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ENDORSEMENT OF NOOSA LOCAL DISASTER MANAGEMENT PLAN 2026 · ATTACHMENT 1 - 2026 Local Disaster Management Plan
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ATTACHMENT 1
Local Disaster
Management Plan
2026
In times of disaster
Stay Informed
disaster.noosa.qld.gov.au
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Page 2
Acknowledgement of Country ............................................................................................... 6
Administration & Governance ............................................................................................... 8
1.1 Endorsement ........................................................................................................... 9
1.2 Glossary of Terms ..................................................................................................10
1.3 Document Control ..................................................................................................11
1.4 Authority to Plan .....................................................................................................12
1.5 Aim and Objectives ................................................................................................13
1.6 Structure of the LDMP ............................................................................................13
1.7 Queensland’s Disaster Management Arrangements ...............................................15
1.8 Disaster Management Strategic Policy Statement ..................................................16
1.9 Disaster Management Guiding Principles ...............................................................16
1.10 IGEM Emergency Management Assurance Framework .........................................17
1.11 Linkages to Noosa Council Corporate Plan ............................................................17
Local Disaster Management Group (LDMG) ....................................................................... 18
2.1 Role & Responsibilities of Noosa Council ...............................................................19
2.2 Establishment of LDMG..........................................................................................19
2.3 Functions of the LDMG...........................................................................................20
2.4 Business & Meetings of the LDMG .........................................................................20
2.5 LDMG Operational Decision-Making Capability ......................................................20
2.6 Core member & Advisory Roles and Responsibilities .............................................21
2.7 Authority of LDMG Core Members & Advisors .........................................................25
2.8 Authority of LDMG Core Members & Advisors ........................................................25
2.8.1 LDMG Recovery Group & Subgroups.....................................................................25
2.9 Training & Exercises ..............................................................................................26
2.10 Post Event Processes ............................................................................................26
2.11 Continuous Improvement .......................................................................................26
Community Profile ............................................................................................................... 27
3.1 Community Profile – Noosa ....................................................................................28
3.2 Environment ...........................................................................................................29
3.2.1 Geography .............................................................................................................29
3.2.2 Climate & Weather .................................................................................................29
3.2.3 Landscape..............................................................................................................30
3.3 Human-Social.........................................................................................................31
3.3.1 Population ..............................................................................................................31
3.3.2 Cultural Diversity ....................................................................................................31
3.3.3 Families, Households & Dwellings ..........................................................................31
3.3.4 Socioeconomic Disadvantage ................................................................................32
3.3.5 Access to Motor Vehicles .......................................................................................32
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3.3.6 Vulnerable Persons ................................................................................................32
Disaster Risk Management .................................................................................................. 34
4.1 Risk Based Planning ..............................................................................................35
4.2 Methodology...........................................................................................................35
4.3 Results ...................................................................................................................36
4.4 Residual Risks .......................................................................................................45
Prevention ............................................................................................................................ 46
5.1 Prevention ..............................................................................................................47
5.2 Land Use Planning .................................................................................................47
5.3 Building Codes, Regulations & Legislation .............................................................47
5.4 Design ....................................................................................................................47
5.5 Hazard Reduction...................................................................................................48
5.6 Climate Change......................................................................................................48
5.7 Coastal Hazards Adaptation Plan ...........................................................................48
5.8 Disaster Risk Reduction .........................................................................................48
Preparation ........................................................................................................................... 49
6.1 LDMG Preparedness & Capacity Building ..............................................................50
6.2 Community Preparedness & Capacity Building ......................................................50
6.3 Noosa Emergency Action Guide.............................................................................51
6.4 Disaster Dashboard & Noosa Alert .........................................................................51
6.5 Insurance ...............................................................................................................52
Response ............................................................................................................................. 53
7.1 Initial Response ......................................................................................................54
7.2 Activation of LDMG ................................................................................................54
7.3 Activation Criteria ...................................................................................................54
7.4 Activation of Field Command Centre ......................................................................54
7.5 Activation of LDMP and Sub Plans .........................................................................55
7.6 Notification Process & Flowchart ............................................................................55
7.7 Activation Levels ....................................................................................................56
7.8 Response Priorities ................................................................................................57
7.9 Response Principles ...............................................................................................57
7.10 Disaster Declaration ...............................................................................................57
7.11 Guardian Information Management System ...........................................................58
7.12 Activation of the Local Disaster Coordination Centre ..............................................58
Recovery ............................................................................................................................. 60
8.1 Definition of Recovery ............................................................................................61
8.2 Context for Recovery ..............................................................................................61
8.3 Appointment of Local Recovery Coordinator ..........................................................61
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8.4 Activation of LDMG Recovery Group ......................................................................62 8.5 LDMG Recovery Group Chairperson ......................................................................62 8.6 Recovery Group Membership .................................................................................64 8.7 Functional Lines of Recovery .................................................................................65 8.8 Recovery Subgroups ..............................................................................................66 8.9 Proposed Recovery Subgroup Membership ...........................................................67 8.10 National Principles..................................................................................................68 8.11 Queensland Government Roles and Responsibilities .............................................68 8.12 Recovery Phases ...................................................................................................69 8.13 Monitoring & Evaluating Framework .......................................................................71 8.14 Communication & Reporting ...................................................................................71 8.15 Finance ..................................................................................................................71 8.16 Event Specific Recovery Plan.................................................................................71 8.17 Recovery Hubs .......................................................................................................72 Noosa Council 2026 | Local Disaster Management Plan Page 4 of 73
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About this Plan Noosa Council 2026 | Local Disaster Management Plan Page 5 of 73 About this Plan
Page 6
of Country Acknowledgement of Country Noosa Council respectfully acknowledges the Kabi Kabi / Gubbi Gubbi People, traditional custodians of the lands and waters that from the region we call Noosa. Council pays respects to elders’ past, present and future and welcomes the ongoing role that Indigenous people play within the Noosa community. Noosa Council 2026 | Local Disaster Management Plan Page 6 of 73
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Foreword
Queenslanders are faced with responding to and recovering
from disasters that test both individual and community
resilience year after year. Cyclones, floods, fires and other
natural hazard events don’t respect local government
boundaries and adequate warning time is not always
available. No community is immune from disasters and their
potential to significantly disrupt social, economic and
environmental systems as well as our infrastructure,
highlights the need to be well prepared and have strong,
coordinated disaster management arrangements in place.
In Queensland, each local government is primarily
responsible for managing disaster events within its
boundaries. This Local Disaster Management Plan (LDMP)
has been developed by the Noosa Local Disaster
Management Group (LDMG) on behalf of Noosa Council
with the core focus to protect our community – preserving life,
Mayor Frank Wilkie preventing injury, reducing property damage and
Chair, Noosa Local Disaster Management safeguarding our environment.
Group
This plan has two key objectives. First, to provide a clear, practical disaster management guide tailored to the Noosa
community. It outlines the regions demographics, infrastructure and hazards and risks of the coastal and hinterland
areas to support local prevention preparedness, response, and recovery efforts. Second, it ensures that Noosa Council
meets its legislative responsibilities under the Disaster Management Act 2003 and the Disaster Management
Regulation 2014.
Disaster resilience is a shared responsibility. No single organisation, community, or level of government can
manage the full impact of a disaster alone. Everyone has a role to play.
As residents, we need to take ownership – talking with family, friends, and colleagues about emergency plans,
preparing emergency kits, managing vegetation and drainage around our properties, and staying informed. Effective
disaster management depends on a collaboration between individuals, families, communities, businesses, and all
levels of government.
This LDMP takes an all-hazards approach and is built on the prevention preparation, response and recovery
(PPRR) framework.
It provides a robust, multi-agency structure to ensure a coordinated response to disaster events and a swift return to
a safe and secure environment after the event. It’s a dynamic, risk-based document that is subject to continuous
reviewed to reflect current legislation, local risks, demographics, and lessons learned from past events – both within
and beyond our region.
With climate change expected to intensify the severity of natural disasters, it’s more important than ever for Noosa to
be resilient and ready. Whatever the future holds, it’s wise to prepare for the worst and hope for the best.
I want to acknowledge and thank the volunteers, emergency services personnel and Council staff who work tirelessly
through all phases of disaster management. Their dedication is vital to the success of this LDMP.
And to the community, thank you for your ongoing support, strength and resilience. We’re in this together.
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Administration
& Governance
SECTION ONE
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Section 1.1 1.1 Endorsement This Local Disaster Management Plan was endorsed by the Noosa Local Disaster Management Group on 28 November 2025 and recommended for adoption by Noosa Council. Mayor Frank Wilkie Chair, Noosa Local Disaster Management Group Date: In accordance with a resolution on < > this Local Disaster Management Plan was adopted and is endorsed for distribution by Noosa Council. Larry Sengstock Chief Executive Officer Noosa Council Date: Noosa Council 2025 | Local Disaster Management Plan Page 9 of 73
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Section 1.2 1.2 Glossary of Terms A Disaster Management glossary of terms and acronyms is published as part of the Prevention, Preparedness, Response and Recovery Disaster Management Guideline. Disaster Management Lexicon is also provided by the Office of the Inspector General Emergency Management (IGEM). The following acronyms and initialisms are not contained in the links above but are used by Noosa Council is their disaster management arrangements: Acronyms & Initialisms – Table 1 Acronym / initialism Meaning AEMI Australian Emergency Management Institute AIIMS Australasian Inter-service Incident Management System CDO Counter Disaster Operations DRFA Disaster Recovery Funding Arrangements (formerly known as NDRRA) EAP (Dam) Emergency Action Plan GIS Geographic Information System IMT Incident Management Team LGA Local Government Area QDMA Queensland Disaster Management Arrangements RFB Rural Fire Brigade – QFD RFS Rural Fire Service – QFD SCHHS Sunshine Coast Hospital and Health Service SMEACS Situation, Mission, Execution, Administration, Coordination, Safety IGEM Inspector General Emergency Management Noosa Council 2025 | Local Disaster Management Plan Page 10 of 73
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Section 1.3
1.3 Document Control
1.3.1 Amendment Control
This LDMG is a controlled document. The controlled copy is held by the LDMG Local Disaster Coordinator
(LDC). The LDC may approve inconsequential amendments to the LDMP. Any changes to the intent of the
document must be endorsed by the LDMG and adopted by Noosa Council. The plan is intended to be a ‘live’
document. All suggested amendments should be forwarded to:
Disaster Management Officer
Noosa Council
PO Box 141
Tewantin, QLD 4565
Email: [email protected]
1.3.2 Record of Amendments
Issue Date Version Outline of Revisions Prepared By
19/10/2017 Noosa LDMP 2018 V1 adopted by Noosa
Council
26/10/2023 Noosa LDMP 2023 V2 adopted by Noosa
Council
Noosa LDMP 2025 V3 adopted by Noosa Disaster Management Officer
Council
1.3.3 Review Requirements
Noosa Council must review the effectiveness of this LDMP at least once a year. In addition, Noosa Council may
review or renew the Plan whenever they consider it appropriate. The LDMP and associated Sub Plans will be
reviewed following any activation of the plans or following any exercises to test the effectiveness of the plans.
This LDMP will be subject to the external annual assessment process developed by the Office of the IGEM in
accordance with section 16C(b) of the Disaster Management Act 2003 (the Act).
1.3.4 Distribution
The level of circulation of the LDMP and all Sub Plans will be determined by the LDMG. As a minimum this will
include all core members and advisors of the LDMG and the District Disaster Coordinator (DDC). Other key
stakeholders will be determined by Noosa Council.
