslanders with a disability, and their families and carers, to
access appropriate and available disability services, supports and facilities that assist them
to live well in inclusive communities.
Community Recovery Role
Lead agency responsibility for human and social community recovery (coordinating support
for the restoration of emotional, social and physical wellbeing) in the event of a disaster and
for the administration of financial assistance packages for individuals, families and nongovernment organisations under the Natural Disaster Relief and Recovery Arrangements
(NDRRA).
Development of policy and procedures, to guide whole of government community recovery
operations.
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Coordinate Community Recovery Services across Queensland including lead agency for
training employees (facilitated by Organisation and Workforce Development Unit) and
maximising disaster preparedness.
Community Recovery Branch, Brisbane: Coordination and Support
Role
Service delivery and support for Regions in preparation for, during and post activations
including induction, training of staff and exercises, deployment, grants and administration
processing, logistical support and financial accountability. Develop policy and procedures to
guide whole of government community recovery operations.
Coordinate Community Recovery Services across Queensland including lead agency for
training employees (facilitated by Organisation and Workforce Development Unit) and
maximising disaster preparedness.
Ensure integration and coordination of community recovery internal business activities
providing effective governance systems and strengthen business practices in preparation for
a disaster e.g. NDRRA reporting and recoupment practices, grants administration
procedures and practices, and logistics procedures and practices.
Functions
Manage seasonal preparedness and operational procedural development, including
monitoring emergency and weather information and liaising with affected Regions.
Direct coordination and support for regional service delivery during disaster events including
activation of the Incident Management Team and Personal Hardship Assistance Scheme
(PHAS).
Provide expert service delivery support and advice on a broad range of financial assistance
and administration issues relating to community recovery operations state-wide, in particular
to NDRRA matters.
Develop, implement, administer and improve Grants Administration processes to maintain
audit controls, reviews of procedures and processes, identify gaps in operational practises.
Negotiate service provision from key government and non-government partners.
Outline of Maroochydore Services
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Accommodation Support & Respite Service (AS&RS) – Disability Services, North Coast
Region. The two Service Centres extend from Nambour and Yandina in the north, to
Strathpine in the south. Core business hours are from 9am to 5pm, Monday to Friday.
1. The Sunshine Coast Service Centre has 6 Service outlets and 1 Respite centre.
These 6 outlets provide accommodation for up to 19 clients and the Respite centre
provides short term respite for up to 50 clients.
2. The Strathpine Service Centre has 16 Service outlets, 1 Transitional Emergency
Accommodation Service (TEAS) and 1 Respite centre. The 16 outlets for the
Strathpine Service Centre provide accommodation for up to 43 clients, TEAS short
term accommodation for 3 clients and the Respite Centre provides short term
respite for up to 55 clients.
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Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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Maroochydore Service Centre – Disability Services (DS), North Coast Region covers from
Gympie and Tin Can Bay in the north out to Goomeri in the west and south to Caloundra
and Beerburrum. Our office hours are 9:00am to 5:00pm Monday to Friday.
Maroochydore Service Centre – Disability Services, North Coast Region – consists of 5
teams. The roles of each team are listed below:
1. SAT Team – consists of Support Linkers, Assessors and the Intake Officer who
respond to queries, requests & referrals for main stream community and specialist
disability services and supports.
2. Case Management Team – consists of Case Manager providing assistance to DS
funded children and adults aged 0-65 years.
3. Adult Community Support Services (ACSS) Team – is a multi-disciplinary team
providing specialist support to DS eligible adults aged 18-65 years. Team has a
Social Worker, Psychologist, Speech and Language Pathologist and Occupational
Therapist.
4. Family Early Childhood Support (FECS) Team – is an early intervention multidisciplinary team providing specialist and therapeutic support to children aged 0-6
years. The team has a Physiotherapist, Psychologist, Speech and Language
Pathologist and Occupational Therapist.
5. Behaviour Support Teams (Specialist Response Services – SRS, IBST and
EVOLVE) providing clinical intervention to clients that exhibit challenging behaviour.
8.9: RNS Group Pty Ltd - Trading as RNS Nursing
Geographical I demographical description
Our nursing agency's head office is located in Noosa Junction and we supply RNs, ENs, and
AINs & PCWs to all aged care facilities and hospitals across the Sunshine Coast. We employ
approx 400 staff on a labour hire basis.
Operational hours
Our client services team are on-duty on the phones 18.5 hours a day, with the remaining 5.5
hours going to a message bank. Our service is available to respond to hospital, aged care and
community care organisation's calls for staffing for morning, evening and night duties.
Outline of agency
We are a nursing agency offering emergency last-minute or sick/holiday relief staff for all shifts,
7 days a week, 365 days a year.
Service Capability
RN’s Nursing is available to take after-hours emergency calls and send out alerts to the group.
We have capability to do that with our cloud- based Sales force CRM, so long as contact details
are kept up to date by relevant bodies.
Apart from phone assistance, our business has a pool of on-call nursing and care staff available
for all shifts each day. The coast's health care industry currently engages this service but in
case of a disaster will endeavour t o assist further as resources permit. This would be a fee
for service and not voluntary undertaking.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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Governance
Organisational chart and structure for disaster management.
Rostered on-call via mobile for disaster management contact, are either:Managing Director
Acting CNC
Client Services Manager
Direct line to the business is 1300 761 351 which is on-duty from 04.30 to 23.00 x 7 days a
week. Between 23.00 -04.30 the business has a message bank.
Whichever of those managers (in order) is available during office hours would be prepared to
manage what is required in a disaster situation and they would direct calls to be made via our
Client Services team.
Capability
Disaster Capability and preparedness, including primary response and estimated numbers activation criteria I processes I escalation paths.
Business continuity plans I community recovery I psychological recovery.
Unless something occurs which affects our server operations we remain fully operational and
contactable. We have off-site client services team members who we divert our phones to if
necessary and our CRM being cloud-based, we have access via the internet to the contact list if
required.
Equipment resources
Nil except for telephony, IT.
8.10: Red Cross
Roles and responsibilities
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Recruit and train Red Cross volunteers to manage and operate evacuation centres;
Provide personal Support services, information and referral services to evacuees;
At the request of the council through the LDMG, deploy appropriately trained Red Cross
workforce to operate and manage Evacuation centres;
Operate and manage the registration of evacuees through the National Registration
Information Services (NRIS);
Provide advice and expertise to inform human impact assessments of the emergency
Provide and distribute resource materials and agency information to residents and
communities;
Provide trained personnel to meet and greet community members at designated
recovery / information centres and assist in triaging clients for Government and agency
assistance and support;
Member representation and advisory to the Human Services group, LDMG, DDMG, sub
committees etc;
Guidance and advisory in the establishment of appropriate evacuation centres, including
operational procedures and policies, support material and resources;
Assist in the auditing of evacuation centres prior to a disaster and provide guidance to
determine suitability and operational capacity; and
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
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Assist in the training of other agency staff in evacuation centre management.
Skill Red Cross bring to assist in disaster management and recovery
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Trained personnel that have expertise in preparedness, response and recovery
activities;
Research information on best practice models nationally and internationally;
Tested operational processes and relevant operational guidelines for the sector; and
Relevant training packages for workers in the Human services sector.
Resources available to assist in disaster management and recovery
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Over 190 emergency Service volunteers within the Sunshine Coast Regional Council
Region and access to over 1600 Emergency Services Volunteers outside the region
within Australia;
Documented management and operational publications in Shelter Management and
recovery;
Preparedness material i.e. Redisplay product range for Seniors, families, Children,
Disability and carers;
After the Emergency Publication material i.e. Cleaning up after a flood, Kids booklets,
coping with a major personal crisis;
Recovery publications, MP3 players, DVD’s etc;
BBQ trailer for community preparedness and recovery events; and
Care packs are available, for evacuees at evacuation centres and outreach activities.
8.11: Blue care
Outline of agency
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Geographical / demographical description
Blue Care Sunshine Coast covers from Caloundra to Gympie.
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Operational hours.
Community Services 0800-1630
Residential 24hrs.
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Outline of agency
Blue Care provides aged care and community nursing services across Queensland and
northern NSW. This is delivered through aged care homes, retirement living villages,
respite centres and community nursing offices.
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Service Capability
We have Registered Nurses, Enrolled Nurses, Allied Health and Unregulated Staff. As
we have Community Services and Residential Services we have a mix of service
delivery models and communication methods. We also have the backing of our
Corporate Office who became our Incident Management Team.
Governance
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Organisational chart and structure for disaster management.
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 Manage incidents impacting local
service
Service
 Manage incidents impacting cluster
office
 Incident Management Team IMT
coordinates response to support
multiple services effected by an event
Cluster
Blue Care
Emergency Operations Centre
 Manage incidents impacting CST
office
 Incident Management Team IMT
coordinates organisational response
to support Clusters effected by an
event
Central Support Toowong
Blue Care
Emergency Coordination Centre
BECC
Communication Pathways
INCIDENT
CONTROLER
Service Manager or
General Manager
MEDIA LIAISON
CST Representative
SAFETY ADVISOR
OPERATIONS
LOGISTICS
Maintenance Team
leader
PLANNING
Community
COMMUNICATIONS
INTELLIGENCE
OPERATIONAL
SUPPORT
COMMUNITY
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Emergency Coordination
Centre – Central Support
Toowong
FINANCE
RESPITE
RESIDENTIAL
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
TRANSPORT
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Finances
Appropriate delegations for the corporate incident management team to incur
unbudgeted expenses of up to $100,000 have been approved by Blue Care Executive.
Additionally, procurement card increased spending limits have been developed between
Blue Care and its banking partner in the event of an emergency. Procurement cards are
held at each Service.
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Chain of command, authorising bodies
Blue Care Executive Incident Management Team is the over-arching command and will
convene in the event of an incident across several services / threat to life, or where there
is insufficient capacity at Cluster Level to manage the incident. The Cluster Office
(General Manager and staff) will manage localised incidents within their region of
authority, and the local Service Manager will manage the interruption to service delivery
from the centre.
Capability
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Disaster Capability and preparedness, including primary response and estimated
numbers – activation criteria / processes / escalation paths.
Disaster capability is governed by the immediate resources in the region and the
accessibility of the region for Blue Care to fly in additional resources. Blue Care has
resources available throughout Qld to respond, including recalling staff from leave.
The Service Manager will activate their service plan and notify the General Manager
(Cluster). Both will conduct a threat assessment to the Service and decide the level of
additional support (if any) required. The General Manager will notify the Managing
Director at Central Support Toowong. The Emergency Coordination Centre will move to
lean forward status and ready for activation if required upon the advice of the Managing
Director, Business Continuity and Risk Advisor and the General Manager.
Each plan includes templates for sheltering in place, evacuation, alternative places of
shelter, surge capacity (additional space available) communication logs, bed maps,
communications and decision logs and phone calls to next of kin and clients.
Additionally, key contact details are captured and regularly reviewed within each plan.
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Business continuity plans / community recovery / psychological recovery
Blue Care has the following plans that form part of its Business Continuity Framework:1.
2.
3.
4.
5.
6.
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Corporate Incident Management Plan;
Cluster Incident Management Plans;
Service Incident Management Plans (Community Services and Residential)
Chaplaincy Emergency Response Plan;
Memorandum of Understanding with the State Human Social Recovery Group to
assist where it is not detrimental to Blue Care Services; and
Unit level procedures regarding staff counselling, payroll, finance processing, IT and
communications protocols, media releases and recommended telephone scripts for
advising next of kin and clients.
Equipment resources
Equipment including vehicles, oxygen, linen and prepared food pallets (matched to menu
plans) are available.
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Communication
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Contact information:
Held at Services and Clusters.
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Vulnerable client identification process:
Each service holds a list of their vulnerable clients and has a priority of service register.
Risk
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Liability / indemnity
Blue Care holds professional indemnity, public & products liability, medical malpractice,
industrial special risks and comprehensive motor vehicle insurances.
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Risk mitigation.
Service and Cluster plans contain a threat and risk assessment to identify key risks to
service provision.
Education
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Disaster exercises / staff training in disaster scenarios.
All plans are reviewed annually. The corporate plan and other plans chosen at random
are tested annually and lessons learnt are reported to Executive and relevant plans
amended accordingly.
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Debrief process.
The Business Continuity and Risk Advisor will conduct a debrief as per procedures in
each plan. All stakeholders (or nominated representatives), are included in the debrief.
8.12: Sunshine Coast Public Health Unit
Outline of agency
The Sunshine Coast Public Health Unit (SCPHU) located at Level 1, 150 Horton Parade,
Maroochydore, Queensland undertakes activities within both the Sunshine Coast and
Gympie Regional Council areas.
The SCPHU primarily consists of a:
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Centre for Disease Control with a public health medical officer, three public health
nurses, an epidemiologist and a public health data officer (immunisation);
Environmental Health Team with seven environmental health officers; and
Administrative team of two officers.
SCPHU will have a role in ensuring effective assessment and management of public health
risk to a disaster affected community. SCPHU can:
Provide advice on mitigating and managing public health risk prior to, during and when
recovering from a major incident. For example water supply contamination, food supply
contamination, impact of infrastructure damage on health of the community, prevention
or management of disease outbreak in the affected communities;
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Provide advice on the public health response and legislative responsibilities during a
major incident. In particular when Queensland Health is lead agency for major public
health incidents;
Monitor activities affecting public health undertaken by Local Government and other
agencies when responding to and recovering from an incident; and
Collect and analyse data and information in relation to public health risk in the
community and provide guidance to inform planning and response activities.
The SCPHU can establish a Health Emergency Operations Centre (HEOC) onsite in the
event of a major incident with alternative sites available at Caloundra and Nambour
Hospitals.
Governance
The SCPHU Emergency Incident Response Plan (SCPHU EIRP) utilises a flexible and
scalable Qld Health - Health Protection Program systems approach to the management of
incidents. It is based on the Australian Inter-agency Incident Management System (AIIMS)
framework and is compatible with the Queensland Health Disaster Management Plan 2008.
The management of incidents is classified as ranging from a Level I Incident to a Level III
Incident depending on the severity, complexity and / or nature of the incident. Note that an
Incident Management Team will only begin operations where existing SCPHU
organisational arrangements are not sufficiently able to respond effectively to an
incident.
Command and Control
In Level I and Level II incidents the incident controller will primarily be either the Manager
Environmental Health (MEH) or the Public Health Medical Officer (PHMO). In a Level III
incident either the MEH or PHMO position will take up the role of Public Health Sector
Commander for the area of operations under the control of the SCPHU.
Required operational liaison between the SCPHU and the District Disaster Management
Group (DDMG) will be undertaken at SCPHU level by either a SCPHU Liaison Officer or the
Public Health Incident Controller for Level I and Level II incidents or the Public Health Sector
Commander level for a Level III incident.
Capability
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The SCPHU EIRP will activate through three phases of incident management (Phases
are: Standby, Response and Stand-down) and can be triggered by notification of a Level
I, Level II or Level III incident which will or may impact on the SCPHU.
The SCPHU has a Business Continuity Plan which aims to provide seamless transition
from normal business to essential business in a number of different scenarios. These
include situations where the population is significantly impacted and the SCPHU has a
key incident response role, to SCPHU specific events (localised flooding, fire at building)
Equipment resources. The SCPHU has two 4WD vehicles for emergency management
and seven (7) EHOs with deployment / equipment capability. Limited water testing
equipment is available.
Communication
Contact information – The SCPHU EIRP has communication processes within and includes
internal, external and emergency contact lists. The SCPHU Business Continuity Plan (BCP)
has within a communication plan:-
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The SCPHU primary business hours are 8.30am to 5pm Monday to Friday with afterhours contact numbers available on message bank. The office contact numbers for the
SCPHU are Phone: (07) 5409 6600 and Facsimile (07) 5443 5488. A mobile phone
number and email contact for an incident management person for the SCPHU is
available on the Sunshine Coast Health Sub Committee DDMG Contact List.
Risk
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The SCPHU EIRP contains within, a public health risk assessment with threats identified
and categorised with consideration of likelihood and consequence.
Education
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The SCPHU has an incident management and business continuity committee which
coordinates an annual review, test and update of the EIRP and BCP. Testing regimes
may include desktop reviews, call out communication tests and live scenario tests.
8.13: Sunshine Coast Council
Environmental Health Services)
Community
Response
Services
(including
Sunshine Coast Council, Environmental Health Officers (EHO) provides a variety of services
including:1.
2.
3.
4.
5.
Pest and Vector Control;
Environmentally Relevant Activities (ERA);
Food Hygiene;
Noise and air pollution; and
Waste disposal (including animal carcasses).
During any event where there is an identified need for the services of an EHO a request
should be processed to the LDMG for their services, this request will be facilitated via the
Community Liaison Officer in their LDCC.
8.14: Focus Health Network
Focus Health Network Ltd (FHN), formerly Sunshine Coast Division of General Practice, is
an independent not-for-profit membership organisation representing the professional
interests of General Practitioners and Allied Health Professionals on the Sunshine and
Cooloola Coasts.
FHN provides services and support to general practice and primary health care services
including education, IT and e-health, business support, information and the provision of
mental health services.
FHN maintains offices in Maroochydore and Gympie and provides clinical services from a
number of locations throughout the region including Caloundra, Landsborough, Maleny,
Mooloolah, Nambour, Peregian Beach, Pomona and Tin Can Bay.
Focus Health Network maintains relationships with a variety of stakeholders’ healthcare
within the region including the Sunshine Coast Hospital and Health Service (SCHHS),
Central Southern Queensland Training Consortium (CSQTC), North Coast Aboriginal
Corporation for Community Health (NCACCH), the Sunshine Coast Regional Council,
Federal and State Government departments and representatives, and a range of community
and non-government organisations.
B-102 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
The Role of FHN in Emergency and Disaster
To be conduit to information to Primary Health Care Professionals and Services for
information which will include:











Information on management of disaster preparedness and response;
Alerts from authorities, Primary Health Care Professionals and services across the
Sunshine and Cooloola Coasts (email, fax, mobile, text);
Preparation for the implementation of a planned and coordinated response to
emergencies and / or disasters;
Provision of education and supporting materials on emergencies and / or disaster
response;
Key role in coordination in a post-emergency or disaster recovery phase;
Primary health care professionals and services access point for the region
(communications, disaster and health alerts etc);
Members of FHN are primary health care professionals (GPs, nurses, OT,);
Mental health services (referrals from GP usually required);
Primary health care business management education (Business Administration,
Practice Management);
Professional development for primary health care professionals;
Professional primary health care networking; and
e-Business and e-health capability and interoperability development and
implementation.
8.15: Medicare Locals
Sunshine Coast Medicare Local (SCML) is an independent not-for-profit organisation
commissioning and delivering primary health care programs in the Sunshine Coast and
Gympie Region. SCML is funded by the federal Department of Health and Ageing and has
close relationships with the Sunshine Coast Health and Hospital Service, Sunshine Coast
Regional Council, Gympie Regional Council and Sunshine Coast University.
SCML maintains an office in Cotton Tree and the region extends from Gympie in the north,
Kilkivan to the west and Glasshouse to the south. SCML provides services and support to
general practice and the allied health sector through primary health care services including
education, eHealth, business support, professional development and information and data
provision.
SCML has a mandate to “keep people well and out of hospital” through a range of primary
health care programs such as Closing The Gap Aboriginal and Torres Strait Islander
healthcare, immunisation, mental health aged health services and after hours amongst
others. SCML maintains extensive information and planning roles within the region and a
commitment to building genuine, supportive, mutually beneficial relationships with the
Sunshine Coast and Gympie communities.
Our Commissioning Framework ensures that continuity of care remains at the forefront of our
operational and contingency planning. All contractors must maintain and demonstrate
scalability throughout the life of a contract. This will ensure that they have the resources and
ability to deploy services and essential staff across multiple sites, should the need ever arise.
All contracts are offered on a (PbR) Payment by Results basis. Therefore the funding
flexibility pool remains essential for strong clinical and financial governance to exist.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-103
The Role of SCML in Emergency and Disaster
In the event of an emergency and/or disaster, SCML will take a key role in implementing and
coordinating planned responses in the Sunshine Coast and Gympie Regions.
This will primarily take the form of timely communication provision in the dissemination of
information to local primary health care professionals and services, which will include:






Information on the management of disaster preparedness and response;
Alerts from authorities, primary health care professionals and services across the
Sunshine Coast and Gympie Regions (email, fax, mobile, text);
Involvement in the preparation for the implementation of a planned and coordinated
response to emergencies and / or disasters;
Provision of education and supporting materials on emergencies and / or disaster
response;
Access point for Primary health care professionals and services for the region
(communications, disaster and health alerts etc);
Professional development for primary health care professionals and identification
of selected primary health care professionals to take lead roles within their
communities during times of emergency and/or disaster; and
Professional primary health care networking and data collection;
SCML will play a significant role in coordinating a post-emergency or disaster recovery
phase, through the engagement and mobilisation of community primary health resources, in
supporting those affected by an event.
8.16: Community Pharmacy
Geographical I demographical description
There are over 96 Community pharmacies covering the geographical area to Rainbow Beach
and Tin Can Bay in the north, Beerburrum in the south and west to Kenilworth.
Outline of agency
We are a group of independently owned community pharmacies that provide medications, health
product and services, and retail items to the community. The hours of operations vary greatly
depending on the location of the pharmacy and the needs of the community.
Service Capability
We have created a data base of the pharmacies in the area including contact details the area key
holders live as they may be able to help in the area they live if they are unable to get to their
premises. We also have a data base of Pharmacists that are prepared to volunteer in a disaster
situation.
Pharmacist can help in the following ways:1.
2.
3.
4.
5.
Attend evacuation centres and help in identifying medications. Work with triage team in
assessing symptoms and referring patients on;
Provide emergency medications to patients with medical conditions under the “emergency
supply of medication provision”;
Work in a pharmacy that the regular pharmacist is unable to get to, to provide medications
and other pharmacy services;
Provide non-PBS items to other health providers or emergency services with pre-approval
from the LDC to assist with disaster management;
Coordinate with the LDMG to get vital medications to vulnerable people in the community
B-104 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
6.
who may be isolated; and
Coordinate with the LDMG to get vital medications to RACF who may be isolated.
Communication
Communication to the pharmacies can occur via e-mail – this is used primarily to send warnings
and updates. Pharmacies have provided land line numbers as well as mobile numbers so that
communications can be via SMS or phone calls.
8.17: Aged Care Disaster Support Group
The Sunshine Coast Aged Care Disaster Support Group has been set up to assist aged care
agencies to become self-reliant and to increase the business resilience in the sector.
The group has a primary focus on Nursing Homes but can also include retirement villages.
All Nursing Homes now have their emergency management and evacuation plans, and they
are working together to ensure any evacuation is to a like facility with similar support
services.
Of particular concern for the Health Services Sub Plan is the spread of infectious diseases
within a nursing home, in such instances the Human Services Sub Plan should be activated.
8.18: Lifeline
Lifeline Sunshine Coast is contactable on (07) 5409 2600
Lifeline’s Services
National Services:1.
2.
3.
4.
5.
6.
24 Hour Telephone Crisis Support – 13 11 14;
Online Crisis Support Chat;
Service Finder - free directory of local health and community services;
Mental Health Resource Centre;
DValert - Domestic Violence Response Training; and
National Cannabis Information and Helpline.
Local Community Services
A range of services are provided through local Lifeline Centres across Australia that meets
the needs of local communities. These services may include:1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Suicide prevention and bereavement services• Face-to-face counselling;
Financial counselling;
Gambling counselling;
Youth services;
Disability services;
Welfare programs;
Rural outreach;
Migrant support services;
Family and mediation services;
Counselling services for children;
School based education programs;
Information education and support groups;
Aged care visitation; and
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-105
14. Indigenous support services.
To find out what services are offered in your local area contact your nearest Lifeline Centre.
B-106 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.8
Community Health Sub-Plan
B.8.1
Purpose
To assist in the protection of the community via temporary or preventative health measures to
minimise the threats to public health both during and following a disaster.
B.8.2
Functional responsibility
Sunshine Coast and Noosa Councils have the functional responsibility for this sub-plan.
The LDC supported by the community support officer is responsible for the activation of this subplan during response and recovery. Public health officers will provide expert advice and support
on public health matters in accordance with their specialist roles.
B.8.3
Context and assumptions
A disaster may cause significant disruption or damage to essential services, posing a range of
risks to public health. Water supplies, sewage treatment, refuse disposal, power supply and
access to safe food may be compromised. There may be an increased risk of disease for some
time after the event.
A level of resilience in communities is encouraged via public awareness of basic hygiene practices
during and following a disaster. It is expected that public awareness programs to help
communities to be prepared and to be self-sufficient for a number of days in relation to food, water,
etc. will be implemented.
This sub-plan addresses immediate responses to disaster events. Longer term disaster recovery
issues are managed in the disaster management system, through the Sunshine Coast District
Disaster Recovery Committee and will also include public health information and advice.
B.8.4
Introduction
This sub-plan details the requirements necessary to mitigate community and public health risks in
times of an emergency/disaster situation.
The plan seeks to harness the efforts of a range of organisations into an efficient, coordinated
public health response during disaster events which may have a major impact on public health.
The plan will be scaled up or down as required to provide operational support on behalf of the ICC
or the LDCC.
B.8.5
Support agencies
Working in cooperation with Queensland Health to fulfil shared responsibilities under the Local
Plan is a key component of this sub-plan, in particular the provision of public health advice to the
ICC, LDCC, Local Group and the community. The content of public health public information
during a disaster will be coordinated by the Queensland Health - Sunshine Coast Public Health
Unit.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-107
The support agencies for public health include:

Sunshine Coast Council

Noosa Council

Sunshine Coast Public Health Unit (Queensland Health)