In accordance with section 60 of the Act, the LDMMP is available to the public on the Noosa Council website.
Alternatively hard copies may be view at Noosa Council Customer Service Centres and Libraries.
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Section 1.4
1.4 Authority to Plan
The Disaster Management Act 2003 (the Act) and the Disaster Management Regulation 2014 (the
Regulation) forms the legislative basis for disaster management within all levels of government and
Queensland’s Disaster Management Arrangements (QDMA).
The preparation of this LDMP and all associated Sub Plans has been undertaken in accordance with sections
57 and 58 of the Act, to provide for effective disaster management in the Noosa Council area.
This LDMP is consistent with Queensland’s Disaster Management Standard and PPRR Disaster Management
Guideline.
The authorising environment for disaster management documents is detailed in Figure 1 below.
Figure 1: Disaster Management Authorising Environment
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Section 1.5
1.5 Aim and Objectives
The overall aim of this LDMP is to detail the arrangements that prevent, where possible, or minimise the impact
of disasters or major emergencies, on communities of the Noosa Council area. The primary focus is to preserve
life and ensure the safety and welfare of our community as well as other people who may work in, or visit, our
region. The key objectives are to:
• Provide a framework for the implementation of effective disaster management strategies and
arrangements across the four phases of PPRR within the Noosa Council area.
• Describe the disaster management structure for the LDMG, the member organisations and their role and
responsibilities for the coordination of multi-agency responses.
• Understand the likely effects of natural and non-natural hazards that may impact the community,
infrastructure, economy and environment of the area.
• Plan for those hazards to preserve human life, protect critical infrastructure and property, protect
livelihoods and the economy and safeguard the environment.
• Provide practical information to build community resilience and better assist the community in preparing
for, responding to and recovering from disaster events.
Section 1.6
1.6 Structure of the LDMP
1.6.1 LDMP
The LDMP is an overarching document that details the structure, management arrangements and governance
provisions which underpin the process of disaster management in the Noosa Council area. It provides an
overview of the arrangements in place for dealing with disasters and sets out the role of the LDMG and the
community from the initial notification through the various stages of response and recovery until the disaster
event is finalised. The LDMP is designed to be flexible so it can be adapted to any disaster event affecting the
region to ensure an integrated, coordinated and timely response.
1.6.2 LDMP Sub Plans
The LDMP is complemented by a number of Sub Plans which are designed to expand on information contained
in the LDMP by providing detailed information for the activation and operation of key capabilities. Sub Plans are
designed to integrate seamlessly with the LDMP but can be used on a stand-alone basis as required. The
following Sub Plans exist:
• Activation of the Local Disaster Coordination Centre (LDCC)
• Bushfire
• Financial Management
• Public Information & Warnings
• Logistics
• Evacuation
• Public Health and Environment.
• Hazardous Materials
• Severe Wind & Water Inundation
1.6.3 Hazard Specific Plans
Hazard specific disaster plans are developed by assigned lead agencies to address particular hazards.
Examples of hazard specific plans for the LDMG include:
• Lake MacDonald Dam Emergency Action Plan (EAP)
• Pandemic Plan
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In addition, Hazard-Specific Plans have been developed to address particular hazards that may occur within,
or directly impact, the Noosa Shire. These plans outline the disaster management arrangements designed to
support an effective response and reduce the potential consequences of each identified hazard. The Hazard-
Specific Plans include:
• Bushfire
• Hazardous Materials
• Severe Wind & Water Inundation
1.6.4 Community Plans
Various community organisations, local business groups and others have a responsibility to prepare disaster,
emergency and business continuity plans and strategies for particular high-risk localities and demographic
groups within the Noosa Shire.
A community profile has been developed for each suburb of Noosa identifying the demographics, hazards and
critical infrastructure specific to each community.
Some communities such as Noosa North Shore, Pomona, Boreen Point and Kin Kin that may become isolated
during flood or fire events have specific community disaster plans for their locality that are developed by the
community with guidance and approved by the Noosa LDMG. The LDMG also works with organisations that
care for vulnerable sectors of the community and with tourism operators and businesses to ensure that visitors
to the region are well informed in the event of a disaster.
1.6.5 Operational Plans
Operational plans are plans developed and utilised during the response and recovery phases. Examples
include the Event Action Plan and event-specific Recovery Plan.
1.6.6 Business Continuity Plans (BCPs)
Each member and advisory agency of the LDMG is responsible for maintaining an effective BCP. This will
ensure they can continue their critical service functions in the event of a disaster to provide coordination and
emergency support to the local community.
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Section 1.7
1.7 Queensland’s Disaster Management Arrangements
QDMA is based on a tiered system of committees at local government, disaster district, and state government
levels and recognises that the Commonwealth Government may be requested to provide support to the State.
Local level capability is recognised as the frontline of disaster management. Local government has primary
responsibility for managing events in their local government area. This is achieved through the establishment of
the Local Disaster Management Group (LDMG) – refer Section 3. Noosa Council is ideally suited to manage
disaster events at the community level, based on its understanding of local social, environmental and economic
issues, and knowledge of the region’s infrastructure. During a disaster, local government provides initial support
to the affected community until its resources are fully committed. Additional support from the State, and
ultimately the Commonwealth is then requested if needed.
Figure 2: Queensland Disaster Management Arrangements
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Section 1.8
1.8 Disaster Management Strategic Policy Statement
This plan is consistent with the Disaster Management Strategic Policy Statement which informs the
Queensland Government’s strategic approach to keeping people safe and making communities more resilient to
disaster risks and impacts.
The LDMG takes a flexible and scalable approach to disaster management which provides for the reduction of
risk and the enhancement of community resilience whilst ensuring effective response and recovery capabilities.
Section 1.9
1.9 Disaster Management Guiding Principles
In accordance with section 4A(b) of the Act, all events, whether natural or caused by human activity, should be
managed in accordance with the Strategic Policy Statement and the State Disaster Management Plan
(SDMP) and any relevant disaster management guidelines. The Act identifies four key principles which guide
disaster management in Queensland:
1.9.1 Comprehensive Approach
The comprehensive approach to disaster management comprises the four PPRR phases. This approach
ensures a balance between the reduction of risk and the enhancement of community resilience, while ensuring
effective response and recovery capabilities.
The four phases of PPRR are not linear, nor are they independent of the others. They overlap and support each
other as shown in Figure 3. For example, recovery activities are likely to begin during the response phase and
mitigation strategies may be considered during the recovery phase.
Figure 3: Comprehensive Approach to Disaster Management
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Section 1.9
1.9.2 All-Hazards Approach
The all-hazards approach assumes that the functions and activities used to manage one event are likely to be
applicable to a range of events, whether natural or caused by human activity.
1.9.3 Local Disaster Management Capability
Local level capability is recognised as the frontline for disaster management, primarily due to the benefits of
localised knowledge and networks.
1.9.4 Support by District and State Groups
The Act establishes a District Disaster Management Group (DDMG) for each of the 23 districts in Queensland,
to provide support when required or requested by a LDMG. The Noosa LDMG is located in the Sunshine Coast
Disaster District. A District Disaster Management Plan is available.
The Queensland Disaster Management Committee (QDMC) can provide additional support and assistance
when required or requested by a DDMG. The State Disaster Management Plan (SDMP) provides a framework
for response and recovery operations.
Section 1.10
1.10 IGEM Emergency Management Assurance Framework
Part 1A of the Act establishes the IGEM and Office of the IGEM. The priority for the Office of the IGEM is to
facilitate improvements to Queensland’s disaster management arrangements to enable confidence in the
system and enhance public safety outcomes. The functions of the Office of the IGEM are detailed in section 16C
of the Act.
The Emergency Management Assurance Framework (EMAF), developed by the Office of the IGEM, in
partnership with disaster management practitioners, provides the foundation for guiding and supporting the
continuous improvement of entities’ programs across all phases of disaster management. The EMAF is
underpinned by four supporting principles:
• Leadership
• Public Safety
• Partnership
• Performance
The EMAF also provides the structure and mechanism for reviewing and assessing the effectiveness of disaster
management arrangements. The EMAF comprises Principles, the Standard for Disaster Management in
Queensland (the Standard) and Assurance Activities.
Section 1.11
1.11 Linkages to Noosa Council Corporate Plan
Strategic linkages to Disaster Management are included in the Noosa Council Corporate Plan 2023-2038
under Theme 2: The Noosa Community which indicates the key focus area for 2017- 22 is to maintain the ability
to respond to disaster events (LDMP). The 20-year goal is for Council and the Noosa community to be resilient
in the face of emergencies and disaster events.
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Local Disaster
Management
Group (LDMG)
SECTION TWO
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Section 2.1
2.1 Role & Responsibilities of Noosa Council
The Act details a range of functions and responsibilities for local government to ensure that it meets its statutory
obligations.
Section 80 of the Act requires local government to undertake the following functions:
• To ensure it has a disaster response capability
• To approve its LDMP
• To ensure information about an event or a disaster in its area is promptly given to the DDC for the district
in which its area is situated
• To perform other functions given to the local government under the Act.
In accordance with section 80 of the Act, a ‘disaster response capability’ for local government means the ability
to provide equipment and a suitable number of persons, using the resources available, to effectively manage or
help another entity to manage an emergency situation or a disaster in the local government area. To ensure this
can be achieved, all Noosa Council services have designated responsibilities in disaster management which
reflect their legislated and / or technical capability.
In addition to these functions, section 29 of the Act specifies that local government must establish a LDMG for
the local government’s area.
Section 2.2
2.2 Establishment of LDMG
LDMGs are established under section 29 of the Act by local governments to support and coordinate disaster
management activities for their respective LGAs. A Terms of Reference is available. LDMG responsibilities are
outlined in Manual M.1.030.
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Section 2.3
2.3 Functions of the LDMG
The following functions of the LDMG are prescribed under section 30 of the Act:
• To ensure that disaster management and disaster operations in the area are consistent with the State
group’s strategic policy framework for disaster management for the State.
• To develop effective disaster management, and regularly review and assess the disaster management
plan.
• To help the local government for its area to prepare a local disaster management plan.
• To identify, and provide advice to the relevant district group about, support serv ices required by the
local group to facilitate disaster management and disaster operations in the area.
• To ensure the community is aware of ways of mitigating the adverse effects of an event, and preparing
for, responding to and recovering from a disaster.
• To manage disaster operations in the area under policies and procedures decided by the State Group.
• To provide and make recommendations to the relevant district group about matters relating to disaster
operations.
• To identify, and coordinate the use of, resources that may be used for disaster operations in the area.
• To establish and review communications systems in the group, and with the relevant district group and
other local groups in the disaster district of the relevant district group, for use when a disaster happens.
• To ensure information about a disaster in the area is promptly given to the relevant district group.
• To perform other functions given to the group under the Act.
• To perform a function incidental to a function mentioned in paragraphs in the points listed above.
Section 2.4
2.4 Business & Meetings of the LDMG
In accordance with section 38 of the Act, the LDMG will conduct its business, including meetings as prescribed
by the Regulation. Ordinary meetings are scheduled every three (3) months and extraordinary meetings are
convened as required. Quorum (50% +1 of membership) must be achieved for decisions of the LDMG to be
valid.
Section 2.5
2.5 LDMG Operational Decision-Making Capability
The LDMG Chair and LDC are authorised to make initial operational response coordination decisions on behalf
of the full LDMG to initiate the disaster management arrangements and whilst acting in accordance with LDMG
approved plans and procedures. In the absence of the LDMG Chair, the Deputy Chair has clear authority to
make initial operational response decisions.
The Chair and LDC have an exclusively operational response coordination function, which will not, at any time,
replace the policy decision-making role of the core LDMG members.
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Section 2.6
2.6 Core member & Advisory Roles and Responsibilities
The following table details the membership and responsibilities of the LDMG as appointed in accordance with Sections 33 and 34 of the Act. All members have
the necessary expertise or experience to assist the group undertake and meet its legislative requirements. Membership of the group includes any person acting in
the capacity of an appointed member using a DM13 form. All members will nominate one or more deputies in advance to ensure continuity and full agency
representation. When membership changes, notice is provided to the DDMG. If membership of the Chair or LDC changes, notice is to be provided to the SDCC.
Membership and contact details for each member is maintained in the restricted LDMG Emergency Contact List in Guardian IMS.
Agency Position Status Responsibilities
LDMG Chair – Mayor Member • Chair LDMG meetings and to provide the primary link between the LDMG and Council
• To manage and coordinate the business of the group, to ensure, as far as practicable, that the
group performs, its functions, to report regularly to the relevant district group, and the chief
executive of the department, about the performance by the LDMG of its functions.
LDMG Deputy Chair – Member • Provide advice and support to the Chair and LDMG
Councillor • Chair LDMG Meetings in the absence of the Chair
Noosa Council • Provide a link between the LDMG and Council
• Chair the LDMG Recovery Group.
Local Disaster Coordinator – Member • Coordinate disaster operations for the LDMG, report regularly to the LDMG about disaster
Director Infrastructure operations, to ensure, as far as practicable, that any strategic decisions of the LDMG about
Services disaster operations are implemented.
• Provide advice and support to the Chair and LDMG
• Activate the LDMP and LDCC when required.
• Represent Noosa LDMG at the Sunshine Coast DDMG.
Deputy Local Disaster Member • To undertake the functions of the LDC in the LDC’s absence.
Coordinator – Civil & • Provide advice and support to the Chair, LDC and LDMG.
Asset Operations Manager
Local Recovery Member • To undertake the functions of the LRC
Coordinator - Director • Lead and coordinate recovery operations reporting regularly to the Local Recovery Group about
Community Services recovery operations, to ensure, as far as practicable, that any strategic decisions of the LDMG
about recovery operations are implemented
• Provide advice and support to the Chair and LDMG.
• To activate the Recovery Group and develop an event specific recovery plan when required.
Chief Executive Officer Advisor • Provide a link between the LDMG and Council
(CEO)
Disaster Management Advisor • Support to the LDC & Chair
Officer (DMO)
Disaster & Disruption Advisor • Support to the LDC & Chair
Resilience Officer
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Agency Position Status Responsibilities
Executive and Business Advisor • Support to the DMO, DRRO, LDC & Chair
Support Officer
Bushfire Management – Advisor • Fire management support in relation to Council properties to the LDMG
Senior Fire Management
Officer
Evacuation Centres – Noosa Advisor • Operation of evacuation centres.
Leisure Centre Coordinator
Public Information Officer – Advisor • Preparation and dissemination of public information and warnings during an event
Communications & • Responsibilities identified in Public Information and Warnings Plan.
Community Engagement
Manager
Coordination / Emergency Advisor • Response and recovery of Council operational assets
Operations Team – Civil
Assets Operations Manager
Customer Experience Advisor • Customer Service during activation for response and recovery.
Manager
Community Health Officer – Advisor • Community health during activation for response and recovery.
Waste &
Environmental Health
Manager
Information Technology – Advisor • IT support to the LDMG
ICT Manager
Sustainability & Climate Advisor • Climate Change support to the LDMG
Change Coordinator
Waste Manager Advisor • Waste activities during activation for response and recovery.
Queensland Officer in Charge (Noosa) Member • Refer to Appendix B of the State Disaster Management Plan
Ambulance Service • Liaison between the agency and the LDMG.
(QAS)
Queensland Fire Inspector, Operations Member • Refer to Appendix B of the State Disaster Management Plan
Department (QFD) Management & Business • Liaison between the agency and the LDMG.
Support Sunshine Coast
Inspector/Area Commander Member
(Noosa Command)
Queensland Police Officer in Charge (Noosa) Member • Refer to Appendix B of the State Disaster Management Plan
Service (QPS)
District Disaster Member • Liaison between the DDMG and the LDMG
Management Group • Provide advice and support to the Chair and LDMG
(DDMG) – Executive Officer
Local Controller SES Member • Liaison between the agency and the LDMG.
(Noosa)
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Agency Position Status Responsibilities
Emergency Management Member • Liaison between agency and the LDMG
Coordinator (EMC)
Queensland Department of Local Member • Refer to Appendix B of the State Disaster Management Plan
Government Government, Water & •
Departments Volunteers
Department of Environment Member • Refer to Appendix B of the State Disaster Management Plan
& Science (QPWS) – Senior • Liaison between agency and the LDMG.
Ranger
Department of Education & Advisor • Refer to Appendix B of the State Disaster Management Plan
Training • Liaison between agency and the LDMG.
Department of Health – Member • Liaison between agency and the LDMG
Disaster Management Team
Sunshine Coast Health
Department of Transport & Advisor • Refer to Appendix B of the State Disaster Management Plan
Main Roads • Liaison between agency and the LDMG.
– Manager (Environment
Sustainability & Heritage)
Department of Transport & Advisor • Liaison between agency and the LDMG
Main Roads – Maritime
Safety Queensland
Queensland Reconstruction Advisor • Refer to Appendix B of the State Disaster Management Plan
Authority (QRA) • Liaison between agency and the LDMG.
Australian Red Advisor • Liaison between the agency and the LDMG.
Cross • Liaison in relation to evacuation centres, community support, recovery and other Red Cross
services.
Energex Network Performance Officer Member • Primary agency for providing, maintaining and restoring power supplies
(Sunshine Coast) • Provide advice to the LDMG on power supply issues
• Provide safety information to consumers
• Liaison between the agency and the LDMG.
CoastGuard Advisor • Liaison between the agency and the LDMG.
Country to Coast Senior Manager Climate Advisor • Liaison between the agency and the LDMG and Recovery Group
Ready Communities
Kabi Kabi Rangers Ranger Coordinator Advisor • Liaison between the agency and the LDMG.
National Assistant Director, Advisor • Liaison between the agency and the LDMG.
Emergency Coordination and Planning
Management Qld
Agency
NBN Local Advisor • Liaison between the agency and the LDMG.
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Agency Position Status Responsibilities
Ramsey Health Noosa Hospital - Director Advisor • Liaison between agency and the LDMG.
Care Emergency Medicine
Rescue Medics Advisor • Liaison between agency and the LDMG
Australia
Rural Fire Service Advisor • Liaison between agency and the LDMG.
SeqWater Coordinator Incident & Advisor • Refer to Appendix B of the State Disaster Management Plan
Security Management • Primary agency for sourcing, treating and supplying bulk drinking water.
• Liaison between the agency and the LDMG in relation to Lake MacDonald Dam.
State MP Local Member of Parliament Advisor • People’s representative
Sunshine Coast Disaster Management Advisor • Liaison between the agency and the LDMG.
Council Coordinator
Surf Lifesaving Regional Manager Advisor • Refer to Appendix B of the State Disaster Management Plan
Queensland • Liaison between agency and the LDMG.
Tourism Noosa General Manager Advisor • Industry advisor
Unitywater Planned Services Manager Advisor • Liaison between the agency and the LDMG in relation to water supply and sewage treatment
services.
Volunteer Commander (Noosa) Advisor • Liaison between the agency and the LDMG.
Coastguard • Liaison in relation to marine search and rescue and other volunteer coastguard support.
Wireless Institute Volunteer Representative Advisor • Liaison between the agency and the LDMG in relation to emergency radio communications.
Civil Emergency
Network (WICEN)
Visit Sunshine Communications Manager Advisor • Liaison between the agency and the LDMG.
Coast
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Section 2.7
2.7 Authority of LDMG Core Members & Advisors
The core members and advisors of the LDMG should have:
• The authority to commit their respective organisation to the LDMG’s decisions
• The ability to effectively navigate their respective organisations to seek approval for the commitment of
their organisation resources
• A sound understanding of the QDMA and this LDMP.
• Only member votes count towards quorum.
Section 2.8
2.8 Authority of LDMG Core Members & Advisors
The structure of the Noosa LDMG is depicted below. The Chair of the LDMG may establish additional temporary
or permanent subgroups to manage the business of the LDMG.
Noosa Local Disaster
LDMG Recovery Group Management Group (LDMG)
Human-Social Economic Environmental Infrastructure
Recovery Subgroup Recovery Subgroup Recovery Subgroup Recovery Subgroup
Figure 4: Structure of the Noosa LDMG
2.8.1 LDMG Recovery Group & Subgroups
A single overarching Recovery Group may be formed. Alternatively, the LDMG Recovery Group may decide to
activate one or more of its Recovery Subgroups as follows:
Human-Social Recovery Subgroup
The key function is to address the human-social recovery aspects of a disaster. In Noosa, this is achieved
through the Northern Social Services Network. A Terms of Reference is available.
Economic Subgroup
The key function is to address the economic recovery aspects of a disaster. A Terms of Reference is available.
Environmental Recovery Subgroup
The key function is to address the environmental recovery aspects of a disaster. A Terms of Reference is
available.
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Infrastructure Recovery Subgroup The key function is to address the infrastructure recovery aspects of a disaster. A Terms of Reference is available. Section 2.9 2.9 Training & Exercises In an effort to provide an effective training program, the LDMG works closely with QPS to provide a coordinated program of training from the Queensland Disaster Management Training Framework (QDMTF). The QDMTF outlines the core training courses and inductions relevant to the key disaster management stakeholders to support the effective performance of their role. Exercises will be used to help review the effectiveness of the LDMP. Exercises can take many forms from simple discussion type exercises to full scale functional operations. Section 2.10 2.10 Post Event Processes Following any exercise or disaster event that impacts the region, a post disaster assessment will be undertaken by the LDMG. This assessment will consist of “hot” and “post event” debriefs and will culminate in the development of a post event assessment report. This report should clearly articulate any actions, processes, equipment, or systems that worked well during an event as well as suggest recommendations for improvement. Recommendations for improvements identified in post event assessment reports will be tabled for discussion by the LDMG. Any issue that is identified and not able to be resolved at a local level, will need to be referred to the Sunshine Coast District Disaster Management Group for advice or resolution. All post disaster review reports will be forwarded to the DDC as part of standard operating procedure. Section 2.11 2.11 Continuous Improvement The LDMG is committed to the practice of continuous improvement which involves disaster management processes and arrangements being regularly evaluated and improved to ensure they remain relevant, efficient, effective, and flexible. Noosa Council 2025 | Local Disaster Management Plan Page 26 of 73
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Community
Profile
SECTION THREE
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Section 3.1
3.1 Community Profile – Noosa
This section provides an understanding of the community profile which is critical for managing disaster risks.
Understanding of community profile along with natural hazard risks enhances the development of robust
disaster management plans, helping to reduce the impact of disasters on the community.
Figure 6: Noosa Shire Topography
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Section 3.2
3.2 Environment
3.2.1 Geography
Noosa Shire is in south-east Queensland, approximately 120 kilometres north of the Brisbane CBD.
Noosa Shire is bounded by the Gympie Regional Council area in the north and west, the Coral Sea in the east,
and the Sunshine Coast Council area in the south.