Australian Red Cross, and

Blue Care.
Environmental health officers will join multi-disciplinary outreach teams to assess potential public
health risks and provide specialist advice to residents following a disaster (see Appendix B.2
Community Support Sub-Plan).
Related agencies with an ancillary role in public health that do not have designated responsibility
under the disaster management arrangements will be identified and brought in by the LDC or the
Coordination Centre Manager.
Related agencies may include:

Unity Water

Primary Industries and Fisheries / Biosecurity Queensland

Department Environment and Resource Management

Licensed water carriers

Licensed food premises

Safe Food Qld

Media outlets for the provision of advice to the community, and

QFES (FIRE) Chemical Services Unit.
It is anticipated that Memoranda of Understanding (MOUs) will be developed by the LDC to provide
a foundation for the relationship between Local Group and key related agencies.
B.8.6
Provision of safe and adequate water
The Local Group Community Support Officer or delegate shall coordinate Environmental Health
Officers working in cooperation with water suppliers to facilitate the provision of safe and adequate
water supplies.
Issues to be addressed include:

Water quality assessment

Safety and control of supply

Bacterial sampling

Water source monitoring

Water treatment

Public advice to boil water

Water storage, and

Transport and distribution of potable water.
B-108 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B.8.7
Shelter
The Local Group Community Support Officer is responsible for the safety and suitability of
evacuation centres in terms of public health during an emergency or disaster situation, including:

Water supply

Kitchen facilities and layout

Ablution facilities

Refuse disposal, and

Disinfection arrangements.
Environmental Health Officers under the direction of the Local Group Community Support Officer
shall assess the suitability of dwellings in the affected area for continued human habitation and
advise Council’s Community Support Officer accordingly.
B.8.8
Safe food and food-related concerns
The Local Group Community Support Officer will ensure the provision to evacuation centres of
emergency food supplies which comply with the Food Safety Australia New Zealand (FSANZ) food
safety standards.
The Local Group Community Support Officer, in conjunction with the Queensland Health Sunshine
Coast Public Health Unit, will coordinate the provision of advice to the community on the
consumption and storage of food and monitor the provision of emergency food supplies to
residents, including donated foods.
Environmental Health Officers shall inspect kitchen facilities and provide food hygiene guidelines at
designated evacuation centres and temporary kitchens or mass feeding centres and shall monitor
food handling and sanitation procedures to avoid food poisoning outbreaks and the transmission of
disease, including the inspection and disposal of unfit foodstuffs.
B.8.9
Provision of emergency ablution facilities
Any need for large scale provision of temporary ablution facilities is to be identified by the LDCC
Coordination Centre Manager following a review of the damage / impact assessment report for the
sewerage network. The LDCC Logistics Cell will initially attempt to secure resources e.g. portaloos
for distribution to the affected community.
If additional resources are required a request for assistance will be made by the LDC to the DDC.
Any need for temporary ablution facilities on private land is to be determined by the Local Group
Community Support Officer following impact assessment, supported by the logistics cell within the
ICC and the LDCC.
The Local Group Community Support Officer will ensure that ablution facilities within all designated
evacuation centres are of a safe and acceptable standard and that temporary portable toilet and/or
shower facilities are provided to such centres if required.
The need for emergency ablution facilities for operational staff in the field shall be determined by
the Local Group and Council’s Public Health Officer.
The Local Group Community Support Officer shall work with Unitywater and Council’s waste and
resource management branch to determine the safe disposal of both sewage and sullage at
evacuation centres and other emergency facilities and control points.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-109
B.8.10 Refuse disposal
The Local Group community support officer will obtain advice from the Council’s waste and
resource management branch to identify appropriate emergency landfill sites and to coordinate the
collection and transportation of refuse and waste.
B.8.11 Vermin and vector control
The vectors and diseases that may be present in emergency situations are as follows:
Mosquitoes
Barmah forest virus, Ross river virus, viral encephalitis
Houseflies
Diarrhoea, dysentery, conjunctivitis, typhoid fever, trachoma
Cockroaches
Diarrhoea, dysentery, salmonellosis, cholera
Lice
Pediculosis, Skin irritation.
Bedbugs
Severe skin inflammation
Ticks
Viral encephalitis, borreliosis
Mites
Scrub typhus
Fleas
Severe skin inflammation
Rodents
Rat bite fever, leptospirosis, salmonellosis, melioidosis
Source: B. Wisner J. Adams (eds.), Environmental health in emergencies and disasters a practical guide, WHO, 2002, p.159
In emergencies, nuisance control will not be the most important priority, so the general application
of pesticides will seldom be justified. However, the Local Group community support officer may
authorise the following methods for targeted application to reduce public health risks under advice
from Queensland Health, as follows:
Dusting
Hand-held dusters, manually operated or mechanized
Residual insecticide
spraying
Knapsack sprayers with special nozzles
Ultra-low volume
spraying
Low-dosage applications to large areas from fixed-wing aircraft or
helicopters
Larviciding
Application to wetlands from helicopters for mosquito control at
predetermined dosages
Place spraying
Interior or exterior applications with pesticide aerosols dispersed
under pressure from vaporizers or fogging machines
The treatment of materials such as bedding, clothing and mosquito
nets with pesticides.
Impregnation
In emulsion or solution (by dipping and drying, or by spraying with
knapsack sprayers)
Source: B. Wisner J. Adams (eds.), Environmental health in emergencies and disasters a practical guide, WHO, 2002, p.159
B-110 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
The Local Group Community Support Officer, through the FCC, may task Council’s Pest and
Vector Control Coordinator to deploy Pest and Vector Control teams to enter affected area postimpact (including private land) to undertake surveys and treat where required to reduce the risk of
transmissible disease.
Public information to residents on reducing mosquito populations and personal protection may
include the Council fact sheet mosquito management on the Sunshine Coast, available on
Council’s website.
In an emergency, existing council restrictions on the use of ‘fogging’ with insecticides to reduce
insect numbers in residential areas may be lifted to prevent a public health emergency. Attempts
will be made to contact all residents on council’s chemical sensitivity register to advise of any
‘fogging’ in their vicinity and advised of appropriate protection methods.
The Sunshine Coast District Disaster Recovery Committee and Local Group Community Support
Sub-Group can provide post impact information regarding personal protection and environmental
hygiene to the affected community, linked with post-impact assessment teams.
B.8.12 Infectious disease control
Immunisation is the responsibility of Queensland Health and any program delivered by Council
EHOs shall be undertaken under the guidance of Queensland Health personnel.
EHOs working under the command of the Local Group Community Support Officer shall:

Reinforce basic hygiene practices to minimise the spread of disease

Undertake surveillance and reporting on public health risks

Provide advice to Queensland Health on any isolation or separation of infected individuals
from susceptible groups

Provide advice and assistance to the Sunshine Coast public health unit in the control of
suspected disease outbreaks and instigate preventative control
B.8.13 Personal hygiene
The Local Group Community Support Officer shall facilitate the preparation of advice concerning
personal hygiene to:

Response agency personnel

Evacuation centre kitchen personnel

Community and business
Public information shall be distributed in accordance with Appendix B.8 Public Information and
Warnings sub-plan. Technical content is the responsibility of Sunshine Coast public health unit but
may be distributed by Council EHOs.
The Local Group Community Support Officer may provide assistance to the Department during the
recovery phase with the approval of the Sunshine Coast District Disaster Recovery Committee.
B.8.14 Disposal of dead stock and animals
The Local Group Community Support Officer or (delegate) shall obtain and then operate under the
advice of Queensland Primary Industries and Fisheries Vets to facilitate:

The identification of disposal sites
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-111

Appropriate methods of disposal

Collection, transport and burial procedures, and

Inspections on private land based on complaint/information.
B.8.15 Disinfection of buildings
Council EHOs provide advice on the disinfection of premises, including:

Commercial food premises

Homes, and

Other facilities (including evacuation centres, mass feeding centres and ablution facilities).
B.8.16 Decontamination
In a chemical emergency LDC will support the Incident Controller work with relevant agencies
(Biosecurity Queensland / QFES (FIRE) / QH) to ensure decontamination facilities and procedures
are provided in the field in accordance with workplace health and safety procedures.
B.8.17 Provision of public information
Information related to the transmission of disease shall be provided to the Sunshine Coast Public
Health Unit to ensure a coordinated response.
Verbal or written advice to be given by EHOs to residents during outreach visits shall be agreed
confirmed with the Incident Controller and Local Group Community Support Officer and noted in
writing in advance of the outreach visits.
All public information e.g. pre-formatted public notices or media releases, shall be issued in
accordance with Appendix B.8 Public Information and Warnings sub-plan before distribution.
B-112 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
Public Health Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY SCLDCC DURING ACTIVATION OF SUB PLAN)
Prepare and release media
advisories regarding the function
of public health.
Commenced
Responsible Organisation
LDCC
Public Health Officer:
Media Liaison Officer
Prepare and release media
advisories regarding public health
risks.
Commenced
Responsible Organisation
LDCC
Public Health Officer
Media Liaison Officer SC Public
Health Unit
Provide advice on public health
risks to the affected community
and the ICC / LDCC.
Commenced
Responsible Organisation
LDCC
Public Health Officer
Media Liaison Officer
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph:
Mob:
Fax:
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 20124
B-113
Public Health Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY SCLDCC DURING ACTIVATION OF SUB PLAN)
Provide logistic support to
outreach teams.
Commenced
Responsible Organisation
LDCC
Public Health Officer
Community liaison officer
Provide logistic support to
operational Environmental Health
personnel, both in the field and at
the LDCC.
Commenced
Responsible Organisation
LDCC
Public Health Officer
LDCC Logistics Officer
Provide personal protective
equipment to Environmental
Health personnel and appropriate
public health safety information to
operational personnel.
Commenced
Responsible Organisation
LDCC
Public Health Officer
Logistics Officer
B-114 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph:
Mob
Fax:
Public Health Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY SCLDCC DURING ACTIVATION OF SUB PLAN)
Undertake surveillance and
reporting on public health risks
and potential public health risks in
the affected community.
Commenced
Responsible Organisation
LDCC
Public Health Officer
SC Population Health Unit
Facilitate treatment of public
health risks in the affected
environment (e.g. vector control,
disinfection), including Council
facilities.
Maintain ongoing links with the
Sunshine Coast District Disaster
Recovery Committee.
Commenced
Responsible Organisation
LDCC
Public Health Officer
Media Liaison Officer
Commenced
Responsible Organisation
LDCC
Community Support Officer and
Disaster Management Officer
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph:
Mob:
Fax:
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 20124
B-115
Public Health Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY SCLDCC DURING ACTIVATION OF SUB PLAN)
Ensure that emergency
temporary accommodation post
impact has no public health risks.
Commenced
Responsible Organisation
LDCC
Public Health Officer
LDC
B-116 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
Contact Numbers
Ph:
Mob:
Fax:
B.9
Public information and Warnings Sub-Plan
B.9.1
Purpose
The purpose of this operational plan is to:

assist in raising community awareness of potential threats;

educating the public as to how best to respond at an individual, household and
neighbourhood level in the event of a disaster; and to

ensure the dissemination of accurate, useful and timely information and warnings to the
public during disasters or emergencies.
It provides the guidelines for the public awareness and education programs to be undertaken by
members of the Local Group and also sets out the process and procedures for issuing warnings
and providing advice, before, during and after an event.
B.9.2
Functional responsibility
All agencies involved in disaster management on the Sunshine Coast have a responsibility for
ensuring their part of this operational plan is implemented. The Local Group Media Liaison Officer
has the key role in the implementation of this sub-plan.
B.9.3
Context and assumptions of this plan
(a) Public awareness and education programs will include material about natural and human
caused disasters.
(b) The Sunshine Coast disaster community awareness and resilience strategy December
2011 implementation will lay the groundwork in the community for the understanding of
public information and warnings during disasters. Refer to Appendix G – Community
Resilience Strategy.
(c) Public information is information that is given to the public in relation to a current disaster
event and will include information about the event, and any recommended actions for the
community to take.
(d) Warnings about threats may emanate from different sources, depending upon the event.
(e) Broadcast radio and television will be the primary vehicle for public information alerts and
warnings in most events, with the internet, telephone SMS and social media also being
used.
B.9.4
Support agencies
(a) Local Group members,
(b) Electronic and broadcast media, and
(c) Print and online media.
B.9.5
Public awareness programs
The Local Group pre-event public awareness programs aim to provide long-term public education
about awareness of the regions hazards, how to plan actions to protect family and friends and
steps that can be taken by the community to increase emergency self-help and resilience.
The Queensland Government provides public awareness information on managing in a disaster
situation via the website http://www.disaster.qld.gov.au
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-117
Public awareness programs are to be based on the Queensland Government’s Get Ready Guide
and will be supported by Local Group activities including:
(a) SES group leader lectures;
(b) QFES (FIRE) Bushfire awareness program and website material;
(c) QFES (DM) website and disaster preparedness presentations; and
(d) Sunshine Coast Council website and disaster preparedness presentations.
(e) Australian Red Cross website materials and disaster preparedness presentations
B.9.6
Authorisation of media release
The issuing of public information, alerts or warnings on disaster-related issues to the public will be
authorised by the Local Group Media Liaison Officer after consultation with the lead agency, the
LDC, and the Local Group Chair.
After activation of the Sunshine Coast District Disaster Plan, any further media releases issued by
the LDCC will be made after consultation with the DDC.
B.9.7
Media liaison officer
A senior council officer from each local government area will be appointed as the Media Liaison
Officer for that Local Group. That officer or their delegate in liaison with the LDC will coordinate
public information and warnings on behalf of the group.
B.9.8
Spokespersons
The actual task of speaking about or providing information to the community regarding the disaster
situation and associated threats, will be undertaken by the officer in charge of the lead agency
coordinating the response to the event, the DDC, the Mayor of the Sunshine Coast and / or the
Local Group LDC, with the support of the Media Liaison Officer.
B.9.9
Information to be released and communicated to community
When a disaster situation threat is increasing and then subsequently during the disaster situation
some or all of the following information will need to be communicated to the community:

Nature of the disaster threat and advice about actual situation.

Advice on what precautions to take and what immediate actions may be required.

Location of the (likely) disaster (area affected) and number of people involved.

Continuing hazards.

Environmental impact.

Economic impact.

Agencies involved in response.

Scope of agency involvement and activity and future tasks of agencies.

Extent of estimated public and private damages.

Safety instructions, how to stay safe.

How and where to get personal assistance.

How and where to get information regarding assistance for livestock and companion (pet)
animals.
B-118 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012

Telephone numbers for donations and methods of donating money.
The Local Group is responsible for determining the content of the information to be released
except when the DDMG is activated. Upon activation of the DDMG release of public information
shall be discussed with the DDC by the Media Liaison Officer, the LDC and the Char of the Local
Group.
The Local Group media liaison officer will reference the Australian government document
“Emergency Warnings – Choosing your Words” when preparing emergency public information.
This is a national reference document on how to construct emergency warnings for the Australian
community.
B.9.10
Regular information bulletins
Regular public information bulletins are to be issued to the community, disseminating emergency
instructions and protective actions to the public and are to be timed to coincide with electronic
media deadlines, unless specific urgent warnings are to be issued. All information bulletins will
also be posted on the lead agencies website.
B.9.11
Information management
All public information is to be coordinated by the Local Group through the LDCC to ensure the
timeliness of the message and message consistency in order to avoid lack of action by the
community, panic, fear and or confusion resulting from incorrect information, rumours and hearsay.
B.9.12
Documentation
ALL media releases are to be logged, retained and filed with the LDCC records in Guardian.
B.9.13
Media contact list
The media contact list is held by the Local Group Media Liaison Officer.
B.9.14
Emergency warnings and alerts
Emergency warnings are intended to achieve two outcomes:

inform the community of an impending or current threat, and to

promote appropriate responsive actions.
In the event of a potential emergency situation a warning may be issued by any agency that
maintains monitoring devices or is the designated lead agency in responding to the potential threat,
including the Bureau of Meteorology, the Queensland Police Service, the Sunshine Coast Council
or any of the emergency services.
A National - Standard Emergency Warning Signal (SEWS) can be utilised within Queensland to
alert individuals of a warning of major emergency. The activation of SEWS is restricted to
authorised users at state or federal level only.
The emergency alert system is a national telephone warning system that provides Australian
emergency authorities with an enhanced ability to warn the community in the event of an
emergency. The warning system is another tool available for organisations to issue emergency
warnings. Emergency alerts will be issued via landline and mobile telephones.
The use of the emergency alert system by the LDC and the Media Liaison Officer must follow the
processes set out in the Emergency Alert Queensland Operational Guidelines.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-119
All agencies issuing emergency warnings should follow the guiding principles outlined in the
Australian Government’s “Emergency Warnings Choosing Your Words” document. These
principles are:

Don’t make assumptions

It is a dialogue not a command

Responding to warnings is a process, not a single step

Recipients of the message will have a need to confirm the message before they are likely
to take action