The Noosa Council local government area (LGA) encompasses a total land area of 869.9 km2.
Noosa Council’s office is located at 9 Pelican Street, Tewantin.
3.2.2 Climate & Weather
The region has a mild sub-tropical coastal climate. Temperatures in summer averages a minimum of 17°C and
a maximum of 28°C and in winter from 7°C through to a maximum of 22°C. The highest summer temperature
of 38.7°C was recorded in 2002 and 2008, and the lowest winter temperature of minus 2.8°C was recorded at
Tewantin in 1901. The recorded rainfall average on the coast is approximately 1610 mm per annum and the
highest rainfall occurs from December to May.
Figure 6: Noosa Shire Map
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Section 3.2
3.2.3 Landscape
Noosa Shire encompasses a range of landscape types including beaches, sand dunes, river systems,
wetlands, heath plains, woodlands, rainforests and ranges.
The Noosa River and its tributaries flow to the east and the Mary River and its tributaries including Six Mile
Creek flow to the north.
Much of the native vegetation of the region has been removed or greatly modified, and the main forms of native
vegetation that remain include tall open eucalypt forests along the western borders and remnants of melaleuca
forest and open heaths along the coast.
Some 28,655 hectares of the Noosa Shire is considered to have outstanding environmental, biodiversity and
natural history values and is managed primarily for conservation. This constitutes almost one third of the
Noosa local government area. A further 30,653 hectares of land is predominantly undeveloped and sustainably
managed through voluntary agreements such as Land for Wildlife. There are 267.6km2 of protected parks,
forests and reserves within the Noosa Shire.
Figure 7: River Catchments in Noosa LGA
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Section 3.3 3.3 Human-Social 3.3.1 Population The 2021 Census determined the resident population of the Noosa Council LGA is 56,298 with a density of 65.13 people per square metre. Population growth assumptions indicate the population could grow to 64,999 people by 2041. Some 60% of the Shire’s population lives in the coastal urban communities of the south-eastern corner of the Shire, between Peregian Beach and Tewantin. The largest hinterland towns are Cooroy, Pomona and Cooran which are located along the railway corridor. Other centres of population are Boreen Point, Federal and Kin Kin and smaller clusters of rural residential settlement also occur throughout the hinterland. At the 2021 census, 48.6 of the LGA resident population identified as male and 51.4% as female. The median age in the region was 50 years old, compared with 37.8 years old as the median age for Queensland. Children aged 0-14 years made up 14.8% of the population, people aged 65 years and over made up 25% of the population and the remaining 60.2% of the population were aged between 15 and 64 years old. The largest represented age group was those between 60 and 64 years old. Like many other coastal communities in Queensland, the Noosa community has an ageing population. As at December 2021, there were 7,825 recipients of the age pension in the Noosa LGA. The two communities with higher percentages of population over the age of 65 are Noosaville (35.4%) and Noosa Heads (30.5%). Therefore, these areas may need extra assistance in evacuating and recovering. 3.3.2 Cultural Diversity The Traditional Owners and original custodians of the lands of the Noosa Shire Council area, are the Kabi Kabi / Gubbi Gubbi people. At the 2016 Census, 1.7% of the population of the Noosa Shire identified as being of Aboriginal or Torres Strait Islander descent. At the 2021 Census, 71.2% of people indicated they were born in Australia. The most common other countries of birth were England 7.5%, New Zealand 4%, South Africa 1.1%, Germany 0.9% and the USA 0.8%. At the 2021 Census, 88.5% of households spoke only English at home. There were 7.9% of households where a non-English language is used. The top five non-English languages spoken at home for the total population of Noosa LGA were German (0.7%), French (0.6%), Portuguese (0.6%), Spanish (0.5%) and Italian (0.4%). 3.3.3 Families, Households & Dwellings Data obtained from the 2021 Census indicates there are 16,091 families in Noosa. Of these, 51.4% are couple families with no children, 34.2% are couple families with children, 13.6% identified as one parent families and 0.7% as other families. At the 2016 Census, there were 21,847 occupied private dwellings in the Noosa Council area. Of these, 79.5% were separate, detached houses, 12% were semi-detached row, terrace or town houses, 7.8% were flats, units or apartments and 0.3% were other dwellings such as caravans, tents and sheds. The Noosa Council area had a comparatively high proportion of home ownership with 43.7% of occupied private dwellings owned outright, compared with 29.1% in Queensland and 31% in Australia. A further 31.1% of Noosa Council households were purchasing their house with a mortgage. The median monthly mortgage repayment in the region was $1,900, higher than the Queensland median monthly repayment of $1,733. At the 2021 Census, 20.9% of Noosa Council area households were renting, with a median weekly rent of $460. This is significantly higher than the $305 weekly median rent for Queensland. The communities that have the Noosa Council 2025 | Local Disaster Management Plan Page 31 of 73
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highest rental percentages are Sunshine Beach (37.1%), Sunrise Beach (30.5%), Noosa Heads (29.3%) and
Tewantin (28.2%).
3.3.4 Socioeconomic Disadvantage
The Australian Bureau of Statistics Socio-Economic Indexes for Areas (SEIFA) 2016 by LGA includes the Index
of Relative Socio-economic Disadvantage, (IRSD) which is an index that summarises the relative disadvantage
of people and households within an area. The IRSD considers a range of economic and social condition
variables to determine an area’s relative disadvantage score. Indicators which are considered include the
percentage of population who are on low income, unemployed, without internet, have no/low educational
attainment, undertake low skilled employment, have health conditions, no personal transport, poor English, or
are one parent families. A low score is indicative of a relatively greater general disadvantage in the population
when compared with other areas.
In 2016, the Noosa Council area received a relative disadvantage score of 1,014. This was the lowest level of
disadvantage in the Sunshine Coast region. When compared to all of Australia’s suburbs and localities, this
score placed Noosa Shire in the 53rd percentile, meaning that 53% of Australia’s communities are more
disadvantaged than the Noosa Shire, while 47% are considered to have a lower level of disadvantage than
Noosa. The percentage of persons in Noosa in the most disadvantaged quintile was 5.8% with 12.6% in the
least disadvantaged quintile.
3.3.5 Access to Motor Vehicles
Within Noosa 3.5% of people do not have access to a motor vehicle which is lower than the state average of
5.7%. The two communities with areas of very high percentages of dwellings without access to motor vehicles
are Noosaville and Tewantin (6%). Therefore, these areas may need extra assistance in evacuating.
3.3.6 Vulnerable Persons
The Noosa Council area includes people who may be highly vulnerable to the impacts of disasters. At the 2021
Census, 29.6% of the population identified as experiencing one or more long term health conditions.
As at December 2021, there were 1,598 recipients of the disability support pension in the Noosa Shire. The
Department of Communities, Child Safety and Disability Services provides disability services, support and
facilities to people with a disability and their carers living in Noosa.
Wesley Care Tewantin is a specialist disability accommodation option that provides space for up to six people.
There are six aged care facilities located across the region:
• Blue Care - Sunrise Beach, 4 Grasstree Court, Sunrise Beach
• Carramar – 186 Cooroy Noosa Road, Tewantin
• Kabara – 120 Topaz Street, Cooroy
• Ozcare – 80 Cooyar Street, Noosa Heads
• Estia – 119 Moorindil Street, Tewantin
• Arcare – Goodchap Street / Val Crescent, Tewantin
In addition, there are six retirement villages:
• Noosa Domain – 35 Walter Hay Drive, Noosaville
• Hibiscus Noosa Outlook – 71 St Andrews Drive, Tewantin
• Laguna Estate – 21 Lake Weyba Drive, Noosaville
• Southern Cross Noosa Waters – 39 Lake Weyba Drive, Noosaville
• Riverlands Retirement Village – 139 Moorindil Street, Tewantin
• Palm Lake Resort - 19 Trading Post Road, Cooroy.
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Additional facilities are currently in approval and / or construction stage. Aged care facilities in the region are generally well connected and resilient and have robust business continuity plans in place. At the time of the 2016 Census, 110 people in the Noosa LGA were considered homeless. Within all communities, for any number of reasons, members may be, or become, vulnerable for shorter or longer terms. Such reasons include a reliance on mechanical life support systems (e.g. dialysis, ventilators), a culturally or linguistically diverse background, isolation, little social support or high levels of socio-economic disadvantage, visitors to the region, or chronic or acute health conditions. In 2017-2018 the Australian Bureau of Statistics found just under half of Australians had one or more chronic health conditions and 1 in 5 reported having a mental or behavioural condition (ABS, 2017-2018). Noosa Council 2025 | Local Disaster Management Plan Page 33 of 73
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Disaster Risk
Management
SECTION FOUR
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Section 4.1
4.1 Risk Based Planning SECTION
SECTIONFOUR
FOUR
Risk based planning is a critical element of all phases of PPRR. In Queensland this is achieved through the
Queensland Emergency Risk Management Framework (QERMF) risk assessment process. A QERMF
assessment was completed in 2022 for Noosa Shire by BMT. Six hazard scenarios were chosen for Noosa in
collaboration with QFD which guided the assessment process. The following hazards were considered:
• Scenario 1: Severe Tropical Cyclone
• Scenario 2: Category 2 Cyclone / East Coast Low
• Scenario 3: Severe thunderstorm event
• Scenario 4: Earthquake
• Scenario 5: Bushfire
• Scenario 6: Heatwave
Additionally, a non-natural hazard risk assessment was completed using the QERMF. The 2022 risk
assessment was informed by the Noosa Shire Disaster Risk Assessment undertaken in 2011, updated with the
most recent information from authoritative sources on incident frequency and consequences. The non-natural
hazard risk assessment provided a high-level risk rating, based on assessed likelihood, vulnerability, and
consequence for these hazards for the whole of Noosa Shire.
Section 4.2
4.2 Methodology
The QERMF methodology is depicted below. The QERMF model has four steps to ensuring the identification,
analysis and management of risk. Further detail can be obtained from the QERMF Risk Assessment
Process Handbook.
The QERMF approach was followed for each of the six hazard scenarios identified by QFD, including a
comprehensive GIS assessment of impact on critical infrastructure.
A process to adjust the 2011 risk assessment updated by new hazard likelihood, vulnerability and
consequence data, to the values within the QERMF was completed for hazards identified as plausible outside
of the six scenarios provided by QFD.
Full details of the methodology and results are available in the report: Multi-hazard Risk Assessment of Noosa
Regional Council using Queensland Emergency Risk Management Framework (QERMF).
Figure 8: Risk Management Framework Approach to managing risk.
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Section 4.3
4.3 Results
Full results of the QERMF risk assessment are included in the report: Multi-hazard Risk Assessment of Noosa
Regional Council using Queensland Emergency Risk Management Framework (QERMF). A summary of the
high-level risk assessment information to inform PPRR can be found in the Natural Hazard Risks and Non-
Natural Hazard Risks sections below.
4.3.1 Natural Hazard Risks
The Table 3 below provides a summary of the scenario components assessed and likelihood results of the
QERMF risk assessment process in relation to the six event scenarios selected by QFD for assessment.
Event / scenario Primary hazards QFD designated Determined QERMF
probability (AEP) probability
Likelihood
(AEP)
Severe Tropical • Widespread Severe < 0.5% 1-10% Unlikely
Cyclone (Destructive) Wind
(Cat 3-5) • Flooding
• Storm tide
• Coastal Erosion
Tropical Low / • Widespread Severe 5% 1-10% Possible
Cyclone (Damaging) Wind
(Low - Cat 2) • Flooding
• Storm tide
Severe • Lightning 100% >63% Almost
Thunderstorm Certain
• Hail
Event
• Wind gusts
• Localised Severe Wind
(Tornado)
• Flash flooding
Earthquake • Earthquake 0.06% 0.1-1% Rare
• Tsunami
• Landslide
Bushfire / • Bushfire (rural and urban 100% 10-63% Likely
interface)
Heatwave
• Extreme heatwave
Table 3: QERMF Scenario components and likelihood
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Section 4.3
Scenario 1: Tropical Cyclone (Category 3 - 5)
The QERMF Severe Tropical Cyclone risk assessment scenario included destructive winds, heavy rainfall
(>500 mm in 24 hours) leading to flash and moderate to major flooding and landslides. The risk assessment
included assessment of storm tide, flooding, coastal erosion, and landslide associated with the cyclone.
The determined QERMF likelihood for Scenario 1 can be found in Table 3 above.
A summary of the residual risk level for Scenario 1 can be found in Table 4 below.
Geographic vulnerability to the effects of scenario 1 modelling is illustrated in Figure 9 below.
Figure 9: Relative vulnerability of meshblock (small community level boundaries) to Scenario 1
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Section 4.3
Scenario 2: Category 2 Cyclone / East Coast Low
The QERMF Category 2 Cyclone / East Coast Low risk assessment scenario included heavy rainfall with a
resulting 1% AEP flooding event.
The determined QERMF likelihood for Scenario 2 can be found in Table 3 above .
A summary of the residual risk level for Scenario 2 can be found in Table 4 below.
Geographic vulnerability to the effects of scenario 2 modelling is illustrated in Figure 10 below.
Figure 10: Relative vulnerability of meshblock (small community level boundaries) to Scenario 2
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Section 4.3
Scenario 3: Severe Thunderstorm
The QERMF Severe Thunderstorm risk assessment scenario included strong winds, damaging hail, flooding
and lightning.
The determined QERMF likelihood for Scenario 3 can be found in Table 3 above.
A summary of the residual risk level for Scenario 3 can be found in Table 4 below.
Geographic vulnerability to the effects of scenario 3 modelling is illustrated in Figure 11 below.
Figure 11: Relative vulnerability of meshblock (small community level boundaries) to Scenario 3
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Section 4.3
Scenario 4: Earthquake
The QERMF Earthquake risk assessment scenario also included tsunami risk.
The determined QERMF likelihood for Scenario 4 can be found in Table 3 above. A summary of the residual
risk level for Scenario 4 can be found in Table 4 below.
Geographic vulnerability to the effects of scenario 4 modelling is illustrated in Figure 12 below.
Figure 12: Relative vulnerability of meshblock (small community level boundaries) to Scenario 4
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Section 4.3
Scenario 5: Bushfire
The QERMF Bushfire risk assessment assessed risk of bushfire from all causes.
The determined QERMF likelihood for Scenario 5 can be found in Table 3 above.
A summary of the residual risk level for Scenario 5 can be found in Table 4 below.
Geographic vulnerability to the effects of Scenario 5 modelling is illustrated in Figure 13 below.
Figure 13: Relative vulnerability of meshblock (small community level boundaries) to Scenario 5
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Section 4.3
Scenario 6: Heatwave
The QERMF Heatwave risk assessment scenario also considered the long-term effects of heat such as
drought. Drought is not considered a disaster in Queensland and is not managed using the QDMA.
A Drought Relief Assistance Scheme for primary producers is available from the State Government.
The determined QERMF likelihood for Scenario 6 can be found in Table 3 above.
A summary of the residual risk level for Scenario 6 can be found in Table 4 below.
Geographic vulnerability to the effects of Scenario 6 modelling is illustrated in Figure 14 below
Figure 14: Relative vulnerability of meshblock (small community level boundaries) to Scenario 6
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Section 4.3
Table 4 below provides a summary of the key high-risk assets in the Noosa Shire with an identified residual risk
rating for each of the six QERMF hazard scenarios that were selected by QFD for assessment.
Table 4: A summary of key high-risk assets for Noosa Shire
Asset category Residual risk rating
Severe East coast Severe Bushfire Earthquake Heatwave
cyclone low thunderstorm
Critical services
Communication H H H H H M
Power H H L M H L
Fuel Infrastructure (Bulk fuel) H H L L M M
Water treatment / supply M M M H H M
Wastewater treatment M M M M H M
Waste M M H M M M
Access and resupply
Roads M M H M H M
Bridges M M M L H M
Community and social
Schools H H H H H H
Population centre H H H H H E
Emergency shelters H M H H H H
Emergency services L L M L L M
Socio-economically disadvantaged H H H H H E
/ other vulnerable people
Medical
Hospitals M M H M M H
Aged care facilities M M M H H E
Significant industry
Agriculture / industry M M H M M H
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Section 4.3
4.3.2 Non-Natural Hazard Risks
QERMF process has been used to reassess non-natural hazard events that may impact the Noosa
community. A summary of the results including residual risk ratings can be found in Table 5 below: Further
detail can be found in the Multi-hazard Risk Assessment of Noosa Regional Council using Queensland
Emergency Risk Management Fram Framework (QERMF).
Table 5: Non-Natural and Biological Hazards Summary Table (QERMF Assessment)
Hazard Likelihood Vulnerability Consequence Residual Risk
Rating (VL 1 –
E13)
Pandemic Rare High Catastrophic Medium (8)
Major Fire (Urban) Almost Certain Low Moderate Medium (8)
Terrorism Possible Moderate Major Medium (8)
Dam Failure Rare Moderate Catastrophic Medium (7)
Black Swan Rare Moderate Catastrophic Medium (7)
Hazardous Material Unlikely Moderate Major Medium (7)
Accident (Land
Transport)
Hazardous Material Unlikely Moderate Moderate Low (6)
Accident (Marine)
Hazardous Material Unlikely Low Major Low (6)
Accident (Industrial
Site)
Major Passenger Rare Low Catastrophic Low (6)
Transport Accident
Biosecurity Hazard Possible Low Moderate Low (6)
Cyber Security / IT Possible Moderate Minor Low (6)
Failure
Essential Service Unlikely Low Moderate Low (5)
Failure
Major Air Transport Rare Very Low Major Low (4)
Accident
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Section 4.4
4.4 Residual Risks
The LDMG recognises its treatment options will not always be adequate and residual risk will remain. Residual
risks are the risks which remain after the LDMG has applied the risk mitigation strategies within their capacity,
but those strategies have not sufficiently reduced or eliminated the risk.
The following is a list of identified risks identified using the QERMF methodology that are not within the
capacity of the LDMG to address and are therefore deemed to be Residual Risks to be escalated to the
DDMG.
Table 6: Summary of Residual Risks for Noosa Shire
Issue Current Capacity Residual Risk Can Council
assist?
Evacuation of entire Limited capacity exists to Request to District Limited
community evacuate the whole for assistance
community.
Multiple houses There is a risk that emergency Request to District Limited
damaged especially services response to any for assistance
those involving multi- disaster event will be severely
casualty scenarios compromised as a result of
insufficient response capacity.
Asbestos contamination The community has limited Request to District Limited
from damaged buildings personnel trained in or for assistance
equipped for asbestos
removal. External expertise will
be required.
Managing multiple Limited capacity exists to Request to District Limited
Evacuation Centre manage and staff evacuation for Assistance
Facilities centre facilities.
Various Public Health The community has a small Request to District Limited
Risks team of EHO’s. In a major for assistance
event, professional EHO
assistance will be required for
a range of public
health/environmental health
issues.
Significant Terrorist While Queensland Police Request to District Limited
Attack or other Attack on would escalate through their (and likely further
the State own channels, the requirement to the State) for
for community support and assistance
recovery resources could be
large.
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Prevention
SECTION FIVE
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PreventionPage 47
Section 5.1 5.1 Prevention Prevention includes those measures to eliminate, mitigate or reduce the likelihood of a disaster event occurring, or the severity of an event should it eventuate. Hazard mitigation is the action taken in advance of a disaster, aimed at eliminating or reducing the impact on communities, the economy, infrastructure and the environment. The implementation of appropriate and targeted mitigation initiatives can offer more sustainable cost savings to communities and government in the event of a disaster and result in safer, more resilient and sustainable communities. Section 5.2 5.2 Land Use Planning Prevention includes use planning in areas that are exposed to natural hazards can significantly reduce disaster risk, the impact of hazards should they arise and enhance the resilience of existing and future communities. Regulating the use and development of land is a key strategy to avoid risk to life, property and environmental systems and reduce damage and disruption to the community within the Noosa Council area. The Noosa Plan 2020 provides a framework under the Sustainable Planning Act 2009 for managing development within the region over the next 20 years. The Planning Scheme uses a series of overlays as a means of influencing development to mitigate or reduce the effects of hazards: • Bushfire Hazard Overlay • Flood Hazard Overlay • Landslide Hazard Overlay. Section 5.3 5.3 Building Codes, Regulations & Legislation Prevention application of building codes and building use regulations aims to ensure that buildings and infrastructure are designed and constructed to standards that reduce the likelihood of damage and injury in an event. Standards and codes should be referred to and enforced particularly for the design and construction of major infrastructure and components of essential services. Section 5.4 5.4 Design Design improvements to infrastructure or services can be engineered to provide a greater level of resilience. Design improvements can be applied to new infrastructure or to harden existing infrastructure or when considering betterment works during the reconstruction phase. Ensuring the reliability of critical infrastructure and services supports the communities social and economic wellbeing. Noosa Council 2025 | Local Disaster Management Plan Page 47 of 73
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Section 5.5 5.5 Hazard Reduction Each agency of the LDMG is responsible for implementing appropriate hazard reduction programs for risks under their control. As an example, QFD, Noosa Council and various landowners undertake an annual hazard reduction program for bushfires. This includes a fire management program of fuel reduction and back-burning, maintenance and development of fire breaks and land management practices. Noosa Council plays an active role on the Area Bushfire Management Committee (ABMC) which provides strategic fire mitigation programs, operational preparedness and response, risk identification and hazard reduction burning for the Noosa Council area. The LDMG adopts the multi-agency Bushfire Risk Management Plan prepared by QFD in collaboration with the ABMC. Section 5.6 5.6 Climate Change Southeast Queensland has been identified as one of several high-vulnerability climate change hot spots in Australia. The frequency and severity of hazards including major storm events, droughts, heatwaves, bushfires, and flooding across the region are expected to increase as the climate continues to change. Noosa Council accepts the latest science on climate change provided by the Intergovernmental Panel on Climate Change and acknowledges that the Noosa Shire is vulnerable to the impacts of climate change including heat waves, more intense storms and sea level rise all of which is likely to adversely affect the Noosa natural and human environment. In recognition of the risks posed by a rapidly changing climate, Council declared a climate emergency in order to drive the urgent and sustained response needed to both mitigate and adapt to climate change. Council’s Climate Change Response Plan sets out desired outcomes and actions for both reducing emissions and implementing adaptation measures. Adaptative measures should be considered to manage future climate risks. A Queensland Government Emergency Management Sector Adaptation Plan for Climate Change is available. Section 5.7 5.7 Coastal Hazards Adaptation Plan Council has developed a Coastal Hazards Adaptation Plan (CHAP) that addresses sea level rise-driven risks in the coastal zone as a result of coastal erosion and shoreline recession, storm tide inundation and permanent inundation. Section 5.8 5.8 Disaster Risk Reduction Disaster risk and its reduction are recognized as global priorities under the United Nations Office for Disaster Risk Reduction’s Sendai Framework for Disaster Risk Reduction 2015–2030, to which Australia is a signatory. In alignment with this framework, the Queensland Government has implemented the Queensland Emergency Risk Management Framework (QERMF). Further analysis of disaster risk reduction strategies and mitigation options is provided in the report: Multi-Hazard Risk Assessment of Noosa Regional Council using the Queensland Emergency Risk Management Framework (QERMF). Noosa Council 2025 | Local Disaster Management Plan Page 48 of 73
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Preparation
SECTION SIX