Consistency is critical

Accuracy is important

Be as specific as possible

Don’t leave gaps

Use benchmarks if possible

Consider the impact of stress, and

Be aware that some people do not speak English as a first language.
Multi-lingual releases are not considered to be a high priority requirement on the Sunshine Coast
as the region’s demographics indicate that for the majority of the community English is their
primary language.
The Local Group will alert and warn the community prior to, during and post an emergency using
any of the following means:
(a) Media alerts and emergency warnings including the utilisation of commercial radio stations
and ABC local radio via their Memorandum of Understanding with the Department of
Community Safety.
(b) Personal visit to property by Police, Emergency Services members or council employees.
(c) Letter box drops.
(d) Loud hailer or similar in the street.
(e) Variable messaging signs (fixed and portable).
(f) Agencies on the ground: e. g : Lifeguards.
(g) Internet warnings (additional to other media – see also council web site updates below).
(h) Social Media.
(i) Emergency Alert System.
(j) Customer Contact Centres.
(k) Community Transport Service Operators (e.g. ferry or bus companies), and
(l) Any other means deemed appropriate.
The council website will provide public information about the disaster situation or potential
emergency situation. The Media Liaison Officer, in conjunction with the council’s web
administrator, is responsible for editing, where necessary, and lodging the contents of any routine
updates or situation reports on the council website. The council Web Administrator is to ensure
the Local Government Website has capacity to sustain high levels of site visit traffic.
The Media Liaison Officer is also responsible for the drafting of any messages to be lodged on the
website and advising the community of imminent threats, changes to threat states, recommended
B-120 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
actions and precautions. These messages (if time permits) are to be reviewed by the Local Group
Chair, or the LDC, prior to lodgement on the website, to ensure consistency.
The media liaison officer, with the support of Local Group members, will develop pre-prepared
statements / warning or alert messages to assist in dealing with specific hazards such as:

Severe Weather (storm, cyclone, storm tide, East Coast low); Flood;

Dam Failure;

Major Transport Incident (road, air, rail or water);

Fire (urban/commercial/industrial and rural);

Hazardous Material Incident;

Oil Spill at Sea;

Endemic/Pandemic;

Emergency Plant/Animal Disease;

Landslide;

Tsunami; and

Earthquake.
Any of these events may result in the need for evacuation and recovery procedures. Specific preprepared evacuation messaging is included in Appendix B.3 Evacuation Sub-Plan.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-121
Public Information and Warnings Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Develop an, Disaster / Emergency
Information Dissemination Plan for the
disaster / emergency.
The key public spokesperson is to be
the Mayor of Sunshine Coast Council.
Use (in conjunction with relevant
member agencies of the Local
Group).
Commenced
Commenced
Commenced
pre-formatted public information fact
sheets regarding various impacts of
the event, and recommended
community action.
Use pre-printed media information,
briefing sheets and web pages.
Commenced
Responsible Organisation
Contact Numbers
LDCC
Ph
Responsible Officer
Mob
Media Liaison Officer
Fax
Responsible Organisation
Contact Numbers
Local Group
Ph
Responsible Officer
Mob
Mayor Sunshine Coast
Fax
Responsible Organisation
Contact Numbers
Local Group and Council
Ph
Responsible Officer
Mob
Media Liaison Officer and LDC
Fax
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Media Liaison Officer
Fax
B-122 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
Public Information and Warnings Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Manage relationships with media
organisations during the event.
Determine media release and briefing
timetables during disaster and
emergency situations.
Establish and maintain liaison with
local radio and other media outlets for
distribution of community alerts and
warnings.
Develop draft media releases and
briefings.
Commenced
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Media Liaison Officer
Fax
Responsible Organisation
Contact Numbers
Local Group
Ph
Responsible Officer
Mob
Media Liaison Officer and LDC
Fax
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Media Liaison Officer
Fax
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Media Liaison Officer
Fax
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-123
Public Information and Warnings Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Prepare and Arrange Emergency
Alerts messaging.
Monitor news coverage for accuracy,
currency, completeness and report
discrepancies to the LDCC.
Maintain a record of all media
releases, contacts and activities for
the Event Log.
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Media Liaison Officer and LDC
Fax
Responsible Organisation
Contact Numbers
LDCC
Ph
Responsible Officer
Mob
MLO and LDCC staff
Fax
Responsible Organisation
Contact Numbers
LDCC
Ph
Responsible Officer
Mob
LDCC Admin. Officer
Fax
Media contact list is held by the Media Liaison Officer.
B-124 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B.10
B.10.1
Public Works and Engineering Sub-Plan
Purpose
To provide for the continuity of service of essential water and sewerage services, building
inspections, road, rail, bridge and marine facility damage assessment, maintenance or repair, and
demolitions and debris clearing as required.
B.10.2
Functional responsibility
It is the responsibility of the relevant Local Government to see that the functions of this plan are
carried out.
B.10.3
Context and assumptions of this plan
A major event may cause extensive damage to property and infrastructure. Roads, public
buildings, bridges, marine structures and other facilities may have to be reinforced or demolished
to ensure safety.
Damage assessment of the affected area will be required to determine potential workload.
Debris may make streets, roads and highways impassable. Access to affected areas may require
the immediate repair of transportation routes. In many locations, it may be necessary to give
debris clearance and emergency road repairs top priority to support immediate lifesaving
emergency response activities.
Public utilities may be damaged or be partially or fully inoperable.
Sunshine Coast disaster management agencies will have addressed a number of these issues in
the planning processes, but for overall coordination purposes, key tasks are identified in this subplan.
B.10.4
Introduction
Protection and restoration of infrastructure before, during and after an event is paramount and this
sub-plan identifies key resources and assistance that can be deployed.
B.10.5
Support agencies
The following support agencies will be required to provide assistance with infrastructure
assessment, maintenance and repairs as a result of the disaster.

Department of Transport and Main Roads – Main Roads

Department of Transport (Maritime Safety Queensland)

Queensland Rail

Q Build

Unitywater
These agencies can be accessed by the LDCC through the DDCC.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-125
B.10.6
Damage surveillance and assessment
In order for repairs to be effected, information regarding the level of damage to infrastructure must
be obtained. The provision of surveillance and reporting systems regarding the extent of damage
is addressed in Local Plan Appendix B.5 Impact Assessment Sub-Plan.
Central coordinated reporting of the extent of damage is essential, to allow meaningful strategic
planning to be undertaken in relation to the coordination of disaster response and recovery
operations.
If significant damage has been experienced it is likely that the LDC will need to make a request for
assistance to the DDC for the supply of additional qualified personnel e.g. engineers from other
local governments through the Council to Council programme.
The early provision of damage repair estimates for NDRRA Claims will be expected, and this can
be facilitated by the co-ordination of information in the LDCC. The LDC may determine that
additional resources e.g. consultant may be required to assist with progressing this task.
B.10.7
Water supply
The priority for water supply management is:
(a) Emergency restoration of water supply systems and the provision of water for
fire-fighting.
(b) Continuity of supply to system customers.
(c) Inspections of water supply facilities.
(d) Liaison with public health officials re safety of supply.
(e) Water restrictions, if required to maintain a reduced supply.
(f) Public information / warnings refer to Local Plan Appendix B.9 Public Information and
Warnings Sub-Plan.
B.10.8
Sewerage services
The priority for sewerage disposal management is:
(a) Continuity of service
(b) Inspections of sewerage facilities
(c) Liaison with public health officials re public health implications of the loss of service
(d) Public information / warnings refer to Local Plan Appendix B.9 Public Information and
Warnings sub-plan.
B.10.9
Roads, rail and bridges, marine structures
The earliest possible assessment of damage to roads, bridges, traffic control devices, levees,
spillways, flood-ways, etc will facilitate the development of a restoration/repair plan. This plan will
be cognisant of the response strategies of the FCC and the LDCC.
The restoration/repair response plan shall address the following:
(a) Assessment of damage and emergency repairs to roads, bridges, traffic control devices,
marine structures.
(b) Temporary construction of emergency access routes which may include damaged streets,
roads, bridges, airfields and any other facilities necessary for passage of rescue personnel.
B-126 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
(c) Restoration of damaged roads, rail and bridges.
(d) Any requirement to close roads whilst repairs are underway and possible identification of
alternative routes.
(e) Public information/warnings refer to B.8 Public Information and Warnings Sub-Plan.
(f) Assessment of damage to canals, beaches, wharves, piers, jetties, navigation aids, boat
ramps.
(g) Emergency repairs and temporary action to prevent further damage or erosion of beaches
that may threaten structures or inundation.
(h) Restoration of damaged wharves, piers, jetties, navigation aids, boat ramps.
(i) The need for additional qualified personnel to enable works to be progressed.
B.10.10 Building inspections
Priority for building management and inspection are the:
(a) Inspection of buildings for structural integrity.
(b) Issue of notices concerning unsafe buildings.
(c) Barricading of unsafe buildings.
(d) Identification of authority and processes for legal demolition.
(e) Identification of buildings requiring demolition or unsafe.
(f) Stabilization of damaged structures and facilities designated as immediate hazards to the
public health and safety.
(g) Provision of temporary protective measures to abate immediate hazards to the public for
health and safety reasons until demolition is accomplished.
B.10.11 Debris clearance of materials and green waste
In a major event, such as a severe storm, flood, cyclone, or a major building collapse, the removal
of debris poses a number of problems. Both building materials and green waste debris will be in
abundance, and has to be managed. The following issues are priorities in the clearance of debris:
(a) Coordination of clearance of debris – a structured approach must be taken, to harness the
efforts of all concerned, and to ensure alignment with the response strategies of the FCC
and the LDCC.
(b) Emergency debris clearance for reconnaissance of damage areas and passage of
emergency personnel and equipment.
(c) Implementation of Council’s emergency storage facilities for green, construction and
demolition waste plan.
(d) Identification of emergency landfill areas for debris disposal if the arrangements identified
above are unavailable. Refer to Local Plan Appendix B.7 Community Health Sub-Plan.
(e) Identification of transport and heavy earthmoving equipment by the FCC logistics officer
and / or LDCC logistics cell in conjunction with Local Plan Appendix B.12 Transport SubPlan.
(f) Understanding of issues associated with not removing debris for periods of time and its
relationship to the personal recovery process.
(g) Understanding of issues associated with debris that was associated with loss of life.
(h) Resolution of insurance issues associated with debris e.g. cars washed away in a flood.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-127
(i) Provision of protective measures to limit further risks to the community throughout the
debris removal process.
B-128 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Water Supply
Inspections of facilities.
Continuity of water supply.
Determination of alternative
water supply.
Emergency restoration of
water supply systems and
the provision of water for firefighting.
Commenced
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
Unitywater
Ph
Responsible Officer
Mob
Network Operations Manager
Fax
Responsible Organisation
Contact Numbers
Unitywater
Ph
Responsible Officer
Mob
Network Operations Manager
Fax
Responsible Organisation
Contact Numbers
LDCC
Ph
Responsible Officer
Mob
Unitywater
Fax
Responsible Organisation
Contact Numbers
ICC and Unitywater
Ph
Responsible Officer
Mob
Network Operations Manager
Fax
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-129
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Liaison with Public Health
officials re safety of supply.
Water restrictions to maintain
some potable water supply.
Public information / warnings
about Water Supply.
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
ICC
Ph
Responsible Officer
Mob
Network Operations Manager
Fax
Responsible Organisation
Contact Numbers
ICC and Unitywater
Ph
Responsible Officer
Mob
Network Operations Manager
Fax
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Media Liaison Officer
Fax
Responsible Organisation
Contact Numbers
Unitywater
Ph
Responsible Officer
Mob
Network Operations Manager
Fax
Sewerage System and Service
Inspections of facilities.
Commenced
B-130 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Continuity of sewerage
system service.
Liaison with Public Health
officials re public health
implications of the loss of
service.
Public information / warnings
about functioning of the
sewerage system.
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
Unitywater
Ph
Responsible Officer
Mob
Network Operations Manager
Fax
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Community liaison officer
Fax
Responsible Organisation
Contact Numbers
Unitywater
Ph
Responsible Officer
Mob
Media Liaison Officer
Fax
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-131
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)
Roads, Rail and Bridges
Assessment of damage to roads,
bridges, traffic control devices.
Assessment of damage to rail
infrastructure.
Temp construction of emergency
access routes including damaged
streets, roads, bridges, airfields and
any other facilities necessary for
passage of rescue personnel.
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
Council /DTMR
Ph
Responsible Officer
Mob
Manager Civil Works
Fax
Responsible Organisation
Contact Numbers
Queensland Rail
Ph
Responsible Officer
Mob
LDCC QR Liaison Officer
Fax
Responsible Organisation
Contact Numbers
Council / DTMR / Q Build
Ph
Responsible Officer
Mob
Manager Civil Works / Council EOT / Q
Build Liaison Officer
Fax
B-132 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)
Restoration of damaged roads and
bridges.
Restoration of damaged rail
infrastructure.
Public information/warnings refer to
B.9 Public Information and
Warnings Sub-Plan.
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
ICC / Council / DTMR
Ph
Responsible Officer
Mob
Council EOT Liaison Officer
Fax
Responsible Organisation
Contact Numbers
Queensland Rail
Ph
Responsible Officer
Mob
LDCC QR Liaison Officer
Fax
Responsible Organisation
Contact Numbers
LDCC
Ph
Responsible Officer
Mob
Media Liaison Officer
Fax
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-133
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)
Marine Fixtures
Assessment of damage to wharves,
piers, jetties, navigation aids, boat
ramps.
Emergency repairs.
Restoration of damaged wharves,
piers, jetties, navigation aids, boat
ramps.
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
Council / DTMR / Maritime Safety Qld
Ph
Responsible Officer
Mob
Manager Civil Works/ SC Area Manager
Fax
Responsible Organisation
Contact Numbers
Council / DTMR / Maritime Safety Qld
Ph
Responsible Officer
Mob
Manager Civil Works / SC Area
Manager
Fax
Responsible Organisation
Contact Numbers
Council / DTMR / QT Marine Safety
Ph
Responsible Officer
Mob
Manager Civil Works
Fax
B-134 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)
Buildings
Inspection of buildings for
structural integrity.
Issue of notices concerning
unsafe buildings.
Barricading of unsafe buildings.
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
Council /Q Build
Ph
Responsible Officer
Mob
ICC Liaison Officer
Fax
Responsible Organisation
Contact Numbers
SC Council /Q Build
Ph
Responsible Officer
Mob
ICC Liaison Officer
Fax
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Council FCC
Fax
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-135
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)
Identification of authority and
processes for legal demolition.
Commenced
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Fax
Identification of buildings
requiring demolition.
Stabilisation and/or barricading of
damaged structures and facilities
designated as immediate hazards
to the public health and safety.
Commenced
Commenced
Responsible Organisation
Contact Numbers
Council / Q Build
Ph
Responsible Officer
Mob
ICC Liaison Officer
Fax
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Council FCC
Fax
B-136 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)
Debris Clearance
Coordination of clearance of debris.
Emergency debris clearance for
inspection of damage areas and
passage of emergency personnel
and equipment.
Identification of emergency landfill
areas for debris disposal (in
conjunction with Local Plan).
Appendix B.8 Community Health
Sub-Plan.
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Council IC and EOT
Fax
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Council FCC
Fax
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Deputy LDC
Fax
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-137
Public Works and Engineering Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)
Debris Clearance
Identification of transport and heavy
earthmoving equipment refer to
B.13 Transport Sub-Plan.
Provision of protective measures to
limit further risks to the community
throughout the debris removal
process.
Green waste removal program
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Logistics Officer
Fax
Responsible Organisation
Contact Numbers
Council FCC
Ph
Responsible Officer
Mob
Council IC
Fax
Responsible Organisation
Contact Numbers
Council
Ph
Responsible Officer
Mob
Council IC and EOT
Fax
B-138 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B.11
B.11.1
Rescue Sub-Plan
Purpose
Provide support to communities after a disaster event and to co-ordinate the use of resources in
search and rescue in response to an actual or potential disaster condition.
B.11.2
Functional responsibility
Search coordination is the responsibility of the Queensland Police Service.
B.11.3
Context and assumptions of this plan
Rescue is a function which is addressed on a daily basis by a number of organisations. Rescue
as a function of disaster response is an extension of that daily role, and while the intensity and
magnitude of the activities may be substantially increased during a major event, the basic
principles do not change.
(a) The state rescue policy outlines Queensland’s rescue service, and their specific areas of
expertise and responsibility.
(b) All rescue arrangements in place at individual agency level, and agencies in combination,
where appropriate, are as outlined in the policy.
(c) These rescue arrangements are guided by standard operating procedures, and are
regularly tested both by activation and by exercise.
B.11.4
Introduction
During a major event, circumstances may require the rescue of people and the support rescue
agencies and their activation procedure is identified in this plan.
Other isolated situations not related to a specific major event but where land search is required for
missing or lost persons.
B.11.5
Support agencies
The support agencies for rescue include:

Australian Maritime Safety Authority (Rescue Coordination Centre);

Queensland Fire Emergency Services (Disaster Management) - Helicopter Rescue;

Queensland Ambulance Service;

Queensland Fire Emergency Services (Fire);

Queensland Police Service;

State Emergency Service;

Sunshine Coast Helicopter Rescue Service (AGL Action Rescue Service);

Sunshine Coast Regional Council Lifeguard Service;