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Section 6.1 6.1 LDMG Preparedness & Capacity Building LDMG preparedness and capacity relates to having arrangements and plans in place to ensure that, should a disaster occur, all the agencies, resources and services which are needed to cope with the effects can be efficiently mobilised and deployed within the framework of the Queensland Disaster Management Arrangements. Capacity building occurs across the phases of prevention and preparation and is built through activities that reduce the level of risk or the effects of disaster and result in ongoing improvement of the disaster management arrangements. The implementation and delivery of the Queensland Emergency Risk Management Framework as well as ongoing LDMG meetings, planning, workshops, training and exercises are critical elements in the continuous improvement of disaster management capacity building. Section 6.2 6.2 Community Preparedness & Capacity Building Section 30 of the Disaster Management Act requires the LDMG to ensure that the community is aware of ways of mitigating the adverse effects of an event and preparing for, responding to and recovering from a disaster. Effective disaster response and recovery activities begin with preparedness and awareness raising activities that are conducted on an ongoing basis, in advance of any potential disaster to ensure that if an event occurs, communities and their resources and services can cope with its effects. In recognition of the size and diversity of the Shire, the LDMG proactively works with community organisations, local business groups and others to prepare disaster, emergency and business continuity plans and strategies for particular high-risk localities and demographic groups with the Noosa Shire. The LDMG uses the Get Ready Queensland resources to focus on creating resilient communities through education and awareness raising and building capacity. Resilient communities are those that understand the risks they face, how to prepare themselves, their home and their community for the possibility of a disaster event to minimise impacts, can adapt to the circumstances, recover quickly and emerge stronger than their pre-disaster state. 6.2.1 Community Profiles & Plans The LDMG recognises that local knowledge is invaluable to the disaster planning process and that the community plays a key role in contributing to its own safety. The LDMG advocates that everyone can prepare for disasters in ways that can reduce the impact on themselves, their home, family, friends, pets and community. Being prepared in advance can make emergencies less stressful and save precious time. A community profile has been prepared for each community in the Noosa Council area identifying local demographics, local hazards and risks as well as information on how to prevent, prepare, respond and recover from disasters. Some communities in the Noosa Council area have determined that they would like to develop and maintain their own community disaster plan – refer section 1.6.4. 6.2.2 Community National Strategy for Disaster Resilience The National Strategy for Disaster Resilience identifies common characteristics of disaster resilient individuals, communities and organisations. These characteristics are functioning well while under stress, successful adaptation, self-reliance and social capacity. The strategy identifies that community members can work together, using their knowledge and resources to prepare for and deal with disasters. These actions will create self-reliance and build social capacity within the community so that it can function effectively under stress in responding to and recovering from a disaster event. Noosa Council 2025 | Local Disaster Management Plan Page 50 of 73
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The key to achieving a resilient community is for government, community and business to share in the responsibility for preparing for, responding to and recovering from a disaster. 6.2.3 Community Profiles & Plans Queensland Strategy for Disaster Resilience Queensland is the most disaster impacted state in Australia. By necessity, Queenslanders are renowned for their resilience and ability to adapt, with a strong community spirit that supports those in need to withstand and recover from disasters. The preparedness and resilience of individuals and communities is a shared responsibility of all sectors, including all levels of government, business, NGO’s and individuals. Disaster resilience is significantly increased by proactive planning and preparation for the protection of life, property and the environment through an awareness of hazards, associated risks and local disaster management arrangements. The Queensland Strategy for Disaster Resilience is the guiding instrument for realising the vision to make Queensland the most disaster resilient state in Australia and is underpinned by four key objectives: • Queenslanders understand their disaster risk • Strengthened disaster risk management • Queenslanders are invested in disaster risk reduction • Continuous improvement in disaster preparedness. 6.2.4 Get Ready Queensland Initiative The LDMG has undertaken a series of community forums, presentations, displays and community awareness days as part of promoting the annual Get Ready Program in the Noosa Shire Council area. These community engagement programs aim to build resilience in preparation for seasonal hazards (e.g. severe storms, bushfires, floods). These programs are aimed at empowering individuals and the community to understand their local risks and take pre-emptive action to prepare themselves, their families, homes and businesses in the event of disaster. The Get Ready Queensland program promotes three steps to Get Ready – understand your risk, prepare your home and pack an emergency kit. Additionally, the Get Ready Queensland team provide funding, resources and support for local government ‘Get Ready’ initiatives. Section 6.3 6.3 Noosa Emergency Action Guide The Noosa Emergency Action Guide has been developed to assist residents of the Noosa Shire to prepare for, respond to and recover from disasters that affect the local area. The guide is designed to assist residents understand the risk and likelihood of disasters in their communities as well as how to prepare an emergency plan and emergency kit, prepare homes, yards and pets and where to find information during a disaster. Section 6.4 6.4 Disaster Dashboard & Noosa Alert The Noosa Disaster Dashboard provides a one stop shop site for the community to access BoM weather warnings, up-to-date information on road closures, power outages, evacuation centres, helpful contacts and links to other useful disaster-related information and social media. The LDMG uses Noosa ALERT to send text messages (SMS) and emails out in relation to local disasters, severe weather and emergency events. This is an opt-in service that requires registration. Noosa Council 2025 | Local Disaster Management Plan Page 51 of 73
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Section 6.5 6.5 Insurance There is significant risk to the community in recovering from a disaster due to under-insured and non-insured residential properties and businesses. While this is of concern to the LDMG, it is considered that this is an issue for the insurance industry and the State Government with input from the LDMG through its members. Noosa Council 2025 | Local Disaster Management Plan Page 52 of 73
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Response
SECTION SEVEN
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Section 7.1
7.1 Initial Response
The majority of emergency incidents will be dealt with by the relevant lead agency using its own frontline
response capabilities. An Incident Control Centre (ICC) may be established by the lead agency to focus on the
immediate response to reduce the threat of the hazard. It is up to each lead agency to determine the
circumstances and triggers which require notification to, and additional support from, the LDMG.
Section 7.2
7.2 Activation of LDMG
Timely activation of the LDMG is critical. The LDMG will activate in response to an actual or perceived threat of a
disaster event which will likely have significant community consequences and requires a coordinated response
and / or recovery effort.
The decision to activate is based upon defined triggers and the perceived level of threat.
The authority to activate the LDMG is at the discretion of the LDMG Chair in consultation with the Local Disaster
Coordinator (LDC) based on the nature and scale of the event. The LDMG Chair will consult with the full
membership where time permits.
The LDC is responsible for managing disaster operations and implementing the strategic direction set by the
LDMG.
Section 7.3
7.3 Activation Criteria
Timely disaster management system at a local level, involving the LDMG, may be activated for any number of
reasons. The following decision criteria should be employed (if yes is answered to any of the following the
LDMG should be activated):
• Is there a perceived need relative to an impending hazard impact which requires multi-agency
coordination?
• Has there been a request from a response agency, to provide resource support and coordination in
support of operations?
• Has there has been a request / direction from the DDC to activate the LDMG?
• Has there been a sudden impact event which requires involvement of the LDMG in one or more
phases of PPRR?
Section 7.4
7.4 Activation of Field Command Centre
Timely frontline of disaster operations in the Noosa Council area is the Field Command Centre (FCC). The FCC
is used in coordinating and managing resources within the Noosa Council Infrastructure Services Department
during a disaster or emergency. The FCC is tasked by the Local Disaster Coordination Centre (LDCC) and
provides situational reporting as required. A plan for the activation and operation of the FCC is maintained by
Infrastructure Services along with defined trigger points and agreed actions for Council Depots.
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Section 7.5
7.5 Activation of LDMP and Sub Plans
The LDMP will be activated automatically whenever the LDMG activates. The LDC is responsible for activating
approved Sub Plans as required by the nature and circumstances of the event.
Section 7.6
7.6 Notification Process & Flowchart
The LDMG Chair & LDC will maintain situational awareness in relation to events that have the potential to require
the activation of the disaster management system.
When a decision is made to activate the LDMG, the appropriate activation level will be determined and
communicated to LDMG members. The initial LDMG meeting will be scheduled, and further meetings agreed
where necessary.
The DDC will be advised verbally and in writing that the LDMG has activated.
This LDMP will be automatically invoked and the LDC will invoke associated Sub Plans as required by the nature
and scale of the event.
Figure 15: Noosa LDMG Response Notification Flowchart
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Section 7.7
7.7 Activation Levels
Table 7: Noosa LDMG Activation Levels
Triggers Actions Communications
ALERT A heightened level of Monitor situation closely – Chair and LDC
vigilance due to the watching brief. communicating remotely.
possibility of an event.
Initial advice to
s takeholders.
Refer LDC checklist.
LEAN FORWARD Operational state prior toEnsure relevant facilities Chair, LDC and LDMG
stand up. are set up and rosters members on mobile
developed as required and monitoring email
Heightened level of (e.g. LDCC and remotely.
situational awareness and evacuation centres)
a state of operational Ad-hoc reporting.
readiness. Formal briefing of LDMG.
Public information and
warnings initiated.
Refer LDC checklist.
STAND UP Threat is imminent. Activate staff and facilities Formal SITREP
Community has been or as needed (e.g. LDCC and reporting.
will be impacted. evacuation centres).
Resources are mobilised, Manage disaster operations.
personnel are activated,
and operational activities
commence.
STAND DOWN Transition from Implement plan to transition Final response
responding to an to recovery. SITREP to DDC.
event to normal core
business and/or recovery Debriefing and identification
operations. of lessons.
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Section 7.8
7.8 Response Priorities
The response phase involves the taking of appropriate measures to respond to an event, including action taken
and measures planned in anticipation of, during, and immediately after an event to ensure that its effects are
minimised and that persons affected by the event are given immediate relief and support.
The following priorities apply to any response:
• Protection of life
• Protection of critical infrastructure
• Protection of property, livelihoods and the economy
• Protection of the environment.
Section 7.9
7.9 Response Principles
The LDMG will:
• Activate early to prepare and to plan for the response and coordination of disaster operations
• Work closely with the responsible lead agency and the DDMG to manage and coordinate disaster
operations
• Provide warnings, alerts and public information early and consistently to the community or those who
need it
• Ensure disaster response and recovery operations are coordinated
• Ensure resources are accessed and used effectively
• Provide support to meet community needs
• Provide situational reporting.
The LDMG will ensure the responsible lead agency is supported by the disaster management system during
their response to an event. The responsible lead agencies for each hazard can be found in the State Disaster
Management Plan – Appendix B.
Section 7.10
7.10 Disaster Declaration
In accordance with section 64(1) of the Act, the DDC may, with the approval of the Minister, declare a disaster
situation for the district, or a part of it if satisfied that a disaster has happened, is happening or is likely to happen,
in the disaster district and it is necessary, or reasonably likely to be necessary, for the DDC or a declared disaster
officer to exercise declared disaster powers to prevent or minimise any of the following:
• Loss of human life
• Illness or injury to humans
• Property loss or damage
• Damage to the environment
Before declaring a disaster situation, the DDC is to take reasonable steps to consult with each local government
in, or partly in, the proposed declared area. As outlined in section 75 to 78 of the Act, the declaration confers
extra powers on particular groups to perform actions, give directions and control movements within the declared
area.