Surf Life Saving Queensland; and

Volunteer Marine Rescue - Coast Guard
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-139
B.12
B.12.1
Transport Sub-Plan
Purpose
To coordinate the use of transportation resources to support the needs of the agencies of the
Sunshine Coast disaster management system, and other community support groups to enable
them to adequately perform their emergency response, recovery and assistance missions.
B.12.2
Functional responsibility
Passenger Transport coordination is a functional responsibility of Qld Department of Transport and
Main Roads (DTMR) at the district level. Coordination of transport for localised evacuations is the
responsibility of the Local Group through the LDCC logistics officer working with the LDCC
Planning Officer and the Community Support Officer.
Coordination of transport for other purposes e.g. freight is the responsibility of the LDCC Logistics
Officer.
B.12.3
Support agencies
The following are the support organisations that may be called upon in the event of a disaster or
emergency situation:
(a) Public Transport Contractors;
(b) Private bus lines;
(c) Private transport contractors;
(d) Public sector agencies with suitable heavy vehicles;
(e) Private companies with suitable heavy vehicles;
(f) Taxi Network;
(g) Voluntary agencies with transportation available; and
(h) Queensland Rail (QR).
B.12.4
Context and assumptions of this plan
The provision of transport resources in response to an event requires the maintenance of
information about the resources available locally. Information about transport resources included
in this section will be developed by the Local Group in liaison with DTMR.
Provision of available passenger transport resources by the LDCC will be made in conjunction with
and through the support of DTMR. The assistance and direction of DTMR working at the LDCC
will be necessary to coordinate the allocation of public transport resources during a disaster /
emergency situation.
B.12.5
Introduction
The mass transport of sections of the community may be required in the event of a disaster /
emergency situation. To deal with this requirement the LDCC may need to access local and state
transport capabilities.
B-140 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B.12.6
Maintenance of information
The Local Group will work closely with DTMR to maintain current information about available
passenger transport resources.
DTMR will be responsible for maintaining a listing of local passenger transport that is shared at a
regular interval with the LDC.
The LDCC logistics officer is to source information about transport freight resources when the
LDCC is at Lean Forward or Stand Up Level.
B.12.7
Mass movement of people
In conjunction with SCLDMP Appendix B.3 Evacuation Sub-Plan the identification of evacuation
routes will be undertaken by the LDCC planning cell.
The maintenance of those routes will need to be undertaken by Council, DTMR, and Police.
Transportation of work teams into and out of the disaster-affected area will be carried out by
respective agencies under the direction of their respective incident controller in liaison with the ICC
and the LDCC.
B.12.8
Fuel supplies
The ICC logistics officer and the LDCC logistics officers will maintain information regarding the
state of available fuel, during a disaster. The ability to supply fuel may be limited if there is a power
failure.
In preparation for an emergency / disaster all the agencies of the Sunshine Coast disaster
management system are recommended to refuel their vehicles and plant when the Local Group is
placed on standby.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-141
Transport Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF OPERATIONAL PLAN)
Prepare and maintain a
database of available transport
resources, including road and
rail.
Commenced
Prepare and maintain a
database of bulk fuel suppliers.
Commenced
Responsible Organisation:
DTMR
Responsible Officer
Liaison Officer
Responsible Organisation: ICC
and LDCC
Responsible Officer
Logistics Officer
Ensure that the ICC and the
LDCC are aware of the current
situation in relation to fuel
availability.
Commenced
Identify routes suitable for mass
evacuation, and determine
maximum traffic capacities.
Commenced
Co-ordinate the provision of
transport resources as required
for mass evacuation (land
based).
Commenced
142
Responsible Organisation
LDCC
Responsible Officer
Logistics Officer
Responsible Organisation:
LDCC
Responsible Officer
Police Liaison Officer / LDCC
Planning Cell
Contact Numbers
Ph
Mob
Fax
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph:
Mob:
Fax:
Contact Numbers
Ph
Mob
Fax
Responsible Organisation: LDCC Contact Numbers
Ph:
Responsible Officer
Mob:
LDCC Planning Cell and Logistics Fax:
Officer
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B.13
B.13.1
Logistics Sub-Plan
Purpose
To develop a process to manage the receipt and delivery of supplies and resupplies, in good
condition, in the quantities required, and at the places and time that they are needed.
B.13.2
Functional responsibility
Sunshine Coast Council is responsible for the implementation of this sub-plan.
B.13.3
Context and assumptions of this plan
Resource management, particularly of material resources, is an area which can cause extreme
problems in the response to a major event, unless processes are developed to manage the issue.
‘Convergence’ will occur – this is the situation where resources, both requested and those pushed
forward, will start to arrive en masse in the affected area. In smaller events, the issue may be
adequately addressed via the Sunshine Coast Council’s normal stores procedures, but larger
events will require specific logistics planning and processes to be employed. Donations from the
community to assist with the recovery effort will be requested as money donations and donations
of goods will be discouraged. It is expected though that there will be donations of goods which will
require logistical management effort.
B.13.4
Introduction
The proper and timely acquisition of supplies and resupplies during a disaster is critical to the
efficient response to and recovery from the event.
B.13.5
Support agencies and enterprises
The support agencies include:
(a) Queensland Fire Emergency Services (Disaster Management);
(b) State Emergency Service;
(c) Q Build;
(d) Local and national charity organisations and service clubs;
(e) Transport operators;
(f) Private enterprise suppliers; and
(g) Queensland Department of Transport and Main Roads.
B.13.6
Management of logistics
The management of logistics during a disaster event ideally shall be conducted as an extension of
Council’s procurement and stores role. In major events, however consideration should be given to
out-sourcing the management of logistics, because of the magnitude of the issues involved.
Logistics management must have a firm link with the FCC and the LDCC operational priorities for
resource supply (e.g. the provision of generators for fuel distribution, cold stores, etc).
Specialist logistics / stores personnel will be required (often for extended periods) to manage the
situation. Both management and warehouse staff will be required, possibly to maintain a 24
hours, 7 days per week service, for a limited period.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-143
B.13.7
Resupply
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 persons residing
in a 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: 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 place
of residence. This normally pertains to stranded travellers and campers. (Source: Queensland
Government, Queensland Resupply Guidelines Version 2, 2010).
The Queensland Resupply Guidelines document contained in Appendix H provides guidance when
planning and conducting resupply operations. Refer also to:
http://disaster.qld.gov.au/Disaster%20Resources/Documents/Resupply%20Guidelines.pdf
B.13.8
Warehousing - identification of suitable premises in the Sunshine Coast area
The following criteria are to be applied when investigating premises for use as logistics
warehousing facilities:
(a) Accessibility: Are the premises outside the impacted area?
(b) Availability: Can the premises be diverted from normal use?
(c) Security: Consider the provision of a 24 hour security presence.
(d) Capacity:

covered, secure area for the storage of materials,

open, secure area for the placement of containers, gas cylinders, etc,

large enough hard standing area for ease of movement of heavy vehicles, and

cold storage area for food (may require refrigerated trailers if cold room capacity is
insufficient).
(e) Office space: Space to conduct administration support duties.
(f) Information and Communications Technology (ICT) capacity.
(g) Alternative power supply or fittings for generator connection.
(h) Identification of satellite distribution points.
B.13.9
Resource recording / tracking
The Guardian control information management system is used by the LDCC to address the
recording and tracking of assets, including items donated. The system can address:

Resources on hand;

Resources ordered;
B-144 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012

Current location of resources;

Anticipated delivery times (for resources received and dispatched); and

Planned use and requirement for the resources.
This system may initially be an excel spread sheet.
B.13.10 Transportation of freight and resources
The ICC / FCC Logistics Officer and the LDCC Logistics Officer can utilise their pre-qualified
supplier listing and other information sources (e.g. Yellow Pages / Google) to identify suitable
transport providers, including:

Identification of freight vehicles with self-contained lifting capacity for loading and
unloading; and

Provision of forklifts, elevated work platforms for the loading, unloading and internal
movement of materials.
B.13.11 Fuel
Priority fuel provision for transport vehicles involved in disaster response is required, which may
require specific coordination and management of the fuel supply in the region by the ICC / FCC
and the LDCC. Fuel trucks with metered output are likely to be required for the maintenance of
fuel supplies to large generators.
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
B-145
Logistics Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Develop Logistics
Management Plan.
Identify personnel to operate
disaster logistics centres.
Identify premises suitable for
use as disaster logistics
warehousing facilities.
Develop/implement
information management
system to record and track
movement of resources.
Commenced
Commenced
Commenced
Commenced
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Logistics Officer
Fax
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Logistics Officer
Fax
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Logistics Officer
Fax
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Logistics Officer
Fax
B-146 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012
Logistics Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Identify specific transport
resources – forklifts, elevated
work platforms
Identify specific transport
resources – heavy trucks with
self-contained lifting capacity
Commenced
Commenced
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Logistics Officer
Fax
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Logistics Officer
Fax
Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2014
B-147
Logistics Sub-Plan
OPERATIONAL CHECKLIST
(RESTRICTED DOCUMENT: FOR USE BY LDCC DURING ACTIVATION OF SUB PLAN)
Instigate priority fuel supply
planning to ensure
continuation of service
Commenced
Responsible Organisation
Contact Numbers
ICC and LDCC
Ph
Responsible Officer
Mob
Logistics Officer
Fax
B-148 Sunshine Coast Council and Noosa Shire Council Local Disaster Management Plan 2012