It is important to note that the declaration of a disaster situation relates to the situational requirement for
additional powers and is not linked to the activation of particular disaster management groups under the QDMA
or the activation of disaster financial assistance arrangements. All three actions are independent processes and
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are not interlinked or conditional, although some or all may occur for the same event. The declaration of a disaster situation does not impact the requirements of a local government under the Act to manage disaster operations in their area. Section 7.11 7.11 Guardian Information Management System The LDMG Guardian Information Management System (IMS) is an electronic workflow for managing disaster events. The spatially integrated solution holds plans and preparation documents, creates a chronological record of events and a fully auditable trail of actions, as well as details on the allocation and management of tasks, bulletins, evacuation centres, road closures and reports using official and custom-built templates. Situation Reports (SITREPS) will need to be prepared on a regular basis. SITREPS will be created and stored within Guardian IMS, so they are accessible to all LDMG agencies. 7.12 Activation of the Local Disaster Coordination Centre The LDCC is where the multi-agency response to the event is coordinated from. The primary LDCC is located at the Noosaville Depot in the Local Disaster Coordination Centre Building. For further information refer to the LDCC Sub Plan. 7.12.1 Community National Strategy for Disaster Resilience When an event is imminent, it is essential the public are warned of the danger and provided with information about the event and advice on recommended actions. The key objective is to deliver accurate, clear, timely information and advice to the public, so they feel confident, safe and well informed and are aware of any recommended actions. Refer Public Information & Warnings Sub Plan. Noosa Council 2025 | Local Disaster Management Plan Page 58 of 73
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Section 7.12 7.12.2 Evacuation The safety of residents is the primary driver for evacuation. Evacuation carries risks to both those being evacuated and to emergency personnel managing the evacuation. Consideration must be given to the risks associated with the conduct of any evacuation. Under some circumstances, sheltering in place may provide greater levels of safety for the community. For further information refer to the Evacuation Sub Plan. 7.12.3 Financial Management Operational expenditure needs to be tracked using work order numbers established specifically for the event. At the conclusion of the disaster event, all expenditure needs to be finalised. Invoices need to be collated, payments made, and Disaster Recovery Funding Arrangements (DRFA) claims need to be completed - refer to Financial Management Sub Plan. 7.12.4 Public Health A major disaster event may cause significant disruption to the community. Water supplies, sewage treatment, refuse disposal, and access to safe food may be compromised – refer to Public Health Sub Plan. 7.12.5 Logistics Timely acquisition and deployment of services and supplies is critical to the efficient response to and recovery from a disaster event. When all local resources have been exhausted or are inadequate, requests for assistance outside the Noosa Shire Council area shall be directed to the DDC. All external assistance requests shall be coordinated by the LDC on behalf of the LDMG – refer Logistics Sub Plan 7.12.6 Damage Assessment Following the impact of a disaster, measures will need to be implemented to undertake damage assessments to determine the extent of the area affected, damage to homes, infrastructure and essential services and the level of hardship being experienced in the community. QFD have a responsibility for undertaking damage assessment of structures impacted. However, all agencies are able to contribute to damage assessments through operational reporting (i.e. dam owners will report on storage levels, QPS will report on missing people, Queensland Health will report on people requiring hospitalisation / medical treatment and Noosa Shire Council will report on damage to Council owned infrastructure and the environment). Noosa Council 2025 | Local Disaster Management Plan Page 59 of 73
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Recovery
SECTION EIGHT
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Section 8.1
8.1 Definition of Recovery
In accordance with the Queensland Recovery Plan, disaster recovery is defined as the coordinated process
of supporting disaster-affected communities’ psychosocial (emotional and social), and physical well-being;
reconstruction of physical infrastructure; and economic and environmental restoration (including regeneration
of the natural environment, associated infrastructure and heritage sites and structures and the management of
pollution and contamination).
Section 8.2
8.2 Context for Recovery
The need for recovery may arise from a range of natural and non- natural disaster events, often providing an
opportunity to rebuild a stronger, more resilient community.
Recovery begins shortly after the response phase has begun and the impact has been identified. Recovery
can be a long, challenging and complex process and is often considered the most resource intensive and
protracted element within the context of the Prevention, Preparedness, Response and Recovery (PPRR)
framework.
Recovery is both a remedial and developmental process that focuses on building a recovered and more
resilient community. Recovery planning and operations must be sufficiently flexible to deal with the needs of
the impacted community, regardless of the nature of the disaster.
Whilst funded recovery programs under the joint Commonwealth/ Queensland-funded Disaster Recovery
Funding Arrangements have a two-year life span, it is recognised that the time it takes for a community to be
recovered will vary based on the impact of the event and the individuals in the community.
Section 8.3
8.3 Appointment of Local Recovery Coordinator
Appropriately qualified and authorised persons have been appointed by the CEO of Noosa Shire Council to
take the role of Local Recovery Coordinator (LRC) to coordinate and facilitate local recovery operations should
the need arise. The LRC and the LDC should liaise regularly to ensure that response operations support the
recovery effort and the LRC has good situational awareness to ensure their disaster recovery planning is
relevant to the community. Indicative duties of the LRC include:
• Working with identified agencies and the community to develop the local event-specific recovery plan.
• Coordinating the short to medium-term recovery to address the immediate effects of the disaster and
develop longer-term measures as appropriate.
• Ensuring the local event-specific recovery plan addresses all relevant functional areas of recovery –
human and social, economic, environment, building, and roads and transport.
• Performing the role of conduit between community and government
• Developing and implementing effective strategies for community participation and partnership in the
recovery process.
• Liaising with with functional lead agency representatives at the local and district levels.
• Liaising with the District Disaster Management Group (DDMG) and State Recovery Coordinator
throughout the recovery process.
• Providing advice to state government on the needs and responses of the affected individuals,
communities and other sectors.
• Undertaking a post-operation debrief and providing a final report to the LDMG at the conclusion of
recovery operations.
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• Providing or delegating the responsibility for ongoing recovery reporting on the progress of the event-
specific recovery plan.
A checklist for the Local Recovery Coordinator is available in Guardian IMS.
Section 8.4
8.4 Activation of LDMG Recovery Group
During the response phase, the LDMG will consider the impact of the disaster. If the event is of sufficient
magnitude, the LDMG may decide to activate its Recovery Group to coordinate recovery operations.
The Recovery Group is likely to be activated in the following circumstances:
• An event where significant loss or damage is sustained impacting the community, economy,
environment and / or the infrastructure of the Noosa Shire Council area.
• An event that creates significant disruption to the communities’ connectedness or overwhelms local
resources or the capacity of the community to cope or recover independently.
• An event that the LDMG determines has ongoing impacts and requires a coordinated and collaborative
multi-agency approach to recovery.
• If requested to activate by the DDMG.
Section 8.5
8.5 LDMG Recovery Group Chairperson
The Recovery Group Chairperson is responsible for chairing the LDMG Recovery Group and for supporting
the Local Recovery Coordinators to ensure recovery efforts and activities are effectively coordinated and
implemented across the region.
A Terms of Reference is available that can be adapted to the specific circumstances of the event. 8.5
Activation Levels, Triggers & Communications
Recovery activation levels follow closely behind the response activation levels. This means that recovery
actions are triggered early in the event cycle before the disaster has occurred. The table below identifies the
recovery activation levels, triggers and communications. All public information will be undertaken in
accordance with the LDMG Public Information & Warnings Sub Plan.
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Section 8.5
Table 8: Activation Levels, Triggers and Communications for Noosa LDMG
Triggers Actions Communications
• Response phase at ‘lean • Appointment of LRC as appropriate • LDC and LRC maintain communication
forward’ level of Activation • Potential actions and risks identified • LRC and Recovery Group members on mobile remotely
Response Recovery • Information sharing commences
LEAN FORWARD ALERT • LRC in contact with LDCC/LDC
• Initial advice to all recovery stakeholders
• Response phase at ‘stand • Monitoring of response arrangements • LRC and Recovery Group members on mobile
up’ level of activation • Analysis of hazard impact or potential impact and monitoring email remotely
• LDCC assesses event • Relief and recovery planning commences • Liaise with QRA and Department of Communities
impact and determines if regarding support and funding assistance
Recovery Group is needed • Deployments for immediate relief commenced by
recovery functional agencies • Recovery Group will commence meeting for
• Immediate relief planning purposes
Response Recovery arrangements are required • Recovery Group and Subgroup structures finalised along
• More regular reporting as required by the LRC and by
during response phase withreporting requirements the Disaster District and QDMC
STAND UP LEAN FORWARD
• Community engagement and communication
strategy developed
• Refer: LDMG Public Information & Warnings Sub Plan
• Immediate relief • Recovery Group activated at LDCC or alternate location • Delivery of community engagement and
arrangements continue • Recovery plan activated community strategy
• Response phase moves to • Community information strategy employed • LRC and LRG members involved in medium term
‘stand down’ level of recovery continue as required
activation. • Participate in response debrief
• Functional lead agencies report to LRC/ LRG as required
• Medium term recovery • Transition arrangements from ‘response and recovery’
Response Recovery to ‘recovery’ activated including handover from LDC to
commences. LRC
STAND DOWN STAND UP
• LRG arrangements are • Action plans for five functions of recovery continue
finalised. Community returns
to normal activities with • Community information strategies continue
ongoing support as required.
• Recovery Group arrangements • Consolidate financial records • LRC and Recovery Group members resume
are finalised • Reporting requirements finalised standard business arrangements
• Participate in recovery debrief • Communicate extended recovery arrangements as per
• Community returns to normal the Communications and Engagement Plan.
activities with ongoing long • Participate in post event debrief
Response Recovery term recovery support provided • Post event review and evaluation
as required under pre-agreed
ALERT STAND DOWN arrangements and processes. • Long term recovery arrangements transferred to
functional lead agencies
• Return to core business
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Section 8.6
8.6 Recovery Group Membership
The Local Recovery Group may be comprised of the following members. Membership will be tailored relevant
to each event.
Table 9: Noosa Local Recovery Group Membership
Recovery Group Organisation
Position
Chair Deputy LDMG Chairperson - Councillor, Noosa Shire Council
Local Recovery Director Community Services, Noosa Shire Council
Coordinator
Secretary Community Services Administration Officer
Core Members Coordinator Human-Social Subgroup – Community Development
Manager
Coordinator Infrastructure Subgroup – Project Manager
Infrastructure Delivery
Coordinator Economic Subgroup – Economic Development Manager
Coordinator Environment Subgroup – Environmental Services
Manager Communications – Community Engagement Manager
Volunteer Coordinator – Libraries & Galleries Manager
Supporting Department of Communities, Housing & Digital Economy
Members /
Advisors Department of State Development, Infrastructure, Local Government
and Planning
Department of Environment & Science
Department of Transport & Main Roads
Department of Energy & Public Works
Other representatives appointed on an as needs basis (e.g.
community representatives, business and industry representatives,
etc.
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Section 8.7
8.7 Functional Lines of Recovery
The Depending on the nature of the disaster, one or more of these five functional lines of recovery may be the
focus of recovery operations. The responsible State Lead Agencies identified below will be invited to
participate in the LDMG Recovery Group which will consider all five functional lines of recovery when planning
and undertaking recovery operations:
Table 10: Queensland functional lines of recovery
Functional line of Description State Lead Agency
recovery
Human and Social Focuses on supporting the emotional, Department of Communities,
recovery social, physical and psychological health Housing & Digital Economy
and wellbeing of individuals, families and
communities following a disaster.
Economic recovery Focuses on rectifying the direct and indirect Department of State
impacts on the economy as a result of a Development,
disaster. Infrastructure, Local
Government & Planning
Building & Assets recovery Focuses on rectifying damage and disruption Department of Energy &
which inhibits the capacity of essential Public Works
services and the building sector, including
housing, accommodation, education and
health facilities.
Environmental recovery Focuses on rectifying the impacts on the Department of
natural environment as a direct result of a Environment & Science
disaster or through a secondary impact or
consequence.
Impacts to the environment may include
damage or loss of flora and fauna, poor air
quality, reduced water quality,
accumulation of synthetic debris on
beaches, land degradation and
contamination, as
well as cultural and built heritage listed place
issues.
Roads and Transport Focuses on rectifying the effects of a Department of Transport &
recovery disaster on transport networks, including Main Roads
road, rail, aviation and maritime normally
result in difficulty accessing
communities and disruption to critical supply
chains (both in and out of the impacted
area). Restoration of these networks, or the
identification of alternatives, is a priority in
disaster recovery.
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Section 8.8 8.8 Recovery Subgroups Often a disaster will be of such a scale that all functions need to be addressed to effect recovery. To assist with managing capacity and resourcing issues and to reflect other areas of infrastructure that Noosa Council is responsible for i.e., water, wastewater, and waste, the Local Disaster Recovery Group (LDRG) will likely organise itself with four Functional Recovery Subgroups to address the five lines of recovery as follows: • Human and Social • Economic • Infrastructure • Environment; and • Waste This structure is depicted in section 2.8 of this plan. The need to establish one or all of the Subgroups is the responsibility of the LDRG and will depend wholly upon the scale of the event and the complexity of the recovery effort. Noosa Council 2025 | Local Disaster Management Plan Page 66 of 73
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Section 8.9
8.9 Proposed Recovery Subgroup Membership
Membership will be determined in response to each event. The table below is to be used as a guide to ensure the State government functional lead agencies
for recovery as well as relevant local government elected officials and officers and non- governmental, business and community representatives are
considered as applicable to each event.
Supporting Member Agencies (may be modified depending on disaster)
HUMAN-SOCIAL ECONOMIC ENVIRONMENT INFRASTRUCTURE
Chairperson Community Development Councillor / Officer Councillor / Officer Councillor / Officer
Coordinator, Noosa Council
State • DFSDSCS(Functional • DSDILGP (Functional • DETSI (Functional lead • DEPW (Functional lead agency)
Government lead agency – not lead agency) agency) • DTMR (Functional lead agency)
represented in BAU) • DRDMW • DPI • DSDILGP
• Queensland Treasury • NRMMRRD • Department of Education
• DPI • QHealth • DFSDSCS
• DETSI • DWATSIPM • QRA
• QRA • QRA
• QRIDA • DSDILGP
• DTMR
Non- • Australian Red Cross • Insurance Council of • Natural Resource • Queensland Building
government • GIVIT Australia Management bodies and Construction
/ Business • Lifeline • Chamber of commerce • Environment and conservation Commission
representativ • Uniting Care • Primary producer organisations • Insurance Council of Australia
es • St Vincent de Paul groups • Wildlife and animal protection • Utility owners/ operators
• Local community and • Industry groups • Private infrastructure
welfare groups representatives • Traditional owners • Owners
• RSPCA (companion • Tourism Association • River Improvement Trusts • Ergon
animals) • Agforce • Rural and primary producers • Telstra
• Insurance Council of • Queensland Farmers • Water and waste service • Transport operators
Australia Federation providers
• Volunteering Queensland • Telstra • Chemical and hazardous
• Pomona Community substance advisors.
House
• Salvation Army
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Section 8.10
8.10 National Principles
The LDMG Recovery Groups will use the National Principles for Disaster Recovery to guide recovery planning,
approach, decision-making and efforts. The principles are:
Table 12: National Principles for Disaster Recovery
Principle Definition
Understand the context Successful recovery is based on an understanding of
the community context, with each community having
its own history, values and dynamics.
Recognise complexity Successful recovery is responsive to the complex
and dynamic nature of both emergencies and the
community.
Use community-led approaches Successful recovery is locally led, community-
centred, responsive and flexible, engaging with
community and supporting them to move forward.
Coordinate all activities Successful recovery requires a planned, coordinated
and adaptive approach, between community and
partner agencies, based on continuing assessment
of impacts and needs.
Communicate effectively Successful recovery is built on effective
communication between the affected community and
other partners.
Recognise and build capacity Successful recovery recognises, supports, and
builds on individual, community and organisational
capacity and resilience.
Section 8.11
8.11 Queensland Government Roles and Responsibilities
The Queensland Recovery Plan – refer pg. 14-20 identifies the role and responsibilities of the DDMG and
numerous State government stakeholders in recovery operations as follows:
• Queensland Disaster Management Committee (QDMC)
• Minister
• Leadership Board Sub-Committee (Recovery)
• State Recovery Policy & Planning Coordinator
• State Recovery Coordinator
• State Functional Recovery Groups
• Queensland Reconstruction Authority.
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Section 8.12
8.12 Recovery Phases
The disaster recovery process can generally be categorised into three phases (immediate, short-to-medium
term recovery and long-term recovery). The phases of recovery are depicted in Figure 16 below.
Figure 16: Phases of recovery
8.12.1 Stage 1: Immediate recovery (post-impact relief and emergency)
The recovery aims to address and support the immediate needs of individuals, businesses and the community
affected by an event. This phase of recovery is challenging as it often coincides simultaneously with response
operations. It is the period after a disaster when initial “relief” services are offered to the affected community
whilst the full recovery framework is established. It is also the period when detailed recovery planning,
including damage and needs analysis is undertaken.
The likely recovery activities conducted during this phase include:
• Impact and needs assessments commenced
• Provision of Evacuation Centres
• Provision of assistance to meet basic human needs
• Restoration of power, water and communication commenced
• Emergency funding, shelter, clothing and food distribution
• Roads re-open
• Psychological first aid, and personal support provided
• Consideration of Recovery Hubs
• Consideration of managing spontaneous volunteers and goods and services donations – refer Logistics
Sub Plan.
The transition from the response and short-term relief operations to the next phase of recovery needs to be
carefully managed by the LDC and LRC working together. The transition will be characterised by the approval
of the Recovery Event Action Plan that will be prepared in Guardian IMS for approval by the Chairperson of
the LDMG Recovery Group.
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The Community Liaison Role working in the LDCC also supports short term relief and recovery – refer LDCC
Sub Plan.
8.12.2 Stage 2: Short-to-medium term recovery (re-establishment, rehabilitation
and reconstruction)
The phase of recovery continues the coordinated process of supporting affected communities in the
reconstruction of physical infrastructure, re-establishment of the economy and rehabilitation of the
environment. During this phase, support for the emotional, social, and physical wellbeing of those affected
continues. The recovery activities at this stage will assist the affected community to return to a state of
normality, although the community may experience significant change resulting from the event.
The likely recovery activities conducted during this phase include:
• Impact and needs assessments finalised
• Essential service repaired and restored
• Key transport routes are operational
• Roads repairs underway
• Supply chains are returning to normal
• Schools reopen
• Funding to support recovery identified
• Insurance assessments underway
• Community support mechanisms operational
• Community development programs underway to reunite community
• Environmental restoration and biosecurity
• programs identified and underway
• Support for business is available
• Development of exit strategies.
8.12.3 Stage 3: Long-term recovery (restoration, rebuilding, reshaping and
sustainability)
The term recovery is characterised by the ongoing restoration and rebuilding of physical infrastructure,
restoration of the economy and of the environment, and reshaping to support sustainability of recovery
measures in the longer term. During the transition phase, specialist recovery workers leave affected
communities and systems start to wind down as normal community development and business as usual
processes return. Long term recovery may last many months and in some cases many years after the event.
The likely recovery activities conducted during this phase include:
• Assets are restored, improved and operational
• Rebuilding phase finalised
• Longer term psycho-social support strategies for individuals, families and communities are established
and operational
• Event anniversaries are acknowledged
• appropriately
• Key milestone achievements are acknowledged and celebrated
• Exit strategies are implemented.
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Section 8.13 8.13 Monitoring & Evaluating Framework The National Monitoring and Evaluation Framework for Disaster Recovery Programs provides a consistent approach to evaluating individual recovery programs for their effectiveness in achieving desired outcomes and providing valuable learnings to improve the design and delivery of subsequent programs. Section 8.14 8.14 Communication & Reporting All public information released as part of recovery operations will be managed in accordance with the LDMG public Information & Warnings Sub Plan and Noosa Council’s media policy. Internal reporting will take place as per Noosa Council’s standard operating arrangements e.g. reports to Council. Regular situational reporting will take place across Queensland’s Disaster Management Arrangements throughout recovery operations. The schedule of SITREP reporting will be determined by the LDMG Recovery Group Chairperson in negotiation with the District and State Recovery Groups. A Recovery SITREP template is available in Guardian IMS. Requests for resources will be escalated via the District Disaster Management Group (DDMG). Refer to the Logistics Sub Plan. Section 8.15 8.15 Finance Financial management during recovery operations will be in accordance with the LDMG Financial Management Sub Plan. Section 8.16 8.16 Event Specific Recovery Plan The Queensland Reconstruction Authority (QRA) have developed a process to develop an event-specific Local Recovery Plan. Local recovery templates can be found on QRA’s website. The LRC is responsible for working with the LDMG Recovery Group (where activated) to develop the plan and then for obtaining endorsement for the event-specific recovery plan from the LDMG. If developed, an event- specific Recovery Plan should be adopted by Noosa Shire Council. Following adoption, the plan should be uploaded to the Council website and promoted to the local community on a regular basis. The LRC is responsible for working with the LDMG Recovery Group (where activated) to develop the plan and then for obtaining endorsement for the event-specific recovery plan from the LDMG. If developed, an event-specific Recovery Plan should be adopted by Noosa Shire Council. Following adoption, the plan should be uploaded to the Council website and promoted to the local community on a regular basis. Noosa Council 2025 | Local Disaster Management Plan Page 71 of 73
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Section 8.17 8.17 Recovery Hubs Recovery Hubs are established to provide a range of services to facilitate recovery including welfare, support, financial and emotional recovery services. Recovery Hubs are typically managed by the Department of Communities, Housing & Digital Economy with support from the LDMG where necessary. Recovery Hubs may be centralised or may need to be mobilised and conducted in a ‘Pop Up’ fashion to suit the need of local communities and the disaster. Recovery Hub agencies will vary dependent on the type of event and impacts experienced. Agencies may include but are not limited to: • Department of Families, Seniors, Disability Services and Child Safety • Noosa Council Community Development or Customer Service Team Member • Noosa Council Infrastructure Services team member • Lifeline • Red Cross • Insurance Council of Australia • Local Service providers. Noosa Council 2025 | Local Disaster Management Plan Page 72 of 73
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9 Pelican Street, Tewantin
PO Box 141, Tewantin QLD 4565
(07) 5329 6500
Noosa.qld.gov.au
9 Pelican Street, Tewantin
PO Box 141, Tewantin QLD 4565
(07) 5329 6500
Noosa.qld.gov.au
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